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Brief for DLA Finance Process Review Committee Meeting. November 2009. What is ERP?. The History of the Navy ERP Program. SSP/ONR “Go-Live” (Oct 12). Initial Operating Capability (May 08). 2011. 2013. Milestone C (May 07). 2009. 2007. 2005. ASN (RD&A) directs convergence of pilots. - PowerPoint PPT Presentation
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2Navy ERP_ASN FMC Nominee_2009Oct
What is ERP?
Modernizes &Standardizes
Business Operations
Provides Management
Visibility Across the Enterprise
Increases Effectiveness
&Efficiency
Integrated Business Management System
• Using Navy ERP DoN can, for the first time, produce auditable financial statements.
• As of 30 Aug, 30% of the Navy’s TOA is currently managed with Navy ERP, with a target of 80%.
• Single entry, single source data, single view of organizational status• Asset visibility
allows better management of inventories
.
Utilizing commercial off-the-shelf product and industry partners for system integration, the ACAT1 Program Office is comprised of
subject-matter experts, industry partners, and its customer commands
• Common processes and data support real time information exchange across the Navy
• The Navy is currently turning off legacy systems and eliminating their maintenance expense.
3Navy ERP_ASN FMC Nominee_2009Oct
Chief Financial Officer’s (CFO) Act
2003
ASN (RD&A) directs convergence of pilots
NAVSUP Pilot SMART went
“Live” (Jan 03)
NAVAIR Pilot SIGMA went
“Live” NAWC, WCF (Jan 03)
2007
2009
2011
SPAWAR 1.0 “Go-
Live”(Oct 09)
NAVSUP 1.1 Single Supply
Solution(Feb 10)
NAVSEA General Fund
“Go-Live”(Oct 10)
NAVSEA Working Capital
Fund(Oct 11)
2005
NAVAIR 1.0 “Go-Live”(Oct 07)
Cabrillo
Pilot
NAVSEA Pilot NEMAIS went
“Live” (Jun 02)
NAVAIR Pilot SIGMA went
“Live”(GF, Oct 02)
SPAWAR Cabrillo Pilot
went“Live” (Jul
01)
N
EMAIS Pilot
SIGMA Pilot
SMART Pilot
1990
Navy Launched 4 Pilot Programs
(1999)
1999
2001
Pilots Award Contracts toIntegrators
NAVSUP 1.0 “Go-Live”(Oct 08)
Milestone C
(May 07)
Initial Operating Capability(May 08)
SSP/ONR“Go-Live”(Oct 12)
2013
The History of the Navy ERP Program
4Navy ERP_ASN FMC Nominee_2009Oct
Navy ERP Strategy
PA
RT
NE
SH
IP
• Financial and Acquisition (1.0): – Designed to give an Echelon II or III command a full suite of tools
to perform their financial & acquisition functions– Functionality falls into five major categories:
• Financial Management: General Fund & Navy Working Capital Fund• Procurement• Work Force Management• Program/Project Management
• Wholesale and Retail Supply (1.1): – Designed to support the Navy’s Single Supply Solution– Functionality falls into five end-to-end supply chain management
processes:• Planning• Allowancing• Procurement• Repair of Repairables• Order Fulfillment
• Potential Future Capabilities: Financial Extension, maintenance, reporting, contracting, Capital Asset Management (CAMS-ME), Foreign Military Sales (FMS), Manufacturing Planning & Control, material tracking, etc.
