US Army: SDDC%20Strategic%20Plan%202007

8/14/2019 US Army: SDDC%20Strategic%20Plan%202007

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M essage f r om t he Command er

As Commander, I am pleased to present theMilitary Surface Deployment and Distribution

Command Strategic Plan 2007. This plan—the result of major collaborative work within

the Command—charts the strategic goals, objectives, and strategies that will guide our

activities in the next 5 years.

SDDC is about to embark on a radical journey that will transform every aspect

of our day-to-day lives. Today, we live and work under dynamic, turbulent conditions,

an environment that will not change in the next few years. We are increasingly called

on to operate in an expeditionary environment, which necessitates that our Total Force,

military and civilian, serve in austere locations and under demanding conditions. The way

we react to these challenges will depend on the men and women of SDDC, who proudly

support the Warfighter. We must ensure that we respond to the requirements of our

imminent Base Realignment and Closure move while continuing to support

the global war on terrorism.

Our plan, which addresses our vision and mission, is a critical document. To ensure the

path we chart is clear to everyone, internally and externally, it concentrates on the key

issues that we, as a Command, must tackle in facing the challenges ahead. We also address

our new relationship with the U.S. Army Materiel Command and our continuing rela-

tionship with the U.S. Transportation Command. We will use this plan to balance the

needs of our stakeholders and strategic partners with our capabilities and resources to

ensure mutual success.

I am committed to the tough work of continuous

improvement and confident that this plan is

the framework for an SDDC capable of excelling

in tomorrow’s complex, challenging environment.

Kathleen M. Gainey

Major General, USA

Commanding

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Contents

Introduction 2

Future Environment 2

Mission 3

Core Competencies 3

Vision 3

Stakeholders 4

Strategic Framework 4

Strategic Goals and Objectives 5

Strategy Implementation 11

SDDC’s Mission Map 12

SDDC Locations Worldwide 13



I n t r o d u c t i o n

The Army's Office of the Chief of Transportation, established in July 1942, was the forerunner of the Military Surface Deployment and Distribution Command

(SDDC). In May 1956, the Secretary of Defense designated the Secretary of the Army as the single manager for military traffic within the United States, setting

SDDC’s original mandate.

SDDC is a major subordinate command of the Army Materiel Command (AMC). It is also the Army Service Component Command of the U.S.

Transportation Command (USTRANSCOM), a joint combatant command responsible for the air, sea, and surface capability to move DoD assets worldwide.

SDDC provides ocean terminal, commercial ocean liner, deployment engineering, road, rail and household goods traffic management services to deploy, sustain,

and redeploy U.S. forces globally. The Command is responsible for surface transportation and is the interface between DoD shippers and the commercial trans-

portation carrier industry. It also transports troops and materiel to ports of departure in the United States and overseas and manages 24 ports worldwide.

Today, SDDC is the surface component that supports USTRANSCOM’s role as DoD’s global distribution process owner.

SDDC’s last strategic plan, published in 2004, refocused our efforts from traffic management to global surface deployment and distribution.

Futur e Env i r onment

This plan reflects SDDC’s continuing support to both the global war on terrorism and our role in the maintenance of the nation’s Homeland Security.

To do this, we must strive for agility and improvement of our processes to support the Warfighter. We also address our alignment with AMC in addition

to our support of USTRANSCOM, ensuring that our efforts support and complement the core mission at higher levels.

We are carefully planning and accomplishing each aspect of Base Realignment and Closure-related change to ensure that transition to the new location is seam-

less and communication of institutional knowledge to new personnel is fluent. This plan will help us make the transition as smooth and painless

as possible, ensuring that our continued high-level of support to the Warfighter and family members makes the move transparent to them.

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Miss ion

Provide global surface deployment and distribution services to meet the nation’s objectives.

Cor e Compet enci es

SDDC’s core competencies define the functions essential to its success. SDDC will continue to execute

its mission through five core competencies (Figure 1).

Note: ITV = in-transit visibility; TAV = total asset visibility; 3PL = third-party logistics.

Vis ion

Provide tailored and agile capability and sustainment solutions

that meet the Warfighter’s requirements.

