Digital Transformation Logistics Services Plan · 2019-01-07 · DIGITAL TRANSFORMATION PLAN 1 DRAFT/PRE-DECISIONAL Digital Transformation Logistics Services Plan Deputy Chief of

DIGITAL TRANSFORMATION PLAN

1 DRAFT/PRE-DECISIONAL

Digital Transformation

Logistics Services Plan Deputy Chief of Naval Operations, Fleet Readiness & Logistics,

Logistics Information Technology (IT) /Logistics Functional Area

Manager (LOGFAM)

5/29/2018



Contents

List of Figures ............................................................................................................................ 4

Executive Summary ................................................................................................................... 5

Introduction ................................................................................................................................ 6

Purpose .................................................................................................................................. 6

Scope ..................................................................................................................................... 6

Vision ..................................................................................................................................... 6

Assessment ............................................................................................................................... 7

Assessment Approach ............................................................................................................ 7

Service Challenges................................................................................................................. 8

Findings and Impacts ............................................................................................................. 8

Recommendations.................................................................................................................. 9

Roadmap and Future State .......................................................................................................10

Mission Outcomes .................................................................................................................10

Service Hierarchy ..................................................................................................................11

Personas ...............................................................................................................................12

Human Centered Design .......................................................................................................13

User Experience ....................................................................................................................13

Operating Model ....................................................................................................................13

Current State .........................................................................................................................14

Future State...........................................................................................................................14

Implementation Guidance .........................................................................................................18

Operating Model ....................................................................................................................18

Workforce Architecture – Digital Roles ..................................................................................20

Internal Links in The Digital Transformation Plan ......................................................................21

Enterprise Technical Reference Framework (ETRF) .............................................................21

Data Plan ..............................................................................................................................22

Appendix ...................................................................................................................................23

References ............................................................................................................................23

Federal and Navy Imperatives ...............................................................................................24

DoD Enterprise Service Management Framework, Edition III (DESMF) .............................24

CNO Guidance ..................................................................................................................25

Business Enterprise Architecture 11.1 ...............................................................................26

DON Goals and Objectives ................................................................................................26



National Defense Strategy .................................................................................................27

Industry Best Practices ..........................................................................................................28

KPIs / Metrics .....................................................................................................................28

Digital Logistics Capabilities ...............................................................................................28

Industry Logistics Digital Guiding Principles .......................................................................29

Customer Experience Capabilities .....................................................................................30

Artifact Background and Approach .....................................................................................30

Service Hierarchy ...............................................................................................................31



List of Figures FIGURE 1. LOGISTICS SERVICES PLAN OUTCOMES ............................................................................................ 5

FIGURE 2. SERVICES SUMMARY FROM THE FEBRUARY 2018 LOG IT EXCOMM ................................................ 7

FIGURE 3. MISSION OUTCOMES ..................................................................................................................... 10

FIGURE 4. SERVICE HIERARCHY ..................................................................................................................... 11

FIGURE 5. PERSONA TO DOMAIN MAPPING ..................................................................................................... 12

FIGURE 6. PROGRESSION TO SHARED SERVICES ............................................................................................ 14

FIGURE 7. NAVY LOGISTICS OPERATING MODEL ............................................................................................. 15

FIGURE 8. LEVEL 1 SERVICE TO VECTOR MAPPING ......................................... ERROR! BOOKMARK NOT DEFINED.

FIGURE 9. LEVEL 2 SERVICE TO VECTOR MAPPING, 2018 VERSION 1.0 ........................................................... 16

FIGURE 10: FUTURE LOGISTICS READINESS MODEL ........................................................................................ 17

FIGURE 11. NAVY LOGISTICS OPERATING MODEL ........................................................................................... 18

FIGURE 12. CHECKLIST FOR CREATING SERVICES .......................................................................................... 19

FIGURE 13. WORKFORCE ARCHITECTURE....................................................................................................... 20

FIGURE 14. SERVICES ROLE DESCRIPTIONS ................................................................................................... 20

FIGURE 15. SERVICE PLAN AND ETRF INTERSECTION..................................................................................... 21

FIGURE 16. ENTERPRISE TECHNICAL REFERENCE FRAMEWORK (ETRF) ......................................................... 21

FIGURE 17. LOGISTICS SCENARIO WITH DATA INTEGRATION ............................................................................ 22

FIGURE 18. SERVICE PLAN REFERENCES ....................................................................................................... 23

FIGURE 19. NOTIONAL SERVICE MANAGEMENT SYSTEM FROM DESMF ........................................................... 24

FIGURE 20. SERVICE QUALITY MANAGEMENT ................................................................................................. 25

FIGURE 21. BUSINESS CAPABILITY ACQUISITION CYCLE .................................................................................. 26

FIGURE 22. DIGITAL LOGISTICS CAPABILITIES ................................................................................................. 29

FIGURE 23. CUSTOMER EXPERIENCE CAPABILITIES ........................................................................................ 30

FIGURE 24. SERVICES DESCRIPTIONS ............................................................................................................ 32

FIGURE 25. FULL LIST OF CAPTURED SERVICES ............................................................................................. 33



Executive Summary Services create a direct and tangible link from the operational mission to the information

technology (IT) architecture that supports it. Leading organizations are adopting Service

Strategy and Service Management principles to better define these links and ensure they are

capturing the most value for their investment. The Logistics Services Plan provides the artifacts

and guidance to translate mission needs into logistics capabilities (services), user experiences,

and functional scenarios necessary to achieve desired logistics outcomes. It ensures that

mission and user needs are the main drivers behind Navy’s effort to implement a digital

transformation and move from the current state challenges to the future state.

Implementing a Service Strategy will fundamentally change how Navy Logistics (LOG) IT does

business and is critical to successfully executing an overall digital transformation. Designing an

organization around services creates the framework and guidance to build out the underlying

technology. The Service Plan creates the foundation for this change to be implemented.

Contents are based on extensive input from numerous Navy LOG IT stakeholders and

complements Department of the Navy (DON) goals and Chief of Naval Operations (CNO)

guidance.

Figure 1. Logistics Services Plan Outcomes

This Plan will require the Office of the Chief of Naval Operations (OPNAV), the Navy’s System

Commands (SYSCOMS), their IT program offices and the Fleet to work collectively to make a

Service Strategy a reality. This collaboration and integration will ensure the fundamentals apply

to the entire organization and maximize the value of the digital transformation. Additionally, a

service task list and roles are listed to make the plan actionable. This plan is intended to work in

tandem with other plans from the Digital Transformation Team (DTT).

