AT21IndustryDaySlideShow31Oct2006.ppt

AT21 INDUSTRY DAY AGENDA

AT21 TEAM INTRODUCTIONS

Also introduce Mr. Jamison, J3-P, and Lori Farnsworth, J3-I, if present. Also acknowledge Garth Sanginiti as Chief of DPO Contracting, and Carol Sinnard and Debbie Young as contracting specialists and for their support, along with Michael Pardue, with registration and setup.

FOR OFFICIAL USE ONLY (FOUO)

USTRANSCOM

Agile Transportation for the 21st Century (AT21)

INDUSTRY DAY

PROGRAM OVERVIEW

31 OCT 2006

Briefer: Mr Dean Peebels, TCAQ, AT21 Program Manager

BACKGROUND

collaboration, controlled business processes, and optimization/scheduling in support of deployment planning processes

visualization and analysis Focus Warfighter initiative – USTRANSCOM organizational realignment and business process transformation New acquisition – AT21 program approved by DUSD(AS&C) and registered with OSD comptroller as new start

Outcomes:

Background: TCDC directed J3 to come back with operational requirement for AT21. J3 has scaled-back the overall requirement to support critical capability shortfalls within a near-term 3 yr timeline and lower required funding levels.

Outcomes:

Background: TCDC directed J3 to come back with operational requirement for AT21. J3 has scaled-back the overall requirement to support critical capability shortfalls within a near-term 3 yr timeline and lower required funding levels.

Outcomes:

AT21 PROGRAM SCOPE

Anticipate Joint Staff JROC approval for AT21 as ACAT III program designated JROC Interest

INCREMENT I OBJECTIVE

Increment I Focus Requirements

COP

FACTS

(airlift clearance) JOPES (Exercise) JOPES (Deployment)

CAMPS (SAAM)

JALIS (OSA)

Opportune Sustainment Transactions (IDE/GTN Feeds) Workflow Mgt

Distribution Planning

Execution Schedules JOPES (Adaptive Plans) For the COCOMs

For the Services

An initial task is to collect requirements from all sources and get them into a common set of data fields, in a single database.

Minimum process standards:

Typical best practice processees

PROGRAM STATUS

Brief JS FCB/JCB Nov/Dec 06

G USTRANSCOM approved FY07-09 funding for Increment I Outyears partially funded, but require USTRANSCOM CIO program review and approval G G G Milestones (S)

Funding/Cost (C) Next Steps

Completed

RISK ASSESSMENT

PROGRAM TIMELINE

Increment 1 Pre-Milestone B Activities

Acquisition Incremental Capability Delivery (4 – 6 Spirals)

RFP

Release JROC Approval / Milestone Decision Exit Criteria:

Increment 2 Exit Criteria:

Fully tested & fielded capability spirals

Milestone Planning Contract Award Ongoing Sustainment Increment 3

Sustainment

Milestone Decision Milestone Decision Requirements Definition Milestone Planning Incremental Capability Delivery (4 – 6 Spirals) Incremental Capability Delivery (4 – 6 Spirals)

Capabilities

CY 2006/07

CY 2008/09

CY 2010/11

CY 2012/13

CY 2014/15

CY 2016

Project Management Office (PMO) Organizational Chart Program Manager (PM) Dean Peebels Deputy Program Manager Roni McDaniels Contracting Officer Lisa Gross Functional Manager LTC Darrell Gregg System Engineer John Daum (MITRE)

Contracting Team Terri Francouer Michael Pardue

Technical Manager CDR Joel Price

Supply Chain Advisor Stu Draper (MITRE)

AT21 Executive Board Program Management Office Distribution Operations & Plans

IPT

Program Management IPT

PEO

MDA

PM

Technical

IPT

These 2 possibly non-TCAQ chairs would of course be part of the PM IPT, and all would operationally be part of the SPO with responsibility to the PM.

I’m a big fan of pushing down responsibility & authority down to lowest level. This helps do that by putting the responsibility and authority together in TCJ3 for the business process change (they’re the ones who have to live with it, and they’re the ones in the command responsible for it).

QUESTIONS?

