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Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration
Navy Enterprise Framework
APEX ORIENTATION PROGRAM
Mr. Pat Tamburrino, Jr.ADCNO (Fleet Readiness and Logistics)8 Mar 07
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration Discussion Topics
• Why a Navy Enterprise framework?• Short Enterprise history• Navy Enterprise ExComm • Echelon II Provider briefs
– Round One baselining– Next steps
•Provider Enterprise•Round Two guidance
• Provider data template• Questions
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration Bottom Line Up Front
• Navy Enterprise is about maximizing our buying power while maintaining our dominate warfighting edge today and deliver the fleet of tomorrow.
• Collaborative teaming of the right decision makers, meeting on a regular drumbeat, to facilitate best decisions.
• Processes are metrics driven and linked to outputs.
Improving the Business end of our Business
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration
0
1
2
3
4
5
6
7
1980 1983 1986 1989 1992 1995 1998 2001 2004 2007 2010 2013 2016
Pe
rce
nt
(%)
of
GD
P
Defense SSN Medicare/cade
Current Budget Forecast
Major Entitlements and Defense (with respect to % of GDP)
Historical Forecast
Defense forecasted to receive less as entitlements growDefense forecasted to receive less as entitlements grow
Source: CBO – Aug 06
Medical
Social Security
Defense
Source: CBO
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration Why change or transform?
• Employ a new business model based on measurable outputs, processes, the right metrics, and accountability.
• Develop a deep understanding of requirement.
• Demand total transparency
• Drive more effective collaboration.
• Reduce costs and eliminate non-value added spending.
• Hold people accountable to deliver to a set entitlement (and no more), measure gaps-to-entitlement, and ask “why.”
Vertical / Stove-Piped
Matrix Organization
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration Bit of History: An Enterprise Model
Inception of Naval Aviation Enterprise (NAE)1998 to 2003 Precipitating events: Pilot production
shortfall, TF-34 engine shortfall, Flying Hour Program challenges, non-deployed readiness indicators
… led to ...2003: Naval AViation Readiness Improvement
Program (NAVRIIP) … which led to …
FLEETSFDM
REQUIREMENTSSingle Process Owner
PROVIDING ORGANIZATIONS
RESOURCES
FLEETSFDM
REQUIREMENTSSingle Process Owner
PROVIDING ORGANIZATIONS
RESOURCES
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration
NAE SWE USE NNFE NECE
Five Warfare Enterprises
• Senior TYCOM leads each Warfare Enterprise• Governed by Fleet Forces Command’s Fleet Readiness Enterprise (FRE)• Focus on delivery of Current Readiness at Cost to COCOMs
CFFC’s FRE
Naval
Aviation
Surface
Warfare
Under Sea
Networks
Exp Warfare
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration
UNSECNAV
Output: Current
Readiness at Cost
Outputs:1) Future Capability***
at Cost2) Support of
Current Readinessat Cost
ProviderEnterprise
FleetReadiness Enterprise
Warfare Enterprises
Navy EnterpriseExComm
CNO
Providers ResourceSponsors
* Other ASNs as necessary
** CPF as necessary
*** Includes both modernization and new assets
Navy Enterprise Governance
N8/ FMC
OPNAV N8/6/4/1TYCOMsOPNAV
N8/6/4/1Providers
VCNO/RDA
ASNs*CFFC/CPF
CFFC**VCNO/RDA*
NE EXCOMM
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration NE Matrix Operating Model
Future
Capabilit
y
Future
Capabilit
y
NNFENAE
USENECE
SWE
CNIC
NAVSUP
ONR
NAVSEA/PEOs/SP
NAVAIR/PEOs
SPAWAR/PEOs
BUMED
NAVFAC/PEO
MPT&E
PROVIDER ENTERPRISE(Supporting Warfare Enterprises)
FLEET READINESS ENTERPRISE (Delivering Readiness to COCOMs)
Current ReadinessCurrent Readiness
VCNO/RDA*leadership
VCNO/RDA*leadership
CUSFFC/CPFleadership
CUSFFC/CPFleadership
*Other ASNs as necessary
Future Capability =Modern + Recap
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration Operating in the Navy Enterprise
Inputs
Temporal metrics– Effectiveness– Efficiency
Prioritized top issues & barriers
Project/program status
Barrier removal Balance of
current readiness and future capability
Improved guidance
Resource allocation
Risk apportionment
Agile, integrated decisions
Supports
Outputs
NNFENAE
USENECE
SWE
Current Readiness
CNIC
NAVSUP
ONR
NAVSEA/PEOs/SP
NAVAIR/PEOs
SPAWAR/PEOs
BUMED
NAVFAC
MPT&E
Current Readiness Future
Capabilit
y
Enterprise Activities and Behaviors
ProviderEnterprise
Navy EnterpriseExComm
FleetReadiness Enterprise
Issues
