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LOG 350 Enterprise Life Cycle Logistics Management Course

LOG 350 Enterprise Life Cycle Logistics Management Course. Presented by Dr Tony Scafati, LOG 304 and LOG 350 Course Manager and Bill Kobren, Center Director, Logistics & Sustainment February 23, 2007. LOG 304, Spiral 5 Update Why LOG 350? Development Strategy & Proposed Structure

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LOG 350 Enterprise Life Cycle Logistics Management Course

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  1. LOG 350 Enterprise Life Cycle Logistics Management Course Presented by Dr Tony Scafati, LOG 304 and LOG 350 Course Manager and Bill Kobren, Center Director, Logistics & Sustainment February 23, 2007

  2. LOG 304, Spiral 5 Update Why LOG 350? Development Strategy & Proposed Structure Road Ahead Agenda

  3. Emerging Topics Supply Chain Management Interoperability, Standardization & Commonality Product Support in Evolutionary Acquisition Systems Engineering Operational Logistics Business Case Analysis Best Value Performance Metrics RTOC PBL Performance Agreements Management and Oversight (Leadership) Environmental, Safety and Health (ESH) LOG 304 Spiral 4 Topic Areas

  4. Spiral 3 (2003) Reengineered the exercises but still heavily instructor-centric (800+ slides) Added Research Paper (Mandatory but NOT evaluated) Spiral 4 (2004) Reduced number of slides and added objective & subjective test Spiral 5 (Sep 06-Feb 07) Eliminated Objective/ subjective test. Evaluated “Research Paper and Brief” Added Leadership/ Management evaluated exercise Re-wrote PBL lesson and Exercise to include PBA and eliminated PBA as a separate Lesson Re-wrote BCA adding “Best Value” and eliminated “Best Value” as a separate lesson Integrated (somewhat) selected lessons LOG 304 Update History

  5. LOG 304 Spiral 5 Revision Synopsis

  6. FY07 LOG 304 Offerings Twenty-three FY07 LOG 304 Offerings Scheduled (Source: STARS) LOG 304 Spiral 4 LOG 304 Spiral 5

  7. But Don’t Student Say LOG 304 is Healthy? 6.74 6.74 6.36 6.27 6.34 6.39 6.28 6.35 5.88 5.98 Instructor Category Scale:≤5.24; 5.25-5.99;≥6.00 Categories 2-6 Scale:≤5.24; 5.25-5.59;≥5.60 Cat 2-Environ; Cat 3-Courseware; Cat 4-Online Delivery; Cat 5-Lrng Effectiveness; Cat 6-Job Impact

  8. Good, but not Good Enough Objective-based, Not Competency-based Not Life Cycle-Focused Duplication of LOG 201 and LOG 235 Content Some Content Better Suited for a Future LOG 206 Material in Not Adequately Integrated Still Too Instructor-Centric Not yet a true Capstone Logistics Course So Why Won’t LOG 304 Get Us There?

  9. As the DoD capstone logistics certification course, graduates should be prepared to serve as senior level, strategic life cycle logistics thinkers, planners, leaders We have a rare opportunity to craft a “gold standard” competency-based course “Good enough” is not an option - LOG 350 cannot be “just another DAU course” Numerical designation and name change to clearly convey this is not the same course From LOG 304Advanced Life Cycle Logistics Management As the last time DAU officially touches the Life Cycle Logistician with a DAWIA certification course, we must use the opportunity wisely! LOG 350 Underpinnings • To LOG 350 Enterprise Life Cycle Logistics Management

  10. LOG 350 Life Cycle Focus: From Concept to Disposal…Both Horizontally & Vertically Integrated Define Supportability Objectives Evaluate Product Support Capabilities Develop Initial Product Support Capabilities Product Support Plan Demonstrate Product Support Capability Product Support/ PBL Implementation & Mgt Operations and Sustainment

