Complex Assembly Manufacturing Solution and Plant Maintenance mod- ule in support of tool crib management.
Extended Ammunition—LMP Incre- ment 2 will replace several systems currently used to receive, store, survey, and issue ammunition, and streamline the business processes governing all aspects of ammunition management.
Non-Army Managed Items—Incre- ment 2 will allow LMP to tap into the Defense Logistics Agency (DLA) Army inventory, expanding LMP’s view of available assets and allowing the Army to more effectively and efficiently use existing inventory.
Army Prepositioned Stock (APS)— Te planning of war reserve requirements
is currently performed
outside of LMP, requiring offline anal- ysis and manual entry of thousands of lines of materiel requirements at mul- tiple APS sites. Trough Increment 2, LMP will be able to link into the APS system automatically and share data.
National Maintenance Program (NMP)—With Increment 2, LMP will better sync with NMP for main- tenance and repair of AMC-owned materiel. Additionally, the NMP maintenance execution system will be replaced with Global Combat Support System – Army, and the workload and management processes
in LMP will
be integrated to track execution costs, provide delivery dates, and allow Army item managers to more effectively plan materiel support for the warfighter.
Other Army ERP-DLA Integration— Trough Increment 2, LMP will better meet requirements for data that are interchangeable with the other Army and DLA ERPs.
IMPORTANCE OF BCL Recognizing that
technology is evolv-
ing constantly and rapidly, incremental, short-term solution delivery has become
an industry best practice, especially for information technology business systems. Te BCL process was formed with this in mind.
Te BCL model requires rapid capabil- ity delivery, typically in no more than 18 months from program initiation. Since June 2011, DOD Defense Business Sys- tem (DBS) programs with life-cycle costs of more than $1 million, including LMP, are required to follow the BCL process.
BCL is not solely for acquisition, however. It is an end-to-end model that integrates requirements, sition processes
investments, in a single governance
framework. It uses tiered accountability, delegating authority, and accountability for program outcomes and compliance at the appropriate levels within an organiza- tion and its chain of command.
To promote successful solution deliv-
ery, BCL requires a well-scoped problem statement; a clear understanding of func- tional and technical constraints and assumptions; contextual analysis, such as where and how capabilities fall within the context of the Army ERP strategy and “to-be” business process analysis, among other activities, to properly scope a solution and break it into manageable, stand-alone increments.
Although the BCL is designed to com- press solution delivery timelines, it does not eliminate programs’ regulatory or statutory requirements, or the need to support Army BPR efforts.
BPR is designed to help organizations fundamentally rethink how they do business to improve cost, schedule, and performance. Specific to DOD, BPR seeks to ensure that business processes supported by a DBS are as streamlined and efficient as possible, and that they
work to eliminate or reduce the need to tailor
commercial-off-the-shelf systems.
Spearheaded by the DOD DCMO, the BPR effort will help DOD rationalize its DBS portfolio, improve performance management, control scope changes, and reduce fielding costs.
CONCLUSION Te capabilities delivered in LMP Incre- ment 1, and those that will be delivered in Increment 2, directly affect how and when warfighters receive the materiel they need to maintain and repair equipment.
and acqui-
Much work remains to be done before full
deployment planned in FY16.
Te LMP Product Management Office will continue to focus its efforts to support the Army Business Systems Information Technology and ERP strategies using BPR and BCL to remain accountable for delivering a capable system on time and within budget, and for meeting or exceed- ing expected performance outcomes. It also will continue to leverage industry best practices, lessons learned, and inputs from the customer and user communities to ensure that the LMP delivers capabili- ties with maximum efficacy to streamline Army efforts for its national-level logistics and finance mission.
For more information about the LMP, go to
https://www.po.lmp.army.mil.
MR. GABRIEL SALIBA is Product Direc- tor U.S. Army Logistics Modernization Program within Program Executive Office Enterprise Information Systems. Saliba holds a B.S. in business and management from the University of Maryland. He is Level III certified in program management and a member of the U.S. Army Acquisi- tion Corps.
ASC.ARMY.MIL 83 can be achieved as
LOGISTICS
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 |
Page 204 |
Page 205 |
Page 206 |
Page 207 |
Page 208 |
Page 209 |
Page 210 |
Page 211 |
Page 212
