0 10 of January, 2005 Business Transformation Overview and AT&L Weapon Systems Lifecycle Management (WSLM) and Materiel Supply & Services Management (MS&SM) Investment Review Board (IRB) Mr. John Nyere 17 January 2006 1 10 of January, 2005 BTA Update Investment Review Process Materiel Visibility Agenda 2 10 of January, 2005 BTA Update Slides from November 1, 2005 3 10 of January, 2005 The Mission Transform business operations to achieve improved warfighter support while enabling financial accountability across the Department of Defense Business Transformation Mission: It is not, in the end, about business practices, nor is the goal to improve figures on the bottom line. Its really about the security of the United States of America. And let there be no mistake, it is a matter of life and death. Our job is defending America, and if we cannot change the way we do business, then we cannot do our job well, and we must. U.S. Secretary of Defense Donald H. Rumsfeld September 10, 2001 4 10 of January, 2005 We have established DoD Business Enterprise Clarity: The corporate level requirements for business execution at DOD Horizontal Business Transformation Focus: Optimizing end-to-end processes, not policy office stovepipes. Business Alignment to Warfighter Needs: Aligning to the mission of the department, and using this alignment to drive urgency. Capabilities, not Systems, as Deliverables: Systems follow business requirements resetting expectations. Accountability: Establishment of BTA to unify our efforts (resources, funding, leadership) at DOD level business transformation. Clear Accountability Measurable Results 5 10 of January, 2005 BEA Progress Where we wereWhere we are AccountabilityCentralized at OSDTiered Organizational SpanDoD-wide5 Core Business Missions ScopeAll DoD Business Functions6 Business Enterprise Priorities FocusArchitecture as the objectiveWarfighter Mission Support Outcome Based Program AlignmentNo Accountable Programs for Implementation of BEA Fully Aligned to ETP Investment AlignmentNoneFoundation for Investment Decisions ConcurrenceNoneCollaboration/Creation by CBMs via BEPs, Approved by all DBSMC members 6 10 of January, 2005 ETP Progress Where we wereWhere we are AccountabilityUSD-ComptrollerTiered Organizational SpanNot clear5 Core Business Missions 6 Components ScopeNot clear6 Business Enterprise Priorities 30 Component Priorities FocusUnqualified Audit System Reductions Warfighter Mission Support Financial Accountability ProgramsNo Accountable Programs Assigned 43 Enterprise Programs 55 Component Programs Investment Alignment None$4.2 Billion FY06 (Budget for Target Programs) ConcurrenceNoneAll DBSMC members 7 10 of January, 2005 Governance and IRB Progress Where we wereWhere we are Accountability Self nominated submission; no means to identify noncompliance; withhold penalty levied after the fact Tiered Accountability; strong compliance oversight; ADA penalty for non-compliance Management No prioritization of investment reviews; one size fit all regardless of program size Thresholds (Tiers 1, 2, 3, 4) align review rigor to program significance Process Alignment Many separate Domain investment review processes; none clearly defined or aligned to other major DoD processes IRB process now aligned with JCIDS, Defense Acquisition System, PPB&E processes Governance OSD only; governance not clearly defined and not aligned to Chain of Command; IRB/DBSMC Process Seven separate and different IRB processesOne standard IRB process; standard review criteria Processing Time ~6 monthsLess than 2 months Leadership Infrequent PSA participation; no official Component representationDEPSECDEF and SES/Flag level oversight; Components represented 8 10 of January, 2005 Enterprise Transition Plan Narrative Descriptions Business Value Schedules Metrics System Migrations Personnel Visibility 4 Acquisition Visibility 2 Common Supplier Engagement22 Materiel Visibility 4 Real Property Accountability 5 Financial Visibility 5 Army14 Navy 9 Air Force19 USTRANSCOM 1 DLA 9 DFAS 3 6 Business Enterprise Priorities 6 Transformational Components Key Programs FY04 & EarlierFY05FY06FY07TOTAL 2, , ,453.33,134.33,425.03, , ,274.53,724.54,202.74, ,396.8 Enterprise Components TOTAL Integrated Cost Picture ($ Millions) Integrated Business Transformation Story 9 10 of January, 2005 Current DoD Enterprise Systems and Initiatives CHCS-II DCPDS DIMHRS DTS DAMIR USXPORTS CPARS DBSE DoD EMALL EDA Federal IAE -CCR -EPLS -eSRS -FBO -FedReg -FedTeDS -FPDS-NG -ORCA -PPIRS -WDOL CC-SF44 SPS Strategic Sourcing -ARM Pilot -ASAS -e-STRATS WAWF IUID MEV MILS to EDI or XML RFID ELRV&RR HMPC&IMR RPAR RPIR RPUID BEIS DCAS IGT PB Framework SFIS System Initiative 10 10 of January, 2005 ACBIS AIM DLS eMILPO FBS FCS-ACE GCSS-A GFEBS LMP RCAS STEM TC-AIMS II VIS VISION AIT EA-21 GCSS-MC MC FII Navy Cash Navy ERP NMCI NTCSS TFAS ACES ADLS AFIR&I AFRISS DEAMS-AF EBS ECSS-IL EESOH-MIS ERL ETIMS FIRST FM-SDM MPES-DP NAF-T OSMP PERS TRANS PM&O Sourcing T&E BSM BSM-Energy CFMS CRM DLA IDE DPMS P3I PDMI RMP DEAMS (USTRANSCOM) Disp HPO EC FCP Current Component Systems and Initiatives System Initiative 11 10 of January, 2005 Tiered Accountability The DoD-Enterprise layer provides the thin backbone layer of common services required for full Departmental interoperability. Components design and implement their own solutions within the framework of DoD-Enterprise rules and standards. We are establishing the Defense Business Transformation Agency to execute DOD Enterprise Level Transformation. DoD-Enterprise Layer Enterprise Shared Services and System Capabilities Enterprise Rules and Standards for Interoperability Navy Architectures Transition Plans Systems Solutions AF Architectures Transition Plans Systems Solutions Army Architectures Transition Plans Systems Solutions TRANS COM DFAS Architectures Transition Plans Systems Solutions DLA Architectures Transition Plans Systems Solutions DOD Business Transformation Agency (BTA) 12 10 of January, 2005 Business Transformation Agency The Departments business transformation effort is the product of collaborative discussion and decision-making between OSD and the Component organizations. The proposed Business Transformation Agency (BTA): Consolidates existing transformation efforts from across DoD. Ensures thin corporate layer is delivered effectively. Enables single point accountability for delivery of services and capabilities to the Department. Reduces duplicate efforts. Provides a forum for Components for collaboration, to discuss and address business transformation needs. Support the DBSMC and PSAs who define business enterprise priorities for DoD. Emphasizing Collaborative Decision-making 13 10 of January, 2005 Proposed BTA Organization Defense Business Systems Acquisition Executive (DBSAE) Program Manager(s) TBD Program Executive Office(s) TBD USD(AT&L) Financial Management Support Supply Chain Support Business Systems Response ERP Support Personnel and Readiness Support Real Property Support Transformation Support OUSD Comptroller OUSD AT&L OUSD Personnel & Readiness Operational Chain of Command Requirements Oversight Director, BTA ** * USD(AT&L) is currently DBSMC Vice-Chair ** DUSD (Business Transformation) and DUSD (Financial Management) will co-direct the BTA until a permanent director is selected and appointed (~12months) Vice Chair, DBSMC * 14 10 of January, 2005 Proposed BTA Responsibilities Establishing Priorities Support the DBSMC and Personal Staff Assistants (PSAs) in their efforts to define Department-wide business transformation goals and objectives. Investment Control Support to the IRB / certification process optimizing the investment and ensuring statutory compliance. Transformation Tools Assemble and integrate the Business Enterprise Architecture and Transition Plan. Program Execution Provide program management discipline delivering the thin layer of corporate services to the Department. Tactical Business Support Bridge the gap between business and the Warfighter. Support, Integration, Coordination 15 10 of January, 2005 Establishing Priorities All DoD-wide Business Enterprise Priorities (BEPs) are identified by the PSAs and ratified by the DBSMC. The BTA will provide direct support to the DBSMC and PSAs in defining BEPs. The BTA will provide necessary integration between efforts of all DoD business transformation activities. The BTA will provide thought leadership and drives consistency of approach to DoD efforts. Components will establish their own business priorities in concert with DoD Enterprise efforts Direct Support to Senior Leadership 16 10 of January, 2005 Investment Control The BTA will provide support for the IRBs in the investment review process through coordination of activities and tracking of programs and certifications. Direct support for daily IRB activities. Providing dashboard information to IRB / DBSMC leaders on certification status to enable decision-making. Information management activities