DEFENSE LOGISTICS AGENCY
HEADQUARTERS
8725 JOHN J. KINGMAN ROAD
FORT BELVOIR, VIRGINIA 22060-6221
June 30, 2017
MEMORANDUM FOR PIPELINE MEASUREMENT PROCESS REVIEW COMMITTEE (PRC) MEMBERS
SUBJECT: Proposed Defense Logistics Management Standards (DLMS) Change (PDC) 1211, DLM 4000.25, Defense Logistics Management Standards, Volume 6, Logistics Systems Interoperability Support Services; Chapter 4, Pipeline Measurement.
We are forwarding the attached proposed change to DLM 4000.25, Defense Logistics Management Standards, for evaluation and submission of a single coordinated DOD Component position. It is the responsibility of the Component Supply PRC representative to ensure full coordination of the proposal within your Component.
Request you review the attached proposed change and provide your comments/concurrence to the Enterprise Business Standards Office not later than 30 days from the date of this memorandum. If you non-concur, please provide an alternate method to meet the requirement being addressed.
Addressees may direct questions to Mr. Kenneth Deans, Chair, Pipeline Measurement PRC, 703-767-2611, DSN 427-2611 or email . Others may direct questions to their Service or Agency designated PipelineMeasurementPRC representative available at
HEIDI M. DAVEREDE
Program Manager
Enterprise Business Standards Office
Attachment
As stated
cc:
ODASD (SCI)
Attachment to PDC 1211
Updates toDLM 4000.25, Defense Logistics Management Standards, Volume 6, Logistics Systems Interoperability Support Services;
Chapter 4, Pipeline Measurement.
1. ORIGINATING SERVICE/AGENCY AND POC INFORMATION:
a. Technical POC: DLMS Program Office, Logistics Metrics Analysis Reporting System(LMARS)Pipeline Measurement (PM) PRC Chair, Kenneth Deans, at 703-767-2611, e-mail .
b. Functional POC: DLMS Program Office, Logistics Metrics Analysis Reporting System(LMARS)Pipeline Measurement (PM) PRC Chair, Kenneth Deans, at 703-767-2611, e-mail .
2. FUNCTIONAL AREA:
a. Primary/Secondary Functional Area: Pipeline Measurement
b. Primary/Secondary Functional Process: Order Management Metrics and Analysis
3. REFERENCES:
a. DLM 4000.25, Defense Logistics Management Standards, Volume 6, Logistics Systems Interoperability Support Services; Chapter 4, Pipeline Measurement
b. ADC 1154,Add Major Report Category Section “DLA” to Logistics Metrics Analysis Reporting System (LMARS) Reports
c. DLM 4000.25-4, Defense Automatic Addressing System (DAAS)
4. REQUESTED CHANGE(S):
a. Brief Overview of Change: This change documents corrections, reorganizes,and clarifies DLM 4000.25, Defense Logistics ManagementStandards, Volume 6,Logistics Systems Interoperability Support Services; Chapter 4, Pipeline Measurement (Reference 3.a.).
b. Background: The LMARS Administrator conducted a review of DLM 4000.25,Defense Logistics ManagementStandards, Volume 6,LogisticsSystems Interoperability SupportServices; Chapter 4, Pipeline Measurement and recommends the administrative changes and updates (such as deleting references to Customer Wait Time (CWT))in this DLMS change to better clarify the content of Chapter 4.
c. Requested Change in Detail:
(1) Update DLM 4000.25, Vol, 6, Ch. 4, Pipeline Measurement to delete references related to Customer Wait Time and improve definition of topics related to Logistics Response Time.
(2) Add a new tab to LMARS end of month reports for“DLA”(authorized by ADC 1154 (Reference 3.b.)). See details in the enclosure.
(3) Update LMARS report headings inaccordance with the Enclosure (see C4.6.5.4).
d. Revisions to DLM 4000.25Manuals: Revise DLM 4000.25, Volume 6, Chapter 4 (see theenclosure).
e. REASON FOR CHANGE: This change will enhance readability and incorporate administrative changes and policy updates related to pipeline metrics performance.
5. ADVANTAGES AND DISADVANTAGES:
a. Advantages: Publishes updated policy and procedures applicable to Pipeline Measurement.
b. Disadvantages: None
6. ESTIMATED TIME LINE/IMPLEMENTATION TARGET:
a. The updates to DLM 400.25 will become effective upon publication of the ADC.
b. DAAS to provide timeline for completing programming changes to report headers to for inclusion in the resulting ADC.
