ROBERT T. DAIL

Lieutenant General, USA

Director 

To All Members of 

the Defense Logistics Agency 

and Our Logistics Partners

DLA’s ability to deliver American warfighters the

right logistics solution in every transaction requires

more than successful management of the

Department’s wholesale supplies and suppliers. It

requires supply chain excellence. 

Our military’s ability to generate and sustain combat

readiness indefinitely, anywhere on the globe, requires

that DLA-managed materiel flow seamlessly and as

needed from the nation’s industrial base to where it is

ultimately used. It requires a joint logistics capability

that optimizes warfighter support above all else. As

the only Logistics Combat Support Agency, DLA has

a pivotal leadership role in delivering this capability

across the Department.

To fulfill this mission, DLA must build on its

wholesaler excellence. It must leverage the

capabilities being delivered in the agency’s

transformational initiatives, such as BRAC 2005 and

the just-completed Business Systems Modernization

(BSM) Program – an end-to-end Enterprise Resource

Planning capability managing all of DLA’s 5.2 million

hardware and troop support items. 

This Strategic Plan retains and enhances the wellcrafted strategies and objectives refined by DLA

leadership over many years. However, the plan clearly

documents and commits the agency’s resources and

energy to the realization of three new strategic thrusts,

each designed to move the agency beyond its

traditional wholesaler responsibilities. They are:

4Extend the Enterprise – In the future, DLA

resources will geographically align with

supported activities far more than today. While

agency Supply and Distribution Centers will

remain activity hubs, DLA employees,

WARFIGHTER SUPPORT STEWARDSHIP GROWTH AND DEVELOPMENT LEADERSHIP

Director’s 

Message 

inventories, and logistics capabilities will be

located forward, beyond traditional agency

borders to capitalize on best value opportunities

to improve warfighter readiness. 

4Connect Warfighter Demand with Supply – DLA will transform DoD’s demand planning

capabilities and the processing of demand signals

throughout the supply chain. Building on the

agency’s recent evolution from managing supplies

to managing suppliers, DLA will establish and

manage seamless business process links between

the services’ materiel requirements and the source

of their materiel – the American industrial base.

4Deliver Supply Chain Excellence – Recognizing

that warfighter support diminishes if a supply

chain sub-optimizes or fails to perform, DLA will

forge end-to-end logistics solutions that strike the

targeted balance between effectiveness, agility,

reliability, speed, visibility, and cost. DLA

stewardship responsibilities extend beyond the

agency to effective and efficient logistics

processes for the entire DoD enterprise. In every

case, DLA will exercise responsible leadership by

proactively collaborating with national supply

chain partners in developing solutions that best

support the warfighter. 

Having correct metrics drive business activity is

essential to successful mission execution. To that end,

it is a top DLA priority to adopt warfighter

performance outcome metrics as the agency’s key

measures of success. Finally, DLA is committed to

deliver improved warfighter outcomes without

“growing the agency.” Rather, DLA will develop its

workforce to meet the changing dynamics of best

business practices and the needs of the Force. 
Strategic Plan 2

Strategic Relationships

Customer Relationship Management

Partner Alliance Development & 

Management

Joint, Integrated, & 

Agile Support

Agile Logistics Response

End-to-End Supply Chain Integration

Joint Interoperability

Business Enhancement

Business Intelligence 

Business Development

Venture Research & Investment

Organizational Leverage

Policy & Legislative Acumen &

Influence

Information Dominance

Capability Leveraging

Talent Optimization

Financial Flexibility & Stewardship

CAPABILITIES REQUIRED FOR FUTURE SUCCESS

THE PLANNING PROCESS
3 Defense Logistics Agency

GOALS

VALUES

VISION

MISSION

GOAL 1: Maximize warfighter potential by extending the Enterprise to

provide worldwide response and integrated, best value supplies and

services consistently to our customers.

