1. Reconstituting the Life Cycle Logistics (LCL) (Acquisition) Workforce
Air Force Materiel Command
Reconstituting the Life Cycle Logistics (LCL) (Acquisition) Workforce
Ms. Sherry Ott
HQ AFMC/A4
9 May 08
Integrity  Service  Excellence

2. Purpose
To inform you on the Air Force Life Cycle Logistics (Acquisition) Workforce reconstitution initiative

3. Overview Background Objective Boundary Conditions
On-going Workforce Development Efforts
A3 Problem Solving Event
Events
Summary
Approved Recommendations

4. Background AFMC/CA Tasker
“The Acquisition Logistics Workforce has eroded: Evaluate the Health of the Acquisition Logistics Workforce & fix it!”
Reference: ILA briefing with CA, 12 Oct 07

5. Objective
Develop and “right-size” the Life Cycle Logistics (LCL) (Acq) Workforce engaged in system acquisition, with the competencies, skills and management support necessary to translate and design warfighter performance requirements into tailored, affordable, effective product support spanning the entire system life cycle
Translating warfighter performance requirements into tailored product support spanning the system life cycle

6. Boundary Conditions
Focus on 346 series / AFSC 21XX (officer) & 2XXXX (enlisted) personnel involved in logistics planning activities during weapon system / subsystem acquisition without regard to:
Geographic location / Product and Air Logistics Centers
New or fielded system
Product Support Competencies
Program Management & Planning
Product Support Integration
Supply Management
Maintenance Planning & Management
Deployed Distribution / Transportation
Manpower, Personnel & Training Requirements Planning
Use as template for other LCL competencies

7. On-going Workforce Development Efforts
DoD Logistics Human Capital Strategic (HCS) Plan
Integrated Life Cycle Management Product Support (ILCMPS)

8. AFSO21 A3 LCL (Acq) Workforce Development Event 19-22 Feb 08
1. Clarify & Validate the Problem
2. Break Down the Problem and Identify Performance Gaps
3. Set Improvement Target
4. Determine Root Cause
5. Develop Countermeasures
Air Force Smart Operations for the 21st Century
Playbook
6. See Countermeasures Through
7. Confirm Results and Process (Metrics)

9. AFSO21 A3 LCL (Acq) Workforce Development Event 19-22 Feb 08
Event Champion: Mr. Tim Dues, HQ AFMC/A4
Event Leader: Ms. Sherry Ott, HQ AFMC/A4A
Consultant: Mr. Bill Budden, HQ DLA
Attendees
AFMC
Marc Caudill (Col), A1X
Judy Lloyd, A1DC
Jerry Willoughby, A1MC
Luanne Handley-Blair, A5P
Joan Cole, A5P
Brenda Robinson, A4A
SAF
Michelle Trigg (Lt Col), AQXD
Cristie Ditzler-Smith, ACPO
Mark VanGilst, IEL
Debbie Inman, IEL AF
Linda Sny, A4RF
Jean Martin, A4MM
Product Centers
Judy McCoy, ASC/516 AESW
Eilanna Price, ASC/77 AESW
Charleen Carlson, ASC/AEPL
Ed Herger, ESC/AQL
Terry Brinston, AAC/EN
Logistics Centers
Bob Valdez, OC-ALC/747 ACSG
Dave Robitaille, OC-ALC/XPQ
Jeanette Bonnell, OO-ALC/DPD
Joann Berrett, OO-ALC/507 CBSS/CL
Janet Tremelling, OO-ALC/558 ACSG
Kathy Gochenour, WR-ALC/XP
AFPC
Nancy VanEvera, DPIAA
(rep by AF/A4R & AF/A4M)
OSD
Carol Conrad, ATL
Leslie Reed, SCI
Others
Bill Kobren, DAU
Joe Vinskey, AFIT/LSB
Sandra Meckley, DLA
Bernadette Whitehead, DLA
Facilitator: Mr. George Falldine, Simpler

10. Clarify & Validate the Problem1
Problem:
The LCL (Acq) workforce responsible for ensuring supportability:
1. Is not effectively used during system acquisition (most critically prior to Milestone B); and,
2. Is not effectively managed and resourced* to ensure availability of people proficient in the necessary LCL competencies impacting supportability of fielded systems.
Impact:
Lack of supportability planning and failure to acquire required support can potentially drive up cost and degrade system availability and performance
*Resources / Resourced includes workforce facets such as tools, training, skill sets, experience, numbers, locations etc.

