DLA Industry Engagement Plan

DEFENSE LOGISTICS AGENCY
The Nation’s Combat Logistics Support Agency

INDUSTRY ENGAGEMENT PLAN
Building Stronger Partnerships

DEFENSE LOGISTICS AGENCY

DIRECTOR’S INTENT

Warfighter First is our #1 priority and our success in ensuring 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.

LTG Darrell K. Williams
Director, Defense Logistics Agency

STRONG PARTNERSHIPS

ALWAYS ACCOUNTABLE

Work with industry to ensure a capable
defense industrial base, generate
innovative and efficient solutions, and
maintain a secure and resilient supply chain.

Trust, Confidence, and Transparency...
We hold partners and suppliers to the
same high standard as ourselves.

DLA Strategic Plan Objective 3.3: Industry Partnerships

1

www.dla.mil

DLA Strategic Plan Objectives 5.1 - 5.4

WARFIGHTER FIRST IS OUR #1 PRIORITY!

DOD PERSPECTIVE
SECRETARY OF DEFENSE PRIORITIES
• Restore Military Readiness as We Build a More Lethal Force
• Strengthen Alliances and Attract New Partners
• Bring Business Reforms to the Department of Defense
We must work more closely with
industry to maintain our technological
and capability overmatch, and we
must push for more rapid innovation.
- Secretary of Defense
James Mattis

“Maintaining a technologically superior
industrial base requires a wide vendor
pool from which to produce products,
conduct research and development
(R&D), and provide services for the
Department of Defense (DoD).”
- Center for Strategic and
International Studies

Joint Logistics Enterprise (JLEnt)

Government and industry need a new
model of interaction to fight and win
in today’s world…a model that is…
more open, more flexible, and more
collaborative.
- Joint Staff Industry Conference

We must continue to build strategic trust by building relationships
between the DoD and industrial associations and work with industry
partners to sustain the health of the defense industrial base...
promoting innovation, investing in technology, preserving capability
and capacity, and leveraging non-traditional suppliers.
- DoD Manufacturing and Industrial Base Policy

Communication with potential
suppliers should occur early and
frequently to gain better product and
service information.
- DoD Vendor Communication Plan

ACHIEVING MISSION SUCCESS THROUGH INDUSTRY PARTNERSHIPS

2

ABOUT DLA
As DoD’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 (MSC)s. 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.

SIX MAJOR SUBORDINATE COMMANDS

FY 2017

DLA BY THE NUMBERS
•
•
•
•
•
•
•

3

$35.3B in Revenue / $28B in Obligations
95% of Obligations for Supplies
Over $10B in Small Business
$8B in Energy Fuels and Utilities
$4.2B in support to over 40 Federal Agencies
$1.4B in Foreign Military Sales
~100% Military Services’ Consumables

www.dla.mil

•
•
•
•
•
•
•

Manage over 5.2M line items
Over 12K Suppliers
36 Strategic Supplier Alliances
~2400 New Small Businesses each year
$272B in Contracts Managed
~9K Awards per day
Located in 46 States and 28 Countries

END-TO-END GLOBAL SUPPLY CHAIN MANAGEMENT

DLA PROCUREMENT PROFILE
• Highly Automated

m
m

• Experience in Strategic Sourcing

80% of spare parts awards are system generated
65% of orders awarded in less than one day

• Long-term Contracts (LTC) Reliance

m
m

74% of spend, 78% of actions on LTC
Troop Support/Aviation/Land & Maritime –
Prime Vendor/Tailored Logistics Support
Contracts leveraging commercial supply chains

• Highly Competitive

m

80% of spend, 92% of actions are competitive

• Mostly supply

m
m

m Disposition – primary provider for DoD
Hazardous Waste and surplus or excess property
via public sales
m Distribution – primary DoD Storage and
Distributing Network
m Energy – primary federal buyer of fuel
m Subsistence – primary DoD buyer of food
m Medical – primary DoD buyer of pharmaceuticals
and vaccines, and medical/surgical equipment

• Services Contracts
Enterprise-wide Information Technology,
Facilities and Knowledge Based Services
m

95% of obligations for supply, 5% for services
99% of contracts are Firm-Fixed Price

PERCENTAGE OF DLA ACTIONS

BUSINESS ANALYTICS DRIVE DECISIONS

4

DLA INDUSTRY ENGAGEMENT
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 (LOE)
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 (FAs) 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,

5

www.dla.mil

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
Matthew R. Beebe
delivering on its number
Component Acquisition
one priority of Warfighter DLA
Executive
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.

