laurent cozette, sales enablement - archive.sap.com · and oma/omacost transfers) f02, cf08, f09 c...

��

Aris 4 NetWeaver Case Study Laurent Cozette, Sales Enablement

��

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

��

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

� ��

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

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

�� ! ��" ��" ��

#�! �" �$$�" ��%�! �!��" ��&��'

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


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



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

��$��(��)��*�+��

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

" ��$��(��)��*

�,-��&��.��

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

-��/��-��/��-��/��-��/��-�,-�,-�,-�,

��

��(��(��(��(��-�,-�,-�,-�,

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…

-��($��

��(��(($��0��!��1

-��

Integration Broker

Business ProcessManagement

��Business

IntelligenceKnow ledgeManagement

��$��,��

Portal Collaboration

J2EE ABAP

�(($��-$��

Multi-Channel Access

��-� �" ��-� �" ��22

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

-�� $� ,��-$ ��)-�,3*��(�4�$��

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

��($��

��$$��

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

��($��56��(

� 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

��($��76��.�.��$ �(��

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

��($��86�&��

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

��($��96��:�� :��&�� (�)��&*

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





Make

Fix

Budget and Finance


Data and

Reporting

Logistics Modernization Program (LMP) Focus






Make

Fix

Budget and Finance


Data and

Reporting





Make

Fix

Budget and Finance


Data and

Reporting






Make

Fix

Budget and Finance


Data and

Reporting





Make

Fix

Budget and Finance


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

��($��;6�� ((��" ��

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

-��<(��$��($��#�! �" ��&��===

-��/��

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

��" �4��((��

� ��

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!

��1 (��$��

Aris 4 NetWeaver Case Study Laurent Cozette, Sales Enablement

Army Logistics Architecture Requirements Drive all Decisions about Tools!

��($��,��$��

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

�� (��. (�� 0��!��1

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


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.

�� (��4�$��. ��.�� -��

�� (��4�$��. ��.��.�.��)�7�*��

-��(��(�4�$��" ��=

�� $��$�1��($��(��/��

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

��

��

SALE Architecture TemplateSALE Architecture Template

TransactionTransaction

ProcessProcess

Process StepProcess Step

ScenarioScenario

��

��

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.

�� (��(�4�$��:�� :��($��:�� (��$ ��

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

�� (�4$��$��!��(��

�� (�4$��$��!��(�� :��$ ��

��>��(��4�$��($��! ��(��=

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

�� (�4$��$��!��(��.��$ ��

�� (�4$��$��!��(��.��$ �� :�

��$ ��4 ��-��<!��)�-<*�� =

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


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


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.

�� (�4$��$��!��.��

�� (�4$��$��!��.�� :��$ ��?.9��<�<, �57@�

��A��(��-� �" ��$ ��=

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!

�� (�4$��$��!��.��

�� (�4$��$��!��.�� :��$ ��?.9��<�<, �57@��

��A��(��-� �" ��$ ��=

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


MaintenancePlanning

& Preparation

MaintenanceControl

QualityAssurance


Direct Supportto Operations



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


Direct Supportto Operations



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


In-ServiceSupport

SustainDeployedOperations

Genral Fund WCF NAF

Command andStaff

HealthServices

IMAAcquisition

IMA ResourcesManagement

IMALogistics

IMAOperations

IMA InformationTechnology

IMA Personneland Communbity

IMAEngineering

�� (��$��$��,��

�� (��$��$��,��)��,*��4$��’��$��,��)��,�*

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

<+.7=5=5=7�� 4$�BC�(��4$�B�� " �

SALE Nodes align to and comply with BEA-Log Nodes which align to SCOR functions in the BEA-Log OV-6.

�� ((��<C��$

�� ((��$��($��!�� (($�� $�<(��$�

C��)��<C*��$=��<C��$��!��1��.��?��4 ��

�� =

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.

�� (��$��(��

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.

�� ((��($��D ��

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

��$ ��

� No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice.

� Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors.

� Microsoft, Windows, Outlook, and PowerPoint are registered trademarks of Microsoft Corporation.

� IBM, DB2, DB2 Universal Database, OS/2, Parallel Sysplex, MVS/ESA, AIX, S/390, AS/400, OS/390, OS/400, iSeries, pSeries, xSeries, zSeries, z/OS, AFP, Intelligent Miner, WebSphere, Netfinity, Tivoli, and Informix are trademarks or registered trademarks of IBM Corporation in the United States and/or other countries.

� Oracle is a registered trademark of Oracle Corporation.

� UNIX, X/Open, OSF/1, and Motif are registered trademarks of the Open Group.

� Citrix, ICA, Program Neighborhood, MetaFrame, WinFrame, VideoFrame, and MultiWin are trademarks or registered trademarks of Citrix Systems, Inc.

� HTML, XML, XHTML and W3C are trademarks or registered trademarks of W3C®, World Wide Web Consortium, Massachusetts Institute of Technology.

� Java is a registered trademark of Sun Microsystems, Inc.

� JavaScript is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape.

� MaxDB is a trademark of MySQL AB, Sweden.

� SAP, R/3, mySAP, mySAP.com, xApps, xApp, SAP NetWeaver and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. National product specifications may vary.

� The information in this document is proprietary to SAP. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior written permission of SAP AG.

� This document is a preliminary version and not subject to your license agreement or any other agreement with SAP. This document contains only intended strategies, developments, and functionalities of the SAP® product and is not intended to be binding upon SAP to any particular course of business, product strategy, and/or development. Please note that this document is subject to change and may be changed by SAP at any time without notice.

