rapidly deliver capability to end users and to shorten each phase of development in order to deliver technology more quickly as it evolves. BCL also streamlines the documentation and execution pro- cesses so that programs are accountable and operational. Tiered accountability enables timely decision-making by the appropriate levels within a chain of com- mand, reducing the impact of potentially long staffing times for needed approvals.
Taken together, these elements will con- tribute greatly to the speed and accuracy of fielding the LMP Increment 2 capabil- ities to an additional 14,000 LMP users across AMC.
LMP MISSION Te LMP was established in 2003 to sig- nificantly improve Army efficiency and effectiveness by fundamentally trans- forming the systems and processes that support and supply the warfighter. By taking full advantage of Army Enterprise Resource Planning
(ERP) technology
and supply chain innovations employed in the private sector, LMP set out to inte- grate the Army’s ponderous, 30-year-old logistics systems into a single, unified supply system that would better manage its supply chain at both the national and depot levels.
Trough its SAP-based, commercial-off- the-shelf solution, LMP manages and
TAKEN FULLY
TOGETHER, ENABLE
tracks orders and deliveries of materiel from AMC to warfighters when they need it, anywhere across the globe. (See Figure 1.) Under the stewardship of the Program Executive Office Enterprise Information Systems,
depot activities worldwide and improves Army operations by:
the LMP com-
pleted its third and final deployment in October 2010 and transitioned to sus- tainment in November 2011.
Te LMP is an excellent example of how logistics and financial ERP tools are developed, deployed, and sustained. Using industry best practices, coupled with lessons learned from previous deployments and close working relation- ships with partners, customers, and user communities, the LMP has replaced two major legacy systems: the Commod- ity Command Standard System and the Standard Depot System. It handles 2 million transactions daily, manages $22 billion in inventory, and interfaces with more
than 70 DOD systems, exceed-
ing industry standards with a system response time of less than two seconds per transaction in 97 percent of all cases.
Te LMP is critical to the Army’s goal of achieving an integrated enterprise solu- tion that provides
asset management
and accountability, architecture and acquisition compliance, transparency
and financial from factory to foxhole.
Te program provides state-of-the-art automated support to Army arsenal and
LMP THE END-TO-END
INCREMENTS SUPPLY
ARMY
Reducing the processing time for mul- tiple sales orders from approximately five minutes per transaction to less than five minutes per batch of transactions.
Reducing the time to create, fund, and accept maintenance orders from approximately two weeks to a matter of hours.
Increasing the accuracy and visibility of maintenance actions.
Improving the ease of inputting pur- chase
requisitions Providing by eliminating
interruptions and saving transactions for later access.
drill-down capabilities to
track order details, delivering superior user accountability and tracking for transaction execution and corrections by integrating logistics and financial transactions in real time, thereby pro- viding a comprehensive audit trail of events and data processed in LMP for each user and transaction.
Offering greater oversight of materiel movement.
INCREMENT 1 In December 2011, the deployed operational and production LMP base- line—which AMC is now using—was accepted by the DOD Deputy Chief Management Office (DCMO) as Incre- ment 1 and was determined to be in the
1 AND 2 CHAIN BUSINESS WILL VISIBILITY
AND INTEGRATION OF AMC MISSION OPERATIONS, AND SUPPORT
SYSTEMS INFORMATION TECHNOLOGY STRATEGY.
ASC.ARMY.MIL 81
LOGISTICS
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