Defence Logistics Conference, Abu Dhabi 2009

1. Abu Dhabi Defense Logistics
Conference January 21-23, 2008
Ms Shaikha Al Hashem
GLF Executive & Research Assistant
Prof Philbert Suresh
GUST Logistics Forum – Kuwait
www.gust.edu.kw/glf

2. “Call Me Trimtab”Buckminister Fuller
Architect of Geodesic Domes and Author of Spaceship Earth
• A large ship goes by, and then comes the rudder.
• On the edge of the rudder is a miniature rudder called a
trim-tab. Moving the trim-tab builds low pressure that
turns the rudder that steers the gigantic ship with almost
no effort.
• One individual could be a trim-tab, making a major
difference and in Defense Logistics Conference – this
trim tab of 2003 was ECSSR (War Time)and in 2008 it is
IQPC (Peace Time)represented by Mr. Hugh James and
his dynamic team in Dubai. Let us congratulate them
now.

3. Trim Tab in a Aircraft

4. Resource Management, Asset Visibility,Training & Deployment
F/A 18 Hornet

5. • Focused Logistics – Redefined by Technology Today
• Transformation in Defense Leadership Lessons
from Business and Industry
• Total Asset Visibility
• Identifying Black-holes in Defense Supply Chain
• Joint Defense Logistics Command in the Gulf
Region – SAH Kuwaiti Perspective
• PISCES – A Tool for effective Naval Personnel
Management
• Summary of GLF – Initiatives and Professional
Activities for Armed Forces in the GCC States

6. Focused Defense Logistics
“Focused Logistics" is the
capstone logistics concept
of the Joint Chiefs of
Staff.
The goal is to exploit
information technology,
business process
reengineering, and new
transportation
technologies to ensure
delivery of the right
materiel and forces at the
right place at the right
time.

7. Four Trends of Focused Logistics
• Deployment • Defense and
timeframes are commercial supply
becoming more chains are becoming
ambitious more integrated
• The importance of • Sensitivity to some
peacetime safety and security
transportation business issues is increasing
is declining

8. Focused Logistics

9. Defence Logistics in Kuwait
• Defense Logistics Agency Central Command (DLA-C) is the
Defense Logistics Agency's focal point for issues in the U.S.
Central Command (USCENTCOM) area of responsibility
(AOR).
• DLA-C provides the single face to the combatant commander,
integrating DLA support throughout the CENTCOM AOR for
logistical solutions with assistance from the DLA field activities
within the CONUS. DLA-C HQ is located at MacDill AFB,
Florida. DLA-C has three DCSTs working alongside deployed
forces in Iraq, Kuwait, and Afghanistan.
• DLA-C also has WSRs located in Bahrain, Qatar and Kuwait.
• Other DLA activities in the USCENTCOM AOR include:
Defense Reutilization and Marketing Service International;
Defense Energy Supply Center-Middle East; Defense
Distribution Center Depot Kuwait; and Defense Distribution
Center Map Support Office Bahrain.
• Commander, DLA
Contingency Support Team -
Kuwait
– Camp Arifjan
DSN: 318-430-5454
COMM: 965-389-5454

10. DLA
• The Defense Logistics Agency (DLA) is a U.S. Department of
Defense (DoD) agency. The DLA Director reports to the
Under Secretary of Defense for Acquisition, Technology and
Logistics through the Deputy Under Secretary of Defense
(Logistics and Materiel Readiness).
• DLA provides worldwide logistics support for the missions
of the military departments and the unified combatant
commands under conditions of peace and war.
• It also provides logistics support to other DoD components
and certain federal agencies, foreign governments,
international organizations, and others as authorized.

