Conference Registration & Continental Breakfast For All Conference Attendees

Welcome Address  Leanne Arcinue, Executive Director, PBL 2009

Chairperson’s Opening Remarks

The Fleet Readiness Center Southwest has had a history of supporting innovative aviation maintenance solutions since its inception in 1919. In many respects, its reputation as a leader has been due to its strong partnering strategies, embraced by the organization’s leaders. In this information session, Capt. Kelly will demonstrate:

• Understanding how Public-Private Partnerships leverage the best attributes of OEM's and government industrial resources
• Understanding how partnerships minimize financial risk by leveraging already installed infrastructure, reducing duplication
• How partnerships enhance customer feedback from the entire operational chain to the OEM

Captain Mike Kelly Captain Mike Kelly is a career Navy Aerospace Engineering Duty Officer (Maintenance) with 24 years of experience across all levels of maintenance. Captain Kelly has deployed aboard four aircraft carriers in a variety of attack squadron and intermediate level billets and has completed Program Office assignments at the Naval Air Systems Command and the Space and Naval Warfare Systems Command. Captain Kelly is a graduate of Tulane University (B.S. Chemical Engineering) and the Naval Postgraduate [ read more ...]

PBLs have proven their value to the support of our service weapon systems. Leveraging that proven capability further instantiates PBLs for the future. Join Paul D. Peters, DLA Logistics Operations Deputy Director, as he discusses PBL partnerships with DLA to encourage.

• Low cost of operation
• Supplier management
• Demonstrated professional experience

Paul D. Peters Paul D. Peters, Senior Executive Service, became the Deputy Director, Logistics Operations & Readiness, J-3/4 on February 15, 2009.Peters has extensive experience in federal service. He previously served as the Deputy Commander of the Defense Distribution Command, responsible for providing a full range of distribution services to Combatant Commands, Military Services, and other federal and state agencies around the world. He has also served as the Director of the Defense Reutilization and [ read more ...]

Refreshment Break & Networking Opportunity

As performance-based logistics takes a more central role in product lifecycle support strategies, the military’s logisticians and maintenance officers are looking to industry to help sustain the forward momentum. Responding to this need, industry has begun finding innovative ways to incorporate commercial capabilities with the DoD’s existing infrastructure. Join this panel of experts as they examine:

• Maximizing the private-public partnership to fully integrate joint resources
• Addressing ways to support the PBL despite the government’s long contracting cycles
• Applying lessons learned from existing programs as new PBL programs are stood up

Pamela Carter Pam was born in West Virginia and completed her undergraduate work at West Virginia State University. She holds advanced degrees from the University of Maryland and the National Defense University's Industrial College of the Armed Forces. She has nearly 30 years experience in aviation management. Pam joined Boeing in 2004 as a member of the C-17 Field Services organization.In July 2004, Pam began to stand up the Boeing/United States Air Force (USAF) partnership to bed down and sustain the C-17 [ read more ...]

Jon Newsome

Joseph Stein As Director, Fleet Depot Maintenance Operating Unit for Northrop Grumman Technical Services, Mr. Stein is responsible for MRO sites and facilities assigned to NGTS that accomplish depot level weapon system / component repairs, overhaul and modifications in support of DoD, commercial and international customers. His operating unit is also responsible for logistics support of the Hunter, Global Hawk and Global Hawk Maritime Demonstrator UAS systems.Prior to joining Northrop Grumman in 1999, Mr. [ read more ...]

PBL is a radical change from the previous way of conducting post product support. Yet making the change to PBL has been a struggle culturally. As with any change initiative this has seen varying degree of favorable and unfavorable employee reactions to the changes driven by a PBL environment. It appears that success in the PBL environment requires new Knowledge, Skills, and Abilities (KSAs) be embedded in the organizational culture. Varying organizations have had varying degrees of success identifying, and embedding these newly required KSAs. This presentation reports on the initial results of a research program aimed at determining the trainable elements of proactive behavior.

• Arming managers with the resources to cope with change in a manner that is beneficial to the employee and the organization
• Tying in recent research to demonstrate real world scenarios
• Identifying skills, knowledge and behavior that can help bridge the gap to successful best practices

Dr. Wesley Randall Wesley S. Randall (PhD. University of North Texas) currently serves as Assistant Professor of Supply Chain Management at Auburn University. Prior to entering academia, Dr. Randall acquired considerable practical experience serving as a United States Air Force Officer. Dr Randall worked as combat logistics officer supporting global operations involving the F-16, A-10, F-117 & NATO AWACS. He also served as an acquisition program manager for F-22, F-16, & Fighter Engines. Wesley is [ read more ...]

