should consider mandatory for its future logistics enterprise system. Tat system must be:
• Governed and funded by a single entity. • User-centric, with an architecture that maximizes self-service.
• Able to rapidly respond to change and introduce new functionality.
• Scalable—up or down—for both infra- structure and services.
• Acquired as an outcome-based managed service.
Transforming the Army’s disparate ERPs into an enterprise with these characteris- tics will be hard, but it can be achieved with three major efforts: Consolidate ERP sustainment; consolidate business intelli- gence and analytics; and finally, collapse different ERPs into a unified ERP.
SYSTEMS AND SUPPORT UNDER ONE ROOF The U.S. Army Communications- Electronics Command’s
(CECOM)
Software Engineering Center is spearhead- ing the initial steps toward the first effort. CECOM recently announced plans to explore consolidating sustainment across its ERP portfolio. We applaud leaders for taking these steps but suggest they prepare for an even bolder one. Additional central- ization between core ERP sustainment (owned by CECOM) and modernization efforts (owned by the assistant secretary of the Army for acquisition, logistics and technology) would make it easier for Army leaders to prioritize between investments in current versus future capabilities—and help fully optimize life cycle management of the Army’s logistics systems.
Acquisition professionals can readily see benefits of this consolidation, includ- ing improved visibility into requirements and better buying power that can drive cost savings. Also, the ability to prioritize spending across a larger pool of require- ments, using combined resources, will ensure that the most impactful require- ments are addressed—not just the top priority for a slice of the enterprise.
Further, ERP support service contracts should shift away from buying capacity to buying outcomes. When requirements are not well-defined, using multi-award indef- inite delivery, indefinite quantity contracts or blanket purchase agreement-like strat- egies can help mitigate risk to the Army. By leveraging these acquisition vehicles, the Army can award more highly targeted and smaller task orders to a handful of pre- qualified vendors. Task orders could take
PUTTING THE RIGHT TOOLS IN PLACE
Soldiers assigned to the 3rd Armored Brigade Combat Team, 1st Cavalry Division ready an M1A2 Abrams main battle tank for maintenance at Exercise Bright Star 2017 in Egypt. Mechanics worldwide rely on logistics systems such as LMP for transparency of available inventory. Changes to LMP and similar ERPs would improve their effectiveness and lower the costs of operating them. (U.S. Army photo by Staff Sgt. Leah R. Kilpatrick, 14th Public Affairs Detachment)
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