driving systems inventory, annual review, etc.. Building / maintaining relationships with GAO / OMB on business transformation- related issues Optimizing the Business Transformation Investment 17 10 of January, 2005 Transformation Tools The BTA will drive the assembly and integration of the DoD Enterprise Business Enterprise Architecture (BEA) and Enterprise Transition Plan (ETP). Coordinate activities of PSAs, Core Business Mission support teams, and Components in BEA/ETP development. Provide analysis and integration of BEP content The DBSMC and PSAs establish all priorities around which the BEA and ETP are organized. The PSAs and Components own all BEA / ETP content. Components build and maintain their own enterprise architectures and transition plans consistent with DoD Enterprise plans. Integration and Coordination for Collaborative BEA / ETP Process 18 10 of January, 2005 Program Execution - DBSAE Delivery of DoD-Enterprise layer programs and capabilities (the thin layer) will be managed through the office of the DBSAE. Ensures consistency of service delivery across the entire Department. Programs assigned to the DBSAE office are determined by the DBSMC. Only Enterprise-wide solutions are candidates for oversight by the DBSAE. Execution of Component programs will remain within the components. Works within the Defense Acquisition System. Program Management Discipline Delivering the Thin Layer of Corporate Services 19 10 of January, 2005 Tactical Business Support Business Systems Response Office (BSRO) BSRO will focus on urgent DoD-Enterprise level business issues in order to expedite support to the Warfighter via DoD- wide systems capabilities and process improvements. Directs resources to address COCOM-identified short term business process gaps. Feeds input from COCOMs into the PSA-driven priority planning process. Enterprise Resource Planning Support Office (ERP SO) ERP SO provides ERP planning support to components enabling rapid, consistent delivery of capability. Bridge Between Business and Warfighting 20 10 of January, 2005 Whats in it for me? Short Term Single point for business transformation requirements Seamless support within joint operations More immediate tactical support (BSRO) Fewer competing demands Long Term Increased efficiencies of supply chain Full visibility of financial processes More effective human resource management Timely and accurate reporting Measurable results of transformation efforts 21 10 of January, 2005 Next Steps Inform Congress of BTA done Organization of DBSAE structure and associated programs done Realigning selected programs in process DBSMC determining enterprise-level systems in process Collaboration of the integration of component plans and priorities in process Review, Evaluation, and Updating of BEPs in process 22 10 of January, 2005 Enterprise Priority Systems Status Initiative Status Acquisition Visibility 1 1 Common Supplier * 3 1 Financial Visibility Materiel Visibility Real Property Visibility 4 Personnel Visibility 2 1 ETP Summary Status Standard for Evaluation: All major six-month milestones are either complete or on track for completion by due date One or more major milestone is in danger of significant delay One or more major milestone has missed or will miss due date by at least one month Six-month Business Enterprise Priorities Health Oct 05 Mar 06 Status is measured for 6-month milestones against Program Baseline Personnel Visibility: Awaiting updated ETP milestones for revised DIMHRS program baseline The 44 systems and initiatives have been consolidated to 36 * The values in the multi value status circle are DOD / Federal systems (administered by GSA) For Official Use Only 23 10 of January, 2005 ETP Initiative Status For Official Use Only 24 10 of January, 2005 ETP System Status * Three month delay in increment 2 rollout ** One month delay in rollout at request of Vendor Community *** Awaiting restructured Program Baseline For Official Use Only 25 10 of January, 2005 Approval of Certifications (Contd) Summary: Effective October 1, 2005, Obligation of funds without DBSMC approval of certification is an Anti-Deficiency Act Violation ~25 systems not certified by the DBSMC and may not obligate funds Next DBSMC Approval Opportunity: January 25, 2006 For Official Use Only 26 10 of January, 2005 The Investment Review Board (IRB) Process Role of the IRB related to Materiel Visibility IRB Brief from January 10, 2006 27 10 of January, 2005 What is the IRBs