Defense Logistics Reengineering Initiatives PDF Download

Author: United States. Congress. House. Committee on Armed Services. Subcommittee on Military Readiness
Publisher:
ISBN:
Category : History
Languages : en
Pages : 160

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Publisher: DIANE Publishing
ISBN: 1428970843
Category :
Languages : en
Pages : 46

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Category :
Languages : en
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Author: United States. General Accounting Office
Publisher:
ISBN:
Category :
Languages : en
Pages : 40

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The Department of Defense has taken significant steps toward reengineering its logistics processes. However, many aspects of the plan are incomplete, raising questions about whether overall goals of improved service and lower costs will be achieved. Key steps taken include establishing a special office responsible for coordinating implementation of the reengineering effort and overseeing efforts to link hundreds of ongoing initiatives to the overall reengineering plans. It has also established pilot programs to test reengineering concepts. However, it has not developed an overarching plan that integrates individual service efforts into a single Department-wide implementation strategy. Further, plans to test, evaluate, and fully implement reengineered support strategies Defense-wide by the end of 2005 face a number of challenges, making it unlikely that the pilot programs will be able to provide key information in time to support interim decision-making deadlines. Additionally, because many of the programs have multiple objectives, it will be difficult to link results and savings to specific reengineering concepts. Finally, the Department has not estimated the total costs of completing logistics reengineering or developed a supporting budget plan. Without such an investment strategy, there may not be sufficient funds to adequately test the concepts being piloted and to implement the results on a Department-wide basis. It is too early to assess the impact of reengineering logistics support on combat forces. Officials representing combat forces have brought up a number of concerns, including the effects of having large numbers of private contractors to provide logistics support, the ability of contractors to meet the surge in demand resulting from intensifying military operations, and the effects of outsourcing on the number of positions available to military personnel returning to the U.S. from overseas assignments.

Author: United States Accounting Office (GAO)
Publisher: Createspace Independent Publishing Platform
ISBN: 9781984915405
Category :
Languages : en
Pages : 46

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DEFENSE LOGISTICS: Actions Needed to Enhance Success of Reengineering Initiatives

Author:
Publisher:
ISBN:
Category :
Languages : en
Pages : 42

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Book Description
The Department of Defense has taken significant steps toward reengineering its logistics processes. However, many aspects of the plan are incomplete, raising questions about whether overall goals of improved service and lower costs will be achieved. Key steps taken include establishing a special office responsible for coordinating implementation of the reengineering effort and overseeing efforts to link hundreds of ongoing initiatives to the overall reengineering plans. It has also established pilot programs to test reengineering concepts. However, it has not developed an overarching plan that integrates individual service efforts into a single Department-wide implementation strategy. Further, plans to test, evaluate, and fully implement reengineered support strategies Defense-wide by the end of 2005 face a number of challenges, making it unlikely that the pilot programs will be able to provide key information in time to support interim decision-making deadlines. Additionally, because many of the programs have multiple objectives, it will be difficult to link results and savings to specific reengineering concepts. Finally, the Department has not estimated the total costs of completing logistics reengineering or developed a supporting budget plan. Without such an investment strategy, there may not be sufficient funds to adequately test the concepts being piloted and to implement the results on a Department-wide basis. It is too early to assess the impact of reengineering logistics support on combat forces. Officials representing combat forces have brought up a number of concerns, including the effects of having large numbers of private contractors to provide logistics support, the ability of contractors to meet the surge in demand resulting from intensifying military operations, and the effects of outsourcing on the number of positions available to military personnel returning to the U.S. from overseas assignments.

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Category :
Languages : en
Pages : 0

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We are pleased to be here today to discuss the Department of Defense's (DOD) logistics reengineering initiatives and the actions we believe are needed to enhance the success of these initiatives. Logistics is an important and expensive function. The Department is using about $84 billion of its $280-billion budget this year for logistics support activities. Despite this expenditure, failing equipment and parts shortages continue to be a problem. At the same time, the Department would like to modernize its aging fleets of aircraft, ground combat vehicles, and ships, but does not have the funding it believes is necessary to accomplish this goal at the pace it believes is necessary. In recent years, a number of studies have stressed the need to improve the efficiency and effectiveness of the Department's logistics processes, systems, and infrastructure to provide improved support to combat forces and to achieve savings that can be used to modernize weapon systems. Accordingly, the Department is seeking to reengineer its logistics support through various initiatives. As you requested, our testimony today focuses on (1) the Department's reengineering efforts, (2) the potential effect of the reengineering efforts on combat forces, and (3) the factors that could limit the achievement of reengineering goals. Information for this testimony is from a report we issued on June 23, 2000 dealing with the DOD reengineering initiatives.

Author: United States. General Accounting Office
Publisher:
ISBN:
Category :
Languages : en
Pages : 40

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Author:
Publisher: DIANE Publishing
ISBN: 142894687X
Category :
Languages : en
Pages : 33

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Since the end of the Cold War, the Department of Defense has dramatically reduced its fighting forces and logistics infrastructure. The Department estimates it is spending about $59 billion a year on logistics support 1 programs to operate and sustain weapon systems, 2 but it reports that significant reductions can be achieved by adopting a variety of different logistics support practices. We reported in January 2001 that serious weaknesses persist throughout the Department's logistics activities and that it is unclear to what extent ongoing reengineering management improvement initiatives will overcome them. 3 The Department has taken a number of significant steps in recent years directed at improving its outdated and inefficient logistics processes. Specifically, the Office of the Secretary of Defense and each of the military services and appropriate Defense commands have established a number of significant logistics reengineering efforts. In addition, the Office of the Secretary of Defense developed the Fiscal Year 2000 Logistics Strategic Plan in August 1999, which outlines six overall objectives, a basic.

Author:
Publisher: DIANE Publishing
ISBN: 1428979611
Category :
Languages : en
Pages : 68

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As part of GAO'S continuing effort to review the Department of Defense's (DOD) inventory management practices, GAO compared the Air Force's management of its $33 billion reparable parts inventory with the operations of leading-edge private sector firms to identify opportunities where costs could be reduced and service improved. The review was done at the request of the Ranking Minority Member, Subcommittee on Oversight of Government Management and the District of Columbia, Senate Committee on Governmental Affairs. This report focuses on (1) best management practices used in the commercial airline industry to streamline logistics operations and improve customer service, (2) Air Force reengineering efforts to improve the responsiveness of its logistics system and reduce costs, and (3) barriers that may stop the Air Force from achieving the full benefits of its reengineering efforts.