Current State Future State

IT restricts the mission IT ensures mission accomplishment

Limited ROI on technology initiatives Initiatives make visible impact to mission

Custom solutions for over-specialized services Intentionally designed shared services

Improve system performance Improve warfighter performance



Introduction This Plan is one section from the larger Digital Transformation Plan, compiled as part of Navy

Logistics’ Digital Transformation effort.

Purpose This Service Plan aims address the question of why before the question of how. IT architecture

development often reverses this process and that results in wasted resources and compromised

ability to accomplish the mission. This Service Plan provides guidance useful in defining

strategic objectives, providing direction for growth, prioritizing investments, focusing on the user,

and defining outcomes which ultimately drive the design of a future state operating model. Using

this plan in conjunction with the other plans from the DTT, Navy Logistics will be able to

influence organizational attitudes and culture toward the implementation of a digital

transformation.

A variety of imperatives for the Federal Government, Department of Defense (DoD), and DON

set the foundation for and drive all aspects of this Plan. The Service Plan ensures the goals and

objectives at the highest level will be met by incorporating those themes throughout the design

and implementation process. The following documents were used to build that understanding:

1. National Defense Strategy

2. CNO Design for Maintaining Maritime

Superiority

3. DON Goals and Objectives

4. DoD Enterprise Service Management

Framework

5. DoD Business Enterprise Architecture

Scope By leveraging insight from a current state assessment, the Service Plan translates mission

needs into capabilities across four major functional areas: Supply Chain Management (SCM);

Maintenance, Repair, and Overhaul (MRO); Product Lifecycle Management (PLM); and Shore /

Facilities. These mission areas encompass the operational and industrial perspectives of

logistics. Maintaining a portfolio level view will enable mission owners, sailors, IT, and other

stakeholders to describe Navy Logistics in a common business terminology, to reduce

redundancy of similar capabilities offered across the various domains, and drive LOG IT

towards shared services.

Vision

“Moving from IT driving the mission to mission driving IT.”

Guiding Principles

1. Everyone is part of the solution

2. This is an iterative process

3. Maintain a portfolio level view

4. Anchor to the mission

5. Be transformative



The overall vision of the Services Plan is to ensure that the mission is driving IT. This means

that the desired result must be defined well before developing the technology that enables it, to

deliver better value. We envision a state where IT does not restrict or limit the mission, instead

accelerates and ensures readiness success. To operationalize this vision, we have leveraged

the ITIL service management framework and the DoD Enterprise Service Management

Framework referenced later in this document.

Assessment Assessment Approach The assessment was a multi-pronged approach that included a survey, as well as in-person and

telephone interviews, site visits and working groups. Surveys were distributed to all the key

LOGIT stakeholders representing Fleet, SYSCOMS and IT program offices. The survey

contained qualitative and quantitative IT strategy, functional and technical questions. 26% of

invitees responded, primarily those at the GS-14 and GS-15 level.

In addition to interviews and ongoing site visits, a regular Logistics Services Working Group was

established with the dual purpose of both collecting information about programs as part of the

assessment, as well as informing stakeholders of the ongoing effort.

The following figure summarized the assessment for the LOG IT EXCOMM and illustrates the

findings, impacts, and recommendations.

Figure 2. Services Summary from the February 2018 LOG IT EXCOMM



Service Challenges The assessment and its follow-on conversations identified several service-related challenges.

This list of challenges, while not exhaustive, represents the most fundamental within Navy

Logistics that manifest themselves as various inefficiencies.

The fundamental challenges are:

1. Users undefined

2. No formal process to define service goals

3. Customer experience inadequate and inconsistent

4. Services overlap causing inefficiencies

5. Services do not align with mission

6. Manual operations

Findings and Impacts Findings: These figures were derived from the responses received in the survey and highlight

the biggest service related issues facing Navy Logistics.

1. 50% collect and analyze user behavior in apps/systems

2. 57% stated that solutions related to customer needs are measured

3. 39% can generate and track value from products and/or services; ROI is not traceable

4. Current systems are organized by organizational entities, creating technical and

functional silos

5. 75% responded that they know who the end user of a system is, but not clearly defined

6. 46% responded that current IT platforms support the digital mission

7. 22% think that the IT Strategy is known and easily accessible by all members across the

organization

8. 65% responded that they do not have the ability to create prototypes

Key Impacts: Based on the findings derived from the survey, the following key impacts describe

the how LOG IT will continue to be affected without change.

1. Return on investment will continue to be minimal which compromises effectiveness.

2. Lack of insight into overall user experience will result in investments not meeting mission

and user needs (i.e., wasting money)

3. Organization’s lack of ability to deliver value-added prototypes, especially as starting

points to large acquisitions will yield waste and aggravate silos

4. Lack of mature integrated technical, data, and workforce capabilities prevent delivery of

the CNO’s desire for predictive maintenance and supply capabilities, as well as Sailor

productivity features (e.g., Mobility + Augmented Reality)

5. The Navy won’t know what they are working towards related to readiness without

exploring something like this. Readiness to different people means different things.

6. Multiple organizations are providing the same capability to their use base creating

redundancies and ineffective use of IT investments.

7. Limited ability to design and test new capabilities as mission and user needs evolve.

8. Users create their own work-arounds, which compromise compliance and data quality.



Recommendations

1. Resource and mandate user experience as a prerequisite for investments.

a. Standardize and incorporate user experience findings as a pre-requisite for

technology improvement and development.

b. Identify and co-implement Human Centered Design training.

c. Develop plan to implement HCD principles and incorporate user feedback

throughout the IT development process.

d. Establish key Customer Segments with corresponding unique needs to drive

standards and more effectively plan for future needs.

2. Define and monitor service communications.

a. Establish a communication plan to increase awareness and adoption of service

artifacts throughout the organization.

b. Establish the roles needed to manage a service-based organization.

c. Assign responsibilities to manage service communications.

3. Implement service transformation in tandem with other capabilities such as data and

technology which forms the basis for the overall digital architecture.

a. Incorporate best practice standards for prototypes and drive policy or training to

implement.

b. Integrate service community with IT program offices to maximize functional and

technology alignment.

4. Manage LOGFAM investments via the service strategy

a. Identify service gaps and redundancies using the Service Hierarchy and align

future acquisitions to address inefficiencies.

b. Continuously collect feedback related to new service models, as well as identify

champions to participate in planning and implementation

c. Improve transparency between logistics services and systems / applications to

simplify portfolio management for the EXCOMM.