5Navy ERP_ASN FMC Nominee_2009Oct
Program Functionality
Echelon II & III Financial Reporting
Credit Card
MISIL (Foreign Military Sales)
Portals (Basic Log In)
Direct Cite
Cost Planning
Travel (DTS)
Business Warehouse
Project Mgmt
Period End Close
General Fund Accounting
Fixed Assets
DFAS Interfaces
Echelon I Fin Accounting
External Procurement
Billing
Budgeting
Finance(General Fund)
Echelon III Fin Reporting
Travel (DTS)
Cost Revenue & Planning
Fixed Assets
Managerial Accounting
Billing
Budgeting
Credit Card
Project Mgmt
External Procurement
NWCF Accounting
Period End Close
DFAS Interfaces
Finance(NWCF)
Inventory Mgmt
Automated Identification Technology
Serial No. Tracking (End User Only) DLMS/MILSTRIP
Warehouse Mgmt
Physical Inventory
Environmental Health & Safety (EH&S)
Plant Supply (Core)
Warehouse Mgmt
Regional HAZMAT
Supply & Demand Processing
Supply Forecasting
Order Fulfillment
Inventory Mgmt
RetailSupply
Repairables Management
Provisioning
Packaging Handling Storage & Transportation
Consignment
Inventory Mgmt
Environmental Health & Safety (EH&S)
Supplier Relationship Mgt
Supply Forecasting
Supply Outfitting
Carcass Tracking
Order Fulfillment
Supply & Demand Planning
Allowance
Wholesale
Repairables Management
Provisioning
Packaging Handling Storage & Transportation
Consignment
Inventory Mgmt
Environmental Health & Safety (EH&S)
Supplier Relationship Mgt
Supply Forecasting
Supply Outfitting
Carcass Tracking
Order Fulfillment
Supply & Demand Planning
Allowance
Wholesale
Awards
Activity Based Costing
Standard Procurement System
EVM
Production Planning
Engineering Change Management
Status of Funds Reporting
Budget Exhibits (52)
Acquisition
Awards
Activity Based Costing
Standard Procurement System
EVM
Production Planning
Engineering Change Management
Status of Funds Reporting
Budget Exhibits (52)
Acquisition
Business Warehouse
Training & Events Mgmt
Time Management
Personnel Development
Organization Mgmt
Personnel Admin
WFM
1.0 - Ech. II/III Financial & Acquisition
1.1 - Wholesale & Retail Supply
Deployment Order:
Funds Allocation Prototype
6Navy ERP_ASN FMC Nominee_2009Oct
Interfaces by Release
Navy: 30OSD/ BTA: 8DLA: 3DFAS: 10Treasury: 1
CDMD-OA
G02APU
NALCOMIS-OI MA
OTS
Readiness Suite
SLDP
TRI DENT LDS
I CAPS
CPENCFMS
eRMS
I TI MP
FACTS
PARTS
REMAD
TI ER 2
DONI BIS
MI SI L
NALCOMIS
DONCADS
NESOPINSPBIS
TFMMSUI CP
MPCS
RAPS
AI T
CDF-NG
NDMS
1.0
Fin
an
cial
Ac
qu
isit
ion
1.1
Su
pp
ly C
ha
in M
an
age
men
t
SABRS
RMDC
FLIS
STARS-FL
ADS
APVM-EUD
CCR
DAAS
DCAS
DCPS
DDRS
DTS
myI nvoice
PPVM-EUD
SPS
STARS-FDR
WAWF
DCD
FRB
FRS
I PAC
STARS-HCM
WEBCMET
1.0
Fin
an
cial
Ac
qu
isit
ion
1.1
Su
pp
ly C
ha
inM
an
age
me
nt
DoDINTERFACES
1.0 - Financial & Acquisition1.1 - Wholesale & Retail Supply
Deployment Order:
1.1 - Wholesale & Retail Supply
Deployment Order:
Navy: 30OSD/ BTA: 8DLA: 3DFAS: 10Treasury: 1
WORKFORCE MGMT.
PROCUREMENT
SUPPLYCHAINMGMT.
FINANCIALMGMT.
PROGRAM/PROJECTMGMT.
