The Acquisition Workforce Addressing the Human Capital Crisis

Mr. Ric Sylvester

Deputy Director, Acquisition Workforceand Career Management

Defense Procurement and AcquisitionPolicy; OUSD(AT&L)

Human Capital Strategic Planningfor the DoD-wide AT&L WorkforceInterim Progress ReviewSummaryJuly 1, 2003

Extract of slides briefed

Human Capital Strategic PlanningWhy the AT&L Workforce?

Need human capital strategic planning to answer thefollowing:

–What does our future workforce need to look like?

•Where are the gaps?

•What are the needed critical skills?

–What do we need to do to get there?

We are doing more than just planning

–Recruiting & hiring

–Central referral system

–Flexibility in career management

–Transition to Best Practices

Human Capital Strategic PlanningWhat We Asked For…

Conduct workforce planning on these two disciplines:

–Life Cycle Logistics

–Systems Engineering

Use FY 2008 as planning horizon

Report the following:

–Current inventory

–Future desired inventory and the strategic basis used

–Future inventory and assumptions used --desired

–Gaps (between desired and future inventories) --desired

–Plans to close gaps –desired

*Reference: Email to DACMs/Defense Agencies, 9 Feb 03, Subj: Guidance for 2003 Human CapitalStrategic Planning; 26 Feb 2003 Guidance Meeting (LMI) and March 11-12, 2003 Workshop (RAND)

Life Cycle LogisticsIssues

Department moving to Life Cycle Logistics Managers fromAcquisition Logistics and Systems Sustainment Managers –new skills required

Good News:

–Future logistics workforce being reshaped by key logisticstransformation initiatives

–New Logistics business model provides the strategic direction forworkforce planning

Concerns:

–Up to 49,000 possible sustainment logisticians who could be added toDAWIA workforce

–Assimilation process to identify these not yet complete (planned to becomplete in Sep 03)

We need to know how many Life Cycle Logisticians are in the currentWe need to know how many Life Cycle Logisticians are in the current

workforce to identify the steps needed to get to future workforceworkforce to identify the steps needed to get to future workforce

Partnerships

Force Provider

Industry/Government

Buys

Performance

as a Package

Sustainment

Acquisition

Life CycleLogisticians

Program

Manager

Total Life Cycle Systems Management

•Project and sustainthe force withminimal footprint

•Implement performance-based logistics tocompress supply chainsand improve readiness

•Reduce cycle times toindustry standards

Logistics Business Model

I L S

OLD Integrated Logistics

Support (ILS) Manager

TLCSM/

PBL

NEW Life CycleLogistics Manager

Overwhelming Logistics Dogma

− “ilities” zealots

− Support element cults

− Forgot the “integrated”

− Transactional Logistics

− Drove PM’s crazy

Overwhelming Logistics Dogma

− “ilities” zealots

− Support element cults

− Forgot the “integrated”

− Transactional Logistics

− Drove PM’s crazy

Networked E2E for Warfighters

 Systems engineering driven

− Commercial practices enablers

− Product support integrators

− Outcome (readiness) oriented

− Service to the PM’s

Networked E2E for Warfighters

 Systems engineering driven

− Commercial practices enablers

− Product support integrators

− Outcome (readiness) oriented

− Service to the PM’s

Shifting Logistics Workforce Skill-setShifting Logistics Workforce Skill-set

Third Cycle Results -DAWIA Life Cycle Logistics

Service/Agency

Indicator

Current Inventory1

Future Desired2

Sustainment

Acq Log

Army

4,073

5500

Navy/MarineCorps

42063

~4K4

Air Force

11835

12005

DLA

200

DCMA

266

506

MDA

1Data as of September 30, 2002

2Reflects “planning numbers”

3Includes military and civilian

4Based on current PB-23 exhibit; does not reflect on-going “assimilation” or downsizing

5Based on AFMC Life Cycle Logistics; includes military and civilian

6Based on Logistics Management Specialists only

Third Cycle Assessment“Good News”

We’ve seen the value of Functional Advisor involvement inhuman capital strategic planning

–Can act as translators of strategic transformation initiatives intobusiness models for their community

–Can be the critical link in understanding which future workforce skillsare needed

We learned some useful lessons for the future

–Need more involvement with the functional community to betterunderstand their business models

–Process is maturing quicker in the smaller “business units” whereworkforce planners are used

–Modeling and forecasting tools and “good data” continue to bebarriers to maturing the process

Human Capital Strategic PlanningWhat Actions Are Needed to Improve

More business models that translate strategicguidance into needed skills(Action: Functional Advisors)

Data system that captures competencies andskills, as well as modeling and forecasting tools(Action: P&R and AT&L)

Dedicated workforce planners with the rightcompetencies and with continuity(Action: Services and Agencies)

We need your direction to make these things happen!We need your direction to make these things happen!

Plans for Next Cycle

Work closely with P&R to ensure complementarystrategic planning efforts

Expand third cycle reporting to focus on two additionalcareer fields

–Contracting

–Program Management

Continue refinement of Life Cycle Logistics and SystemsEngineering toward resolving the identified issues

Work with P&R on data system and improving modelingand forecasting tools

IPR After ActionAT&L Guidance Memo (Draft)

Actions

Assign dedicated workforce planners – SAEs

Capture top-line total of future desired AT&L workforce,including DAWIA and non-DAWIA segments – Services,Agencies

Determine competitive sourcing impact on top-lines,considering both DAWIA and non-DAWIA segments –Services, Agencies

Create business models that translate strategic guidanceinto needed workforce skills – FAs

Develop a data system that captures competencies/skills,and modeling/forecasting tools – DPAP; DUSD(CPP)