  11. Competency-Based Enterprise-wide Cradle-to-Grave Life Cycle Focus: From Concept to Disposal Integrated Horizontally (Across the Life Cycle) & Vertically (Multi-disciplinary) New LOG 350 Enterprise Life Cycle Logistics Management designation Tight Integration across PLM Leverage CL Modules as prerequisites, read-aheads and homework Hands-on active student learning Shift from “Instructor-led” to “Instructor-facilitated” Role of the instructor fundamentally different! Engaged Learner, not “death by PowerPoint” LOG 350 Development Focus

  12. CNA Draft Technical Competencies • Maintaining and Managing Customer Relationships • Business Case Analysis • Logistic Support Elements (w/in Product Support/Sustainment) • Configuration Management • Design for Support/Supportability • Utilizing Best Practices • Cost Estimating • Minimizing Life Cycle Costs • Risk Management • Logistic Support Elements (w/in Business Management) • Supply Chain Management • Alternative Sourcing • Integrated Product and Processes Development (IPPD) • Managing and Developing Performance Based Agreements (PBAs) • Contracting for Supplies and Services • Supportability/Sustainment Requirements • PBL Planning • Earned Value Management • Workload Allocation • Obsolescence & DMSMS (Diminishing Manufacturing Sources & Material Shortages) Planning • Technical Data Management • Joint/Operational Logistics Interface • PBL Implementation and Execution • Human Systems Integration (HSI) • Supportability Analyses and Design Tradeoffs • Test and Evaluation • Programming, Planning, Budgeting, and Execution System (PPBES) • Incorporating Environmental, Safety and Occupational Health Concerns • IT Process Management • Utilizing Simulation and Modeling Techniques • Maintenance Planning

  13. Preliminary Development Framework

  14. Preliminary Development Framework

  15. Independent Logistics Assessments Notional Threaded Exercise Structure (ProgramInitiation) B A C FOC IOC Concept Refinement Technology Development Production & Deployment System Development & Demonstration Operations & Support Concept Refinement Decision FRP Decision Review Critical Design Review LRIP/OT&E Sustainment Systems Acquisition Exercise 1 Define Supportability Objectives & Evaluate Product Support Capabilities Exercise 2 Develop Product Support Strategy using Supportability Analysis & Design Tradeoffs Cost Estimating Exercise 3 Develop Product Support Plan (PBL) Exercise 4 Demonstrate Product Support Capability (Supportability Demo) Exercise 5 Acquire Product Support Package Exercise 6 Deployment Planning & Site Activation Exercise 7 Product Support, Supportability Assessments, Continuous Tech Refreshment, Post Production Support (Obsolescence / DMSMS) Exercise 8 System Retirement Demil & Disposal Design for Support Develop Support System Acquire & Deploy Supportable System Support the Design (Maintain/Improve Readiness & Improve Affordability)

  16. Five-Facet Assessment Strategy • Pre- and Post- Self Assessment • Subjective self-assessment by students of their mastery of course competencies Read-aheads and Prerequisites • Multi-disciplinary CLM & ACC study requirements based on pre-test results • Classroom Dynamic • Seamless Integration across PLM • Competency Focused • Instructor-facilitated discussions • Relatively short (~ 1 hour) Instructor Presentations per topic • Student Presentations • Threaded Exercise • Guest Speakers • Daily Homework/Read-aheads • Both discretionary & required read-aheads • Threaded, Joint, Life-Cycle Exercise • One person from each team outbriefs results • No Help from team • To avoid redundancy, groups prepare to answer one of five taskings per exercise, but actually present only one • Instructor- Evaluated Research Project & Presentation • Similar to LOG 304 • Topics Pre-assigned • Topics Relate Directly to Specific Competency • Several presentations each day • Critical Thinking Exercise • Group Presentation Similar to LOG 235B • Assigned on first day of class • Presented on last morning of class

  17. F P K F S P K I I Spin-up = Kickoff (17-19 Jan 07) = Instructor Pilot (21 Jan – 8 Feb 08) = All Regions IOC (30 Sep 08) = Student Validation (14-25 Apr 08) = All Regions FOC (31 Dec 08) Envisioned Development Schedule CY 2007 CY 2008 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q Refine Concept Content Development & Integration Revisions S Revisions Spin-up

