BSC 3Q FY05 Customer Mr. Petruccelli

1
BSC 3Q FY05 Customer Mr. Petruccelli


2
BSC 3Q FY05 Customer Mr. Petruccelli

• NOTES
• OVERALL The enterprise has recently approved a
  new Strategic Plan that identifies revised
  strategies and new objectives for the Customer
  Quadrant. The metrics in this scorecard, which
  are based on the old strategies and objectives,
  are being revised to reflect transformational
  measures that will work to move the Customer
  strategies forward. Additionally, because these
  metrics are dated, the transformational
  usefulness of some has been achieved or is
  outdated, and as such, no data is being reported.
  Explanations are provided below for each.
• C-1A The target has been revised since the
  second quarter report. Many PBAs included in the
  initial FY 05 target reflected PBA opportunities
  without a mutual agreement between DLA and the
  MILSVC to put a PBA in place. New target of
  reflects the following PBAs NAVSUP/NAVSEA
  (signed 2nd quarter), JFCOM (signed June 8,
  2005), Hospital Ship Program (ECD Jul 2005) and
  AF Depot Maintenance Materiel Delivery Time
  Annex. Other PBAs in early development with no
  ECD include AMC, USMC ISFG Annex, EUCOM,
  MARFORPAC and PACAF.
• C-2A This was a transformational metric that is
  no longer relevant given the current segmentation
  and BSM/CRM cell structure, and had no auditable
  baseline/definition for a CRM Package. The
  formal CRM program is testing the CRM account
  management process and has not rolled out the
  account team functionality outside of BPR. This
  metric will be replaced or revised to reflect our
  revised strategies and objectives as appropriate
  given the CRM roll-out milestones.
• C-2B Effective in FY 05, surge and sustainment
  data for hardware is now shown by supply chain.
  
• C-3A Metric reflects Cycle 17 satisfaction rate
  of 90. The Draft Cycle 18 Customer Survey Report
  is out anticipate final in about 2 weeks.  Cycle
  18 shows Enterprise customer satisfaction at
  89.1 -- a difference from the Cycle 17 result
  that is small and not considered to be
  statistically significant.  Thus, DLA customer
  satisfaction seems to have remained stable.
• C-3B This metric was intended to be based on
  the perfect order fulfillment functionality in
  BSM, which does not exist. This metric is
  duplicative of a similar metric in the Internal
  Process quadrant and a new metric will be
  identified upon completion of Strategic Plan/BSC
  re-write.

3
BSC 3Q FY05 Internal Process - Ms. Cutler
4
BSC 3Q FY05 Internal Process - Ms. Cutler
IP-1A No ATP statistics available for legacy.
ATP reports validated, one SCR outstanding to
correct calculations. SCR due for completion at
end of August, 2005. Once reliable information
is available, we will begin to develop a baseline
for setting targets. IP-1B TDD report
validated, one SCR outstanding to correct
calculations. SCR due for completion at end of
August, 2005. Once reliable information is
available, we will begin to develop a baseline
for setting targets. IP-2B - Measure to be
reported as reengineered functionality
implemented in BSM, against the target
functionality for FOC. No additional
functionality is planned until Release 2.2, which
will occur in 2nd quarter of FY 06. IP-3A -3Q FY
05 Current Period Green 100. GDLS Awarded
Q3FY05 FY05 YTD Green 100 (Alcoa Fastening
Systems previously awarded, GDLS and York
awarded Q3FY04, Marrota Controls planned award
for Q4FY05) IP-3B 3Q FY 05 current period. Green
gt99. 6,349 NSNs planned 6,301 NSNs awarded. FY
05 YTD. Green 92 (15,822 NSNs cumulative NSNs
planned for award by 3Q 14,573 NSNs awarded).
Note that CE and Land are at 44 for Q3FY05
quarter however Land Supply Chain believes they
will make their end of year goal. CE is
preparing an analysis to identify where they will
be at end of year. Enterprise remains green
because overall we are at 99 for quarter.
5
BSC 3Q FY05 Internal Process - Ms. Cutler

• NOTES
• IP-4A
• The transformational emerging systems include
  BSM, BSM Energy, CRM, DPMS and IDE.
• For this measure
• Green 95
• Yellow 90 gt lt 95
• Red lt 90
• IP-4B
• There were no transformational investments
  scheduled for evaluation during this reporting
  period.
• For this measure
• Green gt95, The investment fully delivered the
  capabilities expected
• Yellow 90 gt lt 95 The investment partially
  delivered the capabilities expected
• Red lt 90 The investment failed to deliver the
  capabilities expected
• This metric measures the delivery of capabilities
  from deployed transformational investment s in
  the IT Portfolios

6
Learning Growth3QFY05Ms. Miller
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Learning Growth3QFY05Ms. Miller
8
Learning Growth3QFY05Ms. Miller
9
Learning Growth3QFY05Ms. Miller







