New Operating Model Transforms Supply

NAVSUP Weapon Systems Support (NAVSUP WSS) has aligned and modernized core business practices and introduced a new Operating Model (Op Model) to evolve supply support to the fleet.

Three integrated weapon systems teams (IWSTs) piloted the initial Op Model concept in early 2019, and in April it was established across all aviation and maritime platforms. The pilot involved physically co-locating IWSTs with contracting divisions, which allowed for better balancing of competing priorities and enabled cross-functional collaboration between those divisions.

“We are making sure that we are in alignment with the Naval Sustainment System-Aviation initiative to work more efficiently, and we have done some internal process improvements to ensure we are mission ready,” said Rear Adm. Duke Heinz, commander, NAVSUP WSS. “Our new Op Model is enabling us to be more proactive, collaborative, accountable and action-focused.”

The model provides NAVSUP WSS with a new, more structured cadence of engagements and a variety of innovative digital tools to complement these sessions. The model is comprised of three parts: Production Standups (PSs), Readiness Acceleration Boards (RABs) and Readiness Focused Stand-downs (RFSs).

PSs are daily, action-oriented meetings held with working level subject matter experts from an IWST, contracting team and Defense Logistics Agency (DLA). The teams use a PS Tracker tool that combines various data sources to provide visibility and updated information on priority unfilled customer orders (UCOs) and purchase requests, enabling a more productive discussion of high priority parts and contracting status. PS meetings drive action to the RAB and RFS.

The RAB serves as an escalation path for issues that cannot be resolved in a PS. It is a forum for NAVSUP WSS and DLA senior leadership to address the hard issues and overall IWST health using the RAB Dashboard tool, which combines key performance metrics and action items. The combined PSs and RABs leads to enhanced business performance by highlighting and solving some of the oldest and most complex issues.

“Our goal is to increase transparency and velocity in decision making, and have solution-focused communication at all levels,” said Capt. Mike York, director of aviation operations, NAVSUP WSS. “Having leadership involved and engaged in the RABs has empowered our inventory managers and contracting specialists to become more innovative in their decision making and think outside the box.”

In addition to PSs and RABs, IWSTs run reoccurring health checks through RFSs, where stakeholders form a tiger team to brainstorm and solve specific issues affecting readiness.

Teams have tackled many issues such as reducing ghost casualty reports (CASREPS), identifying past due vendors and reallocating retail stock. By getting all the experts in the same room, reoccurring issues are resolved much quicker. Data analysts are also heavily involved in RFSs to ensure solutions are actionable and sustainable.

To date, the Op Model has proven to be an effective new business practice. NAVSUP WSS has realized several improvements in readiness metrics, to include reductions in high priority backorders, CASREPS, UCOs and contract administrative lead-time as well as an increase in mission capable aircraft.

Written by Jenae Jackson, a NAVSUP WSS Public Affairs’ deputy director. 

Logistics Specialist (LS) 1st Class Manny De Jesus, left, takes inventory of supplies aboard guided-missile destroyer USS Dewey (DDG 105) . Right, LS Seaman Recruit Ramel Quattlebaum does inventory in supply support aboard Arleigh Burke-class guided-missile destroyer USS Carney (DDG 64).