GOAL 2: Continuously improve DLA performance through the development

of better processes and business arrangements that reduce cost,

increase logistics capabilities, and link customer demands with our

supply chains.

GOAL 3: Ensure a diverse, enabled, empowered, and motivated workforce that

delivers and sustains supply chain excellence.

GOAL 4: Manage DLA resources for best customer value.

SERVICE. . . Our commitment to warfighter success

PEOPLE... Our greatest resource

EXCELLENCE... Quality in everything we do

INNOVATION... Preparing to meet future needs

TRUST. . . Our standard in every relationship

Extending the Enterprise Forward to Meet the Needs of the Warfighter

To Provide Best Value Integrated Logistics Solutions to

America’s Armed Forces and Other Designated

Customers. . . in Peace and in War . . . 

Around the Clock, Around the World

Right Item, Right Service, Right Place, 

Right Price, Right Time. . . Every Time
Strategic Plan 4

GOAL

Warfighter1

Strategy C1 – Extend competencies and capabilities closer to the warfighters.

Objectives

C1a – Align personnel, organizational responsibilities, and capabilities to support warfighter 

needs (e.g., Forward/Deployable Distribution) by FY13. (J-3/4)

C1b – Engage in Retail Integration Strategy planning for service operational/tactical sites in 

FY08 through FY13. (J-3/4)

C1c – Implement the Retail Integration Strategy at service industrial sites, achieving savings and 

efficiencies in personnel, space, and inventory as required by Base Realignment and 

Closure (BRAC) law, no later than the end of FY11. (J-3/4)

C1d – Implement an integrated new Depot Level Reparable (DLR) procurement and consumable 

item management process supporting all service requirements by FY11. (J-7, J-3/4)

C1e – Deploy DLA personnel forward to the service industrial/Major Command sites to work 

jointly to establish effective transformation efforts and readiness processes by FY11. (J-3/4)

STRATEGIES/OBJECTIVES

As a Combat Support Agency, DLA’s 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.

MAXIMIZE WARFIGHTER POTENTIAL BY

EXTENDING THE ENTERPRISE TO PROVIDE WORLDWIDE

RESPONSE AND INTEGRATED, BEST VALUE SUPPLIES

AND SERVICES CONSISTENTLY TO OUR CUSTOMERS.
GOAL 1

5 Defense Logistics Agency

C1f – Complete the redesign of DLA's CONUS distribution network by creating multiple 

CONUS support regions, each with a Strategic Distribution Platform (SDP) and one 

or more Forward Distribution Points (FDP) by FY11. (J-3/4)

C1g – Effectively manage BRAC-directed privatization for tires, packaged petroleum, and 

chemicals to achieve assigned goals by FY11. (J-7)

Strategy C2 – Actively engage the warfighters to better understand their needs and 

meet their requirements.

Objectives

C2a – Strengthen effective strategic partnerships with the warfighter by FY07. (J-3/4)

C2b – Provide value-added logistics products and services (e.g., kitting, integrated 

services, etc.) by FY11. (J-3/4)

C2c – Translate customer needs into actionable solutions and develop identified capabilities 

needed to meet warfighter requirements by FY08. (J-3/4)

C2d – Expand performance-based agreements with the military services to support the 

BRAC decision to transfer the procurement management of Depot Level Reparables 

to DLA by the end of FY07. (J-3/4, J-7)

C2e – Insert and enhance disposal operations content into the curricula of all the services’

logistics schools by the end of FY08. (DRMS)

C2f – Improve percentage of reutilization of condition code A (serviceable-issuable without 

qualification) property to 30% by the end of FY13. (DRMS)
Strategic Plan 6 

Strategy IP1 – Align demand and supply chain capabilities within the supply chain 

management model to better support the warfighters and their weapons

systems.

