Laurent Cozette, Sales Enablement - archive.sap.com · and OMA/OmaCost Transfers) F02, cF08, F09 C...
Transcript of Laurent Cozette, Sales Enablement - archive.sap.com · and OMA/OmaCost Transfers) F02, cF08, F09 C...
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Purpose: � Provide information regarding current status of Single Army Logistics
Enterprise (SALE)
� Provide information on the SALE implementation methodology and environment
� Discuss real life challenges and implementation strategies associated with integrating Army Logistics Operations
What does Army Logistics Entail?Today’s EnvironmentTomorrows Vision
ChallengesImplementation StrategiesBenefitsSummary
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FY05 Pres Bud and Supplemental Workload
•490 M1 Tanks -$608M
•457 Aviation Fleet -$830.8M (188 Blackhawk, 42 Apaches)
•7008 HMMWVs -$298M
•65 Firefinder – $40.4M•111 Radio’s - $30.1M
• 46 ea TACSAT -$14.5M
• 64 ea TROPO -$15.6M
•AMC provides Log Support services in 9 countries worldwide
•> $10B programManaging:•88 Dining Facilities•90 Base Camps•31 Forward Operating Bases
•1 Detainee Camp•2 APODs•5 COM Sites•6 MND Sites•3 ISG SitesProviding• Base Camp Operations• Construction & Facilities Mgmt
• Theater Transportation / Distribution Support
• Supply & Maintenance• Fuel Distribution• Water Production/Ice• Prime Power
•AMC manages APS worldwide
•APS equipment and stocks in use in Iraq, Afghanistan, and the Horn of Africa
•FY04 program: $333.9M
•Reset all APS equipment ~ $3.6B
•One Hvy BCT UA has > 6500 pieces of authorized equipment
•APS ammunition is valued at $7.7B (600K s/t)
Forward Repair Activities (FRA)
Equipment Support Activities (ESA)
Acquire Logistics Support Services
Army Pre-Positioned
Stocks (APS)
Make, Store, Inspect, and Load Munitions
Spares Parts SupportDepot Maintenance
•FY05 Budget of $1.6 Billion for acquisition
•AMC manages a ~$300 Million Ammo program
•Stores ~2.8 million tons of ammo
•Manages ~24.3 million sq ft
•Airlifted ~4013 s/t of ammo thru Dec 04
•Sealifted ~169,321 s/t Nov 02 - Dec 04
•Shipped over 12,195 containers
•AMC manages 1.1M repair parts
•FY04 sales > $9.3B •Projected FY05 sales: $9.9B
•Avg $24M to $36M repair parts delivered every day
•FY04 AMC provided almost $10B in direct support of OIF War Fighters
•AMC SWA FRAs = three countries/10 locations
•AMC Personnel in SWA FRAs = 2789 (Mil DAC & KTR)
•Operational Costs estimate for FY05 ~ $241M
•Completed > 76,200 work orders since 1 Jan 03
•Applied > 14,000 Add-On Armor Kits to Tactical Vehicles
•Retrograded > 120,000 repairable components out of SWA
Army’s Repair Program > Boeing’s &
GM’s combined
Manage Chem Defense
•Equips ~120K deploying soldiers
What does Army Logistics Entail?Today’s EnvironmentTomorrows Vision
ChallengesImplementation StrategiesBenefitsSummary
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ProblemArmy Logisticians cannot see all requirements on the battlefield, and our customers cannot see the support
coming their way. As a result, we rely on pushing support based on best estimates of what we think Soldiers need. Soldiers order the same item several times because they
have no confidence support is on the way.
Resulted In...• Ineffective Theater Distribution Capability• Inadequate bandwidth and communications infrastructure• Lack of asset visibility led to:
• $1.2 billion discrepancy between materiel shipped vs. receipted• Hundreds of pallets and containers back-logged• Requisitions duplicated and supply system worked around
• Inability to locate parts in theater pipeline led to the cannibalization of vehicles and a reduction in equipment readiness
“…units…did not have adequate access to…DOD’s logistics and asset visibility systems…because these systems were not fully capable of exchanging information or
transmitting data over required distances.”
“…units…did not have adequate access to…DOD’s logistics and asset visibility systems…because these systems were not fully capable of exchanging information or
transmitting data over required distances.”
WholesaleSupplySystem
InterfundBill
SAACOMSOther
Financial info STARFIARS
STANFINSGeneral Ledger
SARSS-1Non-Div/DBOF
SARSS-2AC
SARSS-2AD
SARSS-1
ULLS SAMS
SARSS-1
RON/DON
DAAS(Obligations)
Pays billsRSF transactions
for Installation
Obligations
Credits
dCAS Split
DOL DPW DRM etc.
