Operational Supply Chain Management
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The presentation made to the Business School MSc - Shipping & Logistics students and faculty at Plymouth University by Mark Taylor. The author debates the case between the "Just In Time" and "Just In Case" methodologies and the symbiotic relationship between "understanding the problem" & operational output/productivity. All views expressed are solely that of the author with the exception of when other sources are cited & referenced.
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Operational Supply Chain Management
- 1. 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. 2 Optimising Defence Supply Chains © MB Taylor 2014 Friday 28 Nov 2014 Mark Taylor MBA Global Logistics, Supply Chain & Operations Executive
- 3. 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. 4 My Background © MB Taylor 2014 2003
- 5. 5© MB Taylor 2014
- 6. Outline • Current Operational Logistics SCM • Defence Logistics – The Art of the Possible © MB Taylor 2014
- 7. Principles • Foresight • Efficiency • Simplicity • Cooperation • Agility © MB Taylor 2014
- 8. Principles • Foresight • Efficiency • Simplicity Process Enablers • Cooperation • Agility © MB Taylor 2014
- 9. Principles • Foresight • Efficiency • Simplicity Output • Cooperation Enablers • Agility © MB Taylor 2014
- 10. “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 © MB Taylor 2014
- 11. People Equipment Defence SCM? © MB Taylor 2014
- 12. Supplies
- 14. 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… © MB Taylor 2014
- 15. 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
- 16. Extended Supply Chain FF FF Staging Area FF A1 B2 Embarkation Forward Logistic Site Maritime Support Advanced Logistic Support Site Advanced Logistic Support Site FF R1 SF B1 Theatre Reception Centre Assembly Area
- 19. FLS
- 20. Structure - Rear DPA Formation of Defence Equipment and Support Apr 2007 Consolidated, rationalised supply chain Links with Defence Industrial Strategy and other transformation programmes © MB Taylor 2014
- 21. Strategic Structure Organic Command Front Line Commands Strategic Base Industrial Base © MB Taylor 2014
- 22. The SCM Process - Front Line Command View Air Land Maritime UK Base Theatre HQHQ HQHQ © MB Taylor 2014
- 23. The SCM Process - Strategic View Air Land Maritime Industry Coupling Bridge PJHQPJHQ JTFHQJTFHQ UK Base Theatre Chief of Defence Materiel as Logistics Process Owner © MB Taylor 2014
- 24. Industry Air Land Maritime UK Base Theatre Chief of Defence Materiel as Logistics Process Owner End to End Supply Chain Coupling Bridge LogHQHQ The SCM Process - Modern View © MB Taylor 2014
- 25. “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
- 26. 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
- 27. • Understanding the requirement • What to do • How to do it Logistics – The Art of the Possible © MB Taylor 2014
- 28. Understanding the Requirement © MB Taylor 2014
- 29. SCM Profile I N T E N S I T Y TIME Force Build Up Trg Conflict Termination Conflict Resolution Extraction © MB Taylor 2014
- 30. SCM Profile I N T E N S I T Y TIME Major Combat Operations Stabilisation Threat & Counter threat © MB Taylor 2014
- 31. Bosnia Herzegovina I N T E N S I T Y TIME Stabilisation COIN PSO Major Combat Operations © MB Taylor 2014
- 32. Operation Granby – 1990/91 I N T E N S I T Y TIME Force Build Up Trg Conflict Termination Conflict Resolution ExtractionOp GRANBY – 1990/91 © MB Taylor 2014
- 33. SCM Inertia I N T E N S I T Y TIME Accelerate Decelerate Profile Transition Accelerate © MB Taylor 2014
- 34. 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 Joint Campaign Plan Object Analysis Mission Analysis 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 LogisticInputs Identify risk in each COA © MB Taylor 2014
- 35. Britain seeks vessels for Iraq war role Monday 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 rise Thursday 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 © MB Taylor 2014
- 36. Destination, Distance, Demand, Duration Prepare, Deploy, Sustain, Recover What to do How to do it © MB Taylor 2014
- 37. SCM Planning factors Plan & Structure Destination Determines the nature of the requirement Distance Determines the shape of the LoC Duration Dictates the necessary robustness and need for investment in the support requirement Demand Determines the magnitude of the requirement © MB Taylor 2014
- 38. 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
- 39. 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
- 40. Factors that Shape Capability Destination Access Viable in-theatre Infrastructure Choke Points / Threat © MB Taylor 2014
- 41. Length of Supply Bridge Amount of Lift – Capacity In-Theatre Lift - Capacity Transit Time – 66 additional ships chartered – 800 transport aircraft sorties Virtually the entire force was moved in a single lift OffloadLoadPrep/Move Prep/Move Distance © MB Taylor 2014
- 42. Requirement 8 Days1 Day 7 Ships/Day 2 Ships/Day 6 Days2 Days 3 Ships/Day SCM Lines of Communication - Choice