10
Learning Growth3QFY05Ms. Miller



11
Learning Growth3QFY05Ms. Miller

• LG-1A Skills Gap Automated Skills Management
  System agreement signed in January 04. Targets
  and measures will be developed after the
  implementation of the tool. Current status
  First phase of competency gap analysis (employee
  perceptions) was completed Dec 04. Integration
  of the Learning Management System and competency
  assessment tool completed 1 qtr 05. Additional
  refinements to the system are underway, for
  example 1) Decomposition of 34 job families,
  addition of 50 additional job series, 2)
  revalidation of competencies 3) mapping of
  courses to competencies (completed initial IT
  course mapping session 2210 and 343 series) 4)
  refresh of employee assessment supervisor
  validation of employee assessments 5 development
  of on-line IDPs. FY05/06 targets still being
  worked.
• LG-1B Skills based training LMS contract
  awarded Jan 04. Targets and reports will be
  developed upon implementation of LMS.
• LG-1C Perceptions of skills possession
  Culture/climate survey administered Oct/Nov 2004.
  Approximately 10 fewer employees reported that
  they possess the skills necessary to perform
  their jobs than on the May/June 2003 climate
  survey. Although the response rate exceed the FY
  04 target of 50, the regression is noted and may
  have been influenced by the CAMT administration.
  Next survey administration scheduled for Mar/Apr
  2006. We will continue to monitor this measure
  until LG-1A is fully implemented.
• LG-2A Leadership Assessment-Modeling Desired
  Aspects of the Culture On July 26, 2004,
  Expanded Corporate Board approved implementation
  of Multi Source Feedback (MSF) tool for staged
  roll out beginning in January 05. MSF surveys
  completed for HQC and DSCR. Roll out on schedule
  for all other activities. MSF via Denison
  Consulting for each of DLAs 2200 supervisors
  will provide assessments of individual leaders
  throughout the DLA Enterprise. Supervisors will
  participate biennially. While the data,
  responses and results are (and will remain)
  confidential, we are going to work with Denison
  to access nameless raw data similar to that which
  is used to develop LG-2B metrics. Currently, 1/3
  (725) of DLAs supervisors have already
  participated in MSF. We will begin determining
  the process of data extract and analysis at the
  Enterprise/macro level shortly. However,
  baselines will not be available until all
  supervisors have participated at least once.
  Tentative targets may be developed to emulate the
  same targets (per Leadership attribute Mission,
  Consistency, Involvement, Adaptability) as in
  LG-2B.
• LG-2B Employee Perceptions of the DLA Culture
  The Corporate Board adopted the Denison Culture
  model as representing the desired aspects of the
  DLA culture. The Culture Survey was administered
  in conjunction with the Climate Survey during
  May/June 2003 in order to establish the culture
  baseline. Targets for FY 06/07 were established
  in light of the 15-18 month period between
  administrations. FY 06/07 targets adjusted based
  on 2004 results. 2004 survey results were
  discussed during the Feb 04 Senior Leaders
  Conference. Field Activities and J-codes
  presented action plans to close gaps identified
  within their organizations. Next administration
  Mar/Apr 06.
• LG-3A Employee Perceptions of the Workplace
  Environment The 2003 climate survey was revised
  to measure employee perceptions of the work
  environment that are consistent with the model
  workplace standards approved by the Corporate
  Board. Of the five factors measured during the
  FY 04/05 administration, only 1 exceed the FY 03
  target (physical environment) and that was a
  7.5pt regression from the score of FY 03. One
  showed slight improvement (rewards) and 3
  regressed from the FY 03 administration, (work
  life balance, learning and development, and
  communications). Next administration Mar/Apr 06.
  Measures update 1st qtr 05.
• LG-3B Exit Survey Assessment Work
  Environment Measure interpretation The
  percentage reported represents those who
  disagreed or strongly disagreed that these
  factors influenced their decision to leave DLA.
  Thus, a low mean score or percentage indicates
  more employees were influenced negatively by
  these factors. The goal is to have a high rate
  of disagreement or strong disagreement on these
  measures. For the FY 04 and current period
  reporting period, advancement or recognition,
  compensation/ benefits, or quality of life did
  not influence a fairly high rate respondents to
  leave the employment of DLA. Positive results
  seem to be taking hold in these components of the
  work environment. Next report due 4th qtr 05.
• LG-3C Parity Indices The Parity Index
  Measures are under review and revision in
  collaboration with the Equal Employment
  Opportunity to incorporate 2000 Census data as
  comparison measures. Upon deployment a new
  automated assessment tool, we will be better able
  to establish intermediate targets and measures.
  In addition, the race/ethnicity grouping
  Minority, needs to be addressed as an appropriate
  measure.
• Measures (FY 05)
• LG-1A, 1B, 2A and 3C Targets are being reworked.
• LG-1C Green gt 75, Met or Exceed Target Yellow
  between 74 and 67 Red lt 66
• LG-2B Green gt 50 Met or Exceed Target Yellow
  between 49 and 44 Red lt 45
• LB-3A (Comms, L/D, Rewards) Green gt 50 Met or
  Exceed Target Yellow between 49 and 46 Red
  lt45
• LG-3A (Phy) and LG-3B Green gt 60 Met or Exceed
  Target Yellow between 59 and 46 Red lt45
• LG-3A (Wk/Life) Green gt65 Met or Exceed Target
  Yellow between 64 and 60 Red lt59

12
BSC 3Q FY05Financial E. Engelbrektsson
13
BSC 3Q FY05Financial E. Engelbrektsson
F1A Using the Comptroller Information System
(CIS) and Future Year Defense Plan (FYDP)
database, we compared the FY 06-11 totals of the
FY 06 Budget Estimate Submission to the FY 06-11
totals from the FY 06 Presidents Budget. The
numbers included all DWCF, DNSC and all
appropriated accounts. Our total submit for FYs
06-11 was 212.9B, our total for the same years
in the PB was 208.6B. The 2 difference between
our submit and the PB is primarily due to
reduction in Supply commitments. OSD reduced
DLA's requested Supply Management commitment
authority by over 3 billion per year from FY
05-07 based on higher obligation authority
approved to reflect continued operations at the
FY 04 level plus known changes.  These reductions
in commitment authority more than offset
increases approved for higher fuel prices,
inflation, purchase of the Army's new combat
uniform, and facilities sustainment. F1B
Using the Comptroller Information System (CIS)
and Future Year  Defense Plan (FYDP) database, 
we compared the FY 04 column from the FY 06 BES
to the FY 04 column of the FY 06 PB.  This
measure is for DWCF only.  We exceeded target by
2 primarily due to receiving additional
obligation authority for  higher fuel prices and
higher non-energy sales due to OEF/OIF and
hurricane relief efforts.    F1C In total,
Non-Energy Cumulative sales are 14.2B or 940M
(7) over PB plan and 215M (or 1) below MY
plan. Aviation and Maritime are below PB plan,
all the rest are above plan.  All supply chains
except for Land are below their MY plans. BSM
sales are 2.9B.  OEF/OIF sales 3.0B, which is
21 of total sales.  Sales are expected to reach
19.7B based on the Mid-Year. WEAPONS SYSTEMS
cumulative sales are 5.0B which is 264M or 5
under the PB plan and 17M below or basically
on target with the MY plan.  Sales for June are
554M.  This is 34M higher than May sales of
520M.  Sales for the Weapons Systems supply
chains are projected to reach 6.8B based on the
Mid-Year submission.  We have to average 602M a
month to reach this projection.  So far we are
averaging 550M a month.  TROOP SUPPORT sales are
9.2B which is 1,204M or 15 above PB plan but
198M or 2 below the MY plan.  June sales are
1.0B.  This is 48M lower than May sales of
971M.  Troop Support supply chains are projected
to reach 12.9B based on the Mid-Year
submission.  We have to average 1.2B a month to
reach this projection.  So far we are averaging
1B a month. F2A DLAs Composite CRR as of PB
05 is 15.  The year to date sales is 7.0 ahead
of plan due to Operation Enduring
Freedom/Operation Iraqi Freedom and Hurricane
relief.  The (3nd Quarter Execution) CRR June
actual at 14.4 is on target with the approved
budgeted CRR, lower by .6.  Without the
Inventory Maintenance of 428.3M, the CRR would
be 10.9.   F3A This measure tracks
performance of the number of Plans of Action and
Milestones (POAMs) completed against those
planned for completion.  POAMs  Start of FY
Planned for completion during FY 05 (FY 05 YTD
Target) was 16.      Revised baseline POAMs now
planned for completion in FY 05 is 6.  (5
completed in 1Q2Q and 1 planned for 3Q4Q) (In
total there are 29 POAMs with completions planned
thru FY 08)  3rd Qtr results   0 POAMs were
scheduled for completion in 3Q.  1 is planned for
completion in 4Q.  YTD results  5 POAMs have
been completed this FY thru 3Q.  1 is planned for
completion in 4Q. Footnote This update is
DRAFT and is pending final approval from J-8.
F3B This measure tracks performance of
corrective actions (critical events in the POAMs)
completed against those planned for completion. 
Corrective Actions  Start of FY Planned for
completion during FY 05 (FY 05 YTD Target)was
50.  Revised baseline Corrective actions now
planned for completion in FY 05 is 104.  (21
completed in 1Q2Q and 83 planned for 3Q4Q) (In
total, there are 220 corrective actions in the 29
POAMs with completions planned thru FY 08) 3rd
Qtr results  12 of 14 corrective actions were
completed in 3Q (86).  71 are planned for
completion in 4Q.  YTD results  33 of 104
corrective actions planned to be completed this
FY are completed (15 in 1Q, 6 in 2Q, and 12 in
3Q).    Footnote This update is DRAFT and is
pending final approval from J-8.    
14
DLA BSC
Defense Supply Center Richmond (DSCR) Aviation
Supply Chain July 26, 2005
15