� SAP assumes no responsibility for errors or omissions in this document. SAP does not warrant the accuracy or completeness of the information, text, graphics, links, or other items contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, or non-infringement.

� SAP shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. This limitation shall not apply in cases of intent or gross negligence.

� The statutory liability for personal injury and defective products is not affected. SAP has no control over the information that you may access through the use of hot links contained in these materials and does not endorse your use of third-party Web pages nor provide any warranty whatsoever relating to third-party Web pages.

��(��7EE;��-��&=��$$�C��C��

� Weitergabe und Vervielfältigung dieser Publikation oder von Teilen daraus sind, zu welchem Zweck und in welcher Form auch immer, ohne die ausdrückliche schriftliche Genehmigung durch SAP AG nicht gestattet. In dieser Publikation enthaltene Informationen können ohne vorherige Ankündigung geändert werden.

� Die von SAP AG oder deren Vertriebsfirmen angebotenen Softwareprodukte können Softwarekomponenten auch anderer Softwarehersteller enthalten.

� Microsoft, Windows, Outlook, und PowerPoint sind eingetragene Marken der Microsoft Corporation.

� IBM, DB2, DB2 Universal Database, OS/2, Parallel Sysplex, MVS/ESA, AIX, S/390, AS/400, OS/390, OS/400, iSeries, pSeries, xSeries, zSeries, z/OS, AFP, Intelligent Miner, WebSphere, Netfinity, Tivoli, und Informix sind Marken oder eingetragene Marken der IBM Corporation in den USA und/oder anderen Ländern.

� Oracle ist eine eingetragene Marke der Oracle Corporation.

� UNIX, X/Open, OSF/1, und Motif sind eingetragene Marken der Open Group.

� Citrix, ICA, Program Neighborhood, MetaFrame, WinFrame, VideoFrame, und MultiWin sind Marken oder eingetragene Marken von Citrix Systems, Inc.

� HTML, XML, XHTML und W3C sind Marken oder eingetragene Marken des W3C®, World Wide Web Consortium, Massachusetts Institute of Technology.

� Java ist eine eingetragene Marke von Sun Microsystems, Inc.

� JavaScript ist eine eingetragene Marke der Sun Microsystems, Inc., verwendet unter der Lizenz der von Netscape entwickelten und implementierten Technologie.

� MaxDB ist eine Marke von MySQL AB, Schweden.

� SAP, R/3, mySAP, mySAP.com, xApps, xApp, SAP NetWeaver und weitere im Text erwähnte SAP-Produkte und -Dienstleistungen sowie die entsprechenden Logos sind Marken oder eingetragene Marken der SAP AG in Deutschland und anderen Ländern weltweit. Alle anderen Namen von Produkten und Dienstleistungen sind Marken der jeweiligen Firmen. Die Angaben im Text sind unverbindlich und dienen lediglich zu Informationszwecken. Produkte können länderspezifische Unterschiede aufweisen.

� Die in dieser Publikation enthaltene Information ist Eigentum der SAP. Weitergabe und Vervielfältigung dieser Publikation oder von Teilen daraus sind, zu welchem Zweck und in welcher Form auch immer, nur mit ausdrücklicher schriftlicher Genehmigung durch SAP AG gestattet.

� Bei dieser Publikation handelt es sich um eine vorläufige Version, die nicht Ihrem gültigen Lizenzvertrag oder anderen Vereinbarungen mit SAP unterliegt. Diese Publikation enthält nur vorgesehene Strategien, Entwicklungen und Funktionen des SAP®-Produkts. SAP entsteht aus dieser Publikation keine Verpflichtung zu einer bestimmten Geschäfts- oder Produktstrategie und/oder bestimmten Entwicklungen. Diese Publikation kann von SAP jederzeit ohne vorherige Ankündigung geändert werden.

� SAP übernimmt keine Haftung für Fehler oder Auslassungen in dieser Publikation. Des Weiteren übernimmt SAP keine Garantie für die Exaktheit oder Vollständigkeit der Informationen, Texte, Grafiken, Links und sonstigen in dieser Publikation enthaltenen Elementen. Diese Publikation wird ohne jegliche Gewähr, weder ausdrücklich noch stillschweigend, bereitgestellt. Dies gilt u. a., aber nicht ausschließlich, hinsichtlich der Gewährleistung der Marktgängigkeit und der Eignung für einen bestimmten Zweck sowie für die Gewährleistung der Nichtverletzung geltenden Rechts.

� SAP haftet nicht für entstandene Schäden. Dies gilt u. a. und uneingeschränkt für konkrete, besondere und mittelbare Schäden oder Folgeschäden, die aus der Nutzung dieser Materialien entstehen können. Diese Einschränkung gilt nicht bei Vorsatz oder grober Fahrlässigkeit.

� Die gesetzliche Haftung bei Personenschäden oder Produkthaftung bleibt unberührt. Die Informationen, auf die Sie möglicherweise über die in diesem Material enthaltenen Hotlinks zugreifen, unterliegen nicht dem Einfluss von SAP, und SAP unterstützt nicht die Nutzung von Internetseiten Dritter durch Sie und gibt keinerlei Gewährleistungen oder Zusagen über Internetseiten Dritter ab.

��(��7EE;��-��&=��$$��C��4��$�

laurent cozette, sales enablement - archive.sap.com · and oma/omacost transfers) f02, cf08, f09 c...

Documents