LOG 102 System Sustainment Fundamentals Course Update Briefing to the Logistics Functional IPT Michael D. “Bo” Gourley Performance Learning Director, Sustainment 11 January 2008

FIPT Actions Reaffirm existing TLOs Affirm two new TLOs

LOG 102 System Sustainment Fundamentals DAWIA Level I certification course Prerequisite: ACQ 101 Recommended: Students should have 6-12 months experience in an acquisition or sustainment organization. Distance learning course (on-line) Rolling enrollment Designed for entry-level logistics professionals Civilian or military who manage DoD logistics activities and are responsible for establishing and maintaining the life cycle logistics support for defense systems and equipment during the sustainment phase of their lifecycles Personnel previously certified at Level I and above are also encouraged to take this course DoD contractors may also enroll

LOG 102 System Sustainment Fundamentals Key personnel Course Manager Hal Ernest, DAU South Region DAU LCIC PLD Bo Gourley DAU LCIC Director for Logistics and Sustainment Bill Kobren Course Manager Regional Representatives Capital and Northeast: Larry Heller West: Bob Cartwright Midwest: Gil Torres South: Hal Ernest (CM) Mid-Atlantic: Bill Conroy LCIC Instructional Systems Specialist Dr. Judith Bayliss

LOG 102 System Sustainment Fundamentals Current State 20 modules Four mid-course exams One after every 5 lessons Numerous mid-lesson Knowledge Review questions Incorporates audio in Flash graphics from the start Student feedback upon completion SME (DAU Professor) available to student throughout the course Each module takes 1 – 1.5 hours Course takes about 25 contact hours Students have 60 days to complete the course once registered

LOG 102 System Sustainment Fundamentals Revised State 20 modules – 22 modules Four mid-course exams One after every 5 lessons One exam per module 6-12 questions per module No final exam Numerous mid-lesson Knowledge Review questions Incorporates audio in Flash graphics from the start Student feedback upon completion SME (DAU Professor) available to student throughout the course Each module takes 1 – 1.5 hours Course takes about 25 26 contact hours Students have 60 days to complete the course once registered

Course Content Logistics supply chain concepts (SCOR Model) Current State Logistics supply chain concepts (SCOR Model) Best commercial practices, as applied to weapon systems sustainment Performance metrics Public-Private Partnering Performance Based Logistics Reduction in life cycle costs / total ownership costs

Course Content Life Cycle Management Revised State Life Cycle Management Logistics supply chain concepts (SCOR Model) Maintenance, concentrating on Field-Level Best commercial practices, as applied to weapon systems sustainment Performance metrics Public-Private Partnering Performance Based Logistics Reduction in life cycle costs / total ownership costs (RTOC as a “new initiative” being revised)

Revision Schedule Modified student validation Just the new materials Updated course on-line at end of FY

Actual throughput (Graduates) 4,800 4,000 3,580 FY05 FY06 FY07

Over 13,000 since course start Graduate 50 students every day Actual throughput (Graduates) Over 13,000 since course start Graduate 50 students every day 800 graduates so far this FY Continue to receive excellent MTM scores FY05 FY06 FY07

Course Content Overview by Module Introduction/Course Overview Enterprise Business Environment: DoD Logistics Organizations Enterprise Business Environment: Policy, Concepts, and Direction Performance Based Logistics Public-Private Partnering RTOC

Course Content Overview by Module Introduction/Course Overview Enterprise Business Environment: DoD Logistics Organizations Enterprise Business Environment: Policy, Concepts, and Direction Performance Based Logistics Public-Private Partnering RTOC Supply Chain Management Definitions and Perspectives Supply Chain Management Concept Supply Chain Structure and Strategy Supply Chain Operational Reference (SCOR) Model (Plan, Source, Make/Repair, Deliver, and Return) Structure Plan Supply Chain

Course Content Overview by Module Introduction/Course Overview Enterprise Business Environment: DoD Logistics Organizations Enterprise Business Environment: Policy, Concepts, and Direction Performance Based Logistics Public-Private Partnering RTOC Plan Inventory Supplier Sourcing Maintenance Role in Supply Chain Maintenance-Supply Interface Deliver: Order Processing Supply Chain Management Definitions and Perspectives Supply Chain Management Concept Supply Chain Structure and Strategy Supply Chain Operational Reference (SCOR) Model (Plan, Source, Make/Repair, Deliver, and Return) Structure Plan Supply Chain

Course Content Overview by Module Introduction/Course Overview Enterprise Business Environment: DoD Logistics Organizations Enterprise Business Environment: Policy, Concepts, and Direction Performance Based Logistics Public-Private Partnering RTOC Plan Inventory Supplier Sourcing Maintenance Role in Supply Chain Maintenance-Supply Interface Deliver: Order Processing Deliver: End-to-End Distribution Supply Chain Performance Enabling Technologies Supply Chain Quality Management Environmental Considerations Supply Chain Management Definitions and Perspectives Supply Chain Management Concept Supply Chain Structure and Strategy Supply Chain Operational Reference (SCOR) Model (Plan, Source, Make/Repair, Deliver, and Return) Structure Plan Supply Chain

Terminal Learning Objectives Modules 1 - 5 Module 1. Enterprise Business Environment: DoD Logistics Organizations Given the significant policy and technical changes in logistics, identify the organizations responsible for the logistics mission in DoD. Module 2. Enterprise Business Environment: Policy, Concepts, and Direction Given the scope and depth of factors driving change in the logistics community, identify the major policies, concepts and guiding directions that are expected to shape the DoD logistics process for the foreseeable future. Module 3. Performance Based Logistics Given current DoD policy guidance to compress supply chain cycles and improve readiness for major weapon systems and commodities, identify the role PBL plays in transforming the sustainment process to improve future logistics support of the DoD warfighter. Module 4. Public-Private Partnering Given the current DoD policy, identify the potential role of Public-Private Partnering for depot maintenance and other logistics support in a Performance-based logistics environment. Module 5. Reducing Total Operating Cost (RTOC) Given the significant impact of support strategy decisions on reducing total ownership cost during all phases of weapon system and equipment acquisition and sustainment, identify the policies, programs and major management influences that shape performance and cost reduction initiatives during the total life cycle.

