Today, the Military Services and the Defense Logistics Agency have over 400 major actions underway to streamline logistics processes and enable greater agility.

Across the Services, there are five key logistics initiatives that promise a dramatic improvement in logistics performance and services to the warfighter:

Reduce wholesale supply order-receipt time—to improve customer service;

Re-engineer product support to capitalize on commercial practices and improve readiness;

Re-engineer logistics processes by commodity group—to improve customer support;

Re-engineer operational maintenance procedures to increase agility and mobility;

And, modernize logistics information systems to enable integrated supply chains and pipeline control.

Enterprise-wide Fiscal Year 2000 performance goals are shown here.

The Performance Scorecard for Logistics Transformation shows we are beginning to make progress. Order receipt time is down to 32 days, or 22% of our 18 day reduction goal.

The performance of the military services on order receipt time is shown here.

We expect to see customer confidence increase in Fiscal Year 1999 as improvements take effect.

Our total asset visibility is up 82%, within 8% of the goal.

The military services and DLA are making good progress on total asset visibility.

We expect to see reduction in organic depot turn around time in Fiscal Year 1999.

And our secondary item inventory balance is down to $58.3 Billion dollars, just $2.3 Billion dollars shy of the goal.

The military services and D-L-A are on target with their inventory reductions.