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Lippert is a member of the Joint Logistics Board (JLB), which Morales established and which oversees the FLE. The JLB consists of the most senior-ranking logisticians from the four service branches, the U.S. Joint Forces Command, the DLA, and TRANSCOM. Three working groups have been created to expedite the FLE s initiatives: The Best Business Practices Group ( Reengineer for Success ), focused on logistics architecture and process reengineering; the Program Implementation Group ( Do It Right ); and the Change Management Group ( Make It Stick ). Assisting all three groups is an advisory team drawn from industry.
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THROUGH THE LOOKING GLASS: LIFE CYCLE MANAGEMENT
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I look at the FLE as a cross within a circle, explains Morales. The vertical bar is the requirement for integrated weapons system support over the life cycle of a weapons system, which is something we don t have today. To reach this goal will require accountability, says Morales. Today, we don t know what the lifetime cost of supporting a single weapons system is, for example. No one person is accountable. You have the program manager who is responsible for the design, development, and fielding of a weapons system. The system then gets thrown over a fence to somebody else to sustain it over its lifetime. Reliability, maintainability, and mobility have not been key considerations, yet they have to be built into a system. We then need to have the people who are accountable for building those features into a given weapons system also be the people accountable for the sustainment of that system over its lifetime. Once we have these dual accountRight now, the DoD abilities, we ll see better up-front decisions being made. is building the Morales refers to end-to-end distripartnerships, bution as the horizontal line of the cross within the circle. This line encompasses protocols, and a spectrum of partners: industry partners, systems that will get coalition partners, public-sector partners us to the goal of end- partners who range from the supplier, the manufacturer of the part, all the way to-end capability, through to acquisition, contracting, and the says Diane Morales, fulfillment agents who actually deliver that weapons system to the warfighter. The who launched the horizontal line includes the operational planners who develop the system requireFLE initiative. ments. It includes the financial community,
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U.S. DEPARTMENT OF DEFENSE PROFILE: Making the Tail Smaller and the Tooth Stronger 175
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and it includes the acquisition community. The point is that you have a world of partners who are being called on to deliver this end-to-end capability. It s the extended supply chain, Morales says. Nobody owns all the partners, she continues. There is no single manager of this supply system or owner of that system. Right now, the DoD is building the partnerships, the protocols, and the systems that will get us to the goal of end-to-end capability. And we re starting to see some amazing successes in this area.
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THE INTEGRATED ENTERPRISE INITIATIVE: FROM EXCESS TO ACCESS WITH INFORMATION TECHNOLOGY (IT)
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Enterprise integration is the circle around the cross and the enabler of integrated weapon system support and end-to-end distribution. The fasttrack evolution of the DoD s data enterprise from hundreds of cold-war legacy systems and their hundreds of millions of lines of code to state-ofthe art information systems and processes integrated across the national defense supply chain has been one of the most ambitious programs in the FLE agenda. Laura Faught, cochair of the Program Implementation Group, one of the FLE s triangle groups, and assistant deputy under secretary of defense for logistics systems management, talked to us about the process and progress of logistics systems modernization: First, and most obviously, we developed the overall enterprise data strategy collaboratively with parts of our logistics domain. A basic lesson in change management is that you don t stuff an architecture, especially a process-oriented architecture, down the throat of an $80 billion supply chain. We pulled in from across the DoD logistics domain, business process owners and key stakeholders from the Defense Logistics Agency, the Army, Navy, Air Force, Marines, Joint Forces Command, and TRANSCOM. This gave us an anchoring in our customers perspectives, just as the SCOR model anchored us You don t stuff a in a process orientation. Faught says her group leveraged the process architecture IT community s technical views of the standards and focused on architecture, data down the throat of strategy, portfolio management, and a scal- an $80 billion supply able, repeatable process to ensure that we re very smart acquirers of commercial tech- chain, says Laura nologies to support our system and process Faught. integration. She thinks the key to success in
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