Transcript Document

RUSI Presentation
RUSI Presentation
Dr A C H Mace
Defence Equipment & Support
Chief of Staff
4 October 2007
Presentation
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Where have we come from?
What we are.
How we work.
Support to operations.
Where we have come from
Ministry of Defence
(1972 - 1999)
Procurement
Executive
(1999 - 2007)
RAF Logistics
Command
)
DPA
Naval Support
Command
Quarter Master
General’s
Department
(2007 -
Defence
Equipment &
Support
DLO
Merger Strategy
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Fit for purpose.
Built on the best in DPA and DLO.
Adaptable to deliver change in 07/08.
Part of wider Defence Acquisition
Change Programme (DACP).
….in 9 months, while maintaining focus
on…
Delivering support to operations.
DPA/DLO Merger Plan
Phase 1
(Jul-Sept 06)
Phase 2
(Oct-Dec 06)
Phase 3
(Jan-Mar 07)
Phase 4
(Apr 07-Mar 08)
Scoping and
Planning
Deciding
Detailed design
Communication &
Implementation
Designing
Describing
g
Testing and
Optimisation
Developing
DE&S Mission
“To equip and support our Armed Forces
for operations now and in the future.”
DE&S – Strategic Objectives
Strategic Objectives
1. Equipment and support for
operations
2. Leadership, performance
management and
professionalism
3. Manage complex projects
and through life
management
4. Transforming the relationship
with industry
5. Continuous improvement
DE&S Facts
• 65 locations
across UK.
• Circa 29,000 people.
• Assets of £76Bn
on balance sheet.
DE&S Personnel Structure (as at March 2007)
• £16Bn annual spend.
– 43% of MoD budget.
– £3Bn more than the
Home Office.
RN
10%
Army
5%
RAF
8%
Civilian
77%
DE&S now
Industry
University
OGDs
Collaboration
DE&S Front Line
Commands
PJHQ
Ops
DE&S Interfaces
MOD Centre
Departmental
Planning
INDUSTRY
Capability
Planning
DE&S
Sponsor
Equipment &
Equipment
Support
Delivery
User
New Equipment & Support Delivery
Research & Development
Industrial Sector
Based
Capability
Based
Service Domain
Based
OPERATIONS
In-Service Equipment Support
Commodities & Services Delivery
Business Model
MOD
Head
Head
Office
Business Management System
CCS
CCS
CCS
COO
Performance
Management
CofMs
Delivery
Coherence
IPTs
IPTs
Industry
IPTs
IPTs
IPTs
IPTs
IPTs
FLCs
OPERATIONS
Defence Equipment & Support
High-level Organisation
Chief
Operating
Officer
Chief of
Corporate
Services
DG
Submarines
DG HR
DG Combat
Air
DG Air
Support
DG
Commercial
DG
Helicopters
DG Land
Equipment
DG Safety &
Engineering
DG
Weapons
DG ISTAR
DG Ships
DG FINANCE
(2*)
CHIEF OF
STAFF (2*)
Chief of
Materiel
(Fleet)
As Logistics
Process
Owner
Chief of
Materiel
(Land)
Chief of
Materiel
(Strike)
DG Joint Supply Chain
DG Information Systems & Services
Production:
Corporate:
Delivery:
Commercial
Management
Professional
Services
Military
Effectiveness
ACDS
(Log Ops)
Main Board: Governance
Chief of Defence
Materiel
NEDs
NED
NED
NED
Approvals
Corporate/
Business Plan
Targets
System
Engineering
Performance
Management
Technology
Clusters
Commercial
Astuteness
Planning/Finance
IPT Through-Life
Plans
Human
Resources
Military
Effectiveness
Customers
DE&S: External Factors, Boundaries & Constraints
Industry
Strategic / Operational
•DIS
•SMEs
•Capability
•R&D
•Capacity
•Intensity of ops
•Terrorism
•Failing States
•Utilities
•New Actors (eg India, China)
•Collaboration
Sponsor/User decides
funding priorities
•CSR07/MoD Capability Review
•Energy
•Estate
•Sustainable Development
Freedom to reward
high performers
Freedom to delegate
effectively
Equip & support
our armed forces
for operations now
& in the future
DE&S manages commercial
interface on behalf of MoD
Resource pools allow
flexible deployment
of specialist staff
Accountability
Departmental Organisation
•Streamlining
•Military in Def Acq
•FLC restructuring
•FLC Strategic Plans
Freedom to promote
staff in post
Reliant on
industry performance
Cluster DG freedom
to veer & haul funding
between projects
DE&S
Freedom to influence
policy, governance
Centre decides
policy / funding /
people mix etc
Resource Availability
Ability to influence ECC
thru PCT trades
Delegated approval
for Cat C&D projects
Engineering, support solutions,
logistics, systems,
technology insertion
UORs
Central / HMT
approval of major
business cases
EU, statutes,
DMB etc
Ability to influence solutions,
systems engineering, logistics
Global/Political
Sponsor/User sets
requirements/specs
Equipment and Support
•New Government/Ministers
•Radical increase/decrease op tempo
•Radical decrease available resources
•(Lack of) success of TLCM
•Shift in technology
•Radical changes to industry / sector
•Political/legal considerations
Support to Operations
“To equip and support our Armed Forces
for operations now and in the future.”
Operations worldwide
Support to current operations
• 30 operations world-wide.
• Approx 15,000 deployed personnel.
• Afghanistan initial deployment (and sustained):
– >7,500 personnel, whilst continuing support to Iraq.
– 2,100 vehicles, covering 2.5 million miles.
– Last year delivered 5,000 tonnes of ammunition by air.
• Have or are responding to over 1000 UORs.
• During June over 27 tons of mail was sent to Afghanistan
(3556 bags)
Performance monitoring
• Performance to Theatre:
– Weekly reports.
– 1 to 5 day response: target 90%.
– 6 to 20 day response: target 85%.
– UORs.
Future - Options
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P
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Performance
Agility
Confidence
Effectiveness
Questions?