11. Breakdown of Problems 2 10 Problems Identified 4 Problems Identified 726
Problems
Identified 7
Problems
Identified

12. Identify Performance Gaps - Examples2
Advanced Concept Technology Demonstrations & Warfighter Urgent Needs entering inventory without support
Lack of spares and funding when fielded
Inadequate Diminishing Manufacturing Sources / Obsolescence planning
ALCs unable to accept transition of systems due to lack of required planning / resources

13. Set Improvement Targets3
Cost, schedule, performance and supportability valued equally
Active LCL senior champion advocating for LCL
Proficient logisticians in all acquisition phases
LCL Workforce right sized - properly coded
Standard analytical tools

14. Determine root causes 4 4 Root Causes Identified 21
Root Cause Identified

15. Countermeasures, Improvement Targets & Metrics5
Develop Countermeasures 6
See Countermeasures through (Stakeholders)
Establish LCL presence during technology development, capability planning and requirements determination
AFRL, AF/A1, Product Centers, AFMC/A8, AFMC/A4, AFMC/A2/5, EN, DAU/AFIT 3
Set Improvement Targets 7
Confirm Results and Process (Metrics)
Logisticians treated commensurate with other functionals
Confirm grade level of functionals equivalent to other disciplines - logistics integral part of organizational structure

16. Proposed Focus Areas ILCM PS Team Leads Team Members Co-Champions
Mrs. Westgate
Mr. Aimone
SAF/AQXD, A4 (all), A2/5, Product Centers, ALCs, XRs, XPs, SAF/IE, AFRL, EN, AF/A1, AFMC/A1, DAU, AFIT
AF/A1, AF/A4, AFMC/A1
AF/A1, AF/A4, SAF/AQXD, DP, SAF/IEL, Centers, AFPC, AFRL, AFMC/A2/5, AFMC/A1
AF/A4, AF/A8, (AFSO21), Centers, AF/A4/7, AFLMA, SAF/AQXA, SAF/IEL, AF/A4RM, AF/A1, AFMC/A4, AFMC/CCO
Team Members
AF/A4, Product Center, ALC
SAF/AQ, AF/A4, AFMC/A4
Team Leads
HQ AFMC/A4 Integrator

17. Charter
OBJECTIVE:
Develop and “right-size” the Life Cycle Logistics (Acq) Workforce engaged in system acquisition, with the competencies, skills and management support necessary to translate and design warfighter performance requirements into tailored, affordable, effective product support spanning the entire system life cycle

18. Events 4 Qtr 3 Qtr 2 Qtr 1 Qtr CY 09 CY 08
Define / clarify problem, establish boundaries
Identify Focus area Leads and team members
Develop action plans
(to include ROE, timelines, interdependencies metrics, exit criteria)
Implement and execute action plans
14 Apr - Brief AFMC/CA
Address other LCL PS competencies
Jun (Acq) WF Focus Team Kick off
May Sign Charter
20-22 May LCL (Acq) WF Core Team Mtg
Jul-Sep Focus Team Meetings

19. Summary Conducted initial problem solving event (AFSO21 A3)
Defined problem statement, boundaries & proposed focus areas
Developed charter
Right players involved
Way ahead established
AFMC/CA (Mrs. Westgate) & AF/A4/7 (Mr. Aimone) approved IPT recommendations