  18. FIPT and FA Concurrence with Proposed Development Strategy and Course Structure Feedback and Service SME Support During Development Assistance in Ensuring an Optimal Mix of SMEs and “Regular Students” for Apr 08 Student Validation What we Need from the LOG FIPT

  19. BACKUP SLIDES

  20. Logistics CL Modules CLL 006 Depot Maintenance Partnering CLL 008 Designing for Supportability in DOD Systems CLL 014 Joint Systems Integrated Support Strategies (JSISS) CLL 015 Business Case Analysis (BCA) CLL 017 Defense Distribution CLL 020 Independent Logistics Assessments (ILA) CLL 201 DMSMS Fundamentals Non-LOG Modules CLB 011 Budget Policy CLC 011 Contracting for the Rest of Us CLC 108 Strategic Sourcing CLE 015 Continuous Process Improvement (CPI) Familiarization CLM 021 Introduction to Reducing Total Ownership Costs (R-TOC) CLM 200 Item Unique Identification (IUID) Harvard Business School Modules HBS 104 Leading and Motivating HBS 105 Making Business Decisions HBS 106 Budgeting HBS 112 Managing Crises HBS 102 Keeping Teams on Target HBS 103 Leading a Team Conceptual Use of CL Modulesas Prerequisites, Read-aheads, Homework

  21. Rated importance of each CNA Technical competency by phase Based on these ratings, identified which of these 31 Technical CNA competencies should be addressed in LOG 350 Based on those included in the course, identify which life cycle phase those CNA Technical competencies could be taught Rated importance of each of the 28 CNA Professional competencies by phase Discussed Mandatory Prerequisites (including CL Modules) and Required Pre-Course Work Agreed to integrated threaded exercise strategy Established aggressive development and fielding schedule LOG 350 Planning Meeting (18 Jan 07 )

  22. ANALYSIS APPLICATION COMPREHENSION LOG 350 Most 200 Level Courses EVALUATION SYNTHESIS ANALYSIS APPLICATION COMPREHENSION KNOWLEDGE All 100 Level Courses & Some 200 Level Courses Bloom’s Cognitive Level Focus

  23. LOG 206A (Future) LOG 206B (Future) LOG 350:Our Capstone Certification Course LOG 350 LOG 235B LOG 235A LOG 201B LOG 201A LOG 101 LOG 204 LOG 102 LOG 203 CLMs LOG CoP ACQ 101 ACQ 201 LOG 210

  24. Civilian Work Force Development Will be Based on Required Competencies Competency Definition: “…an observable, measurable pattern of skills, knowledge, abilities, behaviors and other characteristics that an individual needs to perform work roles or occupational functions successfully.” Office of Personnel Management Source: Briefing by Mr. Jim Hall (ADUSD LP&S) to Joint Staff J4-sponsored Joint Logistics Educator’s Forum, 11 Jan 07

  25. Current I I T I T I I T I I I T I I T I I I T I I “I” People – Deep knowledge, narrow expertise in functional segment, with limited knowledge of other functional segments or fields T T I I I I I I I I I I I T T “T” People – Broader knowledge across a field, possibly with depth in some but not all logistics segments; some knowledge of business or other fields; some development assignments and training. Near Future I T T T T I I I I T I I T I T I T I I T T I I T I “Multi-faceted” People – The “Enterprise Logistician” with expertise in many segments and knowledge of the logistics process end-to-end; business education; executive training; industry, multi-component experience. Far Future I I I T T T T T I T I T T T I T I I T I T T I T T An Increasingly Multi-Functional Work Force Will Produce the Enterprise Logistician Leaders of 2015 - 2020 Source: Briefing by Mr. Jim Hall (ADUSD LP&S) to Joint Staff J4-sponsored Joint Logistics Educator’s Forum, 11 Jan 07

  26. DoD 5000 Acquisition Perspective Defense Acquisition Management Framework (Program C A B FOC IOC Initiation) Concept Refinement Technology Development System Development & Demonstration Production & Deployment Operations & Support Design Readiness Review FRP Decision Review Concept Decision LRIP/IOT&E Pre-Systems Acquisition Systems Acquisition Sustainment • Warfighter and Sustainment Organization Perspective (Program Initiation) C A B Concept Refinement Technology Development System Development & Demonstration Production & Deployment Operations & Support Design Readiness Review FRP Decision Review Concept Decision LRIP/IOT&E Systems Acquisition Sustainment Pre-Systems Acquisition