role in supporting the MV BEP and the Distribution Portfolio? IRB will provide leadership and direction to MV BEP and Distribution Portfolio activities IRB will recommend investments to the DBSMC for their approval IRB will provide strategic guidance and direction regarding MV and Distribution Policy Architecture Compliance Organization Todays briefs are informational Transition Planning Business Case Initiatives 28 10 of January, 2005 Investment Review Boards (IRBs) are an element of the transformation process IRB Role Highlight 29 10 of January, 2005 Today, we will obtain a baseline understanding of the MV BEP Linkages to Partner IRBs Focus of WSLM/MS&SM IRB 30 10 of January, 2005 In the oversight role, IRBs are responsible for: Ensuring review of every business system modernization/enhancement investment at least annually Performing the appropriate level of review using a Tiered Process which links level of review to scope, complexity, cost, and risk Reviewing and approving the enterprise criteria Assessing whether business system investments are consistent with the Department's requirements based on: Essentiality - whether it achieves an essential capability Alignment with DoD strategic mission, goals and objectives Beneficial impact in terms of the criteria defined for the IRBs core business mission area that justifies to systems investment Recommending to the Certifying Authority certification or non-certification Investment Review Process Overview May 17, 2005 Sec 3.0 31 10 of January, 2005 Materiel Visibility Business Enterprise Priority Presented to WSLM/MS&SM IRB January 10, 2006 32 10 of January, 2005 Objectives of todays session Provide an overview of the MV BEP Prepare the IRB for upcoming MV certification requests Present a format to provide status and subsequent updates to BEP initiatives Agenda for today The Business Goals and Objectives The Current Architecture The Future Vision The Transition Plan The Path Forward The IRBs Role The MV Overview 33 10 of January, 2005 The Business Goals and Objectives The Current Architecture The Future Vision The Transition Plan The Path Forward The IRBs Role 34 10 of January, 2005 What does MV do for the Warfighter? MV Challenge: Today, we are not always sure what materiel we have, where it is, its status, who is accountable for it and what its worth! MV Vision: Provide near-real time and accurate information on the location, status, accountability and valuation of materiel & supplies. MV Enables:Improvements in: Reliable delivery of the right materiel/forces, at the right time to the right place>> Warfighter confidence Reduction in cycle time of materiel delivery >> Responsiveness Redirection of materiel based on theater dynamics >> Flexibility Materiel valuation >> Financial accountability Maintenance & overhaul>> Materiel readiness 35 10 of January, 2005 MV exists within an Agency, Command, or Geography, but it is not end-to-end today -Standard method for marking/tagging materiel not 100% deployed -Legacy transactions sets/processes exist - Need to modernize process/transaction sets that are both: - System agnostic - Organization agnostic Disposal Materiel Management & Distribution Strategic Distribution Tactical Distribution Maintenance Depots USA USN USAF USMC DLA USA USN USAF USMC DLA Vendors Repair USA USN USAF USMC GSA/AAFES DeCA Other USA USN USAF USMC Overhaul DLA Return WARFIGHTERWARFIGHTER TRANSCOM & Other Disposal Repair Repair and Return 36 10 of January, 2005 RFID for last tactical mile - II MEF tagging materiel for operating units - Associating tags with SATCOM on trucks Real cost avoidance: - Reduced retail backlog from 92,000 to 11,000 orders - Reduced inventory in Iraq from $127M to $70M - Reduced wait time from 28 to 16 days - Increased fill rate from 77% to 89% We have proven that when we have materiel visibility, good things happen Real-time asset visibility Increased confidence in the supply chain 37 10 of January, 2005 The Business Goals and Objectives The Current Architecture The Future Vision The Transition Plan The Path Forward The IRBs Role 38 10 of January, 2005 MV Architecture is High-Level Policy Based Materiel Visibility and the Business Enterprise Architecture (BEA 3.0) MV architecture integrates with all other BEPs FV, CSE, RPV, PV & AV. Architecture compliance is currently defined by the 49 business rules in the BEA 3.0 The BEA complements the Component architectures in a federated approach Materiel Visibility Conduct Planning