2023.02.08 Virtual Industry Day Slides.pptx

TOGETHER, WE DELIVER.

The Joint Transportation Management System (JTMS) Program Virtual Industry Day

UNCLASSIFIED

UNCLASSIFIED

08 February 2023

AIR

SEA

LAND

OPENING COMMENTS

Ground Rules

As with all virtual events, please practice proper etiquette and courtesies (i.e., mute yourself, raise your hand to speak, use the chat feature to participate).

Use the chat feature in TEAMS to ask your questions outside of the scheduled Question/Comments timeslot. The Government intends to publish all questions and answers discussed today. As such, please do not include proprietary information in your questions.

The purpose of this forum is to discuss the JTMS program and all the various efforts in progress. The goal is to discuss program status, current/future efforts, additional engagements with industry, and have crosstalk with technical, business, and contracting representatives in a collaborative environment.

OPENING COMMENTS CONTINUED

This forum is not a venue for contract negotiations and/or contract discussions between Industry and the DoD; such negotiations and/or discussions will be in accordance with applicable DoD contracting policies and procedures.

This forum is not intended to reach consensus on issues and is not a decision-making body. The discussions held herein cannot and does not obligate the Government contractually or set formal policy in any way.

Nothing presented in today’s forum commits the Government to any acquisition approach, agreement, or contract.

Any future JTMS opportunity will take precedence over information presented today or in response to any questions posed by industry.

AGENDA

8:30 – 8:40 a.m.: Opening Comments/Ground Rules 8:40 – 9:10 a.m.: JTMS Overview/101 9:10 – 9:30 a.m.: 5000.75 Milestones 9:35 – 10:05 a.m.: JTMS Operational Scope 10:05 – 10:35 a.m.: Questions/Comments

BREAK

10:45 – 11:15 a.m.: As-is Architecture 11:15 – 12:15 p.m.: System engineering

LUNCH

1:00 – 1:15 p.m.: Questions/Comments 1:15 – 2:00 p.m.: BPR Analysis 2:00 – 2:30 p.m.: OCM 2:30 – 2:45 p.m.: Questions/Comments 2:45 – 3:00 p.m.: Reverse Industry Day Info/Closing Comments

JTMS TEAM LEADS

UNCLASSIFIED

Al Albers – Program Manager Lance Litteken – Chief Scientist Steve Hendren – Logistics Functional Lead Tim Landvogt – Program Controls / Financial Functional Lead Deo Lachman – Training Lead Clay Dillaplain – Lead Enterprise Architect Randall Jung – Systems Engineer Lead Kathy Miller – Organizational Change Management & Communications Lead JaneAnne Holten – Contracting Officer Robert Depke – Attorney Patrick Gill – Attorney

JTMS Overview/101 Mr. Al Albers, JTMS Acquisition Directorate

- Reform initiative traces to the 1990 congressional directive for all federal agencies to become auditable

- Efforts within DoD picked up in 2013 and 2014 with the establishment of the Transportation Financial Auditability (TFA) to define the problem and set the foundation for a solution using the Defense Business System Requirements and Acquisition Instruction (DoDI 5000.75)

- In April 2015, OSD Logistics & Materiel Readiness approved the TFA recommendation to close capability gaps with an enterprise-wide, single shipping system approach Background

FOUNDATION/ORIGIN OF THE PROBLEM/SOLUTION

MISSION STATEMENT: Provide the DoD with innovative, integrated transportation and financial management solutions leveraging process improvements and proven technologies supporting national objectives to achieve transportation financial auditability.

THE JDDE ROAD TO AUDITABILITY

Transportation Financial Auditability (TFA) (2014 – 2018)

TFA Capability Rqmts Document Oct 2016

TFA BCA

Jun 2017 TFA Capability Implementation Plan Jun 2017

2014 NDAA

1) Timely Transaction Posting

2) Key Supporting Documentation

3) Proof of Services Rendered

4) Regulatory Compliance

AUDITABILITY GAPS IN TRANSPORTATION

5) Reporting

6) Funds Control

7) LOA Validation

8) Invoice Processing

Analysis to Program Start (2018 – 2022) Jan 2021 Program Budget Decision 800 USTC Transportation Management System (TMS) 120 Day PoP Jul-Nov 2017 TMS Prototype Mar 2018 to Feb 2020

As-Is Architecture – JDDE CONUS Freight May 2021 - Ongoing JDDE System Decomposition June 2022 - Ongoing Gap Analysis May 2021 - Ongoing

USTRANSCOM (and Service) Agency Reports 2018 - 2021

Consultant (JPO, Gov, RQTs) Jul 2021 – May 2022 DAU AARs Feb-Apr 2021 Program Start (2021 - Ongoing)

FY2022 Budget Program Start May 2022 TRANSCOM Commander Memo to OSD Acq & Sustainment Dec 2021 JTMS Acquisition Decision Memorandum

(ADM) #1

Mar 2022 Analysis of Potential Acquisition Pathways (AoPAP) Oct 2022 Feb 2023 – USTRANSCOM Commander Approval Feb 2023 – MDA Approval Mar 2023 – Congressional Briefs

Upcoming Key Events

WE ARE HERE

Key Tasks:

- Identify the Problem

- Identify Capability Gaps

- Identify Requirements Key Tasks:

- Refine Requirements

- Identify Resource Requirements

- Conduct Risk Reduction Tasks Key Tasks:

