To provide best value logistics support to America’s Armed Forces, 

DLA MISSION...

in peace and war... around the clock, around the world.

Right Item, Right Time, Right Place, Right Price. 

DLA VISION...

Every Time...Best Value Solutions For America’s Warfighters.

People....care for our people, our community, and our environment - 

DLA VALUES...

their safety and their diversity.

Service....focus on customer service.

Excellence......expectation of professionalism and quality, teamwork 

and recognition to teams and individuals based on 

contributions to achieving Agency objectives.

Innovation.....investment in improvements for the future.

Trust.......fostering relationships based on honesty, credibility, respect, 

and equality.

Goal 1: Pro

DLA GOALS...

vide responsive, best value supplies and services consistently to our customers.

Goal 2: Structure internal processes to deliver customer outcomes

effectively and efficiently.

Goal 3: Ensure our workforce is enabled and empowered to deliver

and sustain logistics excellence.

Goal 4: Manage DLA resources for best customer value.
Goal 1 Objectives: Process 

Objectives Owner

1. Improve customer satisfaction to 90 percent 

by the end of FY 07 through effective customer 

relationship management.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-4

2. Achieve and maintain a minimum of 85 percent 

cumulative annual supply availability by Service 

and by weapon system. . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-38/J-4

3. Develop effective relationships and collaborate 

with customers to ensure accurate requirements 

plans through negotiating and successfully 

implementing service level agreements with all 

major customer segments by FY 05. . . . . . . . . . . . . . . . . . . . . . . .J-4

Goal 1 Strategies:

1. Focus, manage, and measure

logistics support by customer

segment based on customer

requirements.

2. Negotiate and honor performance agreements with customer

segments.

3. Ensure seamless logistics support

to customer segments during the

customer’s transition from peace

to war.

As a Combat Support Agency,

the DLA mission is to provide

logistics support to the warfighter.

DLA’s first and most important

goal concerns the outcome for our

customer. The strategies and

objectives under this goal communicate how DLA will improve customer service and the level of service we have targeted to deliver.

DLA aims for logistics excellence.

GOAL 1:

Provide responsive, best value supplies

and services consistently to our

customers.
This internal process goal results

in strategies for improved market

knowledge, customer and supplier

accessibility, and collaboration.

Supply chain management practices

provide the set of tools to manage

our internal processes. Our focus

on the objectives for supply chain

management and information technology (IT) investments performance provide the supporting performance targets to achieve this

goal.

GOAL 2:

Structure internal processes to deliver

customer outcomes effectively and 

efficiently.

Goal 2 Strategies:

1. Implement perfect order fulfillment.

2. Implement revised business

processes.

3. Implement Strategic Material

Sourcing.

4. Design and implement a best

value enterprise IT environment.

Goal 2 Objectives: Process 

Objectives Owner

1. Optimize logistics operations and improve rules, 

tools, and processes to reduce costs by 

$110 million from FY 04 to FY 07 through 

adoption and institutionalization of best public 

and private sector business practices. . . . . . . . . . . . . . . . . . . . . .J-38

2. Achieve inventory accuracy of 99 percent for 

high dollar items and 95 percent for all other items 

by the end of FY 07. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-37

3. Reduce costs, eliminate duplicative inventory, 

and improve supply chain management and 

accountability through implementation of Strategic 

Distribution, the National Inventory 

Management Strategy, and Executive 

Agency to achieve savings of $142 million 

by FY 09. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-37/J-33/J-4

4. Improve customer support by collaborating with 

industry to develop effective support arrangements 

(such as service support agreements and other 

agreements) to save $236 million by FY 09. . . . . . . . . . . . . . . . .J-33

5. Increase customer satisfaction with DLA-provided 

environmentally sound logistics services and supplies 

to customers to 80 percent by FY 07. . . . . . . . . . . . . . . . . . . . . .J-37
6. Reduce costs by $672 million through public/private 

competitions maintaining equal or better mission 

performance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-37

7. Complete the implementation of the Business 

Systems Modernization solution for Standard 

Automated Materiel Management System and 

Defense Integrated Subsistence Management 

System replacement by the end of the second 

quarter of FY 06. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-62

8. Provide a future architecture and reengineered 

business processes throughout DLA through the 

implementation of modernized business systems 

including Customer Relationship Management, 

Distribution Planning Management System, 

Integrated Data Environment, and Fuels Automated 

System by the end of FY 09. . . . . . . . . . . . . . . . . . . . . . . . . . . .J-62

