Army Medical Logistics

Enterprise Overview

FINAL_ Army Medical Logistics Enterprise Strategy Brief Slide 1

 Agenda

Army Medical Logistics Enterprise

(AMLE)
 \En"ter*prise\, n.
 Case for Change
 An organization supporting a
 Purpose & Overview defined business scope and
 Founding & Governance mission.
 Strategy Management  An enterprise includes
 Future Challenges and Enablers interdependent resources (people,
– CONOPS organizations, and technology) that
– MEDLOG Systems must coordinate their functions and
– Supply Chain Management share information in support of a
– Maintenance common mission.
– Strategic Communication  \En"ter*prise\ \In`te*gra"tion\, n.
 Summary  The vertical and horizontal
alignment of plans, business
processes, and information systems
across organizational and functional
boundaries to provide competitive
advantage (synergies).

Version 1 Army MEDLOG Enterprise 2

 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

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 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 Operating AHS

• Medical materiel & services for MTFs • Medical materiel & services for theater
• Acquisition & Life Cycle Management of • Medical logistics support operations
equipment and assemblages
• • Patient Movement Item (PMI) management
Health Facility Planning & Management
• Medical contingency requirements • Medical equipment maintenance
• Medical Research & Development • Optical Fabrication
• Force Projection & Sustainment programs • Medical set assembly & reconstitution

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 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.
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 AMLE: Framework for the Future
Generating Force

• Support to Medical Treatment Facilities

• Acquisition & Life Cycle Management
• Strategic Readiness and Force Projection
• Theater Health System Support

Operating Force

The Army MEDLOG Enterprise (AMLE) is the

conceptual framework to address capability gaps,
improve efficiency, manage uncertainty, and
engage constructively with external agencies.
6
Version 1 Army MEDLOG Enterprise 6
 AMLE Founding Documents

TSG directed establishment of an Army

Medical Logistics Enterprise
• 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

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 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

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 MEDLOG Balanced Score Card

Version 1 Army MEDLOG Enterprise 9

 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.

Stakeholder
Customer

CS 2: Increase the Readiness of

CS 1: Understand Customer and CS 3: Optimize Enterprise
the Operating and Generating
Stakeholder Needs Resources
Force

IP 7: Develop Enterprise-level
IP 1: Enhance Strategic IP 3: Implement an Integrated Planning and Prioritization
Communications Life Cycle Mgt Approach Capability

IP 2: Build and Sustain IP 4: Drive Innovative

Collaborative and Integrated Procurement & Contracting
Internal
Process

Strategic Partnerships Solutions

IP 5: Develop Enterprise
Capabilities for Medical
Equipment Maintenance

IP 6: Perform Enterprise Supply

Chain Management

LG 2: Recruit and Retain the

“Best”
LG 1: Build the Army MEDLOG
Enterprise
Learnin

Growth

LG 3: Improve Professional
Training and Development
g&

LG 4: Improve Knowledge Based

Logistics
Financ

F 1: Allocate Resources
Strategically
ial

Enhance Customer &

Version 1 Stakeholder Relationships Army MEDLOG Enterprise
Increase Readiness Optimize Resources 10
 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.

Stakeholder
Customer

CS 2: Increase the Readiness of

CS 1: Understand Customer and CS 3: Optimize Enterprise
the Operating and Generating
Stakeholder Needs Resources
Force

IP 7: Develop Enterprise-level
IP 1: Enhance Strategic IP 3: Implement an Integrated Planning and Prioritization
Communications Life Cycle Mgt Approach Capability

IP 2: Build and Sustain IP 4: Drive Innovative

Collaborative and Integrated Procurement & Contracting
Internal
Process

Strategic Partnerships Solutions

IP 5: Develop Enterprise
Capabilities for Medical
Equipment Maintenance

IP 6: Perform Enterprise Supply

Chain Management

LG 2: Recruit and Retain the

“Best”
LG 1: Build the Army MEDLOG
Enterprise
Learnin

Growth

LG 3: Improve Professional
Training and Development
g&

LG 4: Improve Knowledge Based

Logistics
Financ

F 1: Allocate Resources
Strategically
ial

Enhance Customer &

Version 1 Stakeholder Relationships Army MEDLOG Enterprise
Increase Readiness Optimize Resources 11
 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)
Sep- Dec-
Dec Apr 09 Jun 09 Sep Dec
Jul 08 Aug08 Oct08 Dec08 Jan 09 Dec Mar
07 09 09
09 10