- Initiate the Program

- Coordinate Resources

- Develop Acquisition and Implementation Strategies

BCAC Addendum Apr 2021 COCOM Review 2.0 Sep 2020

APR 2015

“single system” Mar 2014 OSD Acq. Technology, and Logistics Establishes TFA

BCAC ATP

PH IV

May 2018

FM BEST PRACTICES:

1) Invoice/Receivable Processing

2) Rates Management

CUSTOMER REQUIREMENTS:

1) Costed Options

2) Single Bill

OTHER FOCUS AREAS

Recommendation: Procure COTS ERP Solution

PITFALLS TO AVOID1

DATA

Lack of an understanding related to the fundamental data the program had to manage

TRANSITION

Lack of a transition plan to move the program from “as is” to “to be” architecture

ARCHITECTURE

Lack of an understanding of “as is” or “to be” architecture

EXECUTION

Lack of an execution plan, complicated by disparate input from SMEs to system integrator

DEVELOPMENT

Development did not occur in an environment that mirrored the operational environment

CULTURE

Lack of a common vision on the change

GOVERNANCE

Lack of coherent leadership guidance, coordination from process owners, and conflicting processes

PERSONNEL

High turnover of Key Personnel and multiple re-organizations of change office

TOOLS

Incorrect or ineffective use of acquisition Tools, Techniques, and Procedures; Underestimated effort

CHANGE MANAGEMENT

Lack of effective change management complicated by lack of early program success

- Root Cause

- Contributing Cause

1. Pitfalls based on findings from DAU’s Acquisition Incident Review (AIR) Report of USAF ECSS, 24 June 2013

This slide identifies the barriers identified in the ECSS Acquisition Incident Report that ultimately led to ECSS’s acquisition failure

JTMS JPO EFFORTS TO AVOID PITFALLS

DATA: Identifying required data elements and information exchanges through system decomposition and capturing of “as-is” processes TRANSITION: Wrapping up the Analysis of Potential Acquisition Pathways to determine the best path forward for addressing the business case and moving forward ARCHITECTURE: Collaborating with the “Great 8” to map “as-is” JDDE processes; As of 22 Nov 2022, 215 processes mapped, and 1161 findings identified EXECUTION: Pending decision on full execution plan, the team has several gears in motion regarding process mapping, OCM/BPR strategy, and resourcing DEVELOPMENT: Requirement for a development environment mirroring production has been defined and will be included in Request For Proposal CULTURE: Recent survey results from roughly 120 respondents across all DoD echelons indicate that personnel are Ready, Willing, and Able to implement a JTMS GOVERNANCE: Proposed governance structure currently in staffing within OSD(A&S); Diligently working internal processes for requirements management PERSONNEL: Formally established Joint Program Office to solely focus on the acquisition, development, and sustainment of the JTMS TOOLS: Actively consulting with DAU on a variety of acquisition-related activities; exercising option with Grant Thornton to build out acquisition & procurement strategy CHANGE MANAGEMENT: Engaging with over 300 stakeholders across the “Great 8” through “as-is” mapping; refining OCM Strategy

How is USTRANSCOM getting in front of the problem?

IMPLEMENTATION

BARRIERS

This slide highlights the pre-emptive steps USTRANSCOM is taking to eliminate the pitfalls encountered during the ECSS acquisition.

The Great 8 are the Joint Deployment and Distribution Enterprise mission partners: Air Force, Army, Navy, Marines, Coast Guard, DLA, DCMA, and DFAS

WHY A JOINT PROGRAM OFFICE

PBD 800, INV-061, “USTRANSCOM to develop a Trans. Mgmt. System (TMS) and operation of the Joint Program Office to oversee TMS”

PBD 100, INV-14086, “USTRANSCOM to establish a Joint Program Office and develop a commercial off-the-shelf Transportation Management System to reform the Defense Trans. System”

FUTURE JPO STRUCTURE

Architecture & Integration Branch (8 Personnel)

Financial Functional Mgmt Branch (7 Personnel)

Org. Change Mgmt Branch (8 Personnel)

Contracting (4 Personnel)

COR Office (3 Personnel)

Admin Spt (2 Personnel)

Logistics Functional Mgmt Branch (9 Personnel)

System Engineering & Testing Branch (13 Personnel)

Program Control Branch (10 Personnel)

Training Branch (6 Personnel)

PM

Deputy PM

Chief Scientist

CURRENT ACTIONS…

Developing JTMS Governance with JTMS Stakeholders Defining as-is environment with architecture to capture existing business processes and systems/interfaces/data Preparing the Acquisition package to start foundational work on strategic Business Process Reengineering and Organizational Change Management Developing Organizational Change Management Plan for stakeholder communications Obtain TMEC concurrence on the JTMS recommended materiel solution Performing market research to assess industry and influence acquisition strategy

DoDI 5000.75 Milestones Mr. Lance Litteken, JTMS Acquisition Directorate

What is DoDI 5000.75?

