Presentation Transcript

1. Log 301 Advanced Logistics Management

2. Military Logistics(Review) “….. those aspects of military operations which deal with: Design and development (procurement) Storage Movement Distribution Maintenance Disposition of materiel Evacuation, and hospitalization of personnel Construction, maintenance, and operation of facilities Procurement or furnishing of services . . . . ”
3. Sustainment Module 4 Sustainment: “The provision of logistics required to maintain and prolong operations until successful mission accomplishment.”
4. Key Terms Sustainment Reliability Maintainability Availability Mean-Time-to-Failure Mean-Time-Between Failure Mean-Time-to-Repair Consumables
5. Key Terms (continued) Reparable Supply Pipeline Risk Pooling Supply Chain Order Visibility
6. Help the instructor complete this table Ingredients for a successful military force Manpower Money Facilities Leadership Weapons Of the ingredients shown on the slide, which ones need “Logistics” ?
7. M1A1 Main Battle Tank Specifications
8. SUSTAINMENT FOR WEAPONS(Example: M1A1 Tank) THIS IS “SUSTAINMENT” When does the M1A1 need first need “Logistics”? How long is “Logistics” needed? How often is “Logistics” needed? Before it deploys: Fuel, ammunition, and prior maintenance It depends on the length (the number of days) for the mission It depends on consumption rates per day and the number of days
9. What happens without “Sustainment” on the battlefield? Iraq Gains, 1980 - 1982 Iran Gains, 1985 - 1988 Oilfields IRAQ Chieftain Main Battle Tank
10. Will the tank last forever???(Sustainment in the long term) British Mark I tank 25 September 1916 An Iraqi T-62 Tank - 1980 Iraq M1A1 14 Oct 2010 – First M1A1 ‘s A Waffen SS Tiger I tank in WWII - 1941
11. Sustainment - Overview MODULE 4 “Availability” “Reliability” “Maintainability” Bathtub Curve Maintenance Supply
12. Availability – (How often can I use the tank?) Availability is the proportion of time a system is in a functioning condition. This is often described as a mission capable (MC) rate. MC rates are generally higher if systems are reliable
13. If I can’t use the tank…is it because it is “broken”?…..Reliability is the… Probability... That a system will perform a required function... For a specified time... Under specified conditions
14. Measures of Reliability Mean Time To Failure (MTTF) Mean Time Between Failure (MTBF) Mean Time Between Maintenance (MTBM) Do we want a long MTTF or a short MTTF? Do we want a long or a short MTBM? Do we want a long or a short MTBF?
15. Money Spent to Improve Reliability Now…Saves Money in the Long Run EXAMPLE: M1A1 Tank • Abrams Engine was 64% of O & S Costs • Engine only Achieving 35-50% of Required Mean Time Between Failure (MTBF) - 350 Hours Resulted in decision to improve engine and search for a more reliable and fuel efficient engine
16. Burn In (Infant Mortality) Understanding the Product Life Cycle Number of Failures Time
17. Burn In (Infant Mortality) Product Life Cycle The Bathtub Curve Number of Failures Time Useful Life (Life Cycle Phases)
18. Burn In (Infant Mortality) Product Life Cycle The Bathtub Curve Number of Failures Time Useful Life Wearout (Life Cycle Phases)
19. Maintainability Probability... Will be returned to a specified condition... A given period of time... Prescribed procedures and resources Metric (how we measure it) MTTR (Mean Time To Repair)
20. Typical Maintenance Actions Preventive Servicing Conditional Time-interval Failure Finding Corrective
21. Organizational (servicing, inspections, remove and replacement of components) Intermediate Depot Typical Levels of Maintenance
22. Intermediate Level of Repair Intermediate Level of Repair performs more complicated maintenance tasks Normally accomplished at Location Commands Additional facilities and test equipment required Depots accomplish factory adjustments, equipment repairs, modifications, and calibrations and overhaul actions Also sources of supply
23. Joint Base Warehouse – Taji(Depot Level Repair)
24. Maintenance Philosophies Most commercial entities and military organizations perform organizational maintenance in house. (1st- and 2nd –Line Maintenance) Other, more complex maintenance activities may be contracted out, depending on cost, volume, and sensitivity.
