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RUSI Presentation
Dr A C H Mace
Defence Equipment & Support
Chief of Staff
4 October 2007
RUSI Presentation
Presentation
• Where have we come from?
• What we are.
• How we work.
• Support to operations.
Where we have come from
Procurement Executive
(1972 - 1999) (1999 - 2007) (2007 - )
DPA
Defence Equipment & Support
Ministry of Defence
DLO
Naval Support Command
Quarter Master General’s Department
RAF Logistics Command
Merger Strategy
• Fit for purpose.• Built on the best in DPA and DLO.• Adaptable to deliver change in 07/08.• Part of wider Defence Acquisition
Change Programme (DACP).
….in 9 months, while maintaining focus on…
Delivering support to operations.
DPA/DLO Merger Plan
Scoping and Planning
Testing and Optimisation
Phase 1(Jul-Sept 06)
Phase 2(Oct-Dec 06)
Phase 3(Jan-Mar 07)
Phase 4(Apr 07-Mar 08)
Deciding
Designing
Detailed design
Developing
Communication & Implementation
Describing
g
DE&S Mission
“To equip and support our Armed Forces for operations now and in the future.”
DE&S – Strategic Objectives
Strategic Objectives
1. Equipment and support for operations
2. Leadership, performance management and professionalism
3. Manage complex projects and through life management
4. Transforming the relationship with industry
5. Continuous improvement
DE&S Facts
• 65 locations across UK.
• Circa 29,000 people.
• Assets of £76Bn on balance sheet.
• £16Bn annual spend.– 43% of MoD budget.– £3Bn more than the
Home Office.
DE&S Personnel Structure (as at March 2007)
Civilian77%
RN10%
Army5%
RAF8%
DE&S Personnel Structure (as at March 2007)
Civilian77%
RN10%
Army5%
RAF8%
DE&S now
PJHQDE&S
Industry
Collaboration
Ops
University
OGDs
Front Line Commands
DE&S InterfacesO
PE
RA
TIO
NS
IND
US
TR
Y
Service Domain Based
Capability Based
Industrial Sector Based
User
DE&S Sponsor
Research & Development
MOD Centre
In-Service Equipment SupportCommodities & Services Delivery
New Equipment & Support Delivery
Capability Planning
Equipment & Equipment
Support Delivery
Departmental Planning
life
Business Model
Through-lifedelivery
Through-
Through-lifedelivery
CCSCCS
IPTsIPTs
IPTsIPTs
IPTsIPTs
-delivery
-life
Through-lifedelivery
COO
Industry
CCSCCS
CofMs
MOD Head Office
MOD Head Office
IPTsIPTs
IPTsIPTs
IPTsIPTs
FLCs
Performance Management
Delivery Coherence
OPERATIONS
Business Management System
Chief Operating
Officer
Chief Operating
Officer
Chief of Defence Materiel
Chief of Defence MaterielNEDNEDNEDNEDNEDNEDNEDsNEDs
Main
Bo
ard: G
overn
anc
e
Production:
Commercial Management
Delivery:
Military Effectiveness
High-level Organisation
Defence Equipment & Support
Corporate:
Professional Services
As Logistics Process Owner
DG ShipsDG Ships DG Submarines
DG Submarines
DG Combat Air
DG Combat Air
DG Helicopters
DG Helicopters
DG Weapons
DG Weapons
DG Air SupportDG Air
Support
DG Land EquipmentDG Land
Equipment
DG ISTARDG ISTAR
DG HRDG HR
DG Commercial
DG Commercial
DG Safety & Engineering DG Safety & Engineering
DG FINANCE (2*)
DG FINANCE (2*)
CHIEF OF STAFF (2*)CHIEF OF STAFF (2*)
ACDS (Log Ops)
ACDS (Log Ops)
Chief of Corporate Services
Chief of Corporate Services
Chief of Materiel (Fleet)
Chief of Materiel (Fleet)
Chief of Materiel (Land)
Chief of Materiel (Land)
Chief of Materiel (Strike)
Chief of Materiel (Strike)
DG Joint Supply ChainDG Joint Supply Chain
DG Information Systems & ServicesDG Information Systems & Services
Clusters
IPT Through-Life Plans
Commercial
Astuteness
Human
Resources
Military
Effectiveness
Corporate/ Business Plan
Targets
System Engineering
CustomersPlanning/Finance
Technology
Performance ManagementApprovals
DE&S: External Factors, Boundaries & ConstraintsStrategic / Operational•Intensity of ops•Terrorism•Failing States•Utilities•New Actors (eg India, China)•Collaboration
Resource Availability•CSR07/MoD Capability Review•Energy•Estate•Sustainable Development
•DIS•Capability•Capacity
Departmental Organisation•Streamlining•Military in Def Acq•FLC restructuring•FLC Strategic Plans
Global/Political•New Government/Ministers•Radical increase/decrease op tempo•Radical decrease available resources•(Lack of) success of TLCM•Shift in technology•Radical changes to industry / sector•Political/legal considerations
Sponsor/User sets requirements/specs
Sponsor/User decidesfunding priorities
Centre decides policy / funding / people mix etc
UORs
Reliant on industry performance
Central / HMT approval of majorbusiness cases
EU, statutes, DMB etc
DE&S
Equip & support our armed forces for operations now & in the future
Accountability
Delegated approval for Cat C&D projects
Cluster DG freedom to veer & haul funding
between projects
Freedom to reward high performers Freedom to promote
staff in post
Resource pools allow flexible deployment
of specialist staff
DE&S manages commercial interface on behalf of MoD
Ability to influence ECC thru PCT trades
Freedom to influencepolicy, governance
Freedom to delegateeffectively
•SMEs•R&D
Industry
Ability to influence solutions,systems engineering, logistics
Equipment and Support
Engineering, support solutions,logistics, systems, technology insertion
Support to Operations
“To equip and support our Armed Forces for operations now and in the future.”
Operations worldwide
Support to current operations
• 30 operations world-wide.
• Approx 15,000 deployed personnel.
• Afghanistan initial deployment (and sustained):– >7,500 personnel, whilst continuing support to Iraq.– 2,100 vehicles, covering 2.5 million miles.– Last year delivered 5,000 tonnes of ammunition by air.
• Have or are responding to over 1000 UORs.
• During June over 27 tons of mail was sent to Afghanistan (3556 bags)
Performance monitoring
• Performance to Theatre:– Weekly reports.– 1 to 5 day response: target 90%.– 6 to 20 day response: target 85%.– UORs.
Future - Options
• P Performance
• A Agility
• C Confidence
• E Effectiveness
Questions?