Abu Dhabi Defense LogisticsConference January 21-23, 2008

Ms Shaikha Al Hashem

GLF Executive & Research Assistant

Prof Philbert Suresh

GUST Logistics Forum – Kuwait

www.gust.edu.kw/glf

“Call Me Trimtab”Buckminister Fuller

Architect of Geodesic Domes and Author of Spaceship Earth

• A large ship goes by, and then comes the rudder.

• On the edge of the rudder is a miniature rudder called a trim-tab. Moving the trim-tab builds low pressure that turns the rudder that steers the gigantic ship with almost no effort.

• One individual could be a trim-tab, making a major difference and in Defense Logistics Conference – this trim tab of 2003 was ECSSR (War Time)and in 2008 it is IQPC (Peace Time)represented by Mr. Hugh James and his dynamic team in Dubai. Let us congratulate them now.

Trim Tab in a Aircraft

F/A 18 Hornet

Resource Management, Asset Visibility,Training & Deployment

• Focused Logistics – Redefined by Technology Today

• Transformation in Defense Leadership Lessons from Business and Industry

• Total Asset Visibility

• Identifying Black-holes in Defense Supply Chain

• Joint Defense Logistics Command in the Gulf Region – SAH Kuwaiti Perspective

• PISCES – A Tool for effective Naval Personnel Management

• Summary of GLF – Initiatives and Professional Activities for Armed Forces in the GCC States

Focused Defense Logistics

“Focused Logistics" is the capstone logistics concept of the Joint Chiefs of Staff.

The goal is to exploit information technology, business process reengineering, and new transportation technologies to ensure delivery of the right materiel and forces at the right place at the right time.

Four Trends of Focused Logistics

• Deployment

timeframes are

becoming more

ambitious

• The importance of

peacetime

transportation business

is declining

• Defense and

commercial supply

chains are becoming

more integrated

• Sensitivity to some

safety and security

issues is increasing

Focused Logistics

Defence Logistics in Kuwait

• Defense Logistics Agency Central Command (DLA-C) is the Defense Logistics Agency's focal point for issues in the U.S. Central Command (USCENTCOM) area of responsibility (AOR).

• DLA-C provides the single face to the combatant commander, integrating DLA support throughout the CENTCOM AOR for logistical solutions with assistance from the DLA field activities within the CONUS. DLA-C HQ is located at MacDill AFB, Florida. DLA-C has three DCSTs working alongside deployed forces in Iraq, Kuwait, and Afghanistan.

• DLA-C also has WSRs located in Bahrain, Qatar and Kuwait.

• Other DLA activities in the USCENTCOM AOR include: Defense Reutilization and Marketing Service International; Defense Energy Supply Center-Middle East; Defense Distribution Center Depot Kuwait; and Defense Distribution Center Map Support Office Bahrain.

• Commander, DLA Contingency Support Team -Kuwait

– Camp ArifjanDSN: 318-430-5454COMM: 965-389-5454

DLA• The Defense Logistics Agency (DLA) is a U.S. Department of Defense (DoD) agency. The DLA Director reports to the Under Secretary of Defense for Acquisition, Technology and Logistics through the Deputy Under Secretary of Defense (Logistics and Materiel Readiness).

• \DLA provides worldwide logistics support for the missions of the military departments and the unified combatant commands under conditions of peace and war.

• It also provides logistics support to other DoD components and certain federal agencies, foreign governments, international organizations, and others as authorized.

Rising Average Age of US Aircraft

“Machines Don’t Fight

Wars, People Do, and They

Use Their Minds!”

Col. John Boyd

US Army

“Machines Don’t Fight

Wars, People Do, and They

Use Their Minds!”

Col. John Boyd

US Army

History of Military Logistics

• From Hammurabi, the King of Babylon in 4th

century BC to General Tommy Franks of today

in 2003– it was logistics in different dimensions.