25. Mi-17 – Should Iraq continue Contract Maintenance? Currently, maintenance on the Mi-17 helicopters is Contract Logistics Support. Should Iraq develop an organic capability? What are some issues that must be planned for?
26. Decreasing the Levels of Maintenance The trend in many military and commercial activities is to reduce the amount of maintenance done at a base location (organic) and centralize operations. Decreased levels of maintenance greatly reduces the deployed logistics footprint Cost savings are possible Increases reliance on distribution system and repair element at the centralized repair facility
27. REVIEW - The Sustainment Process Why do we have Maintenance? – things break or wear out… Why do have Supply? – things break or wear out . . . or get consumed….. Supply + Maintenance = Combat Capability
28. Supply - Overview Functions of Supply Classification of Stocks Forecasting Metrics
29. What kind of “Supplies” are there?
30. Classes of Supply I - Subsistence items II - Clothing and tools III - Petroleum, oils, and lubricants IV- Construction items V - Ammunition and explosives VI - Personal use items VII - Major equipment VIII - Medical items IX - Repair parts (consumable and reparable) X - Misc (not included in classes I through IX)
31. Is this effective? Efficient? Timing? Who has access to info? Supply Chain Flow (Class II, IV, VII, X) Form sent back if not correctly filled out Form sent Div HQ if item not on hand Ordnance Park receives form; has supplies; issues item. Form sent to Division for auditing Units has requirement; submits form Division sends form to IGFC If item not available, form sent to Log Directorate OS tells Ordnance Park to pull part from a Warehouse if available IGFC sends form to Ordnance & Supply (OS) Directorate Log Directorate sends form to GDC Item issued if available..or reason for not issuing is provided
32. Ammunition Supply Chain Flow (Class V) Unit request sent through chain of command to IGFC IGFC verifies and forward request to DCOS LOG (operational ammo) or M7 (training rounds) DCOS Log Staff reviews and forwards to Ammo section (12.5mm or less) or JHQ staff if more than 12.5 mm Ammo section verifies and returns to DCOS Log Staff Request sent to Ammunition Command Ammunition Command verifies and sends request back to DCOS LOG again for final approval Final approval sent to Ammunition Command Ammunition Command issues order to the supporting Location Command Ammunition Supply Point Unit receives and signs for ammunition.
33. Fuel Supply Chain Flow (Class III) Request through Battalion to Brigade to Division (All units monthly submit Equipment Status Report to T&P Directorate) T&P verifies and approves request DG, P&B reviews request and issues checks for fuels and oils Unit receives checks and submits to T&P fuels section Fuels Section completes form authorizing the unit to be issued fuel from Oil Distribution Company (ODC) Unit reports to Regional Oil Distribution Company (ODC) with fuel authorization letter and checks from DG P&B Regional ODC specifies MOO Fuel Distribution Point Unit arranges for transport Receipts for fuel sent to DG B&P for auditing and billing
34. Repair Parts Supply Chain Flow (Class IX) 1st Line Maintenance requests parts from 2nd-line 2nd-line requests spares from 3rd-line; vehicle evacuated to 3rd-line maintenance (Location Command) if parts not available 3rd-line determines if item is economically repairable 3rd Line requests spares from Joint Repair Parts Command (JRPC) or sends request and major assembly to 4th-Line If repair not economically feasible, EME will approve or disapprove the request to code out a vehicle
35. Inventory Control What to stock? How much to stock? When to re-stock? How much to order? All the different management entities need to keep track of requirements to facilitate planning and budgeting
36. Role of Forecasting in a Supply Chain The basis for all strategic and planning decisions in a supply chain Examples: Production: scheduling, inventory, aggregate planning Finance: plant/equipment investment, budgetary planning Personnel: workforce planning, hiring, layoffs
37. Let’s do one… CASE STUDY Expected Demand Q1’11 = (205+225)/2 = 215 Expected Demand Q2’11 = (225+248)/2 = 236.5 Expected Demand Q3’11 = (185+203)/2 = 194 Expected Demand Q4’11 = (285+310)/2 = 297.5 Overall average demand: Di/8 = 235.75
38. “Perfect World” Re-order Points Order arrives 100 Inventory Quantity Order placed 50 Days 20 60 50 40 30 10 0 Lead time
39. Classification of Stocks Equipment (vehicles, small arms, light carts) Long usable life span Not part of some other piece of equipment
40. Classification of Stocks Expendable Consumables – buy replacement supplies Large Quantities Relatively Inexpensive Reparable … repair these items for re-use Smaller Quantities Relatively Expensive Usually major components of weapon systems
41. Management of Reparable Items What is the demand rate? (How many per day?) Have failure rates increased? . . .or Is the item is being used more? What is the delivery time? (How many days?)