Roadmap and Future State In defining the future state, the DTT has focused on four major components:

1. Mission Outcomes: Why we are doing the work

2. Service Hierarchy: What is the work to be done

3. Personas: Who is doing the work

4. Operating Model: How the work is done to accomplish the outcome – from start to finish

The Service Plan provides guidance on how Navy can answer these questions using a service

strategy.

Mission Outcomes To ensure the mission drives logistics capabilities and

investment decisions, the mission and outcomes

must be defined at the outset to ultimately lead to

effective and sustainable readiness. The Mission

Outcomes have four main components:

1. Visible: All programs contribute to enable

these and understand how.

2. Comprehensive: All Transformation pillars

play a role: Service, Data, Tech, Security,

Change

3. Systemic: Integrate within LOG IT governance

and lifecycle processes

4. Anchor: Guide functional and technical artifacts

The Mission Outcomes1 are separated into

two main areas. The Material and Shore

Readiness outcomes reflect the

operational measures related to readiness.

The Service Experience outcomes reflect

the human focused measures. While Navy

Logistics has a solid understanding of

Material and Shore Readiness, there are

significant missed opportunities around

Service Experience which leads to

foundational challenges. To close that gap,

it will be critical to implement Human

Centered Design methodologies with a

focus on customer experience so that user

needs drives design. The Personas

1 Each Mission Outcome has a set of key enablers and is mapped to Level 2 services to identify which services contribute to meeting that outcome.

Sources/Inputs

1. Services Working Group

2. Operational Availability (AO)

a. Reliability

b. Maintainability

c. Supportability 3. CNO Design

4. National Defense Strategy

5. Fleet Design

6. DON Goals, Objectives, Outcomes

Figure 3. Mission Outcomes



section, on page 12, provides a further explanation of these methodologies.

Service Hierarchy The Service Hierarchy captures all the services and

underlying capabilities that Navy Logistics provides to

its end users. The graphic in Figure 4 captures all

Navy Logistics services to help:

1. determine left and right lateral limits for the

implementation of digital capabilities and its

enabling Digital LOG IT Architecture,

2. coordinate changes to mission and or

business capabilities,

3. and enable future governance decisions.

The graphic is purposefully kept at a high level to ensure a strategic mindset at the portfolio

level.2

Figure 4. Service Hierarchy

2 Find a full list of high level services, called Level 1 services, and a description of their detailed services, called Level 2 services, in the appendix.

Sources/Inputs


2. Vector BPR Artifacts

3. Business Enterprise Architecture

(BEA 11.0)

4. Integrated Product Support Elements

5. Industry Logistics Models

6. Digital Pilot

7. OPNAV PLM Working Group



The Service Hierarchy allows leadership to see the logistics world on a page and structure an

organization around services to eliminate redundancies and focus on the value being delivered

to the end users. As the organization moves through the Digital Transformation, the Hierarchy

will be used to map specific applications within the IT architecture to a corresponding service.

This version bridges the current and future state and, as a result, should continue to evolve.

Regularly revising this hierarchy will force decision makers to continually re-evaluate what is

important to the mission and identify future improvements.

Personas An operating model built around shared services must

incorporate Human Centered Design (HCD) methodologies

as a critical component to ensure the LOG IT architecture

captures what the end user needs to accomplish the mission.

By designing around what the end users, or the Personas,

need, the organization increases the design’s rate of

adoption.

Personas are one of the tools used to implement HCD. They define an archetypical user of a

system, an example of the kind of person who would interact with a certain system. More

importantly, however, Personas use services to deliver mission outcomes. The following list

maps Personas to more specific services, called Level 2 services, and serves as a starting point

for employing Human Centered Design methodologies in the Digital Transformation.

Figure 5. Persona to Domain Mapping

Sources/Inputs


2. Vector BPR Artifacts

3. DTT Workshops

4. Digital Pilot



Human Centered Design Navy Logistics is adopting Human Centered Design (HCD) to meet changing user and mission

needs. HCD is an overarching framework of processes which integrates a set of tools,

methodologies and practices to ensure that a product, service or program design captures the

users’, i.e., the sailors’, needs, wants, and limitations. HCD can improve strategic decision

making as well as increase the effectiveness of individual programs and services.

HCD focuses on:

1. People, by designing with a deep empathy for the users,

2. Processes, by using a framework of creative processes based around design and

innovation,

3. and Technology, by selecting technologies which enhance the user’s experience.

HCD is a continuous process of centring user needs and the mission to drive effective solutions.

It requires a standard approach and processes that allow the organization to easily and

consistently gather, analyze, understand data to act and react to changes in mission or user

needs.

User Experience To implement HCD methodologies, Navy Logistics is incorporating user experience capabilities

into the design process for technical innovation and refresh. Below is a list of conceptual user

experience capabilities.

1. User Insight, or the set of practices required to create a clear, consistent, and accurate

picture of user experiences, keeping a constant pulse on changing expectations.

2. User Experience Strategy, or the set of practices required to define a clear vision of the

experience the organization seeks to deliver, linking it to the organization’s mission.

3. User Experience Design, or the set of practices required to determine the end-to-end

user experience across services and channels based on mission needs.

4. User Centric Organization and Governance, or the set of practices required to monitor,

manage, and enable the implementation and execution of a consistent set of user

experiences across multiple services.

5. User Experience Measurement, or the set of practices required to measure user

experience quality on an ongoing basis across the entire LOG FAM and the use of that

data to drive continuous improvement.

6. User Centric Culture, or the programs, communications and training required to create

and maintain a culture with a focus on user experience embedded.

Half of the Mission Outcomes outlined on page 10 focused on user experience but there are

currently no capabilities to achieve them. As a result, Digital LOG IT Architecture will establish

these capabilities as they are a prerequisite for program offices to use HCD.

Operating Model An operating model bridges strategy and day-to-day operations to guides the organization,

provide the context, and enable the behaviors that will realize the strategy and vision. Operating

models exist along a continuum based on a combination of a command’s context and

complexity. While an operating model is not the strategy itself, it does help refine and reinforce

the strategy. Similarly, while the model does not provide operational instructions, it does help



guide them. Defining an operating model for the LOG FAM does not seek to create something

that will be static, but rather seeks to think critically through the structure, interactions, and

needs of the various components of the organization. It is an iterative process and should be

continually improved. Figure 6 illustrates the progression from the current state operating model

to the North Star future state.

Figure 6. Progression to Shared Services

To progress to shared capabilities, Navy Logistics is moving through a series of transformational

steps to reach the North Star. Currently, silos across vectors and domains repeatedly provide

the same services. The Service Hierarchy, on page 10, represents an in-between future state

where some services are shared. In this model, services most common across the organization

can be provided by select groups. As additional services shift into the shared category,

functional domains begin to break down. Finally, when LOG IT reaches the North Star, it can

implement a shared services model which groups common service offerings and provides them

to end users based on mission needs. This will define a standard approach for delivering better

value.