7. ESTIMATED SAVINGS/COST AVOIDANCE ASSOCIATED WITH IMPLEMENTATION OF THIS CHANGE: N/A
8. IMPACT:
a. New DLMS Data Elements: None
b. Changes to DLMS Data Elements: None
c. Automated Information Systems (AIS): Update LMARS report headings in accordance with the enclosure (see C4.6.5.4.). Replace LMARS report headings PROC GP1, PROC GP2, and PROC GP3 with IPG 1, IPG 2, and IPG 3.
d. Defense Automatic Addressing System (DAAS): Update LMARS report headings in accordance with the enclosure (see C4.6.5.4.). Replace LMARS report headings PROC GP1, PROC GP2, and PROC GP3 with IPG 1, IPG 2, and IPG 3.
e. Non-DLM 4000.25 Series Publications: None
Attachement, PDC 1211
Page 1
Enclosure to PDC 1211,
Update DLM 4000.25, Volume 6, Chapter 4
C4. CHAPTER 4
PIPELINE MEASUREMENT
C4.1. GENERAL
C4.1.1. Purpose of Chapter. This chapter identifies the roles, authorities, business rules, governance, and configuration management process that comprise the Logistics Metrics Analysis Reporting System (LMARS). It establishes the information requirements for LMARS. The LMARS tool is a database and collection of reports located at Transaction ServicesDefense Automatic Addressing System (DAAS). LMARS provides a single, authoritative, enterprise-wide source of logistics response time (LRT) across the enterprise pipeline. Within the authority granted in paragraph C4.3.1. below, the Pipeline Measurement Process Review Committee (PM PRC) is responsible for developing and maintaining LMARS to include the maintenance of this chapter.
C4.1.2. Purpose of LMARS. LMARS is a tool/database for the collection of logistics business event information that allows actual logistics pipeline performance to be measured and reported uniformly. The information enables management to track trends, identify areas requiring improvement, and compare actual performance against pre-established goals. LMARS provides information that allows users to assess policy, procedural, and/or technology infusions for their effects on pipeline performance. LMARS supports the measurement of logistics pipeline segment performance, to include LRT, and will in the future, based on individual business event transactions, provide the ability to compare actual performance against time definite delivery (TDD) standards. The common denominator within LRT and TDD performance measures is that they all begin with the submission of a customer order document number and end with the receipt of the ordered materiel. LMARS comprises a standard:
C4.1.2.1. Set of definitions identifying the beginning and ending of each of the twelve measurable logistics pipeline segments.
C4.1.2.2. Set of business event/transactions used as the authoritative source for recording a business event beginning or ending point.
C4.1.2.3. Set of business rules, decision tables, and algorithms applied to the standard events/transactions to populate database pipeline segment performance data.
C4.1.2.4. Database consisting of data that is available for download and analysis.
C4.1.2.5. Set of monthly reports that capture the performance for a month in the life of the logistics pipeline. These reports are assigned Report Control Symbol DD-AT&L(AR) 14191113.
C4.2. POLICY. “It is DoD policy[1][that] DoD materiel management shall operate as a high-performing and agile supply chain responsive to customer requirements during peacetime and war while balancing risk and total cost. The DoD supply chain shall provide best-value materiel and services in support of rapid power projection and operational sustainment of U.S. forces as required by the National Military Strategy. Potential disruptions within and outside the DoD supply chain shall be identified, monitored, and assessed in order to mitigate risk to supply chain operations…Resourcing for all elements of the DoD supply chain shall be optimized through collaboration between support providers and customers.” that all organizations in the supply chain recognize and emphasize the importance of time in accomplishing their respective functions. DoD materiel management must be structured to be responsive to customer requirements during peacetime and war. Timely receipt of items ordered by customers of the logistics system contributes to increased customer confidence in that system. All organizations in the supply chain must accomplish their respective functions in an efficient and cost-effective manner. DoDM 4140.01, “DoD Supply Chain Materiel Management Procedures,” February 10, 2014Volumes 4, 8, and 10 are the principal supply chain policy documents that lay the foundation for paragraphs C4.2.1, C4.2.2., and C4.2.3.
C4.2.1. Logistics Response Time (LRT). LRT is a supply chain metric that measures “the time between the date a requisition is established and the date the requisitioned materiel is received and posted by the requisitioner.”[2]used to gauge the responsiveness of the DoD wholesale level supply chains to its customers.