16. Rising Average Age of US Aircraft

17. “Machines Don’t Fight
“Machines Don’t Fight
Wars, People Do, and They
Wars, People Do, and They
Use Their Minds!”
Use Their Minds!”
Col. John Boyd
Col. John Boyd
US Army
US Army

18. History of Military Logistics
• From Hammurabi, the King of Babylon in 4th
century BC to General Tommy Franks of today
in 2003– it was logistics in different dimensions.
• Resolve the Fundamental Conflict of Efficiency
vs Effectiveness of Logistics Leadership
Create and Sustain Individual Experience & Unit Excellence
Create and Sustain Individual Experience & Unit Excellence
… While …
… While …
Allowing Individuals to Influence Their Own Careers
Allowing Individuals to Influence Their Own Careers

19. Who is a Leader?
• A leader is a person who
has responsibilities, and
people reporting to him;
he is part of the decision-
making team that sets out
the direction of the
organization or a
commanding unit.

20. True Leadership!
• By saving "leadership"
for the managers or
commanders, what
message are we sending
to the rest of the
individuals in the
organization or unit?
“The nation had the lion’s heart.
I had the luck to give the roar”
WINSTON CHURCHILL

21. You aren't a leader.
You don't have to be responsible.
You don't have to make decisions.

22. 21st Century Leadership
The 21st century army or business
organization success depends not
only at the top of the hierarchy,
with a capital L, but also in more
modest sense (l) throughout the
enterprise.

23. Leadership Traits
•take responsibility for themselves
•make decisions
•communicate well
•are passionate
•care about others
•influence people around them, consciously or
unconsciously
•do what needs to be done, even if it's not their "job"
•are honest
•are open
•have a positive attitude

24. Transformation
• Stephen R Covey states,” Such an individual is yeast
I am personally that can leaven an entire
convinced that one loaf. It requires
person can be a change vision,initiative,
catalyst, a “transformer” patience, respect,
in any situation, any persistence,
organization.” courage and faith to be a
Transforming Leader.

25. Transformational Leadership
• Make a difference
as transformational
leader vis-à-vis the
transactional
leadership.

26. Transformational Leadership
TL is systematic, consisting of
purposeful and organized search for
changes, systematic analysis and the
capacity to move resources from areas
of lesser to greater productivity.

27. Where are
today’s & tomorrow’s Transformational Leaders?
• You could find them in your
homes, classrooms,
workplaces, mosques, clubs etc
Wherever there is human
interaction, there is an
opportunity for
transformational leadership.
• Transformational leadership
can be learnt. It can produce
that extra effort within the
group – at the top and at the
bottom level – for that
charisma, inspiration,
intellectual stimulation and
individualized consideration.

28. Transformational
Leaders of Today & Yesterday
HH Zayed bin Sultan Al Nahayan
Mahatma Gandhi
Winston Churchill
Ernst Rommel – the Desert Fox
Napoleon Bonaparte
Lee Iacocca, Chyrsler
Ross Perot, EDS
Ted Turner, Turner Broadcasting System ( CNN)
Roberto Goizueta, Coca Cola
Roger Smith, General Motors
All these transformational leaders shared 4 common
traits: Charisma + Inspiration+ Intellectual Stimulation
and Individual Consideration

29. Distinctions Between Manager and Leader or
the Officer and the Unit Commander
• The Manager administers; the leader innovates.
• The manager is a copy; the leader is an original.
• The manager maintains; the leader develops.
• The manager accepts reality; the leader investigates.
• The manager focuses on systems and structure; the
leader focuses on people.
• The manager relies on control; the leader inspires trust.
• The manager has a short-range view; the leader has a
long range perspective.

30. Military Restructuring & Reorganization
A Case of US Army under Defense Officers Personnel
Management Act -DOPMA
•Change Military Administration DOPMA:
–Replace “Up-or-Out” with “Up-or-Stay”
•Allow Officers to decide whether they want to get
promoted or stay at current grade (CPT- Above)
–Reduce the Size of the Officer Corps at the Middle
and Upper Grades
•From 14.3 percent to 5 percent of force over 10
years
–Tailor DOPMA to Fit the Specific Cultural Needs of
Each Service
–Replace the “All or Nothing” Retirement System with
a “Vest at 10+, Collect at 55” System.