Collaboration
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
CollaborationRound One Echelon II
Echelon II Brief Sked
14 Aug, NAVAIR - (VCNO, ASN(RD&A)) – Pax River, MD
20 Sep, NAVSUP - (VCNO, ASN(RD&A)) – Mechanicsburg, PA
17 Oct, CNIC - (VCNO, ASN(I&E)) – Wash, DC
19 Oct, ONR - (VCNO, ASN(RD&A)) – Wash, DC
02 Nov, SPAWAR - (VCNO, ASN((RD&A)) – San Diego, CA
09 Nov, NAVSEA - (VCNO, ASN(RD&A)) – Wash, DC
16 Nov, NAVFAC - (VCNO, ASN(I&E)) – Wash, DC
01 Dec, MPT&E - (VCNO, ASN (M&RA)) – Wash, DC
13 Dec, NAVSUP - (VCNO, ASN(RD&A)) – Wash, DC
24 Jan Health Care – (VCNO, ASN (M&RA) – Wash, DC
05 Feb CFFC/FRE – (VCNO) – Wash,DC
• 13 Mar, Naval Intelligence – (VCNO, ASN(RD&A) – Wash, DC
• Baselining and “ownership” of People, Dollars and Stuff• Supported/supporting relationships • Output metrics
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration NAVSUP Value Chain
Appropriated NWCF-SM
$4.5BFY06 Obligations
$ .4 B
Reimbursable$.4B
NAVSUP Total Resources $5.3B
58 Products & Services
58 Products & Services
People (P)- 9,911Dollars (D)- $5.3B
Stuff (S)- $21.2B(Excludes NEXCOM and Non-Navy)
MPT&E
SUPPORTERS & ENABLERS
DON AT&L**
NAVSUP
Health Care
Science & Tech
(S&T)
Installations
3,260 2,608 652 26 35$3,480M $792.6M $220.9M $17.2M $8.1M
$15,774M $3,097M $1,937M $350M $.1M
NAE SWE NNFEUSE NECE
X X X X XXX
X
XX
34
Material Support Quality of Service
Allowance Production & Maintenance
ContractingContracting – ITContracting-AmmoEnterprise Resource PlanningContingency ContractingProgram OversightSocio-Economic Program Coordination
Plant & Minor Property Prog. Mgmt ServicesGlobal Integr Supply Chain Mgmt (GISCM)Global Transportation CoordinationHAZMAT/CHRIMPOcean Terminal ServicesProgram Mgmt Services-Total Asset VisibilityRequisition ServicesStrategic DistributionSupply Automated Systems MgmtSupply Chain AmmunitionTransportation ServicesWarehousingFuel ServicesNaval Logistics Library ManagementPrice Fighter
DLA 339 ProcessingFMS Case ManagementInformation Services- FMSInformation Services- DOD
Logistics Support Services Field Contracting Oversight (External)Policy and Guidance – Afloat SupplyPolicy and Guidance – OrdnancePolicy and Guidance – TransportationFleet Card Program Management ServicesPurchase Card Management/OversightCommon Access Card Management Services
Information Services -Non-NAVSUP Navy
Logistics Operations Joint Environmental Mgmt Services Program Mgmt ServicesStrategic DistributionIntegrated Logistics SupportISSOTJoint Plans & ExercisesMaterial Management ServicesNaval Bulk PetroleumPollution PreventionProgram Mgmt Services – AITStrategic Sourcing SupportSupply System InnovationTransportation AssistanceWaterfront Ammunitions Support Services
Mail ServicesATMs At-Sea Policy and GuidanceHousehold Goods ServicesHHG Policy & GuidanceFood Service Policy & GuidanceDisbursing Policy & GuidanceTravel Card Management
Allowancing
Contracting
GISCM
Logistics Policy & Oversight
Information Services
Integrated Logistics
Quality of Life
Non-Navy Support
58 NAVSUP Products & Services (P&S) by Product Line
Supply Chain Management Integrated Support to Operating Forces
NEXCOM
Navy ExchangeOperations
Non-NavyP- 476D-$370.5MS- $ 245M
NEXCOMP- 14,983D-$3.2B SalesS-$435M
34
$4.043B $0.024B$0.064B$0.430B$0.160B $0.542B
Navy Supply Systems Command$5.3B
$0
.05
1 B
C
on
tra
cts
NAVICP NAVSISA COMFISCS NOLSC NEXCOMOther FunctionsNavy BillsNon-Navy Support
PrivateIndustry
Total Funds
6
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration Wrap Up
ExComm focus areas
• Provider Enterprise maturation– Metrics, top-level processes
• Financial Management • Appropriate Program Reviews
– Linked to SecNav’s SMR process– Strategic ExComm issues
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration
Back Ups
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration
Proposed NE ExComm Topics Selection Process
Criteria Related to NE objectives
–Maintain current readiness–Increase buying power–Improve decision-making–Change culture and behaviors
Top-level issue Requires ExComm collaborative
forum
Prioritize &Sequence
(DNS/N09X)
Criteria Relative importance to
the enterprise Required time to brief Readiness to brief
Yes
No
Prioritize &Sequence
(DNS)
• Decisions• Guidance• Feedback
Navy EnterpriseExComm
ProviderEnterprise
Navy Enterprise
Sources of topics
VCNO/ASN-RDA
N8/ASN-FM
CNO/USECNAV
DNS/N09X
CFFC/CPF
Staffs
Screen(DNS/N09X)
Other Forums
If outcome of Other Forum meeting is to consider topic for ExComm
FleetReadiness Enterprise
NEExComm
Issue?