FIVE FOCUS AREAS IN INDUSTRY ENGAGEMENT

Frank and open communication is a foundational
element of any strong partnership, and it has
long been a tenet of DLA’s Supplier Relationship
Management efforts. Whether it be through
formally structured programs such as Strategic
Supplier Alliances (SSA) or Captains of Industry (COI)
meetings, or at a booth at an industry association
event, DLA’s goal is to always ensure that all of our
business partners know we are open and willing to
hear them and work with them. Following Secretary
Mattis’ guidance, DLA acquisition professionals and

leaders are encouraged and expected to engage
with and work collaboratively with industry in a
fair and open manner. DLA will continue to initiate,
ensure and be responsive to supplier interactions
at all levels of business (see Supplier Engagement
Spectrum) and in various forums and settings, to
include one-on-one discussions, industry site visits,
industry association and DLA-led events. Effective
industry engagement is an enabler to achieving both
successful acquisition outcomes and improving our
military’s readiness and lethality.

SUPPLIER ENGAGEMENT SPECTRUM

DLA CAPSTONE
EVENTS:
• DLA Enterprise
Industry Day
• DLA Energy Worldwide
Energy Conference
• DLA Land & Maritime
Bi-Annual Conference
• DLA Aviation Supplier
Industry Day
• DLA Troop Support
Association Days
• DLA Disposition
Industry Symposiums

FOCUS AREA I

6

DLA INDUSTRY ENGAGEMENT (CONTINUED)
Warfighter First is our #1 Priority! As a steward
of taxpayer dollars and an executive agency of the
U.S. government, DLA has a fiduciary responsibility
to ensure compliance with the law and regulations.
We must also support Congressional mandates and
DoD interest programs (i.e. UNICOR, AbilityOne, CCMD
objectives, etc.) to the maximum extent practicable to
advance federal policy objectives. Furthermore, we
are required to comply with U.S. laws and regulations
designed to support the U.S. industrial base (i.e.
Buy American Act, Berry Amendment). To optimize
Warfighter outcomes and achieve mission success, our
business decisions must balance multiple, sometimes
competing, priorities while also infusing critical
thinking and innovation into the process. Striking this
balance is not always easy and sometimes there are
perceived “losers,” especially when we make the
value determinations that ensure business decisions
don’t negatively outweigh warfighter mission needs.
Our commitment to Industry is that our actions will
be transparent and arrived at through a deliberative

decision making process that considers the appropriate
balance of government and industry priorities.
As an example, DLA has a long track record as a
Small Business supporter and this is a trend we will
maintain. Our commitment comes in the form of dollar
obligations, but also by increasing the number of new
and repeat Small Business contractors, year after year,
through our dedicated outreach efforts. We expect
that our large business suppliers will also continue to
support and provide opportunities to small business, as
the ultimate objective is not about meeting a specific
dollar goal, but ensuring a healthy, robust small
business industrial base that drives competition, enables
innovation and provides DLA the ability to surge to
meet readiness needs. At the same time, we recognize
that performance based methodologies and similar
arrangements offer great potential for cost savings
and readiness improvements. Designing the optimal
business solutions will require balance, and sometimes
tradeoffs, but we will maintain transparency in our
decision making processes.

DLA is placing a new emphasis within our
operations, focused on capturing supplier feedback
and using that feedback to drive internal change.
We must ask the question – “What is it like to do
business with DLA?” and be willing to hear the
answer. This includes capturing new sources of
data that will provide us with the “big picture” of
supplier perceptions of DLA supply chain practices.
The change will require us to re-tool existing
transactional processes so that they provide
strategic insight on the health and impact of our

practices, instead of just addressing immediate
needs. Obtaining this insight also requires that DLA
develop a culture of supplier advocacy. We must
refine our supply chain practices based on the data
we receive from our business partners and establish
organizational behaviors that recognize the value
of supplier input. We are committed to making this
change in our supplier feedback management and
advocacy process, and expect that it will transform
the way in which we interact with our suppliers and
make DLA a better supply chain partner.

7

www.dla.mil

FOCUS AREA II AND FOCUS AREA III

With its global reach, diverse business units and
support to the entire Joint Logistics Enterprise (JLEnt),
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.