MASTERDATA
NAVYINTERFACES
7Navy ERP_ASN FMC Nominee_2009Oct
Navy ERP Governance
VCNO/ ASN RD&A
AdvisorsDFAS, BTA
PEO EIS, Navy ERP PMSYSCOM EDs/ Vice Cdrs
SupplyProcess Owner
Chair – N4
Workforce MgtProcess OwnerChair – N1 / OCHR
FinancialProcess Owner
Chair – OASN FM&C
AcquisitionProcess Owner
Chair - DASN (ACQ)
Navy ERP Senior Integration BoardChair – PDASN RD&A
Members: N40, N1B, FMO, DASN C4I
NESIB is Chartered in
VCNO IOC letter
Process Working Groups Chairs: Lead Action Officers
Members: Empowered User Command and CNO/ Secretariat Staff Process Representatives
Navy ERP Requirements Working Integrated Process Team (RWIPT) Chair – OPNAV N402
Members: SYSCOM Business Office Leads, Lead Action Officers, Navy ERP Production Release Manager
Recommendations
8Navy ERP_ASN FMC Nominee_2009Oct
Program Schedule and Funding
PB10 Funding includes RDT&E, OMN, OPN, WCF
77.0
FY14
Total
PB10 Funding ($M)
72.793.2132.6204.2190.2190.4
FY15FY13FY12FY11FY10FY09
77.0
FY14
Total
PB10 Funding ($M)
72.793.2132.6204.2190.2190.4
FY15FY13FY12FY11FY10FY09
J A S J A S O N D J F M A M J J A S
REV: 20091006
FY08Key Events FY04 FY07
Financial &Acquisition
Release 1.0
Wholesale &Retail Supply
Release 1.1
Go-LiveNAVAIR
TransitionTransition
OT-C1
Development
A/B C IOC
OT-B1 Rpt
OTRR(OT-C1)
OT-C1Rpt
CDR
Milestones
Deployments
O N D J F M A M J J A S O N D J F M A M J J A S
FY09 FY10
Go-LiveNAVSUP
Go-LiveSPAWAR
TransitionTransition
Go-LiveNAVICP
Transition
FOT&E
OT-C2B
DT/OT-C2A
NAVICP
Fielding Decision(Financial & Acquisition)
OT-C1Rpt
OT-D1Rpt
TRR OT- C2ARpt
OTRR(OT-C2B)
OT-C2BRpt
FDDR
FISC Deployments
O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S
FY11 FY12 FY13
Go-LiveNAVSEA GF
Go-LiveNAVSEA WCF
Go-LiveSSP
Go-LiveONR
Transition Transition
Transition
Transition
OT-C2B
OT-C2BRpt
FDDR
FISC Deployments
J A S J A S O N D J F M A M J J A S
REV: 20091006
FY08Key Events FY04 FY07
Financial &Acquisition
Release 1.0
Wholesale &Retail Supply
Release 1.1
Go-LiveNAVAIR
TransitionTransition
OT-C1
Development
A/B C IOC
OT-B1 Rpt
OTRR(OT-C1)
OT-C1Rpt
CDR
Milestones
Deployments
O N D J F M A M J J A S O N D J F M A M J J A S
FY09 FY10
Go-LiveNAVSUP
Go-LiveSPAWAR
TransitionTransition
Go-LiveNAVICP
Transition
FOT&E
OT-C2B
DT/OT-C2A
NAVICP
Fielding Decision(Financial & Acquisition)
OT-C1Rpt
OT-D1Rpt
TRR OT- C2ARpt
OTRR(OT-C2B)
OT-C2BRpt
FDDR
FISC Deployments
O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S
FY11 FY12 FY13
Go-LiveNAVSEA GF
Go-LiveNAVSEA WCF
Go-LiveSSP
Go-LiveONR
Transition Transition
Transition
Transition
OT-C2B
OT-C2BRpt
FDDR
FISC Deployments
O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S
FY11 FY12 FY13O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S
FY11 FY12 FY13
Go-LiveNAVSEA GF
Go-LiveNAVSEA WCF
Go-LiveSSP
Go-LiveONR
Transition Transition
Transition
Transition
OT-C2B
OT-C2BRpt
FDDR
FISC Deployments
9Navy ERP_ASN FMC Nominee_2009Oct
Navy ERP Snapshot
1 of 4 2 of 4 3 of 4 4 of 41 of 4 2 of 4 3 of 4 4 of 4
ENTERPRISE-WIDE PROGRAM
LEGACY IT SYSTEM RETIREMENTSPrior To 2007: 81Cumulative 91 163 171 214 216
INTEGRATED FINANCIAL TRANSPARENCYReporting Compliance; Standard General Ledgers; Real-time Reporting; Integrated Vendor Pay; Single Funds Control
ENTERPRISE WORKFORCE MANAGEMENTTotal Force Visibility In One System, Consolidated Training Record; Labor Certified For Payment; Reduced Workload at Regional HRO’s.
150,000Users
_______
99 %TOA
SYSCOM’sINTEGRATED
BE
NE
FI
TS 65,000
Users_______
53.8 %TOA
10Navy ERP_ASN FMC Nominee_2009Oct
Release 1.0 Status: SPAWAR Implementation
• Executing the Cutover Plan on schedule, SPAWAR reaches Full Operational Tempo 16 Dec 09
• SPAWAR Conversion Update– SPAWAR completed Year-End Legacy Close– Echelon II Time and Attendance started on 1 Oct with 100% success for
the first period– Data Conversion is complete– Catch-Up activities began 28 Oct 09
• FMO/DFAS Financial Validation Update– FMO/DFAS Conversion Validation team has been working to validate the
production data that was loaded into Navy ERP. There was a 75% initial match rate for the 20,218 U.S. Government Standard General Ledger (USSGL) balances. (This is an improvement over the 62% initial match rate experienced with NAVAIR deployment (Oct 2007)).
