All posts by DanMongeon

About DanMongeon

Executive Bio Dan Mongeon President & CEO Agility Defense & Government Services Dan Mongeon has served as President and CEO of Agility Defense & Government Services since June 2008, a position in which he has overall responsibility for the business development, operations and strategy of Agility’s public sector business. Dan joined Agility, formerly PWC Logistics Services, Inc., as the Vice President, Defense and Government Services in January 2006 and was named President of PWC Logistics Services, Inc., Defense and Government Services – US in July 2006. Prior to joining the company, Dan served in the U.S. Army for 34 years, retiring as a Major General in 2006. His last active duty position was Director of Operations, J-3, of the Defense Logistics Agency (DLA) in Fort Belvoir, Virginia. With a focus on military readiness, this office provides policy oversight and supply chain management for acquisition, supply, distribution, and property disposal. Dan headed a staff of over 300 civilian and military personnel responsible for providing worldwide logistics solutions to the military services as well as to foreign military customers and other federal agencies. This worldwide mission was performed by approximately 23,000 civilian and military personnel with an annual operating budget of over $31 billion. Other relevant assignments have included serving as the Deputy Chief of Staff for Logistics, G-4, and United States Army Forces Command at Fort McPherson, Georgia. He also served as the commander of the Defense Supply Center in Philadelphia (DSCP). DSCP is a field activity of DLA. In addition, he served on the Joint Staff in the Pentagon and at NATO Military Headquarters in Mons, Belgium. Dan received his commission in 1971 as a distinguished military graduate from the University of Arizona where he earned a Bachelor of Science degree in Public Administration. He received a Master's Degree in Logistics Management from the University of Arkansas. His military schooling includes the Quartermaster Basic and Advanced Courses, U.S. Army Command and General Staff College, and the U.S. Army War College. In addition, Dan serves on the Advisory Boards of LOGTECH, UNC, Boyle Transportation, NDTA Transportation, and the Quartermaster Foundation as a subject matter expert. He is a member of the Board for Agility DGS.

British MoD Shows Our DoD How To Transform Defense Procurement

The “British MoD Again Shows Our DoD How To Transform Defense Procurement” by Daniel Gouré is on the mark. There is a lot DoD can learn from the UK MoD in terms of taking bold and innovative steps to improve procurement. Simply stated, the UK MoD takes a much more “partnering with industry” approach than DoD. The UK MoD looks for “win-win” solutions and truly engages as a partner for mutual success. Bottom line is: it works!

-Dan

DoD’s Acquisition Reform Initiatives

Daniel Gouré is spot on with his February 17 article regarding DoD’s acquisition reform initiatives. I can’t find any fault with the four key points he makes about acquisition reform. Simply stated, the “old way” just won’t work anymore. The defense business environment has truly changed and DoD must change as well. A special “shout out” for Daniel’s comments regarding the British MoD success with long term PBLs. DoD needs to take a hard look at some of the very innovative approaches currently underway in British acquisitions.

Read this article here.

– Dan

The United States Remains A Logistics and Sustainment Superpower

Kudos to the Lexington Institute and Daniel Gouré for the excellent article on DoD logistics: “The United States Remains A Logistics and Sustainment Superpower.” The truth of the matter is that U.S. logistics capability is so good that it is often taken for granted.

I could not agree more with the statement “logistics and sustainment is what makes the difference between a military than can fight and win wars and one-trick ponies…” Well done, Dan, thanks for taking the time to recognize a national treasure.

– Dan

 

 

 

 

 

Rethinking Competition in Defense Acquisition

In a recent article published by the Lexington Institute, “Rethinking Competition in Defense Acquisition,” the author’s point is well taken. Competition just for the sake of meeting internal DoD metrics is self-serving and in no way relates to the realities of private industry.

However, sole sourcing isn’t the only solution. I think a bigger issue is the length of contracts. Simply stated, they need to be longer. The UK MoD is finding success using longer timeframes for contracts to attract competition and lower costs. Maybe there is something there.

– Dan

2014 Mission:ABLE Awards Dinner

I attended the Paralyzed Veterans of America’s 2014 Mission: ABLE Awards Dinner and it was a very memorable event. The awards recognized some outstanding individuals and companies that truly go above and beyond in supporting paralyzed veterans. You can’t help but to be very moved by these heartwarming stories. Thank you PVA for a wonderful evening and for the work you do in support of these very deserving veterans.

