Department of Defense Logistics Workforce Human Capital Strategic Planning 2015

1. Department of Defense Logistics Workforce Human Capital Strategic Planning 2015 FIPT 14 July 2006 1

2. LOG HCSP Link To Other DoD Efforts Strategic Context: NDS, JV2020, QDR, Focused Logistics Roadmap Transforming for the 21st Century Quadrennial Defense Review (QDR) High Performing, Agile, and Ethical Workforce AT&L Human Capital Strategic Plan Developing the Right Competencies Logistics Human Capital Strategic Plan Performance Metrics, Performance Management, Performance Assessment, Pay for Performance Who do you hire? What do they need to bring to the job? Superior Performance Entry Journeyman Expert 2

3. Project Timeline Task 1 * ** Task 2 Task 3 ** Task 4 Task 5 * Task 6 TO DATE * Tasks 1 and 5 tie into each other ** Tasks 2 and 4 tie into each other 3

4. DoD Logistics Workforce Categories • Systems Engineering • Software Engineering • Business Acumen Supply Chain Management • Demand Management • Deployment Planning • Distribution Management • Customer Relations Management Defense Systems Program Logistics Maintenance Support and Technical Management Support Operational Logistics • Deployment Planning • Stability Operations • Theater Management • Software Engineering • Systems Engineering • Supply Chain Management • Continuous Process Improvement Common Competencies: • Critical Thinking in Uncertain Environment • Operate in Network within Networks • Intuitive Decision-Making • Business Management (Lean, CPI, FM, etc) • Risk Management • Knowledge Management • Data Management • Event Management • Contracting • Effects-Based Management • Life Cycle Management • Joint Logistics Management • Situation Awareness (Enterprise System) • Task Decomposition • Operate in System of Systems • Human Capital Management 4

5. HCSP: Task 3 – Leadership • Scope of Task • Task Execution • Interviews with Senior Leadership • Read Ahead Questions • Status • Preliminary Findings • The Way Ahead: Strawman Strategic Leadership Goal 5

6. Scope of Task In addition to the broad workforce functional capabilities, the contractor will: • Research and assess key functional and managerial capabilities for senior DoD logistics leadership . . . Deputy Under Secretary of Defense (Logistics and Materiel Readiness); Director of Logistics (J-4); Commander, US Transportation Command; Director, Defense Logistics Agency; and Service Logistics Directors. • Focus on functional knowledge and capabilities, to include (but not limited to) areas such as: supply chain management, joint theater logistics, continuous process improvement, performance management, systems engineering/supportability, and information management. • Present proposed functional capabilities and methods to achieve those capabilities . . . Methods will include if applicable: educational requirements, executive training, joint assignments, rotations with industry, and officer exchange programs. Results to be presented to FIPT 12 months after contract award (on or about 31 August 2006). 6

7. Review of Leadership Literature Senior Logistics Leadership Interviews “Mine” Task 2 Trends Findings Task Execution 7

8. Senior Leadership Interviews – Read Ahead Questions • What do we mean by “leadership”? • What qualities do leaders today possess and what different qualities will they need in 2015 – 2020? • Generic • Logistics-specific • How do we embed leadership qualities in the workforce? • What strategies should we adopt to train, recruit, and retain tomorrow’s leaders? • What opportunities and challenges does DoD face and how do they compare to the leadership challenges in the private sector? 8

9. Senior Leadership Interviews - Status 9

10. Interviews - Status (Continued) 10

11. Preliminary Findings on Leadership What leadership opportunities and challenges does DoD face, and how do they compare to those in the private sector? Opportunities & Challenges for Leadership Development • DoD Transformation (enterprise business practices, logistics) • Jointness Outlook • Warfighting (resource needs/focus of logistics leadership) • BRAC Mission Realignment • Government-Wide Initiatives for Human Capital • DoD Initiatives for Human Capital Initiatives (NSPS phase-in, AT&L HCSP, position conversion, leadership training) • ContractorWorkforce Role • Industry Partners/Vendors Role • Logistics Discipline Evolution (technology + other innovations) • Leadership Turnover (retirement/marketplace competition) • Information Technology (fragmented, legacy systems) 11