All OMAContractsPOLCredit Cards(not in TUFMIS)
G3 dCASby EORDoc #APC
Company
APC
TUFMISby Classof Supply
Reject/Delay
Reject/Delay
DMMC/CMMCItem Managers
SSATechnical Edits
Accept
DocumentRegisters by Class of Supply
DRM/COSCOMComptroller
Delay/Reject
Reconciliation
Price/Credit Changes
Sup
ply
Info
rmat
ion
(not
com
plet
e)
Obligations (Stock Fund/OMAand OMA/Oma Cost Transfers)
F02, F08, F09
Cmdr
Exception
Report > $500
Cancellations
Modifications
in ASL
Ref
erra
lR
efer
ral
Orders
Returns
Daily $ Limit
High $ Edit
Accept
High & Review
DLRs
Accept
Doc Numbers
Acctg Identification
Codes (AMS)
Log System
Fin. System
Fin. Checks
IFSMSTAMMISAFMIS
(Commitments)
WholesaleSupplySystem
InterfundBill
SAACOMSOther
Financial info STARFIARS
STANFINSGeneral Ledger
SARSS-1Non-Div/DBOF
SARSS-2AC
SARSS-2AD
SARSS-1
ULLS SAMS
SARSS-1
RON/DON
DAAS(Obligations)
Pays billsRSF transactions
for Installation
Obligations
Credits
dCAS Split
DOL DPW DRM etc.
All OMAContractsPOLCredit Cards(not in TUFMIS)
G3 dCASby EORDoc #APC
Company
APC
TUFMISby Classof Supply
Reject/Delay
Reject/Delay
DMMC/CMMCItem Managers
SSATechnical Edits
Accept
DocumentRegisters by Class of Supply
DRM/COSCOMComptroller
Delay/Reject
Reconciliation
Price/Credit Changes
Sup
ply
Info
rmat
ion
(not
com
plet
e)
Obligations (Stock Fund/OMAand OMA/Oma Cost Transfers)
F02, F08, F09
Cmdr
Exception
Report > $500
Cancellations
Modifications
in ASL
Ref
erra
lR
efer
ral
Orders
Returns
Daily $ Limit
High $ Edit
Accept
High & Review
DLRs
Accept
Doc Numbers
Acctg Identification
Codes (AMS)
Log System
Fin. System
Fin. Checks
IFSMSTAMMISAFMIS
(Commitments)
• Managed via separate programs & funding lines• No common operating view -- Various versions of truth• Processes viewed in echelons – Not as part of an integrated whole• Disparate, old, outdated -- Not meant to work with one another
Installation Supply Buffer
What does Army Logistics Entail?Today’s EnvironmentTomorrows Vision
ChallengesImplementation StrategiesBenefitsSummary
These New RulesThese New Rules These Logistics Enterprise Capabilities
These Logistics Enterprise CapabilitiesREQUIREREQUIRE
Fight first for information superioritySpeed of commandAccess to information: shared awarenessDispersed forces: noncontiguous operationsDemassificationElimination of process lines
(e.g. - fusion of ops, intel & logistics or organize, deploy, employ & sustain)
Elimination of structural lines (e.g. - Joint ops at the small unit level)
Self-synchronizationAlter initial conditions at higher rates of changeCompression of levels of war
� Connectivity (GIG) � Collaboration � Decision Support Tools � Supply Chain Integration� Joint interoperability� Robust C2 Connectivity� Enterprise perspective� Organizational Flexibility � Role Based� Data Visibility� Data Accessibility� Data Interoperability
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What does Army Logistics Entail?Today’s EnvironmentTomorrows Vision
ChallengesImplementation StrategiesBenefitsSummary
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When we can calculate what we need (based on what we have & what we will be doing)?
When we can tell the people that can give it to us what we want?
When we can see they got our request?
When we can see what they are doing about it and how long it will take?
When we can see where our stuff is in pipeline?
When we can talk to Commanders in the pipeline to establish (action) priorities?
GCSS-Army (F/T)
PLM+
LMP
DFAS
BSMCLOE
NAVYERP Other
BCS 3
GCSS-MC Air Force ERP
• Shared Common Master Data to facilitate....
• Common Operating Picture for Army Logisticians – Everyone sees the same information
• Reduced Reconciliations• Entering data once
• Modernized, powerful state of the art business systems
• Global access to Weapon System Product Technical Data
• Effective & efficient communications through assured & optimized networks
• Reduced number of systems through aggressive Portfolio Management (Pfm)
Strategic Objectives The Strategy
• Phased Implementation building on activities of Global Combat Support System Army (GCSS-Army) & Logistics Modernization Program (LMP)
• Integrate the processes, structures and timelines of these programs via disciplined...