Establishes policy ensuring:

The use of the Business Capability Acquisition Cycle (BCAC) for business systems requirements and acquisition Aligns acquisition of business systems with commercial and/or government best practices minimizing the need for customization Leverages the use of DOTmLPF-P to drive change Designates both the functional and acquisition community jointly responsible for business systems acquisition Provides a framework for acquisition and business decisions through the Authority to Proceed (ATP) decision points Clinger-Cohen Act (CCA) compliance will be accomplished as an iterative process Defines the roles/responsibilities of key stakeholders

5000.75: Roles and Responsibilities

Engages stakeholders to shape future solution and validates requirements are met Programs and budgets for lifecycle costs and makes resources available for each phase ASD(S), HON Christopher Lowman DASD(Logistics), Ms. Leigh E. Method, SES ODASD (Logistics), Mr. David McCovery MDA Approves critical acquisition decisions for ATP and concurs in contractual commitments Oversees business system delivery within approved cost, schedule, and performance Establishes oversight controls for program execution to include CAE and Program Exec Officer MDA - HON Dr. William LaPlante, USD(A&S) CAE – Mr. Ken Brennan, TCAQ Director PEO – Ms. Tammy Thouvenot, TCAQ PEO-T

Assists with determining cybersecurity controls and approves Cybersecurity Strategy

Leads definition of functional requirements, training, and deployment for the capability Reports to the functional sponsor and collaborates with the program manager Mr. Rob Brisson, SES, TCJ3-D Ms. Jacqueline Benningfield, SES, TCJ8

BUSINESS CAPABILITY ACQUISITION CYCLE

The MDA may tailor acquisition content for all BCAC phases

5000.75 Milestones

Solution Analysis ATP – Validates the capability requirements, approves the work planned for the next phase, and verifies the capability is aligned with the BEA as well as organizational or OSD functional strategy and IT portfolio management goals.

Functional Requirements ATP – Validates that sufficient business process reengineering has been conducted to determine whether a business system is required. The MDA approves execution of the activities outlined in the capability implementation plan.

Acquisition ATP – MDA verifies the requirement is fully funded across the FYDP to support all the acquisition activities requested for approval and authorizes execution of the acquisition strategy and approves continued execution of the capability implementation plan.

Limited Deployment ATP – MDA / functional sponsor considers the results of testing and approves deployment of the release to limited portions of the end user community.

Full Deployment ATP – MDA considers limited deployment(s) and operational testing results and approves deployment to the entire user community.

Capability Support ATP – Functional sponsor accepts full deployment of the system and approves transition to capability support

JTMS Operational Scope Mr. Steve Hendren, JTMS Operations Directorate

Mr. Tim Landvogt, JTMS Acquisition Directorate

JTMS OPERATIONAL SCOPE – FRAMEWORK

Domains:

NIPR/SIPR operational environment with training/exercise support Bi-directional cross domain solution Contested/austere environment in support of disconnected operations End-to-End Framework:

Vendor to Wholesale Supply Vendor to Retail Supply Vendor to Vendor Vendor to Warfighter Direct Vendor Deliveries Distribution Center to Distribution Center, Depot to Depot, Installation to Installation Installation to Aerial Port, Installation to Sea Port (Fort to Port) Aerial Port / Seaport of Embarkation to Aerial Port / Seaport of Debarkation (Port to Port) Aerial Port / Seaport of Debarkation to Tactical Assembly Area / Intermediate Staging Base (Port to TAA/ISB) Tactical Assembly Area / Intermediate Staging Base to Forward Operating Location (TAA/ISB to FOL) Forward Operating Location to Forward Operating Location (FOL to FOL) Ship to shore, shore to ship, ship to ship Intra-theater transportation and distribution (location to location)

Functional Areas:

CONUS Freight (C) Sealift and Enabling Ops (S) Airlift and Enabling Ops (A) OCONUS Freight (OC) Classes of Supply:

Class I through Class X Lines of Operation (Drives complexity and DOTMLPF-P solution set):

Integrated financial management (C, S, A, OC) Commercial line haul for cargo (C, OC) Commercial rail for cargo and/or passengers (C, OC) Buses for passengers (C, A, OC) Commercial air for cargo and/or passengers (C, A, OC) Air Mobility Command Organic air for cargo and/passengers (asset based) (C, A, OC) Commercial Ocean Vessels for Cargo (S) Commercial multi-modal operations (S) Military Sealift Command organic ocean vessels for cargo (asset based) (S) Inland waterways (rivers) for cargo (C, S, OC) Coastal waterways for cargo (C, S, OC) Convoys (C, OC) Bulk petroleum product distribution (truck tanker, barge, ocean tanker, pipeline) (C, S) Small parcel air and ground service (domestic and international) (C, A, OC) Global Heavyweight Service (domestic and international) (C, OC) Common user DoD owned organic assets (truck, plane, barge) (C, S, A, OC) Installation traffic management/transportation office operations (C, S, A, OC) Ocean terminal operations (S) Aerial terminal operations (A) Cargo yard management operations (C, S, A, OC) Freight consolidation and forwarding operations (C, S, A, OC) Trailer transfer operations (C, OC) In-transit facility warehouse management operations (C, S, A, OC) Container and air pallet management (C, S, A, OC) Asset based fleet management (C, S, A, OC) Cargo shipment tracking (in-transit visibility) (C, S, A, OC) Hazardous material shipments and document generation (C, S, A, OC) Transportation protective services shipments and document generation (C, S, A, OC) Customs clearance and documentation generation (C, S, A, OC) Rail terminal operations (C, S, OC)

Capability Areas:

Plan, Order, Ship, Track, Pay (POSTP Framework) User Community:

Joint Deployment and Distribution Enterprise (JDDE) IAW the BCAC Addendum, 1 Apr 21, “The JDDE requires planning and execution capabilities to conduct integrated operations to effectively and efficiently link transportation and financial requirements with available assets in a single COTS system”