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration
Appropriated NWCF-SM
$4.5BFY06 Obligations
$ .4 BReimbursable$.4B
NAVSUP Total Resources $5.3B
16
People: 9,911 Dollars: $5.3B Stuff: $21.2B
NAVSUP Baseline: People, $$, Stuff
Total Funds
NAE SWE NNFEUSE NECE
P-
D-
S-
P-
D-
S-
P--
D-
S-
P-
D-
S-
P-
D-
S-
MPT&E
SUPPORTERS & ENABLERS
Health Care
Science & Tech
(S&T)
X
X
X
Installations
P-D-S-
P-D-S-
P-D-S-P-D-S-
117
1,292
6
$0
$0
$10M
$0
0$0
$.5M
$132.7M
$87.1M
3,350 2,678 670 10 29. $803.4M $221.6M $16.8M $7.8M
$14,824M $2,949M $1,933M $350M $23M
X
P-D-S-
1,759
$1,070M$606M
DON AT&L**
NAVSUP$3,439M
*Reconciling w/ PR09 Mapping
*
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration
Proposed FY07 NE Plan of Action
Develop and chop ExComm Charter
Develop and implement ExComm management process
Begin regular drumbeat of meetings
Begin design of integrated governance
Approve NE objectives Design and stand up Enterprise
metrics IPT
Agree on problem(s), NE vision, and objectives
Agree on NE framework
Align stakeholders Begin
communications
Publish and promulgate post- ExComm offsite FY07 modified construct
Stand up SES PE Advisory Group
Identify PE and FRE high priority issues (DNS tasker)
Hold Intel EII brief Socialize addition of SPECWAR
with SPECWARCOM Begin design of PE governance Begin development of guidance
for next round of EII briefs
Select ExComm topics and promulgate ExComm schedule
Approve and implement NE governance charters (ExComm w/FRE and PE)
Establish metrics linked to objectives
Measure baselines for those that haven’t been measured
Develop draft guidance for PE and FRE metrics
Identify barriers
Identify possible changes to matrix construct
Decide if and when to add SPECWAR
Finalize PE governance and link with ExComm and FRE governance
Hold initial meetings of PE governance bodies
Promulgate guidance and schedule for next round of EII briefs
Begin to design guidance for performance agreements and metrics linked to NE metrics
Establish and approve targets relative to all objectives
Factor into FY08 CNO Guidance Begin to remove barriers
Finalize possible changes to matrix construct and socialize
Fully stand up PE governance body and establish regular drumbeat of meetings
Finalize and promulgate guidance for performance agreements and linked metrics
Assist enterprises & domains with metrics development
Begin to review FRE and PE EII POA&Ms (through EII briefs)
Measure progress to targets
Begin socialization with USMC
Publish FY08 matrix construct
Mature process for FRE/PE issue and/or barrier escalation
Monitor progress of enterprises & domains
Finalize and approve NE story-line
Develop and begin implementing strategic communications plan
Begin regular comms drumbeat
Review results of measurement baselines related to decision-making, culture, and behaviors
Continue comms drumbeat
Establish targets for decision-making, culture, and behaviors
Measure gaps Develop integrated Change
Management plan Continue comms drumbeat Measure comms effectiveness
Begin implementing change management plan
Develop FY08 comm plan
Continue comms drumbeat
NE ExComm
Oct 07Nov 06 Dec 06 Jan 07 Feb 07 Mar 07 Apr 07 May 07 Jun 07 July 07 Aug 07 Sep 07
Strategic Management
Matrix Management
Change Management
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration
Revised NE Story Line & Lexicon Alignment
Why We Need Navy Enterprise
What It Is What it Gives UsActivities (within FRE and PE) Baseline people, $$, and stuff Understand entitlements Identify main processes and outputs Determine how to measure outputs Determine best-in-class level of output
for main processes given entitlements Agree on what Fleet needs and no more Measure output relative to agreed upon