Current State In the current state, functional domains within Navy Logistics operate in silos. Little coordination

and communication has resulted in redundancies and wasted resources. Organizational areas

and program offices invest in technologies to provide services already provided in other

domains, leading to everyone doing everything. There is little to no focus on or understanding of

user experience which in turn degrades user adoption and effectiveness. If this continues,

money will continue to be spent on duplicative efforts and mission readiness will ultimately be

degraded.

Future State Navy Logistics is increasing its focus on shared services as it moves towards a future state

operating model by adopting service management principles and committing to a digital

transformation. As depicted in Figure 7, the immediate future state operating model is built

around the services provided by Navy Logistics



Figure 7. Navy Logistics Operating Model

While services are at the core of the future state operating model, they are influenced by

external areas contributing to the successful implementation and operation of the model.

Strategy, based on Federal and Navy imperatives, builds the foundation and is the driving force

behind all decisions made. Governance dictates the roles and responsibilities critical to

implementation. Various methods will be introduced to employ leading processes and

procedures. Finally, personas will ensure a user-centric design and ensure all services being

provided are ultimately needed by the end user.

The Navy LOG IT operating model is

based on the interactions and strategic

integration points between various

vectors, systems, and functional areas. A

vector is an innovative IT investment that

strategically aligns LOG FAM funding to

accelerate digital future capabilities for

achieving mission outcomes. Functional

areas are the loose groupings of functional

capabilities around supply, maintenance,

and facilities. In the current state, there is

little integration as each silo is providing

many of the same services creating

redundancies and wasted resources. Error! Figure 8. Level 1 Vector to Services Mapping



Reference source not found. maps the level 1 service to vectors, showing this interaction at

the highest level and illustrates how who the vectors fit into the functional domain areas.

The Level 2 service to vector mapping intends to illustrate, in greater detail, the interaction and

overlap between the vectors. Areas marked with a “P” indicate that the vector provides that

service to its end users in uncoordinated efforts today. Figure 8 shows that multiple vectors

provide multiple services.

Figure 8. Level 2 Service to Vector Mapping, 2018 Version 1.0

The lack of coordination wastes resources via duplicative capabilities and creates a

nonstandard user experience, making information sharing and collaboration difficult. By

understanding these interactions, Navy logistics can move towards a model with more

centralization and better coverage of services. To improve logistics efficiencies, improve the

return on investment, and ultimately deliver mission needs at speed, the following questions

must be answered:

• What services are duplicated and need to be prioritized for centralization?

o e.g. Merge or formalize collaboration for programs around maintenance (NAMS,

NOME, NMMES etc.)

• What are the service gaps, areas not covered by the vectors but should be?

o e.g. Coordinated PLM services across programs like design integration and

manufacturing management.

• What are the service intersections and interdependencies, where program integration is

critical?

o e.g. Procurement involves integration of CBM+ that triggers maintenance needs,

stock check by NOSS and initiating replenishment ashore. Initial integration view

is under development and will be provided to LOG IT to use for formalizing

integration, planning prototypes or conducting BPR initiatives.



North Star

The North Star logistics readiness model is based on shared capabilities where service

fulfillment is not linear or disconnected but a network of interconnected shared services. Only

the services that are needed to accomplish the mission will be prioritized. In this model, services

drive the organization to minimize redundancy. Shared services should have the following three

characteristics:

1. Common capability

a. Multiple organizations with similar functional needs

b. Unique needs addressed through business rules

2. Centralized responsibility

a. One / few parties accountable – Service Owners

b. Service and IT governance alignment

3. Available to all

a. Available for users across the enterprise

b. User / service segmentation addresses relevance

Figure 9: North Star Logistics Readiness Model



Error! Reference source not found. demonstrates a conceptual shared services operating

model that is based around the three characteristics listed. Organizational domains can be built

around capabilities by designing an IT architecture based on services which will minimize

duplication. By continually evaluating and improving the service design, the LOG FAM will

ensure that mission and user needs drive IT architecture upgrades and investments to

ultimately improve readiness.

Implementation Guidance Operating Model

For a Navy Logistics operating

model, strategy must always be the

driving force. In this case, having a

clear understanding of the mission

and how the mission relates to the

desired outcomes are the

fundamental elements of strategy.

By using the DoD and DON

imperatives referenced throughout

this Plan, Navy LOG IT can ensure

the services enabled by IT meet

mission objectives. Identifying the

Mission Outcomes that each service

will meet will help focus the IT

development on critical components

and reduce waste.

Governance defines the decision-making and delegation of authority and creates the framework

that balances stakeholder interests and risk mitigation. The LOG IT EXCOMM is the

fundamental governance body that ultimately approves a service-based operating model. The

service related digital roles will be focused on the implementation and operation of the strategy.

This includes the service-to-IT alignment that defines the key relationships between the mission

and the technology supporting it.

The methods used to implement the operating model will be important to maximizing the value

captured. HCD as a methodology will be critical to ensure the user experience related mission

outcomes are addressed and met throughout the transformation. Similarly, user experience

capabilities, such as user insight and user experience design, will ensure the needs and the

effectiveness of the warfighter are the ultimate goal.

Finally, culture and values define the key attributes and behaviors the organization strives for

and establishes how work will get done. The change management aspect of the Digital

Transformation will ultimately drive success of the implementation.

Error! Reference source not found. demonstrates a potential checklist to establish a new

service or update an existing one. Broken down by main areas of the operating model, these

items would need to be accomplished before a service-based model could be implemented. The

items in the strategy area are focused on the mission and underlying cause for the change while

the governance and methods areas have items more focused on the operation and

Figure 10. Navy Logistics Operating Model



implementation. The items in the Change Management section focus on culture and

communications. The roles listed in the owner column are taken from the Workforce

Architecture, explained on page 21 and detailed in the Workforce Architecture Plan. While this

checklist is not exhaustive, it does capture the high-level priorities and highlights critical steps in

ensuring a system or application is designed based around a service using Human Centered

Design principles.

Figure 11. Checklist for Creating Services

Area Item Owner

Strategy Determine Mission Outcomes that the service will meet

Identify operational readiness and user experience metrics

Define future service capabilities needed to meet mission and user needs

Build out scenarios to identify service integration points

Chief Experience Officer, Executive Service Owner

Governance Establish governance model to drive service management in collaboration with overall portfolio governance.

Manage performance lifecycle for services including collecting metrics, identifying reporting needs, analyzing metrics, triggering changes.