The purpose of this slide is to illustrate the JTMS operational scope. Operationally, our intent is to implement the JTMS across the Joint Deployment and Distribution Enterprise, or the JDDE. The JDDE, as a community of interest, is the collaborative network of partner organizations, to include Department of Defense components, sharing common distribution-related goals, interests, missions, and business processes, which comprise end-to-end deployment and distribution related operations. The functional areas are operationally focused and will allow the government to incrementally deliver JTMS capabilities across the JDDE with a focus on CONUS Freight, Sealift and Enabling Operations including Ocean Terminal Operations, Airlift and Enabling Operations including Aerial Port Operations, and lastly, OCONUS Freight. The JTMS will cross all information dissemination boundaries both unclassified (NIPR) and classified (SIPR), with a bi-directional/cross domain capability and support disconnected operations in a contested/austere environment. To ensure our JTMS operational scope is well defined, the government mapped JTMS requirements across the Plan, Order, Ship, Track and Pay, or POST-P framework with a focus on high level capability requirements while ensuring the JTMS scope addresses all classes of supply, with an end-to-end framework that supports origin to destination movement segments. Lastly, the JTMS will encompass 30 Lines of Operations. Each line of operation has been correlated to its associated functional area; CONUS Freight represents 25 lines of operation, Sealift 22, Airlift 18, and OCONUS Freight has 24 lines of operation. The next slide will decompose the functional areas to a more granular level of detail.

Next slide please.

CONUS Freight:

25 Lines of Operation 1,300 locations 12,000 users

HQ

ITO/TMO

Carriers Finance 1,100 commercial carriers 58,000 active tenders on file FAR based contracts

GHS

NGDS

DFTS

150+ IT systems Multiple EDI transactions/web services Cargo types

FAK

HAZMAT, TPS

Over-weight/over-dimensional Small parcel Truck load/less than truck load Less than plane load Passenger movement Modes Air Truck/Convoy/CULT Rail Barge Pipeline Non TWCF rates/rate structures Customer P2P processing

JTMS OPERATIONAL SCOPE – FUNCTIONAL AREAS “AS-IS” SCOPE

Airlift and Enabling Operations (Aerial Port):

18 Lines of Operation 236 locations 11,000 users

HQ

Carriers Port operators Finance 92 commercial carriers FAR based contracts Thule

CRAF

Combi Domestic charter 120+ IT systems Multiple EDI transactions/ web services Cargo types

HAZMAT, TPS

Outsized Oversized Passenger movement Modes Channel

SAAM

Contingency Exercise TWCF rates/rate structures

USTRANSCOM P2P and O2C

Sealift and Enabling Operations (Ocean Terminal):

22 Lines of Operation 145 locations 7,000 users

HQ

Direct bookers Carriers Ocean terminal Finance 125 commercial carriers FAR based contracts

USC

S&RTS

Multi-Modal Sealift services 120+ IT systems Multiple EDI transactions Cargo types

HAZMAT, TPS

Breakbulk Non-breakbulk Outsized Modes Liner Charter Organic TWCF rates/rate structures

USTRANCOM P2P and O2C

OCONUS Freight:

24 Lines of Operation 200 locations 6,000 users

HQ

ITO/TMO

Carriers Finance 600 commercial carriers FAR based contracts

MTCC

GHS

NGDS

120+ IT systems Multiple EDI transactions/web services Cargo types

FAK

HAZMAT/TPS

Over-Weight/over- dimensional Small parcel Truck load/less than truck load Less than plane load Passenger Movement Modes Air Truck/Convoy/CULT Rail Barge Non TWCF rates/rate structures

Acronyms:

CRAF – Civil Reserve Air Fleet CULT – Common User Land Transportation DFTS – Defense Freight Transportation Services EDI – Electronic Data Exchange FAK – Freight all Kinds FAR – Federal Acquisition Regulation GHS – Global Heavyweight Services HAZMAT – Hazardous Material HQ – Headquarters ITO – Installation Transportation Office MTCC – Mediterranean Transportation Contract Carriage NGDS – Next Generation Delivery Services O2C – Order to Cash P2P – Procure to Pay SAAM – Special Assignment Airlift Mission S&RTS- Stevedoring and Related Terminal Services TMO – Traffic Management Office TPS – Transportation Protective Services TWCF – Transportation Working Capital Fund USC – Universal Services Contract

This slide provides additional detail related to each of the functional areas from a current “as-is” perspective (insert new slide when system numbers are agreed too. The intent is to depict the operational scope and context to help illustrate the level of effort or complexity in relation to how the JDDE operates today. The JDDE operates 24/7, 365 impacting thousands of users and locations. This slide further defines the number of impacted commercial carriers or business partners, the number of high-level Federal Acquisition Regulation contracts, core information technology systems leveraged today, and electronic data exchange currently used with a view of cargo types, modes and the rates and rate structures on file. Each one of these areas can be further defined into a lower level as depicted in the JTMS’ current capability and functional requirements set that will support our acquisition and procurement strategies. As we configure and bring JTMS capabilities on-line and within each of these functional areas, there will be opportunities to integrate JDDE operations requiring a robust DOTMLPF-P solution set.

Tim Landvogt will take over now and present JTMS requirement capabilities and next steps.

Next slide please.

