Major General Arthur B. Morrill III Vice Director Defense Logistics Agency

The concept of a PBL links results, successes and incentives into one business agreement. The Defense Logistics Agency has played a crucial role in ensuring that supplier relationships are fostered to fuel mission ready programs.

• Using metrics that describe and drive relevant performance and indicate success
• Clarifying essential benchmark metrics: Operational availability, mission reliability, logistics response time, total lifecycle cost, cost per unit usage, logistics footprint
• Understanding the complexity of the PBL metrics implementation

Brigadier General Genaro Dellarocco Program Executive Officer, Missiles and Space Program US Army

The PEO Missiles and Space program operates centralized management for all Army tactical and air defense missile programs, as well as some selected Army Space programs and supports approximately $3 billion annually in the execution of assigned programs. The portfolio of programs, organized under seven direct report program offices, runs the entire gamut of the acquisition process from systems development to production through to fielding and sustainment and eventually retirement from the Force.

• Centrally managing the Army's missile and space exploitation and control systems to improve efficiency and consolidate acquisition efforts
• Supporting the Army’s transformation goals to maintain effective mission support operations
• Using seamless private-public partnerships to establish high availability and reliability standards

F. Scott DiLisio Assistant Deputy Commander Fleet Logistics Support NAVSEA US Navy

Accounting for nearly one-fifth of the Navy’s budget, NAVSEA oversees more than 150 acquisition programs, maintaining 33 activities in 16 states. As a pioneering Navy Command, NAVSEA has established a highly successful structure to guide its programs towards an optimized incentive program.

• Understanding the value of balance between the traditional organic support structure and commercial business practices
• Examining how the NAVSEA cross platform integration structure enables effective use of PBL strategies
• Evaluating the benefits of the NAVSEA process model

	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
	Brigadier General Robert E. Mansfield Jr. (USAF, Ret.) Director, National Center for Aerospace Leadership, and Principle Investigator, National Aerospace Leadership Initiative Connecticut Center for Advanced Technology

Defense acquisition programs rely on strong supplier relationships to remain cost-effective and maintain high levels of reliability. Despite supplier relationships being a cornerstone of performance based logistics strategy, most program officers and logisticians remain unaware of how to maximize on this union to increase knowledge base and innovation. This panel will bring together academics, industry leaders and defense program leaders to discuss the how best to share skills and resources to optimize armament programs.

• How PBL strategies focus dynamic knowledge based skills and resources to provide evolving levels of service, and how this compares to the traditional static based contracting focused on product based delivery strategies
• How strength of relationship drives investment and innovation
• The three elements of PBL performance improvement: reliability, repairability and supply chain management. Learn how these elements impact affordability and how incentive structure drives innovation in these areas

	Tristan Whitehead Principal Deloitte Consulting LLP
	Tim Short Principal Deloitte Consulting LLP

The presentation will focus on how Aerospace & Defense (A&D) companies are challenged by developing a performance-based culture. Deloitte recently conducted interviews with leading A&D companies to understand the cultural roadblocks and what is being done to tackle the problem. The presentation will outline five critical business events revealed by the study that are most likely to jumpstart a performance-based culture.

	Colonel Christopher S. Mardis Director of Logistics, C17 Program Air Force Materiel Command, US Air Force
	Terry Langerman Director Supply Support, C17 Product Support and Services Boeing

The C17 program remains integral to the USAF Air Mobility Command. Its impeccable reliability and availability standards have made this aircraft a model of where performance based logistics could take armament systems through the American defense programs. This case study presentation will present best practices from the C17 program and also address future PBL issues which must be overcome in order for the program to maintain its current level of success.

• Examining the standard defense strategies and how they differ from the ones implemented in the C17 program
• Optimizing maintenance capabilities by developing a balance between OEM and organic sources of repair
• Challenges of PBL implementation in a fiscally constrained environment as the C17 program moves forward

Barry Thrower Director of Acquisition and Sustainment Weapons Close Combat and Weapons Systems Project US Army

Readiness reporting provides Army leadership with precise, impartial, predictive and actionable information to considerably enhance resource management toward one end: Strategic readiness to safeguard the United States. It also becomes a key resource in ensuring that performance metrics are measured accurately and reliably, ensuring a more effective implementation of the incentive process. This briefing will look at the adoption of readiness reporting in its central role to link historical data and effective utilization of materiel to best support the warfighter.

• Learn precise measurement tools to best capture “real-time” weapon system readiness
• Understand how to maximize the use of IT solutions and manage information
• Address failures by commodity, more rapidly reducing system downtime and increase weapon system operational availability

The H1 program provides utility helicopter and attack helicopters for the Navy. As the program balances increasing costs and extending timelines, logisticians are working to overcome the challenge of implementation requirements for this legacy program, strategizing to clearly identify the specific needs of this program.

• Identifying the crucial elements of a successful legacy program
• Understanding how to define metrics in an aging armament system
• Sharing best practices: Looking at the H1 program for strategies to increase reliability and availability standards in established defense programs

Explore the importance of establishing partnerships beyond simply meeting USC Title 10 for a specific weapons system and its individual subcomponents. As such, the session will uncover the industry’s ability to look at a depot's core competencies via USC Title 10 Sec 2474 and beyond, creating partnering based on industry and depot having matching core competencies, thus making it possible to partner across an OEM’s product lines.

• Examining strengths of each partner to develop a complementary PBL agreement
• Understanding the added industry value generated through a more in-depth analysis of competencies