12. Preliminary Findings (Continued) What leadership opportunities and challenges does DoD face, and how do they compare to those in the private sector? DoD v. Commercial Enterprise • DoD has adapted and can continue to learn from best commercial practices . . . to a point • DoD as an enterprise is distinctive from most commercial entities: • Unique warfighting/peacekeeping mission (despite defense companies that provide support for that mission) • Dwarfs commercial enterprises in size, complexity, and unpredictability of “demand” • Institutional context (e.g., governing statutes, appropriations) differs from the profit/loss operating environment of Walmart and FEDEX 12

13. Leaders Inspire others to deliver superior performance Persuade others to change Serve as “Agents” for growth and development of others Formulate the questions & identify the problems Establish principles/standards Focus on outcomes & effectiveness Deal with uncertainty & ambiguity Managers Organize/direct the present and near future Handle complexity Focus on efficiency Find answers & solutions Create policies to implement leaders’ principles & standards Ground decisions in facts Preliminary Findings (Continued) What do we mean by leadership? Leadership is not synonymous with management, supervision, or command. 13

14. Drivers (Examples) Multi-sector workforces - military + civilian + contractors + others Shared missions across agencies Globalization requiring multilateral solutions to national security, health, & other issues Non-traditional jobs & workplaces Workforce diversity Future Qualities (Examples) “People” focus to integrate sectors “Partnering/networking” abilities Multi-cultural knowledge/sensitivity Insight into global economics and geopolitics Jointness outlook Ability to navigate ambiguity Business process skills Preliminary Findings (Cont’d) What qualities do leaders possess today and what different qualities will they need in 2015 – 2020? 14

15. Preliminary Findings (Cont’d) How Do We Embed Leadership Qualities in the Workforce? • Change the leadership “DNA” – adopt a system that embeds defined leadership values, principles, and expectations throughout the organization • Promote a “stewardship” culture in which leaders not only improve organizations/programs during their watch but leave them better positioned for continuous future improvement • Build leadership capacity at all levels through • Power-sharing • Encouraging/empowering junior officers and GS personnel to be innovative thinkers and creative problem-solvers • Hold leaders responsible for growing other leaders 15

16. Preliminary Findings (Cont’d) What strategies should we adopt to train, recruit, and retain tomorrow’s leaders? [Examples] • Adopt strategic process for civilian training and development that adapts/emulates military system • Life-cycle career track with aligned training/executive education • Assignment rotations (line, staff, task force assignments; details within DoD, to other executive agencies, or to legislature; IPA to industry) • Formal mentoring program • Continue to realign training and education opportunities • Inside DoD • Partnerships with academic institutions (current and new) 16

17. Strawman Strategic Goal: Create & Sustain a Leadership Culture Objective 1 – Align logistics leadership changes with DoD-wide leadership initiatives Objective 2 – Build leadership capacity throughout the logistics workforce Five “segments” Military/civilian/contractor All levels Objective 3 – Strengthen technical leadership career track The Way Ahead High Performing Agile Motivated Ethical 17

18. Top 5 Trends - DoD’s Future Logistics Workforce • Dominance of Engineering Competencies • Future Logistics model will have a higher engineering content • Number of lines of code in new weapons systems is huge • Need same software engineering skill sets as the software engineer developing the code • Necessity of Business Management Competencies • Shift from “doers” to managers of “doers” with growing contracted workforce • Importance of Continuous Process Improvement (CPI), financial management, analytics knowledge, project management, contracting, human capital management, etc. for all workforce categories • Redefining Logisticians – Categories of Logistics Workforce Merge Together, Boundaries will be Blurred • Non-merged, distinct Logistics workforce categories will be a less efficient and effective model • Smaller DoD workforce equates to necessary cross training • Artisans will still be required, but the number will be much smaller • Workforce will need diverse competencies and skills (engineering, business management, leadership, etc) • There are predictions assessing future workers will change jobs up to eight times in their careers – no longer career Civil Service • National Security Personnel System must become reality in order to implement pay for performance and retain and attract the best workforce 18