JTMS will be the enterprise solution for the JDDE to deliver optimized global force mobility while ensuring fully auditable transportation operations within the Transportation of Things (ToT)

JTMS SCOPE OF REQUIRED CAPABILITIES

Auditability FM Best Practices and Customer Resource Optimization Integrated Transportation and Financial Process Foundations of Business Reform

Good morning ladies and gentlemen. The purpose of this slide is to depict JTMS required capabilities through defined capability gaps framed across auditability, FM best practices and customer resource optimization. The integration of transportation and financial processes will enable the JDDE to reform transportation, close gaps that inhibit the achievement of auditability, and take advantage of the resources that will result in capacity to support other organizational priorities. From an operational perspective, the JDDE will be able to adopt a holistic approach to the fulfillment of deployment and distribution requirements, creating an integrated flow of cargo from “point of origin” to “point of need” enhancing overall in-transit visibility and analytical capabilities through standard data and reporting formats that are absent in today’s JDDE.

Next slide please.

JTMS OPERATIONAL SCOPE – REQUIREMENTS NEXT STEPS

Assess market research impacts on requirements Develop ITFR’s Validate requirements with Service Stakeholders and Governance Determine BPR fit/gap analysis impact on requirement maturation

The purpose of this slide is to depict a listing of requirement refinement activities the requirement owners will perform with high level planning dates. Our goal is to produce a final requirements document to support the BCAC Functional Requirements and Acquisition Planning phase at the ITFR level of detail and continue to mature requirements when and where necessary throughout the program lifecycle.

Clay Dillaplain will take over now and brief "As-Is" Architecture.

Next slide please.

Market Research & Industry Engagement (Spring 2023)

Refine Requirements Based on Industry Inputs (Summer 2023)

Refined Requirements Inform Business Process Reengineering (Fall 2023 – Spring 2024)

Solicitation

Questions

“As-Is” Architecture Mr. Clay Dillaplain, JTMS Acquisition Directorate

DEFINING THE “AS-IS” BUSINESS PROCESSES

Purpose: Capture the enterprise-level “as-is” distribution processes to increase overall Joint Deployment and Distribution Enterprise (JDDE) understanding and to assist JTMS impact assessment Current Scope: CONUS Freight CF has 24 Lines of Operation (LOO); categorized into 7 increments CF Increment 5: Convoy, Busses for Passengers, Commercial Rail (Cargo/Passenger), Yard/Node Planning & Management Requirement Strategic Airlift Increment 1: Mobility Air Forces Missions Future Scope: Strategic Sealift (Q3 FY23), OCONUS (TBD) Reason for Architecture:

Capture current JDDE operations with external partners in today’s environment Improve baseline understanding for JTMS business reform by identifying process, technical, and financial pain points and opportunities Focused on operational processes, information & data exchanges, and system utilization

- USTRANSCOM is receiving excellent support from five services and three DoD agencies (DCMA, DFAS, DLA) in capturing the “as-is” distribution processes improving understanding and shared knowledge across the JDDE

- We are nearly complete with interviews covering the fourth increment of work covering 7 Lines of Operation (LOOs) DFAS remains

- USTRANSCOM is looking to understand your processes, information and data needs, the systems you rely on, financial implications and the difficulties you see in your own processes so we can appropriately address your concerns as we move forward with our business reform efforts

- We hope you are finding value in these sessions, and we know some are taking these processes to support your own reform efforts (NAVY BPR, Enterprise Business Systems – Convergence (EBS-C))

CONUS FREIGHT STATUS (THRU INC 4)

8 Services & Agencies interviewed

USA, USAF, USCG, USMC, USN, DCMA, DFAS, DLA

325+ Logistics, Financial, and Headquarters participants 22 LOOs documented within 215 process maps

150+ systems confirmed used

Carrier Function, Deployment, Inbound Terminating Fr.

Inbound Freight Outbound Freight Rail Rate Management Supporting HQ Third Party Payment Commercial Line Haul Hazardous Material Transportation Protective Shipments (TPS) Cargo Shipment Tracking (ITV) Adjust Funds Obligation Disposition Services Funds Verification and Use Authorization (FVUA) Manage Transportation Account Code (TAC) Order to Cash Commercial Air Cargo (includes Global Heavyweight Shipment) Customs Clearance Support Small Parcel (includes Next Generation Delivery Service) Advanced Traceability and Control (ATAC) F-35 Supply Air Pallet Mgt Cargo Yard Mgt Container Mgt Freight Consolidation & Forwarding Ops In-transit Facility Warehouse Mgt Trailer Transfer Ops Rail Terminal Ops

- Since May 2021 we have been engaged with SMEs from the unit/base to Service/Agency HQ levels and have covered 15 LOOS

- This slide shows the breakdown of what we covered with your SMEs through the third increment

- We originally started interviews with Transportation functionals and quickly realized we were missing much need inputs from our financial teammates so we added an additional increment to review the first two increments -- During the Financial review we added a few LOOs supporting our financial partners -- We also added/discovered two Service requested processes (ATAC for the USN and F-35 Supply with the USN, USAF, and DLA)

CONUS FREIGHT FINDINGS & OBSERVATIONS (THRU INC 4)

Total Findings to be addressed in Business Reform Efforts moving forward (1123) Number of Pain Point Findings: 407 Number of Pain Point Related Findings: 91

Consistent Observations across All Increments Large number of systems performing same/similar cargo processing activities Extensive localisms (worksheets, inventory accounting, reporting, etc.)