Prioritize investments based on service needs.

Refine roles & responsibilities to manage governance needs.

Executive Service Owner, Service Owner

Methods Incorporate HCD to align service and user goals

Integrate with program offices to translate mission needs into IT objectives and plans.

Monitor and manage service performance initiatives

Service Design Lead, User Experience Designer

Change Management

Determine roles needed to manage logistics services

Develop communication plan and distribute policies

Manage trainings to ensure service changes are adopted

User Community Director



Workforce Architecture – Digital Roles To reshape the workforce for a digital

transformation, a set of roles have been

developed that will enable the implementation.

These do not need to be completely new roles

as many of the responsibilities detailed in

each are found across the organization today.

Rather, these can be combined and adapted

from existing roles and can evolve over time

to meet the service needs. Emphasis on

organizational change will be critical to

change management and ultimate adoption.

The roles listed in the table below are related to the Service Plan and will be critical to the

success of the Digital LOG IT Transformation.

Figure 13. Services Role Descriptions

Horizon Title Echelon Description

1 User Community

Director II

Community managers develop, extend and maintain groups of users and

stakeholders gathered around common interests/roles via community platforms

1 Exec Service

Owner II

The Executive Service Owner is responsible for providing guidance and

managing the Service Owners under their charge. While the Service Owner is

assigned a specific service to manage, the Executive Service Owner must

oversee the strategy and operations of a group of services.

1 Service Owner III+

The Service Owner is accountable for a specific service within the organization

regardless of where the technology components or professional capabilities

reside and is responsible for continuous improvement and the management of

change affecting the end-to-end service under their charge.

1 Service Design

Lead III+

Service design thinkers are in charge of planning and organizing a service

(including its infrastructure, communication and material components) to

improve its quality and the interaction between service provider and customers.

Their purpose is to make sure the services are designed according to the

needs of customers or participants, that they are user-friendly and relevant to

the end user

1 User Experience

Designer III+

User-experience designers are responsible for creating the look and feel of a

specific computer interface. This allows them to navigate the functionality of

that interface and produce a certain type of human-computer interaction.

These designers generally work on teams, applying their skills to a website or

computer product, such as a piece of software.

2 Chief Experience

Officer (CXO) I

The CXO is responsible for establishing and supervising the implementation of

an overarching service strategy. The CXO is also responsible for ensuring a

consistent user experience across platforms and improving it through Software

/ hardware design management, creative reviews, and concept development

For more details, reference the Digital Transformation Workforce Plan.

Figure 12. Workforce Architecture



Internal Links in The Digital Transformation Plan A key aspect of the Services Plan is how it integrates with the other components of the overall

Digital Transformation Plan. This section identifies how the Service Strategy is linked to the

Technology and Data plan and how it will drive the underlying IT architecture.

Enterprise Technical Reference Framework (ETRF) The ETRF provides a framework and

roadmap to transform 1600+ current

Applications and 5000+ data sources to a

common unified logistics IT platform. One of

the foundational steps to operationalize this

technology plan is the Microservices Based

Architecture Area which relies on several key

concepts related to the Service Plan: the

Service Hierarchy, Human Centered Design,

and a defined operating model. Human

Centered Design and Service Strategy help

identify the key capabilities and experiences

that Digital LOG IT needs to provide to its end

user. Service Design and Microservices

Based Architecture methodologies will

capture these needs and transform them into Application Programming Interfaces (APIs). This is

the critical connection between the Service Plan and the ETRF. The service hierarchy will drive

the creation of service specific APIs at the appropriate level. This will enable Navy Logistics to

describe the IT architecture in terms of a handful of intuitive APIs that can be integrated with

existing capabilities, combined with cross domain Apps and APIs to provide new capabilities,

and finally combined with analytics to provide innovation and next generation mission readiness

capabilities.

Figure 15. Enterprise Technical Reference Framework (ETRF)

Figure 14. Service Plan and ETRF Intersection



Data Plan The LOG IT Digital Transformation Data Plan presents a holistic, enterprise approach to

building a data-driven environment for the Navy to move data at the speed of the mission. The

Data Plan outlines the efforts to eliminate data silos and streamline capabilities to glean useful

insight from data; allowing better informed readiness and logistics decisions to drive to the ideal

“Digital Navy.” The goal of the Data Plan is that data will be:

1. Auditable – the enterprise will document logistics transactions through several lenses

including from research and development to disposal, from ashore to afloat, and from

requirement to expenditure.

2. Visible – leveraging human centered design will ensure that users get the data and

more importantly the knowledge from the data they need when they need it.

3. Trustworthy – users will understand the pedigree of the data and have confidence in

the data to consider it as authoritative in making high fidelity readiness decisions.

4. Accessible – metadata will support user-generated and automated discovery, reporting

and analytics across the enterprise and to external stakeholders.

By achieving these characteristics, data will enable the Mission Outcomes, which are the

ultimate driver of mission accomplishment. In addition to enabling the Mission Outcomes, the

Data Plan provides guidance on understanding the type of data needed to provide the services

in the Service Hierarchy. With this, Navy Logistics will be able to build out scenarios that detail

the interaction between data and services. The figure below is an example of a procurement to

order fulfilment scenario that is a small portion of a larger, detached operations scenario.

Figure 16. Logistics Scenario with Data Integration



Appendix References

Figure 17. Service Plan References

Title Source

1 Logistics Competency Book DoD

2 DoD Enterprise Service Management Framework DoD

3 Business Process Reengineering Artifacts DoD

4 United States Navy Maintenance Pamphlet DoD

5 Process Cycle Memorandums DoD

6 DON Goals, Objective, Outcomes DoD

7 IPS Element Guidebook DoD

8 NOSS OTA Informational Packet DoD

9 DTT NOBLE Overview Brief DoD

10 NAMS Problem Statement DoD

11 Maritime Maintenance IT Roadmap DoD

12 CNO: A Design for Maintaining Maritime Superiority DoD

13 NAVFAC CNO Brief DoD

14 NAE Sustainment Vision 2020 DoD

15 NAVSUP: High Level Industrial Touchpoints – Supply Perspective DoD

16 TOA PGI Brief DoD

17 Ashore Logistics IT Cybersecurity – IPR DoD

18 Business Enterprise Architecture 11.1 DoD

19 TOA/PGI Status 20180409 DoD

20 NDMS MRO DoD

21 Operational Availability Handbook DoD

22 National Defense Strategy DoD

23 PLM OPNAV Roadmap Deck DoD

24 Best Practices Insights: ITIL Service Strategy BMC

25 Discover the potential of IT Service Management Deloitte

26 Operating Models EY

27 Connect Business Moments, Personas and Journey Maps to Boost Customer Experience Outcomes

Gartner

28 2018 Strategic Roadmap for IT Service Management Gartner

29 Critical Capabilities for IT Service Management Tools Gartner

30 Driving Digital Business Transformation for Industry Leadership: An Executive Perspective

Gartner

31 Service Strategy ITIL



Federal and Navy Imperatives DoD Enterprise Service Management Framework, Edition III (DESMF) DoD Instruction 8440.01, Information Technology Service Management, directs DoD