– Adherence to key strategic objectives and end state architecture view
• Put the right foundation elements in now:
– Product Lifecycle Management Plus (PLM+)
– Master Data Management– Optimized Messaging (XI)– End-to-End (E2E) Scenarios
• Suite of Project Management tools that provides Enterprise View
“Factory”“Factory”
Personnel Systems
Information Exchange
Information Exchange
Master Data ManagementMaster Data Management
Original Equipment
Manufacturer (OEM)
Defense Logistics Agency (DLA)
Defense Automatic Addressing
System Center (DAASC)
Defense Finance &
Accounting Service (DFAS)
TRANSCOM
External In
terface
s External Interfaces
“Foxhole”“Foxhole”
End-to-End Business ViewEnd-to-End Business View
“Factory”“Factory”
Personnel Systems
Information Exchange
Information Exchange
Master Data ManagementMaster Data Management
Original Equipment
Manufacturer (OEM)
Defense Logistics Agency (DLA)
Defense Automatic Addressing
System Center (DAASC)
Defense Finance &
Accounting Service (DFAS)
TRANSCOM
Exter
nal In
terfa
ces Exte rnal Interfaces
“Foxhole”“Foxhole”
End-to-End Business ViewEnd-to-End Business View
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Single Army Logistics Enterprise (SALE) is not an acquisition program
Set of capabilities that will enable integrated logistics operations -- Joint/Army
Three major projects leveraged as the “backbone” to accomplish:� National Level:
� Logistics Modernization Program (LMP)
� Tactical Level: � Global Combat Support System Army Filed Tactical (GCSS-Army (F/T))
� Product Lifecycle Management Plus (PLM+):� Master Data Management� Shared Weapon System Product Data across Enterprise� End-to-End Business Process Integration
Uses best business practices of Commercial-Off-The-Shelf (COTS) Enterprise Resource Planning (ERP) software
Integrated Business Processes
NationalLogistics Modernization
Program (LMP)
TacticalGlobal Combat Support System
Army (Field/Tactical) (GCSS-Army (F/T))
Product Lifecycle Management Plus
(PLM+)
Day-to-Day
Operations
Pilot Deployment
Project Preparation
Blueprinting
The Integrating
Hub
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LMP Deployed at first Pilot site – CECOM, Tobyhanna, HQAMC, DFAS
Operational issues identified -- At final stages of stabilizing environment
Blueprinting Tactical processes on schedule
SALE integrated blueprinting scheduled for spring 05
SAP functionality of Mobile Engine and Force Element in test now
LMP GCSS-Army
4500 Users
What does this mean?
•Current Business will be changing•Current logistics automated systems will be phased out•Training and preparation underway
Journey has begun
GCSS-Army preparing for system
configuration
14
SALE Product Data Integration
OEM
PDM
Weapon SystemProgram Office
Engine
Module
Bld. Grp
Locator
Part
Bld. Grp
Locator
Part
Locator
Part
Mobile Platform
Optimized Messaging Across SAP Components
Collaborative ProductDevelopment
One Set of Technical Data
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Provides an opportunity for
joint Interoperability
Objective: Single set of technicaldata for all Army equipment- also used by DLA & other
external constituents!
DB and OS Abstraction
.NET WebSphere…
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Integration Broker
Business ProcessManagement
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IntelligenceKnow ledgeManagement
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Portal Collaboration
J2EE ABAP
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Multi-Channel Access
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DB and OS Abstraction
Master Data Mana gement
CADinterface
Project-specific
mySAP.com
PLM+:�Single Entry and exit point to the
External Logistic Business Domain�Provides Total Life-Cycle Systems
Management Support for Army Weapon Systems
�Logistics Domain Master and Product Data Management Broker
Capabilities:� Single point of interface with all External Constituents� Shared Master Data with controlled updates using SAP’s Master Data Manager� Centralized management of all logistics data� Access to Original Equipment Manufacturer (OEM) technical data & information
sharing through NetWeaver and the SAP CAD interface� Management of Weapon System Technical Data across the Army� Optimized Messaging using SAP’s Exchange Infrastructure
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What does Army Logistics Entail?Today’s EnvironmentTomorrows Vision
ChallengesImplementation StrategiesBenefitsSummary
Governance -- 3 major groups� Executive Steering Committee (ESC) – Strategic governance & guidance (CG AMC Chairs)
� Advisory Board -- 2-Star level Change management forum
� Business Process Council (BPC) -- Process Executive forum to review and make recommendations on issues affecting SALE
Process Executives� Senior General Officer & Executives
� Change Management Sponsor
� Decision Maker on Business Process Issues
� Resolve issues – Drive process & standardize changes
Strategies, Architectures, and Standards Group (SASG)� Oversee and manage the Army’s Logistics Enterprise Architecture by ensuring:
� Architecture remains consistent with Army, DoD and other applicable requirements� Army logistics initiatives are consistent with the Architecture so they result in an integrated Army logistics environment
Partnering with Acquisition Community� Developing common understanding
� Working contract language and Technical Data Standards
� Conducting Executive ERP training
Established Jul 04
Stood upAug 03
Initial training Feb 05
Formal and informal
governance mechanisms in
place
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Work it every day5. Doing this while at War
Strategies, Architecture’s, and Standards Group
-- Agreements with other elements
4. Day-to-Day Oversight of:– Architecture affecting actions– Integration with other Army/DoD Domains
Executive Steering Committee and Process Executives3. Enterprise Governance
Tools, Agreements, Commitment, Hard Work
