Presentation on theme: "DoD Logistics Balanced Scorecard Overview"— Presentation transcript:
1 DoD Logistics Balanced Scorecard Overview 27 May 2004
2 DoD Logistics Balanced Scorecard Status Achieved Joint Logistics Board (JLB) approval of DoD Logistics Vision, Strategic Objectives and Level 1 & 2 MetricsWorking with Logistics Process Owners to refine Level 3 & 4 metrics and develop baseline values & targetsDeveloped and began execution of the DoD Logistics BSC Change Management Strategy, which includes monthly L&MR Sponsor Series memorandums
3 DoD Logistics Vision JLB Approved Aug 03 Support rapid, agile deployment, employment, sustainment and reset/reconstitution of the Total Force, within acceptable risk, across the full spectrum of operations in a cost-effective manner.
4 DoD Logistics Strategic Objectives JLB Approved Aug 03 Provide optimum responsive logistics support to the joint warfighter to ensure:Immediately employable force optionsA rapidly deployable capabilityA sustainable total forceWarfighter PerspectiveEnsure a skilled capable workforce responsible for meeting the warfighter logistics support requirements to include:Introduction of leading edge advanced conceptsOrganization adaptabilityWorkforce shapingWorkforce & Innovation PerspectiveProvide effective logistics chain performance and capacity while reducing the logistics footprint to include:Reducing cycle time, improving effectiveness, improve product quality, leveraging IT improvements and Commercial AdvancesLogistics Process PerspectiveVisionand StrategyEnsure affordable logistics support through resources and choices that enable effective joint warfighter capability to include:Accurately forecast and identify logistics requirementsIdentify and understand the risks associated with logistics resource allocationImproved cost predictability and constrained cost growth.Resource Planning Perspective
5 DoD Logistics BSC Level 1 and 2 Metrics JLB Approved Dec 03 WarfighterW&I metricsare underdevelopmentL1: Force ReadinessL2: Equipment ReadinessL2: MC RatesL2: Commodity AvailabilityL2: Logistics Units ReadinessL2: Prepositioned ReadinessL1: Force SustainmentL2: Materiel SupportL2: Services SupportL1: Force ClosureL2: Distribution CapacityL2: Distribution Visibility & ControlL2: Distribution EffectivenessL2: Combat Effectiveness AchievementL2: Prepositioned EffectivenessL1: ResetL2: ResetL2: Operational Draw-downWorkforce & InnovationLogistics ProcessL1: Workforce CapabilityL2: Logistics End StrengthL2: Logistics RecruitingL2: Logistics RetentionL2: Logistics TrainingL1: Workforce ClimateL2: Logistics WorkforceSatisfactionL1: InnovationL2: BEA AdoptionL2: Portfolio ManagementL2: Portfolio Management EffectivenessL1: Logistics Chain ReliabilityL2: Perfect Order FulfillmentL2: Percent Total Asset Visibility *L1: Logistics Chain EffectivenessL2: Logistics Chain AgilityL2: Logistics Chain Cycle Time* As proposed by Process GroupsResource PlanningL1: Logistics Chain PredictabilityL2: Planned Cost to Actual CostL2: Demand Forecast AccuracyL1: Logistics Chain Cost EffectivenessL2: Total Logistics Chain Cost PercentageL2: Total Logistics Chain CostL2: Value Added Productivity
6 BSC Level 1s, 2s, and 3s Logistics Chain Reliability Logistics Chain EffectivenessLogistics ChainPredictabilityLogistics Chain Cost EffectivenessForce ReadinessForce SustainmentForce ResetForce ClosureEquipment Readiness- Operational Availability- Operational ReliabilityDistribution Capacity- Pipeline Capacity Index- Upside Distribution Flexibility- Available Cargo Platform CapacityMateriel Support- Upside Supply Chain Flexibility- Order Cycle Time for Critical Support- TDDResetPerfect Order Fulfillment- Not Perfect- Late Del.- Prod. Dis.- Order Visibility- % Discrepancy FreeLogistics Chain Agility- Built-in Stock Level Flex.- Resupply CT- Distribution Process Response TimePlanned Cost to Actual Cost- Main. Cost- Budgeted to Actual Unit $Total Logistics Chain CostSupply CostDepot Main. CostMC Rates- NMCS/ NFMCS Rates- % Time Free of Supply-Related Casualty ReportsDist. Visibility & Control- ITV for Deployment- Project Code Accountability- Commercial LinksServices Support- FootprintOper. Draw-downPercent Total Asset Visibility- In Process Visibility- In Transit Visibility- In Storage VisibilityLogistics Chain Cycle Time- Logistics Response Time- Procure. CT- Issues w/o delayDemand Forecast Accuracy- Depot Main. Req’s Forecast- Acc. of Budget Cust. OrdersTotal Logistics Chain Cost %- Supply Cost %- Depot Main. Cost %Commodity Avail.- Shortages By Class of SupplyDist. Effectiveness- Movement Effective.- Requirements Fulfillment by RDD- Opportunity Costs- Deployment EffectivenessValue Added Productivity- Cost per unit of Operation/ AvailabilityLog Unit Read.- Supply Unit Readiness- Transportation Unit ReadinessCombat Effect. Ach.- Combat/Sustain Ratio- Total Re’s Missed by ALD/LAD/RDD- Support Availability- Mission CompletionPrepo. Readiness- Prepo Stock Ratio- Capacity Offset- Prepo. Equip. Readiness- Prepo. AvailabilityPrepositioned Effectiveness
7 Logistics Performance Management Process Review Strategy & Provide Strategic GuidanceAddress Critical Issues & Provide GuidanceDevelop Strategic ObjectivesJLBFinalize TargetsElevate Critical IssuesProcess GroupsProvide Strategic Rec’sEvaluate Performance Trending and Provide Rec’s as RequiredFormulate Performance Improvement Rec’s based on GuidanceDefine Capabilities & Identify MetricsValidate Rec’d TargetsSCCMTSSGRe-evaluate Perf. TrendingJDPODTTFTLCSMServices / ComponentsImplement Performance Improvement Rec’s & Re-evaluate PerformanceDLAUSMCUSNProvide Baselines & Rec’d TargetsCompare Performance Results to Targets & Provide to Process GroupsUSAUSAFJFCOMTCOM