This government re-engineering case focuses on the agency responsible for procuring goods and services (other than weapons) for the Department of Defense. New leadership at the DLA must deal with a sharply changed system. Rather than receiving an annual appropriation, the mammoth agency must bill its multitude of customers-the various military services-for performing procurement tasks. In trying to make itself a customer-focused operation, DLA considers changing both the management structure of its headquarters and the relationship between its headquarters and field offices.