End-to-End Blueprinting
2. Harmonizing the Environment– Project Schedules– Business Processes
A Leadership Commitment1. Communicating the Vision & Benefits
Established Vision and Mission for Future Army Logistics EnterpriseEstablished Vision and Mission for Future Army Logistics Enterprise
Vision:
“A fully integrated knowledge environment that builds, sustains, and generates Warfighting capability through
a fully integrated logistics enterprise based upon collaborative planning, knowledge management,
and best business practices”
Mission:
Transform Army Logistics to fully support the Current and Future Forces – Unit of Action/Unit of Employment (Future Combat
Systems)
Strategic ObjectivesStrategic Objectives
Common Operating Picture Better ability to
build combat power and manage
readiness
Confidence through accuracy, reliability,
connectivity & visibility
Supports Army Transformation deployment
timelines
Accommodates changes driven by OPTEMPO and best business practices
• Enable vertical and horizontal integration at all logistics echelons• Establish integrated business processes/rules• Deliver Logistics chain management from the National level through the training/sustainingbase to CSS unit level
Ensure support to Joint and Multi-national Interoperability requirements
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� Began Aug 04 – Initial scenario development complete – Dec 04
� Prepares community for logistics End-to-End Blueprinting
� Optimize business processes across the enterprise -- Not project focused
� Facilitate integration between LMP,GCSS-Army and PLM+
� Identifies interface requirements� Identifies ‘To be’ business processes� Identifies Doctrinal and policy
changes� Identifies integration testing
and training materiel's
End-to-End Scenarios
End-to-End Blueprinting
Blueprinting is critical part of
the SAP methodology
� Includes the scope of LMP, GCSS-Army, PLM+, and Installation Fixed Base
� Optimizes business processes across the Enterprise
� Enables integration with non-Army systems
� Uses standard SAP phases and procedures
� Minimizes interface requirements� Leverages investment in ERP
solutions -- Streamlines effort
Process Executives Leading the Charge
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Executive Steering Committee
• CG, AMC chairs• Attended by Senior Leadership from
DoD and Army
• Strategic Governance & Guidance• Enterprise Decision Authority
Advisory Board
• AMC chairs• Attended by Senior Leadership from
DoD and Army
• Key Decision Oversight/Issue Resolution
• Change Management
Established Governance processes
Key players are represented in forums
Link efforts with the user
Partnering with private sector partners essential
Deputy for Army Logistics Enterprise Integration
(DALEI)
• Prioritize/validate Logistics Initiatives• Maintain Architecture• Monitor Program Compliance• Strategies, Architectures,
and Standards Group (SASG)•Establish & Maintain Standards•Architecture Enforcement
Business Process Council
• Review and make recommendations on issues affecting the SALE
• Meets routinely • Current focus is to
approve End-to-End Business Process Scenarios
Bottom Line: Formal and informal governance mechanisms in place
• Chaired by Process Executives• Attended by Senior Leadership from DoD and Army
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SALE ArchitectureSALE Architecture
LMPLMP PLM+PLM+GCSS-Army
Aligning with OSD, DLA, & other DOD Agencies & EI Programs
SASG MissionOversee and manage the Army’s Logistics Enterprise Architecture by ensuring:�Architecture remains consistent with Army, DoD and other applicable requirements�Army logistics initiatives are consistent with the Architecture so they result in an integrated Army logistics environment
Other Logistics Initiatives
Other Logistics Initiatives
•Alignments•Standards
•Common Business Processes
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Unit Support
Dir
ect S
uppo
rt
Tactical Level Logistics
AMC MissionProvide superior
technology, acquisition support, and logistics to ensure dominant land
force capability for Soldiers, the United
States, and our Allies
•Supplier•Original Equipment Manufacturer (OEM)
•Services•Contract maintenance
Industry
AMCs Supply Chain Management Support
National Level Logistics
Industrial Base Operations
Acquisition and Distribution
Logistics Chain Planning
Order Management Buy Distribution
Make
Fix
Budget and Finance
Product Lifecycle Management
Data and
Reporting
Industrial Base Operations
Acquisition and Distribution
Logistics Chain Planning
Order Management Buy Distribution
Make
Fix
Budget and Finance
Product Lifecycle Management
Data and
Reporting
Logistics Modernization Program (LMP) Focus
National Level Logistics
Industrial Base Operations
Acquisition and Distribution
Logistics Chain Planning
Order Management Buy Distribution
Make
Fix
Budget and Finance
Product Lifecycle Management
Data and
Reporting
Industrial Base Operations
Acquisition and Distribution
Logistics Chain Planning
Order Management Buy Distribution
Make
Fix
Budget and Finance
Product Lifecycle Management
Data and
Reporting
National Level Logistics
Industrial Base Operations
Acquisition and Distribution
Logistics Chain Planning
Order Management Buy Distribution
Make
Fix
Budget and Finance
Product Lifecycle Management
Data and
Reporting
Industrial Base Operations
Acquisition and Distribution
Logistics Chain Planning
Order Management Buy Distribution
Make
Fix
Budget and Finance
Product Lifecycle Management
Data and
Reporting
Logistics Modernization Program (LMP) Focus
Supply• Critical parts and Weapon Systems
to Warfighters• Effective requisitioning process
Maintenance
• Support to depots/field level repairs• Critical Weapon System components
Procurement• Interface with Industry• Procurement buys – Repair parts &
materiel
Example: Up-Armor Kits
Modernizing Business Systems that are providing critical
Warfighter support
Industry & Supply Chain support – Warfighter
success!