Lunch For All Performance Based Logistics 2009 Attendees

Efficient sustainment of modern systems throughout their lifecycle requires new relationships between government and industry. Public private partnerships have become the expected method of integrating these sometimes disparate entities and their culture. This session explores the challenges inherent in comprehensive partnerships.  It focuses on the structure of these relationships, rationalizing the different organizational motivations of partners, dealing with legal and policy issues, designing PBL incentives within the partnership, and handling the inevitable conflicts.

Scott Ogden 35 years experience in weapons system management and human resource challenges. The majority of Scott’s expertise in quantifying system performance requirements (Performance Based Logistics) and allocating sufficient resources to ensure timely execution of planned and measurable results. Scott’s current position is in Business Development for Lockheed Martin. He is responsible for the business development of sustainment needs for all Lockheed Martin Fighters. His primary responsibility is to [ read more ...]

Jim Sutton Jim Sutton is the Director of Plans and Programs for the Ogden Air Logistics Center, Hill Air Force Base, Utah. In this capacity, Jim is the lead strategic planner for the Ogden ALC Commander and her staff. His organization sets the stage for future requirements and workloads performed on Hill AFB. He manages the Center’s Transformation Office and is guardian of their Balanced Scorecard and its key performance measures. The Center’s Enhanced Use Lease program office, the Intelligence Office, [ read more ...]

The University of Tennessee has completed extensive research on best practices in performance based product support, resulting in the publication of “A Rose by Any Other Name: The Tenets of PBL.” Yet, even though best practices are well understood programs often misunderstand the ins and outs of government regulations and policies and face a knowledge gap in how to reflect best practice in government contracts. In this session, Steve Geary and Bob Barnhart of the University of Tennessee will touch on the tenets of PBL, and then explore in detail practical insight, drawn from actual programs, on how to incorporate best practice in a product support contract.

Bob Barnhart Bob Barnhart is a research associate of the University of Tennessee’s College of Business Administration in Performance Based Logistics with over 3 decades of experience in acquisition & contract management. Since retirement from civil service, Bob has been active across the Military Departments and a key contributor to UT’s research project in PBL best practices with the Air Force. As the Senior Contracting Executive for the NAVICP, Bob helped lead the development and implementation of the [ read more ...]

Steve Geary Steve Geary is a faculty member and research associate of the University of Tennessee’s College of Business Administration in Performance Based Logistics, and is on the faculty at The Gordon Institute at Tufts University, where he teaches supply chain management.His articles have appeared in The Harvard Business Review, Supply Chain Management Review, DC Velocity, the Defense Transportation Journal, and the International Journal of Production Economics. Steve is an Editor at DC Velocity [ read more ...]

Refreshment Break & Networking Opportunity

Optimizing Life Cycle Management (LCM) of military systems must involve a consolidated and integrated approach between government and industry to develop business processes, define near- and long-range requirements and establish a continuous process improvement-based framework so that Performance Based Logistics and Public Private Partnerships ensure materiel readiness. Industrial Base Strategic Planning early in weapon system acquisition establishes the integration of organic / industry capabilities for meeting the goals, objectives and strategies for optimizing Life Cycle Management (LCM) and sustaining combat capabilities. This early industrial base strategic planning defines, coordinates, and implements business and LCM systems engineering processes that link operational effectiveness of the weapon system with measurable product support performance.

• Industrial Base Strategic Planning: bringing organic and industry together early in acquisition
• PBL execution in the context of total life cycle management
• Successful PBL implementation requires both top-down and bottom-up focus
• A key enabler is the linkage between systems engineering and PBL

Gary Salomon Gary Salomon began his professional career in the private sector in 1978. Working in the automotive manufacturing industry he held various positions including manufacturing department supervisor, production planner and industrial engineer. Mr. Salomon began his government career in 1984, serving as a production engineer on various CECOM programs and progressing through a variety of supervisory positions that led to his assignment as the Chief of the Engineering Data Management Branch in 1996, [ read more ...]

The C-130J Long Term Sustainment (LTS) program was established to support the USG’s system wide mandate to increase overall fleet availability while at the same time reducing life cycle sustainment costs. The presentation will describe the partnering approach between the USG customer in Warner Robins and their industry partners, Lockheed Martin Aeronautics and Rolls Royce. While the endgame is primarily focused on delivering a more effective and affordable weapon system to the warfighter, the implementation demonstrates the benefits that result from the blending of industry and government entities into a system optimized for success. Each partner will present their own perspective on how the partnership was formed including challenges experienced and solutions developed to achieve the highly successful and award winning alliance that exists today.

Steven Smith

Beverly Soles

Don Villenow

End Of Supplier Relationship Management Summit 2009