Customer Quadrant BSC Report 3rd Quarter
FY05 Ms. Longest
Current Period
Measure Owner
FY06 TARGET
FY05 YTD Results
FY 05 TARGET
FY04 Actual
Baseline
Measure Freq
Strategic Measures
Strategies
C-1A, LEAD planned major customer account
performance based agreements negotiated.
C-1 Engage customers in a structured,
collaborative and partnering relationship.
E N T E R P R I S E
C-2A, LEAD planned major customer accounts
with a specified CRM package.
C-2 Translate customer needs into integrated
logistics solutions to maximize readiness and
combat power.
E N T E R P R I S E
Mr. Coppedge
86
75.0
77.3
85 SEE NOTE
85 SEE NOTE
C-2B, LAG service identified items/services
requiring surge and sustainment support covered
by surge and sustainment provisions.
Q
TBD
Mr. White
75.8
Y
90.0
TBD SEE NOTE
TBD SEE NOTE
90
89.0
C-3A, LEAD Improve Customer Satisfaction to 90
By FY07
C-3 Deliver promised support consistently.
16


Customer Quadrant BSC Report 3rd Quarter
FY05 Ms. Longest
Measure Owner
Measure Freq
Strategic Measures
Strategies
Current Period
Measure Owner
FY06 TARGET
FY05 YTD Results
FY 05 TARGET
FY04 Actual
Baseline
C-3A-1, LEAD CONTRIBUTORY Improve Customer
Satisfaction of the DSCR Customer Contact Center.
95.0
90.0
Q
Ms. Pearce
95.0
96.6 SEE NOTE
95.2 SEE NOTE
TBD
C-3B, LAG negotiated agreement terms
perfectly fulfilled.
E N T E R P R I S E
17


Customer Quadrant BSC Report 3rd Quarter
FY05 Ms. Longest
NOTES

• C-2B. Fiscal Year (FY) 05 Year-To-Date (YTD) and
  current period are green. Currently, the
  percentage of coverage for the aviation supply
  chain is 85. The goal for FY 05 is 86. The
  FY 06 goal will be given to all field commands
  from the enterprise at the end of 4th quarter.
• C-3A. Interim FY 05 results will be available at
  the end of 4th quarter FY 05 therefore FY 05 YTD
  and current period show no color. Cycle 17
  results (90) are related to FY 04 Customer
  Satisfaction. Customer Satisfaction FY 05 goal
  and beyond is 90. The Customer Survey Program
  is being integrated into the DLA CRM program.
• C-3A-1. Contributory Measure Shows the customer
  satisfaction rate of DSCR customer contacts
• for our local contact center based
  on a random sample compiled quarterly. The FY 05
  goal
• of 95.0 is based on industry
  standards.
• The Overall Color Coding Scale is as follows
• Red Underachieving
• Yellow Caution
• Green- Met Target

18
Internal ProcessBSC Report 3rd Quarter
FY05Colonel Franklin


Measure Owner
FY06 Target
FY05 YTD Results
Current Period
FY 05 Target
FY04 Actual
Baseline
Measure Freq
Strategic Measures
Strategies
IP-1A, LAG Perfect Order Fulfillment.
IP-1Implement Perfect Order Fulfillment
E N T E R P R I S E
E N T E R P R I S E
IP-2A, LAG Processes meeting standard.
IP-2Implement Revised Business Processes
IP-2A-1, LEAD CONTRIBUTORY - of selected
Aviation Supply Chain transition KPIs outcome
to meet established standards.
29 SEE NOTE
Mr. Fernandez
100
29 SEE NOTE
100
83
80
Q
E N T E R P R I S E
IP-2B, LEAD reengineered functionality
implemented in BSM.
Dr. Starks
100
100
100
86
Q
IP-3 Implement Strategic Material Sourcing
100
100
IP-3A, LEAD SSAs in accordance with SMS plan.
Dr. Starks
100
92
77 SEE NOTE
100
100
47
Q
IP-3B, LAG of SMS NSNs on long term agreement
in accordance with SMS plan.
IP-4A, LEAD Emerging system baseline
performance.
IP-4 Design and implement best value
enterprise IT environment.
E N T E R P R I S E
E N T E R P R I S E
IP-4B, LAG Portfolio investment performance.
19
Internal ProcessBSC Report 3rd Quarter
FY05Colonel Franklin


20
Internal ProcessBSC Report 3rd Quarter
FY05Colonel Franklin


NOTES
IP2A-1Continued. Transition Key Performance
Indicators (KPIs) for Aviation Supply Chain
(ASC) Partners as of Jun 30, 2005
5) Administrative Lead Time (ALT) (ASC
Partners) through May 31 (Jun not available
at time of preparation) Slight increase overall
0.8 day) with improvement from Columbus and
Richmond. Philadelphia increased 8 days through
May 31, over Mar 31. -Yellow 6)
Purchase Requests (PRs) On Hand 3rd Qtr
improved slightly with a reduction of 1,127 PRs
from end of March. Supply Chain exceeds June and
end of year targets. - Yellow
7) PRsgtAward Date- 3rd Qtr (13,375 end of month
June) improved slightly, down 1,095 aged PRs from
end of 2nd Qtr. Overall exceeded June and end of
year targets. - Red Overall Rating Color
coding is as follows RED 20 or
less
YELLOW 21 -
79
GREEN 80 - 100
FY04 Actual is
based on DSCR only KPIs (KPIs were 1) PRs on
hand 2) PRsgtALT of Record 3) ALT-
4) Delinquency Rate 5) Supply Chain Management
Initiatives 6) LTC Coverage for High
Frequency NSNs (Product Centers). However, FY05
KPIs are based on overall ASC transition
metrics .
21
Internal ProcessBSC Report 3rd Quarter
FY05Colonel Franklin