• Resolve the Fundamental Conflict of Efficiency

vs Effectiveness of Logistics Leadership

Create and Sustain Individual Experience & Unit Excellence

… While …

Allowing Individuals to Influence Their Own Careers

Create and Sustain Individual Experience & Unit Excellence

… While …

Allowing Individuals to Influence Their Own Careers

Who is a Leader?

• A leader is a person who has responsibilities, and people reporting to him; he is part of the decision-making team that sets out the direction of the organization or a commanding unit.

True Leadership!

• By saving "leadership"

for the managers or

commanders, what

message are we sending

to the rest of the

individuals in the

organization or unit?

“The nation had the lion’s heart.

I had the luck to give the roar”

WINSTON CHURCHILL

You aren't a leader.

You don't have to be responsible.

You don't have to make decisions.

21st Century Leadership

The 21st century army or business

organization success depends not

only at the top of the hierarchy,

with a capital L, but also in more

modest sense (l) throughout the

enterprise.

Leadership Traits

•take responsibility for themselves

•make decisions

•communicate well

•are passionate

•care about others

•influence people around them, consciously or unconsciously

•do what needs to be done, even if it's not their "job"

•are honest

•are open

•have a positive attitude

Transformation

• Stephen R Covey states,”

I am personally

convinced that one

person can be a change

catalyst, a “transformer”

in any situation, any

organization.”

Such an individual is yeast that can leaven an entire loaf. It requires vision,initiative,

patience, respect, persistence,

courage and faith to be a Transforming Leader.

Transformational Leadership

• Make a difference as transformational leader vis-à-vis the transactional leadership.

Transformational Leadership

TL is systematic, consisting of purposeful and organized search for changes, systematic analysis and the capacity to move resources from areas of lesser to greater productivity.

Where are today’s & tomorrow’s Transformational Leaders?

• You could find them in your homes, classrooms, workplaces, mosques, clubs etc Wherever there is human interaction, there is an opportunity for transformational leadership.

• Transformational leadership can be learnt. It can produce that extra effort within the group – at the top and at the bottom level – for that charisma, inspiration, intellectual stimulation and individualized consideration.

Transformational Leaders of Today & Yesterday

HH Zayed bin Sultan Al Nahayan

Mahatma Gandhi

Winston Churchill

Ernst Rommel – the Desert Fox

Napoleon Bonaparte

Lee Iacocca, Chyrsler

Ross Perot, EDS

Ted Turner, Turner Broadcasting System ( CNN)

Roberto Goizueta, Coca Cola

Roger Smith, General Motors

All these transformational leaders shared 4 common

traits: Charisma + Inspiration+ Intellectual Stimulation

and Individual Consideration

Distinctions Between Manager and Leader or the Officer and the Unit Commander

• The Manager administers; the leader innovates.

• The manager is a copy; the leader is an original.

• The manager maintains; the leader develops.

• The manager accepts reality; the leader investigates.

• The manager focuses on systems and structure; the

leader focuses on people.

• The manager relies on control; the leader inspires trust.

• The manager has a short-range view; the leader has a

long range perspective.

Military Restructuring & Reorganization

A Case of US Army under Defense Officers Personnel

Management Act -DOPMA

•Change Military Administration DOPMA:

–Replace “Up-or-Out” with “Up-or-Stay”

•Allow Officers to decide whether they want to get promoted or stay at current grade (CPT- Above)

–Reduce the Size of the Officer Corps at the Middle and Upper Grades

•From 14.3 percent to 5 percent of force over 10 years

–Tailor DOPMA to Fit the Specific Cultural Needs of Each Service

–Replace the “All or Nothing” Retirement System with a “Vest at 10+, Collect at 55” System.

Military Restructuring & ReorganizationA Case of US Army (contd)

•Design the Force Structure around a “Regimental” System (for cohesion):

–Flatten the organization, eliminating many headquarters above the brigade

–Integrate reserve and active components into each regiment

•Empower a Bottom-Up Approach to Leadership and Doctrine Development

•Change the Personnel Management System:

–Accessions and Entry

–Education–Decentralize Management and Promotion Policies

The Problems?The Problems?