- 43. AIR v SURFACE © MB Taylor 2014
- 44. Demand © MB Taylor 2014
- 45. Campaign Profile Question/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
- 46. 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 © MB Taylor 2014
- 47. Strategic Stockpile/Capacity Duration Planning Guidance - Duration STRATEGIC PLANNING GUIDANCE DURATION. 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
- 48. Prepare, Deploy, Sustain, Recover DEPLOYDEPLOY SUSTAINSUSTAIN RECOVERRECOVER PREPAREPREPARE © MB Taylor 2014
- 49. Prepare Generate Force Elements, Equipment Support & Sustainability Lead Times When can activity commence – Security? Reduce Readiness Lead time for requirements UOR Assumptions/Priorities © MB Taylor 2014
- 50. Prepare, Deploy, Sustain, Recover DEPLOYDEPLOY SUSTAINSUSTAIN RECOVERRECOVER PREPAREPREPARE © MB Taylor 2014
- 51. Deploy Strategic Lift How much can you get? CoalitionTime or How much do you need? OwnTime EnemyTime © MB Taylor 2014
- 52. 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 © MB Taylor 2014
- 53. Broad Timeline – Earliest Effect Time Logistic Preparations Force Element 1 Force Element 2 Force Element 3 Force Generation Deployment Force Preparation Ready in Theatre Deploy – Impact on the Timeline © MB Taylor 2014
- 54. Deploy I N T E N S I T Y TIME Force Build Up Trg Ready in Theatre © MB Taylor 2014
- 55. 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
- 56. Prepare, Deploy, Sustain, Recover DEPLOYDEPLOY SUSTAINSUSTAIN RECOVERRECOVER PREPAREPREPARE © MB Taylor 2014
- 59. 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
- 60. 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 /Consumption Deployment DOA Ready to Move LPT Deployment/ Sustainability Timeline – Deployment + Sustainability Time Resupply 33Sustainment (Force Element Days of Supply) 7 17 39 Maximum inflow of 7 T every 3 Days, against Steady State Consumption of 9 T every 3 Days 2430 28 26 2212 Logistic Preparations Force Element 1 Force Element 2 Force Element 3 Force Generation Deployment Force Preparation Ready in Theatre Synchronise Deployment/Sustainability
- 61. 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 /Consumption Deployment DOA Ready to Move LPT Deployment/ Sustainability Timeline – Deployment + Sustainability Time Resupply 33Sustainment (Force Element Days of Supply) 7 17 39 Maximum inflow of 7 DOS every 3 Days, against Steady State Consumption of 9 DOS every 3 Days 2430 28 26 2212 Logistic Preparations Force Element 1 Force Element 2 Force Element 3 Force Generation Deployment Force Preparation Ready in Theatre Synchronise Deployment/Sustainability LOGISTIC RISK
- 62. Mitigating Risk – Host Nation Support • Availability & Capability • Robust • Threat/Security • Impact on Local Economy © MB Taylor 2014
- 63. Prepare, Deploy, Sustain, Recover DEPLOYDEPLOY SUSTAINSUSTAIN RECOVERRECOVER PREPAREPREPARE © MB Taylor 2014
- 66. SCM Logistic Profile I N T E N S I T Y TIME © MB Taylor 2014
- 67. 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 © MB Taylor 2014
- 68. 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
- 69. 70© MB Taylor 2014 www.civilservicejobs.gov.uk
- 70. 71 Any Questions? © MB Taylor 2014
- 71. 72 Contact © MB Taylor 2014 uk.linkedin.co/in/marktaylormba/
Editor's Notes
- Here is the process. Assume given Ex DW and SCPs that process is reasonably ingrained. Focus for Ex BT is product out from process, the problem. You own the problem and product. Therefore revision of process will be kept to min, maximise time to analyse problem and produce product. But remember that you are small team in reality this process has lots of specialists involved and in many instances FLCs and CCs will be involved as the engine room to answer FQs etc.
- Basic definition – some nations include functions we don’t (eg US, NATO and the position of Personnel Support) Not rocket science !
- Not tied to a specific corps or barnch – spans all components
- Many many interfaces – between different parts of armed forces, civilians and contractors hence more opportunity for things to go wrong ???
- This is a personal list – not found in any manual Complex – an overused word but true in this case. Complex due to increasing demands of customers (I want it tomorrow) and what they want eg TV and gym equipment on op deployments Tangible – not like morale or fighting spirit. If you aint got it you aint going anywhere Constrained – this is nothing new. Not just a factor of recent economic pressures. There is simply never enough logs- commanders will always have to prioritise between conflicting demands and make hard decisions. Tempo – at the operational level, the time required to make logs happen is significant- much longer to deploy and prepare for operations than it is to draw an arrow on the map or chart Not just for specialists – if you leave it to hard specialists then you will get the wrong answer, probably on an excel spreadsheet, too late. The better informed you are about logs the more likely the commander will be able to do what he wants.