NOTES
IP3B. Strategic Material Sourcing (SMS) The
Aviation Supply Chain ended the 3rd quarter 925
Nato Stocked Numbers (NSNs) shy of
items cumulative goal of 79,835 NSNs on Long
Term Contract (LTC). Our biggest
obstacle this year has been NSNs dropping off of
LTCs. Although we have made 11,167
awards so far this year, we have had 4,069 NSNs
fall of LTC. Of these drop-offs
1,945 were not planned for, i.e. they were on
LTCs that were not supposed to expire this year.
These unplanned drops were the
result of NSNs with demands that dried up and
NSNs on sole source contracts that
became competitive NSNs and had to be removed
from the contract. A larger issue
was the need to remove NSNs from LTCs because
they were impacted by the Bearings
Act and had to be removed from LTCs because they
were not being procured domestic
sources. Overall Rating Color coding is as
follows RED 20 or less

YELLOW 21 - 79
GREEN
80 - 100
FY04 Actual is based on DSCR only
KPIs (KPIs were 1) PRs on hand 2) PRsgtALT of
Record 3) ALT- 4) Delinquency Rate
5) Supply Chain Management Initiatives 6) LTC
Coverage for High Frequency NSNs
(Product Centers). However, FY05 KPIs are based
on overall ASC transition metrics .

22
Learning GrowthBSC Report 3rd Quarter
FY05Ms. Norton


Measure Owner
FY06 Target
FY05 YTD Results
Current Period
FY 05 Target
FY04 Actual
Baseline
Measure Freq
Strategic Measures
Strategies
Mr. Souser
92.00
82.00 SEE NOTE
90.00
77..00
85.00
LG-1A, LEAD CONTRIBUTORY - Skills Coverage.
LG-1 Deliver proper knowledge and skills to
meet DLAs commitments to our customers.
82.00 SEE NOTE
Q
Mr. Souser
SEE NOTE
SEE NOTE
SEE NOTE
SEE NOTE
SEE NOTE
LG-1B, LEAD Skills-based Training.
SEE NOTE
SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
LG-1C, LAG Employee perceptions of skills
possession.
70.7 3.77
68.3 3.73

TBD SEE NOTE
TBD SEE NOTE
Ms. Norton
A
LG-2A, LEAD Leadership Assessment modeling
desired culture.
LG-2 Create and manage a customer-focused
corporate culture.
E N T E R P R I S E
23
Learning GrowthBSC Report 3rd Quarter
FY05Ms. Norton


Measure Owner
FY06 Target
FY05 YTD Results
Current Period
FY 05 Target
FY04 Actual
Baseline
Measure Freq
Strategic Measures
Strategies
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
a/sa TBD SEE NOTE
A
LG-2 Create and manage a customer-focused
corporate culture.
Ms. Norton
LG-2B, LAG Employee perceptions of DSCR/DLA
Culture.


LG-2B-1, LAG CONTRIBUTORY Top eight action
plans to improve DSCR culture.
50 SEE NOTE
50 SEE NOTE
47 SEE NOTE
Ms. Norton
N/A
100
100
Q
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
A
TBD SEE NOTE
49.4 3.34
Ms. Norton
51.4 3.39
Mission
A
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
46.1 3.28
43.2 3.20
Ms. Norton
Consistency
TBD SEE NOTE
A
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
Ms. Norton
51.1 3.33
48.0 3.24
Involvement
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
A
Ms. Norton
45.1 3.24
43.9 3.20
Adaptability
24
Learning GrowthBSC Report 3rd Quarter
FY05Ms. Norton


Measure Owner
FY06 Target
FY05 YTD Results
Current Period
FY 05 Target
FY04 Actual
Baseline
Measure Freq
Strategic Measures
Strategies
A
a/sa TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
LG-3 Provide quality work environment
consistent with DLA values.
Ms. Norton
LG-3A, LAG Employee perceptions of workplace
environment.
TBD SEE NOTE
A
TBD SEE NOTE
Ms. Norton
TBD SEE NOTE
TBD SEE NOTE
48.9 3.25
48.3 3.34
Communication
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
A
Ms. Norton
63.1 3.57
67.0 3.65
TBD SEE NOTE
TBD SEE NOTE
Learning/Development
TBD SEE NOTE
TBD SEE NOTE
A
TBD SEE NOTE
Ms. Norton
65.9 3.60
Physical Environment
64.4 3.60
TBD SEE NOTE
TBD SEE NOTE
A
TBD SEE NOTE
TBD SEE NOTE
34.8 2.91
40.1 3.09
Ms. Norton
Rewards
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
A
Ms. Norton
TBD SEE NOTE
78.6 3.95
77.3 4.01
Work/Life Balance
25
Learning GrowthBSC Report 3rd Quarter
FY05Ms. Norton


Measure Owner
FY06 Target
FY05 YTD Results
Current Period
FY 05 Target
FY04 Actual
Baseline
Measure Freq
Strategic Measures
Strategies
d/sd TBD SEE NOTE
TBD SEE NOTE
Q
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
Ms. Norton
LG-3 Provide quality work environment
consistent with DLA values.
LG-3B, LAG Exit survey assessment workplace
environment.
Q
TBD SEE NOTE
47.8 2.49
TBD SEE NOTE
TBD SEE NOTE
Ms. Norton
TBD SEE NOTE
10.0 1.50
Advance/Recognition
Q
63.1 2.70
7.8 1.00
Ms. Norton
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
Compensation/Benefits
TBD SEE NOTE
TBD SEE NOTE
TBD SEE NOTE
Q
TBD SEE NOTE
64.7 2.91
15.8 1.18
Ms. Norton
Quality of Life
81
88
HG M89
Q
87
78 SEE NOTE
78 SEE NOTE
Mr. McManus
LG-3C, LEAD Parity Index HG Minority Hispanic
Women PIHG Employees with targeted disabilities
Q
100
HG H170
100
100
Mr. McManus
100 SEE NOTE
100 SEE NOTE
HG W83
87
Q
95
Mr. McManus
87 SEE NOTE
87 SEE NOTE
92
2.25 SEE NOTE
2.25 SEE NOTE
3 of Emp W/TD
Mr. McManus
Q
N/A
2.36
2.52
26
Learning GrowthBSC Report 3rd Quarter
FY05Ms. Norton


NOTES
LG-1A. Using an internal contributory measure
while the DLA Skills Gap Index is being
finalized. 841 employees in DAWIA
designated positions. 691 Employees Certified or
within the 18 months of attaining
position 82 Overall Rating Color
coding is as follows RED 20 or
less

YELLOW 21 - 79

GREEN 80 - 100
27
Learning GrowthBSC Report 3rd Quarter
FY05Ms. Norton


NOTES

• LG-1B. Awaiting dissemination of the Skills Gap
  Analysis throughout the Enterprise.
• LG-1C, LG-2A, LG-2B. Awaiting dissemination of
  color-coding and goals from the
• enterprise.