9. Improve operational readiness, efficiency, and 

effectiveness while reducing IT total ownership cost 

by 10 percent through the implementation of 

enterprise-wide IT infrastructure initiatives by the 

end of FY 06. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-63

10. Create and maintain a secure operating data 

environment for DLA systems, networks, and 

web sites by achieving 90 percent compliance with 

Department of Defense Instruction 8500.2, 

Information Assurance Implementation, by the 

end of FY 05. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-63

11. Implement an Environmental Management System 

at all qualifying DLA Activities under Executive 

Order 13148 by the end of CY 05. . . . . . . . . . . . . . . . . . . . . .DSS-E
DLA’s success depends on its

human capital. This goal focuses

on the strategic management of our

human capital. Our workforce

must be properly staffed, possess

the right competencies, and use

knowledge-based skills for DLA to

successfully perform its mission.

DLA must nurture and sustain a

high-performing workforce, ensuring that no skills gap exists in our

mission-critical occupations. This

goal encompasses investing in the

workforce and implementing a

strategy to retain and sustain a

highly skilled and competent workforce. We foster a positive work

GOAL 3:

Ensure our workforce is enabled and

empowered to deliver and sustain

logistics excellence.

experience by promoting equal

opportunity, providing and maintaining a safe work environment,

fostering self-respect, valuing individual and team contributions, and

taking pride in our workforce diversity. 

Goal 3 Strategies:

1. Deliver the proper knowledge

and skills to meet DLA’s commitments to our customers.

2. Create and manage a customerfocused corporate culture.

3. Provide a quality work environment consistent with DLA values.

Goal 3 Objectives: Process 

Objectives Owner

1. Identify and fill gaps between workforce competencies 

and the skills required to meet mission requirements 

for 100 percent of DLA positions by the end of FY 07. . . . . . . . .J-1

2. Provide trained Joint Reserve Forces to meet 95 percent 

of validated and funded position requirements by the 

end of FY 07. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-9

3. Improve employee satisfaction to 75 percent or better 

on the DLA climate survey by the end of FY 07. . . . . . . . . . . . . .J-1

4. Achieve representation in senior grades (GS-14 to 

SES) so that all groups are either (1) represented at 

least proportionate to their representation in the 

Agency population or (2) equivalent to their 

representation in the civilian labor force by the 

end of FY 07. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-1

5. Reduce lost workdays by 50 percent from the 2002 

baseline by the end of FY 05 by focusing on

management commitment to safety, employee

involvement, hazard identification and abatement, 

safety and health training, and accident prevention. . . . . . . . .DSS-E
Focusing on the financial goal

will sustain the strong financial discipline required to ensure effective

financial planning and management

in DLA. The strategies and objectives associated with this goal allow

DLA to provide best value to DLA

customers. Accurate forecasts

strengthen DLA’s ability to project

and support requirements and plan

for the resources needed. Better

supply chain cost decisions result in

better management of our

resources. Compliance with the

provisions of the Chief Financial

Officer Act assures that the financial management systems produce

relevant, reliable, and timely information. 

Goal 4 Strategies:

1. Resource DLA’s operational

strategies.

2. Minimize total supply chain

costs.

3. Promote confidence in DLA’s

financial stewardship.

GOAL 4:

Manage DLA resources for best

customer value.

Goal 4 Objectives: Process 

Objectives Owner

1. Decrease DLA’s non-energy Cost Recovery Rate, 

based on the cost of operations, to 14.2 percent 

by FY 07. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-8

2. Ensure DLA’s energy non-product cost per barrel 

will not exceed $8.41 by FY 07. . . . . . . . . . . . . . . . . . . . . . . . . . .J-8

3. Ensure DLA’s Distribution composite unit cost 

rate will not exceed $22.50 per line by FY 07. . . . . . . . . . . . . . .J-8

4. Program 100 percent of the initiatives in the 

Program Objectives Memorandum that support 

strategic plan objectives for each Future Year Defense 

Program (FYDP). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-8

5. Achieve non-energy sales forecasts accuracy of 

100 percent for each FYDP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-8

6. Develop and implement the automated systems, 

business processes, and controls needed to comply 

with Federal accounting system requirements to 

pass the scrutiny of an external audit by FY 07. . . . . . . . . . . . . . .J-8
Defense Logistics Agency

8725 John J. Kingman Road, Suite 2651

Fort Belvoir, Virginia 22060-6221

http://www.dla.mil

December 2003