  27. Life Cycle Logistician & the PM Role of the Logistician in Weapons Systems Sustainment 19 Elements of sustainment from DoD 5000.2 Chapter 3 Sustainment Log Transformation Initiatives Obsolescence, DMSMS, Continuous Modernization, & Tech Insertion Product Support & Fleet Management Enterprise Integration/ ERP/Logistics Systems/Maintenance Data Collection Maintenance, Depots, and PPP Packaging Operational & Joint Theater Logistics Prepositioning, retrograde, in-theater distribution/tactical distribution Contractors Accompanying the Force Continuous Process Improvement (CPI), Lean, and Six Sigma Configuration & Data Management RFID & IUID & Serialized Item Management (SIM) Notional LOG 206 IntermediateSystems Sustainment Management Course Topics • Commodity Councils/ Strategic Sourcing • Leveraging PBL to Sustain Systems • Sustaining Engineering • Design for Supportability/ Systems Engineering, SDOE • Systems Safety • Distribution and TRANSCOM DPO • Defense Standardization Program (DSP) • Budgeting, Funding & Contracting Strategies for sustainment • Independent Logistics Assessments (ILA) • Managing Major Modification programs • CSIs, RODs and, PQDRs • CBM+ and PHM • Software Support/Management • Parts Management Reeengineering • FRP decision made – now what? • Pre-IOC sustainment activities • FMS • Retirement & Disposal

  28. Would like one scenario throughout the course like ACQ 201B and PMT 352—also SYS has one now. Too many small cases. Time lost just setting the stage More critical thinking and longer exercises. Maybe one capstone exercise at the end the whole team would have to brief out—like LOG 235B. Want the flow of the course to be logical. Liked the Beer game and would like more simulations like that if possible. Guest speakers about every other day with meaningful, relevant insights into how things are really done obviously tied to lesson being taught that day. Do current events each day first week—assigned by team. Also special topics like LOG Educational Opportunities, Conferences, Professional Org, etc Leave some lessons open like Emerging Concepts and Management/ Leadership to introduce current Logistics initiatives, other timely discussions/critical thinking impact these developments have on logistics Have socials early in the course for team building. Have ice-breakers first day; leadership, team skills (diversity training, MBTI) etc. Challenge them to do more outside the course pre-work and in the evenings. Real research and analysis. More critical thinking personally & as team Overall want to be challenged and believe they have attended more than an extension and repeat of LOG/ACQ 201, Log 235….. Student Feedback (DAU-W Dec 06 Spiral 5 Pilot)

  29. “From Bloom to Assessments” ASSESSMENTS Essay/Reports/Paper Practical Exercises Case Studies Role Play Learning Portfolio Simulations Multiple Choice True/False Matching Fill in Blanks Short Answer Games Case studies Projects Exercises Critiques Simulations Appraisals Projects Problems Case studies Creative exercises Develop plans Constructs Simulations Problems Exercises Case studies Critical incidents Discussion Questions Test METHODS EVALUATION Judge Appraise Evaluate Rate Compare Value Revise Score Select Choose Assess Estimate Measure Justify Defend SYNTHESIS Exercises Practice Demonstrations Projects Sketches Simulations Role play Micro teach Compose Plan Propose Design Formulate Arrange Collect Construct Create Set up Organize Manage Prepare ANALYSIS Distinguish Analyze Differentiate Appraise Calculate Experiment Test Compare Contrast Criticize Diagram Inspect Debate Inventory Question Relate Questions Discussion Review Test Assessment Reports Learner Presentations Writing Lecture Visuals Video Audio Examples Instructions Analogies APPLICATION Interpret Apply Employ Use Calculate Estimate Illustrate Operate Schedule Sketch COMPREHENSION Restate Discuss Describe Explain Express Identify BLOOM’S LEVELS KNOWLEDGE Define Repeat Record List Recognize

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