Council of
Council of Strategies Strategy SRM #2 SRM #4 Colonels and
Colonels Merged Approved Second Fourth Strategy SRM #5
EEC approves BSC Strategy Review
DOL Top 10 DOL / ACSLOG -Reviewed
and Strategy Map Review Meeting
initiatives and MRMC StratCom briefing
Meeting Conducted
reviewed by merge strategies -Validated AMLE
Conducted
COC CONOPS
MEDLOG Org
MEDLOG Offsite SRM #1 SRM #3 Initiatives Profiles
AUSA
-Agreed to MEDLOG Focus
DOL Top 15 First Strategy Third Strategy -Selected Initiatives
Enterprise concept Review Meeting Review Meeting Created initiative -Charter
initiatives
presented -EEC approves (SRM) Conducted Conducted at governance & signed
Objectives and draft AUSA selection -Developed
Charter process for EEC Organizational
Profiles
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 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.

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 AMLE Initiatives

Five of the major initiatives are:

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

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 Army Medical Logistics Enterprise
Summary
RMCs
USAMMDA OTSG
DOL/
USAMMA USAMMC-K ACSLOG

C
R
M
USAMRAA AMEDD
C&S
USAMMCE 6th
MLMC/
USMMC SWA
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!

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 Questions

Army MEDLOG, Army Strong!!

BACKUP SLIDES

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 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
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 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
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 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

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 Medical Equipment Life Cycle
Management (MELCM)

evelop 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

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 Link to Defense Medical Logistics

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
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
AMLE Medical enable
capabilities Materiel
anProgram Office
inter-dependent
(DMMPO)
DML organization, and also allow Army
DMLPC = Defense Medical Logistics MEDLOG to shape DML initiatives
Proponent Committee

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 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.

Stakeholder
Customer

CS 1: Understand Customer and CS 2: Increase the Readiness of

CS 3: Optimize Enterprise
Stakeholder Needs the Operating and Generating
Resources
OTSG / USAMRMC Force
OTSG / Ms. Poorker
LTC Smith / LTC Tuten USAMMA / LTC Strite

IP 7: Develop Enterprise-level
IP 1: Enhance Strategic IP 3: Implement an Integrated Planning and Prioritization
Communications Life Cycle Mgt Approach Capability
OTSG / MAJ Cooper USAMMA / Mr. Hawbecker OTSG / Ms. Poorker
IP 2: Build and Sustain IP 4: Develop Innovative
Collaborative and Integrated Procurement & Contracting
Strategic Partnerships Solutions
Internal
Process

USAMRMC / LTC Tuten USAMRMC / Dr. Michaels

IP 5: Develop Enterprise
Capabilities for Medical
Equipment Maintenance
USAMEDCOM / Mr. Rosarious

IP 6: Perform Enterprise Supply

Chain Management
USAMMCE / MAJ Meadows
LG 2: Recruit and Retain the
LG 1: Build the Army MEDLOG “Best”
Enterprise OTSG / MAJ Cooper
OTSG / USAMRMC
LTC Smith / LTC Tuten LG 3: Improve Professional
Learnin

Growth

Training and Development

g&

AMEDD C&S / LTC Schaeffer

Selected Priority
Objectives are shown LG 4: Improve Knowledge Based
with a blue border Logistics
AMEDD C&S / COL Chapa

F 1: Allocate Resources
Financ

Strategically
ial

OTSG / Ms. Poorker

COL Unger
COL Haraguchi COL Ryan COL Ackerman
3 DEC 09 Mr. Williams Army MEDLOG Enterprise
COL Brew COL Chapa 22