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Program management review provides update on Global Logistics Support Center

  • Published
  • By David Reusser
  • Global Logistics Support Center (Provisional Office)
WRIGHT-PATTERSON AIR FORCE BASE, Ohio --  Supply chain partners and customers came together here Aug. 15-16 as part of the Global Logistics Support Center's (Provisional Office) first major program management review.

The Global Logistics Support Center (Provisional Office), or GLSC(P), is an Air Force Materiel Command Direct Reporting Unit that reports directly to the AFMC commander. The Provisional Office stood up here May 7 and is tasked with standing up the permanent GLSC capability, which will become the single process owner for Air Force supply chain management.

"We've accomplished a lot in these first 15 weeks to identify the resources necessary to stand up the initial operating capability (Block 20) in January 2008," said Colonel H. Brent Baker, the GLSC(P) commander. "The program management review is a great opportunity to examine progress toward Block 20 -- when we will officially stand-up the GLSC capability -- and to solicit input and feedback from our customers and partners.

"Now we are at a point where we need to convert the resources we've identified in the various planning documents into the no-kidding people, processes, systems, budget and facilities which will deliver this operational GLSC capability," Colonel Baker said.

During the program management review, attendees received several updates regarding GLSC primary functions. Among them were:

> Supply Chain Planning and Execution, or SCPE. "The planning team has been very careful not to introduce unnecessary risk by breaking existing critical integration points with product support sustainment processes as we worked through our analysis for pulling the right things into the GLSC," said Tom Girz, SCPE team lead. "Integrating our recommendations with the contracting, engineering and financial management functional transition plans is our critical next step to finalize SCPE's way ahead for Block 20."

> Supply Chain Strategy and Integration, or SCS&I. This function will oversee supply chain management policy and business rules, enterprise budgeting and financial management, Systems requirements management, and measuring, assessing and taking action to improve supply chain performance through an enterprise metrics and analysis capability. In his remarks to attendees, team lead Rick Reed said, "At Block 20, we plan on merging AFMC Logistics Directorate supply chain functions, the Logistics Support Office, some Air Force Logistics Management Agency analysts and metrics/analysis activities at Combat Air Forces and Mobility Air Forces logistics support centers."

> Supply Chain Operations, or SCO. This function will be the single face to the customer to resolve warfighter spares support needs. Team lead Tom Fee said, "We have several initiatives under way to ensure a smooth transition and are particularly focused on being the single point of entry into the GLSC via the Air Force Portal."

The two-day review also gave attendees an opportunity to explore the capabilities of some of the tools which will be available for their use.

The GLSC Integrated Master Schedule is a risk mitigation tool, establishing a defined schedule and highlighting the relationships between the milestones, deliverables, and processes both internal and external to the project.

"We want to know well in advance before an event or factor becomes a serious problem jeopardizing our January stand-up," said Colonel Baker. "We also want to be able to see the 'touch points,' not only between our own processes but also the touch points with other eLog21 (Expeditionary Logistics for the 21st Century) initiatives."

Participants also had an opportunity to see the latest upgrades and capabilities on the new GLSC portal site. Content from supply chain customers and partners is already being migrated to the newly revised Air Force Portal site.

Colonel Baker also met with Air Force major command and Air National Guard representatives to discuss the best ways to align supply chain resources for GLSC stand up, maximize support to the warfighter, and contribute to the eLog21 goals of a 20 percent increase in equipment availability while reducing annual operating support costs by 10 percent.