Navy, DLA Day highlights progress in partnership

Navy, DLA Day highlights progress in partnership

“Partnering to Provide Logistics Support for Sea Power 21” was the theme for the 2004 Navy-Defense Logistics Agency Day held June 15 at the Defense Logistics Agency headquarters on Fort Belvoir, Va.

Senior leaders from DLA and the Navy met to present briefings on performance updates, Navy support initiatives, and topics such as A-76 and business systems modernization.

DLA Director VADM Keith W. Lippert, Assistant Deputy Chief of Naval Operations for Fleet Readiness and Logistics Arianne Whittemore, and Naval Supply Systems Command Commander and Chief of Supply Corps RADM Justin D. McCarthy, co-chaired the event.

During the event, Lippert announced new promotions and positions in the Navy logistics community. McCarthy has been nominated as the Director for Material Readiness and logistics, N4, for the Office of the Chief of Naval Operations. Also, RADM Daniel Stone, currently the Director for Logistics and Engineering, J-4, U.S. Northern Command, will become the Commander of the Naval Supply Systems Command and Chief of Supply Corps.

In his remarks, Lippert discussed DLA’s transition to become a leaner, more productive organization, which is currently seeing the lowest backorder numbers and cost-recovery rates in its history, after more than a year of involvement in Operation Iraqi Freedom and three years since the onset of the Global War on Terror.

Since October 2001, DLA has seen a 32.8 percent reduction in backorders and a 51 percent decrease in cost-recovery rates.

He examined the increased demand and workload resulting from OIF and how to approach that ever-increasing demand through the remainder of fiscal 2004, focusing on DLA’s priorities to better enhance support to the warfighter through its transformation efforts, the agency’s acceptance of its “new normal” higher operations tempo and the improvements accomplished through DLA’s Business Systems Modernization (BSA) program.

According to Lippert, the successes in improving DLA during the last few years resulted from better collaboration with customers and suppliers, increasing reliance on automated strategic distribution centers, shifting from manual to automated buying procedures and using the A-76 process for non-inherently governmental positions, among others.

Deputy Commander Fleet Logistics Operations CAPT William Munson and DLA’s Navy National Account Manager CAPT Todd Kirst briefed attendees on several action items for the Navy-DLA partnership council. This council was established Sept. 4, 2003, to identify and explore Navy-DLA initiatives to improve performance, reduce cost and to align Navy and DLA priorities. Membership is represented across both enterprises from all of DLA’s field activities to OPNAV, NAVSUP headquarters and NAVSUP’s Fleet Industrial Supply Centers.

OPNAV Director of Logistics Planning and Innovation Mark Honecker discussed the Navy’s approach to Sea Enterprise, the Navy’s logistics transformation efforts to achieve the “Sea Power 21” strategic vision. By changing the culture to an enterprise focus, improving current structures and processes, and harvesting savings, the Navy will recapitalize on its force structure.

According to Honecker, the partnership with DLA plays a key role in the success of Sea Enterprise because of its collaboration on key issues impacting readiness and the delivery of required readiness at lowest cost.

An overview of the Navy maritime, naval and troop support was also presented by Defense Supply Center Columbus, Defense Supply Center Richmond and Defense Supply Center Philadelphia.

DSCC Commander RADM Linda Bird said performance is consistently high, always improving, and transformation efforts by the Navy and DLA must be in sync to make significant changes in maritime support.

The Navy’s expanding partnership with DLA and its support to naval aviation was discussed by DSCR Commander RDML Mike Lyden. By delivering strong performance and expanding the focus from supply to readiness, according to Lyden, supply availability will increase while cost will decrease. A full range of aviation initiatives with the incorporation of both public and private sector capabilities is also providing increased support to the demands of the Navy.

Currently, the average customer wait time for subsistence, clothing and textiles, general and industrial materials and medical supplies from DSCP to the troops is 6.4 days. The Navy is nearly 20 percent of DSCP’s customer base. With initiatives to explore the best supply chain management practices used in Operation Enduring Freedom and OIF, DSCP will be able to consider different applications for future supply models in other theaters.

Army Brig. Gen. Ray Mason, the DSCP Commander, discussed the Common Food Management System, which proposes that the military services agree to develop one common web-based system that will replace existing service systems. He discussed other virtual and integrated prime vendor systems that will increase savings and maintain a better stock of expendable items. These initiatives as well as web-based ordering and a forward presence in-theater will provide a cohesive, responsive supply chain leadership to the warfighter, according to Mason, to provide innovative logistics solutions with the Navy as a full partner.

Army Brig. Gen. Kathleen Gainey, the Defense Distribution Commander, talked about the forward stock positioning initiatives being put into place at depots around the world. She also provided statistics about A-76 execution at various depots.

Kathy Cutler, Executive Director for DLA’s Acquisition, Technical and Supply Directorate, briefed the attendees about the progress of BSM and its capacity to help build stronger relationships with its customers. The Navy showed particular interest in DLA’s revised BSM schedule and its impact on the Navy. Through information sharing, the Navy can use DLA’s lessons learned and apply them throughout the Navy’s enterprise resource planning development and implementation.

Action items produced throughout the day were evaluated to create plans and reviews for the Navy-DLA Partnership Council to accomplish the proposed tasks. Through their partnership, DLA and the Navy will work through these items, demonstrating their commitment to improved relationships and performance to support the warfighter. The Navy-DLA Partnership Council will be the vehicle for tracking and monitoring progress and completion of the agreed actions items.

COPYRIGHT 2004 U.S. Department of the Navy, Supply Systems Command

COPYRIGHT 2004 Gale Group