Deflogme Prof. Philbert Suresh


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Defence Logistics Conference, Abu Dhabi 2009

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Deflogme Prof. Philbert Suresh

  1. 1. Abu Dhabi Defense Logistics Conference January 21-23, 2008 Ms Shaikha Al Hashem GLF Executive & Research Assistant Prof Philbert Suresh GUST Logistics Forum – Kuwait
  2. 2. “Call Me Trimtab”Buckminister Fuller Architect of Geodesic Domes and Author of Spaceship Earth • A large ship goes by, and then comes the rudder. • On the edge of the rudder is a miniature rudder called a trim-tab. Moving the trim-tab builds low pressure that turns the rudder that steers the gigantic ship with almost no effort. • One individual could be a trim-tab, making a major difference and in Defense Logistics Conference – this trim tab of 2003 was ECSSR (War Time)and in 2008 it is IQPC (Peace Time)represented by Mr. Hugh James and his dynamic team in Dubai. Let us congratulate them now.
  3. 3. Trim Tab in a Aircraft
  4. 4. Resource Management, Asset Visibility,Training & Deployment F/A 18 Hornet
  5. 5. • Focused Logistics – Redefined by Technology Today • Transformation in Defense Leadership Lessons from Business and Industry • Total Asset Visibility • Identifying Black-holes in Defense Supply Chain • Joint Defense Logistics Command in the Gulf Region – SAH Kuwaiti Perspective • PISCES – A Tool for effective Naval Personnel Management • Summary of GLF – Initiatives and Professional Activities for Armed Forces in the GCC States
  6. 6. Focused Defense Logistics “Focused Logistics" is the capstone logistics concept of the Joint Chiefs of Staff. The goal is to exploit information technology, business process reengineering, and new transportation technologies to ensure delivery of the right materiel and forces at the right place at the right time.
  7. 7. Four Trends of Focused Logistics • Deployment • Defense and timeframes are commercial supply becoming more chains are becoming ambitious more integrated • The importance of • Sensitivity to some peacetime safety and security transportation business issues is increasing is declining
  8. 8. Focused Logistics
  9. 9. Defence Logistics in Kuwait • Defense Logistics Agency Central Command (DLA-C) is the Defense Logistics Agency's focal point for issues in the U.S. Central Command (USCENTCOM) area of responsibility (AOR). • DLA-C provides the single face to the combatant commander, integrating DLA support throughout the CENTCOM AOR for logistical solutions with assistance from the DLA field activities within the CONUS. DLA-C HQ is located at MacDill AFB, Florida. DLA-C has three DCSTs working alongside deployed forces in Iraq, Kuwait, and Afghanistan. • DLA-C also has WSRs located in Bahrain, Qatar and Kuwait. • Other DLA activities in the USCENTCOM AOR include: Defense Reutilization and Marketing Service International; Defense Energy Supply Center-Middle East; Defense Distribution Center Depot Kuwait; and Defense Distribution Center Map Support Office Bahrain. • Commander, DLA Contingency Support Team - Kuwait – Camp Arifjan DSN: 318-430-5454 COMM: 965-389-5454
  10. 10. DLA • The Defense Logistics Agency (DLA) is a U.S. Department of Defense (DoD) agency. The DLA Director reports to the Under Secretary of Defense for Acquisition, Technology and Logistics through the Deputy Under Secretary of Defense (Logistics and Materiel Readiness). • DLA provides worldwide logistics support for the missions of the military departments and the unified combatant commands under conditions of peace and war. • It also provides logistics support to other DoD components and certain federal agencies, foreign governments, international organizations, and others as authorized.