C4.2.1.1. LRT is “[a] measurement of the total elapsed time (in days) from customer requisition to receipt of materiel ordered from a DoD organic or commercial source of supply. The measurement of logistics response time is from the date in the requisition that a retail supply activity places on a DoD or designated commercial source of supply until the date the requisitioned materiel is received and posted in the materiel management system of the requisitioning activity.”[3]
C4.2.1.2. The performance data collection system, LMARS, is established as the single, authoritative, enterprise-wide source for performance reporting and analysis of LRT.
C4.2.2. Time Definite Delivery (TDD)/Uniform Materiel Movement and Issue Priority System (UMMIPS). The Department of Defense established time-definite delivery (TDD) standards to measure the responsiveness and reliability of the distribution processes to deliver required materiel to the customer within a given period of time.2 The standards evolved from UMMIPS, which is customer focused and seeks to meet customer delivery requirements based on the military importance of the customer and the urgency of the customer’s need.
C4.2.2.1. The Force/Activity Designator (F/AD) assigned to each unitreflects the military importance of a customer. The requisition contains a Priority Designator (PD), which under MILSTRIP business rules combines the unit’s F/AD and urgency of need designators (UND). Using the PD and required delivery dates that customers assign to requisitions, UMMIPS determines the appropriate TDD standard to apply.
C4.2.2.2. The standards enable the measurement of the reliability of the DoD supply chain from the customer’s viewpoint. When the customer requires fast movement, a negotiated fast mode standard forms the basis for the UMMIPS standard. When the customer requires routine movement, a negotiated standard with a slower mode forms the basis for the UMMIPS standard.
C4.2.2.3. Logistics pipeline segments involved in the processing of a requisition are assigned a portion of the total LRT. Individual segment standards arenot inviolate if exceeding those standards results in time-savings and improved service for the total pipeline.[4]
C4.2.2.4. Timely receipt of materiel ordered by customers contributes to increased customer confidence in the DoD supply system. All organizations in the supply chain must accomplish their respective functions in an efficient and cost-effective manner.
C4.2.2.5. The Office of the Deputy Assistant Secretary of Defense for Supply Chain Integration (ODASD(SCI)) maintains the procedures for UMMIPS in Volume 8 of DoD Manual 4140.01.
C4.2.3. Developing and Applying TDD Standards.
C4.2.3.1. The Department of Defense establishes TDD standards based on the concept that, within a specified degree of probability (i.e., 85 percent), the logistics system is capable of delivering required materiel to the customer within a given period of time depending on the priority and geographic location of the customer.
C4.2.3.2. The United States Transportation Command (USTRANSCOM), in concert with ODASD(SCI) and the Joint Staff, negotiates the times that go into the TDD standards with DoD supply chain stakeholders and customers. The final TDD standards that USTRANSCOM uses to assess provider performance are based on transportation mode, while the final standards that ODASD(SCI) uses to assess supply chain performance are based on customer priority and need per UMMIPS.
C4.2.3.3. When materiel, distribution, and transportation managers develop organizational or contractor performance agreements with their customers, they should develop specific customer TDD standards that are tailored to meet specific delivery requirements.
C4.2.3.3.1. In developing organic or contractor performance agreements with their customers, materiel, distribution, and transportation managers should consult TDD standards,if applicable, to ensure that enough time is built into performance agreements to cover the standards. Additionally, the developers of TDD standards should consult existing organic or contractor performance agreements to ensure there is enough time to meet specific delivery requirements.
C4.2.3.3.2. In the absence of specific customer TDD standards, the ODASD(SCI) TDD standards serve as the basis for performance agreements.
C4.2.3.4. The LMARS database is the primary source of LRT data for comparison against the TDD standards.
C4.3. ROLES AND AUTHORITIES
C4.3.1. Pipeline Measurement Process Review Committee (PM PRC). The PRCs provide a joint forum for each of the DLMS functional areas (finance and supply to include, but not limited to, requisitioning and issue procedures, physical inventory, disposition services, and supply discrepancy reporting) responsible for the development, expansion, improvement, maintenance, and administration of the DLMS. The PM PRCreviews issues as requested by the ODASD(SCI) relating to Logistics Response Time and LMARS database pipeline measurements of performance across currently measurable segments of the DoD supply chain. It reviews and resolves comments on proposed DLMS changes, deviations and waivers, and provides recommendations for implementation or disapproval. The PM PRC Chair will referany action that the PRC cannot resolveto the appropriate OSD Principal Staff Assistant(PSA). Approvalof proposed DLMS changes must be by unanimous agreement of the PRC.[5] is responsible for developing and maintaining LMARS to capture and record logistics pipeline business events from business transactions. LMARS provides a reliable and consistent database of information from which the measurement of logistics pipeline segment performance metrics such as LRT may be generated. The LMARS data recording of actual performance times can be compared to the TDD standards. The PM PRC operates under the authority and within the framework documented below.
