1 / 21

RUSI Presentation

RUSI Presentation. RUSI Presentation Dr A C H Mace Defence Equipment & Support Chief of Staff 4 October 2007. Presentation. Where have we come from? What we are. How we work. Support to operations. Procurement Executive. Naval Support Command. Quarter Master General’s Department.

lankston
Download Presentation

RUSI Presentation

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. RUSI Presentation RUSI Presentation Dr A C H Mace Defence Equipment & Support Chief of Staff 4 October 2007

  2. Presentation • Where have we come from? • What we are. • How we work. • Support to operations.

  3. Procurement Executive Naval Support Command Quarter Master General’s Department RAF Logistics Command DPA DLO Defence Equipment & Support Where we have come from Ministry of Defence (1972 - 1999) (1999 - 2007) (2007 - )

  4. Merger Strategy • Fit for purpose. • Built on the best in DPA and DLO. • Adaptable to deliver change in 07/08. • Part of wider Defence Acquisition Change Programme (DACP). ….in 9 months, while maintaining focus on… Delivering support to operations.

  5. DPA/DLO Merger Plan Phase 1 (Jul-Sept 06) Phase 2 (Oct-Dec 06) Phase 3 (Jan-Mar 07) Phase 4 (Apr 07-Mar 08) Scoping and Planning Detailed design Deciding Communication & Implementation Designing Testing and Optimisation Describing Developing g

  6. DE&S Mission “To equip and support our Armed Forces for operations now and in the future.”

  7. DE&S – Strategic Objectives Strategic Objectives 1. Equipment and support for operations 2. Leadership, performance management and professionalism 3. Manage complex projects and through life management 4. Transforming the relationship with industry 5. Continuous improvement

  8. DE&S Facts • 65 locations across UK. • Circa 29,000 people. • Assets of £76Bn on balance sheet. • £16Bn annual spend. • 43% of MoD budget. • £3Bn more than the Home Office.

  9. DE&S now Industry University Front Line Commands DE&S PJHQ Ops OGDs Collaboration

  10. User Departmental Planning DE&S Sponsor Equipment & Equipment Support Delivery Capability Planning Research & Development DE&S Interfaces MOD Centre In-Service Equipment Support Commodities & Services Delivery INDUSTRY OPERATIONS New Equipment & Support Delivery Industrial Sector Based Capability Based Service Domain Based

  11. MOD MOD Head Head Office Office Delivery Coherence Performance Management CofMs Business Model Business Management System CCS CCS CCS CCS Through Through Through Through COO - - - - - - life life life life life IPTs IPTs delivery delivery delivery delivery IPTs IPTs OPERATIONS IPTs Industry IPTs IPTs FLCs IPTs IPTs IPTs IPTs IPTs

  12. NEDs NED NED NED Defence Equipment & Support High-level Organisation Main Board: Governance Chief of Defence Materiel As Logistics Process Owner Chief of Materiel (Fleet) Chief of Materiel (Strike) Chief Operating Officer Chief of Corporate Services Chief of Materiel (Land) DG FINANCE (2*) CHIEF OF STAFF (2*) DG Ships DG Submarines ACDS (Log Ops) DG HR DG Joint Supply Chain DG Combat Air DG Air Support DG Commercial DG Information Systems & Services DG Helicopters DG Land Equipment DG Safety & Engineering DG ISTAR DG Weapons Production: Commercial Management Corporate: Professional Services Delivery: Military Effectiveness

  13. Performance Management Corporate/ Business Plan Targets Technology Approvals System Engineering Commercial Astuteness Military Effectiveness Human Resources Customers Planning/Finance Clusters IPT Through-Life Plans

  14. DE&S: External Factors, Boundaries & Constraints • Strategic / Operational • Intensity of ops • Terrorism • Failing States • Utilities • New Actors (eg India, China) • Collaboration Industry • DIS • Capability • Capacity • Resource Availability • CSR07/MoD Capability Review • Energy • Estate • Sustainable Development • SMEs • R&D Freedom to reward high performers Sponsor/User decides funding priorities Freedom to promote staff in post Freedom to delegate effectively Reliant on industry performance Cluster DG freedom to veer & haul funding between projects DE&S Freedom to influence policy, governance Equip & support our armed forces for operations now & in the future Central / HMT approval of major business cases Centre decides policy / funding / people mix etc DE&S manages commercial interface on behalf of MoD Ability to influence ECC thru PCT trades Resource pools allow flexible deployment of specialist staff Delegated approval for Cat C&D projects EU, statutes, DMB etc Accountability Engineering, support solutions, logistics, systems, technology insertion Ability to influence solutions, systems engineering, logistics • Global/Political • New Government/Ministers • Radical increase/decrease op tempo • Radical decrease available resources • (Lack of) success of TLCM • Shift in technology • Radical changes to industry / sector • Political/legal considerations UORs Sponsor/User sets requirements/specs • Departmental Organisation • Streamlining • Military in Def Acq • FLC restructuring • FLC Strategic Plans Equipment and Support

  15. Support to Operations “To equip and support our Armed Forces for operations now and in the future.”

  16. Operations worldwide

  17. Support to current operations • 30 operations world-wide. • Approx 15,000 deployed personnel. • Afghanistan initial deployment (and sustained): • >7,500 personnel, whilst continuing support to Iraq. • 2,100 vehicles, covering 2.5 million miles. • Last year delivered 5,000 tonnes of ammunition by air. • Have or are responding to over 1000 UORs. • During June over 27 tons of mail was sent to Afghanistan (3556 bags)

  18. Performance monitoring • Performance to Theatre: • Weekly reports. • 1 to 5 day response: target 90%. • 6 to 20 day response: target 85%. • UORs.

  19. Future - Options • P Performance • A Agility • C Confidence • E Effectiveness

  20. Questions?

More Related