USMC CONVENTIONAL AMMUNITION STRATEGIC PLAN

2015-2018 USMC CONVENTIONAL AMMUNITION STRATEGIC PLAN

2015-2018 USMC CONVENTIONAL AMMUNITION STRATEGIC PLAN 2015-2018 USMC CONVENTIONAL AMMUNITION STRATEGIC PLAN

Message from the Program Manager for Ammunition I am pleased to present the Program Manager s (PM) 2015-2018 Strategic Plan. The plan will guide our efforts through 2018 and formally document the mission, vision, values and goals of the ground ammunition enterprise. It also identifies six objectives as candidates for continuous improvement and associated actions assigned to initiate this process. Appendix A provides a detailed table of these objectives with an associated metric to determine how we are doing in meeting them, as well as associated actions to begin the process of continuous improvement. This plan provides a link between everyday activities and strategic actions in order to move the enterprise towards greater efficiency and effectiveness. Through the goal mapping process, we can link our efforts to higher level strategic plans throughout the chain of command. By focusing on improving areas that we can meaningfully measure, we will substantiate data-driven areas for root cause analyses of areas to be improved, develop appropriate solutions and then determine the effectiveness of the proposed solutions against the established baseline. This will clearly show if improved processes provide better results and will help us use the taxpayers dollars entrusted to our care more wisely and effectively. Finally, the Strategic Plan will provide a basis from which all members of the ground ammunition enterprise can focus their efforts on continuous improvement, and with the use of metrics, understand the impact of their actions on goal achievement. Why a Conventional Ammunition Strategic Plan? PM Ammunition has a unique combination of missions in support of our operational forces. Unlike other Program Managers at Marine Corps Systems Command (MCSC), PM Ammunition is the designated agency for Total Life Cycle Management of Marine Corps Class V(W) supply, including those missions assigned to Marine Corps Logistics Command for every other class of supply. In addition, we are responsible for all aspects of explosives safety within the Service. Within the parameters of the Total Munitions Requirement (TMR), established by Deputy Commandant, Combat Development and Integration (DC CD&I), and appropriated funding, PM Ammunition is responsible for ensuring Marines have the ammunition they need, where they need it and when they need it to accomplish all their diverse missions across the full range of military operations. Therefore, ammunition availability is necessary for the US Marine Corps (USMC) to be the most ready when the nation is least ready. Fulfilling this critical responsibility can neither be left to chance, nor can past successes be relied upon to guarantee future results. Deliberate planning and measuring is required to ensure that when called upon by the Nation, Marines will have the ammunition they need to successfully respond. How PM Ammunition s Strategic Plan Works By definition, strategic planning is hierarchical in nature. Strategic plans of subordinate organizations demonstrate how their actions support their command level organization s strategic goals. This Strategic Plan consists of goals that are supported by objectives, planned actions, and metrics. Our plan supports Vision and Strategy 2025, Expeditionary Force 21, Better Buying Power 3.0, the USMC Service Campaign Plan (MCSCP), MCSC 2014-2022 Strategic Plan, and our Commander s Intent document. PM Ammunition s goals and objectives will be reviewed and published on a two-year basis. Actions and metrics will be reviewed semiannually and progress published in the Ammunition Quarterly publication as appropriate. DEFINITIONS: A GOAL represents an overarching mission area tied to higher level strategies or specific responsibilities detailed by Marine Corps Order, while an OBJECTIVE represents the segregative achievements planned to obtain, and decomposed from, the goals. Accordingly, ACTIONS provide the specific activities, investments or other endeavors planned to accomplish an objective. METRICS are used to measure achievement of goals, objectives and actions; and identify areas for potential improvement.

2015-2018 USMC CONVENTIONAL AMMUNITION STRATEGIC PLAN Mission...2 Vision...2 CONTENTS: Goals...2 Objectives and associate metrics...2 Actions...4 Appendix 1. Strategic Objectives Actions Internal Program Review (IPR) schedule A Supporting The Warfighter A Marine Corps Tradition