28
Learning GrowthBSC Report 3rd Quarter
FY05Ms. Norton


NOTES
LG-2B-1. This is a contributory measure that
tracks DSCRs eight action plans to remedy the
issues from the Climate Survey Results from FY
05. DSCR Culture Top Eight Actions AP-1 Convene
Communications Subgroup                           
                    Completed AP-2  DSCR Tailored
Playbook                                          
                     In Progress AP-3 
Customer Visits with the Workforce           
                                  
Completed AP-4  Publicize Customer
Feedback                                          
             Completed AP-5  Discuss Poor
Performance at Supervisors Forum   
                     Completed AP-6  Provide
Supervisor Training on Merit Promotions           
              In Progress AP-7  Draft Policy on
Temporary Promotions                              
             In Progress AP-8  Publish Incentives
Awards Handbook                                 
        In Progress As of third quarter, we are
at 50 completion of the overall Commander's
eight action plans. Color-Coding is as follows
Each
Action Plan Score Overall Rating
RED
20 or less

YELLOW
21 - 79
GREEN 80 -
100
29
Learning GrowthBSC Report 3rd Quarter
FY05Ms. Norton


NOTES
LG-3C. PARITY INDEX (PI) BASED ON THE YEAR 2000
DATA High Grade
Minorities and High Grade Female had no change
from the second quarter.
High Grade Hispanics decreased by
one female, however the parity index still
remains over 100.
3 of Employees with Targeted
Disabilities slightly increased. (This is a new
(component of LG-3C).
Color Coding is as follows Red
Underachieving Yellow
Caution Green Met Target
FY04 ACTUALS ARE
BASED ON 1990 CENSUS DATA
30


Finance BSC Report 3rd Quarter FY05Ms. McLeod
Measure Owner
FY06 Target
FY05 YTD Results
Current Period
FY 05 Target
FY04 Actual
Baseline
Measure Freq
Strategic Measures
Strategies

F-1A, LEAD POM initiatives programmed.
F-1 Resource DLAs transformational strategies.
E N T E R P R I S E

F-1B, LAG Defense Working Capital Fund budget
request received.
E N T E R P R I S E
Mr. Bands
100
92.9 SEE NOTE
92.9 SEE NOTE
100
93.9
126.7
Q
F-1C, LAG Accuracy of non-energy sales
forecasts. (POM Years)
Mr. Bands
22.8 SEE NOTE
22.8 SEE NOTE
21.7
21.2
30.9
A
F-2A, LEAD Cost recovery rate.
F-2 Minimize total supply chain costs.
TBD
F-3A, LAG annual CFO audit findings resolved.
F-3 Promote confidence in DLAs financial
stewardship.
E N T E R P R I S E
F-3B, LAG Chief Financial Officer improvement
plan milestones completed on time.
E N T E R P R I S E
31


Finance BSC Report 3rd Quarter FY05Ms. McLeod
NOTES
F1-C. Presidents Budget (PB) 06 Gross Sales at
Standard (GS_at_ Std) Plan Year-To-Date
(YTD) for the Aviation Supply Chain (ASC)
2,821.6M Actual 2,622.5M 92.9. Navy
and Air Force Sales are down as
compared to last year offset slightly by Army
increases. Fiscal Year (FY) 06 Mid-Year
has adjusted sales and through 3rd
quarter GS_at_Std were 98.7 of the FY 06 Mid-Year
plan. F-2A. For DSCR site 3rd quarter FY 05,
DSCRs Cost Recovery Rate (CRR) (22.8)
finished above target (21.7) due to sales being
lower than planned. Currently there
is no mechanism to track operating cost
by supply chain. Overall Color-Coding Red-
Underachieving Yellow- Caution Green- Met
Target
32


DSCR 3rd Quarter Accomplishments

• DSCR Wins the Senate Productivity and Quality
  Award (SPQA). DSCR was notified on June 16th that
  we received the coveted 2005 Award for Continuing
  Excellence. DSCR is one of three agencies in the
  state of Virginia to receive this honor more than
  once. The ceremony is scheduled for October in
  Williamsburg, VA.
• BSM Site Transition. The Cutover/Conversion for
  the June Rollout of the Aviation Detachment at
  DSCP was successful rolling out 100K Nato Stock
  Numbers (NSNs) and 201 users. Along with the
  users at the Detachment, we brought 31 new users
  at DSCR into the BSM Solution Set in June. Though
  this rollout was not an official item rollout
  here at DSCR, we utilized this time to bring
  additional resources into the system to respond
  to business needs.

33


DSCR 3rd Quarter Accomplishments

• Lean Event. A joint lean event was conducted on
  June 15 with Hamilton-Sunstrand and our IST to
  review invoice processing with the goal to reduce
  interest payments. Hamilton-Sunstrand provided a
  kaizan from their Achieving Competitive
  Excellence program. A cross section of all DSCR
  directorates was represented as well as subject
  matter experts from DFAS and DCMA. On average, we
  discovered there is nearly 28 hours of touch
  labor required on each invoice payment and, by
  coincidence, 28 days on average to pay an
  invoice. While streamlining the entire invoice
  payment system was beyond the scope of this team,
  nearly 20 action items were taken. These actions
  were things that could be done in the short-term
  to reduce errors and rework.

