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SCOR in the UK MOD. Sqn Ldr Mark Marshall Email: [email protected] Major Charles Whattoff Email: [email protected] The Integrated Team. Business & Academic. Mission "To deliver high quality policy, logistic analysis and

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SCOR in the UK MOD

Sqn Ldr Mark Marshall

Email: [email protected]

Major Charles Whattoff

Email: [email protected]


The Integrated Team

Business &

Academic

Mission

"To deliver high quality policy, logistic analysis and

     consultancy to the Defence community,

        in order to maintain and enhance operational capability“

Vision

"To be the acknowledged Defence centre of expertise in inventory planning, logistic modelling, analysis and research"

IT & Analytical

LARO

Operational

Logistics


Total = 288

AD LARO

Col

Deputy AD/

Policy

Business

Support

Data & Systems

Logistic

Research

Logistic

Engineering

Logistic

Modelling

Logistic

Data Analysis

Project &

Quality

Management

Programme

Manager Sea

Programme

Manager Air

Programme

Manager Land

9 Feb 05


Higher HQs

DPA IPTs

FLCs

Policy

Analysis

Research

LARO

BUs

Agencies

Modelling &

Simulation

Data

Management

DLO IPTs

HOSs & Others

LARO Functions Support Each Other

As Well As External Customers

Note. Policy and related services - not policy & its execution.


THE

SCOR

JOURNEY


The UK Armed Forces

Navy

36,000

Army

103,000

RAF

49,000

DEFENCE VISION

Strengthening international peace and security.

Defending the United Kingdom and its interests.


Transforming

Defence

Logistics


  • The DLO

  • Personnel: 28,000

  • Budget: £9Bn

  • Inventory: £10Bn+


DELIVERY LAYER

Nuclear

Waterfront

Maritime

Platforms

Combat

Support

Rotary

Wing

Maritime

Eqpts

DCSA

Commodity

Manoeuvre

Strike

1 Gp

2&3

Gp

Munitions


ENABLING LAYER

Secretariat

Supply Chain

Support

Logistics

Services

Logistics

Information

Tech

Services

Infrastructure

Personnel

Finance

Restructuring

Strategy

DLTP

Log Ops

Procurement


Mapping the supply chain

Main Depot

Military POD

Military POE

Theatre

Distribution

Consolidation

Point

DRDC

QM

Theatre

Storage Area

Commercial POD

Industry

Commercial POE

Front Line

Unit

Mapping the Supply Chain

If every node achieves a target of 95% throughput then the chance of a successful delivery from the Depot to the QM is:

95% * 95% * 95% * 95% * 95% * 95% * 95%

69.8%


17 step model

DPT

MHT

TFD

17-Step Model

Customer Wait

Time


Stockholder selects stores required

Stores arrive at interim distribution node

Need for stores identified

Stores declared for movement

Stores arrive at local distribution node

Capability restored

Unit request verified then processed

Issue instruction output to stockholder

Unit receipt

Stockholder moves stores to distribution node

Stores leave the interim distribution node

What is wrong?