2015-2018 USMC CONVENTIONAL AMMUNITION STRATEGIC PLAN

Mission Program Manager, Ammunition, supports Marines across the range of military operations by: Equipping Marine forces with the most capable, high quality and cost effective Class V(W) supply (except missiles); and Providing worldwide Marine Corps Class V(W) integrated logistics supply chain and distribution management, surveillance, maintenance management, strategic prepositioning capability; and Managing the Marine Corps environmental and explosives safety program. This support is normally executed by Program Managers, Marine Corps Logistics Command and HQMC respectively. A single authority is responsible for these three mission areas because the consequences of uncoordinated changes in any of these areas can cause unacceptable loss of life, property and degradation of mission accomplishment. Vision Ensure Marines have safe and reliable ammunition when and where they need it in support of the Commandant s priorities. Values We practice high ethical standards demanded by the Marine Corps deep-rooted core values of honor, courage and commitment. We hold ourselves and each other accountable. We empower individuals to act while demonstrating professional credibility and mastery of the subject. We foster collaborative teamwork that embraces open communication. We explore creative and innovative improvements. We measure and review our performance with the goal of continuous improvement. We foster an environment of mutual respect because behaviors affect people. Mutual Respect To foster an environment of Mutual Respect, we shall: Take care in the way we communicate with others Treat everyone with respect Be courteous Be ready to communicate Encourage others and share your expertise with them Give and accept constructive criticism Be receptive to change Be a team player Get involved Have a positive attitude Be honest and accept responsibility Recognize other people s priorities Goals 1. Provide Marines the highest quality, most cost effective ammunition. 2. Optimize processes, tools and resources of the Marine Corps Ammunition enterprise. 3. Continuously improve our professional credibility. Objectives and associated metrics a. Ensure maximum availability of safe and effective ammunition inventory to satisfy the TMR within the allocated funding. Metric: Ammunition Readiness. b. Ensure explosives related hazards are identified and associated risk is accepted at the required level prior to allowing Marines to be exposed to the hazard. Systematically reduce explosives safety hazards and risk. Metric: Explosives safety related Class A mishaps where the risk was not accepted prior to the mishap. c. Optimize USMC Class V(W) supply chain management. Metric: Percentage on-time order fulfillment. d. Optimize IT tools and Knowledge Engineering to support our mission and business processes. Metric: Survey results. e. Engage partners in other Services and Industries to accomplish the mission, vision and goals of this strategic plan. Metric: Survey results. f. Document PM Ammunition business system. PAGE 2

2015-2018 USMC CONVENTIONAL AMMUNITION STRATEGIC PLAN

Actions A1. Develop an integrated strategy that balances ammunition inventory shortfalls with the optimal means to achieve addressing them. (Wright, due 1 Dec 15) A2. Develop process to determine Ammunition Lifecycle Management (ALCM) funding requirements and communicate associated return on investment. (Wright, due 1 Nov 15) A3. Develop a methodology for effective maintenance planning. (Williams, due 1 Oct 15) A4. Develop a competition goal. (Wright, due 1 Sep 15) A5. Document PM Ammunition phasing plan review and approval process. (Harris, due 15 Jul 15) B1. Develop a plan to resource increased investment in and exploitation of munitions safety improvement technologies. (Allred, due 1 Oct 15) B2. Create a strategy to prioritize and implement technology. (Wright, due 1 Dec 15) B3. Develop and implement hazard reduction roadmap. (Claywell, due 1 Apr 16) B4. Develop and implement a PM Ammunition System Safety Management Plan (SSMP). (Allred, due 1 Sep 15) B5. Develop standard Explosive Qualification test methodologies. (Englert, due 15 Jan 16) B6. Develop PM Ammunition Fielding Guide. (Howell, due 2 Feb 16) B7. Document and improve the process to integrate the system safety hazard management process with life cycle related events. (Claywell, due 1 Jun 16) C1. Update Inventory Management Operating Strategy, including regionalized logistics, lot grading, stockage objectives, sourcing rules, safety stock levels and reporting guidance and a review of published policy and direction. (Taraschke, due 1 Mar 16) C2. Review As Is Business Processes to identify supply chain process gaps and implement improvements. (Black, due 1 May 16) D1. Review Ammunition Automated Information Systems (AAIS) management, maintenance and usage practices for effectiveness and efficiency and create an AAIS optimization roadmap. (Puett, 1 May 16) D2. Conduct an Operational Analysis of Ordinance Information System-Marine Corps (OIS-MC) (Wine, 1 May 16) and Marine Ammunition Knowledge Enterprise (MAKE) focusing on customer satisfaction and strategic/business results. (Wine, 15 Jan 16) D3. Analyze OIS-MC functionality for Financial Improvement and Audit Readiness (FIAR) gaps. (Carroll, due 15 Jan 16) D4. Articulate a Knowledge Management (KM) vision and strategy that promotes an organizational culture of knowledge sharing and reuse. (Zarnesky, due 1 Apr 16) D5. Evolve MAKE knowledge architecture to implement the Knowledge Management (KM) strategy. (Zarnesky, due 1 Sep 17) E1. Perform a stakeholder analysis. (Wright, due 1 Dec 15) E2. Develop a strategic communications plan. (Wright, due 2 Feb 16) E3. Reinvigorate the PM Ammunition roadshow. (Lanham, due 1 Apr 16) B8. Evaluate USMC Explosive Safety Inspections (ESI) employment and implementation of improvements. (Howell, due 1 Nov 16) E4. Create a Class V(W) FIAR plan. (Harris, 1 Dec 15) F1. Perform a business system review and mapping analysis. (Lanham, due 15 Oct 15) B9. Perform a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis and create a campaign plan to ensure PM Ammunition F2. Identify key business performance metrics. awareness of all explosives safety hazards. (Lanham, due 15 Dec 15) (Allred, due 1 Sep 16) PAGE 4