components to ensure their ITSM activities are consistent with the DESMF

The goal of the DESMF is to provide a framework to successfully align the delivery of IT services with the mission of the Department. Successful ITSM integrates the contributions of people, processes, and technology that result in a combined effort to promote new ideas, effectiveness, and efficiencies by standard methods and practices that deliver value to mission partners. The DESMF provides the groundwork for the Service Plan and outlines the DoD approach for employing a service-based IT architecture.

Figure 18. Notional Service Management System from DESMF

Service quality management is based on a four-phase approach that enables consistent visibility into the missions/business perspective of IT performance, with the mechanisms in place to inform service management and support future IT investment decisions. This approach is an adaptation of the Deming cycle to specifically address IT service quality, customized by the Navy ITSMO. The four phases are:

• Plan: The quality approach

• Do: Establish and execute the quality approach

• Check: Monitor and report quality management

• Act: Correct and continuously improve quality management



Figure 19. Service Quality Management

CNO Guidance In addition to Department of the Navy and Department of Defense instructions, specific

guidance from the CNO has been incorporated into this plan to ensure the end result is in line

with his overall intent. In the “Design for Maintaining Maritime Superiority” the CNO states the

desired outcome as “a Naval Force that produces leaders and teams who learn and adapt to

achieve maximum possible performance, and who achieve and maintain high standards to be

ready for decisive operations and combat.” This is achieved through four major lines of effort.

1. Strengthen Naval Power at and from Sea: Maintain a fleet that is trained and ready to

operate and fight decisively – from the deep ocean to the littorals, from the sea floor to

space, and in the information domain. Align our organization to best support generating

operational excellence.

2. Achieve High Velocity Learning at Every Level: Apply the best concepts, techniques and

technologies to accelerate learning as individuals, teams and organizations. Clearly

know the objective and the theoretical limits of performance – set aspirational goals.

Begin problem definition by studying history – do not relearn old lessons. Start by

seeing what you can accomplish without additional resources. During execution,

conduct routine and rigorous self-assessment. Adapt processes to be inherently

receptive to innovation and creativity.

3. Strengthen Our Navy Team for the Future: We are one Navy Team – comprised of a

diverse mix of active duty and reserve Sailors, Navy Civilians, and our families – with a

history of service, sacrifice and success. We will build on this history to create a climate

of operational excellence that will keep us ready to prevail in all future challenges.

4. Expand and Strengthen Our Network of Partners: Deepen operational relationships with

other services, agencies, industry, allies and partners – who operate with the Navy to

support our shared interests.

These lines of effort have been the foundation and driving force behind the mission outcomes,

roadmap for the future, and many other aspects of the plan.



Business Enterprise Architecture 11.1 The BEA provided great insight and was a major source of input to the Service Hierarchy.

However, the BEA was not sufficient as the Service Hierarchy is meant to progress us towards

a shared services model. In addition to providing a robust taxonomy, the BEA has a detailed

Business Capability Acquisition Cycle which closely relates to a service development / delivery

cycle.

Figure 20. Business Capability Acquisition Cycle

DON Goals and Objectives

The Department of the Navy Goals and Objectives were developed using the National Defense

Strategy and serve as a guide for all initiatives. These goals and objectives were a driving force

behind the mission outcomes and continue to provide insight into the underlying mission needs

for the digital transformation.

SECNAV Priorities

NDS Aligned Strategic Objectives Outcomes

PEOPLE

• Implement initiatives to recruit and retain the best team to bolster capabilities and readiness, and build a culture that “respects and protects” our people (NDS Objective 1.5)

1. "Employer of Choice" - Higher accession rates/fewer vacancies /higher standards for uniform and civilian personnel

2. Barriers to recruiting, retaining and developing a diverse highly talented workforce reduced

3. Modernized naval education culture adopted/learning culture developed 4. Safe operations established and consistently reinforced 5. Incidents of sexual assault, harassment and discrimination reduced



PROCESSES

• Improve and strengthen business operation through a move to DON enterprise solutions; reduce administrative and regulatory burden; align with DoD shared services where practical and effective (NDS Objective 3.1)

• Optimize DON organizational structures (NDS Objective 3.2)

• Undergo audit and improve the quality of budgetary and financial information that is most valuable in managing the DON (NDS Objective 3.3)

1. Use of data analytics and artificial intelligence in DON-wide decision making increased

2. Acquisition agility/speed/responsiveness and ability to develop and transition technology to the fleet at the speed of relevance enhanced

3. Improved accountability for contractor performance/ fewer instances of "accepted product with exceptions“

4. Rationalized business system environment 5. Full budget authority executed in accordance with laws, regulations and

ethical standards that “play in the midfield” 6. Annual audit and remediation is institutionalized, with a path to clean

opinion in the near term established 7. Improved financial data veracity, visibility, and analytic capability for

continuous portfolio management 8. Redundancies across the enterprise to include OPNAV, HQMC and

Secretariat reduced to produce $ savings and improved agility 9. C2 optimized

CAPABILITIES

• Ensure the Navy and Marine Corps are ready to fight today (NDS Objective 1.1)

• Lay the foundation of future readiness through recapitalization, innovation and modernization (NDS Objective 1.2)

• Enhance IT & cybersecurity capabilities (NDS Objective 1.3)

• Ensure the best intelligence, counterintelligence and security support for DON operations (NDS Objective 1.4)

• Reform the Security Cooperation Enterprise (NDS Objective 2.1)

• Deepen interoperability with NDS allies and partners (NDS Objective 2.2)

1. Aviation and ship availability and personnel deployability fully restored to meet missions

2. Inventory of weapons and ammunition to meet warfighting requirements restored

3. Integration of unmanned systems significantly increased 4. DON investments in Intelligence enterprise/counter intelligence aligned to

support NDS 5. Path to 326/355 ship Navy established and on schedule 6. Sustainable sea-leg of the nuclear triad maintained 7. Shipyards and infrastructure modernized on a sustainable path to

modernization 8. IT system complexity reduced/interoperability enhanced 9. Cyber capability to respond and prevent intrusions/attacks increased 10. Continuous evaluation and "Insider Threat Hubs" established 11. Protection of intellectual property improved 12. More strategic, harmonized approach to maritime security cooperation

implemented 13. Improved cadre of security cooperation personnel and other DON

support elements at US Embassies 14. Allies and partners with capability, capacity and awareness to

independently or collaboratively respond to shared threats and challenges

15. DON maritime objectives advanced by Interagency Policy 16. Allies and partners provided forward presence, habitual relationships,

and technology cooperation efforts via our R&D enterprise.