Industry Day Requirements Overview

Col (Sel) Jacqueline Van Ovost, TCJ3-O

OVERVIEW

Just Some Numbers Deployment (Annual)

Sustainment

Total Mobility TCN Shipments 106,917 4% of Records Can’t be Determined 65% will return to JOPES ULN Analysis – July 2006

Chart2

Represents good Army TCN will return to JOPES (0 in 15th position and have a UIC and ULN)

Represents total AF, Marine, Navy Shipments (have ULN, but no UIC)

Represents non processed Army shipments (UIC, but no ULN) Includes Army PREPO

Represents non-processed shipment records (no ULN, service undetermined)

12-Jul-06

44436

24525

33297

Sheet1

SQL pull from GTN on the SU_ID field 23-Jul-03 20-Jan-04 23-Dec-04 8-Mar-05 12-Jul-06

8+H Total shipments with 0 in position 15 (both TCMD and ATCMD) 165517 172711 208188 207975 106917

2+B Shipments with 0 in position 15 that have a ULN in GTN 120074 131620 153315 164254 68961

5+E Shipments with 0 in position 15 that have a UIC in GTN 103839 144576 181176 176662 77733

Shipments with 0 in position 15 that have no ULN or UIC 42947 7334 7108 5797 4659

7+G Shipments with 0 in position 15 that have both a ULN and UIC 101343 112643 139819 141576 44436

3+C Shipments that have a ULN but do NOT have a 0 in position 15 2265 3033 4433 4228 71

6+F Shipments that have a UIC but do NOT have a 0 in position 15 3184 2929 6031 4983 1

GTN passes manifest data to JOPES GTN cannot passmanifest data to JOPES GTN passes manifest data to JOPES GTN cannot passmanifest data to JOPES GTN passes manifest data to JOPES GTN cannot passmanifest data to JOPES GTN passes manifest data to JOPES GTN cannot passmanifest data to JOPES GTN passes manifest data to JOPES GTN cannot passmanifest data to JOPES

Total mobility TCN shipments (0 in 15 character) 165517 100% 100% 100% 172711 100% 100% 100% 208188 100% 100% 100% 207975 100% 100% 100% 100% 100% 100%

Represents all shipments, all services (0 in 15th position, and have a ULN). Represents all AF, M, N shipments and all good Army TCN 120074 131620 153315 164254 68961

Represent Army TCNs that will return to JOPES (0 in 15th position and have a UIC and ULN) 101343 112643 139819 141576 44436

Represents total AF, Marine, Navy Shipments (have ULN, but no UIC : subtract out good Army shipments) 18731 18731 11% 18731 11% 18977 18977 13496 13496 22678 22678 24525 24525

Represents Army only shipments (only Army records have a UIC) 103839 103839 63% 144576 181176 176662 77733

Represent good Army TCN will return to JOPES (0 in 15th position and have a UIC and ULN) 101343 101343 61% 112643 112643 139819 139819 141576 141576 44436 44436

Represent non processing Army shipments (UIC, but no ULN) 2496 2496 2% 31933 31933 41357 41357 35086 35086 33297 33297

Represents non-processing shipment records (no ULN, service undetermined) 42947 26% 42947 26% 7334 7334 7108 7108 5797 5797 4659 4659

165517 120074 73% 45443 27% 172711 131620 39267 208188 153315 48465 207975 164254 40883 106917 68961 37956

Total mobility TCN shipments (0 in 15 character) 165517

Represent good Army TCN will return to JOPES (0 in 15th position and have a UIC and ULN) 101343

Represents total AF, Marine, Navy Shipments (have ULN, but no UIC) 18731

Represent non processed Army shipments (UIC, but no ULN) 2496

Represents non-processed shipment records (no ULN, service undetermined) 42947

23-Jul-03 20-Jan-04 23-Dec-04 8-Mar-05 12-Jul-06

Represents good Army TCN will return to JOPES (0 in 15th position and have a UIC and ULN) 101343 112643 139819 141576 44436

Represents total AF, Marine, Navy Shipments (have ULN, but no UIC) 18731 18977 13496 22678 24525

Represents non-processed shipment records (no ULN, service undetermined) 42947 7334 7108 5797 4659