Figur e 1. SDDC Cor e Compet encies



Stakeho l der s

In collaboration with our strategic partners, SDDC provides support to the Warfighter. Our primary customers are the combatant commanders and DoD families,

which directly receive our goods and services. We also provide goods and services to our many strategic partners, whose goal—and ours—is support of the Warfighter.

We value all our working relationships, but we focus on providing unmatched deployment and distribution support to the Warfighter and family.

Customers

Combatant Commanders

DoD families (includes the individual Warfighter)

Strategic Partners

Army Materiel Command U.S. Transportation Command

Joint Chiefs of Staff/Office of the Secretary of Defense Services

Army and Air Force Exchange Service Navy Exchange Service Command

Defense Commissary Agency Defense Logistics Agency

Defense Contract Management Agency General Services Administration

Industry Defense Finance and Accounting Service

Force Providers Naval Supply Systems Command

St r a tegic F ramewor k

This plan was constructed using a balanced scorecard (BSC) approach, which provides a meaningful framework to describe and communicate strategy. By developing

a balanced set of strategies, an organization can develop effective organizational performance measures and implementation methods.

The BSC approach focuses on translating an organization’s mission, vision, and strategy into a coherent set of objectives and performance measures, linked from four

perspectives. SDDC’s perspectives are stakeholder, internal process, learning and growth, and resources (Figure 2). By developing a balanced set of strategies that

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consider, both internal and external stakeholders, the organization is able to balance its priorities, allocate resources, and manage performance. It also establishes a firm

foundation for turning the strategy into action.

The stakeholder perspective considers the business through the eyes of a customer, so that SDDC retains a careful focus on customer needs and satisfaction.

The internal process perspective focuses attention on the performance of the key internal processes that drive our business. We identify internal processes at whichwe must excel to create maximum value for our customers.

The learning and growth perspective directs attention to the basis

of all future success—the organization's people. Adequate invest-

ment in this perspective is critical to the long-term success of

the organization.

The resource perspective measures the ultimate results that

the business provides to its stakeholders. What must we do

to inspire stakeholders’ confidence in our ability t o effectively

manage our resources?

SDDC used a detailed, systematic approach to the strategic

planning task to define a set of realistic strategies that will transform

the Command in the next 3 to 5 years. The strategies articulate the general goals

and specific strategic objectives (outcomes) that must be achieved during this period. The objectives must be strategic, not tactical; they must be measurable so that

progress toward the goals can be ascertained; and they must be executable through a set of initiatives (actions) the Command can take.

St r at egic Goal s and Object ives

The SDDC strategic plan includes a strategic goal for each balanced scorecard perspective. Each strategic goal has supporting strategic objectives.

The goals and objectives describe how we will manage and influence our primary business lines so that we provide the best transportation support

and capabilities to our customers and stakeholders.

Figur e 2. SDDC Per specti ves



St akehol der Per spect ive

Goal—Successful Warfighter Moves

SDDC’s mission is to provide global surface deployment and distribution services. SDDC must be able to serve as the focal point for information and deliver services

at the right place, at the right time, and with value-added to meet the demands of our stakeholders. Meeting these demands requires us to ensure proper levelsof visibility that comply with Defense Transportation System standards, continued collaboration with partners and stakeholders, and use their feedback to improve

our business approaches.

Objectives

Deliver cargo by required delivery date. Ensure on-time delivery and carrier accountability to stakeholders of all cargo by meeting an agreed-upon delivery date

that is feasible and achievable. Ensure that service providers are meeting customers' requirements.

Provide 100 % In-transit Visibility (ITV) and Total Asset Visibility (TAV). Ensure availability of reliable data and systems to provide cargo visibility.

Provide actionable information by enabling customers to see the location and status of all assets in the end-to-end distribution system.

Deliver best value solutions. Optimize effectiveness through the most efficient means within customer requirements; collaborate with stakeholders and partners to

provide services that consistently provide comprehensive and reasonable price and quality.

Strategies

• Optimize the management and operation of seaports worldwide.