19. Top 5 Trends - DoD’s Future Logistics Workforce • Joint Initiative and Awareness • Supporting the warfighter requires seamless integration between Services and Agencies – major cultural transformation necessitated • Increased standardization and a combined workforce will be required due to continued budget constraints • Services-Driven World Vice Task-Driven Mechanical World • Shift to services leads to measuring outcomes vice activities • More than just technology innovation, services innovation is interdisciplinary – business, organizational, and technological innovation • Demands uniquely and highly skilled people, so value of education will increase • Challenge and opportunities reside at the intersection of business and technology • Knowledge management must be done at organizational level, not just by individuals 19

20. Future Global Trends – Impacts on DoD Future Logistics Workforce Sources: National Intelligence Council’s “Global Trends 2015: A Dialogue About the Future With Non-government Experts, Fast Company’s “Demographics: The Population Hourglass”, and IBM Government HR Trends Analysis • World and US Demographics • World population in 2015 will be 7.2 billion, up from 6.1 billion in 2000 • Equates to an over 18% increase in world population • 95% of the increase will be in developing countries, nearly all in rapidly expanding urban areas • Mass urbanization coupled with inadequate planning and transportation infrastructure will lend to congestion and create horrific logistical challenges • Increasing life spans will have significantly divergent impacts – not all retiring at 65 • 36M US baby boomers represent 12% of the US population, creating an hourglass vice pyramid demographic distribution • Third of the growth will be in three states: California, Texas, and Florida 20

21. Future Global Trends – Impacts on DoD Future Logistics Workforce Sources: National Intelligence Council’s “Global Trends 2015: A Dialogue About the Future With Non-government Experts, Fast Company’s “Demographics: The Population Hourglass”, and IBM Government HR Trends Analysis • US Federal Workforce Demographics: • Median age 35.3 (1976) to 40.6 (2004) • 65% of SES employees are eligible to retire, 30% of other employees also eligible • Per OPM, major losses can be assumed over the next decade (60% of total 1.8M Federal Workforce and 90% of SES eligible) • 50% of the workforce is between 45 and 60 • Five percent of the Federal workforce is 29-years old or younger • 426,000 employees have left government in three to five years • 60% of future jobs require skills possessed by only 20% of current workers • Impact: Future workforce will require more training and cross training; knowledge management processes are critical; addresses aging workforce and necessity of recruiting and retaining new talent; CPI provides demand reductions opportunity 21

22. Future Global Trends – Impacts on DoD Future Logistics Workforce • Science and Technology • World will encounter more quantum leaps in IT and in other areas of science and technology • Most experts agree the IT revolution represents the most significant global transformation since the Industrial Revolution at the beginning of the mid-18th Century • Rather than remaining simple mechanical machines, vehicles of all types are increasingly complex mobile IT devices • The new Airbus 380 contains more than 1B lines of code • GM predicts the average car will have 100M lines of code by 2010 • Impact: Growth in IT will create strong demand and need for technical expertise throughout the Logistics workforce components 22

23. Future Global Trends – Impacts on DoD Logistics Workforce • The Global Economy and Globalization • Networked global economy will be driven by rapid and largely unrestricted flows of information, ideas, cultural values, capital, goods and services, and people: that is, globalization • Globalization also will create increasing demands for international cooperation on transnational issues, but the response of both states and international organizations will fall short in 2015 • Export control regimes and sanctions will be less effective because of the diffusion of technology, porous borders, defense industry consolidations; arms and weapons technology transfers will be more difficult to control • Impact: Increased customer base/suppliers and security threats; international requirements and possible loss of depended upon suppliers due to political constraints • Role of the United States • U.S. will continue to be a major force in the world community; US global economic, technological, military, and diplomatic influence will remain substantial among nations as well as regional and international organizations in 2015 • Impact: Continued increase on all demands of DoD’s future Logistics workforce 23