We must continually assess the health of our
industrial base, maintain awareness of our supply
chain/item vulnerabilities, and mitigate risk within
our supplier base to ensure supply chain security
and survivability. This includes having established
programs or systems for combating counterfeit
products, protecting against fraudulent actors and
cyber vulnerabilities and planning for diminishing
manufacturing sources and material shortages,
as well as actively promoting competition to

encourage a robust supplier base. These risks
are continuously and dynamically affecting DLA’s
ability to support the warfighter and require
nimble and dedicated efforts that address these
vulnerabilities. Our industry partners must play
an active role in helping DoD guard against these
threats and where necessary, DLA will work with
industry to develop the protocols and processes
that ensure we address the steady stream of risks
inherent in today’s global supply chains.

FOCUS AREA IV AND FOCUS AREA V

8

DLA ACQUISITION PROFESSIONALS
DLA acquisition professionals are committed to promoting
industry engagements to facilitate market research, enhance
competition, and align with DLA business drivers. Regular,
open and collaborative interactions between DLA and Industry
allow for better requirements, and improve acquisition
outcomes – for Industry as well as Warfighters. DLA suppliers
should expect that their efforts to engage will be embraced by
DLA personnel, within the legal and ethical guidelines.
DLA is also taking steps to improve its acquisition
professionals’ knowledge and understanding of industry
dynamics and drivers. Our people are acquisition professionals:
www.dla.mil/HQ/Acquisition/Acquisition-Professionals.

Through partnerships with major universities, DLA will begin
offering opportunities for acquisition professionals to take
industry focused courses that teach students about how to
look through the eyes of industry to understand what drives
their behavior, and how to negotiate fair and equitable deals for
both parties. DLA is also establishing a “Training with Industry”
program where employees will have an opportunity to spend
an extended length of time with a commercial company,
learning about the business. These opportunities are a key
element to building Strong Partnerships with Industry and we
look forward to the benefits they will bring.

SMALL BUSINESS
It is the policy of DLA to provide maximum practicable opportunities
in its acquisitions to small business, service-disabled veteran-owned small
business, HUBZone small business, small disadvantaged business, and
women-owned small business concerns. Such concerns are also provided
maximum practicable opportunity to participate as subcontractors in the
contracts awarded by DLA. In fiscal year 2017, small businesses won about
one third of all DLA contracts, which were worth more than $10 billion.
The DLA Office of Small Business Programs has personnel stationed at
each of our major buying commands. We provide small business advocacy
and promote small business utilization to strengthen the competency, capability, and commitment of the industrial base that fulfills DLA’s mission as the
Nation’s Combat Logistics Support Agency.
Through its Office of Small Business Programs, DLA administers the Procurement Technical Assistance Program (PTAP) which is executed through
geographically disbursed Procurement Technical Assistance Centers (PTAC)
that:
• Help businesses compete for and perform contracts with the Department of Defense, other federal agencies, state and local governments
and with government prime contractors.
• Have a local presence in all 50 states, Washington, D.C., Puerto Rico,
Guam and the U.S. Virgin Islands. Some PTACs specialize in assistance to
federally recognized tribes, their members and reservations.
• Find PTAP information at https://youtu.be/_mX88Sr18x8 and your local
PTAC at www.dla.mil/HQ/SmallBusiness/PTAC.aspx

9

www.dla.mil

DLA ACQUISITION PROFESSIONALS AND SMALL BUSINESS

INNOVATION THROUGH RESEARCH AND DEVELOPMENT

R&D is the front end of the Innovation Cycle. DLA’s R&D program works to bolster innovation by conducting
research to develop new processes and technologies that support the logistics effort. R&D efforts are 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 Logistics Information Service.

DLA Logistics R&D

Pioneers advanced logistics concepts, business processes, and technologies that use commercial best practices;
develops and demonstrates high payoff technologies that provide a high level of support at lower costs. Strategic
Focus areas include 1) Enhance analysis and decision support, 2) Improve logistics processes, and 3) Emergent
Logistics R&D topics.

Counterfeit Prevention

Strategic Materials

Energy

DLA ManTech

Weapons Systems
Sustainment

Warehouse
Modernization

Supports technical innovation in the DLA industrial base to improve the operational performance of key supply chains.
Strategic Focus Areas include 1) Improve industrial base manufacturing processes, 2) Maintain viable supply sources,
and 3) Improve technical and logistics information; Emergent ManTech topics.