• Prescribe a set of standards for delivery of cargo that relates to recognizing and understanding requirements, communicating with customers and respondingto their feedback, conducting research and analysis, and reviewing and coordinating products.

• Enforce ITV and TAV standards with the carriers.

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• Develop a centralized system that links both ITV and TAV systems to decrease the complexity of the data capture process and increase the visibility

of outbound and inbound cargo.

• Provide accurate and timely cost analysis data.

In t er nal Pro cess Per spect ive

Goal—Mission-Focused Processes

SDDC must continually review, assess, and improve our performance to meet our stakeholder requirements. We use key metrics to monitor progress,

track trends, and identify problems to ensure our solutions are mission-focused. We provide policy guidance, research, analytical expertise, and tools

to support the Warfighter.

Objectives

Improve enterprise-wide business processes. Review, assess, and improve enterprise-wide processes to

• meet customer requirements,

• eliminate redundancy,

• ensure focus on mission execution,

• track actions to allow internal and external visibility, and

• leverage continuous process improvement.

Develop collaborative processes from planning through execution. Improve integration and coordination with Warfighters and integrate stakeholders into

SDDC’s decision-making cycle. A continued dialogue with stakeholders will result in a tailored solution for internal and external service providers.



Strategies

• Identify key metrics and assess progress to ensure we are achieving our goals.

• Develop an integrated information technology (IT) system that supports all phases of end-to-end services.

• Develop a formal after action report process with both an internal and external focus.

• Develop a knowledge management tool that is collaborative and allows information exchange within SDDC.

Lear ning and Gr owt h Per spect ive

Goal—A ready organization

SDDC must empower a relevant and ready organization that meets the challenges of today and tomorrow and achieves our strategic vision. We will strive to maintaina capable workforce, one that is properly recruited, trained, and given advancement opportunities.

Objectives

Assess, recruit, train, and certify the workforce. Identify traits and skills desired in potential candidates and ensure recruitment procedures align with selecting

candidates that best fit the criteria. Maintain a skilled workforce by ensuring employees have the competencies, information, certification, and training resources.

Create an environment that develops and fosters leadership at all levels. Enhance organizational performance by promoting career advancement and encouraging

continuous learning. Ensure employees are afforded opportunities for leadership training and education to meet current and future leadership requirements.

Foster a knowledge- and information-sharing environment. Institutionalize communication flow to create a culture of trust, respect, understanding,

and information flow. This includes mission-related subjects, individual and professional development topics, policy changes, and general information relative

to all DoD and service-wide interests.

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Ensure a deployable organization. Ensure readiness of our active, reserve, and civilian personnel by providing an expeditionary force that is accurately informed,

comprehensively trained, and well-equipped.

Strategies

• Maintain accurately defined civilian position descriptions.

• Encourage the use of succession planning and candidate development programs to strategically manage the impact of demographic and other workforce factors.

• Formalize a mentoring plan in the career development program that places responsibility for identification and development of future leaders.

• Develop and implement methods of knowledge sharing.

• Develop intuit ive and user-friendly IT tools that support SDDC workforce mission accomplishments.

Resour ces Per spect iv e

Goal—Optimization of all resources

SDDC must be fiscally responsible, accomplishing our mission through the best use of our workforce, equipment, and funds resources. We foster leadership

in financial management to promote effective and efficient management of resources and assets. We determine the best structure to provide optimal results.

Objectives

Clearly articulate and document resource requirements. Accurately define and document resource requirements early in the resource planning cycle.

Link decisions to resources. Synchronize resources, planning, and execution with other business processes; integrate program objective memorandum planning into

operational requirements, improve and integrate resources into the IT systems development process and configuration management board; and consider resources

early and throughout planning and decision-making processes.



Incorporate stewardship, accountability, and internal controls. Improve financial management t o achieve fiscal accountability. Serve the best interest

of the government through research and analysis, and ensure the timely visibility of financial and manpower data.

Strategies

• Develop detailed support plans for major operations and exercises.

• Integrate informational systems, accurate data structures, and information management processes to support cost-efficient program delivery.

• Optimize limited resources by focusing on the highest priorities.