31. Military Restructuring & Reorganization
A Case of US Army (contd)
•Design the Force Structure around a “Regimental” System
(for cohesion):
–Flatten the organization, eliminating many headquarters
above the brigade
–Integrate reserve and active components into each
regiment
•Empower a Bottom-Up Approach to Leadership and
Doctrine Development
•Change the Personnel Management System:
–Accessions and Entry
–Education
–Decentralize Management and Promotion Policies

32. The Problems?
The Problems?
We do not have a good understanding of:
• Culture (Command Climates/Environments, etc…)
• Cohesion-What causes it e.g., tough tours bond!
• Measures—How to Measure things like Military
Environment in a non-threatening way
We preach decentralization and trust, but in reality—in our
drive for efficiency -- we practice centralization, undercutting
trust

33. Overview
• We have an understanding of the:
– Fundamentals
– Examine the History of the Army Personnel System
– Compare with Other Personnel Systems
• Now We Organize for Military Excellence
– The Evolution of Warfare: The U.S. Army is Stuck in the Second Generation
– Implications on the Personnel System: A Changing World
– Overview of Current System: “Tangible and Intangible Mismatch”
– The Changes: “Revolutionary Thoughts: Parallel Evolution”
Theme:
Promote Individual Growth
Promote Individual Growth
… WITHIN …
… WITHIN …
The Context of Unit Excellence
The Context of Unit Excellence

34. First: A New Doctrine for Future Warfare
First: A New Doctrine for Future Warfare
Focuses The Personnel System
Focuses The Personnel System
It is a Way of Thinking That Focuses on the Enemy.
A Common Outlook for Speeding Up & Harmonizing the Differing Tempos & Rhythms
A Common Outlook for Speeding Up & Harmonizing the Differing Tempos & Rhythms
of the Observation - -Orientation - -Decision - -Action Cycles (OODA Loops) at
of the Observation Orientation Decision Action Cycles (OODA Loops) at
Each Level of Organization, W/O Establishing Rigid Uniformity.
Each Level of Organization, W/O Establishing Rigid Uniformity.
The Culture Must be Redesigned Conflicts: short tours,
to execute Maneuver Doctrine: statistical measures for
readiness, IR units,
Operations/doctrine large overhead,
Surfaces
must drive the centralization
& Gaps
personnel Multiple Thrusts zero-defects
system-- Fluidity & Combined Arms
not vice Harmony of Cmdrs Fwd
Efforts Commander’s Recon-Pull
versa!
Intent
Main Mission Critical to
TRUST
Effort Large Reserve Tactics
Quick Decisions

35. Final Thoughts
Final Thoughts
• How does the Army ensure that someone is staying is competent?
• Natural dynamic--people know each other, saying their friend can
no longer stay in a certain position is hard.
• Annual force-on-force competitions evaluated made by outside
personnel.
• Must identify people who lose and screw up, and those who win
(culturally difficult for U.S.).
• Once the new culture is established, must allow CGs the latitude
to deviate from the original practices (including the use of money).
• Must enforce shared standards of unit performance, which then
forms a unit-based value set (instead of artificial quotas set by
race and gender)=trust.
Proposed System Builds Leaders and Units Ready for Future Combat:
Proposed System Builds Leaders and Units Ready for Future Combat:
“Psychological readiness for combat is comprised of five dimensions:
“Psychological readiness for combat is comprised of five dimensions:
horizontal cohesion, vertical cohesion, individual morale, confidence in group
horizontal cohesion, vertical cohesion, individual morale, confidence in group
combat capability, and confidence in leaders.”
combat capability, and confidence in leaders.”
… As A Result …
… As A Result …
“… also reported that highly cohesive units, with strong horizontal and vertical
“… also reported that highly cohesive units, with strong horizontal and vertical
bonding and strong unit self confidence, experienced minimal numbers of combat
bonding and strong unit self confidence, experienced minimal numbers of combat
stress casualties as well as maximum possibilities for reconstitution of units after
stress casualties as well as maximum possibilities for reconstitution of units after
battle.”
battle.”
WAIR Lessons Learned to Date 1987
WAIR Lessons Learned to Date 1987

