Carol Conrad – OSD Project Manager Michelle Tibbitts – IBM Project Manager

1. Carol Conrad – OSD Project Manager Michelle Tibbitts – IBM Project Manager HCSP Update – September 13, 2007 DoD Logistics Human Capital Strategic Planning (HCSP) HCSP Update to Logistics FIPT Nov 2, 2007

2. DoD Logistics Human Capital Vision An integrated, agile and high-performing future workforce of multi-faceted, interchangeable logisticians that can succeed in a complex operating environment. Integrating, coordinating and synchronizing capabilities against joint force requirements Optimize available logistics capabilities to provide effective joint outcomes at best value

3. Industry I I I I T T I I I I Government Civilian T T I T T T T I I T T T T I T I I I I I I T T I I T I I T I I T T I I I T T T I I T I I T T T T I I I I I T Lvl V I I T T I I I T I I I I I T I T Level V Level V Level V Level V Level V Level V Level V Level V Level V Level V Level V Level V Level V Level V Level III & IV Level IV Level IV Level IV Level IV Level IV Level IV Level IV Level IV Level IV Level IV Level IV Level IV Level IV Level IV Level I & II Level III Level III Level III Level III Level III Level III Level III Level III Level III Level III Level III Level III Level III Level III Supply Management Maintenance Support Distribution/ Transportation Mgmt & Ops Defense Life Cycle Logistics Technical Management Support Level II Level II Level II Level II Level II Level II Level II Level II Level II Level II Level II Level II Level II Level II Service Specific Competency Levels Army > > Workforce Categories I T Air Force > > I Navy T Level I Level I Level I Level I Level I Level I Level I Level I Level I Level I Level I Level I Level I Level I Marines > > I T Competencies and Workforce Categories are linked Military “I” People – Deep knowledge, narrow expertise in functional field; limited knowledge of other fields “T” People – Broader knowledge across a field, with depth in some but not all logistics fields Enterprise Logistician – Multi-faceted logistician with expertise in many fields and end-to-end logistics process I T

4. Level V** Level IV** Level III** Level II** Level I** Consistent expectations of competencies and a common lexicon is critical A competency is defined as a measurable pattern of knowledge, skill, abilities, behaviors, and other characteristics that are needed to successfully perform work-related tasks* Focus of Current HCSP Effort Executive Competencies Senior-Level Logistics Technical Competencies Managerial Competencies Mid-Level Logistics Technical Competencies Supervisory Competencies First-Level Logistics Technical Competencies Team Leadership Competencies Foundational Logistics Technical Competencies Inter-personal Competencies Task Level Logistics Technical Competencies Institutional Competencies Logistics Technical Competencies * OPM Definition from Workforce and Succession Planning for Mission Critical Occupations ** Not Related to Pay Grade

5. Core “Institutional Competencies” - common across all workforce categories for Military, civilian and contractor

6. Core Logistics Technical Competencies SUPPLY MANAGEMENT • Forecasting and Demand Planning • Supply Planning and Management • Sourcing • Inventory Management DISTRIBUTION/TRANSPORTATION MGMT & OPERATIONS • Logistics Planning • Physical Distribution Operations • Transportation Management MAINTENANCE SUPPORT • Maintenance Business Operations • Production & Support • Depot Maintenance • Materiel Readiness TECHNICAL MANAGEMENT SUPPORT • Configuration Management • Reliability and Maintainability Analysis • Technical/Product Data Management • Supportability Analysis DEFENSE LIFE CYCLE MANAGEMENT • Acquisition Logistics (Design & Development) • Sustainment

7. Enterprise Logistician

8. The PDF will provide DoD the following abilities: Identify personnel fulfilling consistent competencies and skills requirements that can be applied to different efforts Provide a clear, career path roadmap for success Proactively manage workforce to account for key trends Shifting workforce demographics Flattening DoD organization Accelerating rate of change in science and technology Workforce categories and competencies will be incorporated into a Professional Development Framework (PDF) Notional Example of the PDF format

9. Curriculum & Certifications HCSP will utilize current training and certification curriculum structures in its future deployment models FY06 Defense Life Cycle Logistics Logistics FIPT 1% • Provides input • 12,330 LCL (~1%) of 128,242 total AT&L workforce (mil + civ)) • There are 1M total DOD Logisticians(mil+ civ) Career Management • DoDD 5000.52 • DoDI 5000.66 • DoDI 5000.55 • Service DACMs

