Luis Villarreal and Steve Roadfeldt
Luis Villarreal and Steve Roadfeldt
Luis Villarreal and Steve Roadfeldt
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DEFENSE LOGISTICS AGENCY<br />
AMERICA’S COMBAT LOGISTICS SUPPORT AGENCY<br />
WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP<br />
Assessing<br />
Supply Chains<br />
Mr. <strong>Luis</strong> <strong>Villarreal</strong><br />
Mr. Stephen <strong>Roadfeldt</strong><br />
Mr. Joe Paxton<br />
June 16 th , 2010<br />
WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT<br />
1
WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP<br />
Agenda<br />
• Strategic Readiness Criteria (SRC)<br />
Mr. <strong>Luis</strong> <strong>Villarreal</strong>, DLA IC & Warstopper Program<br />
Manager<br />
Mr. Stephen <strong>Roadfeldt</strong>, SHEPRA Inc.<br />
• Assessing the Development <strong>and</strong><br />
Maturity of the Enterprise Supply Chain<br />
Throughout the Lifecycle<br />
Mr. Joe Paxton, UA Huntsville<br />
2
WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP<br />
STRATEGIC READINESS<br />
CRITERIA (SRC)<br />
Mr. <strong>Luis</strong> <strong>Villarreal</strong>, DLA IC & Warstopper Program Manager<br />
Mr. Stephen <strong>Roadfeldt</strong>, SHEPRA Inc.<br />
3
WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP<br />
Existing Readiness Level Structures<br />
(DOD 5000.2, TRL <strong>and</strong> MRL)<br />
DLA: Sustainment Support<br />
https://acc.dau.mil/CommunityBrowser.aspx?id=198627<br />
*DMC 2009 MRL discussion – MRLs are good through milestone C <strong>and</strong> FRP<br />
decision but do not address system sustainment support through retirement.<br />
Warstopper Program Office<br />
4
WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP<br />
Sustainment Readiness Criteria<br />
Development Objectives<br />
• Develop a weapon system <strong>and</strong> subsystem item<br />
sustainment support rating scale using Manufacturing<br />
Readiness Levels (MRL) as the model<br />
• Use existing data elements, wherever possible to<br />
initially classify an item to a SRC<br />
• Proactively monitor items for potential changes in SRC<br />
• Identify support issues through rollup <strong>and</strong> drill-down of<br />
items <strong>and</strong> SRC by:<br />
– weapon system <strong>and</strong> subsystem, <strong>and</strong>/or<br />
– supply chain<br />
Warstopper Program Office<br />
5
WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP<br />
• Improved Warfighter<br />
support <strong>and</strong><br />
sustainment<br />
planning<br />
• Common language<br />
for communicating<br />
risk<br />
Benefit of SRC<br />
DLA – 2010 Director’s Strategic Focus Areas:<br />
• Warfighter Support Enhancement, <strong>and</strong><br />
• Stewardship Excellence<br />
6
WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP<br />
Relationship to Manufacturing<br />
Readiness Levels<br />
1, 2<br />
Investments maybe required to maintain a force of trained personnel or facilities to sustain an industry or to meet wartime dem<strong>and</strong>. Personnel <strong>and</strong><br />
facilities are considerations for Minimum Sustaining Rate (MSR) contracts <strong>and</strong> Industrial Base Maintenance contracts (IBMC) to support DoD<br />
requirements.<br />
Warstopper Program Office<br />
7
WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP<br />
Sustainment Readiness Criteria<br />
Concept<br />
Warstopper Program Office<br />
8
WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP<br />
Sustainment Readiness Criteria<br />
Warstopper Program Office<br />
9
WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP<br />
Next Step<br />
Concept development is completed –<br />
current status is Pre-Decisional<br />
• Socialize concept within DLA for go-no go<br />
decision<br />
• Identify field level sponsors (e.g., Weapon<br />
System Support Managers, acquisition<br />
teams <strong>and</strong> weapon system sustainment)<br />
• Develop Log R&D charter for pilot<br />
• Conduct pilot, analyze results <strong>and</strong> go-no<br />
go production decision<br />
10
WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP<br />
ASSESSING THE DEVELOPMENT<br />
AND MATURITY OF THE<br />
ENTERPRISE SUPPLY CHAIN<br />
THROUGHOUT THE LIFECYCLE<br />
Mr. Joe Paxton, UA Huntsville<br />
11
WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP<br />
Summary<br />
12
WARFIGHTER FOCUSED, GLOBALLY RESPONSIVE SUPPLY CHAIN LEADERSHIP<br />
QUESTIONS?<br />
13
DEFENSE LOGISTICS AGENCY<br />
AMERICA’S COMBAT LOGISTICS SUPPORT AGENCY<br />
WARFIGHTER SUPPORT ENHANCEMENT STEWARDSHIP EXCELLENCE WORKFORCE DEVELOPMENT 14 14
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