National Defense Strategy To fully understand the mission needs, it is important to start at the top where all goals and

objectives ultimately come from. The 2018 National Defense Strategy was released in January

of 2018 and outlines SecDef’s strategic approach to meeting the DoD’s objectives.

Strategic Approach

1. Build a More Lethal Force

2. Strengthen Alliances and Attract New Partners

3. Reform the Department for Greater Performance and Affordability

a. Deliver performance at the speed of relevance

b. Organize for innovation

c. Drive budget discipline and affordability to achieve solvency

d. Streamline rapid, iterative approaches from development to fielding

e. Harness and protect the National Security Innovation Base



Industry Best Practices KPIs / Metrics KPIs are selected metrics used to measure the achievement of critical success factors (CSFs).

There may be many metrics, but only the most important metrics are defined as key

performance indicators and used to actively manage and report on the process or IT service.

KPIs should be selected to ensure that efficiency and cost effectiveness are managed. The

following is a list of logistics digital focus areas and potential KPI’s for each one.

Establish flexible and proactive digital end-to-end supply chain

• % Items with demand forecast based on analytics

• % of fleet tracked in real time

• % warehouses ‘automated’ / ’digitalized’

Develop digital capability for manufacturing excellence

• % of machines with full data capturing

• % factories with manufacturing control tower operational

• % workers with smart devices

• % roles or work processes automated (robotics)

Use digital solutions to drive sustainable sourcing value creation

• % of targeted data sources included in Supply Analytics

• % e-Invoicing

• % suppliers registering in Supplier Portal vs. target

• % categories included in Cat Mgmt. Portal

• % events through e-sourcing

Increase process automation through RPA & AI

• Number of FTEs automated

• % of ‘processes’ automated

Enhance analytics capabilities within operational processes

• % of selected KPIs automated/generated through analytics

• Number of different sources (internal and external) used to collect data for analytics

Develop workforce through digital solutions

• % of E2E processes standardized

• % of eLearning vs traditional learning

• % users that use mobile solutions to handle information

• % of users contributing to internal platforms

Digital Logistics Capabilities As Navy Logistics continues down the path of a digital transformation, there are capabilities that

it will develop that exist along a spectrum.



Figure 21. Digital Logistics Capabilities

Industry Logistics Digital Guiding Principles Guiding principles to incorporate digital capabilities into a shared services logistics operating

model.

1. Consumer-driven Supply Chains that are Rapid and Responsive

• Design the supply chain operating model to start with the end-consumer demand

(consumer sales data, social data, etc.) aligned with supply realities.

2. An Integrated Supply Chain Operating Model that Breaks The Silos and Provides

Connectivity

• Enabling visibility and planning & execution capability across the end-to-end

supply chain. Business processes that span across functional silos. Cross

functional Network Planner with end-to-end visibility and overall responsibility for

supply chain performance.

3. Performance Management that is Aligned Across The Organization

• Automated predictive analytics & scenario modelling to drive operational decision

making. Business & financial metrics to drive supply chain process.

4. Clear and Differentiated Supply Chain Segmentation Strategies

• Smaller and increased segments to satisfy diverse requirements while still

maintaining operational efficiency and flexibility.

5. End-to-end Collaboration Capacities Within The Organization and Across External

Trading & Service partners

• Collaborating within and outside the organization on social media platforms for

faster decision making.

6. Digital Capabilities & Technology Platform that is Scalable, Intelligent and Connected,

Providing End-to-end Visibility, Enabling Automated Concurrent Planning & Fulfillment

with Collaboration Across The Organization



• Digital platform that is Cloud enabled with cognitive capabilities and is extensible

for building plug and play applications. Enables collaboration on social media &

mobile framework. Provides real time connectivity to internet of things.

Customer Experience Capabilities The following table describes the specific practices that enable each customer experience

capability.

Figure 22. Customer Experience Capabilities

Customer Insight Customer Experience

Strategy

Customer Experience

Design

Customer Centric

Organization and

Governance

Customer Experience

Measurement

Customer Centric

Culture

• Feedback from

Customers

• Define CE Strategy • Create CE Journeys

by Channel

• Assign a Governing

Body

• Define a CE Quality

Framework

• Communicate

Importance of CE

• Input from Employees • Share the CE

Strategy

• Engage Partners and

Employees

• Develop and Maintain

Decision Framework

• Benchmark Across

Industries

• Collect and Share

Stories

• Observational

Research

• Include CE in Project

Funding Criteria

• Use Customer Insight

to Define Project

Requirements

• Use Consistent

Customer Identifier

• Collect Operational

Metrics

• Screen Candidates for

Customer-Centric

Values and Skills

• Maintain a Voice of

Customer Facility

• Branded CE for

Different Segments

• Identify Complex

Interdependencies

• CE Improvement

Projects

• Define Subsets of CE

Metrics

• Provide Training

• Obtain a Cross-

Channel Customer

View

• Utilize Models • Follow Defined CE

Impact Assessment

Process

• Monitor Progress • Analyze CE Gaps • Use Informal Rewards

and Celebrations

• Document and Share • Dedicate Leadership • Proactively Adjust

Designs

• Include CE as

Criterion for Business

Decisions

• Use Metrics in Learn-

Improve-Learn Cycle

• Connect Formal

Reward Structures to

CE Metrics

• Engage and

Encourage Customers

• Include CE Metrics in

Evaluating Employee

Performance

• Share Metrics • Enable Executives to

Work on the Front

Line

• Facilitate the

Necessary

Coordination

• Calculate and Monitor

the ROI

Artifact Background and Approach

Mission Outcomes

Approach

By incorporating the information and themes from the sources, we collected the fundamental

objectives of Navy Logistics. To ensure the mission is driving IT, the outcomes contain the

following characteristics:

1. Visible: All programs contribute to enable these and understand how.

2. Comprehensive: All transformation pillars play a role: Service, Data, Tech, Security,

Change

3. Systemic: Integrate within LOG IT governance and lifecycle processes

4. Anchor: Guide functional and technical artifacts



Service Hierarchy

Background / Context

The Service Hierarchy is meant to capture all the services that Navy Logistics provides to its

end users. These are all the things that are done to help accomplish the mission. The purpose

of capturing all the Navy Logistics services in one graphic is to determine left and right lateral

limits for the implementation of an IT architecture and help determine future governance

models. It is purposefully kept at a high level to ensure a strategic mindset at the organizational

level.

