Download the Industry Engagement Plan PDF
June 8-9, 2021: DLA Aviation Supplier Industry Days
June 9, 2021: DLA Distribution Virtual Supplier Day
Aug. 24, 2021: DLA Land and Maritime Industry Roundtable (for L&M Strategic Suppliers)
Sept. 8 2021: DLA Research and Development Industry Day and Collider Day
Oct. 6, 2021: DLA Demand Forecast Presentation to Industry Associations
November 2021: DLA Troop Support Clothing and Textiles Joint Advanced Planning Brief for Industry (JAPBI)
March 28-30, 2022: DLA Energy Worldwide Energy Conference
April 6 - 7, 2022: DLA Land & Maritime Suppliers Conference
Small Business Outreach
DLA Enterprise Industry Days
2020 Supplier Feedback Survey | Demand Forecast
About DLA | Industry Engagement Focus Areas | Working With DLA
Warfighter First is our No. 1 priority and our success in ensuring military service readiness and combatant command lethality would not be possible without strong partnerships with industry. Given the complex and rapidly-changing geopolitical climate we operate in, this relationship is more vital than ever.
This plan focuses on DLA building stronger industry partnerships that are designed to meet long-term objectives and produce the most cost-effective and innovative solutions for our customers. It also reflects my commitment to the implementation of a systematic and proactive approach with industry across the DLA enterprise.
I am convinced DLA’s early engagement, continuous communication and exchange of information with our industry partners, including small businesses, will enable us to sustain and improve our global, agile and innovative support to the warfighter. DLA’s ability to build on these strong relationships will also encourage sharing and rapid adoption of industry innovations and best practices.
Join me as we further our proud legacy of support to the warfighter by becoming a stronger supply chain partner through effective collaboration with our industrial base. Your support is imperative – our customers expect and deserve only the best from the nation’s combat logistics support agency and our industry partners.
- Former DLA Director Army Lt. Gen. Darrell K. Williams
DLA’s strong relationship with its supplier community is critical to the agency’s ability to successfully carry out its mission as the nation’s combat logistics support agency. As stated in the Strong Partnerships Line of Effort from the DLA Strategic Plan, DLA must work together with our suppliers to “ensure a capable defense industrial base, generate innovative and efficient solutions, and maintain a secure and resilient supply chain.”
As DLA’s senior official responsible for industry engagement, I believe it is essential for DLA to articulate and communicate how we will approach engagement with suppliers (of both products and services) via a specific strategy. The five Focus Areas laid out in the following pages set forth the agency’s plans, priorities and expectations related to industry engagement from the DLA enterprise perspective.
In order to further strengthen the partnership between DLA and its industry base, we must begin from a point of common understanding. With that in mind, I ask that all stakeholders – our suppliers as well as the DLA workforce and government partners – familiarize themselves with the plan. Throughout the focus areas you will see several goals – improving communication, balancing priorities and risks, increasing efficiency – all of which are critical to moving the relationship forward, but none of which can be achieved by any one group alone. This plan is also a call to those in industry, as well as academia, who we don't have a current relationship with but who can offer ideas and innovations that will assist DLA in delivering on its No. 1 priority of warfighter support.
Whether you currently have a relationship with DLA or would like to begin one, I encourage you to contact our DLA ombudsman who will help facilitate the execution of this plan across all five focus areas. Please join me as we work together to build and strengthen the strong partnerships that are necessary to support our nation’s warfighters.
- DLA Component Acquisition Executive Matthew R. Beebe
Introductions to the agency begin with DLA At A Glance, with the tabs below detailing more facts and figures with Industry Engagement in mind.
As the Department of Defense’s logistics integrator, acquisition and service provider, DLA’s major responsibilities are to (1) buy or contract, (2) warehouse when needed, and (3) distribute about 5.2 million distinct consumable, expendable and reparable items.