We do not have a good understanding of:

• Culture (Command Climates/Environments, etc…)

• Cohesion-What causes it e.g., tough tours bond!

• Measures—How to Measure things like Military

Environment in a non-threatening way

We preach decentralization and trust, but in reality—in our

drive for efficiency -- we practice centralization, undercutting

trust

Theme:

Promote Individual Growth

… WITHIN …

The Context of Unit Excellence

Promote Individual Growth

… WITHIN …

The Context of Unit Excellence

• We have an understanding of the:

– Fundamentals

– Examine the History of the Army Personnel System

– Compare with Other Personnel Systems

• Now We Organize for Military Excellence

– The Evolution of Warfare: The U.S. Army is Stuck in the Second Generation

– Implications on the Personnel System: A Changing World

– Overview of Current System: “Tangible and Intangible Mismatch”

– The Changes: “Revolutionary Thoughts: Parallel Evolution”

Overview

It is a Way of Thinking That Focuses on the Enemy.

Main

Effort

Surfaces

& Gaps

Mission

Tactics

Commander’s

Intent

Fluidity &

Harmony of

Efforts

Large Reserve

Quick Decisions

Multiple Thrusts

Combined Arms

Cmdrs Fwd

Recon-Pull

A Common Outlook for Speeding Up & Harmonizing the Differing Tempos & Rhythms

of the Observation - Orientation - Decision - Action Cycles (OODA Loops) at

Each Level of Organization, W/O Establishing Rigid Uniformity.

A Common Outlook for Speeding Up & Harmonizing the Differing Tempos & Rhythms

of the Observation - Orientation - Decision - Action Cycles (OODA Loops) at

Each Level of Organization, W/O Establishing Rigid Uniformity.

The Culture Must be Redesigned

to execute Maneuver Doctrine:

First: A New Doctrine for Future WarfareFocuses The Personnel System

First: A New Doctrine for Future WarfareFocuses The Personnel System

Operations/doctrine

must drive the

personnel

system--

not vice

versa!

Conflicts: short tours,

statistical measures for

readiness, IR units,

large overhead,

centralization

zero-defects

Critical to

TRUST

• How does the Army ensure that someone is staying is competent?

• Natural dynamic--people know each other, saying their friend can no longer stay in a certain position is hard.

• Annual force-on-force competitions evaluated made by outsidepersonnel.

• Must identify people who lose and screw up, and those who win (culturally difficult for U.S.).

• Once the new culture is established, must allow CGs the latitude to deviate from the original practices (including the use of money).

• Must enforce shared standards of unit performance, which then forms a unit-based value set (instead of artificial quotas set by race and gender)=trust.

Final ThoughtsFinal Thoughts

Proposed System Builds Leaders and Units Ready for Future Combat:

“Psychological readiness for combat is comprised of five dimensions: horizontal cohesion, vertical cohesion, individual morale, confidence in group combat capability, and confidence in leaders.”

… As A Result …

“… also reported that highly cohesive units, with strong horizontal and vertical bonding and strong unit self confidence, experienced minimal numbers of combat stress casualties as well as maximum possibilities for reconstitution of units after battle.”

WAIR Lessons Learned to Date 1987

Proposed System Builds Leaders and Units Ready for Future Combat:

“Psychological readiness for combat is comprised of five dimensions: horizontal cohesion, vertical cohesion, individual morale, confidence in group combat capability, and confidence in leaders.”

… As A Result …

“… also reported that highly cohesive units, with strong horizontal and vertical bonding and strong unit self confidence, experienced minimal numbers of combat stress casualties as well as maximum possibilities for reconstitution of units after battle.”

WAIR Lessons Learned to Date 1987

While transportation ha

often been referred to

as the "black hole" in

the supply chain,

a recent article in eWeek

pointed out

a micro version of this phenomena.