37. While transportation ha
often been referred to Depots that allow purchase online
as the "black hole" in and pick up at the store don't really
the supply chain, know exactly how many of a
a recent article in eWeek particular item is actually available
pointed out for use by different units .
a micro version of this phenomena. While the system may show two
The "black hole" refers to the of a particular
lack of product visibility item in stock (and allow
between known transaction online purchase of it), in-store
points -- say, consuming units may
a distributor's shipping dock have taken them from the shelves
and an ordnance depot but not yet gotten to check-out
receiving dock

40. PISCES Operational Objectives 1
• Develop selection, classification, and
assessment instruments
– Appropriate for individuals across the Total
Force
– Useful across entire Career
– That inform team configuration and
assignments

41. PISCES
Operational Objectives 2 & 3
• Integrated assessments which maximize
information and minimizes response burden
– Incorporates demographic, trait measures,
knowledge, training, attitudes, opinions and
interior
• Develop simulations that predict outcomes
of policy changes on subgroup behaviour

42. PISCES Technical Objective:
Individual Assessments
• Develop an integrated individual assessment system
• Combining selection and classification measures, attitude and
opinion assessments, training and education indices, with
behavioural outcomes
• Extend assessments to Total Force and across a career
• Develop a taxonomy of the relationships between classes of
assessments and behavioural outcomes
• Develop data collection tools to effectively and efficiently
describe the Total Force
– Integrated algorithms to optimally sample sectors of Total
Force
– Ensures adequate coverage of the multivariate space to
support modeling and simulation of the force

43. PISCES Technical Objective:
Team Assessments
• Develop slection tools that foster the assignment of
individuals to teams to maximize team performance ( or
minimize disruption)
• Develop a taxonomy for Navy teams
• Develop team competency measures that are tested,
validated, and incorporated in an experimental
simulation environment
• Develop realistic team simulator that assesses
performance in significant classes of team
configurations ,e.g. static, dynamic and virtual
(spatially separate) teams.

44. Total Force Readiness:
Empowering to the Edge 1
• Capability Gap Addressed – Sea Warior Vision elements
“Right Force, Right Readiness, Right Cost” by providing
unit commanders decision support tools to improve
effectiveness and maximize return on investment
• In order to build an effective total force (active duty,
reserve civilian, and contractor labour) for the best price,
Dr David Alderton and his research team at NPRST
propose to leverage advances in semi-parametric,
information theoretic, and Bayesian econometrics to
estimate model of deman, supply, human capital
substitutability and complementarities, costs and utility.

45. Total Force Readiness:
Empowering to the Edge 2
• Unit level tools will enable commanders to
analyze the cost implicationsof their actions
and weigh trade-offs between readiness,cost
and risk.
• Intelligent agents will empower Sailors to
make training and assignment choices that
enhance their careers and meet personal
goals

46. Technology Driven
Information Driven
Business Driven

47. Quote of the Day
If you wish to succeed in
life (or workplace units),
make perseverance your
bosom friend, experience
your wise counselor,
caution your elder
brother, and hope your
guardian genius.
--Joseph Addison
English poet, essayist,
and playwright

48. Cubic Centimetre of Chance
Spend some time this week reflecting
on your own personal vision - what you
would like to accomplish in your life,
what kind of legacy you would like
to leave behind. Then ask yourself
what you are doing today to make that
happen.
Transformational leadership is always
an option, so begin the path today -
In the Focused Defense logistics of 21st century

49. Research Scoop on
Defense Logistics in Kuwait
Ms Shaikha Al Hashem
Executive Member and
Research Assistant at
GUST GLF will introduce
this session for 10
minutes of your time.
Do Enjoy!

50. GUST Logistics Forum
initiative and community support
Forthcoming Publication end of 2008
A researched book on GLF
Logistics Leadership of ME Seminars
Includes a chapter on and
Defense Logistics in GCC States Conference
GLF
Professional
GLF Development
Overseas Trip to Port Workshops
of Hamburg and for logistics
Airbus in Toulouse,
France

51. Thanks for your time and attention
Visit our GLF Website
www.gust.edu.kw/glf
suresh.p@gust.edu.kw