The Fleet Supply Policy Council (FSPC) meets monthly to provide updates on the Financial Improvement and Audit Readiness (FIAR) and the new Husbanding Service Provider (HSP) initiatives, and quarterly for all five FSPC initiative updates. The following is a synopsis of recent meetings.
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Husbanding Service Provider (HSP)
: Ongoing HSP efforts are making a difference to reduce vulnerabilities. One of these efforts involves the standard logistics requirement (LOGREQ). The numbered Fleets are standardizing the process, products and services, which reduces cost. Next, the port visit checklist will be used to document receipt of services. In addition, the contracting officer representative (COR) role is evolving to facilitate end-to-end process controls. Upcoming improvements will further reduce risk. One of these improvements will be definitization of requirements by Naval Supply Systems Command (NAVSUP) Fleet Logistics Centers (FLCs) prior to ship orders, thus eliminating a key vulnerability with un-priced requirements. Another improvement will implement training enhancements at all levels to strengthen processes and maintain ethical relationships with HSP contractors. Figure 1 is a snapshot of previous and current actions.
Priority Material Office (PMO) Alignment
: This initiative was briefed for the final time as the team successfully met and achieved its goal of conducting a complete review of expediting and delivery processes within NAVSUP and the Fleet. This yearlong initiative allowed the combined Fleet, NAVSUP, Type Commander (TYCOM), and PMO team to use numerous continuous process improvement tools to address the initiative’s goals. As a result, the team recommended that expediting should remain a Fleet function and efficiencies could be gained in the areas of information sharing/IT integration, and personnel utilization of NAVSUP GLS Global Logistics Support (GLS) Logistics Support Representatives and PMO staff at the site level. The team also developed “just-do-it” strategies for NAVSUP GLS and PMO to execute and, when complete, will ensure the customer receives only the best in material status and expediting services. These strategies include reviewing touch labor by both function and site and enhanced information sharing.
Customer Wait Time (CWT)
: The newest FSPC initiative is CWT. FSPC leadership determined this topic is at the forefront of the Fleet interests. NAVSUP GLS (Ken McGrew) is the initiative champion and has identified a core team, consisting of members from the Fleets, NAVSUP Weapon Systems Support, NAVSUP GLS, Defense Logistics Agency, and General Services Administration. The goal of this initiative is to identify the supply chain segments based on time stamps from document initiation to receipt. The purpose of the initiative is to identify procedures/processes that contribute to the increased CWT. The team will find opportunities for improvement and recommend adjustments in procedures/processes as needed to reduce variability while improving CWT.
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Financial Improvement and Audit Readiness (FIAR).
Naval Air Station (NAS) Supply Support Alignment
: All official phases of the project are complete. The core team led by Capt. Tim O’Brien briefed three courses of action (COAs) to the FSPC leadership. The three COAs that were presented are as follows:
1) Align all major supply/logistics under one organization, i.e. TYCOM/Wing, NAVSUP GLS/NAVSUP FLC;
2) Identify areas where efficiencies/standardization can be gained without major re-alignment –bringing into line the Operational Supply Planning Analyst / Stock Control functions within Aviation Supply Department /CVN supply department construct;
3) Leave the current alignment as is.
The FSPC agreed to pursue COA 2, but requested a team made up of NAVSUP HQ, NAVSUP GLS and TYCOM expand the details of the recommended COA. The team is now working to ensure all possible risks and impacts are understood and mitigated including conducting a billet-by-billet review of potential positions to be transferred from NAVSUP GLS to TYCOM and detailing any possible reductions in grade and impacts to end-strength cap numbers. Once complete and approved, a notional timeline will be followed to complete the transfer and close out the project.
By Maj. William Slack, USMC; Fleet Engagement, Naval Supply Systems Command Headquarters