Objectives

IP1a – Develop and implement a comprehensive weapons systems logistics support strategy by 

FY12 to align supply and demand decision-making processes. (J-3/4)

IP1b – Complete the Depot Level Reparable procurement and related support functions 

transfer from the military services to DLA by FY11. (J-7, J-3/4)

Internal 

Process

GOAL 2

STRATEGIES/OBJECTIVES

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 supply chain management

and information technology (IT) investment objectives provides the supporting

performance targets to achieve this goal.

CONTINUOUSLY IMPROVE DLA PERFORMANCE

THROUGH THE DEVELOPMENT OF BETTER PROCESSES

AND BUSINESS ARRANGEMENTS THAT REDUCE

COST, INCREASE LOGISTICS CAPABILITIES, AND

LINK CUSTOMER DEMANDS WITH OUR SUPPLY CHAINS.
7 Defense Logistics Agency

Strategy IP2 – Leverage industry capabilities to provide world-class support to 

the warfighter at the lowest possible cost.

Objectives

IP2a – Develop and implement 20 strategic arrangements (i.e., Supply Chain Alliances,

Performance-Based Logistics partnerships, and joint DLA/military service 

contract actions) between FY07 and FY11. (J-7)

IP2b – Support implementation of the Defense Transportation Coordination Initiative 

and associated business process improvements by FY09. (J-3/4)

IP2c – Utilize business partnerships to deliver comprehensive disposal services, to 

include reuse of excess property, to support the forward deployed warfighter 

through FY13. (DRMS)

Strategy IP3 – Adopt, institutionalize, and continuously improve best business 

practices to improve quality and speed and to reduce cycle time 

and costs, while maintaining the integrity of the procurement 

process.

Objectives

IP3a – Reduce costs through public/private competitions maintaining equal or better 

mission performance by FY13. (J-7)

IP3b – Utilize continuous process improvement methodologies to reengineer internal 

processes through FY13. (all J codes and field activities)

IP3c – Establish a common approach to encouraging and empowering innovation 

throughout DLA, resulting in new business models and/or improved business 

practices that can be deployed across the Enterprise through FY13. (all J codes 

and field activities)

IP3d – Develop a program for continuous product and reliability improvements as a 

follow-on to reengineering efforts by FY11. (J-3/4)

IP3e – Implement Lean/Six Sigma to reengineer BRAC-associated processes in 

order to achieve projected goals in reduced cycle time, costs, and quality by 

FY08. (J-3/4)

IP3f – Fuse DLA information systems with logistics and operational systems 

belonging to the services, Combatant Commanders, customers, partners, and 

the industrial base to provide data in standard formats from shared authoritative 

sources to achieve a Common Operating Picture (COP) by FY10. (J-6)

IP3g – Maintain and enhance acquisition oversight programs to ensure integrity 

throughout the acquisition process through FY13. (J-7)

GOAL 2
Strategic Plan 8

Strategy IP4 – Achieve world-class supply chain performance completing 

DLA’s transition from wholesale to end-to-end supply chain 

management excellence.

Objectives

IP4a – Achieve and maintain Operational/Process Transactional excellence through 

FY13. (J-3/4)

IP4b – Link demand and supply using the Sales and Operations Planning (S&OP), 

Supply Chain Integration (SCI), and Demand collaboration processes through 

FY13. (J-3/4, J-7)

IP4c – Fully implement the responsibilities associated with DoD’s Executive Agent 

designations for assigned supply classes by FY12. (J-3/4)

IP4d – Seek Supply/Sourcing Process Owner (SPO) designation. (J-3/4, J-5, J-7)

Strategy IP5 – Design, implement, and sustain a best value enterprise IT 

environment.

