Force Multiplying Technologies for Logistics Support to Military Operations (2014) / Chapter Skim
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6 Logistics Enterprise Information Systems and Decision Support
6 Logistics Enterprise Information Systems and Decision Support
Pages 109-125
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From page 109... ...
LOGISTICS ENTERPRISE INFORMATION SYSTEM Army Enterprise Systems Integration Program The Army has invested heavily in two enterprise resource planning (ERP) systems: GCSS-Army and LMP.
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From page 110... ...
large federated database. In the commercial world, the database would include information on material requirements planning, supply chain management, customer relations management, personnel management, accounts payable, accounts receivable, budgeting, forecasting, and so on.
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From page 111... ...
Army leadership should provide ongoing resource and organizational support for the Global Combat Support System-Army and the Logistics Modernization Program even after full implementation of the system in order to reap the maximum benefits from its investment. System Security Having a single federated ERP data and/or execution system magnifies the Army's vulnerability to cyberattack.
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From page 112... ...
Army Enterprise Systems Integration Program leadership should implement further redundancy, data backup, and security measures for the Global Combat Support System-Army and the Logistics Modernization Program. Data Integrity Data integrity is now, and will continue to be, a significant challenge for the GCSS-Army and the LMP.
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Recommendation 6-4. The Army should continue its efforts to have Global Combat Support SystemArmy interact with sister Service enterprise resource planning systems.
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The UPS Supply Chain Solutions organization actually monitors the stocks levels of inventory and advises the customer of the need to reorder based on restocking thresholds provided by the customer. Better resupply in-transit visibility for Army commanders and unit-level operators could go a long way toward relieving the problems that lead to excess orders, stockpiling of supplies, and cannibalization.
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From page 115... ...
, each of which was key to adopting a systemwide, end-to-end enterprise perspective, referred to in academia and the commercial sector as integrated supply chain management. Each of these catalysts is described in more detail in Appendix G
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From page 116... ...
demand information is made visible using information technology (IT) and provided to the entire logistics enterprise, then the bullwhip effect can be drastically reduced.4 This can be accomplished for the very first time by providing actual consumption information in near real time to all production, provisioning, distributing, and inventory supply elements in the supply chain.
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From page 117... ...
Finding 6-11. The Army currently has no processes, plans, procedures, funding, people or other resources aimed at encouraging the logistics community to develop and propagate apps and higher level tools using data from the Global Combat Support System-Army, the Logistics Modernization Program, or other data systems to improve the decision process.
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From page 118... ...
SOURCE: Josh Call, HQ AMC G-3/4, Ron Lewis, LMP PMO, Henry Singer, Team CSC, "Logistics Modernization Program (LMP) Enterprise Resource Planning (ERP)
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From page 119... ...
To obtain the full decision support potential of the integrated logistics enterprise, the Army should ensure that enterprise resource planning system data transactions and management information systems are complemented by the operations research capabilities needed to conduct modern analytics. The goal should be effective integration of analytics into organizational decision making.
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Finding 6-13. Inadequate attention has been focused on the long-standing need to correct numerous problems in supply chain management, including persistent deficiencies in demand forecasting, inventory policy, and strategic resource planning.
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From page 121... ...
Thus only 10 percent of the analysis force is dedicated to logistics analysis, even though sustainment costs typically account for more than 70 percent of a system's overall life-cycle costs. While it can be difficult to perform comparative analyses of logistics and nonlogistics systems using common relevant measures of effectiveness, it is generally possible.
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From page 122... ...
The Army should educate its leadership about what is possible in logistics analysis, and about the importance of demanding analyses of alternatives using common metrics. Operations Research Support for Logistics The military drawdown during the decade of the 1990s decimated the existing analytical brain trust of logistics-focused military operations research/systems analysts (ORSA)
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From page 123... ...
SOURCE: COL Greg Parlier, Deputy Commander for Transformation, AMCOM, "Enabling a Strategically Responsive, Transforming Army: A Systems Approach to Improve Logistics Chain Efficiency and Effectiveness," presentation to Commanding General, Army Materiel Command, and Commanding General, U.S. Army Aviation and Missile Command, August 22, 2003.
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Recommendation 6-17: In addition to rebuilding analytical capacity within the materiel enterprise, the committee strongly suggests a more comprehensive assessment of the state of operations research across the entire Army using an evaluation construct that includes analytical capacity, capability, utilization, organization, and contribution. REFERENCES Air Ministry.
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From page 125... ...
Supply Chain Management Review. Hugos, M
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