34
Defense Supply Center Philadelphia(DSCP)
DLA Balanced Scorecard3Q FY05
DSCP

• June 2005

35
DSCP Customer QuadrantBSC Report 3rd Quarter
FY05Mr. Miller
DSCP
ENTERPRISE
ENTERPRISE
ENTERPRISE
Not available
Through Third quarter FY 05
36
DSCP Customer QuadrantBSC Report 3rd Quarter
FY05Mr. Miller
DSCP

• C2-B Surge and Sustainment Green
• However if Medical does not receive an additional
  12M in Warstopper funding, it cannot fund
  coverage to the 71 level.
• Medicals overall surge coverage could be
  expected to fall to 48

37
DSCP Internal ProcessBSC Report 3rd Quarter
FY05Mr. Miller
DSCP
ENTERPRISE
ENTERPRISE
ENTERPRISE
ENTERPRISE
ENTERPRISE
ENTERPRISE
Through Third quarter FY 05
38
DSCP Internal ProcessBSC Report 3rd Quarter
FY05Mr. Miller
DSCP

• IP-2B Contributory Measure Percent of selected
  metric outcomes to meet established standards
• Long Term Contracting Green
• Supply Availability Green
• Backorders Green
• LRT Green
• Small Business Green
• Overall Assessment Green
• IP-3B Number of SMS NSNs on long term agreement
  in accordance with SMS plan
• 1121 NSNs was the target for the second quarter
  of FY 05
• 781 NSNs were completed (70)

.
39
DSCP Learning Growth BSC Report 3rd Quarter
FY05Ms. Makosewski
DSCP
ENTERPRISE
ENTERPRISE
ENTERPRISE
ENTERPRISE
ENTERPRISE
Not available
Through Third quarter FY 05
40
DSCP Learning Growth BSC Report 3rd Quarter
FY05Ms. Makosewski
DSCP
ENTERPRISE
ENTERPRISE
Not available
Not available
Not available
Through Third quarter FY 05
41
DSCP Financial BSC Report 3rd Quarter FY05Mr.
Ford
DSCP
ENTERPRISE
ENTERPRISE
ENTERPRISE
ENTERPRISE
Through Third quarter FY 05
42
DLA BSC 3Q FY 05
Performance
Transformation
Culture
Defense Supply Center Columbus (DSCC) Land
Supply Chain Maritime Supply Chain
43
DSCC Customer QuadrantBSC Report 3Q FY 05CAPT
Brown


Performance
Transformation
Culture
ENTERPRISE
ENTERPRISE
44
DSCC Customer QuadrantBSC Report 3Q FY 05CAPT
Brown


Performance
Transformation
Culture
ENTERPRISE
45
DSCC Customer - Notes BSC Report 3Q FY 05CAPT
Brown
Performance
Transformation
Culture

• C-1A, C-2A, and C-3B Land and Maritime Supply
  Chains will report their shared portions of these
  strategies once the customer segments have been
  clearly defined.
• C-1A-1 This is a contributory metric tracking
  the mapping and establishment of customers to
  customer cells in our Land and Maritime Supply
  Chains. a monthly review is conducted for all new
  DoDAACs and new assignments are now coordinated
  with Land and Maritime participating to ensure
  correct CRM Cell Assignments.
• C-2B - Surge coverage for the Land Supply Chain
  is down 5 from the baseline in FY 04. Surge
  coverage for the Maritime Supply Chain is up 4
  from the baseline in FY 04. Color
  Code Green 1 or less Yellow gt1 and lt3
  Red gt3 Data does not reflect items
  transferred to BSM.
• C-3A TBD Unsure how the customer breakout will
  occur under BSM (i.e. left side, right side,
  site, or supply chain). Awaiting guidance from
  HQ.
• C-3B-1 This is a contributory metric tracking
  the performance of the original SLAs established
  in our Maritime Customer Operations Directorate.
  The SLAs list various BSM KPIs that were used to
  monitor DLA performance during Release 1.0
  Concept Demo. Individual performance targets
  will not be set until further into Release 2.0.
  Those SLAs have now been superseded by the Naval
  Shipyard Performance Based Agreement (PBA) and
  Trident Support at Naval Maintenance Activities
  PBA.

46
DSCC Internal Process QuadrantBSC Report 3Q
FY 05Mr. Rodocker
Performance
Transformation
Culture
ENTERPRISE
ENTERPRISE
ENTERPRISE
ENTERPRISE
47
DSCC Internal Process QuadrantBSC Report 3Q FY
05Mr. Rodocker
Performance
Transformation
Culture
ENTERPRISE
ENTERPRISE
48
DSCC Internal Process Notes BSC Report 3Q FY
05Mr. Rodocker
Performance
Transformation
Culture

• IP-2A-1 Contributory This metric shows the
  overall health in the Land and Maritime Internal
  Processes. It is a composite of the following
  transition operational metrics Backorders On
  Hand, Backorders gt 180, BO Dollars, PRs OH, and
  PRs gt Award Date.
• Land Supply Chain 4 of 5 are Green which
  gives Land a composite color rating of GREEN.
• Maritime Supply Chain 1 of 5 are Green
  which gives Maritime a color rating of RED.
• METRIC RATING lt20 Green (1 of 5) RED
• 20 60
  GREEN YELLOW
• gt60 GREEN GREEN
• IP-3A
• Land Supply Chain GDLS SSA was signed by VADM
  Lippert on March 7, 2005. Completion requires a
  contract modification, which was signed in May,
  2005. We have one Tier II Supply Chain Alliance
  (SCA) charter planned by September 2005.
• Maritime Supply Chain VADM Lippert signed the
  York charter in March. It was subsequently
  completed by York in April, 2005. Marottas
  charter agreement has been signed by both
  parties however, the actual SSA will not be
  considered complete until agreement can be
  reached by the Joint Steering Group on the
  formation of improvement teams - expected
  completion is 4th quarter FY 05. A Supply Chain
  Alliance is expected to be completed in 4th
  quarter 05 with Clarcor. FY 05 Supply Chain
  Alliance projected 1 by 4th Qtr.

49
DSCC Internal Process NotesBSC Report 3Q FY
05Mr. Rodocker
Performance
Transformation
Culture

• IP-3B
• FY 05 Land Supply Chain SMS goal is 3,107. YTD
  have awarded 1983 of 2056 targeted.
• FY 05 Maritime Supply Chain SMS goal is 6473.
  YTD have awarded 4247 of 4305 targeted.
• Color Code Green 85 to 100 Yellow
  70 to 84 Red less than 70

50
Learning Growth Quadrant BSC Report 3Q FY
05Mr. Canterbury
Performance
Transformation
Culture
ENTERPRISE
ENTERPRISE
ENTERPRISE
ENTERPRISE
51
Learning Growth Quadrant BSC Report 3Q FY
05Mr. Canterbury
Performance
Transformation
Culture
52
Learning Growth Quadrant BSC Report 3Q FY
05Mr. Canterbury
Performance
Transformation
Culture
53
Learning Growth - Notes BSC Report 3Q FY
05Mr. Canterbury
Performance
Transformation
Culture

• LG 1C, 2A-1, 3A, 3B No 2005 surveys have been
  conducted that serve these measures.
• LG-3C
• Employment of Women at Hi Grades We presently
  have a PI of 76. Based on the population of
  individuals in the categories leading to high
  grades, it is realistic to establish a PI goal of
  80 for FY06. Yellow With a baseline of 296 hi
  grade positions, parity would be attained with
  the promotion of 6 women from the GS-12 level.
  There is significant representation of women
  employed at the GS-12 level, and upward mobility
  opportunities to the GS-13 level are planned for
  FY06. Color Code Red PI 73 or minus 4
  positions staffed by women Green PI 78, or
  a net increase of 3 women employed at the GS-13
  level.
• Employment of Minorities at Hi Grades We have a
  present PI of 90 for this category. We have
  established at PI of 100 as a goal for FY06.
  Yellow With a baseline of 296 hi grade
  positions, parity would be attained with the
  promotion of 5 individuals to the GS-13 level.
  There is significant representation of minorities
  in the feeder group, and there are upward
  mobility opportunities to the GS-13 level planned
  for FY06. Color Code Red PI 83 or loss of 3
  positions staffed by minorities Green PI 95,
  or an increase of 2 minorities at the GS-13
  level.