Deliver Property and Forces Dispose or Return Property and Materiel Perform Build, Make, Maintain and Sustainment Conduct Sourcing Perform Asset Accountability Business Enterprise Priority Business Capabilities OV5 Activities Forecast, Plan, Program and Budget Deliver Property and Forces Dispose or Return Property and Materiel Perform Build, Make, Maintain and Sustainment Includes all activities under the CSE BEP Perform Asset Accountability Partially addressed by Financial Visibility BEP Common Supplier Engagement (CSE) BEP Materiel Visibility BEP No Processes defined below OV5 SCORPlanSource Make Deliver Return / Dispose 39 10 of January, 2005 Architecture compliance is defined by 49 business rules Process Materiel Management, e.g., DoD R, DoD Supply Chain Materiel Management Regulation -Each logistics process must conform to the DoD Supply Chain Materiel Management Regulation Transportation, e.g., Defense Transportation Regulation (DTR) DOD Regulation R-Parts I -VI Maintenance, e.g., DoD , Maintenance of Military Materiel -Each Military Component must adhere to the DoD directive entitled Maintenance of Military Materiel Disposal, e.g., DoD M-1, Defense Reutilization and Marketing Manual -The DoD must comply with the provisions of Defense Reutilization and Marketing Manual regarding Demilitarization and Disposal -Standards for property transfer, e.g., DoDI , Defense Property Accountability -The DoD must comply with the Defense Property Accountability DoD instruction as it relates to property accountability Information Technology Data Standards, e.g., DoD M, Defense Logistics Management System Manual and DoD Directive , "DoD Logistics Use of Electronic Data Interchange (EDI) Standards", -Each DoD and DoD Trading Partner must employ the uniform procedures and exchange data in accordance with the Defense Logistics Management System -Policies, uniform procedures, and electronic data interchange standards for conducting DoD logistics business processes RFID Policy, e.g., DoD RFID Policy, UID Policy, MILSTDs 129P and 130M Security Physical security & item control, e.g., DoD R, Physical Security Program -Each operation of the DoD must comply with the DoD Physical Security Program for protection of assets Financial Compliance with Defense Property Accountability; Military Equipment Valuation (MEV) e.g.,, DoD R, DoD Financial Management Regulation - Each logistics operation, including disposal, must comply with the DoD Financial Management Regulations The business rules define the minimum set of requirements critical to establishing MV 40 10 of January, 2005 The Business Goals and Objectives The Current Architecture The Future Vision The Transition Plan The Path Forward The IRB's Role 41 10 of January, Mark/tag materiel at entry into Supply Chain (SC) >> IUID / (RFID) 2. Standard process/transactions across Supply Chain - Move to industry standard information exchange>> Infrastructure - Data, Transactions, Hubs 3. Capture materiel status across SC >> RFID / UID - Facilitate data capture & increase data capture points 4. Enable End-to-End Visibility across SC entities (by Order # & IUID)>> GTN & IDE Convergence 5. Enable military equipment valuation >> Materiel valuation rules How do we get there? Remove Stovepipes Enhance existing systems/processes within current infrastructure Disposal Maintenance Depots USA USN USAF USMC DLA USA USN USAF USMC DLA Vendors Repair USA USN USAF USMC GSA/AAFES DeCA Other USA USN USAF USMC Overhaul DLA Return WARFIGHTERWARFIGHTER TRANSCOM & Other Disposal Repair Repair and Return RFID - Passive RFID Active RFID - Passive IUID Std. Process/Transaction IUID End-to-End Visibility 42 10 of January, 2005 The Business Goals and Objectives The Current Architecture The Future Vision The Transition Plan The Path Forward The IRB's Role 43 10 of January, 2005 Objective is synchronization of initiatives to maximize & accelerate MV value IUID RFID MEV FY06 FY07 FY08 FY09FY10 Full capability for electronic management of DoD property in the possession of contractors Demonstrate an integrated data environment Complete IUID marking of all items and embedded items RFID tagging for Class I commodities and Classes IIIP, IV, V, VII,VIII, and IX shipments Suppliers apply passive RFID tags to all prescribed shipments for all commodities Report full cost to acquire and bring a military equipment (ME) asset to a form and location for its intended use Initial program valuations completed (100% of total universe) Deploy