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Brigadier Graeme MorrisonDirector Logistics – Defence Logistic Organisation
National Logistics Conference – 6 Mar 03
22
Strategic Defence Review Jul 1998
33
• The DLO’s Strategic Direction
• Transforming Logistic Support
• Relationships with Industry
44
The route-map fortransforming the DLO
Launched 18 Nov 02
55
To sustain UK military capability,current and future
• Achieving success in the tasksundertaken
• Being ready to respond to the tasksthat might arise
• Building for the future
66
Operational OutputsSustain warfighting assets &
logistics capabilities that meetfront line needs
CapabilityDevelop capability to
drive logisticsperformance
ResourcesInvestment decisions arebenefits rich, affordableand deliver best value
IndustryShape relationships with
industry to create value toDefence support chain
77
Operational Outputs• Output to front line agreedand managed at TLB level• Greater clarity ofrequirement• Through life managementplans
Capability• Eliminate excess holdings• Coherence of Support Solutions• Better managementinformation• End-to-end logistic processreview
Resources• Move towards full outputcosting based on whole lifecost of ownership• Reduce net TOC by £1225M
Industry• Closer strategicengagement with keysuppliers• Optimising supplier base
88
• The DLO’s Strategic Direction
• Transforming logistic support
• Relationships with industry
99
‘All the business ofwar, and indeed all the
business of life, is toendeavour to find outwhat you don’t know
by what you do; that’scalled guessing whatwas on the other side
of the hill.’
The Duke of Wellington
1010
Strategic Analysis
Joint High Level
Operational Concept
The Conceptual Components of Fighting Power:
Command - Inform - Prepare - Project - Operate - Sustain - ProtectThe Moral Component of
Fighting PowerThe Physical Component
of Fighting Power
Joint Vision
Defence Logistic Vision
’The main threat is a strategic environmentchanging faster than we can or will apply
resources to meet new threats’
’Agility is a core ethos that will embrace people,structure, equipment and process’
1111
PostConflict
CONFLICT
ConflictPrevention
1212
PostConflict
CONFLICT
Warfighting(Alliance/Coalition)
National
ConflictPrevention
OtherOperations
1313
• Compelling need to adapt to the newstrategic environment
• Technologies that promise better informationsharing and enable prognostics/autonomicsare key to logistics
• Shared Situational Awareness vital to enablehigh anticipation and rapid response
• Agility - through Responsiveness,Robustness, Flexibility and Adaptability
1414
• Effects-Based and Output-Focused• Networked Enabled Logistics• Optimised Asset Availability through
Improved E&AM• Lean and Agile Support Chain• Leveraging Industrial Capability• Joint Approach
1515
‘There is nothing moredifficult to take in hand,more perilous to conductnor more uncertain in itssuccess than to take the
lead in the introduction of anew order of things. For hewho innovates will have ashis enemies all those whowell off under the existingorder, and only lukewarmsupporters in those whomight be better off under
the new.’
Niccolo Machiavelli (1469-1527), The Prince
1616
Efficiency Programme
Strategic Change Programme
Single
Change
Programme
Support
Transformation
• Better understanding of Through Life Support• Drive delivery of benefit and change• Coherent support solutions for future and legacy
1717
• Engineering & Asset Management– optimise asset availability
• Materiel Flow– create a lean and agile supply chain that offers speed, certainty and
low total cost
• Procurement– drive procurement performance and respond to changing
business needs
Enabled by better, timely information
1818
• The DLO’s Strategic Direction
• Transforming Logistic Support
• Relationships with Industry
1919
CapableProvider
IntelligentDecider
2020
Traditional
Contractingfor
Availability
SparesInclusive
Contractingfor
Capability
Internal Provision
IntelligentCustomer
External Provision
2121
• Immediate– Understand full cost of delivery– Define DLO core activities and appropriate
boundary with industry– Develop Industrial Landscape Model– Develop strategic partnering
• Medium/Long Term– Rationalise supplier base.– Develop strategic partnering with key suppliers– Achieve best balance between public and private
sector
2222
Industry MOD
Tornado
JSF
Eurofighter
Bowman
IndustryFront LineCommand
Rear Forward
Plus many otherplatforms andindustrial suppliers
Deployedoperationalarea
2323
Industry MOD
Tornado
JSF
Eurofighter
Bowman
IndustryFront LineCommand
Rear Forward
Plus many otherplatforms andindustrial suppliers
Deployedoperationalarea
E-C
apab
ility
Ph
ysic
al in
fras
tru
ctu
re
Industry
E-C
apab
ility
Ph
ysic
al in
fras
tru
ctu
re
2424
Traditional SparesInclusive
ContractingFor
Capability
ContractingFor
Availability
DeciderProvider
In-service equipments
Equipments being
procured
Intentions
Opportunities
Tornado Eurofighter Joint StrikeAircraft
Future TankerAircraft ?
2525
PostConflict
CONFLICT
Warfighting(Alliance/Coalition)
National
ConflictPrevention
2626
2727
• Effects-Based and Output-Focused• Networked Enabled Logistics• Optimised Asset Availability through
Improved E&AM• Lean and Agile Support Chain• Leveraging Industrial Capability• Joint Approach
2828
• One size will not fit all
• Understand pressure points – determineoptimum support arrangements
• Reasoned decisions based on evidence
• Benefits of change must be clear in termsof effectiveness and efficiency
• Seamless transition to new supportarrangements
2929
‘Never let the futuredisturb you. You will
meet it, if you have to,with the same weapons ofreason which today armyou against the present’
Marcus Aurelius Antonius (121-180 AD)
3030
Brigadier Graeme MorrisonDirector Logistics – Defence Logistic Organisation
National Logistics Conference – 6 Mar 03