– Dan 2014 Awards logo v4

An Honor to Serve

In the most recent Military Officers Association of America’s (MOAA) magazine the chair of MOAA’s board, General (R) John Tilelli wrote a great message. It captures his devotion to our military and reminds us all that there is no easy road in maintaining a world class military. Thank you General Tilelli for your service to MOAA and to all of us past and present who have served or are serving our nation.

 

– Dan

Failing to Deliver on Increased Competition

Daniel Gouré once again hits the nail squarely on the head in his most recent Lexington Institute article “Better Buying Power 2.0 Failing to Deliver on Increased Competition.”

Simply stated, you can’t artificially create competition where it does not exist or where there is no incentive to compete.

On the other hand, you can create competition and reduce costs when you employ “win-win” solutions, much as Performance-Based Logistics contracts. The key is to make hard things easy, instead of making hard things harder. There is something to the “KISS” principle.

– Dan

A New Test of Service and Sacrifice

Memorial Day allows us to recognize the tremendous sacrifice of the men and women of our armed forces, while also honoring their ongoing service to their communities. This year, the leadership of the philanthropic sector will inspire a renewed significance to this special day.

After nearly 13 years, the wars in Iraq and Afghanistan will have come to an end and nearly 2 million service men and women will have returned home. This stateside surge presents new opportunities to offer support to military families as they transition home. Faced with challenges in employment and access to physical and mental health treatment, but also offering unique leadership and skills, we must ensure our veterans have a successful return to civilian life.

As a reflection of our commitment to help meet these needs, Agility Defense & Government Services is taking the Philanthropy-Joining Forces Impact Pledge with more than 30 philanthropic organizations to make sure veterans and military families receive the long-term support they deserve. We are proud to be working in close partnership with the Joining Forces initiative led by First Lady Michelle Obama and Second Lady Dr. Jill Biden, and supported by groups from the nonprofit, philanthropic, and corporate sectors.

This effort includes a combined commitment of more than $170 million over the next five years to help create affordable housing, provide health and wellness services, support education and job training, prevent domestic violence, expand economic opportunities, and more.

Agility DGS is proud to host the annual Paralyzed Veterans Golf Open (PVGO) on June 9, 2014.  As the Founding Sponsor of the event, we underwrite all costs of the tournament, so 100% of contributions go directly to Operation PAVE (Paving Access for Veterans Employment). PAVE is Paralyzed Veterans of America’s program that provides free, one-on-one career assistance, benefits counseling and support to any veteran and assistance to employers committed to hiring veterans.

To date, the PVGO has raised $1.8 million for Operation PAVE and helped open new program centers in San Antonio, Augusta, Tampa and Chicago. This year’s proceeds will help fund the continuing expansion of the PAVE program.  The PAVE program expansion is strategically aligned and in collaboration with Department of Labor and the Veterans Administration to service veterans in multiple locations across the country.

For their commitment and selflessness, our veterans and military families deserve the best support. As Americans come together to recognize their great sacrifice this Memorial Day, I am honored to be a part of group of philanthropic leaders that are dedicated to ensuring our service men and women receive the long-term support they deserve.

– Dan

Military Readiness Benefits from Use of Commercial Best Practices in Supply Chain Management

In Daniel Gouré’s recent article “Military Readiness Benefits from Use of Commercial Best Practices in Supply Chain Management,” he very appropriately links best practices, supply chain management, and Performance Based Logistics (PBLs). Each is important, but when you think in terms of applying all three to a given private partnership – then you are really cooking with gas. Unfortunately, more times than not, the powers to be within DoD fail to realize the full power of the triad. Yes, there are successes but we have to really commit to this smarter way of doing business. Change comes slow.

Read article here.

– Dan

Why Is It “Easier” For DoD To Cut Forces But Not Overhead?

Once again, Dan Gouré hits the nail squarely on the head with comments in his recent Lexington Institute article. There is no question that there are $billions that could be saved by DoD if they would get serious about adopting best commercial business practices. Reducing the overly burdensome DoD contracting and acquisition process would truly save $billions.

Also, as Dan correctly points out, DoD needs to get serious about Performance Based Logistics (PBLs) agreements. Using PBLs needs to be the rule rather than the exception. We all know that PBLs save money and are very effective in improving readiness, so why can’t we take it to the next level? Simply stated we can but “old school” thinking needs to be shown the door first. We need to accept that work which is not inherently governmental is a prime candidate for PBLs. There is no magic here: Mandate the use of PBLs and get on with it.

Read the article here.

– Dan