Strategic Plan 2013-2017

The Department of Defense's (DOD) strategic guidance, Sustaining U.S.

Global Leadership - Priorities for 21st Century Defense, outlines the
challenges confronting our nation. Around the world, we face a range of
security issues; from continued upheaval in the Middle East, to defining
our involvement in Africa and Latin America, to the necessity of
sustaining our leadership in the Asia-Pacific region. At home, we are
reassessing our military's size and composition as we seek to align our
spending with available resources. The DOD strategic guidance describes
the need to protect the broad range of U.S. national security interests
and support the national security imperative of deficit reduction through
lower defense spending.

The Chief of Naval Operations (CNO) Sailing Directions and Navigation

Plan for 2013-2017 and the Secretary of the Navys (SECNAV) Navy
Strategic Plan further define Navys contribution to our national defense.
Their direction to maritime forces focuses on the key tenets of
Warfighting First, Operate Forward, and Be Ready.

The Naval Supply Systems Command (NAVSUP) / Navy Supply Corps

Strategic Plan is designed to nest within CNOs and SECNAVs guidance
and focuses on our role in optimizing the larger Naval support network to
make it more effective, more flexible and responsive, and more efficient.
The Naval support network includes not only Navy organizations, but all
other Joint and sister Service organizations, DOD and federal agencies,
and coalition and commercial partners that provide logistics or quality-of-
life support to Navy customers. Our challenge as the NAVSUP/ Supply
Corps team is to reset the Naval support network to better address DOD
and Navy strategic guidance.

This Strategic Plan is the beginning of a fundamental shift in our

corporate culture, one that will move us away from a reactive business
model to one that is more proactive, nuanced, and strategic.
Our Purpose To Optimize the Naval Support Network to meet the
Operational Readiness and Quality-of-Life Requirements of
our Maritime Forces

The NAVSUP / Supply Corps team is uniquely qualified and positioned to

be the primary optimizer and integrator of the Naval support network.
We are a critical enabler in the Readiness Kill Chain, afloat and ashore,
particularly in the sustainment of allowancing, material positioning,
transportation and quality of life. No other entity has a community of
excellence spanning the tactical, operational, and strategic level of DOD
logistics like we do. We will aggressively manage the disparate supply
chains and support networks that sustain our multi-faceted customer
base--from afloat and ashore units and the weapons systems they
employ, to individual service members and their families.

Others may pale at the prospect of diminishing budgets and aggressive

fiscal oversight and restraint, but the NAVSUP / Supply Corps team has
always operated within a culture of accountability and with an eye
towards least cost. We understand the importance of being Audit Ready.
Our history and culture has been to be ready for sea, and this will be
key to optimizing the Naval support network. We are committed to
providing maritime forces outstanding support at best value and will hold
our fellow DOD provider organizations accountable to do the same.

Our Mission To Deliver Sustained Global Logistics and Quality-of-Life

Support to the Navy and Joint Warfighter

Every day, around the globe, the men and women of the NAVSUP
Enterprise and the Navy Supply Corps perform the vital work that
contributes to the defense of our nation. We provide, in concert with our
partners, the policies, systems, material, services, and personnel
necessary to support and sustain warfighter readiness and improve the
quality of life for Sailors and their families.

Our Vision To Be Navys Primary Agent for Effective and Efficient Naval
Logistics, Quality-of-Life Support, and the Bridge to Our Naval
Support Network Partners

We take responsibility for managing the Naval support network to our

customers expectations. While recognizing that we do not own the
network end-to-end, we will work closely with our network partners to
ensure Navys requirements are met whenever and wherever the need
arises. Others have developed localized areas of subject matter
expertise, but our community of civilian employees, active and reserve
Supply Corps Officers, and enlisted supply personnel are experts on Navy
business within the Naval support network.
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 Our Guiding We always do whats right for the Navy
We relentlessly pursue customer satisfaction
Principles
We are tenacious, agile, flexible, and responsive in
supporting the warfighter

We foster an environment of innovation, teamwork,

individual integrity and accountability, and mutual trust
and respect.

Strategic Goals The NAVSUP / Supply Corps Strategic Plan is the foundation for long-term
planning and decision making. By partnering with the other provider
organizations, staying focused on the Fleet, and ensuring proper
alignment, we will ensure effective delivery of products and services to
Navy customers. The following Strategic Goals are enduring and focused
on optimizing the Naval support network to meet Navys readiness and
quality-of-life requirements. These Strategic Goals will be supported by
Objectives spelled out in my annual Guidance.

Goal 1: World Class Create and sustain a working environment that fosters
Workplace teamwork and collaboration, rewards innovation, and
provides the tools, resources, and developmental
opportunities employees need to be effective.

Our people are our strength. We will continue to invest in them and
ensure they have the opportunity to reach their full potential. We will
develop our junior and mid-level personnel so that they are ready and
able to fill future leadership positions throughout the Enterprise. We are
committed to diversity and inclusion and will create a culture that dares
to share new ideas and embraces the dynamic and fast-changing
environment of todays Navy.

Goal 2: Unity of Effort Drive unity of effort across the Naval support network by
strengthening relationships, optimizing processes, and
focusing on customer outcomes.

With the myriad of organizations that form the Naval support network, it
is more critical than ever that we strengthen our relationships and
leverage partnering opportunities. We cannot afford to focus inward but
must build on intellectual capital across the entire network to optimize
readiness for Navy customers. As Defense budgets decline, we will work
closely with our partner provider organizations to achieve efficiencies
without sacrificing critical mission requirements.

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Goal 3: Effective, Efficient Refine internal business processes to reduce operating costs
Performance and ensure compliance while enhancing support to our
customers.

We will capitalize on our global presence to enhance customer service

across the Naval support network. We will fully exploit the
transformational capabilities of Navy Enterprise Resource Planning (ERP)
to improve performance and drive efficiencies. We will eliminate
redundant processes, standardize operations, improve visibility of
program costs, and develop meaningful metrics. We will establish
aggressive performance and efficiency goals for the delivery of products
and services, and review them annually, to ensure we meet the
expectations of our Fleet customers and Resource Sponsors alike.

Goal 4: Data Driven Create and sustain an information environment that

Decision Making leverages technology to deliver greater transparency,
facilitate information data sharing, and enable better
decision making.

The ability to see and share information is vital to ensure effective and
efficient delivery of products and services. Managing material
positioning, allowancing, and transportation on a global scale requires
access to other organizations data as well as our own in order to make
sound decisions. In addition, warfighters depend on relevant and
accurate logistics data at their fingertips. We will continue to embrace
the culture of transparency and integration enabled by ERP and our
business systems. Information is truly our weapon system and a force
multiplier.

As our Navy responds to dynamic security and economic conditions, so

Way Ahead must we. The challenges we face require perfect alignment of our efforts
with DOD and Navy strategic guidance. We must remain focused on the
Fleet -- always. We must be flexible and responsive in order to stay
aligned with warfighters needs as their requirements change. We will
establish metrics for our Products & Services that respond to this
challenging environment and reflect the expectations of our Fleet
customers and Resource Sponsors. We must continue to find effective
and efficient methods of optimizing the Naval support network to meet
the operational readiness and quality-of-life requirements of our
maritime forces.

The efforts described in this plan will require sustained effort over several
years. They impact the entire NAVSUP Enterprise and Navy Supply Corps,
directly or indirectly, and require everyones full support.