Total mobility TCN shipments (0 in 15 character) 165517 172711 208188 207975 106917

12-Jul-06

Represents good Army TCN will return to JOPES (0 in 15th position and have a UIC and ULN) 44436

Represents total AF, Marine, Navy Shipments (have ULN, but no UIC) 24525

Represents non-processed shipment records (no ULN, service undetermined) 4659

Total mobility TCN shipments (0 in 15 character) 106917

Sheet1

12-Jul-06

Sheet2

Sheet3

OPERATIONAL ENVIRONMENT

Before Focus Warfighter Contingency Focus Warfighter I & II Global

CENTCOM

EUCOM

PACOM

AMERICAS

Undisciplined Confusing Stovepiped Complex Inefficient Processes Manpower Intensive Deploy /Redeploy Exercise

SAAM

Sustain Focus Warfighter III

AMC

SDDC

JDDOC

DLA

MSC

Supported COCOMs Objective Pre-Focus Warfighter Lift Capacity Constraints Business Rules Centralized Requirements and Workflow Management

Adaptive Exception Management Action Officer Dependent

Items Being Shipped, and Carrier Contracts/Capabilities

Core Capabilities

I can look toward enemy, knowing the USTRANSCOM/DPO is watching my backside (Gen Schwartz, 4/11/06)

End to End

“Living” OPLANs 2 Yr -> 6 Month Cycle 12 Hour Time Sensitive

Requirements not being met:

Exception management reporting Single requirements view for the Warfighter Requirements confirmation System transaction monitoring

Requirements not being met efficiently:

Requirements capture Orders entered/combined into single database Web-based requirement entry (deployment, sustainment, exercise, humanitarian, etc) Data quality checks All pertinent dates and times include local zone or GMT flags for requirement processing center (DDOC), shipping (ITO/TO, DDC, units), and receiving locations KPI: 98% data accuracy at order level (level 6 in deployment) Load consolidation Current (manual) business processes Requirements assessment Transportation feasibility Strategic planning

These requirements not being met:

Exception management reporting Single requirements view for the Warfighter Requirements confirmation Manual order confirmation faxed or e-mailed to customer within same day of order receipt if received before local time 2 PM/10AM; next day if received after 2 PM, confirming requested date or advising best possible based on shipment and transportation standard Confirmation documents generated in local languages as may be required Order processing KPI: All queries from customers receive initial response within 2 hours and closure within 24 hours Transaction Monitoring Process in place to advise customer on or before scheduled ship date if ship date slips more than one day Real-time visibility for customer teams into cusotomer backlog, order status, scheduled shipments, customer segmentation, and current customer inventory positions Track and report actual ship date against planned ship date, and against cusotomer requested delivery date KPI: On-time delivery to commit, request Consolidation/Loading Build load in stop sequence Process in place to combine all open orders for single ship to within time window agreed upon by customer Load optimization and consolidation analysis performed Transportation Management System (TMS) Minimum: Routing guides (IDLs) provide direction regarding shipping lanes and carriers to be used Typical Best Practice: Automated TMS provide carrier selection and routing based on multiple criteria E-Commerce Delivery Web site accessibility—customer interface is easy to find and usually available with down time less than 3% Novice users may need some help, but experts manage satisfactorily Reference data Internal data validity: Data management process ensures all data are accurate before entry Customer data validity: Offline data management process ensures all customer data are current and accurate before processing. Errors found in customer data are corrected in database for future use.

FUTURE FUSION PROCESS

Supplier locations Production Capacity National & COCOM Competing Requirements Costs Consumption Rates Sealift Capacity Airlift Capacity Commercial vs. Organic

EXECUTE

JOINT

AMC

SDDC

MSC

JTF-PO

JDDOC

PLAN

JOINT

AMC

SDDC

MSC

ASSESS

JOINT

AMC

SDDC

MSC

Planning Factors Directly supports JL (D) JIC shortfalls:

Conduct JDDE assess & plan, Control JDDE ops, Conduct JDDE perf analysis Requirements

COCOM-ORIENTED DIVISIONS

Transportation

CONOPS

Multi-modal End to End Detailed Tasking Exercise Sustainment

SAAM

Contingency IDLs/Channels

Under the Focus Warfighter initiative, we identified the need to obtain visibility over all requirements and consolidate requirements assessment and planning functions to more effectively support the Warfighter. To that end, we reorganized the DDOC and planned for the Fusion Center standup which will realign both our organizational structure and planning processes by consolidating duplicative functions across the HQ and component commands.