20. Approved Recommendations
AFMC/CA & AF/A4/7 co-champion initiative
Approve problem statement:
The Air Force LCL (Acq) Workforce responsible for ensuring supportability:
Is not effectively used during system acquisition (most critically prior to Milestone B) and,
Is not effectively managed and resourced to ensure availability of people proficient in the necessary LCL competencies impacting supportability of fielded systems.
Approve boundary conditions:
Focus on 346 series / AFSC 21XX (officer) & 2XXXX (enlisted) personnel involved in logistics planning activities during weapon system / subsystem acquisition without regard to:
Geographic location / Product and Air Logistics Centers
New or fielded system
Concur with focus areas:
Culture & Organization, Policy Processes & Tools, Workforce Development
Formally Charter IPT(s) to continue initiative
Concur this is subset of the ILCM PS Strategy Initiative
Provide funding / resources for initiative
Need to develop compliance & metrics as part of action plans

22. Back up
slides

23. FY08 Life Cycle Logistics Level I Core Plus Framework Example
Three Level Certification Framework
Distinct Acquisition Logistics & Sustainment Tracks
Acquisition & Functional Core DAWIA Certification Standards – applies to all career field members
Tailored Cross-Functional “Plus” Training, Education & Experience Opportunities – based on the job or assignment

24. How Life Cycle Efforts Fit Together
D&SWS Sub-Processes
Institutionalize Standard Work
Oversight Command & Control
Supply Chain Ops
Test & Evaluation
Life Cycle Management
Continuous Capability Planning
Technology Development
Sourcing
HQ AFMC Strategy Map
War-winning Capabilities… On Time, On Cost
Vision
Integrity First … Service Before Self … Excellence In All We Do
Shape and Balance a Competency-Based Workforce
Deploy AEF-Ready Airmen
Foundation
Dec 07
Provide and Sustain Integrated, Efficient Mission Support
Develop Supervisors
Create a Wellness-Focused and Safe Workforce
Mission Impact
Air Force Level Outputs
Deliver Business Value Through IT
Integrated Life Cycle
Management (ILCM)
FOCUS AREAS
Strategic Enterprise Approaches
High Confidence Programs
LCM Plans and Decisions
Efficient/Standard Business Processes
Time, On Cost
Capability On
Agreed-to
Improved Availability at Reduced Cost
Reduced Cycle
Time from Funded
Need to Delivery
Deliver, Modify, and Sustain Weapon Systems
Organize, Train, & Equip
ILCM Processes
Operator/Stakeholder
Integrated Life Cycle
Management (ILCM)
Compliance Mechanisms
Acquisition Logistics UCI / LSET
Life Cycle Sustainment Outcome Enablers “Bell” Memo”
LCM-1-9 Initiatives
Acquisition & Sustainment Tool Kit
Logistics Health Assessments
Independent Logistics Assessments
Other Initiatives
ECSS LogEA Certification
Life Cycle Logistics (Acq Log) Workforce Development
LCM Sub-Process & Initiatives
Linkages / Interdependencies

25. Identify the Performance Gaps2.
Heroic efforts required to support AOR
when support not planned/funded
C-130J to the fight
Total ownership cost are increasing (CLS,
dollars to access data rights, austere budget
over FYDPs
Increased fleet groundings
Beyond the “30 day war” (aircraft and
systems extending beyond expected
lifespan, robbing Peter to pay Paul, [fleet
modernization effort] and reset)
Increased logistics foot print (increased
CLS costs)
Contractor unique support process not
equal to ECSS (in theatre)
F117--too costly to maintain
B1--no data-high NMCS rates
Conventional missiles--sole source increased
dollars
Predator--lack of early support planning
Systems failing OT&E
- C-5 delayed 6 months to revise trouble
shooting TO’s
Systems fielded w/o Verification &
Validation TO’s.
Inadequate DMS/Obsolescence
planning (F-22)
Systems coming into inventory from
ACTD’s, WUNs w/o support
Predator Global Hawk, Hellfire MRAP
Lack of spares when fielded
B-1, B-2
Poorly crafted PBL/Support strategy
ALC’s unable to accept transition of
systems due to lack of required
planning/resources
ARTS, SFW, WCMD & many others
Problems with T-1 articulation /advocacy of
USAF requirement in joint programs
JSF