– FMO/DFAS team has made excellent progress as only 1,534 remain from the initial 4,973 (unknown variances). FMO/DFAS goal is to close out all unknown variances between both systems with supporting documentation and explanations.
11Navy ERP_ASN FMC Nominee_2009Oct
1.0 Status: NAVSEA Implementation
• Recent Accomplishments– Began GF Setup and Analysis Phase– Completed WCF Advanced Planning Phase Kickoff– At the October 2009 Commander's Conference NAVSEA Leadership called for the
total commitment to the deployment and implementation of Navy ERP across the NAVSEA Enterprise.
• In Process– Preparation for GF third Data Conversion test run (Mock 3), started 16 Nov
• Mock data conversions identify and resolve issues with the data and process in a test environment resulting in an optimized transition to the Production environment
– Finalization of End User Training Strategy and identifying core trainers
• Near Term Tasks– Begin WCF Business Process Workshops, 1 Dec– Begin monthly Drumbeat Meetings, 5 Nov– Develop Role Mapping Strategy– WCF is holding data mapping meetings at the College of Southern Maryland Nov
17-19.
• Upcoming Tasks– Late Jan 2010 – WCF Offsite– Dec 2009/Mar 2010 - WCF Workshops– WCF Mock1 begins 1 April, 2010 – WCF Mock2 begins 1 June, 2010
12Navy ERP_ASN FMC Nominee_2009Oct
Release 1.1 Status
• Major Accomplishments– Completed Solution Development – Completed system build and master data loads for Cutover Practice
(99.9% successful load rate for 47.9 million of 59.2 million records)– Completed development of the Instructor Led Training (ILT) materials (16
new 1.1 courses) and Web-Based Training materials (6 courses) for FEB 2010 deployment
– Train the Trainer (TTT) started 19 Oct and is progressing on schedule– Completed Integrated Systems Testing (IST), all test cases executed, 425
test cases failed with open 155 defects– Began UAT 16 Oct with 2680 core business process test cases that, as
time allows, may increase up to 3200 test cases – Began STP 16 Oct with approx 1800 test cases of 31 RICE objects including
NALCOMIS (700 test cases) and HAZMAT
• In Process– Completed transactional data loads for Sales Orders and Purchase Orders
in Cutover Practice Conversion, loaded 51.9 Million of 62.4 Million records (BW and CIF Master Data loads remain)
– TTT and Teach-back sessions with 80+ NAVSUP Instructors– Completing 12 remaining ILT courses for FEB 2011 deployment
13Navy ERP_ASN FMC Nominee_2009Oct
Benefits of Navy ERP Financial Extension
FEDERALFINANCIALCOMPLIANCE
AUDITABLESTATEMENTS
FINANCIALOPTIMIZATION
FINANCIALVISIBILITY
STANDARDIZEDBUSINESS
PROCESSES
ERP
ERP
ERP
ERP
RESOURCEOPTIMIZATION
• CFO ACT• BEA
• 11 commands make up the Financial Extension, adding ~74,000 users
• Nearly 100% of the Navy's TOA will be captured in Navy ERP
• Navy ERP will enhance Commands' ability to produce auditable financial statements, in compliance with the Chief Financial Officers Act of 1990
• Business transactions between commands can be transmitted using standardized processes in real time, with audit trails, speeding invoice and payment processing
• Financial visibility enables Commanders to identify cost drivers, improve cost estimates, drive cost-wise solutions
• Full Navy ERP implementation achieves substantial savings as 17 legacy systems can be retired
15Navy ERP_ASN FMC Nominee_2009Oct
Program Highlights
35,255 Production users with 99.85% system availability (28 Jul
2009)
Navy ERP certified as the Navy Financial System of Record by