24. DoD Logistics Workforce Categories • Defense System Program Logisticsis the programmatic planning and analysis, acquisition, sustainment, oversight, and modernization of new and iterative defense system support performance and sustainment capabilities throughout the life cycle. • Maintenance Supportincludes planning and executing maintenance, both scheduled and unscheduled, to defense system equipment. • Technical Management Supportincludes functions such as reliability and maintainability analyses, technical data management, engineering change management, and configuration status accounting and control. • Operational Logisticsincludes distribution to, from, and within theater of materials, support services, and personnel to sustain the force. This includes the functions of transportation, warehousing, storage, packaging and inventory, cargo scheduling, and dispatching. • Supply Chain Management Materials involved include spares, repairables, and repair parts in support of defense systems, as well as consumable materials such as ordnance, fuel, food, clothing, and medical supplies. Functions of the supply chain range from procurement to disposal of defense system material, and integration of multiple material sources and processes to meet war fighter requirements. 24

25. Task 2 Overview • Top 5 Trends Found in the Analysis of DoD’s Future Logistics Workforce Competencies • Conclusions reached after research with academia, industry, and DoD Logistics organizations • Interviews with Lockheed Martin, Boeing, Caterpillar, IBM Research, Penn State University, University of Maryland, George Washington University, DoD Senior Maintenance Steering Group, Logistics FIPT, Logistics FIPT Technical Advisors, Distribution Process Owner, and inputs from JFCOM • Future Global Trends - Impacts on DoD Future Logistics Workforce • DoD Future Logistics Workforce Competencies • Categorization of DoD Future Logistics Workforce Competencies to the Logistics Workforce’s 5 Categories 25

26. 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 26

27. Common Competencies: • Critical Thinking in Uncertain Environment • Operate in Network of Networks • Intuitive Decision-Making/Problem Solving • Business Acumen (HCM, FM, PM, Contracting Processes, TOCR, Business Process Management) • Risk Management • Logistics Support Planning • Supportability Testing • Data Management • Event Management • Configuration Management • Lifecycle Management • Joint Theater Logistics Management • Use of Predictive Models, Best Sustainment Planning • Practices, Methods and Processes • Supportability Testing • Situation Awareness (Enterprise System) • Task Decomposition • Operate in System of Systems • Continual Learning • Technical Credibility and Technical Analysis • Knowledge Management • Logistics Support Planning Mapping DoD Future Functional Logistics Workforce Competencies Focus on GS Workforce • Systems Engineering • Software Engineering • Theatre Engineering Defense Systems Program Logistics Supply Chain Management • Deployment Planning • Relational Management Maintenance Support and Technical Management Support Operational Logistics • Deployment Planning • Supply Chain Management • Operational Engineering • Relational Management • Software Engineering • Systems Engineering • Deployment Planning • Supply Chain Management • Relational Management 27

28. DoD Logistics Workforce Competencies Today 2020 • Current Competencies • Knowledge Management • Continual Learning • Technical Credibility • Use of Predictive Models, Best Practices, Methods, and Processes • Program Management • Business Process Management • Total Ownership Cost Reduction • Technical Analysis • Logistics Support Planning • Sustainment Planning • Supportability Testing • Critical Thinking in Uncertain Environment • Data Management • Task Decomposition • Situational Awareness • Intuitive Decision-Making/Problem Solving Contracting Process • Deployment Planning • Supply Chain Management • Systems Engineering • Business Acumen • Human Capital Management • Configuration Management • Risk Management • Lifecycle Management • Future Competencies • Additional Future Competencies • Operational Engineering • Event Management • Relational Management • Software Engineering • Theatre Engineering • Operate in Network of Networks • Operate in System of Systems • Joint Theater Logistics Management • All Current Competencies • Growing in the number of Logistics workforce categories (2 or more vice 1) and will change and evolve with IT and systems evolvement (ie, PBL, CPI, etc.) 28

29. Task 4 – Assess Future Workforce SizingFocus on GS Workforce Approach: Apply a High-Level Assessment to Size DoD Future Logistics Workforce Assumptions: • Major Trend will be Shifting More Work Outside the DoD • Uniformed Forces Not Assessed • Contractor State Not Assessed but will be Considered for Future Sizing Approach: • Assess Range of Change in Each Component for Basic Analysis • Apply the Assumptions Derived from Task 2 Findings (CPI, Attrition of Current Workforce, Commercial Best Practices, Autonomic Logistics, PBL, Benchmarking, Outsourcing, etc.) • Determine Percentage of Each Components Sizing Impacted (Pending Current Census Completion) • Resize Each Component Illustrating the DoD Future Logistics Workforce DTCI, PBL Netcentric Logistics CPI, Autonomic Logistics, PBL 29