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St r at egy Impl ement at i on

SDDC recognizes that a successful strategic planning program is an ongoing process of change (Figure 3). The Command’s strategic plan provides

a dynamic framework for translating its mission and vision into a coherent set of strategic objectives. To accomplish these objectives, SDDC will track implementation

of important initiatives and continue to measure performance. We will focus our performance on five core metrics: unit movements, sustainment, customer

satisfaction, contract compliance, and claims.

SDDC senior leadership has a strong commitment to maintaining accountability and transforming the Command. We understand that strategic management

is an integrated and iterative process. We know that an organization’s strategy must evolve as circumstances in the external and internal environments change. SDDC

continues to meet the challenges of adapting to its expanded role in the DoD distribution process.

As the Command moves forward, challenges still remain. SDDC will continue to examine the relevance of its objectives, the validity of its measures,

and the effectiveness of its initiatives. It must do so in the context of an uncertain world. With strong leadership commitment, SDDC will meet these challenges

and move forward to maintain a dynamic and world-class organization.

Figure 3. Cont i nuous

Execut ion & Impr ovement



SDDC’s M ission M ap

“Prov ide g lobal

sur face deploy mentand dist r ibut ion ser v ices

t o meet t he nat i on’s object ives”

Del i ver ca rgo

by th e r equi r eddel i very da t e

Prov ide

100% ITVand TAV

Del iver bestval ue so l u t i ons

Impr ove enter pri se-wi debusi ness pr ocesses

Del iver col l aborat ive pr ocessesf r om pl ann ing t h r ough execu t i on

Assess, t r a in , cer t i f y ,

and prepar et h e w o r k f o r c e

Create an env i r onmentt hat devel ops and fos ter s

l eader sh ip at a l l l evel s

Ensur e a depl oyabl e

o rgan iza t i onCreate a knowl edge

and in f o r mat ion shar ingenv i ro nment

C l ea r l y a r t i c u l a t e d a n ddocument ed r esour ce

r equ i r ement s

Link dec isions t o r esourcesIncor por ate st ewar dship,

accoun t ab i l i t y ,

a n d i n t e r n a l c o n t r o l s

Resour ce

Lear n ing and gr owt h

In t er na l Pr ocess

Stakehol der Successfu l War f igh te r M oves

M ission -Focused Pr ocesses

A Ready Organizat i on

Opt imizat ion o f A l l Resour ces

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SDDC Locat ions W or l dw ide

SDDC Headquarters

Alexandria, VA

Fort Eustis, VA

Scott AFB, IL

Transportation Engineering Agency

Newport News, VA

595th Trans Group

Ash Skuaybah, Kuwait

831st Trans Battalion

Bahrain, Southwest Asia

Qatar Detachment

Camp Doha, Qatar

Afghanistan DetachmentBagram AB, Afghanistan

Kuwait Detachment

Kuwait City, Kuwait

840th Trans Battalion

Camp Anaconda, Iraq

597th Trans Group

Fort Eustis, VA

832nd Trans Battalion

Jacksonville, FL

Cape Canaveral Detachment

Cape Canaveral, FL

Puerto Rico Detachment

Guaynabo, Puerto Rico

833rd Trans Battalion

Seattle, WA


Concord, CA

841st Trans Battalion

Charleston, SC

956th Trans Company

Fort Monmouth, NJ

842nd Trans Battalion

Beaumont, TX

598th Trans Group

Rotterdam, Netherlands


Rotterdam, Netherlands

950th Trans Company

Bremerhaven, Germany

UK Detachment, RAF

Mildenhall, United Kingdom

Rhine River Detachment

Mannheim, Germany

Azores Detachment

Lajes Field, Portugal


Livorno, Italy

Greece Detachment

Piraeus, Greece

Turkey Detachment

Izmir, Turkey

599th Trans Group

Wheeler, AAF, H I


Okinawa, Japan


Yokohama, Japan


Pusan, Korea

Ammunition Terminal Group

Southport, NC

Alaska Detachment

Elmendorf AFB, AK

Guam Detachment

U.S. Naval Base, Guam

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US Army: SDDC%20Strategic%20Plan%202007