Repeated Swivel Chair & Manual Processes Proof and Level of Service/Delivery Issues Inability to validate funds availability Lack of visibility and cost transparency Many more…

14 14 337 29 24 11 267 5 15

BR

D

FN

G

GV

M

OP

SP

TR

PP

- Your SMEs have done an excellent job of explaining how you complete the mission

- As we work through our discussions, your SMEs have identified many different types of interest items such as:

-- areas where transportation activities drive financial activities and vice versa -- systems assisting them in their duties -- areas where the processes do not match guidance -- pain points and place where improvements are needed -- differing definitions of proof of services and delivery by Service

EA MODELING METHODOLOGY

Level 2 architecture

UNCLASSIFIED

ENTERPRISE ARCHITECTURE

CONUS Freight ITO/TMO/Supporting Functions Commercial Line Haul, Hazmat, Transportation Protective Services, Cargo Shipment Tracking (Domestic/International) Small Parcel/Next Generation Delivery Services, Global Heavyweight, Commercial Air Cargo, Customs Clearance Support Warehouse, Cargo Yard, Container/Air pallet Mgt, Freight Consolidation, Trailer Transfer, Rail Terminal operations Convoy, Busses for Passengers, Commercial Rail (Cargo/Passenger) Asset-based Fleet Mgt, DoD Organic Assets, AMC Organic Air (Cargo/PAX) Inland Waterways (Cargo), Coastal Waterways (Cargo), Bulk Fuels, Commercial Air (Passenger)

CURRENT ENTERPRISE ARCHITECTURE EFFORTS

Strategic Airlift MAF Msn EA artifacts Aerial Terminal Operations Passenger Operations Air Pallet Mgt, Cargo Yard Ops Mgt, Container Mgt, Freight Consolidation/Forwarding Ops, In-transit Facility Warehouse, Trailer Transfer Busses for Passengers, Cargo Shipment Tracking, Customs Clearance Support, Hazmat, Transportation Protective Services ITO/TMO/Supporting Functions

FUTURE ENTERPRISE ARCHITECTURE EFFORTS

Strategic Sealift Inland Waterways (Rivers) for Cargo Inland waterway (IWW), Commercial Ocean Vessels for Cargo (container and breakbulk cargo), Commercial multi-modal operations DoD owned organic assets (refers to Department of Defense, theater, or tactical-owned assets (truck, plane, barge), Military Sealift Command Organic Ocean Vessels for Cargo (asset-based) Container and air pallet management, Ocean Terminal operations (cargo yard operations and stevedore related services) ITO/TMO/Supporting Functions

FUTURE ENTERPRISE ARCHITECTURE EFFORTS

OCONUS Freight ITO/TMO/Supporting Functions Inland Waterways (Cargo), Support Theater Distribution (Army theater distribution consists of organizations and processes for providing materiel to Army forces, other Services, and multinational partners across a theater of operation) Commercial Air Cargo (Global Heavyweight Services), Small Parcel (Next Generation Delivery Services), Customs Clearance Support Warehouse, Cargo Yard, Container Mgt, Air Pallet Mgt, Freight Consolidation, Trailer Transfer, Rail Terminal operations Convoy, Busses for Passengers, Commercial Rail (Cargo/Passenger) In-Transit Facility Warehouse, Cargo Yard, Container Mgt, Air pallet Mgt, Freight Consolidation, Trailer Transfer, Rail Terminal operations Asset-based Fleet Mgt, *DoD owned organic assets (refers to Department of Defense, theater, or tactical-owned assets (truck, plane, barge)

System Engineering Mr. Randall Jung, JTMS Acquisition Directorate

OVERVIEW

Topics covered today will set the stage for the Government’s goals, but are focused more on “the art of the possible” than known features needed for implementing a JTMS Integration/Migration of Legacy Systems

Goal: Inform Requirements Functional Requirements capture what they want the system to do and whether it can Technical requirements focus on HOW the integrator proposes to accomplish a task and whether the proposal is a good fit for the DoD

Need to understand when a request for capability is generic (i.e., when it’s a common function of a platform) or when it would require significant customization Understanding how something is done helps to inform whether it should become a system requirement Increases effectiveness of operations by allowing PMO to better choose sequence of actions

METHODOLOGY

Current State – No method to the madness, many systems all running independently Future State – “Thought-out” system that has clear purposes for each section and the ability to flexibly integrate new needs Understand whether a single product (product family) will meet needs or if a suite of tools can be leveraged for a more complete solution overall

Reduce and/or manage overall complexity, implementing in an intuitive way that makes it easy to understand how pieces work together, and components are added

Methodology Considerations

One ERP or Multiple Third-Party Tools Cloud Hosting Options Premise Requirements

Determine the ideal balance of SaaS, PaaS, IaaS, and on-premise capabilities

DATA - STORAGE

Current State – Disparate Systems hold segments of transaction data, no central point to access everything Future State – The capacity to store, organize, and access an unlimited quantity of structured / unstructured data Become/Facilitate the Single Source of Truth for the transportation enterprise

Conceptualize integration with existing data warehouses and/or systems, reusing existing schemas or employing standardized exchange schemas and mechanisms

Determine Data storage solution that makes the right data available for users in all scenarios including disconnected operations

Data Storage

Database type Database hosted by ERP or independent Preservation of data for third-party use Backup and retention requirements Tiers of data for performance Access control

DATA - QUALITY

Current State – Different systems’ validation rules (or lack thereof) lead to poor aggregate information Future State – System validates, rejects and/or repairs to create a consistent quality across records Apply Master Data Management to manage data types and values consistently across the enterprise

Implement methods to identify issues with data quality

Whenever possible, automatically repair bad data inputs

Prompt for manual intervention, when necessary, to user or data manager

Data Quality

Algorithmic Manipulation Machine Learning Artificial Intelligence External/Public information Ingest Error Reporting