- Hence the following conclusions:
- JDP 4 example – only doctrinal part of this lecture Build up 3 separate component logs chains Point out where Joint Logs assets are – will be returned to later
- TELIC case study. Fiirst consider planning difficulties caused by late change from Northern option to Southern deploynebt in late 2002 Firstly get an idea of scale – the distance from Umm Qasr to Nasiriyah is approx the same as Dover to Chester – significant internal LOC as well as strategic LOC
- Firstly the air laydown. Can only support this number of DOBs ina well found theatre with plenty of HNSand little asymmetric threat Could mention here the acquisition of two new CVS which gives other options for delivering air power to these theatres but also poses other logs challenges
- Maritime lofC. Not just grey funnel support to RN shiips but also the commercial SLOC Consider the number of chokepoints en route to Guld 0 Gibraltar, Suez, Hormuz
- At the strat level we now have Joint and unified Equipment and Support organisatuion Read more in their glossy magazine ! Can’t argue with the logic – the challenge now is to make this huge organisation work !
- This slide shows the problem when the the single services are overlaid on this - all of the single services have their own 3* Chiefs of Materiel within DE&S. Quite rightly they are responsible for looking after their own services. however, for Joint Operations the Jt Commander and his JFLog CC are responsible for prirotisation. This is fine so long as the joint priorities are all agreed by the single services…. Does anyone have any examples where these priorities do not align ? ( Could discuss major programmes and rivalry over eurofighter, CVS and FRES )
- Here is the process. Assume given Ex DW and SCPs that process is reasonably ingrained. Focus for Ex BT is product out from process, the problem. You own the problem and product. Therefore revision of process will be kept to min, maximise time to analyse problem and produce product. But remember that you are small team in reality this process has lots of specialists involved and in many instances FLCs and CCs will be involved as the engine room to answer FQs etc.
- Great aim - but a difficult lecture Half of you already asleep Half of you already convinced – mainly logistics officers And the other half still struggling with the basic maths… But this isn’t easy lecture to give. Last year the presenters dared to be different and it didn’t go so well…
- Great aim - but a difficult lecture Half of you already asleep Half of you already convinced – mainly logistics officers And the other half still struggling with the basic maths… But this isn’t easy lecture to give. Last year the presenters dared to be different and it didn’t go so well…
- Great aim - but a difficult lecture Half of you already asleep Half of you already convinced – mainly logistics officers And the other half still struggling with the basic maths… But this isn’t easy lecture to give. Last year the presenters dared to be different and it didn’t go so well…
- This pres focuses on shaping and constraining Looking forward to creating the conditions for sustainability (flexibly)
- We will now concentrate on the CSS Planning factors; these are used to predict and plan for the CSS requirement. Talk through.
- Local Infra: APODs and SPODs, road/rail networks Resources and Facilities Available Locally – Host Nation (MOU ?), Allies and CONDO Food, fuel, freight transport Regionally – Forward Mounting Bases
- Local Infra: APODs and SPODs, road/rail networks Resources and Facilities Available Locally – Host Nation (MOU ?), Allies and CONDO Food, fuel, freight transport Regionally – Forward Mounting Bases
- In this exam[ple we look at how logs planners decide between their options. In this case we have a Northern SLOC with 2 ports approx 6 days sail time away from UK. The internal road LOC to the force rear support area is 2 days The alternative option is a Southern route with a single port capable of handling 7 ships per day. Here the road LOC is only 1 day but the SLOC is 2 days longer than in the North. given the same number of ships, trucks etc, and the same size force, which is the best option for deployment ??? The answer is not straightforward – depends what the Comd wants to achieve.
- Principally of concern to the LCC but can make a huge difference in quantity and volume of stock -
- How much can you get - expressed in common currency per day o
- Only use detail when you need detail – CSS “op art” is identifying when this is the case Yardsticks, JDP4, ORBATS, Aide Memoire and Fmn SOPs all have their uses – make sure your assumptions are stated and clearly understood Need to establish common understanding of logistic risk
- Here is the process. Assume given Ex DW and SCPs that process is reasonably ingrained. Focus for Ex BT is product out from process, the problem. You own the problem and product. Therefore revision of process will be kept to min, maximise time to analyse problem and produce product. But remember that you are small team in reality this process has lots of specialists involved and in many instances FLCs and CCs will be involved as the engine room to answer FQs etc.
- Why bother ? Isn’t this what loggies do ? Basic Principles and Risk Yardsticks and Supporting Tools Integration with Estimate process Top Tips