54
Learning Growth - Notes BSC Report 3Q FY
05Mr. Canterbury
Performance
Transformation
Culture

• LG-3C, cont.
• Employment of Hispanics at Hi Grades The PI for
  the reporting period is 19. Due to limited
  representation of employees in the feeder groups,
  we have established a PI of 20 as the FY06 goal.
  Green With the employment of 1 individual at
  the GS-14 level, we are .8 below our targeted
  indices. Color Code Red PI 0 or the loss
  of the individual in the grade category.
• Employment of People with Targeted Disabilities
  Weve targeted the DLA goal as an area for
  improvement against our current representation of
  2.46 in employment of individuals with targeted
  disabilities. Yellow In order to attain the DLA
  Goal, we would be required to hire approximately
  13 individuals with disabilities replacing 13
  positions occupied by individuals without
  targeted disabilities. Color Code Red PI 2.0
  or the net loss of 11 individuals with targeted
  disabilities Green PI 2.5, or a new hire of
  1 individuals with targeted disabilities.

55
Finance Quadrant BSC Report 3Q FY 05Mr.
Roberts
Performance
Transformation
Culture
ENTERPRISE
ENTERPRISE
56
Finance Quadrant BSC Report 3Q FY 05Mr.
Roberts
Performance
Transformation
Culture
ENTERPRISE
ENTERPRISE
57
Finance Quadrant - Notes BSC Report 3Q FY
05Mr. Roberts
Performance
Transformation
Culture

• F-1C 3rd Quarter FY 05 Sales
• Land Supply Chain Gross Sales _at_ Standard
  through June were 1,073.8M, which was 62.5M, or
  6.2, above the PB06 plan. The metric is rated
  GREEN. Driver was the receipt of the
  supplemental funding and the resulting increase
  sales from Land demand forces. This reflects
  increased sales in 3rd quarter of 115 of plan.
• Maritime Supply Chain Gross Sales _at_ Standard
  through June were 1,256M, which was 128M, or 9,
  below the PB06 plan. The metric is rated YELLOW
  because it is between 5 and 10 of the
  projection. Sales decreased in DSCR and DSCP
  (GI) supply chains for the current period, which
  brought overall sales down in the third quarter,
  which put us in the RED for the quarter only.
  However, June year-to-date sales are right on
  target with the midyear projections. Maritime
  sales have been averaging 140M per month, and at
  that rate they are projected to be 1.7B, which
  is approximately 9 below the PB06 plan. Fiscal
  year sales to date indicate that year end sales
  will be comparable with the midyear projection.
• F-2A The Cost Recovery Rate for 3rd Quarter FY
  05
• Land Supply Chain Cost recovery rates were
  computed by site in FY04 and FY05. In FY06, Land
  supply chain cost recovery rate is 22.8.
• Maritime Supply Chain Cost recovery rates were
  computed by site in FY04 and FY05. In FY06,
  there is a supply chain breakout of cost recovery
  rates in addition to an aggregate number.
  Maritime supply chain cost recovery rate is 28.9.

58
DESC BSC3Q FY05
July 21, 2005
59
DESC Customer Quadrant BSC Report 3rd Quarter
FY05 Ms. Morris
60
DESC Customer Quadrant BSC Report 3rd Quarter
FY05 Ms. Morris

• C-1B Baseline results and targets are TBD until
  further implementation of the CRM program.
• The baseline for these measures was reestablished
  as a result of the different survey mechanism and
  customer feedback received from Cycle 17.
• Baseline data was adjusted in the 2QFY05 to
  reflect the new survey structure written and
  verbal questions. New baselines were established
  based on cycle 17 data by combining results for
  multiple questions on the customer survey into an
  average score for each measure.
• FY05 and FY06 targets have also been adjusted as
  a result of the new baselines.

61
DESC Customer Quadrant BSC Report 3rd Quarter
FY05 Ms. Morris
62
DESC Customer Quadrant BSC Report 3rd Quarter
FY05 Ms. Morris
63
DESC Customer Quadrant BSC Report 3rd Quarter
FY05 Ms. Morris
64
DESC Internal Process Quadrant BSC Report 3rd
Quarter FY05 Ms. Morris
65
DESC Internal Process Quadrant BSC Report 3rd
Quarter FY05 Ms. Morris

• IP-2 The DESC BSC is currently under
  construction. Since the 2QFY04 DLA RA, DESC
  has
• Further revised and approved the DESC-wide
  corporate strategy map to reflect the important
  objectives that achieve the mission. (DESC BSC
  objectives will continue to contribute to the
  overall DLA scorecard.)
• Held 2 workshops which continued development of
  the Strategic Metrics for the new BSC
• Continued development of the Communication Plan
  for the new BSC
• Developed a plan for cascading the BSC to the
  CBUs / Regions/ and Staff Offices to begin in
  Fall 2005

66
DESC Internal Process Quadrant BSC Report 3rd
Quarter FY05 Ms. Morris
67
DESC Internal Process Quadrant BSC Report 3rd
Quarter FY05 Ms. Morris
68
DESC Internal Process Quadrant BSC Report 3rd
Quarter FY05 Ms. Morris
69
DESC Internal Process Quadrant BSC Report 3rd
Quarter FY05 Ms. Morris
70
DESC Learning Growth Quadrant BSC Report 3rd
Quarter FY05 Ms. OLeary
71
DESC Learning Growth Quadrant BSC Report 3rd
Quarter FY05 Ms. OLeary
72
DESC Learning Growth Quadrant BSC Report 3rd
Quarter FY05 Ms. OLeary