  11. 11. Rising Average Age of US Aircraft
  12. 12. “Machines Don’t Fight “Machines Don’t Fight Wars, People Do, and They Wars, People Do, and They Use Their Minds!” Use Their Minds!” Col. John Boyd Col. John Boyd US Army US Army
  13. 13. History of Military Logistics • From Hammurabi, the King of Babylon in 4th century BC to General Tommy Franks of today in 2003– it was logistics in different dimensions. • Resolve the Fundamental Conflict of Efficiency vs Effectiveness of Logistics Leadership Create and Sustain Individual Experience & Unit Excellence Create and Sustain Individual Experience & Unit Excellence … While … … While … Allowing Individuals to Influence Their Own Careers Allowing Individuals to Influence Their Own Careers
  14. 14. Who is a Leader? • A leader is a person who has responsibilities, and people reporting to him; he is part of the decision- making team that sets out the direction of the organization or a commanding unit.
  15. 15. True Leadership! • By saving "leadership" for the managers or commanders, what message are we sending to the rest of the individuals in the organization or unit? “The nation had the lion’s heart. I had the luck to give the roar” WINSTON CHURCHILL
  16. 16. You aren't a leader. You don't have to be responsible. You don't have to make decisions.
  17. 17. 21st Century Leadership The 21st century army or business organization success depends not only at the top of the hierarchy, with a capital L, but also in more modest sense (l) throughout the enterprise.
  18. 18. Leadership Traits •take responsibility for themselves •make decisions •communicate well •are passionate •care about others •influence people around them, consciously or unconsciously •do what needs to be done, even if it's not their "job" •are honest •are open •have a positive attitude
  19. 19. Transformation • Stephen R Covey states,” Such an individual is yeast I am personally that can leaven an entire convinced that one loaf. It requires person can be a change vision,initiative, catalyst, a “transformer” patience, respect, in any situation, any persistence, organization.” courage and faith to be a Transforming Leader.
  20. 20. Transformational Leadership • Make a difference as transformational leader vis-à-vis the transactional leadership.
  21. 21. Transformational Leadership TL is systematic, consisting of purposeful and organized search for changes, systematic analysis and the capacity to move resources from areas of lesser to greater productivity.
  22. 22. Where are today’s & tomorrow’s Transformational Leaders? • You could find them in your homes, classrooms, workplaces, mosques, clubs etc Wherever there is human interaction, there is an opportunity for transformational leadership. • Transformational leadership can be learnt. It can produce that extra effort within the group – at the top and at the bottom level – for that charisma, inspiration, intellectual stimulation and individualized consideration.
  23. 23. Transformational Leaders of Today & Yesterday HH Zayed bin Sultan Al Nahayan Mahatma Gandhi Winston Churchill Ernst Rommel – the Desert Fox Napoleon Bonaparte Lee Iacocca, Chyrsler Ross Perot, EDS Ted Turner, Turner Broadcasting System ( CNN) Roberto Goizueta, Coca Cola Roger Smith, General Motors All these transformational leaders shared 4 common traits: Charisma + Inspiration+ Intellectual Stimulation and Individual Consideration
  24. 24. Distinctions Between Manager and Leader or the Officer and the Unit Commander • The Manager administers; the leader innovates. • The manager is a copy; the leader is an original. • The manager maintains; the leader develops. • The manager accepts reality; the leader investigates. • The manager focuses on systems and structure; the leader focuses on people. • The manager relies on control; the leader inspires trust. • The manager has a short-range view; the leader has a long range perspective.
  25. 25. Military Restructuring & Reorganization A Case of US Army under Defense Officers Personnel Management Act -DOPMA •Change Military Administration DOPMA: –Replace “Up-or-Out” with “Up-or-Stay” •Allow Officers to decide whether they want to get promoted or stay at current grade (CPT- Above) –Reduce the Size of the Officer Corps at the Middle and Upper Grades •From 14.3 percent to 5 percent of force over 10 years –Tailor DOPMA to Fit the Specific Cultural Needs of Each Service –Replace the “All or Nothing” Retirement System with a “Vest at 10+, Collect at 55” System.