26. Breakdown of Problem 2. #1 Culture #3 Processes and Tools
Program graded on cost, schedule and
performance…not supportability
PM makes trade-offs functional
interdisciplinary integration
Authority/Autonomy too early in a program
and do not keep options open
CLS for life mindset
Lack of cross pollenization
Old AFSC/AFCC mindset
Stove piping
Motivation and competence
Leadership and functional advocacy
Cross
#2 Policy
Insufficient compliance with policy
DAWIA/APDP (perception of #’s cap)
Inconsistencies of coding – too subjective all
application of policies
Use of tools or analysis prior Milestone B
#3 Processes and Tools
Early and insufficient analytical capability
Using late to need – failure to do a process
Risks not assessed
Insufficient analytical/supportability tools
for use prior to Milestone B (e.g. Modeling
and Simulation)
Experience depth/breadth
Training/Education/Competencies
Funding/Resources for processes/tools
#4 Workforce Development
No positive educational requirements for
GS-346
Expertise for future weapon systems rely on
contractor support
Unable to obtain needed training-coding
Atrophy of skill sets
Experience/Depth/Breadth
Training (Competencies, OJT, Education)
Care and Feeding

27. Breakdown of Problem 2. #4 Workforce Dev’t (cont’d) #5 Organization
Progression opportunities
Right job series (AFSC)
Recruiting
Accessions/Internships
# of positions/funded authorizations
#4 Workforce Development (cont):
Retention – career progression/path,
advancement opportunities
DAWIA certification/requirements
Cross functional interdisciplinary integration
Authority/Autonomy
No functional/home office
Warfighter experience/career broadening
Mentorship
Proper Position Coding
Aging Workforce/Retirements
DPML “Senior Loggie”-Key Senior leader
for LCL
Experience/Depth/Breadth
Training/Education competencies
Lessons learned
#5 Organization
Expertise for future weapon systems rely on
contractor support
Lack of dedicated personnel (Mission Assign)
No center senior logistics functional rep as
trusted agent
Leadership (Functional Advocates)
Cross functional/Interdisciplinary integration
Authority/Autonomy
Logistics/Product Support co-equal to
hardware/system in WBS structure
Disparity across centers (grade structure,
organization, authority)

28. 3. Set Improvements Target
Improvement Target:
Effective use of a highly proficient, well managed, life cycle logistics workforce significantly enhancing system development
Supportability is equal to, and baselined with,
cost, schedule and performance at all critical
decision points of the development and
acquisition process
Risk assessment addresses supportability
issues
Standard analytical tools identifying risks and
trade offs are universally applied and the
considerations are at both the program and
enterprise levels
Logisticians are treated commensurate with
other functionals (PM, EN, FM, PK) in terms of
grade structure, communication channels,
authority and responsibility within program
offices, wings and PEO structures
Proficient logisticians are included in all phases
of the AoA’s prior to Milestone B, including R&D,
requirements, and capability planning
The Life Cycle Logistics Workforce is right sized
and all positions are consistently and
appropriately coded
There are uniform standardized workforce
development processes, procedures, policies
and programs in place [certification, program
pipeline, succession planning, retention,
recruiting, mix, etc.]
There is an active LCL senior champion
advocating for the Life Cycle Logistics Workforce
at AF, AFMC and
Center Levels