CONNECTIVITY AND ACCESSIBILITY

Current State – Each system hosted according to its own program requirements Future State – JTMS accessible from virtually any device, whether online or offline Apply a “Cloud-First” policy toward data and applications while providing methods for internet-free or network-free operations

Define Disconnected-Ops for the modern enterprise – what capabilities does a user retain and what do they lose

Identify a solution fieldable on both NIPR and SIPR environments

Implement or leverage an approved Cross Domain Solution, maintain capability to pass datasets bidirectionally

Connectivity

Availability Commercial access Fault-tolerance Attack resistance

USERS AND IDENTITIES

Current State – Each systems’ user access defined and managed by its own rules and processes Future State – Common platform incorporating modern access methodologies internally and to external apps Integrate with all relevant Identity Management Solutions, determining whether the JTMS must have its own

Identify methods for “Public access” to support entities that don’t have the ability to obtain a DoD certificate (including foreign nationals)

Consider key elements of an Attribute-based Access Control strategy that will allow granular control without crippling ease-of-use

Identity

Zero Trust

SSO

SAML

ABAC

PKI

Two-Factor Identity Provider

INTEGRATION

Current State – A decentralized set of capabilities, each integrating with others according to a non-uniform ruleset Future State – JTMS becomes the “System Hub” facilitates, standardizes and enhances integration between new and legacy apps Understand the capability to use a suite of products to achieve a single integrated solution/platform

Within each product, understand ability to leverage built-in capabilities vs customized implementations

Conceptualize integration with existing systems, both “connection to” and “replacement” scenarios

Identify noteworthy or unique challenges created by the functional requirements

Integration

Direct access vs. API REST vs SOAP Webhooks

TESTING

Current State – Each system patched, updated, and tested according to Program processes Future State – Integrated test coordination and execution increases uptime and enables new-feature rollout Understand scope of testing required by acquisition model and for system accreditation and associated timelines

Periodically conduct performance testing to validate User experience and identify problems

Develop plan for testing the functionality of new capabilities as fielded

Identify method to conduct user acceptance testing that results in maximum customer buy-in

Testing

Dedicated Development and testing environments Acquisition Compliance Fit for use Fit for purpose

SECURITY AND ACCREDITATION

Current State – Each system accredited in a “silo” creating huge workload for owners and a large attack surface Future State – Each application replaced by JTMS reduces both the volume of accreditations being done and the number of systems being monitored Plan for the requirement for DoD accreditation process, identifying balance between approved technologies and new products with necessary features

Confirm applications’ compatibility with compute resources deployed using DoD baselines / security tools / monitoring agents

Determine best courses of action to obtain Cybersecurity Services, whether provided by contract or larger USTRANSCOM / DoD

Security

DoD Security ecosystem compatibility Data Encryption Key management Splunk/Elastic, new vs. existing Gap Analysis

USER EXPERIENCE

Current State – Separate systems makes it difficult or impossible to easily get the information needed, lack of modern device support precludes access Future State – Data goes in from any applicable device and is presented to user Google-like speeds Consider methods of “presenting” the JTMS to users, identify ways to make this as consistent and user-friendly as possible

Whether a user has a USB-barcode reader, an iPhone, or any other device, create a system that is accessible so that tasks can be accomplished efficiently

Ensure system capacity does not hamper user experience, especially when running complex analytics or pivoting from cloud to premise

UX

Mobile App vs web-client Kiosk/Scanner/IOT Database replication System sizing Cost efficacy for compute UX Monitoring

OPERATIONS

Current State – Operational picture developed by aggregating relevant systems’ data; customer support through many entities Future State – Most operations supported by a single front-end system; customer support centralized Understand how a user can have the necessary capability produce desired analytics / reports / dashboards.

Plan for access by Leaders and Operators, identify methods of collaborating between users with different skill level

Customer Support – From the call-center to manufacturer engineering tiers, strategize for where specific employee groups “sit” and who they work for (Gov’t vs CTR vs SaaS support)

Operations

In-house Employees?

Tier 1 – 4 support Auditability Report Automation Access / Support for infrequent users

MANAGEMENT

Current State – Separate systems without common operating picture don’t necessarily implement changes adding value to all Future State – Standardized process enables great value for customer Scope system support to understand what it will take to keep a JTMS running successfully in perpetuity both from a technical and human capitol perspective

Identify the need for formal processes, including Change Management and Requirements Management, that need built-in capability to track and utilize

Management

System Lifecycles Tech refreshes ITIL v4 Agile vs Traditional

DOCUMENTATION

Current State – No standard documentation tracks the process across systems Future State – The opportunity to “start fresh” enables a consistent and comprehensive document set for configuration, operations, training and more Maintenance of comprehensive As-Built documentation, both high level and technical Determine method to provide inputs for required architectural reference products Plan for internal operations and management processes to “feed” the training activity, ensuring training materials has up-to-date operational view

Documentation

DoDAF Framework Intellectual property Custom code Configuration files

BREAK

Business Process Reengineering Mr. Steve Hendren, JTMS Operations Directorate

The government must avoid the BPR pitfalls other programs have made Research indicates without a well-executed BPR program the following occurs:

Technology is misaligned with the logistics strategy TMS technology is built on poor transportation processes Scope Creep due to insufficient project preparation Leads to poor organizational change management Initial implementation will be challenging; end-users decide not to fully adopt With many companies starting a new technology project with enthusiasm and success in the first 6 to 12 months, results begin to stall due to a lack continuous improvement due to inadequate BPR Our Goal:

Facilitate “best practice” BPR concepts enabling optimized JTMS implementation Attain effective and efficient processes providing value added outcomes to stakeholders

INDUSTRY DAY JTMS BPR – SCOPE

The purpose of this slide is to depict the BPR scope. The government must avoid the barriers and pitfalls which other programs have experienced. Our government team has spoken with numerous enterprise leaders on their views and thoughts on the importance of BPR to successfully implement and adopt ERP’s and TMS’ in their organizations. In addition, Gartner and DAU inputs and thoughts reveal that the lack of a well-executed BPR program is a barrier to implementation and guaranteed failure. To-that-end, we understand that BPR is important, and we are taking action to fill any gaps that would prevent forward progress and promote successful JTMS implementation. To get there, our goal is to obtain an experienced and highly qualified BPR contractor to support and implement the objectives stated on the next slide.

