Sqn Ldr Mark Marshall

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SCOR in the UK MOD
Sqn Ldr Mark Marshall Email
Mark.Marshall_at_laro.MOD.uk
Major Charles Whattoff Email
Charles.Whattoff_at_laro.MOD.uk
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The Integrated Team
Mission "To deliver high quality policy, logistic
analysis and      consultancy to the Defence
community,         in order to maintain and
enhance operational capability Vision "To be
the acknowledged Defence centre of expertise in
inventory planning, logistic modelling, analysis
and research"
Business Academic
IT Analytical
LARO
Operational Logistics
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Total 288
AD LARO Col
Deputy AD/ Policy
Business Support
Data Systems
Logistic Research
Logistic Data Analysis
Logistic Engineering
Logistic Modelling
Project Quality Management
Programme Manager Sea
Programme Manager Air
Programme Manager Land
9 Feb 05
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Higher HQs
DPA IPTs
FLCs
Policy
Analysis
Research
LARO
Agencies
BUs
Modelling Simulation
Data Management
DLO IPTs
HOSs Others
LARO Functions Support Each Other As Well As
External Customers
Note. Policy and related services - not policy
its execution.
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THE SCOR JOURNEY
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The UK Armed Forces
Army 103,000
Navy 36,000
RAF 49,000
DEFENCE VISION Strengthening international peace
and security. Defending the United Kingdom and
its interests.
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Transforming Defence Logistics
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• The DLO
• Personnel 28,000
• Budget 9Bn
• Inventory 10Bn

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DELIVERY LAYER
Nuclear
Waterfront
Maritime Platforms
Combat Support
Rotary Wing
Commodity
DCSA
Maritime Eqpts
Manoeuvre Strike
1 Gp
23 Gp
Munitions
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ENABLING LAYER
Secretariat
Supply Chain Support
Logistics Services
Logistics Information
Tech Services
Finance
Personnel
Infrastructure
Restructuring
Strategy
DLTP Log Ops
Procurement
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Mapping the Supply Chain
If every node achieves a target of 95 throughput
then the chance of a successful delivery from the
Depot to the QM is 95 95 95 95 95
95 95 69.8
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17-Step Model
Customer Wait Time
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Mapping the Supply Chain
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Channels of Supply Support Options
Spares ownership
MOD / Contractor
MOD
Contractor
Contractor
UK distribution
MOD
MOD
Contractor
Contractor
Overseas distribution
MOD
MOD
Contractor
MOD
Traditional
Contracting for Availability
Spares Inclusive
Contracting for Capability
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Supply Chain
Management
Raw
Industry
Materials
Decide
Inventory Planning
(Plan)
IPT
Source
Make
Deliver
Provide
DPA
Plan
Plan
Plan
Source
Make
Deliver
Decide
Plan Supply Chain
In Service Support
Source
Make
Deliver
Provide
DLO
Plan
Plan
Plan
Source
Make
Deliver
Decide
Plan Supply Chain
Provide
(Enable)
Customer (DECs / FLCs)
Capability
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Service Level is determined by independent supply
decisions.
Active stock?
Cost to Hold?
Storage Space?
Inventory
Transport Availability?
Traffic
Funding Availability?
Latest date required?
Order Management
Order Quantities?
Demand Priority?
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Military Capability
Final Output
Available, Fit for Purpose Platforms
Non-Platform Materiel
Other non-logistic inputs
IntermediateOutputs
Maintenance
Materiel
Platform Attributes
Logistic Services
PerformanceAttributes
Responsive-ness
Flexibility
Cost
Assets
Delivery Reliability
Platform Capability
Platform Reliability
Platform Numbers
Supply Chain Attributes
Platform Attributes
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Responsiveness Customer wait time (external
effectiveness)
Readiness Operational availability (external
effectiveness)

• Metric not in SCOR framework

End to End performance
Reliability Quality Order Fulfilment (Internal
effectiveness)
Flexibility Logistics capacity (internal
effectiveness)
Cost Total logistics expense (internal efficiency)
Asset Asset utilisation (internal efficiency)
Measured in full
Partly Measured
Future Focus
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Reliability The performance of the supply chain
in delivering the correct product, to the
correct place, at the correct time, in the
correct condition and packaging, in the correct
quantity, with the correct documentation, to the
correct customer.
No. of demands receipted
RDD
On-time
Early
Late
Failed
Late
On Time
Failed
Early
No. Days
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No. of demands receipted
Responsiveness The velocity at which a supply
chain provides products to a customer.
Target
Fast
Slow
Failed
Fast
Failed
Slow
No. Days
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FLEXIBILITY
EFFECTIVENESS
TRANSFORMATIONAL OBJECTIVES
EFFICIENCY
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And now, time for questions