_Army MEDLOG Enterprise Strat Brief Version2 FINAL Aug10

Army Medical LogisticsEnterprise Overview

Army Medical Logistics Enterprise Strategy Brief Slide 1FINAL_v2

Version 1 Army MEDLOG Enterprise 2

Agenda

Army Medical Logistics Enterprise (AMLE)

Case for Change Purpose & Overview Founding & Governance Strategy Management Future Challenges and Enablers

– CONOPS– MEDLOG Systems– Supply Chain Management– Maintenance– Strategic Communication

Summary

\En"ter*prise\, n. An organization supporting a

defined business scope and mission.

An enterprise includes interdependent resources (people, organizations, and technology) that must coordinate their functions and share information in support of a common mission.

\En"ter*prise\ \In`te*gra"tion\, n. The vertical and horizontal

alignment of plans, business processes, and information systems across organizational and functional boundaries to provide competitive advantage (synergies).


Case for Change

• Enterprise integration is the direction of DoD logistics

• Smaller Army MEDLOG structure (TDA & TOE) with no MEDLOG BN

• Complexity of ARFORGEN and theater missions

• Looming funding constraints

• Current decentralized processes and ‘Islands of Data’ have proven to limit MEDLOG effectiveness

• Complementary enterprise visions (DLA, SALE, DML) must be engaged to address AMEDD requirements


Purpose

Army MEDLOG Enterprise’s Purpose: Collaboration and networking of generating and operating MEDLOG organizations to meet the medical logistics

needs of the Army Health System and the Joint Force Commander

Institutional AHS• Medical materiel & services for MTFs• Acquisition & Life Cycle Management of

equipment and assemblages• Health Facility Planning & Management• Medical contingency requirements• Medical Research & Development• Force Projection & Sustainment programs

Operating AHS• Medical materiel & services for theater

• Medical logistics support operations

• Patient Movement Item (PMI) management

• Medical equipment maintenance

• Optical Fabrication

• Medical set assembly & reconstitution


Army Medical Logistics Enterprise

The AMLE is the collective Army MEDLOG organizations operating within a collaborative and networked framework to meet the medical logistics needs of the AMEDD in delivering Health

Readiness to the Army Health System and Joint Force Commander.


AMLE: Framework for the Future

• Support to Medical Treatment Facilities

• Acquisition & Life Cycle Management

• Strategic Readiness and Force Projection

• Theater Health System Support

Generating Force

Operating Force

6

The Army MEDLOG Enterprise (AMLE) is the The Army MEDLOG Enterprise (AMLE) is the conceptual framework to address capability gaps, conceptual framework to address capability gaps,

improve efficiency, manage uncertainty, and improve efficiency, manage uncertainty, and engage constructively with external agencies.engage constructively with external agencies.


AMLE Founding Documents

• TSG appointed CG, USAMRMC as AMLE Champion: Provides direct oversight, guidance and

advocacy for an Army MEDLOG Enterprise and its strategic objectives and initiatives

• CG, USAMRMC signed AMLE Charter: Outlines mission, vision, purpose, and

scope of AML Enterprise Defines governing body and the process Directs use of Balanced Scorecard for

strategy management

TSG directed establishment of an Army Medical Logistics Enterprise


Enterprise Governance

AMLE Champion: CG, MRMC

Governing Body: Enterprise Executive Council (EEC)

EEC Co-Chairs:– OTSG DOL– MRMC Director for Materiel

EEC Non-voting members:– Director, USAMRAA– OTSG, Log & Acq– AMLE Strategy Mgt Rep– Director, USAMMC-SWA (ad hoc)

Membership and scope to evolve


MEDLOG Balanced Score Card


Mission: Plan, synchronize and provide medical logistics for health service support to forces conducting joint and full spectrum operations. Vision: A fully integrated enterprise providing America’s premier medical team with innovative medical logistics solutions.

