operational supply chain management

Son, the truth is that we live in a World that needs Logisticians, a World that requires materiel to be accounted for, assembled and transported. Who's gonna do it? You? I am a Logistician and have a greater responsibility than you can possibly fathom. You weep for Logistics to be on time, and you curse those who have to provide it. You have that luxury. You have the luxury of not knowing what I know; that Logistic shortages and delays, while tragic, were probably the result of poor acquisition decisions and inadequate procurement planning; and my existence, while grotesque and incomprehensible to you...makes any Soldier a combat warrior and not just a regular Joe! You don't want the truth, because deep down, in places you don't talk about at home, you WANT me at that Warehouse, you NEED me in that Storeroom! We use logisticians as the backbone of a life spent supporting operations; you use them as a punch line! I have neither the time, nor the inclination to explain myself to a person who loads someone else's weapon with the very ammo I provide, AND THEN QUESTIONS THE MANNER IN WHICH I PROVIDE IT! I would rather you just said “thank you” and went on your way. Otherwise I suggest you find your own ammo. Either way, I don't give a damn what you think you are entitled to: if your Requirement, Movement& Priority fit, you’ll get it.

Extract adapted from “A Few Good Men” (Original Script)

© MB Taylor 2014

2

Optimising Defence Supply Chains

© MB Taylor 2014

Friday 28 Nov 2014

Mark Taylor MBA Global Logistics, Supply Chain & Operations

Executive

3

Chatham House Rule

© MB Taylor 2014

“When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed”.

4

My Background

© MB Taylor 2014

2003

5

© MB Taylor 2014

Outline

• Current Operational Logistics SCM

• Defence Logistics – The Art of the Possible

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Principles

• Foresight• Efficiency• Simplicity• Cooperation• Agility

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Principles

• Foresight• Efficiency• Simplicity Process Enablers• Cooperation• Agility

© MB Taylor 2014

Principles

• Foresight• Efficiency• Simplicity Output• Cooperation Enablers• Agility

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“A commander must consider two separate but complementary ideas. He must plan to fight the battle that he can sustain. And the way he fights his command in pursuit of his plan must be within his logistic capability”

Major General Rupert Smith

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People Equipment

Defence SCM?

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Supplies

Operational SCMIndustry

Organic

Military

Contractor

Charter

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Operational SCM

• Complex• Tangible – you know when it’s not there• Constrained by resources and time• Works on different tempo and timeline to

operations• Not just for specialists…

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Operational SCM

So what is different at the Operational Level?

• Scale (and therefore time required to make it happen)• Diverse requirements of Land, Maritime, Air

• Interface between military, joint agencies, industry and host nation• …leads to great Complexity which is hard to appreciate• Ability to constrain the “Plan”• Unglamorous

© MB Taylor 2014

Extended Supply Chain

F

F

Staging Area

F

A1

B2

Embarkation

Forward Logistic

Site

Maritime Support

Advanced Logistic Support Site

F

R1

SF

B1

Theatre Reception

Centre

Assembly Area

Structure - Rear

DPA Formation of Defence Equipment and Support

Apr 2007 Consolidated, rationalised supply chain

Links with Defence Industrial Strategy and other transformation programmes

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Strategic Structure

Organic Command

Front Line Commands

Strategic Base

Industrial Base

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The SCM Process -Front Line Command View

Air

Land

Maritime

UK Base Theatre

HQHQ HQHQ

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The SCM Process - Strategic View

Air

Land

Maritime

Industry Coupling

Bridge

PJHQPJHQ JTFHQJTFHQ

UK Base TheatreChief of Defence Materiel as Logistics Process Owner

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Industry

Air

Land

Maritime

UK Base TheatreChief of Defence Materiel as Logistics Process Owner

End to End Supply Chain

Coupling

BridgeLogHQHQ

The SCM Process - Modern View

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“The officer who doesn‘t know his supply as well as his tactics is totally useless”

General George S Patton

Logistics - The Art of the Possible

© MB Taylor 2014

To develop an understanding of how SCM planning factors impact on operational output