However, even with the realignment of people, organizational structure, and processes, we still have critical capability shortfalls because all of these processes are accomplished manually today.

Deployment Model

Strategic Activities Functions Requirement Planning Commitment Execution Delivery

Plan Initial Commitment Final Commitment Delivery of Commitment

We are Transforming Today…

Units Nodes

J-DDOC

JTF-PO

Fulfill Commitment

TCCs

JDPAC

USA

JDDOC

COCOM

TCCs

USAF

USMC

USN

DM4-A

USTC

STAFF

JTF-PO

DM4-S

AT21 GOALS

The ideal: Once a requirement (an order) enters the system, the order and related people or cargo keep moving, minimizing unintended delay until its reach destination and accountability throughout the enterprise is achieved.

Satisfy BRAC requirements

Improve delivery to warfighter

— Readiness drivers, especially Reduce DoD distribution costs Improve quality of life

-- HHG

-- Crews

Increase the amount of time USTRANSCOM has to plan and coordinate movements of passengers and cargo Embed standardized business rules and processes in commercial software to ensure we do business the same way throughout the world Meet our customers’ demands using best mix of land, sea, and air transportation Efficiently use transportation assets, focusing on cost avoidance and asset availability Automatically communicate orders to those who will do the moving Increase the amount of time USTRANSCOM has to plan and coordinate movements of passengers and cargo Embed standardized business rules and processes in commercial software to ensure we do business the same way throughout the world Meet our customers’ demands using best mix of land, sea, and air transportation Efficiently use transportation assets, focusing on cost avoidance and asset availability Automatically communicate orders to those who will do the moving

Value Proposition Synchronized distribution operations address key DPO capability gaps:

Priority 1 Intransit Visibility Priority 2 Distribution Planning & Forecasting Priority 3 Joint Transportation Interface Priority 9 Cargo Booking Priority 20 Customer Service

Synchronized distribution operations can achieve these goals What it takes Processes

Optimization

Collaboration

AT21 ACTD MUA: Value Proposition Is Reasonable

AT21 Scope—SCOR Perspective © Copyright 2006 Supply-Chain Council

Source: Supply Chain Council

High-Level Information Architecture Flow with Major Systems

MRO

CCP

DEPOT

BASE

TDC/MCT

Tactical Assembly Area/BASE Service Supply Activity

POE

POD

THEATER

DEPOT

EMPLOYMENT AREA

REQ

AT21 – Transformation: Process & Systems

POINT OF EFFECT

AT21 Operating Environment

COCOMs

JDDOCs

JOPES

AT21 (USTRANSCOM DDOC)

AT21 - Notional System Environment

IGC

Optimized Movement Plans

Optimized Movement Plans

Lift Asset Availability Information

Transportation Plan Visibility

DLA / Services

Sustainment Requirements

NATIONAL

PARTNERS

Distribution Node Availability Information

Commercial

Optimized Movement Plans

Lift Asset Availability Information

Distribution Node Availability Information

SIPRNET

Execution

Exception

Information

Optimization

Process Control

Collaboration

(TRANSVIZ)

Time-Phased Schedule Variance Information

Contingency Requirements

High Level Data Flow KEY

Movement Requirements

Availability Information

Contingency Requirements

Sustainment Requirements

Optimized Movement Plans

Transportation Plan Visibility

Time-Phased Schedule Variance Information

Movement Requirements

ACFP

CAMPS

GATES

GDSS

IBS

IC3

IBS

GFM

WPS

TCCs

SDDC

MSC

AMC

The Systems Communications Description depicts pertinent information about communications systems, communications links, & networks. The SV-2 documents the kinds of Comm media that support the systems.