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CS 2: Increase the Readiness of the Operating and Generating

Force

CS 1: Understand Customer and Stakeholder Needs

CS 3: Optimize Enterprise Resources

IP 2: Build and Sustain Collaborative and Integrated

Strategic Partnerships

IP 3: Implement an Integrated Life Cycle Mgt Approach

IP 4: Drive Innovative Procurement & Contracting

Solutions

IP 6: Perform Enterprise Supply Chain Management

IP 5: Develop Enterprise Capabilities for Medical Equipment Maintenance

IP 1: Enhance Strategic Communications

IP 7: Develop Enterprise-level Planning and Prioritization

Capability

F 1: Allocate Resources Strategically

LG 1: Build the Army MEDLOG Enterprise

LG 2: Recruit and Retain the “Best”

LG 3: Improve Professional Training and Development

LG 4: Improve Knowledge Based Logistics

Stakeholder

Increase ReadinessEnhance Customer &

Stakeholder Relationships Optimize Resources



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Force

CS 1: Understand Customer and Stakeholder Needs



Strategic Partnerships


IP 4: Drive Innovative Procurement & Contracting

Solutions





Capability






Stakeholder

Increase ReadinessEnhance Customer &

Stakeholder Relationships Optimize Resources


What the AMLE Will Accomplish

Single Army vision and strategy for MEDLOG business processes & systems– Meet the challenges of the future operating environment– Maintain Army MEDLOG ‘foundation’ enablers

(policy, systems, business processes, funding, organizations, partnerships)

Council of Colonels

DOL Top 10 initiatives reviewed by COC

AUSA

DOL Top 15 initiatives presented

MEDLOG Offsite

-Agreed to MEDLOG Enterprise concept

-EEC approves Objectives and draft Charter

Strategy Approved

EEC approves BSC and Strategy Map

Strategies Merged

DOL / ACSLOG and MRMC merge strategies

SRM #1

First Strategy Review Meeting (SRM) Conducted

SRM #2

Second Strategy Review Meeting Conducted

SRM #3

Third Strategy Review Meeting Conducted at AUSA

SRM #4

Fourth Strategy Review Meeting Conducted

Initiatives Focus

Created initiative governance & selection process for EEC

MEDLOG Org Profiles

-Selected Initiatives -Charter signed -Developed Organizational Profiles

Dec 07

Jul 08 Aug08 Oct08 Dec08 Jan 09 Apr 09 Jun 09 Sep 09

Sep-Dec 09

Dec 09

Dec-Mar 10

Council of Colonels and SRM #5

-Reviewed StratCom briefing -Validated AMLE CONOPS


Army MEDLOG Foundation Enablers

To sustain and improve support to Army and military medicine, Army MEDLOG needs:–Policy: Retain Surgeon proponency for medical logistics

–Systems: Replace legacy systems and develop an Army MEDLOG Enterprise solution

–Business process: Leverage Enterprise solution to develop a validated Army MEDLOG Enterprise CONOPS that covers supply and maintenance

–Human Capital: Retain responsive, ready, adaptive and organized personnel

–Financial: Secure and retain programmatic funding for MEDLOG systems and Army medical supply operations supporting force projection & sustainment

–Organization: Retain critical AMEDD capabilities for theater medical logistics (e.g., USAMMC-K, USAMMCE and USAMMC-SWA); Integrate installation MTF into enterprise operational architecture

–Strategic Alignment: Align Army MEDLOG Enterprise with MHS (DMLSS), Army (SALE), and DLA (EBS) enterprise solutions

Army MEDLOG must have a clear strategy and unified voice to obtain necessary resources and leader support.


AMLE Initiatives

Army MEDLOG Enterprise CONOPS: Unifying plan for MEDLOG support; answers questions on use of organizations, roles, and systems in future operations

MEDLOG Systems: Develop an Army MEDLOG Enterprise solution architecture

Enterprise Supply Chain Management: Develop value-added, medical supply chain performance data measures for IT development

Medical Equipment Life Cycle Management: Develop business process architecture for an integrated, end-to-end management framework

Strategic Communication: Consistent communication of the AMLE purpose and objectives

Five of the major initiatives are:


Army Medical Logistics Enterprise Summary

Army Medical Logistics Enterprise Interdependent network of people, knowledge, processes, and resources organized to best meet

the needs of our customers Maintain a vision and strategy to guide Army MEDLOG’s future Speak with one Army MEDLOG voice and leverage our significance, in Army, Defense Medical

Logistics, and MHS decision making forums Improve Army MEDLOG support by forging Generating and Operating capabilities into an

Enterprise---Army MEDLOG, Army Strong!