30. Task 4 – Notional, High-Level Assessment to Sizing Workforce Categories Focus on Civilian Workforce Supply Chain Management Defense Systems Program Logistics • Approximately 25% of Total Current Civilian Logistics Workforce • Dramatically Decrease in Size From 2006 Workforce • DTCI, PBL - Outsourcing • Approximately 10% of Total Current Civilian Logistics Workforce • Increase in Size from 2006 Workforce Maintenance Support • Approximately 45% of Total Current Civilian Logistics Workforce • Significant Decrease in Size from 2006 Workforce • PBL, CPI, Autonomic Logistics • Shift to Less Organic Workforce (NAVSEA and Depots) Equates to Diminished Intermediate Maintenance Operational Logistics • Approximately 5% or Less of Total Current Civilian Logistics Workforce • Decrease in Size from 2006 Workforce • Majority is Uniformed Service Members • Technical Management Support • Approximately 15% of Total Current Civilian Logistics Workforce • Increase from 2006 Workforce • Autonomic Systems Require Higher Technical Maintenance Competencies 30

31. Task 5: Baseline Current Workforce 3. Scope of Work • 3.5 Task 5 – Baseline Current Workforce • Document a comprehensive baseline of the current DoD logistics workforce to include existing career fields, size of workforce by career field, and key demographics, such as uniformed/civilian; officer/enlisted; active duty/reserve, and non-union/union. • Conduct research to establish baseline including current personnel categories from the Defense Manpower Data Center, ongoing assessment of DAWIA, and DON human capital strategic planning effort. • Results to be documented and presented to the Logistics FIPT within 11 months of contract award. 31

32. Task 5: Baseline Current Workforce * *A majority of the “other” is comprised of 2091, Sales Store Clerical Series (5068) and 6914, Store Working Series (4352). 32

33. Task 5: Baseline Current Workforce 33

34. Task 5: Baseline Current Workforce 16646 workforce members Have a combined Age and Years of Service of 92 or greater (as of 23 Jun 06; 17%) 5553 additional workforce members will have reached a combined Age and Years of Service of 92 or greater by 2010 (6%) 9627 additional workforce members will have reached a combined Age and Years of Service of 92 or greater by 2015 (10%) 34

35. Back-Up Slides 35

36. DoD Logistics Core Qualifications • Logistics Core Qualifications (LCQ) define the competencies and characteristics needed to build the DoD’s future Logistics workforce • Under each core qualification, there are competencies and key characteristics • Business Acumen • IT Acumen • Logistics Acumen • Engineering Acumen • Maintenance Acumen • Results Driven 36

37. Business Acumen Business Acumen: ability to acquire and administer human, financial, material, and information resources in a manner that instills public trust and accomplishes the organization's mission, and the ability to use new technology to enhance decision making (http://www.ntc.blm.gov) • Human Capital Management: Assessing current and future staffing (DoD and outsourced) needs based on organizational goals and budget realities (OPM) • Financial/Funds Management (FM): Understanding of budget process; responsible for controlling activities involving funds and capital (http://www.answers.com) • Program Management (PM): Discipline of defining and achieving targets while optimizing (or just allocating) the use of resources (time, money, people, materials, energy, space, provisions, communication, etc.) over the course of a project (http://www.en.wikipedia.org) • Contracting Process: Ability to write performance-based State of Work and understanding of fundamentals of contracting for personnel (Lifecycle Logistician Competency Checklist) • Business Process Management: Systematic approach to improving an organization's business processes (http://www.bitpipe.com) • Total Ownership Cost Reduction: Know and understand components of TOC, supportability analysis tools and techniques, and financial constraints; Reduce TOC and understand purpose and method of executing CAIV (Lifecycle Logistician Competency Checklist) 37