29. Determine root causes 4
PM value placed on cost, schedule, performance…LCL work not valued as work that puts “Rubber on the ramp”
Out source LCL mentality
Policy non-compliance
LCL workforce values of mobility different from management developmental expectations
Policy ambiguities, some policy poorly documented
Policy instability & fiscal direction creating significant uncertainty about LCL workforce size and workload
Inadequate and undocumented processes - no limited standard work
Not all required tools available (e.g. Modeling & Simulation)
Senior leadership support for management & enforcement of LCL coding policy
Non-LCL workforce not adequately trained educated on LCL work
Non-logistics career personnel assigned to LCL leadership positions
No succession planning
LCL responsibilities not consistently or appropriately incorporated in organizational structure
No clear lines of responsibility, accountability, and authority for support planning and execution

30. Develop Countermeasures & See Countermeasures through5 6 5
Develop Countermeasures 6
See Countermeasures through (Stakeholders)
Create culture where cost, schedule, performance & supportability valued equally across life cycle & enterprise
Operators, acquirers, and sustainers share common perspective
Cost, schedule, performance and supportability decisions optimize short, medium and long term results and capabilities
D&SWS, AFMC/A2/5, AFMC/A4, SAF/AQXD, Product Centers, ALCs, Lab, XRs, XPs, SAF/IE, AFRL, EN, AF/A1, AFMC/A1, DAU/AFIT
Develop AFMC strategy to enforce consistent Acquisition Professional Development Program (APDP) coding across all centers
AF/A1, AFMC/A4, SAF/AQXD, Centers, AFMC/A2/5
Establish enterprise management structure
Clearly define processes / right authority levels responsible for policy, planning, advocacy and oversight of the recruitment, hiring, developing, assigning, evaluations, promoting, and succession planning for LCL workforce
AF/A1, AF/A4, SAF/AQXD, DP, SAF/IE, Centers, AFPC, AFRL

31. Develop Countermeasures & See Countermeasures through5 6 5
Develop Countermeasures 6
See Countermeasures through (Stakeholders)
Develop comprehensive, effective workforce development plan that defines education, training, and experience
Create and maintain a workforce proficient in core / specialized LCL competencies
Identify the necessary LCL knowledge required by other functionals
AF/A1, AFMC/A4, SAF/AQXD, DP, SAF/IE, Centers, AFPC, AFRL, AFMC/A2/5
Develop relevant, value added, scalable tools that are integrated with other enterprise tools and processes
Must describe standard work performed by LCL workforce at all stages of program life
AFMC/A4, AFMC/A8 (AFSO21), Centers, AF/A4-7, AFLMA
Review / revise policy governing LCL Clear, concise, unambiguous
Reflects the LCL target state
Reinforces / directs culture transformation
Fuse Acquisition and Sustainment policy to promote a life cycle focus
SAF/AQXA, SAF/IEL, AF/A4R/M, AF/A1, AFMC/A4, D&SWS
Establish LCL presence during technology development, capability planning and requirements determination
AFRL, AF/A1, Product Centers, AFMC/A8, AFMC/A4, AFMC/A2/5, EN, DAU/AFIT

32. Elements and Competencies
DRAFT-STILL IN WORK
Elements and Competencies
IPT Product Support Competencies
OSD Human Capital Strategic Plan (HCSP) Competencies
Supply Management
Forecasting & Demand Plng
Supply Plng
Sourcing
Order Fulfillment
Deployed Distribution/ Transportation
Deployment Plng
Physical Distribution
Transportation Ops
Life Cycle Logistics
Log Design Influence
Integrated Log Spt Plng
LCL Mgt & O’sight:
Config Mgt:
Supportability Analysis
Tech/Product Mgt
Maintenance Support
MX Ops
Production & Spt:
Inputs
Supply Management
Forecasting & Demand Plng
Supply Plng
Sourcing
Order Fulfillment
Cost Analysis
Deployed Distribution/ Transportation
Deployment Planning
Physical Distribution
Transportation Ops
Product Support Integration
Ops Research Analyst
Program Mgmt and Planning
Log Design Influence
Integrated Sustainment Planning
Product Data Mgmt
Systems Engineering (Hardware & Software)
Sustaining Engineering
R&M Engineering
Config Mgt:
Supportability Analysis
Reliability
Availability
Maintainability
Maintenance Planning and Management
MX OPS
MX Production & Support
Manpower & Personnel & Training Rqmts Planning
9 PRODUCT SUPPORT ELEMENTS
Design Interface
(R&M, human factors, sys safety,
surv & vuln, haz mat, stdiztion & introp,
energy, corrosion, NDI, transprty, obsol)
Supply Support
Maintenance Planning & Mgmt
Spt Equip & Automatic Test Systems
Facilities
Packaging, Handling, Storage &
Transportation
Technical Data Mgmt & Tech Orders
Manpower & Personnel
Training
Industry Benchmarks
Supplier mgmt
Engineering
Maintain program controls
& knowledge base
Cost estimators
Retain in-house capability if
sole source is the only option
Interest Areas
Program Control (Finance)
Cost Estimating/Analysis