42. Reparable Pipeline Requirement = Demand Rate X Pipeline Length Demand Rate(Days) Pipeline Length (Days) Delivery Time Delivery Time Delivery Time Reparables Break Start Repair Reparables Available Finish Repair
43. Supply Effectiveness Measurements Accuracy Measures (Keep track of inventory) Issue Effectiveness (Stock what is needed) Stockage Effectiveness (How quick can on-hand stocks be issued) Not-Mission Capable-Supply (A system cannot operate due to a supply problem) Customer Wait Time (order-to-receipt time)
44. Effectiveness vs. Efficiency Effectiveness Units would have everything they need “Push-System” Distribution Generous safety margins Each unit would have its own full-service logistics organization and capability Efficiency Pure “pull system” for distribution Supply point distribution Limited amount of resources Command and control highly centralized
45. Sunday, 13 Mar 2011 “The Iraq army’s shelves stay full — and that is the problem.” “The parts stocked in Taji rarely make it to the army’s mechanic”
46. Supply and the Other Logistics Functions Purchasing/Procurement: Provides the initial spares for a new system Transportation/Distribution: Replacement is based on delivery times; fast and reliable transportation allows smaller inventories Maintenance: The biggest customer. Maintenance cannot do its job without spare parts.
47. ILOC We have talked about the responsibilities of EME, TP, Ammunition Command, Location Commands, JRPC, ….now one other organization What if things don’t go according to plan? What if priorities change? What if you need to surge logistics in support of a contingency?
48. ILOC
49. ILOC Mission Track, receive, deliver and prepare requests, status and reports related to the logistical requirements for all Iraqi Armed Forces Units at the operational and strategic levels impacting the material readiness of troops. Jan 2007 – Ministerial Order 824 established Iraqi Logistics Operations Center Established ILOC Mission Designated D3 as ILOC Commander Ribbon Cutting on 15 April 2009
50. Staffing Effect. Jan 2010
51. Collect and Analyze Information
52. Functions Performed Prepare orders, reports and studies Conduct logistics inspections Provide analysis Track contract, receipt and delivery Prepare BUA, Readiness, LSSR and Force Gen reports Inspect LSSR program Track FMS cases Act as conduit for logistics data with DCoS Log units, IGFC, IqAF and IqN
53. Challenges Relevance Still trying to fit into the Iraqi Logistics system. Directorates do not want to share info or give up power to the ILOC. Inaccurate and irrelevant reporting is the norm. Much of this cannot be fixed by the ILOC. Communication/Connectivity Iraqis getting more sites connected to the IDN. Priority is the Directorates, Location Cmd HQs, medium workshops and Taji log sites. Sites that are connected are not using the resource Still learning to leverage automation
54. Contingencies are more challenging than peacetime Will there be a maintenance surge Will more parts be required? Faster? Will more support equipment be required? Will response times be shorter? Will operations occur at forward locations? Will additional fuel, issued from different locations than normal be required? Will there be confusion?
55. Review of Supply Need supplies to sustain Different assets managed differently Organizations involved Need to track usage Forecast Budget Metrics - Are we using the right ones?
56. Review of SUSTAINMENT Reliability and Maintainability Phases of the product life cycle and their accompanying failure patterns (bathtub curve) Maintenance types, actions, and levels Role of Supply in the Sustainment Process Sustainment ensures the ISF is ready to battle…and can fight to the finish…
57. REVIEW/QUESTIONS