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 fairness.

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% by the end of FY 07. . . . . .J-34

2. Supply availability, for weapons systems and overall, shall 

be equal to or greater than 85% for each Military Service for 

each fiscal year. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-33

3. Implement measurement of Customer Wait Time as the 

DoD logistics timeliness metric by the end of FY 07. . . . . . . . . . .J-33

4. Reduce hardware backorders to 250,000 by the end of 

FY 07. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-33

5. Develop complete support plans for all OPLANS and 

CONPLANS with TPFDD when directed by the JSCP or 

CJCS, or when requested by the supported CINC within 60 

days of CJCS approval of an OPLAN or CONPLAN with 

TPFFD. Develop DLA support plans for USCINCPAC 5027 

and USCINCCENT 1003 and a generic support plan for 

Homeland Defense and the Federal Response Plan by the end 

of FY 03. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-34

6. Improve requisition visibility to customers and the Defense

Distribution Center to 100% by the end of FY 07. . . . . . . . . . . .J-33

7. Improve responsiveness by all modes of customer contact 

so that 85% of customer contacts meet standards by FY 07. . . . . .J-34

8. Cost-effectively increase hardware combat support 

capability through utilizing Strategic Materiel Sourcing (SMS) 

techniques and partnering with industry by forging 17 

long-term strategic supplier alliances by FY 04 . . . . . . . . . . . . . . J-33

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 throughout the customer’s transition to

and from peace and war.

As a Combat Support Agency,

the DLA mission is to provide

logistics support to the war fighter.

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 perfect order

fulfillment, supplier management,

and Information Technology (IT)

GOAL 2:

Structure internal processes to deliver

customer outcomes effectively and 

efficiently.

investments’ performance provide

the means of assessment. 

Goal 2 Strategies:

1. Improve supply chain 

effectiveness.

2. Improve processes.

3. Leverage industry.

4. Design and implement a best

value enterprise IT environment.

Goal 2 Objectives: Process 

Objectives Owner

1. Improve average Logistics Response Time performance to 

1.9 days for medical and pharmaceutical items, 2.5 days 

for subsistence items, 15 days for repair parts, and 21 days 

for clothing and textile items by the end of FY 07. . . . . . . . . . . .J-33

2. Improve overall Purchase Request processing time by 

reducing ICP processing time and achieving Lead Time of 

record 75% of the time. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-33

3. Improve planned Direct Vendor Delivery inventory control 

point/vendor average processing time to 13 days by the end 

of FY 03. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-33

4. Inventory accuracy for general supplies will be equal to or 

greater than 99% for high dollar items and 95% for all other 

items by the end of FY 07. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-33

5. Product conformance of critical aviation material on hand 

will meet 99% by the end of FY 07. . . . . . . . . . . . . . . . . . . . . . .J-33

6. Implement measurement and improvement of a Perfect 

Order Fulfillment index for DLA product and service 

requests – establish performance targets and improve 

performance by the end of FY 07. . . . . . . . . . . . . . . . . . . . . . . .J-33

7. Complete the implementation of the Business Systems 

Modernization (BSM) solution for SAMMS and DISMS 

replacement by the end of FY 05. . . . . . . . . . . . . . . . . . . . .J-62/J-32

8. Improve customer support through the development and 

implementation of Customer Relationship Management 

(CRM) processes and system, with a net saving target of 

$5.6 million by the end of FY 07. . . . . . . . . . . . . . . . . . . . .J-34/J-62
9. Improve distribution responsiveness and reduce cost 

through the development and implementation of a 

modern Distribution Planning and Management 

System (DPMS), achieving a net projected savings of 

$63 million by the end of FY 07. . . . . . . . . . . . . . . . . . . .DDC/J-62

10. Improve logistics data integration and exchange 

through the development and implementation of an 

Integrated Data Environment (IDE), achieving a net 

projected savings of $73.2 million by the end of FY 07. . . .J-67/J-62

11. Improve materiel management and integrate financial 

accounts for fuels commodities by completing Milestone 

IIIB of the implementation of the Fuels Automated 

System (FAS) by the end of FY 05. . . . . . . . . . . . . . . . .DESC/J-62

12. Reduce redundant DoD inventory and improve 

responsiveness by combining operating and safety levels 

of stock through implementation of a National Inventory 

Management Strategy (NIMS), completing transition at 

10 pilot sites by the end of FY 03. . . . . . . . . . . . . . . . . . . .J-38/J-64

13. Integrate the distribution supply chain functions to 

reduce the logistics footprint through development of 

End-to-End Distribution (E2E) concept establishing a 

single process manager for distribution, and implement 

the associated improvements to distribution processes 

through FY 07. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-38/J-64

14. Complete public/private competitions under OMB 

Circular A-76 procedures for identified functions 

through FY 04. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-38

15. Reduce Hardware Production Lead Times (PLT) 

an average of 10% by the end of FY 07. . . . . . . . . . . . . . . . . . .J-33

16. Achieve Stage 3 of the GAO Information Technology 

Investment Management (ITIM) Maturity Model 

through implementation of an IT investment acquisition 

process using repeatable integrated portfolio management 

techniques by the end of FY 03. . . . . . . . . . . . . . . . . . . . . . . . . .J-6

17. Improve operational readiness, efficiency and 

effectiveness while reducing IT total ownership cost 

by 10% through the implementation of enterprise-wide 

IT infrastructure initiatives by the end of FY 06. . . . . . . . . . . . .J-63

18. Create and maintain a secure operating and data 

environment for DLA systems by achieving Level 5 

of the Federal Information Technology Security 

Assessment Framework (FITSAF) by the end of the 

first quarter of FY 04. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-63
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 workGOAL 3:

Ensure our workforce is enabled and

empowered to deliver and sustain

logistics excellence.

force. In addition, we continually

strive to foster a positive work experience by 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 gaps between workforce competencies and 

the skills required to meet mission requirements for 

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

2. Provide trained Joint Reserve Forces to meet 95% 

of validated and funded position requirements by 

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

3. Improve the level of employee satisfaction on the 

DLA climate survey to an average rating of 3.5 or 

better by the end of FY 07. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-1

4. Achieve representation of the workforce at senior 

grades so that all groups are represented within 1% 

of their proportion in the Agency population by the 

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

5. Decrease the time required to competitively fill a 

vacant position to 60 days by the end of FY 07. . . . . . . . . . . . . . .J-1
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. DLA’s non-energy Cost Recovery Rate, based on the 

cost of operations, will decrease to 16.9% by FY 07. . . . . . . . . . . .J-8

2. DLA energy non-product cost per barrel will not 

exceed $7.97 by FY 07. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-8

3. DLA Distribution unit cost rate will not exceed 

$25.96 per line by FY 07. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-8

4. DLA will fund 100% of POM initiatives that 

support strategic plan objectives. . . . . . . . . . . . . . . . . . . . . . . . . .J-8

5. DLA will achieve an activity group workload forecast 

accuracy of 85% by FY 07. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .J-8

6. DLA will transition PPBS from a PLFA-based 

orientation to a lead center orientation by FY 05. . . . . . . . . . . . . .J-8

7. DLA will develop the capability to measure total 

supply chain costs by the end of FY 03. . . . . . . . . . . . . . . . . . . .J-38

8. DLA will 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

Corporate Planning, DSS-P

http://www.dla.mil/dss/dss-p

(703) 767-5286

February 2002