DEFENSE LOGISTICS AGENCY AMERICA S COMBAT LOGISTICS SUPPORT AGENCY

Transcription

1 DEFENSE LOGISTICS AGENCY AMERICA S COMBAT LOGISTICS SUPPORT AGENCY Information Operations Enterprise Overview to AFCEA Ms. Kathy Cutler, Director and CIO April 3,

2 We Are Foreign Policy Advisor Mr. Willard Smith FS-1 Vice Director Mr. Ted Case Director Vice Admiral Mark D. Harnitchek Supply Corps, United States Navy Chief of Staff Ms. Renee Roman Senior Enlisted Leader Command Sergeant Major Sultan Muhammad United States Army Aviation Disposition Services Distribution Energy Land and Maritime Troop Support General Counsel Inspector General Installation Support GS-15 Human Resources Logistics Operations Strategic Plans and Policy GS-15 Information Operations Acquisition Finance Joint Reserve Force Logistics Joint Contingency Pacific Europe & Africa Central Information Document Transaction Acquisition Support Strategic WARFIGHTER SUPPORT Service Services Services Office Materials STEWARDSHIP GS-15 EXCELLENCE GS-15 GS-15 WORKFORCE DEVELOPMENT GS-15 2

3 We Are America s Combat Logistics Support Agency 25,297 Civilians, 581 Active Duty Military, 752 Reservists Located in 48 States/28 Countries Global Support to Warfighters by: Processed an average of 102,327orders per day in the past 12 months Producing an average of 9,221contract lines awarded per day Staffing 26 Distribution Depots Worldwide Processed 17.6M Receipts and Issues during the past 12 months Managing nearly 5.8M items through Nine supply chains Supporting more than 2,283 Weapon Systems Providing over 87.73% of Services repair parts Providing nearly 100% of Services subsistence, fuels, medical, clothing & textiles, construction & barrier material 3

4 WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP We Are FY04-FY12 sales / services of $28-44B #63 on the Fortune 500 list FY 13 projected revenue of $43.5B Third largest storage capacity of the top 50 Distribution Warehouses (only FedEx and UPS have more) 129.5M Barrels of Fuel sold in FY11,107.59M Barrels in FY12 and M Barrels through February FY13 Reused, transferred, donated, and disposed of over $33B in FY12 and over $1.2B in FY13Q1 of material across the supply chain Our reach extends far beyond DOD FY12: Foreign Military Sales program supports 112 Nations FY12: $2.3B in FMS support FY13 (1 st QTR): $536M Supports Worldwide Humanitarian Relief Hurricane Isaac and Super Storm Sandy Federal Emergency Management Agency / State / Local Government 6.2 M meals 10.2 M gallons Fuel 4

5 Director s Big Ideas Strategy for Achieving 10-in-5 Strategic Focus Area Description 1. Improve Customer Service 2. Decrease Material Costs 3. Decrease Operation Costs (CRR) "Delight our Customers" Improve total service delivery by 10% points and measure ourselves by customer standards. "Be Smart Buyers of the Right Stuff" Reduce the direct cost of fuel by 1-3% across all fuel projects. Reduce total direct material costs by 5% through the use of agile acquisition techniques leveraging commercial supply chairs, without creating redundancy. "Improve Process and Productivity" Reduce distribution and transportation costs by 25% and achieve 3% efficiency gains from personnel, DP, facility, maintenance, and IT. 4. Reduce Inventory "Clean out the Attic" Attack both War Reserves and Operational Inventory through better leverage of commercial infrastructure and agreements; review and adjust strategic requirements. 5. Achieve Audit Readiness "Prove it" Demonstrate our commitment to transparency and accountability. Use audit readiness as a lever to identify and drive future improvement opportunities. 5

6 Information Operations (J6) WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP Kathy Cutler, SES Chief Technology Officer Deputy Director Director & CIO Strategic Analyst Executive Assistant D We Are Vacant Information Assurance (J61) Program Executive Office (J62) Enterprise Technology (J63) Enterprise Solutions (J64) IT Business, Licensing, & Performance Management (J65) Logistics Information Service Document Services Transaction Services Info Ops Europe & Africa Info Ops Pacific Info Ops Info Ops Info Ops Info Ops Info Ops Info Ops Network Operations at Columbus WARFIGHTER at SUPPORT Fort Belvoir at New Cumberland STEWARDSHIP at Philadelphia EXCELLENCE at Richmond WORKFORCE at Ogden DEVELOPMENT and Security Center 6

7 Information Operations (J6) Overview Resources Total FY14-18: Portfolio Investments Infrastructure Business Systems Portfolio DOD Enterprise Business Portfolio Lines of Business System Sustainment Infrastructure/LAN Management Program Management Information Assurance Master Data Management Document Automation and Management Enterprise Data Services People $7.4B $2,898M $3,811M $718M Civilians / At HQ 3255 / 262 Contractors 2032 Active Duty Military / On Board 25 / 15 Scope of Business IT Investments in DOD IT Portfolio Repository (DITPR) Logistics Information Service Information Products Distributed Customer Interaction Center Service Ticket Quantity of Action EMALL Sales FYTD Document Services Number of Service Centers Worldwide On-Time Delivery Machines in Customer Workspaces Transactions Processed by Transaction Services (Monthly) e-business MILS Estimated Transactions for FY K 265K $232M % 35K 250M 300M 7.5B IT Systems Accredited 100% Desktop Licenses Provided 36,025 Major Sites / Supported Sites 11 / 950 7

