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DLA Aviation Overview

DLA Aviation Overview. 1. DLA Aviation Leadership. Commander Brig Gen Scott W. Jansson. Acting Deputy Commander Ms. Jan Price. Acquisition Executive Ms. Yvette Burke . Command Support Directorate Col Robin Gentry. Customer Operations Directorate (QA) Director CAPT Steve Kinskie.

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DLA Aviation Overview

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  1. DLA Aviation Overview 1

  2. DLA Aviation Leadership Commander Brig Gen Scott W. Jansson Acting Deputy Commander Ms. Jan Price Acquisition Executive Ms. Yvette Burke Command Support Directorate Col Robin Gentry Customer Operations Directorate (QA) Director CAPT Steve Kinskie Strategic Acquisition Programs Directorate (A) Acting Director Ms. Cindy McGee Supplier Operations Directorate (FA) Director Col Richard Nelson Planning Directorate Director Mr. Tim Morefield Procurement Process Support Directorate (BP) Director Ms. Tanya Hill Engineering Directorate (V) Director Mr. Mike Roy Business Process Support Directorate (BA) DirectorMs. Teresa Smith Warner Robins Site Commander Col Daniel Hicks J8R Director Ms. Barbara Donegan DHRS Customer Account Manager Mr. Rocky Weaver J6R Director Mr. Mike Ryan Installation Support Director Mr. Terry Rodwell Counsel Director Mr. Gil Perkins Ogden Site Commander Col Deirdre Mahon Oklahoma City Site Commander Col Rex Adee 2

  3. DLA Aviation Spectrum of Support • Industrial • Supply, inventory management, stock control, • Physical inventory management • Materiel handling/issuing, warehousing • Face to face demand planning for end-items • Acquisition • Consumable • Long Term Contracts (LTC) • Automated Awards • Disciplined Production Control • DLR & Sole Source Consumables • LTCs • Joint opportunities • P/N buys • Tech/Quality • Tech/Quality • 1.0M items • Tech data mgmt • ESA support • Operational • Order management • Support for over 5,400 DoD aircraft worldwide • DLA Contingency Support Teams • Planning • Supply Planning • 905K SKUs • Demand Planning • Customer collaboration • 223K DFUs A Day in the Life of… • Operational support • 11K worldwide requisitions • $8.5M sales • Industrial support • 8K industrial requisitions • $10.7M sales • Consumable acquis. • 3K consumable purchase orders • $12.6M obligations • Reparable acquis. • 23 reparable awards • $9.6M obligations 3

  4. Business Model and Handoffs DLA Aviation Customers Suppliers Customer Ops Face to Customers Defines Supplier Ops Priorities Supplier Ops /Strategic Acqns Face to Suppliers Executes Customer Ops Priorities Planning Directorate Executes Demand and Supply Planning Supply Plan Time Phased Needs based on gaps to Demand Plan Acquisitions DPC Need Arrival drives Prioritization Demand Plan Monthly Fcsts Up to 60 mos Supplies Production Delivery Demand Signals Orders Collab (DDE) SRVA Projected future DLA Acquisitions shared S&OP Balance, Prioritize, Tradeoff • Customer Ops to Planning • WSPMs to DPs: strategic intel on demand • CAS’s to SPs: requests to assist with sales order expedites (work Stock Outs, unblock PRs, etc.) • Sustainment Specialists to SPs: requests for offset buys • Planning to Sup Ops/StratAcqns • SPs to AS’s: request to award PRs, requests to cancel/reduce OPs, Stockout-based prioritization, status of delinquent dues in • SPs to AS’s and PS’s: Requests for Organic manufacture • Sup Ops/StratAcqns to Planning • AS’s to SPs: adjustments for Supplier constraints (LTs, CovDurs, etc.) • SRMs to SPs: Validation/identification of LTC candidates Handoffs

  5. Demand & Supply Chain Interfaces Customer Group Customer Group Customer Group Customer Group Customer Group Customer Group Customer Group Customer Group Medical CRM Cells C&E CRM Cells Land CRM Cells Maritime CRM Cells Clothing CRM Cells DSCP CRM Cells Aviation CRM Cells Subsistence CRM Cells Orders Goods Subsistence Supply Chain Medical Supply Chain Clothing Supply Chain Not Assigned Supply Chain Aviation Supply Chain Maritime Supply Chain Indust. Hardware Supply Chain Land Supply Chain C&E Supply Chain External Suppliers 5

  6. Aviation “Demand” Chain Partners Customer Group Customer Group Customer Group Customer Group Customer Group Customer Group Customer Group Customer Group Medical CRM Cells C&E CRM Cells Land CRM Cells Maritime CRM Cells Clothing CRM Cells DSCP CRM Cells Aviation CRM Cells Annual Orders = 6.2 Mil Value = $4.2 Bil Subsistence CRM Cells Orders Goods Subsistence Supply Chain 6.2% 1.7% Medical Supply Chain 1.7% 2.9% Clothing Supply Chain 7.1% 4.8% Not Assigned Supply Chain 0.5% 0.1% Aviation Supply Chain 31.6% 58.3% Maritime Supply Chain 15.3% 14.1% Indust. Hardware Supply Chain 28.5% 7.7% Land Supply Chain 3.7% 5.0% C&E Supply Chain 5.4% 5.4% External Suppliers % Based on Order Count % Based on Dollar Value of Orders 6

  7. Aviation “Supply” Chain Partners Customer Group Customer Group Customer Group Customer Group Customer Group Customer Group Customer Group Customer Group Medical CRM Cells 0.1% 0.1% C&E CRM Cells 2.8% 1.5% Land CRM Cells 18.3% 15.7% Maritime CRM Cells 8.7% 6.8% Clothing CRM Cells 1.4% 1.1% DSCP CRM Cells 0.3% 0.1% Aviation CRM Cells 68.3% 74.6% Subsistence CRM Cells 0.1% 0.1% Orders Goods Subsistence Supply Chain Medical Supply Chain Clothing Supply Chain Not Assigned Supply Chain Aviation Supply Chain Annual Orders = 2.9 Mil Value = $3.3 Bil Maritime Supply Chain Indust. Hardware Supply Chain Land Supply Chain C&E Supply Chain External Suppliers % Based on Order Count % Based on Dollar Value of Orders 7

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