production database for use by the Services Initial deployment of DLMS bridge Adds IUID/RFID content to MILS legacy systems Improved transactional performance through master data modernizations Monitor trading partner migration performance from MILS Extend bridge to remaining data hubs Dec 2010 MEV capability in Services ERPs 2012 Jan 2007 Jun 2007 Infrastructure - Data - Transactions - Hubs 44 10 of January, 2005 The MV BEP will use a standardized monitoring and reporting approach The following charts provide the status of each initiative 45 10 of January, 2005 Description: Next Generation Serialization. Provides for marking personal property items with a machine- readable Unique Item Identifier Stakeholders: DoD-wide Owner: LeAntha Sumpter Action Officer: Rob Leibrandt Lydia Dawson Systems: DOD Suppliers, Wide Area Work Flow, Distribution & Warehousing, Accounting Systems, Property Systems, Maintenance Systems, Logistics Communications, Registries Initiatives / Investments: - FY 05 - ???? - FY 06 - ???? Policy Timeline: Budget / /Resources G Overall: R R R IUID-Item Unique Identifier Draft Risks & concerns Vendor responsible for marking per DFAR Infrastructure is on track, but volume is less than expected PMs to ensure vendors are appropriately marking materiel ACAT1D and above programs: 26 of 36 plans submitted -Remarking and re-identification infrastructure for maintenance and overhaul -Infrastructure No single process/transaction process. AIS Infrastructure (accommodating IUID as a common key) ERP Systems (adding design requirements to incorporate IUID as common key) Being Updated Information is draft only at this point IUID FY06 FY07 FY08 FY09FY10 IUID STANAG ratification by NATO Asset Tracking Working Group Full capability for electronic management of DoD property in the possession of contractors Demonstrate an integrated data environment Complete IUID marking of all items and embedded items IUID plans for info. systems; New GFP on solicitations meet IUID requirements Dec 2010 46 10 of January, 2005 Description: Converting from MILS to commercial standard sets of transactions*. Aligning to single process for transferring property Stakeholders: DoD-wide DISA Owner: ?????? Action Officers: DLMSO DTEB Risks/Concerns: Mandated completion date of 1 Jan 2005 has passed* Most plans and waiver requests not up to date Target completion ranges from 2006 to 2010 and beyond IUID and RFID are dependent on variable length transactions. Will Never modernize our business without variable length transactions 5 different families of transactions; only 2 relate to logistics Systems: DoD-wide Scope: Timeline: Budget/Resources Overall: Information Infrastructure Transactions FY06 FY07 FY08 FY09FY10 Initial deployment of DLMS bridge Adds IUID/RFID content to MILS legacy systems Improved transactional performance through master data modernizations Monitor trading partner migration performance from MILS Extend bridge to remaining data hubs Jun 2007 Infrastructure - Data - Transactions - Hubs Being Updated Information is draft only at this point 47 10 of January, 2005 MILS conversion to EDI X.12 is behind schedule * 25%-30% boost expected from: DAAS equipment upgrade DSS full X12 Implementation BSM additional 1+MLOS 3.7% 5.1% 5.6% 96.3% 94.9% 94.4% EDI X.12 MILS * CY01CY02CY03CY04CY05CY06 Less than 10% of total volume Being Updated Information is draft only at this point Transaction Volumes (Billions Worldwide)- DAAS 48 10 of January, 2005 Description: Establish authoritative data sources for vendor, item, & customer master Stakeholders: DoD-wide Owner: Lisa Romney (VM) DLIS Charlene Woodman (IM) DLMSO - DC Pipp (C) Systems: Vendor Master = Central Contractor Registry (CCR) Item Master = FLIS Customer Master = DoD Activity Addressing File (DoDAAF) for customer addresses. Initiatives / Investments Vendor Master FY 06 TBD Item Master: FY 05 $300k FY 06 TBD Customer Master: FY 05 $250K FY 06 TBD Risks & Concerns Alignment with IUID & OUID Policy Lack of component commitment. Scope: Timeline: Budget/Resources G Overall: Y Y Y Information Infrastructure Master Data Update costs FY06 FY07 FY08 FY09FY10 Implement Real-time update and access to customer master by Army and Air Force Implement Real-time access/for Service applications System/dates TBD Implement Real-time access/for Service & Federal Agency applications System/dates TBD Implement Real-time access/for Service & Federal Agency applications System/dates TBD Dec 2010 Being Updated