Affordability in the International Environment _ Canada

Col Bernard Poulin March 28, 2012

Vision: Enable a global Defence supply chain that is agile, sustainable,

reliable, and interoperable with allies and industry to increase

operational excellence.

•Agility: the ability to respond to external influences and adjust to

business requirements in a timely manner;

•Sustainable: affordable, meeting current business needs while

building future capability;

•Reliable: ensuring predictability of the outcome of a process (e.g. on

time, right quantity, right quality, compliance with policy and law)

•Interoperable: ability to work in an extended supply chain context with

greater efficiency and effectiveness

Mission: To establish the conditions within which the Defence Global

Supply Chain Vision can be achieved while remaining compliant with

government of Canada policies and legislation.

DGMSSC Vision & Mission

Canadian

Forces

Consumer

DND

Customer,

Banker

DGMSSC

MA&S

Supply Chain

Management

Policy

Coordination &

Integration

Reportability Accountability Auditability Traceability

Training &

Professionalization

Process

Modernization &

Optimization

Strategic

MA&S Services

(BI, Disposal, etc)

Enterprise

Capabilities &

Requirements

Supply Chain

Transformation

Special Projects

(eg AFSP, EIE,AIT…)

Quality

Assurance

Materiel

Accountability

Program

Central Agency

Relationship

Management

Visibility Deployability Capability Sustainability

DGMSSC Value Proposition

Req’ts Mgt &

Solution

Implementation

I

nternational

Collaboration

(JSCF)

Program Modernization Materiel Acquisition & Support (MA&S) 2012-2016 Priorities:

– Support to Operations

– Deliver on the Supply Chain MA&S Vision

– Program Renewal

– Support the delivery of Defence cost reductions

– Strengthen the Team

DGMSSC Program Priorities

– Institutionalize the MA&S policy and training solution

– Increase collaboration with allies in support of MA&S vision

– Deliver critical business programs such as: disposal, inventory management, business intelligence, automated identification technology, fuels and lubricants, Electronic Information Exchange, In Service Support Contracting Framework…

– Lead the business engagement in MASIS V (SAP ERP) delivery and plan stream 2 functional migration

Departmental Transformation Alignment

Business Architecture

Governance“What are the leadership and organisational

decision making structures?”

Policy Portfolio“What is the management approach, direction

and controls for achieving departmental results and ensuring compliance?”

Processes & SOPs

“What do we do & how?”

Information / Intelligence“What do we need to know?”

Resources“What resources are needed / available?”

Program“What is our mandate?”

Services & Products

“What do we deliver and what is our

delivery model?”

Guide Strategic

Programme Management

and & Governance

Framework

Phased / Integrated Business Transformation

Governance“Stakeholder engagement, decision gates and

executive intervention”

Preparation

Go Live

Education & Training“All Levels”

Procure & Build

Integrated Testing & Repair

Simulation / Mock Go-Live

Adjust / Refine

Me

tric

s &

Re

adin

ess

Gat

es

Data Cleansing / Conversion

Management“Program & Project”

Business Continuity

Support

Go Live Communication

Performance Tuning &

Reporting

Acceptance Gates

Policy Analysis/Integration & Future State Process

Design

Business Continuity Scenario Design

Align Integrated

Corporate Force

Structures & Manage

Corporate Resource Plans

Execute Defence Services

Programme Coordination

Provide Internal

Integrated Business

Services

MA&S transformation assumes that a Departmental Management Framework exists and also recognizes that the organization does not stand still while transformation is in progress.

There is a need to continually engage stakeholders to ensure alignment with the departmental management framework, practices and methods and to adjust to changes in departmental direction and priorities.

The governance processes include the checks and balances to ensure alignment and readiness and to synchronize the activities required to implement and institutionalize change.

PASOLS

NATIONS

NATO

NATIONS

PASOLS QLF

ABCA

LOGWAR

NATO

Bi-laterals

MIC

Multi Fora Crosswalk

Socialization of Intl Sp Interests

PASOLS

NATIONS

NATO

NATIONS

PASOLS QLF/J

SCF ABCA

NATO

MIC

Multi Fora Crosswalk

One way – through other foras

ASIC

Bilats

Operations Logistics Chain Management

Collective Responsibility for Logistics is not

consistently implemented.

Inadequate collaborative planning

Inadequate coordination, synchronization and

control of logistic chains.

Existing tools are not used adequately.

Lack of interoperability amongst the numerous

technical systems.

To provide NATO and the nations a Framework to improve logistic

collaborative planning and coordination in order to make more efficient

use of logistics resources and provide the NATO commander and the

nations with effective logistics support.

OLCM - PROBLEM STATEMENT:

OLCM - AIM:

Defence

Strategic Outcomes

Program Activity Architecture (PAA)

Real

Property

Civ Pers Mil Pers Finance Materiel IM

IT Infra S&T Policy Media &

Comms

Security

Environment

DSP

Corp Svcs

Corporate Integrating Framework

Defence Business Management Program (DBMP)

ADM(Mat)

ADM(IE)

ADM(IM)

ADM(HR

Civ)

CMS

CLS

CAS

CMP

CEFCOM

JAG

CANOSCOM

CANCOM

CANSOFCOM

VCDS

SJS

ADM(Pol)

ADM(FinCS)

ADM(S&T)

Ombuds

man NSS

CRS

CSE

CMJ

ADM(PA)

ECS / Level 1

Military/Ops/Intelligence Corporate Portfolio

Integrate Policies, Processes, and Systems

Critical Challenges

• Complexity: changes happening across the department and CF, end-to-end SC dependencies, inter-departmental dynamics, international dependencies, unpredictability of demand, etc….;

• Tempo and resource availability;

• Operational primacy;

• Back office rust out;

• Systems rust out;

• Historical failure to transform;

• Dramatic cuts expected.

Way Ahead

• Corporate Business Management Function being stood up under the VCDS

• Departmental Enterprise Resource Planning systems implementation underway with MA&S in the lead

• Defence Force Structure Review completed

• Defence cuts

• Increased program discipline and reportability

Thank You!