DLA accomplishes its mission with the dedicated men and women of its major subordinate commands. Four of these MSCs acquire and provide supplies and services: DLA Troop Support, DLA Land and Maritime, DLA Aviation and DLA Energy. These MSCs operate across multiple supply chains and are directly responsible for meeting the services’ needs by contracting and delivering high-volume, commercially available items such as food, textiles, fuel, medical supplies and equipment, construction material, industrial hardware, personal demand items, repair parts and major end items. In addition, DLA Distribution provides worldwide storage and distribution services, while DLA Disposition Services partners with industry for the DoD’s disposal of hazardous waste and via public sales for surplus or excess material.
Furthermore, DLA Strategic Materials manages the strategic and critical raw material stockpile that supports national defense needs. The DLA Contracting Services Office provides enterprise-wide common services, such as IT operational services.
DLA relies on long-term contracting for the majority of its actions and money spent.
Learn more in the Procurement Profile tab.
Long-term contracts reliance
Experience in strategic sourcing
The five Focus Areas laid out here set forth the agency’s plans, priorities and expectations related to Industry Engagement from the DLA enterprise perspective.
View the full-size Supplier Engagement Spectrum
With its global reach, diverse business units and support to the entire Joint Logistics Enterprise, DLA is a supply chain organization like no other. While we will always be different from commercial companies in that our primary objective is warfighter readiness, the agency focuses on continuous process improvements and reforms for innovation in acquisition.
Beyond streamlining procedures, leveraging new systems, and expanding the use of new technological solutions, DLA uses best in government and commercial strategies to improve supply chain logistics support. We will look for opportunities to leverage, not duplicate, commercial supply chains, and will continue to educate our workforce to better understand the business dynamics of their suppliers’ industries.
Through our collective feedback gained from discussions with suppliers, DoD, and academic organizations, we will identify potential projects and support reform initiatives (i.e. reverse engineering, additive manufacturing, automated procurement, etc.) that utilize innovative and efficient approaches to deliver better acquisition outcomes and improve our business processes.
Some of DLA’s most significant and successful initiatives originated from external sources or supplier feedback/suggestions – we must continue to foster an environment where individuals seek out new and better ways of doing things and are encouraged to take responsible risks that will lead to positive changes throughout the DLA supply chain.
Industries interested in working with DLA have many resources available, as well as the DLA Customer Interaction Center, which is available 24 hours a day, seven days a week for assistance.
When you work with DLA, you work with DLA acquisition professionals who are committed to promoting industry engagements. Relationships between DLA and industry allow for better requirements, and improve acquisition outcomes – for industry as well as warfighters. DLA is also taking steps to improve its acquisition professionals’ knowledge and understanding of industry dynamics and drivers. Our people are acquisition professionals.
The DLA Research and Development program is organized around strategic focus areas and is funded through two program elements: 1) Logistics R&D, and 2) Manufacturing Technology Program (ManTech). The program supports DLA’s major supply chains, which include Subsistence, Clothing & Textiles, Medical, Energy, Construction and Equipment, Maritime, Land, Aviation, and Strategic Materials, and DLA Service Centers, consisting of DLA Distribution, DLA Disposition and DLA Logistics Information Services.
– Contact: DLA_Ombudsman@dla.mil
– Contact: (571) 767-0192
– Find upcoming events on the Corporate Events calendar.
– Contact: email@example.com
– Contact: DLA_Academia-Research_Engagements@dla.mil
– Contact: firstname.lastname@example.org or 1-(800) 227-3603
– Contact: DCSO@dla.mil or (215) 737-0878
– Contact: For hazardous waste - email@example.com or (269) 961-4246, or for excess property - DLADispSvcs-J42@dla.mil or (269) 961-5092
– Contact: DistributionJ7@dla.mil
– Contact: firstname.lastname@example.org or 1-(866) 736-7010
– Contact: DSORoutingInbox@dla.mil or (571) 767-9301/8420
– Contact: DSCC.BCC@dla.mil or 1-(800) 262-3272
– Contact: DLAStrategicMaterials@dla.mil or (571) 767-5500
– Contact: DLATSPartnerInquiry@dla.mil or (215) 737-3382