Modernizing
while at war
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SALE Increment 1Modernization• LMP• STAMIS Evolutionary Changes
• SARSS-RFID• ULLS-A – SCP 6• PBUSE• SAMS-E
• GCSS-Army• PLM+
• Optimized Messaging (XI)• Master Data Mgmt (MDM)
• Integrated E2E Business Processes
• Product Lifecycle Management• Common SAP Enterprise
SALE Increment 4Enterprise Sustainment/Enhancement
FY 04-06
FY 07-10
FY 10-12
FY 10�Standard Army Management Information System (STAMIS)Unit Level Logistics System – Aviation (ULLS-A)System Change Package (SCP)Property Book Unit Supply Enhance System (PBUSE)Standard Army Maintenance System – Enhanced (SAMS-E)Logistics Modernization Program (LMP)Global Combat Support System Army (GCSS-Army)Product Lifecycle Management Plus (PLM+)End-to-End (E2E)Systems Change Package (SCP)
Accomplishedthrough GCSS-Army Program’s
2-Increment Acquisition Schedule
• Alignment of other initiatives• SAP software upgrades
GCSS-Army Acquisition Increment I
GCSS-Army Acquisition Increment II
•Increased data accuracy•Improved functional postings•Reduced follow-up•Reduced re-ordering•Reduced System maintenance costs•Increased asset visibility
SALE Increment 2Modernization
SALE Increment 3Integration
•Reduced system baselines•Improved decisional information•Reduced user workload
• Linkage with Industry trading partners
• Reduced system baselines• Common process across
Army• Improved asset visibility• Conditional Based
Maintenance• Reduced Inventory
• Linkage with OEMs• Tech data• Reduced Log footprint• Prognostic capabilities• Future systems
Implementing “must have” tools via phased approach to support the Joint Warfighter today
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What does Army Logistics Entail?Today’s EnvironmentTomorrows Vision
ChallengesImplementation StrategiesBenefitsSummary
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Access and Use of Technical Data Across
Army & Industry
Improved Industrial Base Planning
Improved Weapon System Availability
Army Industry Collaboration
Enhanced Visibility
Elimination of Complex System
Interfaces
Portfolio Management (Reduction of Stovepipes)
•Reduced IT Systems
•Sunset and Migration plan
•Planned Investments
•Linkage with GIG and Netcentric
•Early Identification of Component failure
•Enable Condition Based Maintenance
•Reduced downtime with Improved part availability
•Improved asset visibility
•Ability to direct & re-direct shipments
•Reduced inventory
•Reduced inventory holding costs
•Improved parts availability
•Less down-time
•Reduced developmental costs
•Reduced sustainment
•Improved processing times
•Increased production
•Reduced line suppliers
•Improved visibility of asset status
•Reduced Log footprint
•Correct/accurate Weapon System information
•Life Cycle history support engineering changes
•Reduced configuration research time
What does Army Logistics Entail?Today’s EnvironmentTomorrows Vision
ChallengesImplementation StrategiesBenefitsSummary
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Enabling elements in place and operational� Process Executives fully engaged� PLM+ -- Integrating contract has been awarded
Continuing to work synchronization between programs
Pursuing SALE Incremental approach to deliver capabilities & maximize efforts of both GCSS-Army, LMP, and the integrated SALE solution
We will be successful!
Army Logistics Architecture Requirements Drive all Decisions about Tools!
