Driving Enterprise Excellence – Defense Logistics Agency, Fiscal Year 2024
Client: Defense Logistics Agency
The Defense Logistics Agency (DLA) plays a vital role in supporting America’s warfighters by delivering world-class logistics solutions. Working closely with the DLA director and executive board, the agency shapes and executes its long-term strategy to enhance mission readiness. This approach involves a robust focus on governance, policy, process improvement, and special interest initiatives. Within DLA, the Enterprise Process Management (EPM) Division acts as a key orchestrator—ensuring strategic programs, risk management, and cross-functional integration remain streamlined and effective.
CPI and Process Management Challenges
Managing such a large and diverse organization comes with unique hurdles. DLA’s expansive scope spans multiple end-to-end business cycle processes—from “procure to pay” to “order to cash” and “hire to retire.” With numerous programs and projects running concurrently across global operations, leadership must maintain clarity, consistency, and accountability. Additional obstacles include:
- Complex Process Landscapes: Numerous stakeholders and systems require coordinated standards, documentation, and oversight.
- Regulatory Compliance: Meeting internal review requirements and aligning with federal mandates necessitates constant updates to policy and guidance.
- Continuous Improvement Culture: Sustaining a data-driven, improvement-oriented mindset across a large workforce requires structured training and well-documented processes.
Solutions Delivered
A key element of NOVACES support to DLA was facilitating the comprehensive documentation of vital business processes—an effort that had proven challenging until our facilitators stepped in. This structured facilitation not only united multiple functions under a common framework but also set DLA on a path toward greater process visibility, consistency, and agility in responding to shifting operational needs. Working closely with Process Owners and Subject Matter Experts (SMEs), our team:
Mapped End-to-End Processes
Created detailed Level I through Level IV process maps for each of the 11 critical business cycles, ensuring a clear, standardized visual representation of complex workflows.
Constructed Business Process Narratives (BPNs)
Developed step-by-step written documentation to complement the maps, providing a clear reference that captures essential policy, roles, and responsibilities.
Improved Audit-Readiness
By collaborating closely with stakeholders and “herding the cats,” we resolved long-standing obstacles to capturing these processes accurately, thus bolstering DLA’s posture for audits and compliance reviews.
Key Takeaways
Holistic Process Visibility
Detailed Level I through Level IV process maps and Business Process Narratives (BPNs) provide a clear, standardized view of critical workflows, enabling better decision-making and continuous monitoring.
Cross-Functional Collaboration
Proactive facilitation united Process Owners and SMEs, helping to “herd the cats” and ensure every stakeholder’s input was incorporated—fostering stronger coordination and shared accountability.
Increased Audit-Readiness
Comprehensive documentation gives DLA a firm footing for both internal and external reviews, reducing risks and reinforcing compliance with audit requirements.
Reduced Redundancies and Errors
Mapping processes in detail not only highlights inefficiencies but also equips teams with the insights needed to eliminate duplicative tasks and mitigate potential issues early on.
Sustained Culture of Improvement
By institutionalizing these structured approaches and standardized tools, DLA can continue refining processes, adapt rapidly to new challenges, and maintain high operational readiness.