  26. 26. Military Restructuring & Reorganization A Case of US Army (contd) •Design the Force Structure around a “Regimental” System (for cohesion): –Flatten the organization, eliminating many headquarters above the brigade –Integrate reserve and active components into each regiment •Empower a Bottom-Up Approach to Leadership and Doctrine Development •Change the Personnel Management System: –Accessions and Entry –Education –Decentralize Management and Promotion Policies
  27. 27. The Problems? The Problems? We do not have a good understanding of: • Culture (Command Climates/Environments, etc…) • Cohesion-What causes it e.g., tough tours bond! • Measures—How to Measure things like Military Environment in a non-threatening way We preach decentralization and trust, but in reality—in our drive for efficiency -- we practice centralization, undercutting trust
  28. 28. Overview • We have an understanding of the: – Fundamentals – Examine the History of the Army Personnel System – Compare with Other Personnel Systems • Now We Organize for Military Excellence – The Evolution of Warfare: The U.S. Army is Stuck in the Second Generation – Implications on the Personnel System: A Changing World – Overview of Current System: “Tangible and Intangible Mismatch” – The Changes: “Revolutionary Thoughts: Parallel Evolution” Theme: Promote Individual Growth Promote Individual Growth … WITHIN … … WITHIN … The Context of Unit Excellence The Context of Unit Excellence
  29. 29. First: A New Doctrine for Future Warfare First: A New Doctrine for Future Warfare Focuses The Personnel System Focuses The Personnel System It is a Way of Thinking That Focuses on the Enemy. A Common Outlook for Speeding Up & Harmonizing the Differing Tempos & Rhythms A Common Outlook for Speeding Up & Harmonizing the Differing Tempos & Rhythms of the Observation - -Orientation - -Decision - -Action Cycles (OODA Loops) at of the Observation Orientation Decision Action Cycles (OODA Loops) at Each Level of Organization, W/O Establishing Rigid Uniformity. Each Level of Organization, W/O Establishing Rigid Uniformity. The Culture Must be Redesigned Conflicts: short tours, to execute Maneuver Doctrine: statistical measures for readiness, IR units, Operations/doctrine large overhead, Surfaces must drive the centralization & Gaps personnel Multiple Thrusts zero-defects system-- Fluidity & Combined Arms not vice Harmony of Cmdrs Fwd Efforts Commander’s Recon-Pull versa! Intent Main Mission Critical to TRUST Effort Large Reserve Tactics Quick Decisions
  30. 30. Final Thoughts Final Thoughts • How does the Army ensure that someone is staying is competent? • Natural dynamic--people know each other, saying their friend can no longer stay in a certain position is hard. • Annual force-on-force competitions evaluated made by outside personnel. • Must identify people who lose and screw up, and those who win (culturally difficult for U.S.). • Once the new culture is established, must allow CGs the latitude to deviate from the original practices (including the use of money). • Must enforce shared standards of unit performance, which then forms a unit-based value set (instead of artificial quotas set by race and gender)=trust. Proposed System Builds Leaders and Units Ready for Future Combat: Proposed System Builds Leaders and Units Ready for Future Combat: “Psychological readiness for combat is comprised of five dimensions: “Psychological readiness for combat is comprised of five dimensions: horizontal cohesion, vertical cohesion, individual morale, confidence in group horizontal cohesion, vertical cohesion, individual morale, confidence in group combat capability, and confidence in leaders.” combat capability, and confidence in leaders.” … As A Result … … As A Result … “… also reported that highly cohesive units, with strong horizontal and vertical “… also reported that highly cohesive units, with strong horizontal and vertical bonding and strong unit self confidence, experienced minimal numbers of combat bonding and strong unit self confidence, experienced minimal numbers of combat stress casualties as well as maximum possibilities for reconstitution of units after stress casualties as well as maximum possibilities for reconstitution of units after battle.” battle.” WAIR Lessons Learned to Date 1987 WAIR Lessons Learned to Date 1987