Objectives

IP5a – Proactively influence DoD and commercial sector IT-related deliberations/ 

priorities and optimize utilization of emerging commercial and public sector 

IT capabilities to help DLA enhance and further transform its business 

processes through FY13. (J-6)

IP5b – Extend and enhance the Enterprise Resource Planning (ERP) system introduced 

via the Business Systems Modernization (BSM) program, in response to 

business requirements such as enterprise operational accounting, energy supply 

chain management, enterprise procurement, and BRAC, resulting in a single 

integrated enterprise business system by the end of FY10. (J-6)

IP5c – Sustain a secure operating data environment for DLA systems, networks, and web

sites by: ensuring 95% of DLA systems are certified and accredited in accordance 

with DoD policy; ensuring 100% of Joint Task Force - Global Network 

Operations (JTF-GNO) taskings are completed on schedule; and implementing 

the full requirements of DoD Directive Manual 8570.1-M, IA Training, 

Certification and Workforce Management Policy, at DLA by the end of FY10. (J-6)

GOAL 2
9 Defense Logistics Agency

IP5d – Partner with United States Transportation Command (USTRANSCOM) to 

converge DLA's Integrated Data Environment (IDE) and 

USTRANSCOM's Global Transportation Network (GTN) by the end of 

FY09. (J-6)

IP5e – Install a Depot Level Reparable procurement IT solution for DLA 

Procurement Management detachments at the military services' sites by FY10. 

(J-6, J-7)

IP5f – Develop and implement standard sets of IT capabilities for use by DLA 

personnel that are forward-deployed with the warfighter and/or collocated with 

DLA customers. (J-6) 

Strategy IP6 – Improve management of DLA’s current and future real property.

Objectives

IP6a – Optimize DLA's existing infrastructure to enhance operational efficiencies by 

FY13. (DES)

IP6b – Provide capabilities assessment of DLA infrastructure by FY08. (DES)

IP6c – Program for full funding of maintenance, restoration, modernization, operation, and

disposal of existing and forecasted infrastructure by FY13. (DES)

Strategy IP7 – Implement processes and procedures to support requirements for 

green procurement.

Objectives

IP7a – Partner with military services on two pilot studies demonstrating the use of DLA 

products and services to meet customer Environmental Management System 

objectives by FY09. (DES)

IP7b – Assist customers in meeting environmental objectives by achieving a 25% increase 

in offerings of products and services by FY11. (J-3/4, DES) 

GOAL 2
Strategic Plan 10

STRATEGIES/OBJECTIVES

Strategy LG1 – Acquire, develop, and retain world-class supply chain expertise through

a comprehensive talent management program.

Objectives

LG1a – Implement a comprehensive capability management program - to include competency 

modeling and gap analysis - focused on Business Systems Modernization occupations by 

FY07 and on other key occupations by FY09. (J-1, J-6)

LG1b – Establish a workforce analysis process to guide recruitment strategies by FY08. (J-1)

LG1c – Design and implement an expanded leadership capability program that identifies, 

develops, and enhances diverse, well-qualified talent for current and future logistics 

excellence by FY07. (J-1)

LG1d – Prepare the DLA workforce for implementation of the National Security Personnel 

System (NSPS) by FY08. (J-1)

Learning 

and Growth

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

skill gaps exist 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 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

ENSURE A DIVERSE, ENABLED, EMPOWERED, AND

MOTIVATED WORKFORCE THAT DELIVERS AND

SUSTAINS SUPPLY CHAIN EXCELLENCE.
11 Defense Logistics Agency

Strategy LG2 – Attain and sustain a corporate culture that meets the needs of the 

warfighter through logistics excellence.

Objectives

LG2a – Design and implement initiatives that address improvement opportunities revealed

by the employee attitude and perceptions surveys by FY08. (J-1) 

LG2b – Design and develop solutions based on analysis of results of the administration of 

the Multi-Source Feedback tool to improve leadership performance by FY07. (J-1)

LG2c – Improve the capacity to change throughout the Enterprise by developing and 

implementing a practical change management toolkit and revised change 

management policy by FY07. (J-1)

LG2d – Develop an enterprise approach to action planning to improve corporate culture 

by FY07. (J-1) 

Strategy LG3 – Provide a quality work environment that optimizes employee 

performance.