Terminal Learning Objectives Modules 6 - 10 Module 6. Supply Chain Management Definitions and Perspectives Given the explanation of the role of supply chain management in DoD weapon system support, recognize the definitions of SCM and the different perspectives of how SCM can be viewed. Module 7. Supply Chain Management Concept Given the definition of Supply Chain Management (SCM), describe its concept and evolution. Module 8. Supply Chain Structure and Strategy Given the performance objectives of alternative supply chain strategies and the key elements that drive supply chain performance recognize the effects of product demand and material supply approaches in selecting the appropriate supply chain strategy to meet performance objectives Module 9. Supply Chain Operational Reference (SCOR) Model Given the SCOR model (Plan, Source, Make/Repair, Deliver, and Return), identify the reasons for business reference models and the major supply chain management processes in terms of the SCOR model Module 10. Plan Supply Chain Given the requirement to implement modern supply chain management across all segments of the DoD logistics process, identify the planning elements and best commercial practices of supply chain management.

Terminal Learning Objectives Modules 11 - 15 Module 11. Plan Inventory Given the requirement to implement modern supply chain management across all segments of the DoD logistics processes, identify materiel requirements concepts and materiel retention issues, recognizing the need to plan for inventory control in uncertain environments Module 12. Supplier Sourcing Given the need to accomplish effective sourcing in a supply chain, identify the key elements in the development of a sourcing strategy, effectively implementing the strategy, and key current best commercial sourcing management practices. Module 13. Maintenance Role in Supply Chain Given the structure of the supply chain, identify the role of the maintenance/repair process in the DoD supply chain. Module 14. Maintenance-Supply Interface Given the description of interfaces between supply and maintenance functions in the DoD supply chain, recognize the major process relationships essential for effective and efficient logistics support. Module 15. Deliver: Order Processing Given the impact of new information management concepts and enabling technologies, define the functions of order fulfillment within the supply chain, and the issues and solutions that are available.

Terminal Learning Objectives Modules 16 - 20 Module 16. Deliver: End-to-End Distribution Given the factors that influence choices on an appropriate end-to-end distribution process design, identify the range of alternatives in order fulfillment, transport services network design, and distribution. Module 17. Supply Chain Performance Given a description of the sources and importance of supply chain information and measurement systems, identify key metrics that permit tracking and management of supply chain performance. Module 18. Enabling Technologies Given the broad range of technology enablers with potential DoD application, describe representative data collection, information and communication technologies and their role in facilitating the purchasing, movement, repair and storage of material. Module 19. Supply Chain Quality Management Given the requirement to implement supply chain management as part of DoD’s transformation initiative, identify the concepts and current practices of supply chain quality management. Module 20. Environmental Considerations Given key environmental policy and regulatory drivers, identify and understand environmentally related requirements, implications, and impacts on the DoD logistics process.

Terminal Learning Objectives New Modules Life Cycle Management Given the significant policy and technical requirements associated with the logistics support of a weapon system, identify the major stages of the life cycle and describe the related logistics sustainment considerations. ((Being designed to be available as a stand-alone CLM)) DoD Field-Level Maintenance Given a description of the extensive nature and breadth of field level maintenance tasks, identify the policies and processes that differentiate these tasks from maintenance tasks performed at a depot.

FIPT Actions Reaffirm existing TLOs Affirm two new TLOs

LOG 102 BACK-UP SLIDES

Service needs Original projections 2,300 students anticipated for FY 05 Course was activated in late October 2004 Surpassed the initial annual projection in 1Q FY 05! Currently the 4th most attended DAU course Issues pertaining to Sustainment will continue to increase in visibility and attention, resulting in a continued - or increasing - demand for the course Opportunity for “Acquisition world” first look at Sustainment issues Not just for “Sustainers”

LOG 102: High Impact Quality Reach Speed Integrated linkage Excellent on-line product Responsive, experienced instructors from each Region Reach High throughput extends beyond Logistics; beyond AT&L workforce Speed Students have continual and instant access to course materials Students receive real-time responsive from SMEs Integrated linkage To/from LOG CoP resources and DUSD(AT&L) sites

General George H. Thomas, USA As Thomas rose, he proved to his men that his addiction to detail and his insistence on preparation saved lives and won battles. His generalship behind the front, before the battle, was generations ahead of his peers. He organized a professional headquarters that made other generals’ staff work seem haphazard. His mess and hospital services, his maps and his scouting network were all models of efficiency; he was never surprised as Grant had been at Shiloh. He anticipated modern warfare with his emphasis on logistics, rapidly repairing his railroad supply lines and teaching his soldiers that a battle could turn on the broken linchpin of a cannon. Ernest B. Furgurson – Catching Up With “Old Slow Trot” (Smithsonian, March 2007, pp. 51-570)