  31. 31. While transportation ha often been referred to Depots that allow purchase online as the "black hole" in and pick up at the store don't really the supply chain, know exactly how many of a a recent article in eWeek particular item is actually available pointed out for use by different units . a micro version of this phenomena. While the system may show two The "black hole" refers to the of a particular lack of product visibility item in stock (and allow between known transaction online purchase of it), in-store points -- say, consuming units may a distributor's shipping dock have taken them from the shelves and an ordnance depot but not yet gotten to check-out receiving dock
  32. 32. PISCES Operational Objectives 1 • Develop selection, classification, and assessment instruments – Appropriate for individuals across the Total Force – Useful across entire Career – That inform team configuration and assignments
  33. 33. PISCES Operational Objectives 2 & 3 • Integrated assessments which maximize information and minimizes response burden – Incorporates demographic, trait measures, knowledge, training, attitudes, opinions and interior • Develop simulations that predict outcomes of policy changes on subgroup behaviour
  34. 34. PISCES Technical Objective: Individual Assessments • Develop an integrated individual assessment system • Combining selection and classification measures, attitude and opinion assessments, training and education indices, with behavioural outcomes • Extend assessments to Total Force and across a career • Develop a taxonomy of the relationships between classes of assessments and behavioural outcomes • Develop data collection tools to effectively and efficiently describe the Total Force – Integrated algorithms to optimally sample sectors of Total Force – Ensures adequate coverage of the multivariate space to support modeling and simulation of the force
  35. 35. PISCES Technical Objective: Team Assessments • Develop slection tools that foster the assignment of individuals to teams to maximize team performance ( or minimize disruption) • Develop a taxonomy for Navy teams • Develop team competency measures that are tested, validated, and incorporated in an experimental simulation environment • Develop realistic team simulator that assesses performance in significant classes of team configurations ,e.g. static, dynamic and virtual (spatially separate) teams.
  36. 36. Total Force Readiness: Empowering to the Edge 1 • Capability Gap Addressed – Sea Warior Vision elements “Right Force, Right Readiness, Right Cost” by providing unit commanders decision support tools to improve effectiveness and maximize return on investment • In order to build an effective total force (active duty, reserve civilian, and contractor labour) for the best price, Dr David Alderton and his research team at NPRST propose to leverage advances in semi-parametric, information theoretic, and Bayesian econometrics to estimate model of deman, supply, human capital substitutability and complementarities, costs and utility.
  37. 37. Total Force Readiness: Empowering to the Edge 2 • Unit level tools will enable commanders to analyze the cost implicationsof their actions and weigh trade-offs between readiness,cost and risk. • Intelligent agents will empower Sailors to make training and assignment choices that enhance their careers and meet personal goals
  38. 38. Technology Driven Information Driven Business Driven
  39. 39. Quote of the Day If you wish to succeed in life (or workplace units), make perseverance your bosom friend, experience your wise counselor, caution your elder brother, and hope your guardian genius. --Joseph Addison English poet, essayist, and playwright
  40. 40. Cubic Centimetre of Chance Spend some time this week reflecting on your own personal vision - what you would like to accomplish in your life, what kind of legacy you would like to leave behind. Then ask yourself what you are doing today to make that happen. Transformational leadership is always an option, so begin the path today - In the Focused Defense logistics of 21st century
  41. 41. Research Scoop on Defense Logistics in Kuwait Ms Shaikha Al Hashem Executive Member and Research Assistant at GUST GLF will introduce this session for 10 minutes of your time. Do Enjoy!
  42. 42. GUST Logistics Forum initiative and community support Forthcoming Publication end of 2008 A researched book on GLF Logistics Leadership of ME Seminars Includes a chapter on and Defense Logistics in GCC States Conference GLF Professional GLF Development Overseas Trip to Port Workshops of Hamburg and for logistics Airbus in Toulouse, France
  43. 43. Thanks for your time and attention Visit our GLF Website