Military Erp System - If the Department of Defense could start over, it would not choose the enterprise resource planning (ERP) landscape they have today. When first established, ERP allowed the DoD to solve problems faced by their various branches, departments and functions, but now a monolithic suite of applications is not flexible enough to meet today's changing mission needs. As finance, logistics, HR and IT leaders consider how to most effectively and efficiently support warfighters at home and in the field, how can DoD collectively move its digital services from a decentralized system with competing priorities to a unified mission? This webcast will discuss how to modernize DoD's ERP system capabilities to deliver faster, improve decision making, and adapt to changing mission needs.
After completing the course, you will be able to: name two challenges that defense agencies face with ERP, name two positive effects that a modern ERP system can have on defense agencies, and name one way finance and HR leaders can improve digital services.
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To register for this session, enter your information here. If you have any questions about how to register, please contact Annie at abruce@. To receive full credit, you must answer the poll questions asked during the program and attend at least 50 minutes.
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Who should attend: Government employees, contractors and all stakeholders interested in modernizing their organization's ERP system.
Refunds, Appeals and Cancellations: This program is free to attend. For more information on administrative policies such as complaints, program cancellation or refund policies, please contact Annie at abruce@.
Government Executive Media Group is registered with the National Association of Boards of Accountancy (NASBA) as a continuing professional education sponsor on the National Registry of CPE Sponsors. The State Board of Accountancy has final authority over the acceptance of individual courses for CPE credit. Complaints about registered sponsors may be submitted to the National Registry of CPE Sponsors through its website at: www.nasbaregistry.org.U.S. Army Staff Ser. Christopher McKinnon, 440th Army Supply Sergeant, conducts logistics operations at Global Combat Support System - Army (GCSS-Army) at his unit in Raleigh, NC, May 29, 2015. Army Command, the North Carolina Army National Guard has been selected as the first National Guard unit to be trained in the US Army Logistics Program. new. (U.S. Army National Guard photo by Sergeant 1st Class Craig Norton, 382nd Public Affairs Detachment/Released)
As the Army enters a new phase of several enterprise resource planning (ERP) programs, service leaders are looking to the Defense Information Systems Agency to help manage several IT aspects of the program.
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In the past, ERP has been deployed in Army networks and portfolios, where government watchdogs have reported mismanagement of large-scale programs that handle business functions such as personnel payroll and logistics administration. Across the Department of Defense, ERP has drawn criticism from watchdogs such as the DoD inspector general and the Government Accountability Office for its lack of strategy and management.
"Now what we're doing ... is bringing the kitchen plumbing system, the legacy, into an independent data center where we can use architectural and holistic [methods] to unify it and improve some efficiencies," said Alfred Rivera, director of DISA. Development and Business Center. “So I'm trying to build a center of excellence with engineers and development people, along with our implementation staff, who can work directly with mission partners to bring these systems holistically into the data center. We see a huge opportunity. Services have gotten some savings off the back of that, and hopefully they'll take advantage of that as we build that ecosystem for ERP.
It's an ongoing process to fix a costly program, but the hope is that using DISA's closed internal data center will improve management and operations.
"Although the project is still in the planning stage, some [ERP] programs may benefit from migration to the Defense Enterprise Computing Center (DECC) managed by DISA," an Army official said. "Moving programs to a single enclave will allow programs to streamline their processes, thereby gaining efficiency. In addition, this solution will offer cost-saving opportunities because programs will use a common hardware set, which can also be used to ensure better use of technology. And deliver performance that is better, rather than the achievement of individual programs.
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ERPs migrating to DECC's DISA include the General Fund Enterprise Business System, the Army Enterprise Systems Integration Program, the Logistics Modernization Program, the Global Army Combat Support System, and the Personnel and Army Payroll System.
"PEO-EIS is working closely with DISA and its ERP to migrate from its current Army data center to DISA's host," said a PEO-EIS Army spokesperson. "PEO-EIS is leading the effort to synchronize schedules among Army ERPs. Army ERP is fully committed to the Army's vision of consolidating data centers into the DISA enterprise."
The Army announced Jan. 7 an $846 million contract award for enterprise resource planning services that will support GFEBS, AESIP and the Army Shared Services Center. This contract covers the complete ERP service life cycle or any segment, including design, development, deployment, deployment and maintenance services for the Army ERP program running on the service's commercial SAP software platform.
The Army Shared Services Center, formerly known as the Army Government ERP Competency Center, serves as the government's "organic" lead systems integrator, said Jessica Doblear, branch chief, information technology division, Army Contracting Command-Rock Island.
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Warren to FTC: Block L3Harris-Aerojet Deal, Cancel Northrop-Orbital ATKSen. Elizabeth Warren asked federal regulators to oppose one defense merger and leave another. Over the past few decades, kitchen faucet logistics information systems (LIS) have been the cornerstone of sustainable operations. Global Combat Support System- (GCSS-) and other Enterprise Resource Planning (ERP) systems such as Integrated Personnel and Payroll System- (IPPS-A), General Fund Enterprise Business System (GFEBS) and Logistics Modernization Program (LMP), have with The way the technical community meets accessibility and auditing requirements is rapidly changing. The system replaces legacy LISs, providing maintenance and continence professionals with greater near-real-time data visibility.
Operators, middle and senior managers, and senior leaders must be trained and educated to use enterprise solutions to effectively and efficiently maintain warfighting functions. CASCOM training developers, with assistance from the GCSS Program Management Office, have developed a GCSS Training Strategy to determine how training will be developed and delivered force-wide. This strategy aims to reduce the training and learning gap faced by operational teams during implementation.
The strategy empowers leaders and operators to learn, develop and maintain GCSS competencies in the areas of institutional training, operations and self-development. It includes all levels of Professional Military Education (PME) and Initial Military Training (IMT). Leaders at all levels will implement strategies to build GCSS competencies using new tools to train the workforce for end-to-end integrated business processes.
The goal of the GCSS training strategy is to equip Soldiers, Department of Defense (DA) civilians, and contractors with the knowledge and skills to manage and make decisions utilizing all GCSS capabilities. The training framework should be flexible yet rigid enough to produce operators, managers and senior leaders who can implement and understand end-to-end business processes.
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Each component must develop a curriculum that best suits its needs. Everyone needs to familiarize themselves with the functions, processes and capabilities of GCSS and prepare them for the qualification.
The strategies and tools invested in the training of our maintenance professionals provide the means for a realistic and flexible learning environment that allows you to increase readiness in all ERP systems. Our Soldiers discuss the issues that have arisen over the past five years of GCSS implementation, resulting from the ERP revolution's focus on business process solutions and insufficient training strategies to effectively use those processes.
All components suffer from a lack of experience among operators, managers and instructors. Soldiers not trained as part of the field plan and those not already working with GCSS will continue to be trained to build a team of experienced GCSS operators and managers. This will improve readiness for large-scale ground combat operations.
Linking GCSS capabilities to their impact on readiness and audience is an important element of the training strategy. Education and training should explain the relationship between the ERP data and the mission management system data that the commander will use.
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