Information is draft only at this point 49 10 of January, 2005 Description: Passive RFID Organizations: DoD-wide Owner: ADUSD(SCI) Alan Estevez Action Officer: Kathy Smith Risks/Concerns: Component TPs Creating a relationship between DAAS & WAWF. Systems: WAWF 856 Initiatives / Investments: $ Scope: Timeline: Budget/Resources Overall: Radio Frequency Identification (RFID) Get update to Tony Prince/Estavez Being Updated Information is draft only at this point RFID FY06 FY07 FY08 FY09FY10 Tactical USMC RFID impl. at Camp Lejeune and 3 selected aerial ports RFID tagging for Class I commodities, and Classes IIIP, IV, V, VII,VIII, and IX shipments to distribution depots, aerial ports, and maintenance facilities Suppliers apply passive RFID tags to all proscribed shipments for all commodities Jan 2007 50 10 of January, 2005 Description: Converge GTN and DLA IDE into a common integrated data services environment, enabling end-to- end supply chain, distribution, and logistics data visibility Stakeholders: DoD-wide Owner: DPO Executive Board Action Officer: LTC Flanders USTC Shelly Broussard DLA Risks/Concerns: Technical analysis in- progress; timeline and resource information TBD Systems: GTN, DLA IDE, Transportation source systems Initiatives / Investments: $600K (Technical Analysis) C- IDE/GTN USTC $5+Million # 23, Shipment Visibility Warfighter: #26 Intelligent Agents; #27 Reference Data, #24 Collaborative Assistance Scope: Timeline: Budget/Resources G Overall: Y Y Y End-to-End Visibility FY06 FY07 FY08 FY09FY10 Establish PMO and complete convergence study Concept Development and Demonstration, validated/converged ICD/CDD, EA, Acquisition Strategy, Advanced application demonstrations Incremental Application Capability Introduction GTN/IDE Convergence 2011 End-Objectives: Common Applications Integrated Logistics, Distribution, Supply Chain Data Improved end-to-end visibility Logistics information fusion FY05 IDE/AVE Live JTAF Retirement Being Updated Information is draft only at this point 51 10 of January, 2005 Key points from status charts IUID and elimination of MILS is the bedrock for MV IUID Supplier adherence to policy is below expectations (10 of 36 ACAT1D program plans not submitted) Information Infrastructure (elimination of MILS) Ownership and funding are hampering progress End-to-End Visibility (GTN/IDE convergence) Technical analysis in-progress; timeline and resource information TBD Synchronization of initiatives is paramount to ensure: Realization of MV vision Optimal investment allocation 52 10 of January, 2005 The Business Goals and Objectives The Current Architecture The Future Vision The Transition Plan The Path Forward The IRB's Role 53 10 of January, 2005 The MV BEP will be focusing on the following path forward Oversee current Enterprise Transition Plan milestones to ensure implementation of the MV standards required for the Future State Monitor dependencies to achieve milestones Ensure that funding is provided to achieve milestones Escalate issues to governance as required Determine interdependencies among Enterprise and Component initiatives, and BEPs Align BEA Architecture with Component Architectures. Further develop component architecture in 4.0. Provide investment recommendations to maximize BEP outcomes 54 10 of January, 2005 The Business Goals and Objectives The Current Architecture The Future Vision The Transition Plan The Path Forward The IRB's Role 55 10 of January, 2005 Forthcoming certification activities require IRB action The Army is administering the RFITV system for all Services under the J-AIT Program and is coming forward for certification in Feb 2006 USTRANSCOM will be coming forward with the DTCI service contract for certification (outsourcing service but with MV business systems and data impact) in Feb 2006 CAMS-MEV will be coming forward for certification for Milestone B in Jul Has been slated as Enterprise and will be transitioning to DBSAE Annual review (required by NDAA) on previously certified business systems (53 at this point) related to MV BEP is being targeted for completion by Aug 2006 56 10 of January, 2005 IRB support needed to make MV successful TODAYS TAKEAWAYS Obtained an understanding of: The Materiel Visibility Business Enterprise Priority Goals, objectives, architecture, vision, challenges The path forward The role of the IRB in supporting MV Guidance and inquiries related to the successful implementation of MV MV is scheduled to brief the IRB in April 2006