ASN Financial Management & Comptroller (FM&C) (1 Oct 2008)
OPTEVFOR Recommendation of Full Fielding of Navy ERP System
Release 1.0 (20 Jul 2009)
Completed Continuity of Operations Exercise (COOPEX)
Certified SAP Customer Center of Excellence (CCoE)
Positive GAO Report on management controls
Level 3 Compliant with the GAO Enterprise Architecture Maturity
Model
CMMI Level III Certified
16Navy ERP_ASN FMC Nominee_2009Oct
Regional Maintenance, including I-Level Maintenance Management, Project Systems, and Human Resources
National & Local Supply Management, I-Level Maintenance Management Interface to Aviation Depots
Warfare Center Management
Program Management, including linkage among Contracting, Financial, and Human Resources
Area(s) of Focus
Jun ‘02
Jan ‘03
Jul ‘01
Jan ‘03
Oct ‘02
Stand-Up Date
15000
NAWC - 4
2500
440
3500
7000
# Users
1
4
5
GF - 5
# Geographic
Sites
NAVSEA / CLF / CPF
NEMAIS
NAVSUP / NAVAIR
SMART
SPAWARCABRILLO
NAVAIRSIGMA
SponsorPilot
Scope Of Navy Pilots
17Navy ERP_ASN FMC Nominee_2009Oct
NAVSEA GF 1.0 Implementation Schedule
6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30 6 13 20 27 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 1 8 15 22 1 8 15 22 29 5 12 18 26 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 6 13 20 27 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 7 14 21 28 4 11 18 25
Go LiveMilestones
FebNov DecFeb Mar
Role Mapping
DataConversion
Deployment
NovOctOct JanDecFY09
REV: 20090505
FY11OctApr May Jun
FY10Jul Aug AprApr SepMay Jun
Identify & Prepare Trainers
Training Preparation
Execute Cutover/ Transition
Create Accounts
Logistics Planning
Scenario Processing (Sandbox)
Prepare Site Deployment Plan
Jul Aug Dec JanSep NovJan Mar Feb Mar
Business Process
Extract Development
Mock 1
Mock 2
Mock 3
Mock 4
Cutover Practice
CM Sandbox
Imple
menta
tion
Training Delivery
Workshop
Working Groups
OSS Planning Deploy On-Site Support
Role Assessment
Role Mapping Role Maintenance
Training
18Navy ERP_ASN FMC Nominee_2009Oct
Release 1.1 Development & Deployment Timeline
CDR
System Configuration
Cycle 1
Cycle 2
Supplemental Test Phase
UAT
Regression Testing
DT/OA
Mock Data Load Mock 1
Final Data Load
Data Cleanse Data Cleanse / Validation
OSS Team On-Site (to JUL 2012)
FY08SepAug
Milestones
System Configuration
RICE Development
Inte
gra
ted S
yste
m T
est
OT
Training MaterialDevelopment
DT
DT/ OA
Cycle 3
IOT&E
REV: 20091030
Jun JulMay
Imple
men
tato
in
Training Delivery
Dat
aConve
rsio
n
Deployment
Role Mapping
On-Site Support
FY09 FY10
TRR 1 TRR 2 TRR 3
System Configuration
RICE Development
Training Material Development
Cycle 2
Cycle 3
Regression Testing (1.0) Regression Testing (1.0 & 1.1)
DT/OA
Mock 1 Mock 2 Mock 3
Data Cleanse / Validation
Advanced Planning Set Up & Analysis Command Readiness Final Prep
OSS Team On-Site (to JUL 2012)
NAV ICP TTT
TTT Prep
Group 2 Role
Mapping
Group 1 Role
Mapping
Oct NovOct SepNov Mar AprDec JulJan Jun AugMayFeb
Cycle 1
Wholesale Role
Mapping Assess.
STP
Dry Run 1 Dry Run 2Dry Run 3
DEV/FTE
STP
UAT
Cutover Practice
FY10
TRR SVR/ UAT PRR
Regression Testing (1.0 & 1.1)
DT/OA
OTRR IOT&E
CutoverPractice
CutoverPractice
CutoverPractice
CutoverPractice
Data Loads
Data Loads
Data Loads
Data Cleanse / Validation
Material Group 1 Go-Live Material Group 2 Go-Live Material Group 3/Initial FISC Go-Lives
Transition
Group 2 EUT Group 3 EUT
FISC TTT FISC EUT (to OCT 2012)
OSS Team On-Site (to JUL 2012)
Group 1 EUT
FISC/ Partners Role Mapping
Assess.
Group 3 Role
Mapping
Int. FISC/Partners
Role Map. Assess.
