“... OUR LOGISTICIANS MUST BE COMPETENT AND INNOVATIVE FISCAL STEWARDS WHO CAN HELP SHAPE EFFICIENT AND STREAMLINED LOGISTICS SYSTEMS AND PROCESSES.”
senior logistics leaders have identified three strategic priorities we will achieve within the next 10 years.
My advice to young logisticians is to
focus on these three priorities: 1) Evolve logistics core competencies to fully sup- port Joint doctrine; 2) Posture logistics resources for the next fight; and 3) Drive cost-effective readiness for product sup- port and operational logistics. To help focus on these priorities, we have crafted a Deliberate Continuum of Learning (DCoL) to develop airmen as our next- generation logistics leaders. DCoL is singularly focused on developing criti- cal competencies in mission generation, repair network, deployment and distri- bution, supply chain management, Joint logistics, and life-cycle logistics—logisti- cians with multiple competencies.
Future leaders should understand and take advantage of our ongoing efforts to hone current training and educa- tion plans and adapt them to this new paradigm. We know there are many training and educational opportunities available to our logisticians throughout their career; these opportunities need to be timely and provide targeted and effec- tive training for officers and civilians to serve in current or future positions. In some areas, we have significant training gaps that we are addressing. Te bottom line is, we are fundamentally changing the way we deliberately train, educate,
and assign enterprise logisticians across the Air Force and DOD.
In the future, I expect logisticians to have a broad enterprise view of logistics and supply chain management processes to sustain Air Force operations in a Joint environment. Most logisticians must
be
importantly, competent
everything they needed to accomplish the mission,
sometimes resorting to
extraordinary means supporting global operations from contingency operations to humanitarian relief.
our and
innovative fiscal stewards who can help shape efficient and streamlined logistics systems and processes. Furthermore, we must collaborate with sister services, industry, and academic organizations to build a holistic approach to training and educating that will result in leaders who are well-versed across the spectrum of national defense logistics.
Future leaders should processes, be gaining
insight now in fundamentals like Joint logistics
performance-based
logistics, enterprise repair networks, and contractor
and organic partnerships
that will help them develop breadth. Tey should also take advantage of the increasingly deliberate, focused training to build depth in key logistics functions. Tis blend of training, education, and experience
will result in the kind of
logistician we will need for enduring mission readiness.
We can never afford to fail, and we haven’t. We cannot, however, fiscally afford to continue as before.
Tink Enterprise Speaking directly to the next generation, logisticians today have given you a legacy of doing the nearly impossible and mak- ing it look easy. In the future, we need to examine how to deliver at the least cost, using the entire enterprise (all services and agencies, in addition to commer- cial and international partners) as your resource—not just assets at hand. Clearly define your requirements and challenge all assumptions! When submitting your organization’s requirements, you should provide rank-ordered criteria, ask for costed options, and identify where you are flexible.
Learn Take advantage of
training and educa-
LTG KATHLEEN GAINEY Deputy Commander U.S. Transportation Command
Let there be no doubt, we logisticians have an
incredible track record. We have a sound foundation in the best logistics training available anywhere, and that training has been put to good use through a decade of war. We ensured that our warfighters had
tion. Training and education are just part of what you will need in the future. More often, “soft skills” like critical thinking, negotiations, and conflict management are ignored but are essential in relation- ship-building. Don’t get me wrong—you need to be grounded in supply chain basics, but these often neglected skills are critical at senior levels. We know it will continue to be true that in the end, it’s not about
“CLEARLY DEFINE YOUR REQUIREMENTS AND CHALLENGE ALL ASSUMPTIONS!”
ASC.ARMY.MIL
73
LOGISTICS
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