Stores leave the stockholder

Stores arrive at unit

Stores issued

Capability Loss

Unit asks for stores

TFD

MHT

DPT

Def SC Area of Influence

Customer Wait Time

Theatre

IPT/ SC controls

Depot/Stockholder

Distributor

Operations

FLC

Routine

CDL Area of Interest


S1.3

S1.5

S1.4

S1.1

S1.2

Authorize Payment

Schedule Product Delivery

Verify Product

Receive Product

Transfer Product

DPT

D1.7

D1.6

D1.5

D1.4

D1.2

Select Carriers & Rate Shipments

Plan & Build

Loads

Receive, Enter & Validate Order

Route

Shipments

Consolidate Orders

MHT

TFD

D1.10

D1.12

D1.13

D1.11

D1.8

Load Vehicle Generate Ship Docs, Verify Credit & Ship Product

Receive & Verify Product at Customer Site

Invoice

D1.9

Install Product

Receive Product at Warehouse

From SOURCE or MAKE

Pick Product

D1.3

D1.1

Reserve Inventory &

Determine

Delivery Date

Process Inquiry & Quote


Mapping the supply chain1

Main Depot

Military POD

Military POE

D

S

Theatre

Distribution

D

Consolidation

Point

S

D

S

S

D

M

D

M

S

D

S

S

M

DRDC

D

QM

D

S

D

Theatre

Storage Area

S

D

S

D

Commercial POD

Industry

Commercial POE

S

Front Line

Unit

Mapping the Supply Chain


Channels of supply support options
Channels of Supply – Support Options

Spares ownership

MOD / Contractor

MOD

Contractor

Contractor

UK distribution

MOD

MOD

Contractor

Contractor

Overseas distribution

MOD

MOD

MOD

Contractor

Traditional

Spares Inclusive

Contracting for Availability

Contracting for Capability


Supply Chain

Management

Raw

Industry

Materials

Decide

Inventory Planning

(Plan)

IPT

Source

Make

Deliver

Provide

DPA

Plan

Plan

Plan

Source

Make

Deliver

Decide

Plan Supply Chain

In Service Support

Source

Make

Deliver

Provide

DLO

Plan

Plan

Plan

Source

Make

Deliver

Decide

Plan Supply Chain

Provide

(Enable)

Capability

Customer (DECs / FLCs)


Service Level determines supply decisions

What stock level is required ?

Where should stock be placed to optimise resources?

Inventory

How much space is needed?

What is the optimum allocation of resources?

Service level

Traffic

What maintenance schedule is compatible?

Service level

?

Order management

Should we Push or Pull?

How often should orders be placed?

How fast is Order processing?

Service Level is determined by independent supply decisions.

Active stock?

Cost to Hold?

Storage Space?

Inventory

Transport Availability?

Traffic

Funding Availability?

Latest date required?

Order Management

Order Quantities?

Demand Priority?


Military

Capability

Final Output

Available, Fit for Purpose Platforms

Non-Platform Materiel

Other non-logistic inputs

IntermediateOutputs

Logistic

Services

Platform Attributes

Maintenance

Materiel

PerformanceAttributes

Platform Capability

Platform Reliability

Platform

Numbers

Delivery Reliability

Responsive-ness

Flexibility

Cost

Assets

Platform Attributes

Supply Chain Attributes


Responsiveness

Customer wait time (external effectiveness)

Readiness

Operational availability

(external effectiveness)

  • Metric not in SCOR framework

End to End performance

Reliability

Quality Order Fulfilment (Internal effectiveness)

Flexibility

Logistics capacity (internal effectiveness)

Cost

Total logistics expense (internal efficiency)

Asset

Asset utilisation

(internal efficiency)

Measured in full

Partly Measured

Future Focus


Reliability

The performance of the supply chain in delivering: the correct product, to the correct place, at the correct time, in the correct condition and packaging, in the correct quantity, with the correct documentation, to the correct customer.

No. of demands receipted

RDD

On-time

Early

Late

Failed

Late

Early

On Time

Failed

No. Days


No. of demands receipted

Responsiveness

The velocity at which a supply chain provides products to a customer.

Target

Fast

Slow

Failed

Fast

Slow

Failed

No. Days


Blades

Authorised Deployed

Unit Repairables

Boeing

(D1)

Repairables

Surplus R4

Consumables Only

Main Base

Repairables

4th Line Repairables

Consumables Only

(S1, D1, SR2, DR2)

All items

Surplus R4

Main Depot

Consumables

(P2, P4, P5, S1, D1,

Unit Repairables

SR2, DR2)

Repairables

DARA

Deployment Areas

(P5, D1, DR1, SR2)

(S1, DR2)

IPT

(P1, P2, P4, P5, S1,

D1,

SR2, DR2, EP,

ES, EM, ED, ER)


Deployed Overseas

UK Base

(D2)

Depot

(D2)

(S1, D2)

£633,056

£76,778

Main Base

Overseas Base

£965

,296

(S1, S2)

(D2)

£28,491

DSDA/DTMA

Scheduled Route

(S1, D1)

£286,571

DSDA/DTMA

Transport

(S2, D2)

DSDA/DTMA

Scheduled Route

(DARA)

(S1, D1)

£3,077,086

Industry

(D1)

IPT HQ

(P1, P2, P3, P4, P5)

DARA

(D2)


FLEXIBILITY

EFFECTIVENESS

TRANSFORMATIONAL

OBJECTIVES

EFFICIENCY


And now,

time for questions


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