Air Force Logistics Workforce Strategy

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Air Force LogisticsWorkforce Strategy

• Logistics Officers Association Conference
• October 14 2004
• Ed Koenig, HQ AFMC/LG (Supply)

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Air Force LogisticsAn Era of Change

• Warfighter perspective
• More responsive to mission demands
• Lower cost products
• On time deliveries
• Fewer items in depots, more at the field units
• High quality products

• AFMC perspective
• Easier to execute purchasing arrangements
• Reduced cycle times
• Less transaction thrash
• Lower Unit Prices
• Accountable to AF corporate structure

• Supplier perspective
• More predictable, longer-term business
• Strategic, focused relationship with AFMC
• Fewer, higher-value contracts
• Lower overhead costs

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LCCEP Keeping Pace
AFSLMO GS-15 SES
45,000
Career Program
13,000
4,800
Legacy (pre-FY04)
Career Field Mgt (FY05)
All Supply (FY04)
Civilian Force Development
LCCEP Scope
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Workforce Strategy Roadmap
PSCM
Over the transition period, as much as 30 of the
workforce may retire, to be back-filled by new
accessions and temp/over-hire labor
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Development Process Breakdown
An effective evaluation tool should gauge
progress toward logistics workforce goals and
objectives
Professionalize the Logistics Workforce

• Build a flexible and empowered workforce
• Develop a strategically-focused workforce

Goal
LCCEP
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PSCM Integrated Business Model
STRATEGIC PLANNING
Balanced Scorecard
Top-down driven strategy
Enterprise-wide Supply Chain Business Rules
Integrated Supply Chain Planning
Strategic Purchasing
Supplier Relationship Mgt
Customer Relationship Mgt

• Unconstrained AND constrained supply demand
  plans
• Collaboration with suppliers customers
• Inventory Optimization

• Leveraged commodity-centric sourcing
• Ongoing structure for
• market intelligence
• commodity strategies
• supplier improvement

• Performance-based agreements
• Supplier scorecards
• Supply base development

• Integrated order fulfillment
• Customer self-service
• Proactive analytics

CHAIN MANAGEMENT
END-TO-END SUPPLY
Data as a Strategic Resource
Transparent information visibility
Strategically-Focused Workforce
Increase Weapons System Availability, Decrease
Cost
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Future Logistics Requires Broader Skills and
Capabilities
Functional Capabilities
Necessary for the current job role
ECSS APS
Supply Maintenance Transportation Contracting Prog
ram Management Product Support Logistics Planning
Supply Dimension Capabilities
Necessary for the Logistics profession
Airmanship Business Relationship
Management Leadership
Necessary for the Air Force
Core Capabilities
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Professional Development Framework (PDF)
Enduring Competencies of Leaders

• Core Capabilities
• Developed across four ranges of capability
• Airmanship
• Business
• Relationship
• Leadership

LeadershipModel

• Moving from one overall level to the next
  requires achievement of an appropriate level of
  both dimension and core capabilities

• Dimension Capabilities
• Developed across six levels of capability
• Supply
• Maintenance
• Transportation
• Contracting
• Program Mgt
• Product Support
• Logistic Planning

Functional Skills Records employee skills used
for maintaining and enhancing proficiencies in
their current position
Draft structure for the logistics profession
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PDF Benefits

• Workforce skills and capabilities aligned with
  Command goals and objectives
• Workforce with depth and breadth of capabilities

• Unit workforce planning based on capabilities
• Training priorities at the unit level
• Management involvement in career development
• Common language for tracking skills and
  capabilities across the unit

• Provide a clear, career path roadmap for success
• Career development and assessment tool
• Understand how he/she fits in to the overall
  logistics business
• Define capabilities valued by the Air Force
• Targeted training defined

Individual perspective
Unit perspective
Workforce perspective
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Planned Investments

• APS
• Lean PR
• Data Analysis
• Commodity CAMP

• ECSS
• LEAN Methods
• Value Stream Mapping

• TBD

eLog21 Investment
Functional Skills
7.5 M

• Root Cause Analysis
• Market Research
• SCM 101
• Demand Planning
• Supply Planning
• Inventory Analysis

• Commodity Sourcing
• Strategic Sourcing / PBL
• Contracting for Supply
• Depot Maintenance for Supply

• Customer Relationship Mgmt
• Supplier Performance Metrics
• Supply Chain Simulation

Supply Dimension Capabilities
PSCM and LCCEP Investment

• 21st Century Logistics
• Analysis Techniques
• Leadership Basics
• Basic Human Relations
• Customer First
• Relationship Mgmt
• Budget Finance

• Activity based Costing
• Risk Analysis
• Problem Solving
• Negotiating
• Leading in the new AF
• Coaching Mentoring
• Decision Making I

• Strategic Planning
• Strategic Change Mgt
• Workforce Planning
• Strategic Relationship Mgt
• Adv. Leadership
• Decision Making II

Core Capabilities
FY07
FY08
FY06
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Transition Support Planning1101 General Business
Production Mgt

• Re-allocations from 1102 series
• Back-fill with new accessions and temp employees
• Prod Mgt Specs trained in APS, planning shop
  scheduling
• Majority of PMS positions become planning and
  scheduling

Percent trained is based on the population of
current 1101 and 1102 employees who will be
retrained in new 1101 jobs
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Notional Transition Support Plan1102-1105
Purchasing Contracting

• Re-allocations of 1102 to 1101 General Bus.
  series
• Back-fill temp employees during training
• New accessions account for retirements
• Training focus on Commodity Supplier Management

Percent trained is based on the population of
current 1102-1105 employees who will be retrained
in new 1102-1105 jobs
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The Way Ahead
LCCEP Policy Council approval
PDF Validation Application to PSCM workforce
Master Development Plans
Launch PDF Prototype For PSCM
Development Teams/Career Templates stand-up
PSCM Training Blocks (10)
Grow FD Program To Support 45,000
Civilian Employees
Next wave
PDF Development (Mx)
PDF Development (Aq Log, Trans, etc)
Next wave
FY05
FY06
FY07
FY08
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Expected Outcomes

• Ability to manage and assess career health
• Clear Career Development and Training path
  roadmaps
• Common language and methods for career
  development
• New tools for assessment and career planning
• Process of management involvement and
  accountability
• Logistics professional developed and managed to
  specific mission outcomes
• Logistics positioned to provide the model to
  operationalize Air Force Civilian Force
  Development

A recognized Professional Logistics Organization
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Summary

• Senior logisticians are committed to workforce
  transformation
• Professionalizing the logistics career field is
  critical to achievement of our future mission
• Civilian Force Development and Logistics
  Competencies linked to the PDF
• PSCM will be first wave other logistics
  specialists to follow
• PDF construct under consideration by AF/DP for
  broader application

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