The "black hole" refers to the

lack of product visibility

between known transaction

points -- say,

a distributor's shipping dock

and an ordnance depot

receiving dock

Depots that allow purchase online

and pick up at the store don't really

know exactly how many of a

particular item is actually available

for use by different units .

While the system may show two

of a particular

item in stock (and allow

online purchase of it), in-store

consuming units may

have taken them from the shelves

but not yet gotten to check-out

PISCES Operational Objectives 1

• Develop selection, classification, and

assessment instruments

– Appropriate for individuals across the Total

Force

– Useful across entire Career

– That inform team configuration and

assignments

PISCES

Operational Objectives 2 & 3

• Integrated assessments which maximize

information and minimizes response burden

– Incorporates demographic, trait measures,

knowledge, training, attitudes, opinions and

interior

• Develop simulations that predict outcomes

of policy changes on subgroup behaviour

PISCES Technical Objective:

Individual Assessments • Develop an integrated individual assessment system

• Combining selection and classification measures, attitude and

opinion assessments, training and education indices, with

behavioural outcomes

• Extend assessments to Total Force and across a career

• Develop a taxonomy of the relationships between classes of

assessments and behavioural outcomes

• Develop data collection tools to effectively and efficiently

describe the Total Force

– Integrated algorithms to optimally sample sectors of Total

Force

– Ensures adequate coverage of the multivariate space to

support modeling and simulation of the force

PISCES Technical Objective:

Team Assessments • Develop slection tools that foster the assignment of

individuals to teams to maximize team performance ( or

minimize disruption)

• Develop a taxonomy for Navy teams

• Develop team competency measures that are tested,

validated, and incorporated in an experimental

simulation environment

• Develop realistic team simulator that assesses

performance in significant classes of team

configurations ,e.g. static, dynamic and virtual

(spatially separate) teams.

Total Force Readiness:

Empowering to the Edge 1• Capability Gap Addressed – Sea Warior Vision elements

“Right Force, Right Readiness, Right Cost” by providing

unit commanders decision support tools to improve

effectiveness and maximize return on investment

• In order to build an effective total force (active duty,

reserve civilian, and contractor labour) for the best price,

Dr David Alderton and his research team at NPRST

propose to leverage advances in semi-parametric,

information theoretic, and Bayesian econometrics to

estimate model of deman, supply, human capital

substitutability and complementarities, costs and utility.

Total Force Readiness:

Empowering to the Edge 2

• Unit level tools will enable commanders to

analyze the cost implicationsof their actions

and weigh trade-offs between readiness,cost

and risk.

• Intelligent agents will empower Sailors to

make training and assignment choices that

enhance their careers and meet personal

goals

Business Driven

Information Driven

Technology Driven

Quote of the Day

If you wish to succeed in life (or workplace units), make perseverance your bosom friend, experience your wise counselor, caution your elder brother, and hope your guardian genius. --Joseph Addison English poet, essayist, and playwright

Spend some time this week reflecting

on your own personal vision - what you

would like to accomplish in your life,

what kind of legacy you would like

to leave behind. Then ask yourself

what you are doing today to make that

happen.

Transformational leadership is always

an option, so begin the path today -

In the Focused Defense logistics of 21st century

Cubic Centimetre of Chance

Research Scoop on

Defense Logistics in Kuwait

Ms Shaikha Al Hashem Executive Member and Research Assistant at

GUST GLF will introduce this session for 10

minutes of your time. Do Enjoy!

GUST Logistics Forum

initiative and community support

GLF Professional Development Workshops for logistics

GLF Seminars

and Conference

GLF

Overseas Trip to Port of Hamburg and

Airbus in Toulouse, France

Forthcoming Publication end of 2008A researched book on

Logistics Leadership of MEIncludes a chapter on

Defense Logistics in GCC States

Visit our GLF Website

www.gust.edu.kw/glfsuresh.p@gust.edu.kw

Thanks for your time and attention