FebJul Aug OctMay Jun JanSep DecJan Feb MarDec Apr Nov
STP
UAT
Cutover Practice
OA Rpt IOT&E Rpt
FY11
Regression Testing (1.0 & 1.1)
Material Group 3/Initial FISC Go-Lives
FISC EUT (to OCT 2012)
OSS Team On-Site (to JUL 2012)
SepMar Apr May Jun Jul Aug
19Navy ERP_ASN FMC Nominee_2009Oct
SPAWAR High Level Cutover Plan
10/1Start
10/12+11
11/16+46
11/22+52
Legacy Close FY09Projects
FY09 Sales
Orders
FY09PR/PO
FY10 Goods Receipts/
Service Entry Sheets
Vendor Pay
Remaining
Billing
Start Time Entry Echelon III11/22 (PP5)
FY09 F110 FI-GL RRB
FY09 Yr End Close
Data Conversion (FY09 Period 12) Catch Up (FY10 Periods 1, 2 and 3) Business Validation
11/11+41
11 Days 30 Days
6 Days
FY 09 GR SES Invoice
Business Validation
FY10Projects
Ech. III Time & Attend., Periods 1, 2, 3, & 4 Catch-Up
Off Thanksgiving
Day
FY10Outgoing Funding,
MILSTRIP, PCARD, & Travel
FY10SPS PR/PO Catch Up
Master Data HQ FY10
OFD - Echelon
III IFD
7 Days
12/09+69
11/29+59
Start Time Entry Echelon II10/1
FY10SalesOrder
& ZQ29
FY10E2 to E3
FundAllocation
(Pgm Realignment)
5 Days 4 Days 3 Days
29 Days
FY09 & Prior IFD
5 Days
FOT Assets & Training
FMO \ DFAS Validation
FY10 SPS
Goods Receipts/Service Entry
Sheets
FY10SPS Catch Up –
Non SAP
7 Days
3 Days
IntialBilling
12/16+76
5 Days 6 Days
10/28+27
20Navy ERP_ASN FMC Nominee_2009Oct
System ImplementationKeys to Success
• Communication– Open lines of communication allow for identification of issues and the more timely
resolution of these issues• Example: On-Site Support
– Communicate and emphasize the Value-added / “Big Picture”• Standardized process across the entire DON Enterprise• Eliminate legacy systems
• Senior Leadership Involvement– Establishment of the Navy ERP Financial Management Network
• Change Management– Use of Pilots to prove the concept at Navy– Training
• Monthly “Getting Started with Navy ERP” Virtual Conferences• Right amount at the right time
• Problem-Solving/Creativity– Complex issues require complex solutions
• Short-term manual work-arounds may be required to ensure business operations continue
• Data Conversion– Transitioning “Old Business” to a new business framework– Different levels of granularity with end-to-end process partners– Practice/validation improves the final conversion process
21Navy ERP_ASN FMC Nominee_2009Oct
Financial Benefits of Navy ERP
Without ERP Navy ERP
Financial Management General Ledger
-Different General Ledgers for General and Working Capital Funds and across commands-Budgetary and Proprietary General Ledger accounts not in balance
-Standard General Ledger for General and Working Capital Fund used by all commands-Budgetary and Proprietary General Ledger accounts self balancing
Financial ManagementManagement Reporting
-Up to 30 days to get financial status-Multiple systems for financial reporting – projects, labor, cost, budgetary and proprietary.
-Near Real-time reporting-Single System for financial reporting for all financial status.
Financial ManagementAnnual Close
-Blackout period at the end of the FY required for annual close and start up of new year’s business-Manual process for return of available funding for “Unfilled Customer Orders”.
-Can begin new year’s business on first day of new FY, so no blackout period required-Automated Year End processing for return of available funds for “Unfilled Customer Orders” complying FMR guidance.
Financial ManagementVendor Pay
-Vendor Pay transactions entitled in STARS-One Bill Pay system separate from accounting system of record resulting in mismatched data
-“Book of Record” and entitlement system in one integrated system for Vendor Pay –significantly reduces unmatched disbursements
Financial ManagementFunds Control
-Multiple systems for funds control and accounting at various echelons
-Manual and/or semi- automated “Funds Availability Check”
-Single System for Funds Control and Accounting for all Commands and all echelons enables more efficient and expedient allocation and execution of funds-System Funds Availability Controls (AVC) ensure funds authorized are not exceeded.