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The SALE solution will be implemented using he SALE architectureand the Army E2E Scenarios using the ARIS for NetWeaver Value Engineering Principles
The SALE architecture was designed to meet a specific set of Army requirements:� These requirements are delineated in this presentation
These architecture requirements must be satisfied, if the Army is going to be successful in SALE implementation.
The Army has selected two tools to support the implementation environment:� ARIS for SAP NetWeaver
� SAP Solution Manager
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The architecture presents agreed-upon Department of Defense Architecture Framework (DoDAF) views so that the following requirements are addressed:� The architecture provides the ability to manage inter- and intra-Army
End-to-End (E2E) Business Process Scenarios that provide capabilities for the Warfighter.
� The architecture is directly linked to the SAP implementation projects.
� The architecture enhances the portfolio management process by tying Army logistics systems to functional requirements.
� The architecture supports compliance requirements with DoD Policy Architectures, including compliance with the Business EnterpriseArchitecture-Logistics (BEA-Log).
GCSS-A PLM+ LMP DIMHRS BCS3 CFMS Transcom Transcom SPSApplication system
.
GCSS-A PLM+ DIMHRS CFMSC2 Systems
Ration CycleEstablished
CommunicateRation Cycle
RecieveRation
Communic...
ForwardRation Cycle
ReceiveRations Cycle
Report UnitStrength
ContinousFeed
Update UnitStrengthReport
Forward DLARation
Requirement
ReceiveFeeding
Requirement
LMP
CalculateTotal FeedingRequireme...
DetermineAdditionalFeedin...
Includes Civilian,Contrators, POWs,Humanitarian, etc.
PrepareRation
Shipments
SendAdvanceShipme...
Receive andProcessAdvanc...
Release forShipment
RecieveRelease forShipment
Ship Ration
See OrderFulfillment
(Scenario #1)
Receive andIssue Rations
DetermineLocal RationPurchas...
IncludesIce
DetermineDLA Ration
Requirement
Vendor
Recieve LocalRation
Purchas...
Purchase andShip Ration
Unit StrengthReport
Required
DLA RationRequirement
Local RationRequirement
DetermineRation Type
RationsReceived
and Issued
ShipmentNotificationReceived
DetermineShipment
Type
Inter TheaterIntra Theater
TC AIMS II All but TCAIMS
RecieveRelease forShipment
Ship Ration
See OrderFufillment
(Scenario #1)
ART 6.1.1Provide
Subsistence(Class I)
Provide food in bulk or prepackaged rations and bottled water.This task also includes the provision of health and comfort packages,
such as disposable razors and other personnel care items,other AAFES tactical field exchanges are operational.
SALE E2E Scenario #43:Order Fulfillment (Cl. I)
The architecture can link AUTLs to SALE E2E scenarios.
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The architecture provides a direct capability for managing and monitoring the design, configuration, deployment, and sustainment of the enterprise solution.
The architecture is capable of aligning with other descriptive architectures, including those from other Army organizations to provide the ability for a complete view across the enterprise.
The architecture is capable of aligning with other process-oriented solution architectures, including the Distribution Process Owner (DPO) reference architecture (i.e., the Joint Distribution Architecture).
The architecture is capable of aligning with other data-oriented architectures, including the J-4 COCOM 129 and the information exchange components of SAP NetWeaver to drive data integrity across the solutions.
The architecture preserves the Total Lifecycle Systems Management (TLCSM) in order to enable the Army’s Lifecycle Management Command (LCMC)
SALE ARIS ServerSALE ARIS Server
TaskTask
Main ProcessMain Process
ProcessProcess
Process CategoryProcess Category
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SALE Architecture TemplateSALE Architecture Template
TransactionTransaction
ProcessProcess
Process StepProcess Step
ScenarioScenario
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ARIS BPRARIS BPRSALESALE
SALE Solution ManagerSALE Solution Manager
Solution Manager BPRSolution Manager BPR
SynchronizationSynchronization
Solution Manager Objects are used in the ARIS architecture to create the Business Process Models down to the transaction level. This allows for an architecture to drive the entire lifecycle of the Army Logistics solution including the integration to non-SAP Army logistics systems.
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Requirements &functionality
Technological innovations & improvements
SystemArchitecture
Overlays Capabilities andRequirements to
Identified Standards
OperationalArchitectureIdentifies Customer
Needs TechnicalArchitectureIdentifies Standards
and Conventions
TV-2
OV-2OV-1
SV-1 SV-2
OV-3
SV-5
SV-6
TV-1
SV-2, SV-5
TV-2
SV-9
OV-2, OV-3
TV-1
TV-2
SV-9
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Step 1: JDA Architectural Functional BreakdownPorted to ARIS
Step 2: TRANSCOM Related Functions Identified in E2E Scenarios
Joint Distribution ArchitectureJoint Distribution Architecture
Corresponds to Corresponds to Corresponds to Corresponds to C...S...