38. Information Technology (IT) Acumen • Data Management: Disciplines related to managing data as a valuable resource (http://www.en.wikipedia.org) • Operational Engineering: Ability to provide effective, efficient, responsive, and tailored engineer support to plan, design, construct, acquire, and maintain the temporary and permanent infrastructure needed to project combat power and sustain forces (Focused Logistics Roadmap, Vol I) • Event Management: Provide real-time information for immediate use and log events for summary reporting used to analyze network performance (http://www.pcmag.com) • Relational Management: Software programs will allow user to create, update, and administer a relational database; user must be assess the errors reported by and decide what changes to make (PSU and http://www.bitpipe.com) • Configuration Management: Discipline that applies technical and administrative direction and surveillance over the lifecycle of items to: (1) identify and document the functional and physical characteristics, control changes, record and report information, and audit configuration items (DoD-Mil-Std-973 Configuration Management) • Theatre Engineering: Understanding the design and manufacture of human interface with an IT system; must understand the emotional component of systems (PSU, http://www.scx.co.uk) • Operate in Systems of Systems: Applied primarily to government projects for addressing large scale inter-disciplinary problems with multiple, heterogeneous, distributed systems embedded in networks at multiple levels and multiple domains (http://www.en.wikipedia.org) • Task Decomposition: Decompose the tasks and break them down into their constituent subtasks and operations • Operate in Networks of Networks: Applied to IT infrastructure of networks of networks applied in an among themselves (http://www.cisco.com) • Technical Analysis: Perform requirements analysis; use statistics, quantitative methods and probabilistic distribution; conduct failure analysis; analyze impact of system design on supportability (Lifecycle Logistician Competency Checklist) 38

39. Logistics Acumen • Deployment Planning: Operational planning directed toward the movement of forces and sustainment resources from their original locations to a specific operational area (http://www.thefreedictionary.com) • Joint Theater Logistics Management: Enables joint force commander the ability to synchronize, prioritize, direct, integrate, and coordinate cross-Service logistics functions (http://www.dtci.mil) • Logistics Support Planning: Knowledge and understanding of planning processes from program scheduling, RDT&E, BCA, risk assessment, contracting, lifecycle management, supply chain management, and strategy (Lifecycle Logistician Competency Checklist) • Supply Chain Management: Oversight of the materials, information, and finances as they move into a process from supplier to manufacturer to wholesaler to retailer to customer (http://www.bitpipe.com) • Lifecycle Management: Process of managing the entire lifecycle of a product/system from its conception, through design and manufacture to service and disposal (http://en.wikipedia.org) • Sustainment Planning: Know and understand organizational processes and measurements and utilize data analysis for readiness; ability to develop SOW for product support (Lifecycle Logistician Competency Checklist) • Supportability Testing: Know, understand and lead planning for supportability testing and how to develop a WBS; develops pass/fail criteria for supportability testing; reviews and approves test plans and reports (Lifecycle Logistician Competency Checklist) 39

40. Engineering Acumen • Total Systems View: Ability to think beyond engineering and consider all functions and stakeholders; understand the entire acquisition process (http://www.findarticles.com) • Post Production Support: Ability to identify improvements to systems for the purpose of Operations and Support cost reduction, safety, replacing obsolete parts, reliability, tech insertion, etc. • Modeling and Simulation: Ability to used and apply M&S throughout the lifecycle • Logistics Integration: Design for supportability and evaluate design changes for supportability • Software Management:Managing software products and projects (http://www.sei.cmu.edu) • Software Project Management, Software Risk Management, Software Quality Management, Software Configuration Management, Software Process Management 40

41. Maintenance Acumen • Planning: Develops resource requirements based on project plans to respond to budge, resources, and organizational requirements (http://www.dot.state.fl.us) • Scheduling: Develops resource balanced project-specific weekly plans and contingent plans • Quality Control: Integrates quality parameters in weekly planning process and day-to-day scheduling • Asset Management: Develops operational budgets and resource allocation requirements for highway and bridge features • Fleet Management: Establishes direction and guidance on the proper reporting, documentation and maintenance of assigned equipment; implements fleet optimization and lifecycle management 41