C4.3.2. Office of the Deputy Assistant Secretary of Defense Supply Chain Integration (ODASD/SCI). The ODASD/SCI will:
C4.3.2.1. Serve as the Office of the Secretary of Defense (OSD) sponsor of the Pipeline Measurement program, issuing policy, procedural guidance and instructions to develop, expand, improve, and maintain LMARSas developed and maintained in the PM PRC.
C4.3.2.2. Review and approve Pipeline Measurement program plans, priorities, schedules, and goals, and resolve policy and procedural issues where agreement cannot be obtained within the PM PRC.
C4.3.2.3. Champion efforts to identify funding sources to support and further the Pipeline Measurement program objectives.
C4.3.2.4. Ensure applicable coordination within OSD staff elements that are responsible for Pipeline Measurement performance measurement policy guidance or one-time instructional memoranda affecting functions assigned to this PRC.
C4.3.2.5. Support the implementation and use of standard data elements in accordance with policy guidance.
C4.3.2.6. Maintain contact with the PRC through the OSD Principal Staff Assistant (PSA) and the ODASD(SCI) representative, and accept updates after each meeting or as appropriate.
C4.3.2.7. Ensure that DoD senior leaders are advised of initiatives and plans as they are developed with respect to Pipeline Measurement performance, data integrity, and management.
C4.3.2.8. Monitor PRC activity to ensure compliance with policy, instructions, and standards.
C4.3.3. Defense Logistics ManagementEnterprise Business Standards Office. The Defense Logistics ManagementEnterprise BusinessStandards Office will appoint the chair of the PM PRC, who will:
C4.3.3.1. Develop PM PRC meeting agendas and convene meetings as required, but at least semi-annually.
C4.3.3.2. Announce meetings 30 calendar days in advance. Finalize the agenda items 7calendar days in advance of the meeting.
C4.3.3.3. Submit minutes of each PM PRC meeting within 7 to 14 calendar days of meeting completion to the PM PRC membership and the OSD PSA for review.
C4.3.3.4. Publish final meeting minutes within 30 calendar days of meeting completionIssue fully documented minutes of these proceedings to the ODASD(SCI) and each participating DoD Component or external organization within 30 calendar days after the meeting.
C.4.3.3.5. Maintain a current list of representatives to the PM PRC.
C4.3.3.6. Submit proposed recommendations for LMARS improvement to the committee members and the OSD PSA.
C4.3.3.7. Present issues to the PM PRC for review and resolution.
C4.3.3.8. Document and present the issues to the OSD PSA for resolution when PRC consensus cannot be obtained
C4.3.3.9. Document the PM PRC program objectives and business rules in DLM 4000.25, “Defense Logistics Management StandardsSystem (DLMS)”.
C4.3.3.10. In support of the Supply Chain Metrics Group (SCMG), develop and document (maintain) program functional requirements for data collection, uniform business rules, computational algorithms, and management reporting and queries for Transaction ServicesDAASto develop and execute the tool set for measuring LRT and supporting the Components’ calculation and reporting of CWT and TDD actual performance.
C4.3.3.11. Develop and provide training on LMARS.
C4.3.3.12. Report findings and recommendations of evaluations and reviews, with comments from the DoD Components and participating external organizations, to the OSD PSA through the use of standard DLMS configuration management procedures (e.g., proposed and approved DLMS changes).
C4.3.3.13. Ensure that the PRC builds an extensible capability allowing for the expansion of data to encompass Pipeline Measurement performance measurement of Wholesale and Retail logistics processes and functions.
C4.3.3.14. Ensure testing and validation of proposed changes to standard data elements for Pipeline Measurement performance measurement.
C4.3.4. DAAS. Transaction Services. Transaction Services DAASwill:
C4.3.4.1. Develop and maintain the databases, applications, training aids, and tools required to support LMARS.
C4.3.4.2. Attend all PM PRC meetings.
C4.3.4.3. Implement enhancements and modifications to LMARS documented by the Defense Logistics Management Standards OfficeEnterprise Business Standards Officeand approved by the PM PRC.
C4.3.4.4. Provide LMARS subject matter expertise to members of the PM PRC for dissemination to their respective Components.
C4.3.4.5. Provide LMARS measurement summaries using formats prescribed by policy.
C4.3.4.6. Ensure testing and validation of proposed changes to standard data elements for Pipeline Measurement performance measurement.