Microcircuit
Emulation

Castings

Batteries

Forgings

Subsistence
Network

Additive Manufacturing

Small Business Innovation Research; Small Business Technology Transfer and
Rapid Innovation Fund

Fosters technology transfer through cooperative R&D between small businesses and
research institutions; Increases private sector commercialization of innovations derived from
Federal R&D; provides the ability to absorb risks associated with early stage R&D projects and ideas by investing in
disruptive industrial base innovations to improve cost, quality, and delivery. Logistics.research@dla.mil
https://sbir.defensebusiness.org and http://defenseinnovationmarketplace.mil (Connecting Industry and DoD for
Independent Research & Development)

ADVANCED LOGISTICS CONCEPTS AND INNOVATION

10

DOING BUSINESS WITH THE DEFENSE LOGISTICS AGENCY
The Defense Logistics Agency (DLA) is the Department of Defense’s (DoD) logistics combat support agency. Our mission is to provide
best value integrated logistics solutions to Nation’s Armed Forces and our Interagency Customers in peace, during national disasters/
emergencies and in war, around the clock, in the homeland, and around the world. DLA supplies its military and civilian agency customers
with critical resources needed to accomplish worldwide missions. Companies interested in doing business with DLA should:
= UNDERSTAND DLA - Visit the DLA website: http://www.dla.mil/DoingBusinessWithDLA.aspx.

There you will find detailed information
on how to get in touch with DLA Resources: Customer Support; Business Operations; Small Business; Federal Contracting Resources;
Federal, State and Local Programs; Warfighter Support.

= OBTAIN A DUNS NUMBER - A DUNS number is the industry standard for keeping track of the World’s businesses.

It is required by the
government, major financial institutions, corporations, trade associations and more. Go to: http://www.dandb.com/free-duns-number/ or
call 1-(800) 700-2733 to obtain a DUNS Number.

= REGISTER IN SAM - The System for Award Management (SAM) is an official website of the U.S. government. There is no cost to use

SAM. SAM contains a nationwide electronic database of firms that do business with the Federal Government. You can use this site
to: Register to do business with the U.S. government, Update or renew your entity registration, and Search for entity registration and
exclusion records. Any firm interested in doing business with DoD must be registered in SAM: https://www.sam.gov.

= REQUEST OR UPDATE COMMERCIAL AND GOVERNMENT ENTITY (CAGE) CODE - A CAGE Code identifies companies doing or wishing

to do business with the Federal Government. The code provides for a standardized method of identifying a given facility at a specific
location. To learn more or obtain a CAGE Code, go to: https://cage.dla.mil/Home/UsageAgree .

= EXPLORE DLA INTERNET BID BOARD SYSTEM (DIBBS)

- A web-based application that provides capability to search for, view, and submit
secure quotes on Requests for Quotations (RFQs) for DLA items of supply. DIBBS allows users to search and view Requests for Proposals
(RFPs), Invitations for Bid (IFBs), awards and other procurement information related to DLA. Go to: https://www.dibbs.bsm.dla.mil

= DLA FORMS

– Agency forms will satisfy a valid need and be properly designed using plain language and standardized data for easy
collection, processing, analysis, and retrieval of information. To obtain a DLA Form: https://www2.dla.mil/officialforms/pages/default.aspx

= USE RESOURCES - When doing research, use websites that provide information helpful for targeting the agencies that buy what you sell

other: www.fbo.gov; https://www.fpds.gov; www.usaspending.gov; www.acquisition.gov; http://www.acq.osd.mil/osbp/index.shtml;
www.sba.gov; https://www.va.gov/osdbu

=

PROCUREMENT TECHNICAL ASSISTANCE CENTERS (PTAC) that help businesses compete for and perform contracts with the
DoD, other federal agencies, state and local governments and with government prime contractors. Find your local PTAC at
www.dla.mil/HQ/SmallBusiness/PTAC.aspx

INDUSTRY ENGAGEMENT POINTS OF CONTACTS

www.dla.mil/info/strategicplan/IndustryEngagementPlan
DLA OMBUDSMAN OFFICE: Keeps lines of communication open between DLA Senior Leaders and Industry Partners. Collaborates across
Agency Network for all enterprise engagements with industry. Leverages relationships with industry via integrating strategic objectives and
operational outcomes to support DLA at providing Warfighter Readiness and Lethality. Contact is: DLA_Ombudsman@dla.mil
DLA SMALL BUSINESS OFFICE: Promotes small business utilization to strengthen the competency, commitment, and capability of the
industrial base that fulfills DLA’s mission as America’s Combat Logistics Support Agency. The Small Business Office also oversees the
Procurement Technical Assistance Program (PTAP). Visit http://www.dla.mil/HQ/SmallBusiness.aspx or call (571) 767-0192.