42. Results Driven • Situational Awareness: Perception of environment’s elements, comprehension of their meaning, and projection of their status in the near future (Mica Endsley) • Risk Management: Process of measuring or assessing risk and then developing strategies to manage the risk; prioritization process whereby the risks with the greatest loss and the greatest profitability of occurring are handled first (http://www.wikipedia.org) • Critical Thinking in Uncertain Environment: Learning how to think and judge to improve the quality of thinking – yours and others – oftentimes without all the information needed (http://www.en.wikipedia.org) • Problem Solving/Intuitive Decision-Making: Tactical and operational decisions utilize intuitive methods vice analytical in the fluid, rapidly changing conditions of war when time and uncertainty are critical factors, and creativity is a desired trait (USMC Doctrine Pub 6) • Technical Credibility: Identify opportunities to develop and market new products and services within or outside of the organization; general knowledge of IT systems (OPM) • Use of Predictive Models, Best Practices, Methods and Processes: Use of forecasting models to support logistics decisions; knowledge and understanding of RCM process; Understand affordability assessment techniques and tools (Lifecycle Logistician Competency Checklist) • Knowledge Management: Ways organizations gather, manage, and use the knowledge they acquire; also includes an approach to organizational learning by introducing into an organization processes and practices for identifying and capturing knowledge, know-how, expertise, and intellectual capital, and for making such knowledge assets available (http://en.wikipedia.org) • Continual Learning: Pursuing self-development; seeking feedback from others and opportunities to master new knowledge (OPM) 42

43. Competencies Definitions 43

44. Definitions of Competencies • Asset Management: Develops operational budgets and resource allocation requirements for highway and bridge features • Business Acumen: Ability to acquire and administer human, financial, material, and information resources in a manner that instills public trust and accomplishes the organization's mission, and the ability to use new technology to enhance decision making (http://www.ntc.blm.gov) • Business Process Management: Systematic approach to improving an organization's business processes (http://www.bitpipe.com) • Configuration Management: Discipline that applies technical and administrative direction and surveillance over the lifecycle of items to: (1) identify and document the functional and physical characteristics, control changes, record and report information, and audit configuration items (DoD-Mil-Std-973 Configuration Management) • Continual Learning: Pursuing self-development; seeking feedback from others and opportunities to master new knowledge (OPM) • Contracting Process: Ability to write performance-based State of Work and understanding of fundamentals of contracting for personnel (Lifecycle Logistician Competency Checklist) • Critical Thinking in Uncertain Environment: Learning how to think and judge to improve the quality of thinking – yours and others – oftentimes without all the information needed (http://www.en.wikipedia.org) • Data Management: Disciplines related to managing data as a valuable resource (http://www.en.wikipedia.org) • Deployment Planning: Operational planning directed toward the movement of forces and sustainment resources from their original locations to a specific operational area (http://www.thefreedictionary.com) 44

45. Definitions of Competencies • Event Management: Provide real-time information for immediate use and log events for summary reporting used to analyze network performance (http://www.pcmag.com) • Fleet Management: Establishes direction and guidance on the proper reporting, documentation and maintenance of assigned equipment; implements fleet optimization and lifecycle management • Human Resources Management: Assessing current and future staffing (DoD and outsourced) needs based on organizational goals and budget realities (OPM) • Joint Theater Logistics Management: Enables joint force commander the ability to synchronize, prioritize, direct, integrate, and coordinate cross-Service logistics functions (http://www.dtci.mil) • Knowledge Management: Ways organizations gather, manage, and use the knowledge they acquire; approach to organizational learning by introducing processes and practices for identifying and capturing knowledge, know-how, expertise, and intellectual capital (http://en.wikipedia.org) • Lifecycle Management: Process of managing the entire lifecycle of a product/system from its conception, through design and manufacture to service and disposal (http://en.wikipedia.org) • Logistics Support Planning: Knowledge and understanding of planning processes from program scheduling, RDT&E, BCA, risk assessment, contracting, lifecycle management, supply chain management, and strategy (Lifecycle Logistician Competency Checklist) • Operate in Systems of Systems: Applied primarily to government projects for addressing large scale inter-disciplinary problems with multiple, heterogeneous, distributed systems embedded in networks at multiple levels and multiple domains (http://www.en.wikipedia.org) • Operational Engineering: Ability to provide effective, efficient, responsive, and tailored engineer support to plan, design, construct, acquire, and maintain the temporary and permanent infrastructure needed to project combat power and sustain forces (Focused Logistics Roadmap, Vol I) • Planning: Develops resource requirements based on project plans to respond to budge, resources, and organizational requirements (http://www.dot.state.fl.us) 45