8 and DOD Missions Supported Mission IT Infrastructure Management End User Support Telecommunications Deployable Depot/SATCOM COMSEC Business Systems DOD Mission Logistics Data Standards Transaction Processing Cataloging Document Services DOD Business Systems 8

9 CIO s Priorities for FY13 Security / Day-to-Day Operations Auditability Achieve Efficiencies Workforce Development J6 Alignment and Synchronization with Enterprise Priorities Revamp Budget Process Enhance Partnerships Streamline Communication Deliver and Deploy Programs within Cost / Schedule / Performance Parameters Keep our IT systems and services fully operational / mission capable, secure, and available for our global users each day System Availability: FY12 Goal %; FY12 Performance % (FY13 Goal 98.5%) Deliver new IT systems and capabilities to our and DOD users on cost and schedule FY12 deliverables met target delivery date - 84% (FY13 Goal 100%) Assess our performance, policies, procedures, and technologies to improve our IT systems, capabilities, and services FY12 CPI Direct Cost Savings - $524K / Cost Avoidance - $184K (FY13 Projected CPI Direct Cost Savings - $524K / Cost Avoidance - $600K) Develop our IT professionals to ensure they are fully prepared to meet the challenges of providing world class IT services today and into the future IA / CE / PM Certifications: IA / CE certification compliancy rate for FY12-92% Program Management certification compliancy rate for FY12 75% WARFIGHTER SUPPORT (FY13 Goal - Attain STEWARDSHIP and maintain EXCELLENCE at or above 98% compliancy WORKFORCE rate) DEVELOPMENT 9

10 Supporting Big Things We re Accomplishing Information Assurance Workforce Improvement Program Cyber Readiness and COMSEC EProcurement, Energy Convergence (EC), Reutilization Business Integration (RBI) Wide Area Workflow (WAWF) Defense Travel System (DTS) DOD Electronic Mall (EMALL) IT Asset Management (ITAM) Enterprise-wide Voice over Internet Protocol (VoIP) Enterprise ipad Deployment Moving to Enterprise Restructure Active Directory Mobile Applications Store Embracing Multifunctional Devices (MFD) Collapsing / Application Hosting and Datacenters Improving Our Continuity of Operations Enhancing IT Support Forward/Disaster Relief 10

11 J6 Challenges and Solutions Challenges Full utilization of current capabilities Cyber threats COOP / Disaster Recovery and Disaster Relief Audit support Funding level Sequestration Duplicative applications and infrastructure Customer expectations Contracting resources and licensing arrangements Requirements determination, optimization, and disposition Solutions Realign to Enterprise services Revamp budget process Applications and infrastructure rationalization Enhance partnerships and streamline communications Contracts consolidation and Small Business focus Structured vetting process for requirements 11

12 We re Changing Opportunities for Our DOD and Industry Partners From: Decentralized management of IT capabilities that operate at and for specific locations. To: Centralized management and delivery of standard Enterprise IT services deliberately designed to provide specific capabilities. No more J6 Sites ; only customer locations We will establish global leads responsible for Enterprise IT Services We will merge application Sustainment functions with acquisition development teams for cradle-to-grave program management 12

13 New Leadership Position Roles Stakeholder Integration Services IA & COOP Services Network & Telecom Services Utility Services Manages relationship with J6 global customers Manages first level interface to customers calling for assistance Oversees collection and analysis of incident data to improve customer experience Front Door Process Change Management Help Desk and Deskside support Application / infrastructure support Proactively manages and monitors enforcement of IA policies Ensures sufficiency of COOP / Disaster Recovery planning and recovery capabilities Certification & accreditation COMSEC CERT Operates, manages, and monitors all aspects of the global network Enterprise Telecommunications Network (WAN) Site-based LAN Firewall, cable / wiring VoIP, SATCOM Video / VTC support and engineering Proactively operates, manages, and monitors all aspects of server and storage devices and related technologies System Administration Storage Area Network support Asset Management COTS application and administration Policy and Administration Program Manager EBS Program Manager DSS Portfolio Manager Provisional Principal advisor to the Chief Information Officer and Chief Technical Officer on all policy matters Policy (including IA Policy) Budget / Finance Contracting & Licensing Enterprise Architecture Single manager for the Enterprise Business System (EBS) responsible to the Program Executive Officer Develops and delivers new requirements and sustain operational capabilities Single manager for the Distribution Standard System (DSS) responsible to the Program Executive Officer Develops and delivers new requirements and sustain operational capabilities Provides oversight of new portfolio programs for the Program Executive Officer Provides acquisition advice to the Program Executive Officer and program managers 13

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