$
became the SAP ELA 2, which addressed emerging ERP requirements, such as enterprise aviation, business intelligence/ business warehouse, Army prepositioned stock,
ammunition management and
shop floor automation, and included annual maintenance renewals, as well as the ability to purchase 181,000 addi- tional licenses.
At the start of the SAP ELA 2 acquisition process, an expanded SAP IPT was estab- lished with new representatives from each program and the contracting community, including Army Contracting Command – Rock Island (ACC-RI), Illinois. Tis new IPT faced three main challenges—ensur- ing continuity in software maintenance for existing licenses; obtaining the best price for software licenses to meet each ERP’s growth and demand, and to sup- port
each program’s fielding schedule
within budget; and accelerating the con- tract procurement to eight months from the average 12 to 18 months it normally takes for this
type of acquisition. Te
SAP IPT had to overcome these chal- lenges to mitigate the potential risks of cost overruns and schedule delays.
LEVERAGING BUYING POWER Traditionally in government procurement, programs manage
their own funding,
IT inventory and mission requirements. However, through the use of CHESS ELAs, the Army has achieved significant cost savings of nearly $110 million and business efficiencies across the board. In the instance of the SAP ELA 2, the Army ERPs have been able to leverage buying power to negotiate approximately 51 per- cent discounts, streamline the acquisition process, centralize software inventory management and promote the sharing of software licenses.
For the SAP ELA 2 to be successful, the SAP IPT and ERP program personnel
engaged in daily collaboration, commu- nication and cooperation. Te team took a judicious approach to achieve sourc- ing excellence by taking Better Buying Power 3.0 principles and lessons learned from the previous ELA to further stream- line requirements by grouping similar needs and synergizing related efforts, like supply
chain planning and financial
management, while continuing to share and reuse licenses.
Te SAP IPT, with representation from each of the six ERPs, CHESS and ACC- RI, accomplished several major successes that led to “best buying power.” First, the team collaboratively wrote presolicita- tion requirements that were focused on enterprise mission needs. Ten, the team provided documentation to industry partners early and often to further refine
the solicitation. Te team also came to the negotiation table as a collective entity, gaining major leverage for the govern- ment, given the size and scope of the combined requirements.
In all, this effort resulted in no gaps in maintenance support, obtained best value for the government and delivered a timely contract award that coincided with fiscal year end and maintenance renewal cycles to keep the programs on track. Additionally, the collaborative writing process avoided lengthy reviews and editing by multiple organizations.
Tere was no back and forth among the acquiring organizations, internal compli- ance review or bidders since the content was clear and concise, allowing responses to be turned around within hours rather
ASC.ARMY.MIL 115
A SOFTWARE TRANSFORMATION ERP software represents a dramatic change in the way the Army does business, consolidating systems for data sharing, reporting, asset tracking and financial auditing. (SOURCE: U.S. Army Acquisition Support Center)
BBP 3.0
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180 |
Page 181 |
Page 182 |
Page 183 |
Page 184 |
Page 185 |
Page 186 |
Page 187 |
Page 188 |
Page 189 |
Page 190 |
Page 191 |
Page 192 |
Page 193 |
Page 194 |
Page 195 |
Page 196 |
Page 197 |
Page 198 |
Page 199 |
Page 200 |
Page 201 |
Page 202 |
Page 203