46. Definitions of Competencies • Problem Solving/Intuitive Decision-Making: Tactical and operational decisions utilize intuitive methods vice analytical in the fluid, rapidly changing conditions of war when time and uncertainty are critical factors, and creativity is a desired trait (USMC Doctrine Pub 6) • Program Management (PM): Discipline of defining and achieving targets while optimizing (or just allocating) the use of resources (time, money, people, materials, energy, space, provisions, communication, etc.) over the course of a project (http://www.en.wikipedia.org) • Quality Control: Integrates quality parameters in weekly planning process and day-to-day scheduling • Relational Management: Software programs will allow user to create, update, and administer a relational database; user must be assess the errors reported by and decide what changes to make (PSU and http://www.bitpipe.com) • Risk Management: Process of measuring or assessing risk and then developing strategies to manage the risk; prioritization process whereby the risks with the greatest loss and the greatest profitability of occurring are handled first (http://www.wikipedia.org) • Situational Awareness: Perception of environment’s elements, comprehension of their meaning, and projection of their status in the near future (Mica Endsley) • Software Engineering: Discipline of creating and maintaining software systems by applying technologies and practices from computer science, project management, engineering, application domains, and other domains (http://www.en.wikipedia.org) • Supply Chain Management: Oversight of the materials, information, and finances as they move into a process from supplier to manufacturer to wholesaler to retailer to customer (http://www.bitpipe.com) 46

47. Definitions of Competencies • Systems Engineering: Integrates all the disciplines and specialty groups into a team effort forming a structured development process that proceeds from concept to production to operation—considers both technical and business needs of all customers (International Council of Systems Engineers) • Task Decomposition: Decompose the tasks and break them down into their constituent subtasks and operations (http://www.usabilitynet.org) • Technical Analysis: Perform requirements analysis; use statistics, quantitative methods and probabilistic distribution; conduct failure analysis; analyze impact of system design on supportability (Lifecycle Logistician Competency Checklist) • Technical Credibility: Identify opportunities to develop and market new products and services within or outside of the organization; general knowledge of IT systems (OPM) • Theatre Engineering: Understanding the design and manufacture of human interface with an IT system; must understand the emotional component of systems (PSU, http://www.scx.co.uk) • Total Ownership Cost Reduction: Know and understand components of TOC, supportability analysis tools and techniques, and financial constraints; Reduce TOC and understand purpose and method of executing CAIV (Lifecycle Logistician Competency Checklist) • Use of Predictive Models, Best Practices, Methods and Processes: Use of forecasting models to support logistics decisions; knowledge and understanding of RCM process; Understand affordability assessment techniques and tools (Lifecycle Logistician Competency Checklist) 47

48. Policy Implementation Near-Term “To Do” List • Coordination and Collaboration with Other DoD Elements for Logistics Workforce to Ensure a DoD-Encompassing, Unified Vision and Effort • Unity will Enable the Necessary Merging of Logistics Workforce Components • Mandate Knowledge Management Initiatives in AT&L, Logistics, and DoD-Wide • What are the critical elements of knowledge to retain? • What systems-based knowledge exists? • Training and Initiatives to Continue and Grow Knowledge Base • Implementation of National Security Personnel System • Pay for Performance Must be Incorporated • Reduction of Job Series will Aid in Simplification of Defined Work, Which Enables the Merged Workforce Components • Structure Logistics Hiring Profile to Address Needs of New Future Logisticians Competencies and Skills 48

49. Second Option to Depict Future Workforce Categories (More faded borders on inner pentagon) 49

50. Visual for Depicting Current Workforce Categories 50