Approach

The Service Hierarchy has been through many iterations and has evolved through feedback

from vector and functional area leadership. It was initially focused around three main areas:

Supply Chain Management (SCM), Maintenance, Repair, and Overhaul (MRO), Product

Lifecycle Management (PLM), and Shore / Facilities. The BPRs and BEA provided a

comprehensive list of services that are currently provided which we used to group into Level 1,

2, and 3 services. By incorporating industry service models, we aim to ensure the list of services

will be comprehensive of emerging technologies and future user needs.



Figure 23. Services Descriptions

Service Description

Planning

The ability to define an integrated plan for addressing maintenance, supply and other operational needs for end users. Includes services around demand forecasting and optimization, demand planning, replenishment planning, material planning, supply planning, user and supplier collaboration.

Design Integration

The ability to collaboratively create, manage, disseminate, and use product data. Includes product requirements management, product design, BOM management, product catalog management. Also includes services to ensure product reliability and quality management and associated supplier collaboration.

Program Management

The ability to manage activities including logistics program governance, audit readiness, financial management, initiation, tracking, modifications, risk management etc.

Data Management

The ability to collect, analyze, report and maintain data (e.g. readiness reporting, inventory data, order, and procurement data etc.) to support decision making and execute supply and maintenance activities. Also includes services to facilitate not just flow of raw data, but flow of relevant and accurate knowledge to the users.

Job Support The ability to identify, create, manage and disseminate digital content to users of logistics services for improving job efficiency and knowledge collaboration.

Procurement The ability to identify, request, source, access, and manage materials to support readiness needs. Includes purchase order management, strategic souring and associated internal and external supplier collaboration.

Order Fulfilment

The ability to manage the quantity and value of material to meet supply and maintenance needs. Includes replenishment, receipt and acceptance of materials and warehouse management to support order and accountability services.

Transportation

Services covering selection and management of all transportation providers and channels. Includes activities for outbound and inbound shipping including dispatch, tracking, network optimization, distribution, arrival and collection.

Manufacturing Management

Services that comprise the technologies, methods and collaboration needed for additive and traditional manufacturing of parts as well as controlling the quality of those items.

Maintenance Identification

Services for diagnosing equipment failure and prescribing necessary maintenance as well as the management of associated work orders.

Maintenance Scheduling

Services for providing an integrated schedule across different maintenance levels that can be dynamically updated based on planned and unplanned activities. Includes services that allow prioritization based on criticality, material availability etc.

Maintenance Execution

Services for preparing and executing preventative and restorative maintenance tasks on schedule. Includes triggering parts request, recording and tracking in-progress tasks, collaborating with the maintenance community to complete execution.

Maintenance Completion

Services for recording maintenance completion, conducting inspections and reporting completion to relevant stakeholders.

Operations Support Services that are critical to operational readiness at the tactical level (e.g. ammo management, food management, postal services, Navy cash, etc.)

Facilities Support Services that maintain shore readiness to support supply and maintenance operations (e.g. HAZMAT, utilities, vehicles, environmental, safety etc.)

Installations Support Services for sustaining and operating Navy installations such as restoration, modernization, ATFP, housing etc.



This table captures of the services within the hierarchy and is used for ongoing coordination.

Figure 24. Full List of Captured Services

0 Shared Services 2 Maintenance, Repair, & Overhaul

0.1 Planning 2.1 Maintenance Identification

0.1.1 Demand Forecasting 2.1.1 Diagnosis & Validation

0.1.2 Supply Planning 2.1.2 Work Order Management

0.1.3 Maintenance Planning 2.2 Maintenance Scheduling

0.1.4 Shore Planning 2.2.1 Maintenance Forecasting

0.2 Design Integration 2.2.2 Schedule Deconfliction

0.2.1 Design Tool Integration 2.3 Maintenance Execution

0.2.2 Engineering Change Management 2.3.1 Preventative Maintenance

0.2.3 Design Interface 2.3.2 Corrective Maintenance

0.2.4 Product Reliability Management 2.3.3 Alterative Maintenance

0.2.5 BOM Management 2.4.1 Maintenance Completion

0.3 Program Management 2.4.2 Maintenance Record Update

0.3.1 Service Level Performance Mgmt 2.4.3 Maintenance Closeout

0.3.2 Financial Management

0.3.3 Business Process Orchestration 3 Support

0.3.4 Audit Readiness Management 3.1 Operations Support

0.4 Data Management 3.1.1 Ammo Management

0.4.1 Data Analysis & Reporting 3.1.2 Quality of Life Support

0.4.2 Data Alignment 3.2 Facilities Support

0.4.3 Data Governance 3.2.1 Vehicle Management

0.4.4 Category Management 3.2.2 Utilities Management

0.4.5 Data Maintenance 3.2.3 Hazardous Material Management

0.5 Job Support 3.2.4 Environmental Management

0.5.1 Knowledge Management 3.2.5 Safety Program Management

0.5.2 Digital Assistance 3.3 Installations Support

0.5.3 Collaboration Management 3.3.1 ATFP

0.5.4 Workforce Management 3.3.2 Housing

3.3.3 SRM

1 Supply Chain Management

1.1 Procurement 4 Enablers

1.1.1 Purchase Request Management 4.1 Policy Compliance

1.1.2 Purchase Order Management 4.2 Sustaining Engineering

1.1.3 Strategic Sourcing 4.3 Support Equipment

1.2 Order Fulfilment 4.4 Manpower and Personnel

1.2.1 Replenishment 4.5 Procurement Support

1.2.2 Receipt, Acceptance, Issuance 4.6 Network Design and Management

1.2.3 Warehouse Optimization 4.7 Training

1.2.4 Property / Inventory Management 4.8 Computer Resources

1.3 Transportation

1.3.1 Outbound Shipping

1.3.2 Inbound Shipping

1.3.3 In-Transit Visibility

1.4 Manufacturing Management

1.4.1 Additive Manufacturing

1.4.2 Traditional Manufacturing

1.4.3 Product Quality Management

Documents

Digital Transformation Logistics Services Plan · 2019-01-07 · DIGITAL TRANSFORMATION PLAN 1 DRAFT/PRE-DECISIONAL Digital Transformation Logistics Services Plan Deputy Chief of