USAMMA

USAMMCE

USAMMDA

USAMMC-K

USAMRAA

6th MLMC/ USMMC SWA

OTSG DOL/

ACSLOG

AMEDD C&S

MR

MC

RMCs


Questions

Army MEDLOG, Army Strong!!

BACKUP SLIDES


Army MEDLOG Enterprise Concept of Operations (CONOPS)

• Provides a single, unifying plan for MEDLOG support to the Warfighter• Answers essential questions on use of organizations, roles, and systems in

future military operations in the near term (now thru 7-years)

• Includes Concept Capability Plans on:– Medical Materiel Management and

Supply Support– Medical Equipment Maintenance

• TRADOC-sanctioned Seminar (19-23 April) at AMEDDC&S– Validate CONOPS and CCPs– Identify DOTLMPF requirements– Basis for AIS requirements

• Bottom Line: CONOPS is the starting point to identify gaps and prioritize requirements


Army MEDLOG Systems Management

• Develop enterprise – level process for management of shared data, focused on user-community needs

– Operational standards, instructions, and best practices (e.g., SOPs)– Data quality standards– Recommendations for TEWLS training– Define feedback loop from TEWLS Competency Center to EEC• Operational governance and process for “racking & stacking”

transformational Army MEDLOG systems requirements


Enterprise Supply Chain Management

• Identify, define, and submit value-added, medical supply chain performance data points and measures for inclusion in the IT development strategy– Enterprise-level metrics are broader

than old nodal metrics– Incorporate into DoD medical logistics

system and applications to make “system generated” metrics

– Drive process improvement and data based decision making


Medical Equipment Life Cycle Management (MELCM)

Develop business process architectural product that provides an end-to-end, fully integrated, interoperable and tiered Medical Equipment Lifecycle Management framework

– Foundation for DOTMLPF analysis and business process improvement into the future

– Support net-centric, interoperable MELCM business processes that support national, regional, and deployed units in a single business environment

– Provides necessary links for planners, commercial partners, and logisticians to accomplish essential care in the theater through a single customer interface


Link to Defense Medical Logistics

AMLE capabilities enable an inter-dependent DML organization, and also allow Army

MEDLOG to shape DML initiatives

Key DML initiatives include:

• DoD Executive Agent for Medical Materiel (MMEA) implementation

• Functional proponent of DMLSS applications• DML Enterprise Architecture• Enterprise Data Management• Medical Materiel Standardization • Assemblage Life Cycle Management (ALCM)• Defense Medical Materiel Program Office (DMMPO)

DMLPC = Defense Medical Logistics Proponent Committee

Defense Medical Logistics (DML) is collaboration within the MHS to develop and implement standard business processes and systems to achieve joint support of Health Readiness

3 DEC 09 Army MEDLOG Enterprise 22


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ForceUSAMMA / LTC Strite

CS 1: Understand Customer and Stakeholder NeedsOTSG / USAMRMC

LTC Smith / LTC Tuten


OTSG / Ms. Poorker


Strategic PartnershipsUSAMRMC / LTC Tuten


USAMMA / Mr. Hawbecker

IP 4: Develop Innovative Procurement & Contracting

SolutionsUSAMRMC / Dr. Michaels


USAMMCE / MAJ Meadows


USAMEDCOM / Mr. Rosarious


OTSG / MAJ Cooper


CapabilityOTSG / Ms. Poorker


OTSG / Ms. Poorker


OTSG / USAMRMCLTC Smith / LTC Tuten


OTSG / MAJ Cooper


AMEDD C&S / LTC Schaeffer


AMEDD C&S / COL Chapa

Stakeholder

COL HaraguchiMr. Williams

COL UngerCOL RyanCOL Brew

COL AckermanCOL Chapa

Selected Priority Objectives are shown

with a blue border