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SMCA Industrial Base Strategic Plan (IBSP) Presentation to ICAP 3 February 2009. COL Andre Kirnes Project Director Joint Services PEO Ammunition Picatinny Arsenal, NJ 07806-5000 973-724-5257 andre.kirnes@us.army.mil. SMCA IBSP Purpose.

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smca industrial base strategic plan ibsp presentation to icap 3 february 2009
SMCA Industrial Base Strategic Plan (IBSP)Presentation to ICAP3 February 2009

COL Andre Kirnes

Project Director Joint Services

PEO Ammunition

Picatinny Arsenal, NJ 07806-5000

973-724-5257

andre.kirnes@us.army.mil

smca ibsp purpose
SMCA IBSP Purpose

To provide strategic guidance and establish a management framework to posture the ammunitionproduction and logistics supply chain to effectively and efficiently respond to the Joint Warfighter’s current and future conventional ammunition requirements

background
Background
  • Requirement
    • DOD 5160.65/68, SMCA (Directive/Instruction)
      • Lead in the development and publication of an overarching conventional ammunition industrial base strategic plan that supports the Military Services' conventional ammunition requirements
  • IBSP Versions
    • Original signed Nov 2003 signed by BG Izzo and MG McManus
    • Nov 2004 update signed by BG Izzo and BG Radin
    • 2009 IBSP revision vetted by IB Stakeholders
      • OUSD, ASA(ALT), AMC, PMs, Depot/Plant CDRs, SMCA IB IPT, JMC, PEO, MIBTF/Industry, ARDEC and the other Services
facts and assumptions framework for efficient effective support to the warfighter
Facts

NTIB the Preferred Supplier of Critical Ammo End-items/Components

BRAC 2005

Army Campaign Plan Imperatives (Prepare, Sustain, Reset, Transform)

Increased Insensitive Munitions Requirements

Ammunition Sourcing & Industrial Base Study 2008

GOCO Facility Use Contract Competitions

Operating as Life Cycle Management Command

Increased Organic Industrial Base Modernization Resourcing

FY09 National Defense Authorization Act, Senate Report 110-335, p. 320

Assumptions

Plan for Long Conflict (NMS)

Continued High Training Optempo

Transformation of the Industrial Base will Continue (Organic & Commercial)

Uncertainty in Commodity Costs

Tightening Environmental Requirements

Facts and Assumptions(Framework for Efficient/Effective Support to the Warfighter)

Includes Ammo Sourcing and Industrial Base Study Findings

Incorporates BRAC 2005 Law

References other Ind Base related SMCA Strategic Plans (Log, ARDEC, Demil, Log R&D

Need to Re-Assess IB Goals, Objectives, Strategies, Content

scma ibsp document outline
SCMA IBSP Document Outline

Section 1.0

Emphasis on Strategic Intent: Purpose, Vision, Mission & Business Tenets

Section 2.0

Improving IB Mission Execution: Goals, Objectives, Supporting Strategies and Metrics

Section 3.0

Organic Plants and Depots: Strategies to Support Operational Excellence

Section 4.0

Commercially-Owned, Commercially-Operated (COCO) Supplier Base

Section 5.0

General Acquisition Contracting Approach

Section 6.0

FY09-13 Funding Profile (PBS, MCA, CIP, RDT&E LCPP)

To Establish a Management Framework for a Responsive IB

smca ibsp vision mission statement
SMCA IBSPVision & Mission Statement

VISION

Advance a world-class industrial base that delivers

war-winning conventional ammunition to the Joint Warfighter

  • MISSION
  • To meet the Joint Warfighter’s munition requirements at the right time, right place, right cost and right quality. It is accomplished through advancements in:
        • Technology (product and process)
        • Acquisition Strategies
        • Supply Chain Management and
        • Collaboration & Planning with Industrial Base Stakeholders
smca ibsp business tenets the super seven
SMCA IBSP Business TenetsThe SUPER SEVEN
  • Acquisitions and investments will be synchronized to ensure that required manufacturing and logistics competencies and capabilities remain available and viable.
  • Industrial base considerations will be factored into the acquisition process. Product will bear fully burdened cost, to maximum extent practicable.
  • The industrial base infrastructure will be sized to maximize operating efficiencies and to reflect strategic guidance and economic realities.
  • Private industry, as the principal ammunition supplier, will be provided incentives for investing in and sustaining the production base.
  • Systems acquisition will be utilized to the maximum extent practicable.
  • Opportunities will be identified and implemented for greater joint Service activities.
  • The culture of continuous improvement will influence all SMCA and industrial base-related strategies and subsequent activities.
slide8

SMCA IBSP Development Process

A World Class

Conventional Ammo Industrial Base

Vision

Mission

BSC

Perspectives

Goal

Meets Joint Warfighter’s Requirements

(Right Time – Right Place – Right Cost – Right Quality)

Business Tenets

Commu-

nication,

Innovation &

Workforce

Perspective

Finance

& Resource

Planning

Perspective

Joint

Warfighter

Perspective

Process

Perspective

Optimize

Production

Base

Readiness

Optimize

Depot

Logistics

Readiness

Reduce Life Cycle Costs

for all Ammunition

(Organic & Commercial)

Modernize

Industrial

Base

Capabilities

Improve

Munitions

Supply Chain

Respon-

siveness

Recruit,

Train,

Retain

The Best

Workforce

Promote

Collabor’n,

Commo

throughout

the IB

Community

Supporting Objectives and Strategies

LSS

Environment

implementation plan
Implementation Plan
  • Purpose:
    • Establish priority of work
    • Establish ownership and accountability within command structure
    • Gauge progress against performance measures
    • Track progress
  • Key steps
    • Identify action office for each objective (14)
    • Define objectives, select measures/targets, strategies
    • Plan operations
    • Monitor & learn
    • Report progress to industrial base stakeholders
  • SMCA leadership to annually review document to assess impact and changes in strategic direction

Link Between Strategy and Operations is Critical

slide10

SMCA Industrial Base Strategic Plan

Access Information

  • To obtain a copy of the Industrial Base Strategic Plan log onto:
  • http://peoammo.army.mil/PMJointServices/
  • Point of Contact is: MAJ Mark Brodhage; 973-724- 9772, mark.brodhage@us.army.mil , or Mr.
  • David Turrisi Chung; 973-724-7100,
  • david.turrisichung@us.army.mil
difference between 2004 and 2009 smca ibsp revisions
Difference Between 2004 and 2009 SMCA IBSP Revisions
  • Re-affirms Purpose, Revises Vision and Mission, Re-affirms Business Tenets
    • Tenets called Overarching Strategies in 2004 rev
  • 7 goals and 14 objectives vs. 5 goals and 16 objectives
    • Executable objectives clearly related to goals’ intent
  • Identifies commercial sector need for viable business environment
  • Incorporates BRAC 2005 Law
  • Updates GOCO and GOGO plans for FY09-16+
  • References other IB related Strategic Plans (Log, ARDEC, Demil, Log R&D)
  • Includes Ammo Sourcing and Industrial Base Study Findings
  • Army Campaign Plan and ARFORGEN Reqts
  • Facility Competitions
  • Uses Balanced Scorecard Approach in LSS IPT environment