10. There are coordinated / integrated logistics human capital efforts in progress DoD Logistics Human Capital Effort OPR Common Characteristics Distinct Characteristics Civilian Logistics • DoD Logistician Competency Profiles • Technical Management Civilian OSD • Logistician Competency Profiles • -Supply Management • - Maintenance Support-Distribution/Transportation Mgmt & Operations • Professional Development Framework • Raising the esteem of the defense logistics profession Guidance and joint logistics perspectives for logistics education and training Joint Logistician & JDDE Joint Staff & USTRANSCOM Military Multiple Industry Partners • Industry Logistician Competencies • Program Logistics • Logistics MIS Industry Industry Team

11. The competencies and proficiencies developed by this effort are meant to serve as a resource for the Services to utilize as they move forward with their Logistics Human Capital Efforts. Service Human Capital Efforts Coordination of Efforts and Information Leverage Competencies and other Outputs • Civilian Logistics • Competencies Profiles • Professional Development Framework

12. Workshop 1 Output Example: Competency Definition from the Supply Management Working Group Competency: Sourcing Definition: Develops and executes support acquisition vehicles or methodologies to most effectively satisfy projected requirements. Performs market research (supplier base), analyzes future requirements, evaluates and assesses commercial and organic suppliers, source qualifications, and contracting. Analyzes the industrial base of commodities and/or suppliers to achieve best value sourcing arrangements which improve supplier performance for a group of commodities and/or end items. Conducts spend analysis to achieve most efficient cost management and reduce supply complexity. Proficiencies:

13. HCSP ESG Session Oct 11, 2007 - Ideas / Action Items Ideas to think about for next ESG meeting: • Need to think about how to handle training for transient component of workforce (‘Career Broadner’s’) • Further define workforce category functional proponent and/or mentor roles; revisit next ESG • Reevaluation of Logistics career fields to reexamine Sustainment / Acquisition positions and integration • Effort needs to be focused on both civilians and military for interdependencies /interchangeability ESG guidance - Action Items for WG and SMEs: • Should remain Stove-piped competencies at levels 1-3, merge at higher levels • Expand Maintenance to include production activities (Depot Maintenance and Industrial Base) and Materiel Readiness • Develop competencies/proficiencies in alignment with SCOR Model Process • Move Inventory Mgt from “Operational Logistics” to Supply Mgt • Logistics Planning is better embedded in functions it relates to • As to combining Supply Mgt & Distribution/Transportation – could stand alone separately - requires further discussion before combining categories • Distribution/Transportation Mgmt & Operations better than Operational Logistics (“Operational” not a common term in military and civilian workforce) • When defining training be sure to utilize academia such as Penn State, Univ of Tennessee, LOGTECH, DAU, etc – programs that DoD sends and supports on routine basis

14. HCSP Workshop 2 – Nov 5-8, 2007 FOCUS of WORKSHOP 2: • Identify overlaps of workforce categories and resolve where appropriate • Revisit “parking lot” issues from Workshop 1 and resolve • Review for appropriateness and completeness • definitions of workforce categories • competencies • proficiencies • Reach SME consensus • Determine if product ready for next level review– Working Group Members and ultimately ESG If time allows, go to next step: • Discuss and document available (or needed) developmental experiences/assignments and available training opportunities to obtain proficiency levels • Evaluate the learning objectives (course content) of available training for currency and known future technologies • Continue to solicit training and developmental experiences to refine sources

15. Human Capital Strategic Planning is a continuation of Defense initiatives to improve the preparedness and effectiveness of the logistics workforce Quadrennial Defense Review (QDR) AT&L Goals • Competency-Based Planning • Performance-Based Management • Opportunities for Personal Growth Human Capital Strategic Planning (HCSP) Phase 1 • Goal 1: • High Performing, Agile and Ethical Workforce • Goal 4: • Cost-Effective Joint Logistics Support for the Warfighter • 4.3. Strengthen logistics management skills within DoD Current Effort Human Capital Strategic Planning (HCSP) Phase 2 • Logistics Career Field Definition • Assessed Future Logistics Trends and Impacts Human Capital Strategic Planning (HCSP) Phase 3 • Competency Definition by Career Field • Develop Professional Development Framework (PDF) • Populate PDF • Develop Credentialing Process • Develop Assessment Process 2006 2007 2008

16. BACK- UP SLIDES

17. LEADING CHANGE

18. LEADING CHANGE

19. LEADING PEOPLE

20. RESULTS DRIVEN

21. RESULTS DRIVEN

22. BUSINESS ACUMEN

23. BUILDING COALITIONS/COMMUNICATIONS

24. BUILDING COALITIONS/COMMUNICATIONS