1. Ready for Sea
presented by:
CAPT Scott Hoffman
FM/ILS/Acquisition/IT
SUPPLY ADVISORY TEAM

2. Ready for Sea
There is no “silver bullet” to this challenge but there are steps to
set the table for future success while minimizing the timing
impact of budgetary changes on logistics support…
PEOPLE GOAL - Comms channel to alert NAVSUP and DLA of pending budgetary changes –
establishes a quick work-around comms plan and assist in more fully developing the list and
deploying the training module
TRAINING GOAL DELIVERABLE - Developed a training module to articulate the policy
change and need for it at the DAU/NDU/NPGS capstone courses for PMs, Comptroller,
Contracting, and Logistics
POLICY GOAL DELIVERABLE – Drafted a change to the DoD 5000 that alerts organic
support to outyear budget changes affecting the downstream logistics support. Covers:
• Tech data package
• Other info/assumptions needed by the organic support activities
BLUF

3. 3
Team Members and
Roles
CAPT Scott Hoffman Team Lead CAPT Douglas Bridges IT
CAPT Ed Chevalier Reserve
Employment
Ms. Theresa Reed
Mr. Ray Cook
GS Tech
Leads
CAPT Dan Hodgson &
CAPT Dave Rhone
ILS CAPT Pam Theorgood Joint
CAPT Luis Trevino Acq/Contracting CAPT Chip Zawislak Financial
Mgnt
Mr. Russell Young Blackbelt
Flag Sponsors - RADM (Sel) Haven and RDML (Ret)
Singleton
CDR Jaime Murphy worked the people component extensively; LCDR Ryan
Stickel, LT Thad Brill and LT Travis Grayum
provided training concepts

4. 4
Map current logistics and IT processes to identify
process/support gaps.
Propose changes to improve network integration,
increased cyber readiness, and FIAR compliance
related to Acquisition
Things to consider
 PBLs, CLS, Big A
 ILS (e.g. tech data ownership)
Team Mission

5. 5
The Acquisition Environment …

6. 6
 Target Goal - Identify the Military and Civilian SMEs to alert NAVSUP and DLA of pending
budgetary changes that would drive changes in the support strategy
 Background - Direct outreach to POCs as the initial step - including NAVSUP Ech II and III
(WSS), NAVAIR, NAVSEA…
• FM, Acquisition and Logistics
• POCs responsive – there is Goodwill to tap into
 ‘Upstream’ sources are the FM leaders with the Logistics and Acquisition types being the
recipients of information from FMB
• Inconsistent use of Supply Officers in the OPNAV N9 arena, the resource sponsors. These billets
traditionally know, before a program office does, potential budget changes…especially in the
Programming Phase
• The lack of Supply Officers in the Navy’s Budget Office (FMB) prevents us from having “eyes” on funding
in the execution year
• The informational stream we’d be privy to begins at OPNAV N4 & FMB then to the Budget Submitting
Office (BSO)/Program POCs, with OPNAV N96/97/98 playing an integral role in proposing and defending
funding changes that impact their warfare communities
Target Area #1Target Area #1
““People” DiscussionPeople” Discussion

7. 7
 Relevant OPNAV Resource Sponsors may be a good link up for the embedded
NAVSUP LNOs now aligned under NAVSUP HQ N41
 Coupled with reaching out to the BFMs, who will see the magnitude and overall
impact of any decision, the LNOs may be able to gain the details and logistics
impacts of an inbound shift in support strategy
 In most cases SC billets at the BSO’s get involved only when the Program Office
asks for assistance.
• Usually the PMO engages with its OPNAV resource sponsor and FMB action officer
 Three levels of POCs that would complement our efforts —
• OPNAV N9 Resource Sponsors
• Program Office BFMs
• NAVSUP N41 LNOs that are embedded in the PEO/Program Offices as Lead Logisticians
““People” Target DiscussionPeople” Target Discussion
Cont’dCont’d

8. 8
 OPNAV Resource Sponsor Supply Officers; BFMs and FMB’s list of BSO
POCs with whom they coordinate – these people are the early warning system
 List of PEO/Program Office Lead Logisticians –
• NAVSEA and NAVSUP hired a GS-15 Logistician in each PEO to be NAVSUP’s
eyes and ears…
o NAVSEA LNOs for example are now part of NAVSUP HQ N3/N4 Organization, specifically
in the N41 code
o There is an LNO for PEO SHIPS, CARRIERS, LCS, SUBS, IWS and SEA21 – these can
be entry points
 Coordinate with other SAT teams, a review of each team’s recommendations
calls for some comms channel so we should approach this as an
enterprise/community vice four separate data calls
 “People” Lead – Capt Chevalier
““People” TargetPeople” Target
Way AheadWay Ahead

9. 9
Target Area #2Target Area #2
““Training” DiscussionTraining” Discussion
Ready for Sea
presented by:
CAPT Scott Hoffman
FM/ILS/Acquisition/IT
SUPPLY ADVISORY TEAM CHARTER FOR

10. 10
 Inject a case study or scenario based session into the capstone courses for PM, FM, Logistics
and Contracting at DAU, Senior Acquisition Course and potentially, Naval Postgraduate School
 Long-term study/thesis sponsorship for training/curriculum development
 Case Study material can be developed at NPS, DAU, or the War Colleges
 Potential exists for OA/OR folks to develop interactive graphic user interface programs where
updated material can be loaded/tested
 Training portals offer an inexpensive method to train dispersed personnel
 Engage the 810 MBA Program and/or the ETP pipeline to use their experience and classmates to
bring a fresh perspective
• Key sponsors/gatekeepers we should engage for ideas – OSD, OP, Fleet Comptrollers, PEOs, PMs,
DASN AP, OPNAV, DAU, NDU, NPGS
 Training Leads – CAPT Bridges and CAPT Hoffman
““Training” TargetTraining” Target
Way AheadWay Ahead

11. 11
 Target Goal Deliverable – Proposes DoD 5000 minor change/clarification to drive
consideration of the issues that revolve around an unanticipated budget mark
negatively impact the Program’s ability to execute a Contractor Logistics Support or
Performance Based Logistics strategy.
 Background - The recent DoD 5000.02 revision and Better Buying Power memos
revealed numerous improvements to minimize the number of surprise conversions from
OEM/contractor to organic logistics support –
• - however, there appears to be a policy gap that could manifest itself after the Acquisition Decision
Memorandum had been approved and the program had gone into sustainment…
o Lack timely comms link between comptrollers, logistics planner and the organic support
organizations in the event that a budget mark requires a reclama
o No apparent incentive to contingency plan for a budget mark that shifts the logistics
support nor bring the notional supporting organizations into the planning or re-planning
process
Target Area #3Target Area #3
““Policy” DiscussionPolicy” Discussion

12. 12
 Specific language for insertion into the next revision/update to DoD 5000.02
 Synchronize this effort with the complementary NAVSUP CPI Effort
 NAVSUP, and all of the SYSCOMs, would be routed the proposed changes so
the team recommends a coordinated approach to ease its incorporation
• Stakeholders for the coordination include the SYSCOMS, DASN (AP), OPNAV,
Navy Contracting Council, NAE, SWE and the Fleet Comptrollers
• Modifying policy assists because this is THE source document for so many of the
Navy’s policies, thereby driving change in all of the subordinate documents
 “Policy” Leads – CAPT Hodgson, CAPT Zawislak, CAPT Trevino
““Policy” TargetPolicy” Target
RecommendationsRecommendations
Like all of the SAT efforts, Leadership and
Culture will play a defining role