level of performance– If over-delivering, reduce output
and return money saved– If delivering, determine how to
further improve productivity and establish targets
– If under-delivering, determine root causes and improve
Execute Measure and report progress
Behaviors Be open to new
ideas Collaborate Be committed
Seek help Be accountable Reward good
e-behavior Openly
communicate
Navy can’t achieve objectives with steady
or decreasing TOA
Navy Enterprise (NE) Framework
“NE Main Thing”Increase buying power
while maintaining current readiness and
operations effectiveness
• Overmatching combat power
• Maritime dominance
Strategic Vision
NE Objectives
Burning Platform Approach
CNO Priorities
Readiness andwarfighting operations
Fleet of the future
21st century leaders
Increase buying power
Maintain current readiness levels and ops. effectiveness
Improve quality of Enterprise decisions
Change culture and behaviors
1New Enterprise
Governance
2
Measurable improvements in:
– Cost-wise readiness
– Buying power
– Quality of Enterprise decisions
– Culture and behaviors
Other qualitative benefits:
– Improved policy and guidance (over time)
– Better organizational alignment with strategy
– Improved transparency
– Improved agility
Matrix OperatingModel
NNFENAE
USENECE
SWE
Current Readiness
CNIC
NAVSUP
ONR
NAVSEA/PEOs/SP
NAVAIR/PEOs
SPAWAR/PEOs
BUMED
NAVFAC
MPT&E
Current Readiness Future
Capabilit
y
Enterprise Activities and Behaviors
ProviderEnterprise
NavyEnterpriseExComm
FleetReadinessEnterprise
Issues
Collaboration
NNFENAE
USENECE
SWE
Current Readiness
CNIC
NAVSUP
ONR
NAVSEA/PEOs/SP
NAVAIR/PEOs
SPAWAR/PEOs
BUMED
NAVFAC
MPT&E
Current Readiness Future
Capabilit
y
Enterprise Activities and Behaviors
ProviderEnterprise
NavyEnterpriseExComm
FleetReadinessEnterprise
Issues
Collaboration
3
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration
Navy E
xped
itionar
y
Combat E
nterp
rise
Naval
Avi
atio
n Ente
rpris
e
Underse
a W
arfa
re
Ente
rpris
e
Navy
Network
&
Forcen
et E
nterp
rise
Surface
War
fare
Enterp
rise
CNIC (Installations & Env)
NAVSUP
ONR (S&T)
NAVSEA/PEOs/SP
NAVAIR/PEOs
SPAWAR/PEOs
BUMED (Health Services)
NAVFAC
MPT&E Pers & Trng
AT
&L
NAE SWE USE NNFE NECE
No SECNAV action anticipated in the next 2-3 months
Anticipated SECNAV action required the next 2-3 months
SECNAV action required the next 2-3 months Current Month (Previous month inside)
KEY:
OUTPUT AT COSTOUTPUT AT COST
Air Warfare AMD SFC Warfare US Warfare EXP Warfare NN Warfare
FRP Readiness oversight by Numbered Fleets using NMETL construct translates platform readiness to capability readiness
MHQ
Strategic Management Review (Navy Enterprise Issues)
“NOTIONAL DATA ONLY”
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration Other Provider Outcomes
Supported/Supporting– CNIC “Red X, Black X” initiative– Mapping Provider product lines (NAVFAC)
Sample Output Metrics MPT&E – “Fit at best cost” NAVSEA – “Warships ready for tasking at cost” NAVFAC – “Required facilities to achieve
readiness/future capability at lowest lifecycle cost”
NAVSUP – “ACWT at cost” ONR – “% proposed tech solutions accepted” BuMed* – “Sailor Medical Readiness at cost”
* Provider brief in late Jan 07
Issues
ProviderEnterprise
FleetReadiness Enterprise
Navy EnterpriseExComm
Navy Enterprise
Collaboration Force Structure Requirement
Aligned with risks accepted in QDRAligned with risks accepted in QDR
$13.4B
~350 Ship Navy
~313 Ship Navy
~286 Ship Navy
• Capability impact (2020)– Stabilizes @ ~313 ships– Satisfies warfighting
requirement – Provides the necessary
capabilities
•Industry Impact – Stabilizes shipbuilding
account•Requires concerted
modernization effort to achieve full service life
Acceptable Risk
Low Risk/Unaffordable
Unacceptable Risk