11

www.dla.mil

DOING BUSINESS WITH DLA

INDUSTRY ENGAGEMENT POINTS OF CONTACTS (CON’T)
DLA CORPORATE EVENTS is the catalyst for strategic engagements at conferences and trade shows. The Corporate Events program provides
a platform at these forums to promote the DLA brand, optimize corporate communications, business development, and customer/Industry
support. To locate upcoming events, visit: http://www.dla.mil/CustomerSupport/Resources/Events.aspx
DLA INFORMATION TECHNOLOGY - VENDOR RELATIONS: Serves as the central point of contact for managing engagement with
vendors seeking to demonstrate capabilities and the value they may be bringing to DLA in the area of Information Technology that
supports Research & Development (R&D) and innovation. POC: strategictechnologyvendorrelations@dla.mil
DLA TRANSFORMATION: Oversees the Academia and Research Engagements Program charged with identifying organizations
(Academic, Think Tank, R&D) that are leaders in developing cutting-edge logistics practices, supply chain processes and business
technologies. Manages senior leader engagements with these organizations to develop relationships and facilitate the integration of
innovative solutions in support of DLA operations and processes. POC: DLA_Academia-Research_Engagements@dla.mil
DLA AVIATION: Provides repair parts for aviation weapons systems, flight safety equipment, maps, environmental products and
industrial plant equipment. POC: dlaavnsmallbus@dla.mil or call 1-(800) 227-3603
DLA CONTRACTING SERVICES OFFICE: Center of Excellence that provides DLA enterprise wide life-cycle contracting for both IT
operational services, to include enterprise contracts and agreements for software licensing and hardware, and for other enterprisewide common services not assigned to other COEs. POC: DCSO@dla.mil or call (215) 737-0878
DLA DISPOSITION SERVICES: Preferred provider for the contracted disposal of DoD’s hazardous waste.
POC: hazardouscontractseast@dla.mil or (269) 961-4246; and disposes of excess property by reutilization, transfer, public sales and
demilitarization. POC: DLADispSvcs-J42@dla.mil or call (269) 961-5092
DLA DISTRIBUTION: Provides storage and distribution solutions/management, transportation planning/management and logistics
planning and contingency operations; operates a global network of distribution centers. POC: DistributionJ7@dla.mil
DLA STRATEGIC DATA SERVICES: Preferred provider for document automation services to the DoD. Strategic Data Services is also
designated as the single manager for printing and high-speed, high-volume duplicating in the DoD. POC: j67dcsc@dla.mil or call
Customer Service: 1-(866) 736-7010
DLA ENERGY: Provides petroleum and lubrication products, alternative fuel/renewable energy, aerospace energy, fuel quality/technical
support, fuel card programs and installation energy services. POC: DSORoutingInbox@dla.mil, or call (571) 767-9301/8420
DLA LAND AND MARITIME: Provides repair parts for ground-based and maritime weapons systems, small arms parts, fluid handling
and electronic components. POC: DSCC.BCC@dla.mil or call 1-(800) 262-3272
DLA STRATEGIC MATERIALS: Manages the strategic and critical raw material stockpile that supports national defense needs.
POC: DLAStrategicMaterials@dla.mil or call (571) 767-5500.
DLA TROOP SUPPORT: Provides food, textiles, construction material, industrial hardware and medical supplies and equipment, to
include pharmaceuticals. POC: DLATSPartnerInquiry@dla.mil or call (215)-737-3382.
As of 1 March 2018

WARFIGHTER FIRST!

12

NOTES:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
13

www.dla.mil

DOING BUSINESS WITH DLA

WARFIGHTER FIRST!

14

THE NATION’S COMBAT LOGISTICS SUPPORT AGENCY

www.dla.mil/info/StrategicPlan/IndustryEngagementPlan
www.dla.mil
www.facebook.com/dla.mil
www.dla.mil

www.twitter.com/dlamil

www.youtube.com/user/dodlogisticsagency