• LG-1C, LG-2B LG-3A Culture Survey
• The most recent results of the DLA culture survey
  were reported in the 1QFY05 RA. Since the
  survey is administered every 18 months,
  reportable data for the next survey will not be
  available until July 2006.
• LG-3C Parity Index
• DESC actively participates in the Minority Hiring
  Initiative (launched in the 4QFY04) additional
  recruitment activities are planned for the next
  several months

73
DESC Learning Growth Quadrant BSC Report 3rd
Quarter FY05 Ms. OLeary
74
DESC Learning Growth Quadrant BSC Report 3rd
Quarter FY05 Ms. OLeary
75
DESC Learning Growth Quadrant BSC Report 3rd
Quarter FY05 Ms. OLeary
76
DESC Finance Quadrant BSC Report 3rd Quarter
FY05 Ms. OLeary
77
DESC Finance Quadrant BSC Report 3rd Quarter
FY05 Ms. OLeary

• F1C this measure compares sales projections to
  actual
• This quarters result exceeds the established
  threshold, but this is not necessarily a bad
  mark, considering the financial initiatives of
  this fiscal year. Overall for the fiscal year,
  DESC is within the target threshold.
• F-2B
• Prices were quite volatile within the months of
  March and April for this report, these particular
  data points were vulnerable to variations. DESC
  has sound EPA provisions in place that have a
  solid history of tracking market levels, at this
  point, there is no reason, to regard the increase
  over the target threshold as more than a
  stochastic short term statistical issue. On
  average, DESCs weighted average price is less
  than the national average price for a 115 month
  period.
• F3B
• 5 POAMs were added during the 3rd quarter. DESC
  is working with DLA to address the milestone
  slippages.

78
DESC Finance Quadrant BSC Report 3rd Quarter
FY05 Ms. OLeary
79
DESC Finance Quadrant BSC Report 3rd Quarter
FY05 Ms. OLeary
80
DESC Finance Quadrant BSC Report 3rd Quarter
FY05 Ms. OLeary
81
DLA BSC3Q FY05
Defense Distribution Center (DDC) July 18, 2005
82
DDC Customer QuadrantBSC Report 3rd Quarter
FY05Mr. Harris
Enterprise
83
DDC Customer NotesBSC Report 3rd Quarter
FY05Mr. Harris
New customer metrics have been developed for each
strategy but have not yet been approved for use
by DLA J-4.

• C-1 No customer satisfaction results yet for
  FY05.
• C-2A New metrics have been identified for this
  strategy and will be implemented upon completion
  of the new Strategic Plan/BSC rewrite and
  implementation. In the interim, DDC continues to
  translate customer needs into successful
  logistics solutions (e.g. kitting, CCP,
  dedicated trucks, Pure Pallets).
• C-3 Metrics for C-3 are pending approval by DLA
  J-4.

84
DDC Internal Process QuadrantBSC Report 3rd
Quarter FY05Ms. Cravener
Enterprise
85
DDC Internal Process NotesBSC Report 3rd
Quarter FY05Ms. Cravener

• IP-1A Is in development at DLA HQ.
• IP-1B For the third quarter
• Lines shipped Total days Average
• Priorities 738,821 658,585 0.8604
  
• Routines 1,258,723 1,209,509 0.9609
• IP-2A Monthly averages during the third quarter
  were 1,791,526 receipts and issues with 3,547.3
  paid equivalents. Lines per Paid Equivalent no
  longer includes indirect Paid Equivalents. We
  have recalculated the previous reports for ease
  of comparison.
• IP-4A DDC no longer has ownership of the
  process/score that is entered into the Portfolio
  Management system and will drop this measure in
  the upcoming revisions (after the new Strategic
  Plan is approved).

86
DDC Learning Growth QuadrantBSC Report 3rd
Quarter FY05Ms. Ferrante
Enterprise
Enterprise
87
DDC Learning Growth NotesBSC Report 3rd
Quarter FY05Ms. Ferrante

• LG-1A Skills Gap tool is being developed by DLA
  J-1.
• LG-2A Data is not currently available. DTC
  recently switched training systems and the new
  DLA Learning Management System (LMS) is not able
  to provide accurate data at this time.  Training
  due dates are not being calculated properly.  DTC
  is actively working to resolve the problem, but
  it was not completed in time for the submission
  of this report.
• LG-1C These three measures are reported based on
  the most recent
• LG-2B Climate/Culture Survey results.
• LG-3A
• LG-2A The Leadership Assessment tool will be
  rolled out in stages during FY05 with reports
  expected to begin by the first quarter of FY06.

88
DDC Learning Growth QuadrantBSC Report 3rd
Quarter FY05Ms. Ferrante
89
DDC Learning Growth NotesBSC Report 3rd
Quarter FY05Ms. Ferrante

• LG-3B Exit Survey results are expected for next
  quarter.
• LG-3C Parity Index is now being calculated using
  2000 census data. These data show a significant
  rise in the number of minorities women in the
  civilian labor force.   As we applied these
  census figures to DDCs scorecard it resulted in
  a drop in all of our parity indexes categories,
  except for minorities overall.  The most
  significant changes between 1990 2000 census US
  Nationwide are a) the number used for total
  minorities in the US census rose from 22.1 to
  27.3 (5.2)b) the number used for total women
  went up from 45.7 to 46.8  (1.1)c) the number
  used for Hispanics went up from 8.1 to 10.7
   (2.6). We have reset our targets based on this
  new data and will continue to monitor the trends
  to ensure DDC has a representative workforce.
• LG-3D The current periods Lost Time Case Rate is
  1.93, representing the actual rate for the first
  three quarters of FY05. We expect the annual
  rate to be higher, the estimate as of 30 June is
  2.67.

90
DDC Finance QuadrantBSC Report 3rd Quarter
FY05Ms. Ryan
91
DDC Finance NotesBSC Report 3rd Quarter
FY05Ms. Ryan
F-1B Billed workload in the 3rd quarter was
6,134,459 or 9.2 below the forecasted program of
6,752,886. For the yearto-date, the forecast
was 19,739,665 vs. actual billed of 18,235,372
(-7.6). F-2A The unit cost rate is above target
due to the decreased workload experienced through
the first three quarters.
92
DLA BSC3Q FY05
Defense Reutilization and Marketing
Service (DRMS) July 20, 2005
93
Customer 3rd Qtr FY05Quadrant Owner Wayne
Woosley

94
Internal Process 3rd Qtr FY05Quadrant Owner
Tom Legeret
95
Internal Process 3rd Qtr FY05 Quadrant Leader
Tom Legeret
96
Learning Growth3rd Qtr FY05Quadrant Owner
Rose Paccione
.
97
Learning Growth3rd Qtr FY05Quadrant Owner
Rose Paccione
Learning Growth (Quadrant Lead)
98
Finance 3rd Qtr FY05Quadrant Leader JoAnne
Scott