Major General Vincent E. Boles Assistant Deputy Chief of Staff, G4 US Army

The Office of the Deputy Chief of Staff, G-4 enhances soldier logistics readiness by providing integrated policies and programs to maintain a ready Army that can be sustained in the joint operating environment. Contributing to the three priorities of the G4, performance-based logistics can help ensure higher resource availability and sustainability – empowering the Army to better meet the needs of its soldiers.

• Evaluating how performance-based logistics are used to meet the Army G-4's three priorities: 360o readiness, logistics automation and logistics transformation
• Identifying strategic operational initiatives designed to create a PBL receptive environment in the Army
• Outlining current PBL milestones to manage future PBL-based defense acquisition programs

This brief provides an overview of the pioneering PBL programs at the Naval Inventory Control Point. The NAVICP PBL strategy has achieved greatly enhanced warfighter support through performance based contracts, providing dramatic improvements in availability, drastic reductions in logistics response times and the near elimination of backorders and awaiting parts problems. Under PBL at NAVICP, the Navy is buying a performance “end-state”. In lieu of individual parts or supplies, the Navy is buying a comprehensive, performance-based support package with guaranteed availability, improved reliability, obsolescence management and other desired logistics elements. The Navy communicates the specific outcome and industry figures out the best way to deliver it. This presentation will also include an overview of PBL enablers (long-term contracts, Navy Working Capital Fund), affordability (“break-even or better” requirement), “Why PBL Works”, examples of PBL successes and a summary of PBL keys to success.

	Alvin Hopkins Deputy Director Apache Program US Army
	John D. Gumbel Public-Private Partnering Lead Naval Integrated Logistics Boeing
	James H. Beggs Senior Associate Booz Allen Hamilton

The 50-50 rule denotes that up to 50 percent of the annual funds made available to a military department for depot-level maintenance and repair may be used to contract this work to nonfederal government personnel. Despite its importance, many services continue to struggle to comply with the 50-50 rule, resulting in billions of dollars in lost funding. This panel will provide you with an avenue to focus on how to overcome the challenges that are impeding progress in public-private partnerships and how to make these partnerships more palatable in the future.

• Employing competent strategies to build open communication channels between military depot maintenance teams and their private counterparts
• Managing a private enterprise to respond quickly and effectively in wartime crisis, while maintaining a military workforce that is knowledgeable in armament maintenance
• Capitalizing on private industry efficiencies to minimize resource use
• Sharing best practices: Understanding how to find and maintain relationships where all parties complement each other to the fullest

	Ted Anderson VP Marketing Click Commerce
	Don Miller Program Manager-DLA Aircraft Tire Privatization Initiative Lockheed Martin – MS2

During this case study session, Click Commerce will explore how PBL contractors can best answer the everyday real world questions of “What do I buy, transfer, or repair? When? Where?” In light of their overall contractual goals and constraints. Examples from both current and planned PBL contracts will be presented.

	Rod Skotty President Maritime Helicopter Support Company, LLC
	Dave Maas Autonomic Logistics Program Manager, F-35 Radar & EO DAS Northrop Grumman Corporation

Although PBL strategies have been implemented to reduce costs for both industry and defense groups, the proposal process remains burdensome and expensive. This panel will allow successful industry leaders to discuss some best practices for understanding how to address defense proposals and provide their defense counterparts with suggestions to ensure that the process moving forward is effectively streamlined.

• Examining the best methods of gaining information to understand how to best support the warfighter through their program
• Analyzing the most critical performance factors to discuss in your program proposal and structuring the document to highlight company's outstanding capabilities
• Proposing some points improvement for defense colleagues that could help create a smoother proposal process

	Dr. Joe B. Hanna Chair and Professor of Supply Chain Management Department of Aviation and Supply Chain Management College of Business Auburn University
	Dr. Wesley S. Randall Assistant Professor of Supply Chain Management Department of Aviation and Supply Chain Management College of Business Auburn University

Despite continued budget decreases, many defense programs struggle to fully implement incentives contracting strategies, causing financial losses on both the military and the industry sides. This session will show how performance based logistics drives innovative solutions to recurring problems, capitalizing on an existing knowledge base to ensure long-term program viability.

• Understanding why you should expect that a performance strategy will generate solutions today that are superior to the solution of yesterday
• Sustaining a performance network through knowledge generation, dissemination and entrepreneurial decision making
• Evaluating how cost and price based approaches contend with each other in a performance strategy

Yvette Burke Executive Director Aviation Contracting and Acquisition Management, Defense Supply Command Richmond Defense Logistics Agency

The Defense Logistic Agency focuses on helping civilian organizations and defense groups with the best logistics solutions to provide the American warfighter with the most dependable support. Amongst the DLA’s many initiatives, its Depot Level Reparables program will help defense programs move towards implementing reliability as a key performance parameter.

• Evaluating the importance of a strong business case analysis and how it can help establish a stronger PBL program
• Sharing the DLA plans for the new Depot Level Reparables for the services and how this could help your program
• Understanding DLA initiatives with the Joint Supplier Scorecard and how this can improve efficiency in your program

MILITARY INTERACTIVE FORUM

	Michael Osborne Vice President, Education Council of Logistics Engineering Professionals
	Michael Connor Senior Logistics Analyst (DASA (ILS)) Policy Directorate, US Army
	Jan Mulligan Department Chief of Depot Maintenance Management Division US Air Force
	Michael Hartwell Associate Director for Program Management, Integrated Material Management Center, US Army
	Dave Reed Deputy PBL Policy Director NAVAIR, US Navy
	Eileen Giglio Assistant Deputy Under Secretary, Strategic Plans and Initiatives Office of the Secretary of Defense

Although logisticians agree that performance based logistics is the preferred contracting method of the DoD, there remains confusion and inconsistency in the implementation of these policies into successful, cost-effective programs. This unique session will allow you to participate in ground-breaking roundtable discussions with your colleagues to describe where policy gaps impede the progress of incentives contracting processes in defense acquisition programs. Moderating these discussions will be PBL policy experts from each of the services and distinguished panelists from the Office of the Secretary of Defense offering direct feedback to your questions and concerns. These representatives will then summarize these strategy gaps and lead a discussion, evaluating how to create new guidance policies where none currently exist.

• Discuss the pain points for you and your peers as they relate to the implementation of performance based logistics. Which processes still require additional guidance?
• Gain insight into the initiatives and strategies used by peers in other services to counter these challenges
• Provide recommendations to the defense policy group to guide them towards the areas that are creating the greatest hurdles for effective implementation of performance based logistics

INDUSTRY SESSION

Robert L. Houston Vice President Performance Based Logistics and Support BAE Systems

As industry aligns itself to best support its defense customers, it is imperative that OEM executives be fully versed on the integral elements of a success PBL contract. This brief will inform defense manufacturing groups on the most effective tactics to ensure consistent customer satisfaction in this complex acquisition strategy.

• Define the cost baseline and key elements that drive that cost and underlie the industry contract offer
• Create a clear delineation of the government customer
• Identify the performance standard that is to be met
• Accurately assess the condition of the PBL product, system or fleet under PBL performance contract