Aim

Planning to fight the campaign that you can sustain

© MB Taylor 2014

• Understanding the requirement• What to do• How to do it

Logistics – The Art of the Possible

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Understanding the Requirement

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SCM Profile

INTENSITY

TIME

Force Build Up

Trg

Conflict Termination

Conflict Resolution

Extraction

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SCM Profile

INTENSITY

TIME

Major Combat Operations

Stabilisation

Threat & Counter threat

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Bosnia Herzegovina

INTENSITY

TIME

Stabilisation

COIN

PSO


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Operation Granby – 1990/91

INTENSITY

TIME

Force Build Up

Trg

Conflict Termination

Conflict Resolution

ExtractionOp GRANBY – 1990/91

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SCM Inertia

INTENSITY

TIME

Acce

lera

te

Decelerate

Profile Transition

Accelerate

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Identify logistic factors that shape or constrain the ‘Art

of the Possible’ Validate timeline for when

capability/effect can be delivered

Synchronise deployment and create conditions for sustainability

(overlap with log estimate)

COA Evaluation

Consider role of logistics in deception

Key SCM Contributions to Planning

JointCampaign Plan

ObjectAnalysis

MissionAnalysis

Higher Headquarters’ Guidance and Direction

Commander’s Formulation of Potential COAs

Development and Validation of COAs

The Commander’s Decision

Develop and Review the Plan

Review of the SituationCommander Staff Lo

gist

ic In

puts

Identify risk in each COA

© MB Taylor 2014

Britain seeks vessels for Iraq war roleMonday August 05 2002 -. BRITAIN’S armed forces are poised to enter the charter market in search of merchant ships needed for support roles in the

event of an invasion of Iraq, according to military sources

US military takes another ship as war prospects riseThursday September 05 2002 - Oil price surges again on third Sealift charter in a

month, but no moves yet by UK to add tonnage, (writes David Osler) US Military Sealift Command has chartered another general cargo ship capable of

carrying tanks to the Middle East.

US Navy charter of cargo ship ‘routine’Friday September 06 2002 - THREE Military Sealift Command charters of civilian vessels are not part of a build-up for an attack on Iraq, the US is

insisting, writes David Osler.

Prepare: Logistics & Deception

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Destination, Distance, Demand, Duration

Prepare, Deploy, Sustain, Recover

What to do

How to do it

© MB Taylor 2014

SCM Planning factors

Plan &Structure

DestinationDetermines the nature

of the requirement

DistanceDetermines the shape

of the LoC

DurationDictates the necessary

robustness and need forinvestment in the

support requirement

DemandDetermines the magnitude

of the requirement

© MB Taylor 2014

Destination Does local infrastructure affect the plan What resources/facilities are available ? Impact of climate & terrain Prevailing threat profile?

& Distance

How far do we need to move ? How many routes are available/required? What lift assets do we have – strategic and in-theatre ?

© MB Taylor 2014

What timings are fixed ? When can logistics preparation begin ? How long will we need to maintain activity?

Demand & Duration What size is the force? What consumption rates are anticipated? What engineer/ medical resources will be required? Estimated requirement ? Are there specific Equipment Support issues (eg UORs)

© MB Taylor 2014

Factors that Shape Capability

Destination Access

Viable in-theatre Infrastructure

Choke Points / Threat

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Length of Supply Bridge Amount of Lift – Capacity In-Theatre Lift - Capacity

Transit Time OffloadLoadPrep/Move Prep/Move

Distance

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Requirement

8 Days1 Day

7 Ships/Day

2 Ships/Day

6 Days2 Days

3 Ships/Day

SCM Lines of Communication - Choice

AIR v SURFACE

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Demand

© MB Taylor 2014

Campaign ProfileQuestion/Factor Consideration/Deduc

Assume a 60 Day Campaign, at the following

rates:

20 Days Steady State

10 Days High Intensity

30 Days Other Combat

Impact on Demand will be ..........

Demand

Theatre Stockpile

© MB Taylor 2014

The quantity of logistic materiel consumed by a formation or unit at a specified level of activity.