2015-2018 USMC CONVENTIONAL AMMUNITION STRATEGIC PLAN

Appendix 1. Strategic Objectives Actions Internal Program Review (IPR) schedule A Group 1 Friday, 26 Jun 15 Owner Action Due A5 Document PM Ammunition phasing plan review and approval process. Harris 7/15/2015 POA&M (required = X) A4 Develop a competition goal. Wright 9/1/2015 B4 Develop and implement a PM Ammunition SSMP. Allred 9/1/2015 F2 Identify key business performance metrics. Lanham 12/15/2015 X C1 D5 Update Inventory Management Operating Strategy, including regionalized logistics, lot grading, stockage objectives, sourcing rules, safety stock levels and reporting guidance and a review of published policy and direction. Evolve MAKE knowledge architecture to implement the KM strategy. Taraschke 3/1/2016 X Zarnesky 9/1/2017 X Group 2 Thursday, 2 Jul 15 Owner Action Due A3 B1 A2 Develop a methodology for effective maintenance planning. Develop a plan for resource investment in and exploitation of munitions safety improvement technologies. Develop process to determine Ammunition Lifecycle Management (ALCM) funding requirements and communicate associated return on investment. Williams 10/1/2015 Allred 10/1/2015 Wright 11/1/2015 POA&M (required = X) D3 Analyze OIS- MC functionality for Financial Improvement and Audit Readiness (FIAR) gaps. Carroll 1/15/2016 X E3 Reinvigorate the PM Ammunition roadshow. Lanham 4/1/2016 X C2 Review As Is Business Processes to identify supply chain process gaps and implement improvements. Black 5/1/2016 X APPENDIX 1

Group 3 Friday, 10 Jul 15 Owner Action Due F1 Perform a business system review and mapping analysis. Lanham 10/15/2015 POA&M (required = X) A1 Develop an integrated strategy that balances ammunition inventory shortfalls with the optimal means to achieve addressing them. Wright 12/1/2015 X E2 Develop a strategic communications plan. Wright 2/2/2016 X B9 Perform a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis and create a campaign plan to ensure PM Ammunition awareness of explosives safety hazards. Allred 9/1/2016 X B8 Evaluate USMC ESI employment and implementation of improvements. Howell 11/1/2016 X Group 4 Friday, 17 Jul 15 Owner Action Due B2 B5 B3 Create a strategy to prioritize and implement technology. Develop standard Explosive Qualification test methodologies. Develop and implement hazard- reduction roadmap. POA&M (required = X) Wright 12/1/2015 X Englert 1/15/2016 X Claywell 4/1/2016 X D1 Review Ammunition Automated Information Systems (AAIS) management, maintenance and usage practices for effectiveness and efficiency and create an AAIS optimization roadmap. Puett 5/1/2016 X B7 Document and improve the process to integrate the system safety hazard management process with life cycle related events. Claywell 6/1/2016 X

Group 5 Friday, 24 Jul 15 Owner Action Due POA&M (required = X) E1 Perform a stakeholder analysis. Wright 12/1/2015 X E4 Create a Class V(W) FIAR plan. Harris 12/1/2015 X B6 Develop PM Ammunition Fielding Guide. Howell 2/2/2016 X D4 Articulate a Knowledge Management (KM) vision and strategy that promotes an organizational culture of knowledge sharing and reuse. Zarnesky 4/1/2016 X D2 Conduct an Operational Analysis of OIS- MC and MAKE focusing on customer satisfaction and strategic/business results. Wine 1/15/2016 MAKE 5/1/2016 OIS- MC X APPENDIX 1