Other addresses those systems that would generate Movement Requirements such as those from GSA, DECA, Joint Munitions Command

AT21 Requirements--Order Management Shortfalls

AT21 Requirements--Order Management Planned Capability

Focus: Movement Requirements Capture & Tracking; Measurable, Reliable, Repeatable Steps to Develop Itineraries, Plan Missions, and Execute Schedules

CDD Requirements-Order Management

Air: 7 Days Sea: 30 Days Surface: 7 Days Degree to which the relevant information enabled proactive action (before the event decision was required), 99.9999998% (6-Sigma) of the time:

Air: 7 Days Sea: 75 Days (or less than the time required to contract for sealift) Surface: 2 Days

Threshold Objective

AT21 Requirements--Optimization Shortfalls Increments 2 & 3

AT21 Requirements--Optimization Planned Capability, Increments 2 & 3 Optimization and Scheduling, COCOM Deployment and Implementation, Infrastructure Flow Management, and Robust Costing Options

Create origin-destination movement plans for all COCOMs, USTRANSCOM plan tasking to TCCs for exectution, and coordination with COCOMs Link planning asset visibility requirements information to globally optimized execution schedules Up-front end-to-end service level costing options for the Warfighter Global infrastructure flow management (i.e. port availability and throughput, weather, etc.)

Capture delivery track, trace, and audit information for the selected movement alternative Support operational maneuver across global distances and tactical maneuver throughout a regional COCOM’s area of responsibility (AOR) through creation of operational movement schedules Seamless visibility of the distribution process flow while improving the efficacy of the execution schedules and business rules to achieve perfect order fulfillment Capture fused intelligence planning and operational information and apply appropriate DPO pipeline throughput constraints, business rule changes, and execution schedule exception management actions to the optimization process.

Focus: Ability to Make Deployment & Fulfillment Commitments and Deliver On Those Commitments

A promise made is a promise kept!

CDD Requirements—Increment 2

Threshold Objective

CDD Requirements—Increment 3 Threshold Objective

Operational Benefits

Simplified submission and processing of COCOM requirements

Improved/compressed forecasting and planning capability/process

Improved common operational picture of lift assets/availability

Increased mode determination effectiveness and flexibility

Enabling the C2 Environment

Responsive, dynamic capability to anticipate and resolve distribution challenges

Enhanced C2, intransit visibility, onward movement planning and execution for all missions

The Focus Warfighter initiative has identified 4 operational benefits expected as a result of consolidated planning processes in the Fusion Center.

A scaled-back AT21 initiative will directly support automation and additional process improvements for 3 of these 4 planning processes.

There are a lot of moving parts! Any questions about requirements?

Draft Performance Work Statement (PWS) Overview Ms. Roni McDaniels

USTRANSCOM/TCAQ

Deputy Program Manager

Increment 1 Requirements Consolidation and Work Flow Management (36 Months) Increment 2 Increment 3 Implementation Approach

Strategic Level Optimization and Scheduling (36 Months) Operational Level Optimization and Scheduling (36 Months) Post Support Post Increment 3 Transition Support (12 Months)

Primary Task Areas

Project Management Task Area

Design, Development, and Deployment Task Area

Will add notes to address primary points under each bullet

Task Area

Task Area

Task Area

Task Area

Interim Contractor Support Task Area

Call us at (618)256-4300 or Email the AT21 PMO at at21@ustranscom.mil

Thanks Questions?

Draft Solicitation Overview

Ms. Lisa Gross

USTRANSCOM/TCAQ

Contracting Officer 31 October 2006

Today’s Brief

Draft Solicitation Highlights

Encourages Small Business Participation

Draft Solicitation Highlights (Continued)

FAR Part 15 - Contracting By Negotiation

FAR Part 15 - Contracting By Negotiation (Continued)

Section A - Contract

Acknowledge Receipt of Amendments Name, Title, Signature of Authorized Agent

Section B - Pricing

Allowable Cost and Payment Provisions – Infuses Accountability through Post Payment Audit

Section B - Pricing (Continued)

Section B - Pricing (Continued)

Section C – Performance Work Statement

Section D – Packaging & Marking Packaging and Marking IAW Standard Commercial Practices unless Otherwise Specified in PWS

Section E – Inspection and Acceptance

Section F – Deliveries or Performance