Written by Vice Admiral Keith Lippert (Ret.)

 

In terms of the military logistics system becoming more effective and efficient, I will address three areas:

• civilian management and leadership expertise;

• knowledge of commercial off-the-shelf information technology systems; and

• joint logistics solutions.

Throughout my career and continuing today, I have observed a lack of emphasis on the proper education and training of the Department of Defense’s civilian logistics work force. While some of the education and training is well thought out, structured and effective, most is not. This problem is not unique to DoD, but prevalent throughout the federal government. The Annenberg Leadership Institute commenced leadership training for mid-level civilians from many departments of the federal government to address this issue. I believe programs like these—either internal to the departments of the federal government or like the Annenberg Leadership Institute—will result in a more effective and efficient federal government. This must be a priority for DoD logistics organizations.

The military services and the Defense Logistics Agency are in various stages of implementing Enterprise Resource Planning (ERP) systems. These systems will improve the effectiveness and efficiency of the military logistics system by reducing logistics response time, requiring data integrity, improving financial accountability and reducing inventories. The ERP systems are large and complex, requiring expertise to take full advantage of their benefits. Military and civilian logisticians must become very knowledgeable on these systems and develop new approaches to solving problems. Change management training also is essential for these systems to reach full potential. For example, there are extensive inventory savings as a result of improved demand forecasting from these ERP systems.

Finally, I have had the opportunity to participate in a red team effort with the joint staff, which describes the ideal logistics system in 2016–2028. Obviously, much needs to be accomplished to achieve this goal. Certainly a renewed emphasis on “jointness” is required. IT systems that address total asset visibility, integrated data environment and an enterprise approach, to name a few, should be implemented where practical from a joint perspective, to speed implementation and reduce costs.

The bottom line is that DoD must renew its efforts on leadership and management skills of the civilian logistics work force. The organic expertise of the COTS ERP systems must be improved, and joint IT solutions should be implemented where practical. ♦
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Vice Admiral Keith Lippert (Ret.) started working as chief strategy officer for the Accenture Defense group in October 2006. His last tour on active duty was as the 14th director of the Defense Logistics Agency (DLA). The longest-serving director in DLA’s history, Lippert served in this capacity from July 2001 to July 2006. Prior to DLA, he was the commander, Naval Supply Systems Command, and 41st chief of Supply Corps from August 1999 to July 2001. He also served as vice commander, Naval Supply Systems Command from August 1999 to July 2001.

Lippert earned his commission through the regular U.S. Navy ROTC program, graduating from Miami University, Oxford, Ohio, with a B.A. in mathematics in 1968. Additionally, he holds master’s degrees from the Naval Postgraduate School in management and in operations research.

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