Next slide please.

Objectives:

Conduct “As-Is” analysis of existing JDDA architecture to the greatest extent possible Utilize agnostic TMS process capabilities for baseline of high-level business process design based on best of breed and/or industry best practices in COTS solutions Document/illustrate pain points, gaps, etc. and/or process improvement opportunities Identify, document, and illustrate significant process change requirements between the “As-Is” and “To-Be” Identify, document, and illustrate high level to-be processes, KPIs and analysis criteria Create a collaborative environment with the JPO, SMEs and contract support to reach effective/efficient outcomes Produce outcomes/deliverables that support long term detailed business process design/modelling and implementation strategies Identify and document knowledge baseline/transfer throughout the JTMS program lifecycle

INDUSTRY DAY JTMS BPR – OBJECTIVES

The purpose of this slide is to depict our BPR objectives that are specific to utilizing “As-Is” analysis that will be used by a BPR support contractor to baseline and shape “To-Be” high level processes to produce meaningful outcomes, such as illustration of pain point, gaps, process improvement opportunities, and use of this information to transfer throughout the program life cycle.

Organizational Change Management (OCM) Ms. Kathy Miller, JTMS Acquisition Directorate

Strategic - Senior Leadership Tactical - Mid-Level Operational – Boots on the Ground

Cycle

Shortened

Dashboards

Decision Improved Planning and decision making in use of resources Auditability and control of resources (money & transportation Assets)

Cloud

Simplified execution and oversight of resources

Transportation Management Advisory Council VISION: A fielded Joint Deployment and Distribution Enterprise solution, which integrates end-to-end transportation and financial processes to achieve auditability, transparency, and optimized resource allocation providing warfighter competitive advantage.

COP

JDDE

Large scale non-standard manual processes Movement Details Integrated view Forced balance adjustments Transform

Reliance on historical costs as bases for current year obligations Forced balance adjustments Lack of cost transparency for cargo movement Validation of funds availability Large scale non-standard manual processes

JTMS AS A BUSINESS REFORM INITATIVE

Tactical – Mid Level Leaders

UNCLASSIFIED

Slide Updated 8 Feb 23

Identify who is impacted Current state granular information, i.e., location, name, contact info Action Plans Addresses engagements (with whom, when), sponsors, coaching, resistance Focused on individual transition by building trust to attain buy-in Integrated with Project Plan What are the impacts?

Basis for OCM, training, system roles & access Understand stakeholders needs Enterprise Organizational Change Management (OCM) for project success Provides OCM vision, goals and supporting objectives and activities Doesn’t provide specifics on the how things will be done Informed by Ready, Willing and Able assessment, lessons learned, scope, risk, and best practices Measure OCM effectiveness Measure buy-in Improve OCM processes Inform leadership on stakeholder readiness

TRANSITIONING STAKEHOLDERS THROUGH CHANGE

Individual Transition

OCM Strategy

Stakeholder Assessment

Stakeholder Identification Mapping

OCM Plan

Metrics

OCM ACTIONS TAKEN AND UNDERWAY

JTMS Market Research & Industry Engagement Ms. JaneAnne Holten, JTMS Acquisition Directorate

Input on Draft Requirements Documents (Performance Work Statement, System Specification Document, OCM Strategy)

- Responses due 10 February 2023 Request for Information – Capability Matrix

- Responses due 22 February 2023 Request for Information – BPR and OCM effort

- Anticipated for release 13 February 2023 with responses due 28 February 2023 Request for Information – Acquisition Considerations

- Anticipated for release 22 February 2023 Request for Information – Implementation Strategy Considerations

- Anticipated for release 14 March 2023

SAM.gov ID – TRANSCOM23D009 (https://sam.gov/opp/872527ac6d9446a1a2227cdd8c9defc6/view)–

INDUSTRY ENGAGEMENT OPPORTUNITIES

Reverse Industry Day 08 – 10 March 2023 in McLean, Virginia

- Registration is required. Instructions will be provided on SAM.gov

- The audience will be comprised of Government attendees from across the JDDE

- Guidelines for industry presentation will be provided to SAM.gov

- To ensure maximum participation at the event, industry should present/participate with their planned partners/subcontractors

SAM.gov ID – TRANSCOM23D009 (https://sam.gov/opp/872527ac6d9446a1a2227cdd8c9defc6/view)

REVERSE INDUSTRY DAY

Questions/Comments? Please send your email to:

transcom.scott.tcaq.mbx.jtms@mail.mil or transcom.scott.tcaq.mbx.jtms-pm@mail.mil

SAM.gov is the official source where information pertaining to the JTMS acquisition will be provided.

First draft of the solicitation anticipated FY23, Q3.

CLOSING COMMENTS

QUESTIONS

Together, we deliver.

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