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

2. FIPT Actions
Reaffirm existing TLOs
Affirm two new TLOs

3. 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

4. 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

5. 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

6. 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 contact hours
Students have 60 days to complete the course once registered

7. 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

8. 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)

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

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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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.

17. Terminal Learning Objectives
Modules
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.

18. Terminal Learning Objectives
Modules
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.

19. Terminal Learning Objectives
Modules
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.

20. 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.

21. FIPT Actions
Reaffirm existing TLOs
Affirm two new TLOs

22. LOG 102
BACK-UP SLIDES

23. 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”

24. 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

25. 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 )