• Steady State • In-Theatre Training• High Intensity Combat• Other Operations (Stabilisation)

SCM planning:Daily Consumption Rate

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Strategic Stockpile/Capacity

Duration

Planning Guidance - Duration

STRATEGIC PLANNING GUIDANCEDURATION. Assume the deployment will last X months.

LOGISTICS. The concept must provide for an initial capability to support the rapid build-up of forces before establishing a robust logistic

infrastructure and building sustainability stocks in-theatre to support potential subsequent war-fighting and follow-on activity.

© MB Taylor 2014


DEPLOYDEPLOY

SUSTAINSUSTAIN

RECOVERRECOVER

PREPAREPREPARE

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Prepare

Generate Force Elements, Equipment Support & Sustainability

Lead Times When can activity commence

– Security? Reduce Readiness

Lead time for requirements UOR

Assumptions/Priorities

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Deploy

Strategic Lift

How much can you get?

CoalitionTime

or How much do you need?

OwnTime

EnemyTime

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DEPLOY Deployment planning not an administrative preliminary

– it is integral to the requirement

Deployment must set the conditions for logistic success during SUSTAIN phase

Deployment plan is dynamically linked to the evolving COAs and the timeline

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Broad Timeline – Earliest EffectTime

Logistic Preparations

Force Element 1Force Element 2Force Element 3

ForceGeneration

Deployment

ForcePreparation

Ready in Theatre

Deploy – Impact on the Timeline

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Only use detail when you need detail Make sure your assumptions are stated and clearly

understood Need to establish common understanding of logistic

risk

Planning Tools

© MB Taylor 2014

SUSTAIN

Planning to sustain: Establishing and maintaining the steady state

sustainment flow Logistic laydown & Footprint

Understanding of logistic capabilities to fulfil the requirement

Gain and maintain recognised Logistic Picture

© MB Taylor 2014

Destination In-theatre sources

/facilities MOU/Contracts Logistic Options

Distance Intra-theatre LoCs

/MSRs Extended LoC

Duration Activity Profile

Strategic ability to sustain

Recuperation

Demand Attrition

Stock Levels/Risk Inflow

/ConsumptionDeployment DOA

Ready to Move LPT

Deployment/Sustainability

Timeline – Deployment + Sustainability

Time

Resupply33Sustainment

(Force Element Days of Supply)

7 17 39Maximum inflow of 7 T every 3 Days, against Steady State

Consumption of 9 T every 3 Days

2430 28 26 2212



ForceGeneration

Deployment

ForcePreparation

Ready in Theatre

Synchronise Deployment/Sustainability

Destination In-theatre sources

/facilities MOU/Contracts Logistic Options

Distance Intra-theatre LoCs

/MSRs Extended LoC

Duration Activity Profile

Strategic ability to sustain

Recuperation

Demand Attrition

Stock Levels/Risk Inflow

/ConsumptionDeployment DOA

Ready to Move LPT

Deployment/Sustainability

Timeline – Deployment + Sustainability

Time

Resupply33Sustainment

(Force Element Days of Supply)

7 17 39Maximum inflow of 7 DOS every 3 Days, against Steady

State Consumption of 9 DOS every 3 Days

2430 28 26 2212



ForceGeneration

Deployment

ForcePreparation

Ready in Theatre

Synchronise Deployment/Sustainability

LOGISTIC RISK

Mitigating Risk – Host Nation Support

• Availability & Capability

• Robust

• Threat/Security

• Impact on Local Economy

© MB Taylor 2014

Fully Understand the requirement. Visualise the problem using schematics and

planning assumptions. Analyse the supply and demand issues, choke

points & key risks. Articulate logistic factors simply and clearly. Risks

must be identified & mitigated not just deferred.

SCM Top Tips

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69

Employment Opportunities

© MB Taylor 2014

www.civilservicejobs.gov.uk

• D Grade (equivalent to an Army Captain)• Role, Salary, Contract type or Location specific• Always has vacancies• Excellent CPD prospects• Remuneration

operational supply chain management

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