PEO EIS Enterprise Log
Written by PEO EIS
MLF 2009 Volume: 3 Issue: 9 (October)
Enabling Information Supremacy
www.eis.army.mil
A Regular Feature of Logistics News and Information Directly From PEO EIS
The Army continues to modernize its Enterprise Resource Planning (ERP) business systems to simplify operations, optimize processes and provide an accurate, enterprise view of business information to all users. The Army Enterprise Systems Integration Program (AESIP), formerly Product Lifecycle Management Plus (PLM+), is at the center of this initiative. AESIP will be the primary enterprise enabler for finance and logistics ERP systems, and will provide a single source for enterprise hub services, business intelligence and analytics, and centralized master data management.
This past August, AESIP was upgraded to a project management office, and Colonel Pat Flanders took the helm from previous Product Manager Lieutenant Colonel Sandra Vann-Olejasz. As AESIP is positioned for more changes in the future, the following questions and answers shed light on the project and its importance to the Program Executive Office, Enterprise Information Systems (PEO EIS) in creating the Army’s business enterprise.
Q: What is the history of PLM+/AESIP?
A: PLM+ began in April 2004 as a subordinate program under the Global Combat Support System-Army [GCSS-Army], which reports to Program Executive Office, Enterprise Information Systems. The other major Army logistics and finance systems are the Logistics Modernization Program [LMP] and the General Fund Enterprise Business System [GFEBS].
From 2007 to 2008, the PEO EIS Enterprise Resource Planning Task Force conducted an intensive, three-phase study to chart the Army’s business system modernization future. The study directly supported the Clinger-Cohen Act, which requires that each federal agency develop a plan for enterprise integration to provide timely and accurate exchange of consistent information between business functions. The results of phase I determined there is a better way to execute the Army’s finance and logistics ERP programs-integration.
This was closely followed by phase II, which concluded that a federated integration approach would return the most shortterm benefits and position programs for long -term integration. It would also put financials into GCSS-Army, minimize real-time transactions between the ERPs, and would leverage PLM+ for business intelligence, warehousing and material data management. As a result of the increased domain coverage, PLM+ became AESIP in July 2008.
The third phase of the study, which was completed in the fall of 2008, recognized the limits of the federated approach. The study recommended the Army look beyond federation and embrace a “combined” ERP solution. The Army is now moving toward implementation of a combined ERP with end-to-end business processes to best serve the Army’s long- term goals.
Q: Why reorganize Army ERPs?
A: Moving to a combined ERP solution allows sSoldiers to perform their daily logistics and finance tasks more quickly and efficiently, with enhanced enterprise planning, forecasting and analysis. Users will experience improved funds control, total asset visibility, better supply efficiency, reduced inventory, easier audits, increased compliance with standards, and optimization of end-to-end processes.
The Army studies determined that a combined system makes the best use of Army program dollars, which are funded by taxpayers and must be managed in the most cost- effective way.
Q: What is the timeline for fielding and full functionality of a fully-integrated Army business system?
A: The federated approach will be maintained through 2011 and then the combined ERP will be implemented. This approach maximizes current project schedules and investments while moving toward full functionality. ♦