33. Confirm Results and Process (Metrics)7 3
Set Improvement Targets 7
Confirm Results and Process (Metrics)
Cost, schedule, performance and supportability valued equally
Percentage of supportability briefed at key decision points addressing integrated logistics support elements to include objective risk assessments
Supportability dollars fenced within the program
Supportability Key Performance Parameters include in requirements
Risk assessment addresses supportability issues
Standard analytical tools identifying risk and trade-offs universally applied with consideration at both program / enterprise level
Inventory of life cycle logistics tools available - if so define gaps / new requirements
Logisticians treated commensurate with other functionals
Compare grade level of functionals are equivalent and logistics part of organizational structure
Proficient Logisticians included in all phases of AoA prior to milestone B
Logistics signature on AoA, Research & Development, requirements, capability planning documents
LCL workforce possesses proficiency in competencies appropriate to all phases of acquisition process
Percentage of Life Cycle Logisticians compliant with corps membership

34. Confirm Results and Process (Metrics)7 3
Set Improvement Targets 7
Confirm Results and Process (Metrics)
LCL workforce “right sized” - all positions consistently / appropriately coded - uniform, standardized workforce development processes, procedures, policies and programs in place
Percentage of coded members meeting position requirements for Defense Acquisition Workforce
Percentage of compliance with 80 hour continuous learning points
Percentage of people on LCL coded positions meeting certification requirements within two years
Percentage of LCL positions meeting acquisition professional development program coding criteria are appropriately coded in Defense Civilian Personnel Data System and Manpower Programming and Execution System
Do we have an AFMC Human Capital Strategic Plan and performance against that plan
Number of workforce and how many need training to meet LCL competencies / behaviors
Percentage of workforce members using Career Field Education and Training Plan
Do we have a capability to evaluate manpower number, positions and coding - if not conduct benchmark study across Services and relook AF LCL requirements
Active senior champion advocating for Life Cycle Logistics Workforce at AF, AFMC, and Center levels
Number of senior champions by AF, AFMC, and Center levels