Objectives

LG3a – Align agency human capital processes to support extension of the Enterprise closer 

to the warfighters by FY08. (J-1) 

LG3b – Evaluate the diversity of employee participation in recognition and development 

programs to identify gaps and develop action plans by FY08. (DO, J-1)

LG3c – Enhance recruitment and retention efforts to improve overall Hispanic representation 

by FY08. (J-1, DO)

LG3d – Surpass the DLA goal of 3% representation of people with targeted disabilities within 

our workforce through enhancement of recruitment and retention efforts by FY13. (DO, J-1)

LG3e – Reduce lost work days 75% from the 2002 baseline by FY09. (DES)

GOAL 3
Strategic Plan 12

MANAGE DLA RESOURCES FOR BEST CUSTOMER VALUE.

Strategy F1 – Resource DLA’s operational strategies.

Objectives

F1a – Develop and recommend strategies for adapting DLA’s financial management to 

support the addition of new product lines/services by the end of FY07. (J-8) 

F1b – Program 100% of the initiatives that support strategic plan objectives in the Program 

Objectives Memorandum for each Future Year Defense Program (FYDP). (J-8)

Strategy F2 – Minimize total supply chain costs.

Objectives

F2a – Decrease DLA’s non-energy cost recovery rate, based on the cost of operations, to 

11.9% by FY13. (J-8)

F2b – Ensure DLA’s energy non-product cost per barrel will not exceed $10.26 by FY13. (J-8)

F2c – Ensure DLA’s distribution composite unit cost rate will not exceed $24.55 per line by 

FY13. (J-8)

Strategy F3 – Demonstrate stewardship and foster stakeholder trust.

Objective

F3a – Develop and implement the automated systems, business processes, and controls 

needed to comply with federal accounting and system requirements, and demonstrate 

that DLA is ready for an audit of its financial statements by FY09. (J-8, J-6)

Stewardship

GOAL 4

STRATEGIES/OBJECTIVES

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. DLA’s ability to

demonstrate audit readiness in FY09 will provide assurance to DLA management and stakeholders that our financial management systems produce relevant, reliable, and timely information.
13 Defense Logistics Agency

DLA Initiatives Matrix to DoD Focused

Logistics (FL) Joint Functional Concept

DLA Initiative

Base Realignment and Closure (BRAC)

Business Systems Modernization (BSM)

Business Systems Modernization - Energy

(BSM-E) 

Distribution Planning & Management

System (DPMS)

Integrated Data Environment (IDE)

Product Data Management Initiative

(PDMI)

Integrated Retail Management

Global Stock Positioning (GSP)

Executive Agent (EA)

Workforce Transformation (WT)

Reutilization Modernization Program

(RMP) 

Supplier Relationship Management (SRM)

Customer Relationship Management

(CRM)

FL Challenge Areas

Agile Sustainment; Joint Deployment/Rapid

Distribution; Multinational Logistics; Joint

Theater Logistics Management

Agile Sustainment; Joint Deployment/Rapid

Distribution; Operational Engineering;

Multinational Logistics; Information Fusion

Agile Sustainment; Joint Deployment/Rapid

Distribution; Joint Theater Logistics

Management; Multinational Logistics;

Information Fusion

Agile Sustainment; Joint Deployment/Rapid

Distribution; Operational Engineering;

Multinational Logistics; Information Fusion;

Joint Theater Logistics Management

Agile Sustainment; Joint Deployment/Rapid

Distribution; Multinational Logistics; Force

Health Protection; Information Fusion; Joint

Theater Logistics Management

Agile Sustainment; Joint Deployment/Rapid

Distribution; Multinational Logistics

Agile Sustainment; Joint Deployment/Rapid

Distribution; Multinational Logistics; Joint

Theater Logistics Management 

Agile Sustainment; Joint Deployment/Rapid

Distribution; Multinational Logistics; Joint

Theater Logistics Management 

Agile Sustainment; Joint Deployment/Rapid

Distribution; Operational Engineering; Joint

Theater Logistics Management 

Agile Sustainment; Joint Deployment/Rapid

Distribution; Multinational Logistics; Force

Health Protection; Logistics Information

Fusion; Joint Theater Logistics Management

Agile Sustainment; Multinational Logistics;

