11

Brigadier Graeme MorrisonDirector Logistics – Defence Logistic Organisation

National Logistics Conference – 6 Mar 03

22

Strategic Defence Review Jul 1998

33

• The DLO’s Strategic Direction

• Transforming Logistic Support

• Relationships with Industry

44

The route-map fortransforming the DLO

Launched 18 Nov 02

55

To sustain UK military capability,current and future

• Achieving success in the tasksundertaken

• Being ready to respond to the tasksthat might arise

• Building for the future

66

Operational OutputsSustain warfighting assets &

logistics capabilities that meetfront line needs

CapabilityDevelop capability to

drive logisticsperformance

ResourcesInvestment decisions arebenefits rich, affordableand deliver best value

IndustryShape relationships with

industry to create value toDefence support chain

77

Operational Outputs• Output to front line agreedand managed at TLB level• Greater clarity ofrequirement• Through life managementplans

Capability• Eliminate excess holdings• Coherence of Support Solutions• Better managementinformation• End-to-end logistic processreview

Resources• Move towards full outputcosting based on whole lifecost of ownership• Reduce net TOC by £1225M

Industry• Closer strategicengagement with keysuppliers• Optimising supplier base

88

• The DLO’s Strategic Direction

• Transforming logistic support

• Relationships with industry

99

‘All the business ofwar, and indeed all the

business of life, is toendeavour to find outwhat you don’t know

by what you do; that’scalled guessing whatwas on the other side

of the hill.’

The Duke of Wellington

1010

Strategic Analysis

Joint High Level

Operational Concept

The Conceptual Components of Fighting Power:

Command - Inform - Prepare - Project - Operate - Sustain - ProtectThe Moral Component of

Fighting PowerThe Physical Component

of Fighting Power

Joint Vision

Defence Logistic Vision

’The main threat is a strategic environmentchanging faster than we can or will apply

resources to meet new threats’

’Agility is a core ethos that will embrace people,structure, equipment and process’

1111

PostConflict

CONFLICT

ConflictPrevention

1212

PostConflict

CONFLICT

Warfighting(Alliance/Coalition)

National

ConflictPrevention

OtherOperations

1313

• Compelling need to adapt to the newstrategic environment

• Technologies that promise better informationsharing and enable prognostics/autonomicsare key to logistics

• Shared Situational Awareness vital to enablehigh anticipation and rapid response

• Agility - through Responsiveness,Robustness, Flexibility and Adaptability

1414

• Effects-Based and Output-Focused• Networked Enabled Logistics• Optimised Asset Availability through

Improved E&AM• Lean and Agile Support Chain• Leveraging Industrial Capability• Joint Approach

1515

‘There is nothing moredifficult to take in hand,more perilous to conductnor more uncertain in itssuccess than to take the

lead in the introduction of anew order of things. For hewho innovates will have ashis enemies all those whowell off under the existingorder, and only lukewarmsupporters in those whomight be better off under

the new.’

Niccolo Machiavelli (1469-1527), The Prince

1616

Efficiency Programme

Strategic Change Programme

Single

Change

Programme

Support

Transformation

• Better understanding of Through Life Support• Drive delivery of benefit and change• Coherent support solutions for future and legacy

1717

• Engineering & Asset Management– optimise asset availability

• Materiel Flow– create a lean and agile supply chain that offers speed, certainty and

low total cost

• Procurement– drive procurement performance and respond to changing

business needs

Enabled by better, timely information

1818

• The DLO’s Strategic Direction

• Transforming Logistic Support

• Relationships with Industry

1919

CapableProvider

IntelligentDecider

2020

Traditional

Contractingfor

Availability

SparesInclusive

Contractingfor

Capability

Internal Provision

IntelligentCustomer

External Provision

2121

• Immediate– Understand full cost of delivery– Define DLO core activities and appropriate

boundary with industry– Develop Industrial Landscape Model– Develop strategic partnering

• Medium/Long Term– Rationalise supplier base.– Develop strategic partnering with key suppliers– Achieve best balance between public and private

sector

2222

Industry MOD

Tornado

JSF

Eurofighter

Bowman

IndustryFront LineCommand

Rear Forward

Plus many otherplatforms andindustrial suppliers

Deployedoperationalarea

2323

Industry MOD

Tornado

JSF

Eurofighter

Bowman

IndustryFront LineCommand

Rear Forward

Plus many otherplatforms andindustrial suppliers

Deployedoperationalarea

E-C

apab

ility

Ph

ysic

al in

fras

tru

ctu

re

Industry

E-C

apab

ility

Ph

ysic

al in

fras

tru

ctu

re

2424

Traditional SparesInclusive

ContractingFor

Capability

ContractingFor

Availability

DeciderProvider

In-service equipments

Equipments being

procured

Intentions

Opportunities

Tornado Eurofighter Joint StrikeAircraft

Future TankerAircraft ?

2525

PostConflict

CONFLICT

Warfighting(Alliance/Coalition)

National

ConflictPrevention

2626

2727

• Effects-Based and Output-Focused• Networked Enabled Logistics• Optimised Asset Availability through

Improved E&AM• Lean and Agile Support Chain• Leveraging Industrial Capability• Joint Approach

2828

• One size will not fit all

• Understand pressure points – determineoptimum support arrangements

• Reasoned decisions based on evidence

• Benefits of change must be clear in termsof effectiveness and efficiency

• Seamless transition to new supportarrangements

2929

‘Never let the futuredisturb you. You will

meet it, if you have to,with the same weapons ofreason which today armyou against the present’

Marcus Aurelius Antonius (121-180 AD)

3030

Brigadier Graeme MorrisonDirector Logistics – Defence Logistic Organisation

National Logistics Conference – 6 Mar 03