35. On-going Workforce Development Efforts
Objective
Scope
Relationship to LCL
DoD Logistics Human Capital Strategic Plan
OPR: OSD
Enterprise, multi-functional logisticians that can succeed in complex environment
DoD wide Logisticians; Life Cycle Logistics is one of four logistics career categories; others are Supply management; Deployment/Distribution/Transportation; and Maintenance
DoD sponsored effort focusing on developing and standardizing logistics categories, competencies and proficiencies
Logistics Advisory Council
OPR: AF/A4R, AF/A4M
Provide overarching logistics career field management and development for all Air Force logisticians – including Life Cycle Logistics
All logisticians Air Force wide; special focus and vectoring for Pay Band 2 and 3
Overarching career field guidance; workforce development and management
Life Cycle Logistics Functional Integrated Process Team
Advise Logistics Functional Advisor and provide stakeholder input into Life Cycle Logistics Workforce learning asset and training requirements, DAWIA certification standards, and professional development
DoD wide AT&L LCL Workforce
DAWIA certification training & other learning assets for AF Life Cycle Logistics workforce. AF reps include SAF/AQ, HQ AF/A4R, HQ AF/A4M, HQ AFMC/A4A
Integrated Life Cycle Management Product Support (ILCM PS)
OPR: SAF/IE
Sustain a viable organic and industrial base to support life cycle product support competencies
Baseline current and future competency needed (organic and contractor), publish strategy, CONOPS and governance for action
LCL is a subset of the ILCM PS effort
LOGNOW Database Tool
OPR: AF/A4ID
Web-based workforce development and management tool; provides real-time workforce category, Competency and Organization Dimension
Real-time visibility of current and future workforce competency levels, capability to perform gap analysis and professional credentialing
Visibility on status of workforce training & certification - LOGNOW will provides same capability as ACQNOW but for logistics community
Numerous WF activities are on-going. This is our initial attempt to capture some of these initiatives. Its critical that we not only recognize these efforts but leverage off of them and link up where possible. One such effort is the OSD led Human Capital Strategic Plan. Mr Aimone is next up on stage to brf you on the HCSP.
Of special note is the SAF/IE led - Integrated Life Cycle Management Product Support effort. We see our effort as a subset of this and are joined at the hips to ensure congruency.

36. On-going Workforce Development Efforts
Objective
Scope
Relationship to LCL
Training Business Area
OPR: AF/A4MM
Web-based service providing real-time visibility into qualifications and certifications of Weapon System and Communication professionals at multi-bases/locations
AF solution for automated training records Mgmt; will migrate to ECSS and/or DIMHRS
Leadership visibility on status of workforce training & certification Encompasses Officer & Enlisted MX (Logistics) workforce
Training Education 2010
Mitigate TF720 cuts, consolidate similar training functions at Wing level.
Eliminate waste in Tech Trng.
Total Force (Enlisted) effort that will change the business model for training in within the Maintenance Community
Leadership visibility on status of workforce training & certification Encompasses Enlisted Maintenance (Logistics) workforce
DoD Leadership Competencies (formerly ECQs)
OPR: CPMS/JLDD
TBD
AF Institutional Competencies
OPR: A1/DD
AT&L LCL Competency Model
OPR: DAU (AWCM)
To improve the certification, training, and development of the AT&L Workforce. To develop competency models for each AT&L Workforce career field including Life Cycle Logistics
DoD wide, entire AT&L Workforce
To identify competencies required to perform successfully as a life cycle logistician, improve DAWIA Certification, Training, and Development of the AT&L LCL Workforce, and ensure DAU learning assets link to required AT&L LCL workforce competencies"

37. Challenge FY10 POM - 40K for travel planned
Planned requirement for FY09 for other Product Support activities
A&S Tool Kit continuous process improvement events
ILA and LHA socialization
Roadshows
FYs requirements better defined after teams develop action plans / timelines
FY12 POM next opportunity to make input
Without funding for Workforce and Product Support efforts
Unlikely chance of getting resources to support
Schedule slippages
Lost momentum
FY09
FY10
FY11
REQUIREMENT
200K
162K
127K
POM
40K
62K
52K
DELTA
-160K
-100K
-75K

38. Challenge Funding for travel (estimate)
FY08 Requirement
Core Team Meeting - streamline team
May 08
$18K
Focus Team Kick Off
Jun 08
$40K
Focus Team Meetings - 2 trips each X 3 $15K per trip
Team Lead(s), + SMEs (6-8)
Jul-Sep 08
$90K
Integration Meeting
Core Members (6) + Team Leads (3-6)
Sep 08
PROJECTIONS
FY08
FY09
FY10
FY11
REQUIRED
$ K
TBD
FUNDED
Telecons/VTC meetings utilized to maximum extent possible
Additional SME’s as required
Funding for tools/training development based on action plans - TBD
Facilitator support required