Without ERP Navy ERP
Financial Management General Ledger
-Different General Ledgers for General and Working Capital Funds and across commands-Budgetary and Proprietary General Ledger accounts not in balance
-Standard General Ledger for General and Working Capital Fund used by all commands-Budgetary and Proprietary General Ledger accounts self balancing
Financial ManagementManagement Reporting
-Up to 30 days to get financial status-Multiple systems for financial reporting – projects, labor, cost, budgetary and proprietary.
-Near Real-time reporting-Single System for financial reporting for all financial status.
Financial ManagementAnnual Close
-Blackout period at the end of the FY required for annual close and start up of new year’s business-Manual process for return of available funding for “Unfilled Customer Orders”.
-Can begin new year’s business on first day of new FY, so no blackout period required-Automated Year End processing for return of available funds for “Unfilled Customer Orders” complying FMR guidance.
Financial ManagementVendor Pay
-Vendor Pay transactions entitled in STARS-One Bill Pay system separate from accounting system of record resulting in mismatched data
-“Book of Record” and entitlement system in one integrated system for Vendor Pay –significantly reduces unmatched disbursements
Financial ManagementFunds Control
-Multiple systems for funds control and accounting at various echelons
-Manual and/or semi- automated “Funds Availability Check”
-Single System for Funds Control and Accounting for all Commands and all echelons enables more efficient and expedient allocation and execution of funds-System Funds Availability Controls (AVC) ensure funds authorized are not exceeded.
1
22Navy ERP_ASN FMC Nominee_2009Oct
Work Force Mgmt Benefits of Navy ERP (Cont)
Without ERP Navy ERP
Total Force Commands must access various systems to see all of theirpersonnel. Also, there is no enterprise system that includes the organizationalhierarchy.
-Provides total force (Civilian, Military and Contractor) visibilitywithin a single system, and includes the organizational hierarchy.
Training Records -individual Commands' Training offices would have to prepare their own spreadsheets tosend to OCHR to satisfy the OPM requirement.
Navy ERP created an Outbound Training interface to transmitcompleted courses to OCHR for upload into DCPDS. This is
based on OPM requirements to training records.
Awards -- Manual Awards Process takes hundreds of hours yearly preparing SF-52 (RPA's)
- Automating Awards Process, and providing Outbound Data file to OCHR for mass awards uploading significantly decreasing workload of personnel specialists at regional HRO's.
Internal ControlLabor
-Labor was often not certified prior to being submitted to Defense Civilian Payroll System (DCPS) resulted in rework if incorrect time had been entered
-Labor must be certified prior to being submitted to DCPS
Without ERP Navy ERP
Total Force Commands must access various systems to see all of theirpersonnel. Also, there is no enterprise system that includes the organizationalhierarchy.
-Provides total force (Civilian, Military and Contractor) visibilitywithin a single system, and includes the organizational hierarchy.
Training Records -individual Commands' Training offices would have to prepare their own spreadsheets tosend to OCHR to satisfy the OPM requirement.
Navy ERP created an Outbound Training interface to transmitcompleted courses to OCHR for upload into DCPDS. This is
based on OPM requirements to training records.
Awards -- Manual Awards Process takes hundreds of hours yearly preparing SF-52 (RPA's)
- Automating Awards Process, and providing Outbound Data file to OCHR for mass awards uploading significantly decreasing workload of personnel specialists at regional HRO's.
Internal ControlLabor
-Labor was often not certified prior to being submitted to Defense Civilian Payroll System (DCPS) resulted in rework if incorrect time had been entered
-Labor must be certified prior to being submitted to DCPS
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23Navy ERP_ASN FMC Nominee_2009Oct
Benefits of Navy ERP (Cont)
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Without ERP Navy ERP
Workflow -Funding documents are manual routed -Funding documents are electronically routed
Auditability -Limited system-enforced internal controls -System audit trail captures history of changes-System controls enforce fiduciary responsibility
Internal ControlProject spending
-No hard stop on project spending -Hard controls on labor and materials-Expenses at project level prevents projects from overspending
Without ERP Navy ERP
Workflow -Funding documents are manual routed -Funding documents are electronically routed
Auditability -Limited system-enforced internal controls -System audit trail captures history of changes-System controls enforce fiduciary responsibility
Internal ControlProject spending
-No hard stop on project spending -Hard controls on labor and materials-Expenses at project level prevents projects from overspending
Recommended