Information Fusion; Joint Theater Logistics

Management

Agile Sustainment; Joint Deployment/Rapid

Distribution; Force Health Protection

Agile Sustainment; Joint Theater Logistics

Management

FL Capabilities

Flexible industrial base; tailored sustainment; 

precision tactical resupply; interoperability across

services

Net-centric; real-time E2E pipeline control; 

interoperable source data; availability of quality data;

actionable information; rapid access to logistics 

information; rapid access to integrated operational

view; requisition visibility

Integrated cross-service logistics: COCOM decision

support and visibility; full collaboration across the 

services/DoD

Robust infrastructure for mobility; worldwide 

sustainment assets; force reconstitution; integrated 

distribution processes

Net-centric; real-time E2E pipeline control; 

interoperable source data; availability of quality data;

actionable information; rapid access to logistics 

information; rapid access to integrated operational

view; requisition visibility

Flexible industrial base; tailored sustainment; 

precision tactical resupply; interoperability across

services; civilian collaboration; integration of EA,

CLS, and host nation support

Flexible industrial base; tailored sustainment; 

precision tactical resupply; interoperability across

services; civilian collaboration; integration of EA,

CLS, and host nation support

Robust infrastructure for mobility; worldwide 

sustainment assets; force reconstitution; integrated 

distribution processes

Flexible industrial base; tailored sustainment; 

precision tactical resupply; interoperability across

services; civilian collaboration; integration of EA,

CLS, and host nation support

Supports all capabilities

Integrated cross-service logistics: COCOM decision

support and visibility; full collaboration across the 

services/DoD 

Flexible industrial base; tailored sustainment; 

precision tactical resupply; interoperability across

services; civilian collaboration; integration of EA,

CLS, and host nation support

Integrated cross-service logistics: COCOM decision

support and visibility; full collaboration across the 

services/DoD
Strategic Plan 14

Alignment to 

USD (AT&L) Goals

HIGH PERFORMING WORKFORCE

ACQUISITION EXCELLENCE

FOCUSED TECHNOLOGY

COST-EFFECTIVE LOGISTICS SUPPORT

RELIABLE, COST-EFFECTIVE INDUSTRIAL CAPABILITIES

GOVERNANCE AND DECISION PROCESSES

EFFECTIVE AND EFFICIENT INSTALLATIONS

LG1 Acquire, develop, and retain world-class supply chain expertise 

LG2 Attain and sustain a corporate culture of logistics excellence

LG3 Provide a quality work environment that optimizes employee performance

IP2 Leverage industry capabilities

IP3 Continuously improve business practices

IP5 Design, implement, and sustain a best value IT environment

IP1 Align supply chains to better support the warfighters & their weapons systems

IP3 Continuously improve business practices 

IP4 Achieve world-class E2E supply chain performance 

C1 Extend capabilities closer to the warfighters

C2 Engage the warfighters to understand and meet their needs

F1 Resource operational strategies

F2 Minimize total supply chain costs

IP2 Leverage industry capabilities

F3 Demonstrate stewardship and foster stakeholder trust

F3 Demonstrate stewardship and foster stakeholder trust

IP3 Continuously improve business practices

IP5 Design, implement, and sustain a best value IT environment

IP6 Improve management of real property

IP7 Support requirements for green procurement
Balanced Scorecard Strategy Map

Defense Logistics Agency8725 John J. Kingman RoadFort Belvoir, Virginia 22060-6221

http://www.dla.mil

February 2007