Technical functions
PurchaseRequisition
RequisitionManagement
ProcurementOrder
Management
Purchasing
InventoryManagement
Goods Receipt
InvoiceManagement
InvoiceVerification
Step 3: Mapping models can again be used to create specialized compliance views.
Carries out & Supports Carrie s out & Sup p... Carries out & Supports C arries out & Supp orts Carries out & SupportsOrganizational elem
ent....
GCSS-A PLM+
Dec ide ifBackorder orNew Source
RequirementIdentified
GeneralLedger
Updated
CustomerReceived
Status
Decide ifBackorder orNew S ource
RequirementIdentified
BSM
S endDenia l
Noti fi cation
Block Stock
In itia teInventory
inc ludes a ll reasonsfor phy sic al i nventory P ost
InventoryResults
S endInventoryResults
ReceiveInventoryResults
Unbloc kS tock
LMP
Rec eiveInventoryResults
Unbloc kStock
ReleaseItem
Unbloc kStock
Create andSend MRO
Item isPhy sicallyOn Hand
Item isPhysic ally
Not On Hand
Create andSend MRO
S end RefusalNoti fi cation
ReceiveRefusal/Denia...
Rec eiveRefusal/Denia...
ReceiveMRO
ValidOn-handSyste...
Not validOn-handSy ste...
Block Stock Bloc k Stock
Resourcefrom
New Sourc e
Proc essBackorder
Resourc efrom
New Sourc e
ProcessBac korder
Bac korderProc essing
BackorderProcessingNew Sourc e New Sourc e
Pic k I tem
AdjustInventoryBalance
AdjustInventoryBalance
Send Statusto Customer
Send Statusto Customer
Proc ess copied from LMP-> needs to be confirmed
UpdateGeneralLedger
GFEBS
StockUnblocked
ItemReleased
Rec eiveStatus
E2EE2E
Alignment Model in SALEAlignment Model in SALE
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GCSS-A PLM+ LMP DIMHRS BCS3 CFMS Transcom Transcom SPSApplication system
.
GCSS-A PLM+ DIMHRS CFMSC2 Systems
Ration CycleEstablished
CommunicateRation Cycle
RecieveRation
Communic...
ForwardRation Cycle
ReceiveRations Cycle
Report UnitStrength
ContinousFeed
Update UnitStrengthReport
Forward DLARation
Requirement
ReceiveFeeding
Requirement
LMP
CalculateTotal FeedingRequireme...
DetermineAdditionalFeedin...
Includes Civilian,Contrators, POWs,Humanitarian, etc.
PrepareRation
Shipments
SendAdvanceShipme...
Receive andProcessAdvanc...
Release forShipment
RecieveRelease forShipment
Ship Ration
See OrderFulfillment
(Scenario #1)
Receive andIssue Rations
DetermineLocal RationPurchas...
IncludesIce
DetermineDLA Ration
Requirement
Vendor
Recieve LocalRation
Purchas...
Purchase andShip Ration
Unit StrengthReport
Required
DLA RationRequirement
Local RationRequirement
DetermineRation Type
RationsReceived
and Issued
ShipmentNotificationReceived
DetermineShipment
Type
Inter TheaterIntra Theater
TC AIMS II All but TCAIMS
RecieveRelease forShipment
Ship Ration
See OrderFufillment
(Scenario #1)
SALE E2E Scenario #43:Order Fulfillment (Cl. I)
COCOM 129 requirements are met within E2E scenarios.
Requirement # 46:Provide timely andaccurate informationon the location andstatus of CLASS I:Subsistence / Water.
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The architecture must recognize the role of PLM+ as the Army Logistics integrated data environment, which will leverage the SAP NetWeaver stack to provide real time logistics information to:�GCSS-FOS IDE
�BEA-Log IDE (DLA EIDE)
Architecture-Driven Data Integration Linked Directly to Commercial Products!
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The SALE architecture describes an integrated set of business processes spanning from Acquisition through disposal.
These business processes support the concept of Total Lifecycle Systems Management across Army Logistics.
TLSCM does not reside solely within the SALE, nor within one system (SAP), but rather requires integrated business processes that cross organizational boundaries.
