1. PBL BCA Workshop
Some Opening Thoughts
20 February 2003

2. We need a consistent set of guidelines.
Why Are We Here?
DoD made conscious decision to have Services develop PBL guidelines based on their unique circumstances
Services have done a great job
But there is a significant amount of confusion
Auditors continue to conduct detailed reviews of programs
Industry is frustrated
PMs are struggling with BCA updates and audits
The Quadrennial Defense Review clearly defines our logistics performance objectives, and my job is to lead the Department in meeting those objectives.
Our supply chains are saddled with an incomplete demand planning process, dispersed accountability for weapon support, and uncertainty in the supply chain, particularly in in-theater distribution.
In coordination with the Department’s senior logisticians, we defined the FLE as the integrated DoD program to meet the objectives of the QDR by capitalizing on commercial supply chain practices, and Mr. Aldridge (USD(AT&L)) identified the it as one of his top 5 priorities.
Our enterprise-wide logistics focus complements other DoD- wide efforts, such as the Comptroller’s financial architecture.
We need a consistent set of guidelines.

3. Random Thoughts
PBL is about performance – BCA’s should be weighted towards capability as well as cost
BCA’s should consistently reflect realistic alternative support strategies
We seem to spend a lot of energy analyzing and auditing alternatives –
With no firm baseline
BCA’s on new programs should assess alternative PBL strategies
The Quadrennial Defense Review clearly defines our logistics performance objectives, and my job is to lead the Department in meeting those objectives.
Our supply chains are saddled with an incomplete demand planning process, dispersed accountability for weapon support, and uncertainty in the supply chain, particularly in in-theater distribution.
In coordination with the Department’s senior logisticians, we defined the FLE as the integrated DoD program to meet the objectives of the QDR by capitalizing on commercial supply chain practices, and Mr. Aldridge (USD(AT&L)) identified the it as one of his top 5 priorities.
Our enterprise-wide logistics focus complements other DoD- wide efforts, such as the Comptroller’s financial architecture.

4. We need your thoughts today!
Potential Way Ahead
Formalize Congressional Notification of PBL
Submit to DUSD(L&MR)
Develop DoD Guidelines on PBL BCA’s
Engage IG and CAIG
Publish DoD PBL BCA Handbook
Establish DoD PBL BCA Repository at DAU
The Quadrennial Defense Review clearly defines our logistics performance objectives, and my job is to lead the Department in meeting those objectives.
Our supply chains are saddled with an incomplete demand planning process, dispersed accountability for weapon support, and uncertainty in the supply chain, particularly in in-theater distribution.
In coordination with the Department’s senior logisticians, we defined the FLE as the integrated DoD program to meet the objectives of the QDR by capitalizing on commercial supply chain practices, and Mr. Aldridge (USD(AT&L)) identified the it as one of his top 5 priorities.
Our enterprise-wide logistics focus complements other DoD- wide efforts, such as the Comptroller’s financial architecture.
We need your thoughts today!