THE INDUSTRIAL BASE
instituted Microsoft Power BI business intelligence software and elevating it to meet the evolving needs of the project during the pandemic. Pate explained the impact of the pandemic.
“The lockdown measures began just ahead of the scheduled opening of Microsoft’s IVAS manufacturing facility and start of the process of honing and refining the manufacturing procedures in preparation for IVAS early proto- type production and then rapid-fielding production,” he said.
The pandemic threatened the success of the manufacturing facility, as the limited availability of resources and overall disruptions to the supply chain of subcomponent suppliers could have slowed or even prevented production.
A SENSE OF URGENCY Fortunately, leaders understood the signif- icance of the pandemic and its potential impact to the program.
“IVAS and PEO Soldier leadership
recognized the urgent importance of monitoring how domestic and interna- tional vendors could be affected in their own localities and how the realities on the ground could potentially impact supply chain deliveries and, in turn, the IVAS schedule,” said Maxwell.
More importantly, leaders realized that the IVAS team had the capability to manage the risks in a more effective way than past traditional efforts.
“Our program’s aggressive schedule
depends upon a global supply chain that is firing on all cylinders, and ‘black swan’ events like natural disasters and pandem- ics wreak havoc to such supply chains,” said Pate. “Tis most recent pandemic event has quickly brought the topic of
supply chain risk to the forefront of the program’s risk management efforts.”
DASHBOARD ON BOARD Because the IVAS team initially under- stood the importance of this process from both product quality and security perspectives, it had already developed a dashboard to navigate the IVAS bill of materials that breaks down individual pieces of the composite system and tracks each component’s associated vendor on a global map.
dashboard capability and organized it to best view and manage potential COVID- 19 supply chain implications as well.
“The team leveraged World Health Organization source data and began constructing the data model that merges it with the IVAS vendor list, creating a single heat map overlay of the two,” said Maxwell. “Tis creates a dashboard that highlights IVAS vendors in precise loca- tions across the global map and reflects the most recent COVID-19 status at virtually any location.”
Disruptive events are occurring more frequently. Therefore, stakeholders and customers must have redundancy and flexible mitigation plans in place.
“Te overall dashboard allows our visibil- ity into the tiered assemblies of an IVAS [unit], and how the lowest-level compo- nents are built into the highest-level device,” said Maxwell. “Te bill of mate- rials helps us build a great picture of our vendor map, while still only represent- ing a small sliver of the truly expansive supply chain.”
Terefore, in response to the impending pandemic, PM IVAS data management and quality teams optimized their existing
IVAS leaders refer to the overlay of data on coronavirus-positive areas with their supply chain as the “IVAS Supply Chain vs Black Swan Event” dashboard. Tis overlay allowed leaders and vendors to optimize information flow, exchange information across tiers and identity pandemic-related disruptions throughout the tiered chain so that minor obstacles and bottlenecks could be addressed before they had the potential to cause major disruptions.
“Te objective is to allow stakeholders the ability to plan and manage the program with full visibility of the supply chain, including the sole, limited source and long-lead items as well as key raw mate- rials,” said Pate. “In reality, each item has its own unique supply chain consisting of numerous steps for manufacturing, assem- bly, calibration, test, packaging, transport and warehousing. So the dashboard has been an effective tool for allowing leader- ship to better understand where potential problems lie so that appropriate actions can be taken to keep the program on track.”
Te IVAS team has developed this solution to enable the project’s supply chain visibil- ity. Te goal of increased transparency is to enable the accurate communication of data and streamline monitoring processes
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