Program & ProjectManagement
2/10/2005 4:58:10 PM
Research &Development
Acquisition
Disposal
ProcurementMaterial
RequirementsPlanning
SystemsEngineering
InventoryManagement
LogisticsManagement
Hazardous & SpecialMaterial Management
Test &Evaluation
Modernization &Change Planning
Supply ChainManagement
& Procurement
Project/ProgramManagement
ConfigurationManagement
Fielding
Project/ProgramManagement
MaintenancePlanning
Work Planning &Preparation
MaintenanceControl
QualityAssurance
MaintenanceExecution
MaintenanceCompletion
ConfigurationManagement
MaintenancePlanning
& Preparation
MaintenanceControl
QualityAssurance
MaintenanceCompletion
Direct Supportto Operations
ConfigurationManagement
MaintenanceExecution
SupplyManagement
Disposal
MaintenanceRepair
& Overhaul
LineMaintenance
Transportation &Distribution
Personnel &Organization
FinancialManagement
MaterialRequirements
Planning
InventoryManagement
Hazardous & SpecialMaterial Management
Supply ChainManagement
& Procurement
MaintenancePlanning
& Preparation
MaintenanceControl
Inspection &Quality
Assurance
MaintenanceCompletion
Direct Supportto Operations
ConfigurationManagement
MaintenanceExecution
FieldSupply
Management
Field LineMaintenance
OV-1 Single Army Logistics Enterprise Detailed View
ProductLife-Cyle
Management
Life-CycleData Management
AssetLife-Cycle
Management
Environment,Health and
Safety
QualityManagement
Life-CycleCollaboration and
Analytics
InstallationManagement
Agency
TransportationPlanning
Packaging andPreservation
Movement
Receipt
Core Logistics Activities
Workforce Planning& Personnel
Administration
PayrollAccounting
PersonalSupportServices
TravelManagement
OrganizationManagement
Individual &Collective
Development &Training
TimeManagement
Identificationof Tasks
SupportPlanning
DetailedPlanning Deployment
MissionChanges &Sustainment
Closing
Development ofStrategic Plan
Development ofForce Plans
Development ofForce Requirements
Defini tion ofForce Goals
Performance Managementand Control
Redeployment
Force Planning
National Army
Field Army
Production &Deployment
DistributionRequirements
Planning
LogisticsEngineering
Analysis
ConfigurationManagement
In-ServiceSupport
SustainDeployedOperations
Genral Fund WCF NAF
Command andStaff
HealthServices
IMAAcquisition
IMA ResourcesManagement
IMALogistics
IMAOperations
IMA InformationTechnology
IMA Personneland Communbity
IMAEngineering
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Supplierto NAM
(outputs)
E2E
Supplierto Log Chain
Manager(outputs)
E2E
NAM
Supplier
LogisticsChain
Manager
Supplierto Fulfillment
Agent(outputs)
E2E
Supplierto Customer
(outputs)
E2E
Supplierto Consumer
(outputs)
E2E
LCM toFulfi llment
Agent(outputs)
E2E
LCM toNAM
(outputs)
E2E
LCM toCustomer(outputs)
E2E
LCM toConsumer(outputs)
E2E
Log ChainManager
to Supplier(outputs)
E2E
NAM toLog ChainManager(outputs)
E2E
NAM toSupplier(outputs)
E2E
NAMto Fulfillment
Agent(outputs)
E2E
NAM toCustomer(outputs)
E2E
NAMto Consumer
(outputs)
E2E
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SALE Nodes align to and comply with BEA-Log Nodes which align to SCOR functions in the BEA-Log OV-6.
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Management of Legacy system migration / retirement
Development and Prioritization of POM Budget Resources
Capabilities Assessments to include gaps analysis relative to the enterprise requirements
NewRequirement
Identified
NewRequirement
AssignedOSDOperational
Unit
RecordRequirement
in PfM
RequirementRecorded
RouteRequirement throughLogistics Governance
Process
NewCapabilityValidated
CapabilityDeemedInvalid
RecordResultin PfM
ProcessTerminated
RouteCapability to
SASG
SASGReceivesCapability
ExecuteFit, Gap,
RedundancyAnalysis
AnalysisComplete
DevelopStrategic
Recommendation
RecommendationSubmitted to
PfM
DetermineArmy Course
of Action
AcquisitionRequired
Suspensed forFuture Action
No ActionRequired
DALEIPfM
SASG DALEI
BALs
SMEs
BTLs
DALEIPfM
SASG
DALEIPfM
DALEIPfM
CCB
ProcessExecutives
The Army Logistics portfolio management plan features processes integrating PfM with the SALE architecture.
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The architecture complies with the BEA and other relevant policyarchitectures.
The architecture complies with the requirements of the Joint Capabilities Integration and Development System (JCIDS) repository.
Net-ready Key Performance Parameters (KPPs) must be identified and mapped.
The architecture complies with the requirements of the Net-Centric Operations and Warfare (NCOW) reference model.
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Architectures address specific requirements, and they are used to manage, monitor, and support decision processes.
The SALE architecture is used to monitor and control the SALE implementation environment
The SALE implementation environment is enabled by two tools:� ARIS for SAP NetWeaver
� The SAP Solution Manager
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