By Joe Yanik, NAVSUP Office of Corporate Communications
NAVSUP is reforming to better align with its customers who coordinate with the command to accomplish its mission of delivering supplies, services and quality-of-life support to the Navy and Joint warfighter stationed around the world.
This reform initiative, or pillar–which is part of a comprehensive reform program–is Customer Presence.
“The goal of NAVSUP’s Customer Presence team is to identify and address critical deficiencies in coordinating and communicating with customers from industry and across the operational Navy who help us accomplish our mission,” said Capt. Raymond Bichard, the team’s sponsor.
“From conducting deep dive surveys and implementing immediate, high impact pilots, we learned from our customers that they’ve been unable to reliably convey their supply needs and priorities to us and track deliverables along the supply chain,” Bichard said. “This lack of communication and transparency into the supply chain process causes them a great deal of frustration, particularly when it comes to delivering time-sensitive repair parts and forecasting their supply needs.”
One of the solutions Bichard’s team is implementing to help resolve issues with communication and transparency for its customers involves a mapping framework of NAVSUP’s entire customer base, especially its key customers.
“As NAVSUP maps its customers, the Enterprise can improve its presence where it is needed the most,” said Capt. Blake Kent who leads the Customer Presence team responsible for the mapping effort. “Once we have a better understanding of where and who our key customers are, we can designate representatives to where they could best serve as coordinators and process enablers between us and our customers.”
Besides NAVSUP mapping its customers, Kent said that another solution to improving the command’s alignment with its customer base will be to empower key customers with improved escalation strategies for concerns on their requisitions, or orders for material placed by the fleet. These requisitions vary from requests for circuit cards to power supplies, and whatever they need from the supply system.
These strategies are being tested with six ships in San Diego, and they involve working with the NAVSUP Weapon Systems Support (WSS) item managers to improve background information on parts delays that appears in One Touch Supply, encouraging shipboard supply officers to utilize the Global Distance Support Center (GDSC) as an avenue to even more information, and using the Logistics Support Representatives as a physical touch point, if the other avenues have still not resulted in sufficient information.
“These strategies will aid customers by giving them increased visibility and understanding of what is causing their requisitions to be backordered and assist with planning maintenance efforts based on the arrival of parts,” Kent said.
Since the Customer Presence team began working to align NAVSUP closer to its customers, Kent said there has already been some measurable success.
“We’re already seeing the progress we were hoping for in certain target areas,” said Kent. “Examples include improved information directly available to the six pilot ships through One Touch without having to call a given item manager, thereby making the Item Managers more efficient, and a seven percent increase in the use of GDSC as an escalation point for additional clarification on backorder status.”
Even with this forward momentum, Kent said aligning NAVSUP closer to its customers will take time.
“The reform we need in terms of improving customer presence won’t occur overnight, but we have great people who are dedicated to bolstering warfighter lethality and readiness,” Kent said. “Our team of supply chain managers are fully engaged in implementing solutions to improve how we do business.”
NAVSUP’s Customer Presence reform pillar is part of the command’s comprehensive reform program designed to deliver increased readiness and enhanced lethality to the Navy and Joint Warfighter by aligning closer with its customers throughout industry and the operational Navy.
The overall goal of the reform program is to improve business processes, increase the speed of support and rally with other key players in Navy sustainment. Over the next year, the results of the reform initiatives will evolve the organization’s operating model to adapt to the changing environment and remain always ready, resourceful, responsive!
To see a brief summary of NAVSUP reform program’s five value pillars, visit: