NAVAL LOGISTICS INFORMATION TECHNOLOGY STRATEGIC … Plan...Naval Logistics IT Strategic Plan 01 February 2010 Spiral 1.0 ii Unclassified Maintenance Strategy – The vision of the

NAVAL LOGISTICS INFORMATION TECHNOLOGY STRATEGIC PLAN UNCLASSIFIED

MAINTENANCE AND SUPPLY FUTURE STATE WORKING GROUP

01 February 2010SPIRAL 1.0

Naval Logistics IT Strategic Plan 01 February 2010

Spiral 1.0 Unclassified

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Spiral 1.0 Unclassified

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Spiral 1.0 i Unclassified

EXECUTIVE SUMMARY This document presents the Maintenance and Supply Future State Working Group’s (MSWG) recommended strategy for Information Technology (IT) investments over the next 8 to 10 years in the areas of naval maintenance and supply. The Fleet Readiness and Logistics IT Executive Committee (EXCOMM) was initiated and chartered by OPNAV N4 on 18 Dec 08. The IT EXCOMM directed the creation of an IT Strategy for Naval Logistics IT that provides improved decision support for IT investments at the Echelon I and II levels, including support for Program Objective Memorandum (POM) -12/14 decision-making. The MSWG is one of five working groups chartered by the IT EXCOMM to document the Logistics IT strategy 'big picture' that will enable leadership to draw a ‘line of sight’ from discreet initiatives and investments to the strategic future state. The scope of the Logistics IT Strategic Plan includes all maintenance and supply IT applications/systems resourced in part or fully by OPNAV N4 and their associated business processes and requirements. This document is being updated on an annual basis to support the POM/Program Review (PR) process. This document, Spiral 1.0:

• Provides maintenance and supply business requirements. • Maps existing IT applications to the MSWG requirements. • Presents a path to achieve an integrated vision for maintenance and supply

logistics IT systems. • Identifies future state recommendations that lead to a common maritime,

aviation, and expeditionary maintenance solution. • Guides IT development and sustainment efforts by aligning investments to the

strategic plan. • Identifies opportunities for application reductions, business process

standardization, data standardization, and hardware reductions.

Spiral 1.0 presents the MSWG’s long term vision and recommended strategy. This strategy will help define the scope of the Analysis of Alternatives (AoA) to be performed in FY 2010/2011. The MSWG vision is to develop an integrated naval maintenance and supply IT solution set that aligns capability development to mission needs and delivers affordable enhancements through standardization of processes and tools, and cost efficiencies through IT automation. In support of the MSWG vision, the working group has identified overarching goals, objectives, and strategies for the following strategic functions: Maintenance, Supply, Calibration, and Data Warehousing, Analysis and Reporting. These functions are performed at, or in support of, naval industrial facilities ashore, and operational forces deployed and at home. The following strategies have been identified for the MSWG strategic environments:


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Maintenance Strategy – The vision of the maritime, aviation and expeditionary maintenance communities is to enable standardized operational and ashore business processes through a cost effective and mission supportive enterprise solution, for all levels of maintenance. The long-term maintenance strategy is dependent on an AoA to outline an enterprise maintenance solution decision. However, the current strategy will achieve consolidation and standardization within each community as transition occurs towards an enterprise solution. The below three-phased transition strategy will lead the maritime, aviation, and expeditionary operational forces and ashore activities to a single integrated maintenance IT solution.

• The first phase (Group and Reduce Systems/Applications (2010 - 2013)) consists of mapping applications to systems, grouping those systems into Family of Systems (FoS), reducing the number of applications/systems to support transition to an enterprise solution, and conducting an AoA to help define the scope of the future maintenance IT solution.

• The second phase (Align with Enterprise Resource Plan (2014 – 2015)) continues to consolidate applications/systems, begins to transition to an enterprise solution in targeted business areas based on the AoA results, and mandates systems to conform to Department of Defense (DoD)/Department of Navy (DoN) Chief Information Officers (CIO) common data standards.

• The third phase (Transition to Enterprise Solution (2016 – 2017)) will incorporate early adopters and transitions FoS into a single maintenance IT solution, fully integrated/aligned with the supply and financial capabilities provided by Navy Enterprise Resource Planning (Navy ERP).

The Navy ERP/SAP Feasibility Study (December 2009) concluded that Navy ERP/SAP was technically feasible, with concerns noted that further analysis and ‘deep dives’ were required to address and resolve scheduling, scalability, afloat capability, expeditionary capability, and ‘work to test’. Additional concerns were also noted that an enterprise solution must provide adequate management and protection of controlled classified and unclassified sensitive data (e.g., Unclassified Naval Nuclear Propulsion Information (U-NNPI), NNPI, privacy-protected data).

Calibration Strategy – The Calibration strategy is to provide an enterprise solution for all DoN calibration laboratories and cognizant authorities that enables cost effective execution of the business of scheduling, recalling, reporting, and calibrating Test, Measurement and Diagnostic Equipment (TMDE) with full and common functionality Ashore, Afloat and during disconnected operations. This strategy is a two-phased migration to a single information and knowledge management system for all DoN calibration facilities to carry out the business of calibrating TMDE and to centrally manage TMDE. The two phases are:

• Phase 1 (2010-2014) – Continue current operations while reviewing Metrology and Calibration (METCAL) IT requirements and perform gap analysis, conduct an Analysis of Alternatives and identify a single solution.

• Phase 2 (2014-2016) – Implement Test and Measurement Systems (TAMS) Executive Board (EB) solution. Upon completion of Phase 2, the calibration solution will be positioned to integrate with a future enterprise solution.


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Data Warehousing, Analysis and Reporting Strategy – Data Warehousing, Analysis and Reporting vision is to provide a single data repository for all maintenance, allowing cross-community analysis and metrics for logistics and engineering endeavors. However, an enterprise solution strategy still needs to be developed. The community-based interim strategies are:

• Maritime – Pursue an interim solution that supports implementing the same business processes regardless of activity (e.g., Naval Shipyard, Trident Repair Facility (TRF), or Regional Maintenance Center (RMC)).

• Aviation – Transition from current legacy data warehousing reporting systems to Decision Knowledge Programming for Logistics Analysis and Technical Evaluation (DECKPLATE), which will deliver increased levels of business intelligence sophistication, integration, and interoperability and will contribute to critical, near real-time information on equipment status and availability.

• Expeditionary Forces – Continue use of existing systems until an enterprise solution is developed. The Expeditionary Forces differ from other naval entities in that they do not track data by Unit Identification Code (UIC) but rather by Table of Allowance (TOA), United States Number, or force element.

Supply Strategy – The Supply vision is to strengthen the relationship between the ashore and operational forces supply community’s supply chain by leveraging an enterprise solution. This vision is further defined below:

• Ashore – Establish Navy ERP as the single supply solution for supply chain management to ensure business processes and support activities are unified, standardized, streamlined as well as integrated with Operational Forces single supply baseline.

• Operational Forces – Establish a single supply baseline used by operational forces and supporting units, aligned with Navy ERP, to provide global functionality for all commodities, warfare communities and platforms to reduce workload.

The interim and long term strategies for ashore and operational forces are: • Ashore

- Interim (2010-2011) – Establish an Enterprise Support environment by leveraging Navy ERP Release 1.1 for wholesale / retail material management and to begin eliminating legacy ashore systems.

- Long Term (2012-2017) – Establish Navy ERP as the single supply solution for supply chain management and ensure business processes and support activities are unified, standardized, streamlined as well as integrated with operational forces single supply baseline.

• Operational Forces - Interim (2010-2011) – Leverage current resources to identify and act on

opportunities that move supply functions for operational forces toward their long term strategy. This includes migrations, requirement statements, gap analysis, AoA and feasibility studies.

- Long Term (2012-2017) – Develop and deploy a single supply baseline that accommodates all warfare communities, consolidates multiple commodity management, and allows for reduced workload.


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MSWG Path Forward in Spiral 2.0 The MSWG recommends moving forward on the following activities in CY 2010:

• Leverage MSWG business requirements for the development of formal acquisition requirements.

• Define the scope and boundaries of AoA. • Coordinate subject matter experts’ participation in the AoA. • Review AoA results. • Establish an IT roadmap that leads to a common maintenance and supply

solution for maritime, aviation and expeditionary communities. • Coordinate cross-community business process mapping to support the definition

of common business processes. • Track the status of major IT projects and ensure the alignment of these projects

to the Logistics IT Strategic Plan.


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Table of Contents Executive Summary..................................................................................................................................... i List of Figures ............................................................................................................................................ vi List of Tables .............................................................................................................................................. vi Background ................................................................................................................................................. 1 Scope............................................................................................................................................................ 2 MSWG Mission ............................................................................................................................................ 4 MSWG Vision............................................................................................................................................... 4 Strategic Goals and Objectives ................................................................................................................. 5 Capabilities and Characteristics of Enterprise Solution....................................................................... 12 MSWG IT Strategy Introduction............................................................................................................... 21 Maintenance .............................................................................................................................................. 23

Vision…...................................................................................................................................................23 Transition Strategy (2010 – 2016)...........................................................................................................26 Future State (2016 - 2017)......................................................................................................................40

Calibration.................................................................................................................................................. 41 Vision................................................................................................................................................... …41 Transition Strategy (2010 - 2016) ...........................................................................................................42 Future State (2016 – 2017) .....................................................................................................................43

Data Warehousing, Analysis, and Reporting ......................................................................................... 44 Vision................................................................................................................................................... …44 Transition Strategy (2010 - 2016) ...........................................................................................................44 Future State (2016 - 2017)......................................................................................................................46

Supply ........................................................................................................................................................ 47 Vision…...................................................................................................................................................47 Ashore... .............................................................................................................................................. …48

Capabilities / Requirements ........................................................................................................48 Interim Strategy (2010 – 2011) ...................................................................................................49 Long Term Strategy (2012 – 2017) .............................................................................................51

Operational Forces..................................................................................................................................54 Capabilities / Requirements ........................................................................................................54 Interim Strategy (2010-2011) ......................................................................................................58 Long Term Strategy (2012-2017)................................................................................................60

Appendix A - Acronyms ......................................................................................................................... A-1 Appendix B - IT Strategic Alignment..................................................................................................... B-1 Appendix C - Naval Maintenance and Supply Requirements Baseline............................................. C-1 Appendix D - Naval Maintenance and Supply Application Mapping ................................................. D-1 Appendix E - Master List of Naval Maintenance and Supply Systems...............................................E-1 Appendix F - Shared Infrastructure........................................................................................................F-1 Appendix G - Military Sealift Command................................................................................................ G-1 Appendix H - Distance Support Customer Relationship Management ............................................. H-1


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List of Figures

Figure 1: Integrated Maintenance and Supply Vision ...................................................................................4 Figure 2: MSWG IT Strategy Introduction...................................................................................................21 Figure 3: Maintenance Consolidation/Transition IT Roadmap....................................................................27 Figure 4: Supply Future Vision....................................................................................................................47 Figure 5: Interim and Long Term IT Strategy for Customer Support Systems Graphic..............................53 Figure 6: Interim and Long Term IT Strategy for Operational Systems Graphic ........................................62 Figure 7: Naval Maintenance & Supply Requirements Baseline .............................................................. C-1

List of Tables

Table 1: Maintenance System Consolidation/Transition IT Roadmap........................................................26 Table 2: Interim and Long Term IT Strategy for Customer Support Systems ............................................52 Table 3: Interim and Long Term IT Strategy for Operational Systems .......................................................61 Table 4: Logistics IT Strategic Plan Alignment ......................................................................................... B-1

Points of Contact

Name Department Address

Aimee Scanlon Chief, Naval Operations (CNO) N402

Department of the Navy Office of the Chief of Naval Operations Washington, DC 20350-2000

Maureen Ransom United States Fleet Forces (USFF), N437

United States Fleet Forces Command 1562 Mitscher Ave, Ste 250 Norfolk, VA 23551-2487

CAPT Tim Greene United States Fleet Forces (USFF), N412

United States Fleet Forces Command 1562 Mitscher Ave, Ste 250 Norfolk, VA 23551-2487

Spiral 1.0 1 Unclassified


BACKGROUND DoN logistics has lacked an overall cohesive IT strategy. Historically, DoN logistics IT applications have been developed to address the needs of an individual command or user base (e.g., Maritime, Aviation, Expeditionary Forces). In many cases, applications have been created based on old paper processes without performing business process improvements or data optimization. Funding of applications comes from a variety of sources, including through the OPNAV N4 POM/PR process, as well as directly from the end users. The result is a mixture of systems focused on a subset of the naval logistics community or an individual command/user group. This situation is exacerbated by the inability of formal programs of record to deliver products on time and within budget. By the time these ‘enterprise’ solutions are delivered, they are often using out-of-date technology or are reduced in scope because of cost overruns, funding constraints, and customer dissatisfaction. The result is a perpetuation of interim solutions built on the expectation that an enterprise solution will eventually replace the current aging IT infrastructure. Some of the challenges facing the current IT environment include:

• A proliferation of applications providing similar, if not redundant, capabilities. • Non-standardized business processes, data, and policies limiting interoperability

and the ability to develop common IT solutions. • Aging software and hardware infrastructure that is expensive to maintain. • Continued perpetuation of point solutions developed to address the needs of an

individual command without consideration of the enterprise.

To address these deficiencies, OPNAV chartered the Fleet Readiness and Logistics IT EXCOMM in December 2008. The purpose of the IT EXCOMM is to establish an executive level decision making forum to approve a set of DoN Logistics IT initiatives with clear linkages between OPNAV N4 investments, supported business processes, and IT solutions which will ensure maximum interoperability at a minimal cost. The IT EXCOMM chartered the MSWG to collect, document, and analyze requirements across the maintenance and supply communities; map existing IT systems to the requirements; and develop a recommended IT strategy to meet current and future requirements. Spiral 1.0 documents these efforts to date.



SCOPE The scope of this plan includes all maintenance and supply IT applications/systems resourced in part or fully by OPNAV N4 and their associated business processes and requirements. The scope excludes the evaluation of Marine Corps ground forces logistics systems, transportation and distribution requirements previously excluded from the Spiral 1.0 scope, OPNAV N8 sponsored aircraft platform unique functionality, and DoD/DoN mandated systems. These systems will be included in the future state strategy when applicable. The IT EXCOMM agreed to support Military Sealift Command (MSC) efforts to continue executing their internal IT strategy, and thus is being addressed separately in Appendix G. The purpose of the MSC section is to keep the MSWG and IT EXCOMM informed of MSC Logistics IT program progress. This section will be maintained by MSC and USFF. The MSWG recognizes the importance of Distance Support (DS) Customer Relationship Management (CRM) in an enterprise solution. Spiral 1.0 does not include specifics of DS CRM; however, the DS program office inputs are included as Appendix H to keep the MSWG and IT EXCOMM informed of DS Logistics IT program progress. DS CRM will be incorporated in future spirals of this document. This document is being developed to support a spiral development approach and will be updated on an annual basis to support the POM/PR process. This document, Spiral 1.0, includes:

• Naval Maintenance and Supply Requirements Baseline. Appendix C captures an initial set of requirements for maintenance and supply business processes performed across aviation, maritime, and expeditionary communities.

• Naval Maintenance and Supply Application Mapping. Appendix D provides an initial mapping of applications to the Maintenance and Supply Requirements Baseline and the ‘As-Is’ application view.

• Master List of Naval Maintenance and Supply Systems. Appendix E provides the Master List of Systems, including amplifying descriptive information for each, as identified by OPNAV N4 memo 4000 Ser N40/9U158016 of 10 Nov 09. The memo stated that all IT system submissions received will be specifically evaluated to ensure alignment and compliance with the Logistics IT EXCOMM strategy documents produced by the IT EXCOMM Working Groups. In Enclosure (2) of the OPNAV N4 memo, 202 systems are identified as within the scope of the MSWG and are included as a separate attachment to this document.

Initially, the MSWG utilized DoN Application and Database Management System (DADMS) to assist in defining the family of systems that currently enables the DoN’s maintenance and supply business functions. While, as of 31 August 2009, DADMS contained 626 entries associated with the 22 Logistics IT Portfolios, only a subset of these entries truly represent the DoN’s maintenance and supply business systems.



The portfolios and their owners are listed as follows:

• Aviation Managed Portfolios: Aviation Platform IT, Aviation Support Equipment IT, Aviation Up-line Analysis and Reporting IT, Fleet Readiness Center IT.

• Maritime Managed Portfolios: Shipyard IT, Ship – Warfare Center IT, Configuration Management, Fleet Family of Systems, Ship Platform IT, Submarine IT, Logistics Gateways – Fleet to Shore Communications IT.

• ERP Managed Portfolios: Navy ERP, Supply Enterprise Resource Planning (ERP), Other ERP.

• Supply Managed Portfolios: Supply Materiel Requirements Planning, Supply Order Processing, Supply Inventory Management, Supply Asset Visibility, Transportation & Distribution.

• Military Sealift Command (MSC) IT Portfolio. • Calibration IT Portfolio. • Seabee Logistics Management Portfolio (A nomenclature request has been

submitted to OPNAV N4 to change Seabee to Expeditionary).

OPNAV identified 202 DoN maintenance and supply business systems, however, the system data is still being collected and analyzed by OPNAV, and therefore, MSWG applications cannot be mapped to the system data at this time. In response to the OPNAV N4 Memo dated 1 July 2009, the MSWG is evaluating Navy ERP/SAP as the primary target solution for performing maintenance and supply activities in the future. The Navy ERP/SAP Feasibility Study (December 2009) concluded that Navy ERP/SAP was technically feasible, with concerns noted that further analysis and ‘deep dives’ were required to address and resolve scheduling, scalability, afloat capability, expeditionary capability, and ‘work to test’. Additional concerns were also noted that an enterprise solution must provide adequate management and protection of controlled classified and unclassified sensitive data (e.g., U-NNPI, NNPI, privacy-protected data). The MSWG requested an AoA to evaluate alternative options for comparison to Navy ERP to be conducted in FY 2010. Specific actions, boundaries, and master schedule for the AoA are under review at this time. The results of the AoA will be released following the completion of Spiral 1.0 which may make the overall strategy diverge from the long term recommendations identified in this document. Depending on the timetable for deploying an enterprise solution, the community based consolidation strategy identified in this document will be executed in part or in full as an interim step toward an enterprise solution. Navy ERP and the consolidation strategy will be evaluated based on functional capabilities, technical feasibility, cost, schedule, and risk.



MSWG MISSION Deliver secure, interoperable, and integrated IT capabilities for the DoN to support the full spectrum of maintenance and supply war-fighting support missions.

MSWG VISION

An integrated Naval Maintenance and Supply IT strategy that aligns capability development to mission needs and delivers affordable enhancements through standardization of processes and tools, and cost efficiencies through IT automation.

The overarching MSWG vision is described in Figure 1 below.

Figure 1: Integrated Maintenance and Supply Vision



STRATEGIC GOALS AND OBJECTIVES

1. ESTABLISH A DISCIPLINED INVESTMENT MANAGEMENT

PROCESS FOR INTEGRATED MAINTENANCE AND SUPPLY

SYSTEMS – Enhance value to the customer and minimize resource requirements by

increasing efficiency, expanding the use of enterprise solutions, eliminating redundant functionality, and measuring the performance of IT investments over time.

2. SUPPORT THE STANDARDIZATION OF BUSINESS PROCESSES

AND ASSOCIATED IT TOOLS – Provide an integrated maintenance and supply IT solution that supports

business process standardization and improvements while accounting for the diverse safety and operational requirements of the DoN.

3. ALIGN IT INVESTMENTS TO SUPPORT MISSION

ACCOMPLISHMENT – Ensure IT investments support mission accomplishment and align to the

Logistics and Readiness IT EXCOMM approved business requirements baseline.

4. FOSTER AGILE, ACCURATE, AND SECURE DATA ENVIRONMENT – Make data available to users when and where it is needed, while

maintaining data accuracy, integrity, and security, through the use of trusted data sources and services.



GOAL 1 ESTABLISH A DISCIPLINED INVESTMENT MANAGEMENT PROCESS FOR

MAINTENANCE AND SUPPLY SYSTEMS

DESCRIPTION

Enhance value to the customer and minimize resource requirements by increasing efficiency, expanding the use of enterprise solutions, eliminating redundant functionality, and measuring the performance of IT investments over time.

OBJECTIVES

1.1 Expand the use of cost effective enterprise solutions. Reduce or control IT costs, and avoid redundant and overlapping systems through the development of modular Open Architecture (OA) based solutions.

1.2 Reduce the number of Logistics IT assets (e.g., systems, applications, and servers). Identify redundant systems and develop exit strategies, to reduce the overall IT footprint, when cost effective.

1.3 Align IT execution year development to the Logistics IT Strategic Plan. Establish enterprise governance and portfolio management framework, which aligns execution year development, with the Logistics IT Strategic Goals.

1.4 Achieve cost savings through IT automation. Work with business process owners to identify process intensive activities, which can be streamlined through IT automation, with the objective of eliminating unnecessary process steps and optimizing work flow, in order to achieve measurable cost savings.

1.5 Track the status of major IT projects focused on IT consolidation, new functionality, and/or business process improvements. Assess ability of projects to deliver capabilities on time and within budget. Report status to the Fleet Readiness & Logistics Governance IT EXCOMM. Minimize software development performed outside of POR while allowing for innovation and rapid capability development.

1.6 Pool resources to provide increased capabilities to the warfighter at a reduced cost. Provide new capabilities, to the warfighter and business users, by coordinating with the broader stakeholder community to align resources with projects that deliver capabilities for use across the Naval Logistics, and life cycle supportability enterprise.

KEY PERFORMANCE INDICATORS

• Will be identified in future spirals.



GOAL 2 SUPPORT THE STANDARDIZATION OF BUSINESS PROCESSES AND

ASSOCIATED IT TOOLS

DESCRIPTION

Provide an integrated maintenance and supply IT solution that supports business process standardization and improvements, while accounting for the diverse safety and operational requirements of the DoN.

OBJECTIVES

2.1 Establish an IT Roadmap that leads toward a common maintenance solution for expeditionary, maritime and aviation communities. The DoN currently provides separate maintenance management solutions for aviation and maritime. Many capabilities are common between these solutions. Moving forward, the Logistics community will leverage commonality and demonstrate measurable steps toward the development of a single maintenance solution. A full requirements statement and business case analysis is required for any solution other than Navy ERP.

2.2 Seek and exploit opportunities for standard processes and common tool solutions. Once the maintenance and supply requirements baseline is established, current applications will be mapped to the requirements. This mapping will identify areas of potential redundancy. Working with the business process owners, the MSWG will identify areas requiring standardization.

2.3 Provide an integrated maintenance and supply IT solution. In today’s environment, the interoperability between maintenance and supply systems is critical to maintaining operational readiness and asset visibility. Warfighers’ demand signals are met by getting the right support to the right place at the right time.

2.4 Provide seamless integration between operational forces and logistics support units. The DoN continues to reduce the overall manning requirements aboard ships and other operational forces by moving workload ashore. In addition, the need for timely and accurate data increases, as technology matures, and the DoN deploys both larger forces and smaller, mission-tailored forces or detachments to respond, at a moment’s notice, to crises and contingencies throughout the world.

2.5 Reduce workload in Operational Forces. Minimize warfighter human interface/data entry activities.

2.6 Identify IT solutions built to support platform and site specific business processes and IT tools. Evaluate and report the impact of incorporating platform/site specific requirements into an enterprise maintenance solution. Identify associated policies, and if selected as a future state solution, provide full business case analysis for platform/site specific solutions.



2.7 Identify and promote best practices. Examine and report on industry and DoD best practices that can be applied to the Naval Logistics IT Enterprise. Determine applicability and cost benefits of extending initiatives, across the enterprise





GOAL 3 ALIGN IT INVESTMENTS TO SUPPORT MISSION ACCOMPLISHMENT

DESCRIPTION

Ensure IT investments support mission accomplishments alignment to the Logistics and Readiness IT EXCOMM approved business requirements baseline.

OBJECTIVES

3.1 Ensure IT Solutions meet mission and business requirements, identified in the Maintenance & Supply Requirements Baseline. All new software development efforts should map to the Maintenance & Supply Requirements Baseline to ensure redundant capabilities are not being delivered. If new capabilities are being delivered, the baseline should be updated to reflect the addition. The requirements baseline must be managed over time to ensure accuracy.

3.2 Provide agile solutions that are responsive and available when and where needed to support diverse Naval Logistics operations. This includes operations performed by operational forces and ashore activities. Initiate changes in current and future DoN information systems, to address the unique Expeditionary requirements necessitated by geographically dispersed operating units and equipment/facilities, with reduced manning and minimal infrastructure support.

3.3 Rapidly develop and deploy capabilities. Software releases often require several years to develop and deploy because of changing requirements, immature software processes, lengthy external release approval processes, system interdependencies, and acquisition requirements. Barriers must be removed and governance established to allow applications to more rapidly deliver capabilities to the fleet, while ensuring programs are accountable for delivering software on time.

3.4 Deliver easy to use software solutions. Current legacy systems suffer from cumbersome work flows and interfaces. Future Logistics IT systems must be easy to use and navigate for the practitioner.





GOAL 4 FOSTER AGILE, ACCURATE, AND SECURE DATA ENVIRONMENT

DESCRIPTION

Make data available to users when and where it is needed, while maintaining data accuracy, integrity, and security, through the use of trusted data sources and services.

OBJECTIVES

4.1 Ensure interoperability among systems and comply with DoD and DoN CIO Data Management and Interoperability policy requirements. Systems must interoperate with Navy ERP, Global command and control System – Marine Corps (GCCS-MC0, Defense readiness Reporting System – Navy (DRRS-N) and other approved enterprise solutions. Expand the use of OAs and data services in order to support Net Centric Operations.

4.2 Ensure information is secure. Maintain full compliance with National, DoD, and DoN information assurance policies and security. Logistics capabilities must provide adequate management and protection of controlled classified and unclassified sensitive data (e.g., U-NNPI, NNPI, privacy-protected data). Additionally, high side capabilities must be able to pull in unclassified information as needed to provide for a Consolidated Integrated Operating Picture.

4.3 Identify and promote authoritative data sources. Manage data as a strategic asset, in order to identify and promote the use of Authoritative Data Sources (ADS) in support of the OPNAV Functional Data Manager database identification effort. Accurately identifying and publishing ADS will enable data to be entered once and used many times.

4.4 Provide data to users when and where needed. System users must be able to easily access, use, and update information, specific to their job, regardless of which network or local equipment the user is provided. The Naval Logistics workforce is a heterogeneous mixture of US Citizens and foreign nationals, military personnel, civilian government personnel, and contractors which interact with and have a responsibility toward the public. All of these data providers and user groups must be supported simultaneously.

4.5 Maximize availability of critical business systems. The Naval Logistics workforce operates around the world in many different time zones. The access to and use of information, services, systems, and data must be provided continuously and support avoidance of unscheduled outages. Scheduled outages must be limited and controlled.



4.6 Accuracy and integrity of data must be preserved at all times. Operational decisions are made based on logistics data calculations. These decisions may impact material readiness, personal safety, and financial allocations. Consequently, data accuracy and integrity are paramount. Also, data integrity must be maintained following disconnected operations by ensuring data is properly synchronized.





CAPABILITIES AND CHARACTERISTICS OF ENTERPRISE SOLUTION During this spiral, the MSWG identified critical capabilities and characteristics of a comprehensive enterprise solution and have been grouped into Technical, Business and Programmatic categories, with definitions provided. These capabilities and characteristics are mapped to the MSWG Strategic Goals and Objectives (SG&O), and are referenced using the following format: SG&O X.x, where X is the strategic goal and x is the objective. A complete listing of baseline requirements is included in Appendix E.

Technical – A technical requirement pertains to the technical aspects that a system must fulfill, such as performance-related issues, reliability issues, and availability issues, and are often called Quality of Service requirements or service-level requirements. Technical requirements are documented in the same manner as business rules, including a description, an example, a source, and references to related technical requirements.

T-1. Navy ERP Compliant: System/solution is an enterprise solution, bolt-on, or interfaces with Navy ERP in such a way that financial and supply data is seamlessly passed between systems to ensure enterprise traceability and visibility is maintained. (SG&O 1.2)

• Expected Benefits: – Provides interoperability with Navy ERP. – Improves visibility of maintenance, supply and financial data.

T-2. Centrally Hosted Ashore: Consolidation of several system data centers

into one centrally hosted site. (SG&O 1.1)

• Expected Benefits: – Reduces hardware. – Reduces potential data center requirements. – Reduces potential system/system interfaces. – Provides standardization of tool/process. – Provides the ability to deploy software more rapidly. – Reduces the number of application versions in production.

T-3. Web-Based Thin Client: Access application from web-browser without

requiring the execution of a client application on the user’s local machine. (SG&O 3.4)

• Expected Benefits: – Reduces software deployment costs. – Provides data accessibility when and where needed (i.e., from any

authorized internet location when appropriate).



T-4. Near Real-time Integration: Ability to perform transactions in real-time within internal functional modules and with external applications (when connected) as opposed to interfacing and batch processing. (SG&O 4.4)

• Expected Benefits: – Improves data accuracy and reporting capabilities. – Improves data integration between maintenance, supply and

financial systems. – Provides same data availability to all users at all times. – Provides up-to-date information available to decision makers.

T-5. Reduced Data Entry: Provide IT applications, to support efficient operations, which require less transactions and touch-time by end users and administrators than today. (SG&O 3.4)

• Expected Benefit: – Improves efficiency and reduced amount of time required to

enter data.

T-6. Minimized Data Repositories: Database design must be optimized for scalability, reliability, availability, performance and maintainability while minimizing the number of database(s) within the solution. The solution must be capable of synchronizing databases across the enterprise and/or provide the data as a service. (SG&O 2.3)

• Expected Benefits: – Improves data integrity and integration. – Reduces interface requirements. – Reduces overall cost to maintain systems for DoN (maintaining a

single system versus many).

T-7. Common Data Standards and Formats (EDI/DLMS/ UCORE): Utilizes the following data standards: Electronic Data Interchange (EDI), Defense Logistics Management System (DLMS) business rules, and Universal Core (UCORE). (SG&O 2.2)

• Expected Benefits: – Improves interoperability between systems. – Reduces cost of maintaining software interfaces. – Applies same standard to all DoD. – Allows data exchange with platform providers and material

suppliers that utilize industry data standards.



T-8. Single Sign-on: Users will have a single sign-on for all the systems and a common set of access privileges and user roles, across all systems. User roles identified in the system will control the level of access of any given user. (SG&O 3.4)

• Expected Benefits: – Provides less complexity for user. – Provides ease of use.

T-9. Automatic Software Updates: Ability to push software updates automatically over the network or install software updates at a centrally hosted site, as opposed to deploying software updates to user sites via Compact Disc (CD) and/or install teams. (SG&O 1.4)

• Expected Benefits: – Provides software changes deployed more rapidly. – Reduces number of application versions in production. – Provides uniform deployment across the enterprise.

T-10. Supports Transition to CANES and NGEN Networks: System is part of Consolidated Computing Environment (CCE) Early Adopters; Precursor to Consolidated Afloat Networks and Enterprise Services (CANES). When available, integrate with and operate on CANES network infrastructure afloat and Next Generation Navy/Marine corps Intranet (NMCI) (NGEN) network infrastructure ashore. (SG&O 2.2)

• Expected Benefits: – Supports migration to CANES. – Establishes inoperability with IT-21 currently and CANES afloat in

the future; and NMCI currently and NGEN ashore in the future.

T-11. Portable Solution: Solution should be able to be transported to forward deployed areas with field units. This requires the solution to operate on portable hardware such as small laptop computers. (SG&O 3.2)

• Expected Benefits: – Provides support to expeditionary forces. – Provides support to all forward deployed forces.

T-12. Wireless: Wireless connectivity allows for the transfer of maintenance

and supply information over a distance, without the need of electrical conductors or wires. Wireless operations permits communications to operational areas that are impossible or impractical to achieve using hard wired communications. (SG&O 3.2)

• Expected Benefits: – Provides potential solution for deployed operations. – Provides availability on as needed basis.



T-13. Continuous Process Improvement: Enable continuous process improvement of customer business processes by deploying agile IT solutions that can rapidly change and adapt to support customers. (SG&O 2.2, 2.7)

• Expected Benefit: – Improves business processes to increase asset availability and

minimize cost. T-14. DoD Mandated Net Centricity Requirements: Ensure all data is

deliverable over the DoD/DoN family of integrated networks (i.e., the Global Information Grid (GIG)) from the instant of data creation. This information must be ‘discoverable’, in context with related information by the user community, and users must be able to subscribe to the information services pertinent to their duties, roles, and organizations. Must also provide net centric enterprise services related to user management, security, discovery, mediation, storage, and applications. (SG&O 4.1)

• Expected Benefits: – Delivers IT costs that are reduced or controlled to keep

maintenance and supply operational overhead to a minimum. – Avoids redundant and overlapping applications and systems.

T-15. Skill and Qualification Access: User access to the system will be provided through convenient, role based access maintained in the system. The role based information will be associated with the individual user and the command assignment. This includes information concerning configuration items, work/repair efforts, ordering parts for equipment and equipment readiness. Access will be limited to the minimum information required to accomplish assigned duties. (SG&O 3.4, 4.2)

• Expected Benefits: – Protects validity of the information. – Ensures the correct level of skill and qualification access. – Improves system security.

T-16. Continuity of Operations: Systems have acceptable levels of proven

backup and fail-over in accordance with IT Contingency Plans, which directly support Command-level Business Continuity Plans. Fail-over needs to support contingency for natural disaster. Centrally hosted site needs a back up site that is located in a different geographical location. (SG&O 4.2)

• Expected Benefits: – Protects commands by providing back-up/fail-over operations. – Ensures data available for operational missions.



T-17. Service Oriented Architecture: Solutions shall utilize Service Oriented Architecture (SOA) to the maximum extent, in order to decouple business rules and software services from the underlying technical architecture. (SG&O 2.2)

• Expected Benefits: – Provides for a more agile system development/enhancements – Provides lower maintenance and sustainment costs.

Business – A business specification (or sometimes functional specifications) is a formal document used to describe in detail, for software developers, a product’s intended capabilities, appearance, and interactions with users. The functional specification is both a guideline and continuing reference point as the developers write the programming code.

B - 1. Multi – UIC / Multi – ORG: This is the ability for multiple activities to

operate out of a single instance of the software. The software must be able to segregate each activity’s information from other activities, and limit access to the activity’s information to only authorized users. The system can perform standard maintenance and supply support functions globally (Enterprise, Class Squadron (CLASSRON), Strike Group, UIC, Organization Code (ORG), etc.) without having to enter in and out of each unit's database; and also includes the ability to sort or group individual units and perform functions across that group at once. (SG&O 3.2)

• Expected Benefits: – Acts as distance support enabler. – Improves data visibility. – Reduces potential hardware. – Provides roll-up by specific groupings.

B - 2. Mobile Computing Capability: The system shall use common Mobile

Computing Capability (MCC). MCC is a common operating system for handheld devices to manage all commodities/resources. (SG&O 2.5)

• Expected Benefit: – Eliminates multiple legacy software applications.

B - 3. Classified/Unclassified Sensitive Data and Technology Control:

Provide adequate management and protection of controlled classified and unclassified sensitive data and technology (e.g., U-NNPI, NNPI, privacy-protected) based on appropriate user roles and physical locations. (SG&O 4.2)

• Expected Benefits: – Handles and protects classified/unclassified sensitive data and

technology. – Supports all data in same application.



B - 4. Configuration Management: Maintains configuration of end items, weapon systems and components as the system of record or links to configuration systems of record. (SG&O 1.4)

• Expected Benefits: – Maintains functional requirement. – Uses up to date logistics information.

• Equipment. • Materials. • Technical Documents.

B - 5. Maintenance History: Maintains, within the application, a record of

platform maintenance history performed. (SG&O 4.4)

• Expected Benefits: – Tracks maintenance events on all platforms and specific parts

installed. – Tracks individuals that performed maintenance.

B - 6. Supports Depot Level Projects: Provide capability of supporting a wide

range of depot level maintenance projects, ranging from large ship availabilities and aircraft overhauls, to small component and system-level projects, and provide capability to conduct ‘what-if’ modeling. (SG&O 3.1)

• Expected Benefits: – Allows system use in Naval Shipyards for major overhauls of ships

and equipment. – Provides ability to determine impact on schedule and funding

scenarios.

B - 7. Foreign National Access: Configured and authorized to allow for Foreign National access to maintenance and supply systems. This includes the appropriate security for foreign nationals, and the ability to pay and report labor expenditures to the host government. (SG&O 4.2)

• Expected Benefit: – Allows workforce at overseas facilities to perform their assigned

jobs without compromising sensitive information. B - 8. Moving Work Ashore: Enable work traditionally performed by operating

units to be performed ashore. (SG&O 4.4)

• Expected Benefits: – Increases productivity – Allows for flexible architecture.



B - 9. Foreign Currency: The system must have the ability to pay contracts and purchase material on the local market using the host country currency. This necessitates the system having the ability to convert funding authority to local currency and will involve both the Budget Exchange Rate which is provided by the Department of Treasury each fiscal year and the Current Exchange Rate based on the exchange rate at the time of the procurement. (SG&O 3.1)

• Expected Benefit: – Allows the accounting system to track resources used based on the

host country currencies.

B - 10. Disconnected Operations: Ability to operate in a disconnected mode of operations for indefinite periods of time, and automated synchronization with master database upon reconnection. This includes a no communications environment, which can result from a command decision to shut down all communications, or a situation which requires the ability to perform maintenance and off-line supply functions in an environment with no, or only intermittent connectivity. (SG&O 4.4)

• Expected Benefits: – Allows for flexibility to support mission requirements and operating

environment. – Supports expeditionary and deployed operations. – Allows for continued operations in situations where the environment

does not allow for connectivity to a central server.

B - 11. AIT Enabled: The DoD seeks to integrate Automatic Identification Technology (AIT) into logistics business processes to facilitate the collection of initial source data, reduce processing times, improve accuracy, and enhance asset visibility. Required to have AIT standards control in order to prevent organizations from buying unauthorized devices and allow for rapid AIT enhanced devices to be deployed throughout the enterprise. AIT devices will be applied by organizations to support their business processes as well as the AIT requirements of all users in the DoD logistics chain. Technology enablers can include: Bar Codes, Magnetic Stripes, Integrated Circuit Cards, Optimal Memory Cards, and Radio Frequency Identification (RFID) Tags. (SG&O 2.2)

• Expected Benefits: – Improves visibility. – Improves accountability. – Improves response time. – Reduces manpower.



B - 12. Global System Availability: The ability to support a workforce that operates around the world in every time zone. The access to and use of information, services, systems, and data must be provided continuously and unscheduled/scheduled outages must be limited and controlled. Interfaces to external systems, any batch processing, and date and time stamps must account for local time. Allows for multiple work schedules within the same organization for the same individual. (SG&O 3.2)

• Expected Benefits: – Maximizes system access. – Supports global system availability. – Standardizes system time stamp. – Accommodates multiple work force schedules.

B - 13. Document and Data Common Services: Provide common services and

integrated solutions for document and data sharing/storage with revision control. (SG&O 2.3, 4.1)

• Expected Benefits: – Improves messaging, collaboration, workflow, status tracking,

reporting and metrics calculations, and display. – Avoids the need for separate systems for these common functions. – Saves labor by avoiding redundant creation of data. – Ensures commonality in maintenance approaches.

B - 14. Readiness Reporting: Provide timely, accurate, and comprehensive

maintenance and supply readiness reporting to external systems, as required. (SG&O 2.3)

• Expected Benefits: – Improves tie-in to readiness reporting. – Improves ability to capture data for metrics.

B - 15. IUID Compliant: The DoD has established a Serial Item Management policy to pursue the identification of selected items (i.e., parts, components, and end-items), to mark items in the population with a Unique Item Identifier (UII) number, and to enable the generation, collection, and analysis of maintenance data for each specific item. This policy has been implemented through DoD’s Item Unique Identification (IUID) Program. (SG&O 2.2)

• Expected Benefits: – Improves maintenance and logistics support of serialized items. – Improves maintenance history. – Improves parts tracking.



B - 16. Contracted Maintenance Management: Provides ability to plan, track, and manage work execution of contracted maintenance for ship/aircraft/vehicle, repair and overhaul contracts management and work progress on Multi-Ship Multi-Option private industry contracts, Performance Based Logistics contracts, and of other maintenance, supply, and repair services. (SG&O 3.1)

• Expected Benefits: – Tracks work progress to completion. – Tracks Government Furnished Material consumption to work

accomplished. – Tracks burn-rate to work accomplished.

Programmatic: In the context of this Strategy Plan, programmatic refers to the fundamental responsibilities to balance cost, schedule, and performance to ensure high quality, affordable, supportable, and ensure that effective systems are delivered.

P - 1. Capability Maturity Model Integration: Information system developer

shall be assessed at level 3 (or higher) on the Capability Maturity Model Integration (CMMI) scale. (SG&O 2.7)

• Expected Benefits: – Improves visibility. – Improves accountability. – Improves response time. – Reduces manpower.

P - 2. Acquisition Policy: Ensure adherence to Acquisition policies contained

in DoDINST 5000.2. (SG&O 2.7)

• Expected Benefit: – Allows for POR accountability and OPNAV funding stream directly

to the program.



MSWG IT STRATEGY INTRODUCTION Figure 2 illustrates the overarching MSWG IT strategy to achieve an enterprise maintenance and supply solution. Due to the complexity of the maintenance and supply IT landscape, the MSWG has developed four supporting strategies around the following strategic functions: Maintenance, Supply, Calibration, and Data Warehousing. Each supporting strategy cross references the strategic function with the operational communities they support (i.e., maritime, aviation, and expeditionary). In addition, the maintenance and supply strategies have been further divided between Operational Forces (afloat and expeditionary) and Ashore environments.

Figure 2: MSWG IT Strategy Introduction



Each community transitions through the consolidation, alignment, and transition phases toward a common solution. The timing and specific actions associated with these phases vary between strategic functions, environments, and the communities they support as described in the remainder of the document. At their core, the phases consist of the following elements:

• Consolidation – Group applications/system into FoS and consolidate systems within each individual community.

• Alignment – Align FoS with Navy ERP Supply and Financials, as well as, align FoS to support transition toward a common enterprise solution.

• Transition – Transition to one or more enterprise solutions based on the outcome of the AoA. In the case of Ashore Supply, this solution has already been identified as Navy ERP/SAP.

Each strategic function has been further divided as follows:

• Vision Statement (Capabilities/Requirements) – Provides a high level view of the future state operating environment and model linked to the capabilities needed to accomplish that vision.

• Current State Synopsis – Provides an abbreviated description of the current IT solutions that support the maritime, aviation, and expeditionary forces.

• Shortcoming Synopsis – Provides an abbreviated description of the primary requirements or ‘gaps’ that are driving the shift from current to future state including the limitations and deficiencies of the current systems and/or IT environment.

• Transition Strategy – Includes the current initiatives focused on IT consolidation, business process improvements, and/or providing new functionality in the 2010 – 2016 timeframe, which leads to an enterprise solution. In the case of supply, where the ashore enterprise solution has already been identified, interim (2010 – 2011) and long-term (2012 – 2017) strategies have been provided.

• Future State – Identifies initiatives to bridge the shortcomings between the current state and the future state vision. These initiatives will include both material and non-material recommendations.



MAINTENANCE

VISION

Vision: The vision of the Maritime, Aviation, and Expeditionary Maintenance communities is to enable standardized operational and ashore business processes through a cost effective and mission supportive enterprise solution, for all levels of maintenance. This vision will provide a maintenance solution that fully aligns with the supply vision/supporting strategies. The future operating model of an integrated maintenance solution will provide:

• The capability to perform maintenance tasks ashore and aboard naval vessels, at aviation squadrons and their detachments, and at expeditionary units utilizing fewer applications, while responding to the emerging needs of the maintenance community.

• A standardized approach to managing the Human Resources, Financial, Administrative, etc. and Maintenance, Repair and Overhaul (MRO) activities.

• An integrated maintenance solution that will interface with or be compatible with the Navy ERP Financial and Supply program of record.

• The ability to meet the diverse needs of fleet maritime, aviation, and expeditionary maintenance communities and provide capabilities to support the full maintenance lifecycle (i.e., planning, execution, inspections, quality assurance, and history).

• Comply with all DoN maintenance/supply programs and policy.

A complete listing of baseline requirements is included in Appendix E. The future integrated maintenance solution must address the key capabilities and characteristics of an enterprise solution listed in the previous section, and provide the below specific maintenance requirements, and expected benefits:

M-1. Accuracy and integrity of data and information must be preserved at all times. Provide adequate management and protection of controlled classified and unclassified sensitive data (e.g., U-NNPI, NNPI, privacy-protected data). Logistics enclaves must be able to support handling requirements to include, but not limited to, NOFORN, U-NNPI, FOUO, and PII. Additionally, high side capabilities need to be able to pull in UNCLAS information as needed. (SG&O 2.7)

• Expected Benefit: – Delivers a maintenance system capable of processing controlled

classified and unclassified sensitive data at the enterprise level with national strength and strategic redundancy for assured disaster recovery, while avoiding the need for dependence on local unique IT systems and infrastructure.



M-2. Enable exploitation of sensors embedded in weapon systems to interoperate with the maintenance systems in order to trigger repair action notifications. Provide ‘smart systems’ which will bring the value of the collected data closer to the point of maintenance execution. Workers will gain the full benefit of targeted access to the planning, process and product data related to the job at hand. (SG&O 2.7)

• Expected Benefits: – Minimizes cost of maintenance and increase data accuracy. – Provides a more efficient use of assets. – Increases asset availability. – Supports condition-based maintenance. – Supports moving work ashore initiative. – Reduces mean logistics delay time.

M-3. Maintain end-to-end component visibility (i.e., Total Asset Visibility). (SG&O 4.6)

• Expected Benefits: – Improves component end-to-end visibility. – Provides an accurate maintenance history tracking. – Minimizes life cycle costs. – Maintains configuration management.

M-4. Reduce the maintenance administration time in order to maximize maritime, aviation and expeditionary systems, and equipment availability for Fleet maintenance operations. (SG&O 1.3)

• Expected Benefits: – Standardizes maintenance practices. – Provides level loading of repair activities. – Reduces cyclic costs of repairs thereby improving combat

readiness.

M-5. Reliably track maintenance status at the component and system level throughout all phases of work planning, execution, and testing. (SG&O 1.4)

• Expected Benefits: – Allows for accurate certification of maintenance completion and

visibility of outstanding work. – Supports Total Asset Visibility requirements.



M-6. Support Earned Value Management (EVM) at the lowest level of work break-down structure (i.e., task/phase and shop/work center). (SG&O 2.7)

• Expected Benefit: – Allows EVM data to be rolled up to higher levels (i.e., line item,

project, depot, enterprise) as needed.

M-7. Support a wide range of workload forecasting and maintenance scheduling capability from simple unit-level applications to enterprise wide forecasting and scheduling networks. (SG&O 2.2)

• Expected Benefits: – Allows integrated resource management including ‘what-if analysis’

across activities and the Navy enterprise. – Optimizes standardized capacity planning and forecasting.



TRANSITION STRATEGY (2010 – 2016)

Maintenance Transition Strategy - The Maintenance Transition Strategy is a three-phased approach that will lead the Maritime, Aviation, Expeditionary Operational Forces (OpFor) and Ashore activities to a single maintenance IT solution. The first phase (Group and Reduce Systems/Applications) consists of grouping systems/applications into FoS and reducing the number of systems/applications to support transition to an enterprise solution; the second phase (Align with Enterprise Solution) identifies enterprise solution early adopters and aligns with an enterprise solution; and the third phase (Transition to Enterprise Solution) transitions into the single IT maintenance enterprise solution. Each phase will be described in the following paragraphs.

Transition Phase 1 – Group and Reduce Systems/Applications (2010 – 2013) Table 1 and Figure 3 provide a high-level transition IT roadmap for the Maintenance, Calibration and Data Warehousing, Analysis and Reporting strategy.

Table 1: Maintenance System Consolidation/Transition IT Roadmap* Strategic Function

2010 – 2011 Current State

2012 – 2013 Transition Phase 1

2014 – 2015 Transition Phase 2

2016 – 2019 Future State

OpFor Maritime

OMMS, P-OMMS OMMS-NG Micro-SNAP MFOM CASREP, NEURS

P-OMMS OMMS-NG MFOM CDMD-OA

MFOM CDMD-OA

AoA Result Dependent

Ashore Maritime

NEMAIS, AIM LDS, VSB, MRMS, NMD

NEMAIS, AIM LDS, VSB, MRMS, NMD

AIM, VSB, MRMS NMD, LDS


Aviation OpFor

NALCOMIS OOMA NALCOMIS OIMA

NALCOMIS OOMA NALCOMIS OIMA One NALCOMIS

NALCOMIS OOMA NALCOMIS OIMA One NALCOMIS


Ashore Aviation

NALCOMIS OOMA NALCOMIS OIMA NDMS

NALCOMIS OOMA NALCOMIS OIMA One NALCOMIS One NDMS

One NALCOMIS One NDMS


OpFor Expeditionary

OMMS OMMS-NG MFOM

OMMS OMMS-NG MFOM



Ashore Expeditionary

MAXIMO MFOM

EXMIS/MAXIMO, AIM XP MFOM

EXMIS/MAXIMO, AIM XP MFOM


Calibration MEASURE/MIQ CRIS, MCSM, MPMR MS Excel, MS Access METBENCH/ MCMS, CALLAB, LABMATE, CIMS, RACER, CEP

MEASURE/MIQ METBENCH/MCMS SSP Systems



Data Warehousing, Analysis And Reporting

3M/MFOM/NRRE NALDA DECKPLATE TDSA, KITMIS

3M/MFOM/NRRE NALDA DECKPLATE CBW

3M/MFOM/NRRE DECKPLATE CBW


High-level Representative List - *



Figure 3: Maintenance Consolidation/Transition IT Roadmap

Operational Forces Maritime Maintenance Current State Synopsis – The primary applications used to plan, schedule, perform, track and document shipboard maintenance are the Organizational Maintenance Management System (OMMS), OMMS - Next Generation (OMMS-NG), Micro-Shipboard Non-tactical Automated Data Processing Program (SNAP) and Ported SNAP. Maintenance Resource Management System (MRMS) is used aboard the two submarine tenders to support the tenders’ intermediate level maintenance requirements. In addition to OMMS-NG and MRMS, several applications are used to support the maintenance lifecycle afloat; these include Casualty Report (CASREP) Afloat, Relational Supply (R-Supply), Remote Administration (R-Admin), and Shift Operations Management System (SOMS). In the area of maintenance scheduling and brokering, the following systems will be used: Regional Maintenance Automated Information System (RMAIS), Maintenance Assist Modules (MAMS), Maintenance Support Tool (MST), and Planned Maintenance System Schedules (SKED) 3.1. To support maintenance inspections and assessments, several tools are currently used including Forward Area Support Terminal (FAST), Shipboard Automated Maintenance Management (SAMM), ROCKATS, Program Information System Mission Services (PRISMS), Material Condition Assessment Process (MCAP), MAXIMO, Micro-SNAP, Computer Aided Submode Training (CAST), MODES, and Total Ship Information Management System (TSIMS).



Shortcoming Synopsis – The continuation of individual tools makes it difficult and expensive to maintain up-to-date software, software interfaces and integrated databases. Limited IT interoperability and inconsistent data standards have resulted in data ambiguities and the inability to accurately report material readiness. Although Maintenance Figure of Merit (MFOM) FoS has the potential to replace many of the existing individual tools necessary to perform operational force maintenance, a comprehensive end-to-end functional system test of the MFOM FoS, required by Naval Sea Systems Command (NAVSEA), has yet to be successfully conducted.

Transition Plan - The transition plan for OpFor Maritime Maintenance is to fully develop, test, and deploy MFOM FoS as the single application/FoS to provide unit-level maintenance as a replacement for OMMS and other existing systems listed above. USFF will create a formal process to conduct the comprehensive end-to-end testing of Validation, Screening, and Brokering (VSB)/Automated Work Notification (AWN) during FY 2010, and then use that template for other modules. Equipment material readiness information is submitted in near real-time to external Joint/DoD-level readiness systems (such as DRRS-N). The MFOM FoS supports ships force with web based maintenance planning and execution tools necessary to conduct organization level maintenance. The MFOM solution streamlines the shipboard process of organizing and performing the maintenance planning process. This is accomplished by validating, screening, and prioritizing maintenance requirements to support upcoming ship’s missions. The MFOM FoS assists the ‘human-in-the-loop’ decision process for technicians and planners, at all levels of maintenance, by organizing and displaying timely information vital to balancing operational commitments with equipment operability. The MFOM solution streamlines availability planning by brokering bundled maintenance tasks and summarizing the data to display critical ship maintenance events on a milestone calendar. The MFOM FoS provides the following benefits:

• Single, Authoritative, Centrally Managed Application Suite: Provides the necessary data upgrades and improvements to support readiness and maintenance reporting. At the core of the MFOM FoS, is a computer based tool built on a hierarchical structure that calculates material condition against operational requirements and interfaces with the existing Configuration Data Managers Database – Open Architecture (CDMD-OA). By standardizing and coordinating data inputs, the MFOM FoS is designed to calculate material condition readiness values for equipment, systems, tasks, missions, and units through the utilization of existing maintenance documents (i.e., CASREPS, Planned Maintenance System (PMS), Departure From Specifications (DFS), 2 Kilos, and assessments).

• Disciplined Shipboard Maintenance Process: Once fully deployed, the MFOM FoS will reduce the number of disparate applications by deploying an integrated suite of applications available through a single sign-on. IT applications and databases will be integrated and/or consolidated with MFOM to deploy capabilities to a broader stakeholder community. In addition, MFOM FoS employs distant web based training which helps to limit costly site visits. MFOM



limits data conflicts through the use of a master data management process that ensures data consistency and accuracy across all MFOM application’s databases. A data element change in one application database is immediately reflected in all other related MFOM databases.

• Standardize Business Processes and Associated IT Tools: MFOM FoS provides best of breed/standard tools to perform inspections, 2-Kilo generation, and work planning. The MFOM FoS applications will integrate with supply solutions afloat. MFOM FoS also leverages IT software development best practices by deploying capabilities utilizing standardized software technologies, as outlined in Capabilities and Characteristics T-7 (i.e., NET 2.0).

• Align IT Investments to Support Mission Accomplishment: MFOM FoS employs a simple to use web-based architecture. Because the application suite is entirely web-based, data is easily shared and reconciled between the afloat and ashore Consolidated Ship's Maintenance Plan (CSMP). MFOM currently uses hand held computer technology combined with IUID methodology to link all associated maintenance information to the specific configuration item, as outlined in Capabilities and Characteristics B-11. This allows for improved data accuracy and prioritization of maintenance actions to provide the best overall material readiness given the available funding.

• Provide Secure Data Environment: MFOM is approved for adequate management and protection of controlled classified and unclassified sensitive data (e.g., NORFORN, NNPI, business sensitive).

The MFOM FoS will be deployed across all unit and force level ships, submarines and expeditionary units. Initial MFOM operating capability was achieved in 2009, with limited deployment of MFOM applications, in multiple units afloat. Specific applications deployed were Afloat Toolbox for Maintenance, Automatic Work Notification, Electronic Departure From Specification, Electronic Work Authorization Form, CASREP Tool, Mission Readiness Assessment System – Classified, Coatings QA Tool Kit, and Electronic Shift Operations Maintenance System. Full fielding of the MFOM system operating capability is scheduled for FY 2012. Transition to a Systems Command (SYSCOM) for program management is planned in 2012. This solution also provides for data safe guards of NOFORN and business sensitive. Operational Forces Aviation Maintenance Current State Synopsis – Both of the Naval Aviation Logistics Command Management Information System (NALCOMIS) applications, Optimized Intermediate Maintenance Activities (OIMA) and Optimized Organizational Maintenance Activity (OOMA), are part of the Naval Tactical Command Support System (NTCSS) multi-application program used to provide standard information resource management to various afloat and fleet support shore sites. OOMA provides Navy and Marine Corps aviation organizational maintenance units with timely and accurate information to aid in their day-to-day management of assigned aircraft and equipment. OOMA provides a single, integrated, real-time automated system that supports workers, supervisors, and managers. OOMA features an



automated source data entry capability for simplifying and improving data collection, while also furnishing a means to satisfy the COMNAVAIRFORINST 4790.2, Naval Aviation Maintenance Program (NAMP) requirements. OIMA provides Navy and Marine Corps aviation intermediate-level maintenance organizations afloat and ashore, with a day-to-day maintenance management toolset. This toolset fulfills the production control, quality assurance, supply, history retrieval, asset management, and operational readiness reporting needs of these organizations. OIMA enables intermediate-level departments to properly support multiple assigned organizational-level units and maintains the flow of repairable items between these organizational-level units and applicable depots and manufacturers in accordance with NAMP procedures. Current Shortcoming Synopsis – The most immediate needs of Fleet Readiness Centers (FRCs) are to eliminate time consuming workarounds and accounting procedures to satisfy FRC reporting requirements, as well as, enhancing aviation maintenance and asset management business processes. Transition Plan – In 2007, Naval Air Systems Command (NAVAIR) and the Commander Fleet Readiness Center (COMFRC) IT team recommended developing a One NALCOMIS system as the single aviation maintenance management system to provide an enterprise solution, for aviation maintenance and asset management at a reduced Total Ownership Cost (TOC). One NALCOMIS would support multiple levels of maintenance by incorporating NALCOMIS OIMA system functionality into the NALCOMIS OOMA system, addressing the needs of both COMFRC and Commander, Naval Air Forces (CNAF). The One NALCOMIS solution will consist of 24 afloat sites; 20 deployable Marine Aviation Logistics Squadrons sites; 80-100 systems used when detaching/deploying to NON-CANES afloat and other bandwidth limited sites. Development will be performed in two phases:

• Development Phase Increment 1 – produces a baseline product - Approximately 24 months in duration (80% allocation of functional

payload). - Functionality will include:

• All existing OOMA functionality. • All Automated Maintenance Environment (AME) partner supporting

OOMA-side Application Programming Interfaces (API) migrated to services.

• Identified OIMA functionality. • FRC supporting changes.



• Development Phase Increment 2 – full functionality - Approximately 24 months in duration (Remaining 20% of functional

payload). - Functionality will include:

• Multi-UIC / Multi-Org Capability. • All remaining One NALCOMIS Integrated Concept of Operations

Requirements Specification functionality.

The first increment of One NALCOMIS FoS is estimated to be complete with development in the 3rd quarter of FY 2012. Initial Operating Capability (IOC) is estimated as 3rd quarter of FY 2013 and Full Operating Capability (FOC) is estimated as 3rd quarter of FY 2017.

Operational Forces Expeditionary Maintenance Current State Synopsis – The most distinctive logistic characteristic within the Expeditionary Forces is the operational detach and deploy requirement. In maritime operations, there is a continuing identification of equipment when the ship is deployed to another location. In the Expeditionary Forces, smaller units and equipment sets are joined up, deployed for specific missions, and then returned to original units. These missions may be widely dispersed geographically and presents problems in maintaining visibility and maintenance history continuity. Although Ships Configuration Logistics Systems Information System (SCLSIS) is a shore-based system, it is used to control equipment configuration assigned to OpFor units. The Naval Construction Force Management Information Systems (NCFMIS) consists of Construction Automated and Specialized Equipment Management Information System (CASEMIS)/Construction Engineering Support Equipment Management Information System (CESEMIS)/Supply Management Information System (SUPMIS) which are also shore-based systems, and are used to manage the Expeditionary TOA, which involves maintenance and supply related processes that require an integrated logistics support application. The Naval Expeditionary Combat Enterprise (NECE) relies on U.S. Marine Corps (USMC)-managed contractor logistics support for some of the equipment (e.g., Mine Resistant Ambush Protected (MRAP), some Combatant Craft) maintenance in the operational area. Micro-SNAP is the primary maintenance management system used by the NECE, which includes the Micro-SNAP Supply Financial Module, and vehicle licensing and dispatch requirements. Organizational maintenance is managed through SKED 3.1. The majority of Micro-SNAP instances are web-enabled, which allow transmission of maintenance reports electronically when the unit has internet access. Naval Facilities Engineering Command (NAVFAC) in cooperation with NAVSEA developed the Rapid Deployment Planning Module (RDPM) which will enable the Expeditionary Warfare main body units to execute and mange detachment operations. RDPM will enable determination of an equipment suite to execute dynamic operational orders, through identification and selection of equipment, which will result in



Consolidated Ship’s Allowance (COSAL) generation for the sub unit as well as enable maintenance reporting while detached. When a detached unit returns, RDPM will allow synchronization of maintenance with the Navy Maintenance Material Management (3M) system. Additionally, RDPM coupled with IUID provides an interim solution to the configuration and maintenance reporting and management challenges of expeditionary warfare operations.

Current Shortcoming Synopsis – SCLSIS, does not adequately support the detach/deploy requirements of maintaining a real-time configuration of equipment and assigned units. Currently, there is limited visibility of the joint maintenance performed in-theater by USMC Performance Based Logistics contractor operations since the reporting is via paper-based formats such as Adobe PDF. Micro-SNAP has already entered into its’ technical obsolescence with no replacement system for functionality. Transition Plan – The focus of the Expeditionary Operational Forces transition plan is to continue the rollout of maintenance disciplines covered by 3M and SCLSIS or its replacement. To address the looming sunset of Micro-SNAP, NTCSS/OMMS-NG is being deployed as a bridge until the future enterprise solution can be tailored to provide the requisite asset and financial visibility. There are some Expeditionary limitations to NTCSS operations including: server-based environments; the inability to support vehicle licensing and detachment; the inability to roll-up maintenance, supply and financial data (roll-up of UIC data); lack of job-order accounting; and the inability to operate in a communications challenged environment. Expeditionary Forces’ alternatives include MFOM FoS, as well. MFOM FoS appears to address many of the shortfalls that include the web-based/enabled environment and integration of the various applications that can supply various pieces of the life cycle picture, logic to integrate the data, and record the detail necessary for Expeditionary asset visibility. Lastly, MFOM FoS can also include Expeditionary unique applications such as a maintenance-integrated vehicle dispatching and operator licensing tool. Currently, roll-out of MFOM FoS, for the Expeditionary community will commence with the Riverine Group. Expeditionary operations integration depends on sharing of outfitting and logistics data among the SYSCOMs that hold technical authority for the various systems, equipments, and components of the TOAs. Currently, NECE is in a transition state from stand alone older Naval Construction Forces (NCF) systems to a fully integrated Expeditionary solution within the enterprise solution. Initiatives such as movement of the TOA initial outfitting requirements for Construction Engineering Support Equipment (CESE)/Civil Engineer End Items (CEEI) into the NAVSEA outfitting account, the rollout of 3M systems to the expeditionary forces, and the focus on life cycle logistics are driving to this end state. However, the Expeditionary Forces will remain in a transition state until the enterprise solution of the future can address the unique NECE requirements. The goal of the NECE is to fully integrate with the enterprise solution of the future, and be consistent with the strategy for a single integrated solution which totally incorporates the Expeditionary requirements.



Ashore Maritime Maintenance Current State Synopsis – The primary system for large scale depot ashore maintenance is Advanced Industrial Management (AIM) interfaced with a suite of tools to provide complete depot maintenance business process management. The AIM application supports major end item repair project management by facilitating disciplined project management practices and procedures. Work performed at the CONUS RMCs and Ship Repair Facility (SRF) Japan is planned and executed in Navy Enterprise Maintenance Automated Information System (NEMAIS). Various SAP modules have been implemented to induct, plan and execute work; order, receive and inspect material; muster, keep time records, and track maintenance training; and maintain financial traceability from induction through closeout of work. Bolt-ons for document management and Automated Data Collection (ADC) devices are used to support this solution. NEMAIS is approved for use by Japan Master Labor Contracts (MLC) foreign nationals and approved to contain U-NNPI. Submarine maintenance performed at the Trident Refit Facilities is executed in Trident Logistics Data System (LDS). Also, MRMS operates at Sub Base New London and both submarine tenders to provide work induction planning, scheduling, execution and work closeout. Navy Maintenance Database (NMD) is the primary software application used to integrate the business processes used by private sector contractors performing maintenance, repair and modernization on Naval Ships. NMD is used by the RMCs to conduct their daily work interactions with their Private Contractor partners to communicate work scope, technical requirements, estimated and actual costs, budgets, etc. Shortcomings Synopsis – The current Ashore maintenance landscape is a conglomeration of many applications running on many different technologies. Many are aging technologies (COBOL, DEPLHI, Client-Server, etc.) updated to an ORACLE database for information storage. Many of the applications are at end of life, using software that is neither vendor supported, nor security compliant. The systems will require upgrades to renew their Authority to Operate (ATO). As an ATO may only be in force for three years, it is expected that every system will require ATO renewal at least twice before the enterprise maintenance solution is deployed. The applications have various point-to-point interfaces developed to pass the information from system-to-system via file transfer protocol. Some systems, particularly those in Naval Shipyards, were not designed to support multiple commands or access from outside of an individual Naval shipyard’s firewall and Community of Interest (COI). These multiple systems utilize a myriad of operating systems, databases and hardware and maximizes cost of vendor support. Few systems currently qualify for the DoD mandated Net Centric Operations and Warfare technical requirements and to qualify, will add cost and complexity to whatever system modernization efforts we plan. The NEMAIS data center runs on outdated hardware and NEMAIS uses an old version of SAP that is only supported due to an expensive special agreement with SAP.

NMD is an aging web based system with mandates requiring complex changes to ensure security compliance, slower performing software, emergent releases and higher cost of maintenance.



Transition Plan – The Ships Maintenance and Logistics Information Systems (SMLIS) Program Management Office (PMO), jointly chartered by OPNAV N43, NAVSEA 04 and 08, USFF N43 and CPF N43, has been established to manage the transition of ashore maritime maintenance systems. The enterprise maintenance solution, fully integrated with the Navy ERP, will provide the Navy’s maintenance solution end state. Until the enterprise solution is in place, current legacy systems and interim strategic transitions are required to meet present Navy requirements to repair ships. The enterprise solution will not be in place in time to meet the current NEMAIS retirement schedule (no funding identified mid FY 2011 and beyond), nor will it negate the need to perform ashore maintenance system upgrades and some modernizations to meet or maintain ATO compliance. In order to support maritime maintenance, the SMLIS PMO will develop and deploy a separate instance of the existing legacy AIM Suite for each RMC and SRF Japan to allow the retirement of NEMAIS solution in early FY 2013. Retirement of NEMAIS is an interim cost avoidance initiative and transitions a significant portion of the user community to the legacy AIM Suite. The AIM Suite has been incrementally improved over time to bridge many of the functionality shortfalls created by the aging technology infrastructure. Modernization and enhancement of the existing AIM Suite will continue throughout the transition phase in order to leverage current business processes until the future state replacement application is fully integrated into shore-based maintenance and the ERP solution.

During the transition period, the SMLIS PMO will invest in projects to prepare for an ordered and efficient migration. The AIM Suite will incorporate smaller systems (including LDS) and leverage existing modernizations and enhancements to support current business processes. Also facilitating system retirement, the SMLIS PMO will identify and extract authoritative data from legacy systems and store the data in the SMLIS Corporate Business Warehouse (CBW) powered by SAP Business Objects. This modernization is in pre-certification planning and will hasten system retirements as soon as an enterprise solution is implemented.

In 2009, the NMD user community completed a 1.5 year project to map the complete RMC maintenance workflow and build business requirements to align NMD with the Entitled Process. This effort is currently waiting funding to move forward. Other ongoing maintenance system transition initiatives include:

• Mobile Workforce Enablement – This initiative will identify and implement mobile technologies that provide maintenance workers and management with better access to information at the waterfront level resulting in reduced cost and cycle time. This project should ease the transition to an enterprise solution by enabling work force, material and project management visibility at the actual worksite.

• SHIPS-3M-ICMP-MRS Integration – Integration of the Ships 3M System with the Maintenance Resource System (MRS) and the Integrated Class Maintenance Plan (ICMP), is required to provide a set of integrated on-line tools supporting the



U.S. Navy’s maintenance principles that maximize system operability, sustainability and reliability of Navy vessels; this also facilitates the retirement of the MRS and ICMP systems with estimated completion date of late 2010.

• Naval Shipyard Schedule Workload Integrated Forecasting Tool (SWIFT) – This is a resource management tool allowing ‘What-If’ analysis across NSYs and the Navy enterprise. To date, this functionality has not been demonstrated to NAVSEA and is currently in pre-certification planning for a modernization to begin later in 2010.

• Defense Logistics Agency (DLA) Base Realignment and Closure (BRAC) Enablement with MAT – The purpose of this effort is to develop a solution that integrates the existing Navy material management system capabilities at Norfolk Naval Shipyard and at Puget Sound Naval Shipyard & Intermediate Maintenance Facility with the DLA Enterprise Business System (EBS). Navy Material Access Technology (MAT) manages the ordering, receiving, storage, issue and movement of material for the shipyards. This is a BRAC legislation mandated change.

Multiple initiatives are being explored during this phase, however the largest identified to date is the RMC transition from NEMAIS to the AIM Suite. IOC for this transition is estimated for 3rd quarter FY 2011, and FOC is planned upon the complete shutdown of NEMAIS in the 1st quarter FY 2013. Ashore Aviation Maintenance Current State Synopsis – Ashore Naval Aviation Maintenance is supported today by three major Automated Information System (AIS) Programs that provide specific functionality for Operational, Intermediate, and Depot-Level maintenance, repair, and overhaul – OOMA, OIMA, and the NAVAIR Depot Maintenance System (NDMS). SPAWAR is the Central Design Agent (CDA) for OOMA and OIMA which together constitute NALCOMIS. NALCOMIS is part of the NTCSS ACAT I program. (OOMA and OIMA are discussed in Operational Forces Aviation Maintenance section of this document.) COMFRC is the CDA for NDMS, which is an ACAT III program. The NDMS Program has been assessed, and operates at CMMI Level III.

The NDMS Program provides the FRCs with a full range of maintenance, repair, and overhaul capabilities specific to aviation processes. NDMS manages the material planning and requisitioning, induction, evaluation and disposition, disassembly, kitting, repair, testing, and assembly of aircraft, engines, and components. NDMS also provides advanced planning and scheduling for aviation assets, reliability-centered engineering, hazardous material tracking and reporting, laboratory management, facility and tool maintenance, critical chain project management, earned value management, and time and attendance.

NDMS streamlines FRC back-office and shop-floor operations to reduce the transaction time and costs required for the high-volume of transactions necessary for depot operations, and enable the FRCs to conduct more transactions with fewer keystrokes, fewer people, and fewer data entry errors. The NDMS Program has worked diligently



with Depot and Enterprise AIRSpeed to identify improvement opportunities and then, with commercial vendors, has improved the efficiency of their core Commercial Off The Shelf (COTS) products. Today, the NDMS Program is lean, and each COTS upgrade increases user efficiency and lowers the overhead costs of transacting work.

The NDMS Program is primarily a COTS program with limited Government Off The Shelf (GOTS) applets which support fundamental, Government-only requirements, or provide productivity enhancements identified by AIRSpeed events. Over time, as the COTS application has been upgraded with additional functionality, the NDMS Program has sunset GOTS applets in favor of increasing the program’s COTS content. NDMS is a thin-client application requiring only a web-browser to access and operate. Access is controlled via a Common Access Card (CAC)-enabled single sign-on technology, which controls and grants privileges at the role and user level. Data transactions are real-time to all users and the enterprise data warehouse provides all privileged users the ability to discover, use, and share information. In 2008, the NDMS Program transitioned all application servers into the NMCI enclave. At the end of the extensive testing and migration process, NDMS Program became fully compliant with all National, DoD, and DoN requirements for Information Assurance (IA) and security.

The NDMS Program has developed SOA-based architectures and subscription services for key elements of the program’s GOTS functional baseline. A majority of the functional baseline, including all of the COTS MRO functionality, will be SOA-based in the next vendor release (scheduled for 2010). The NDMS Program is JAVA and JAVA 2 Enterprise Edition (J2EE) compliant which supports the development of secure SOA-services. Additionally, NDMS utilizes IBM’s industry-standard MQ Message Brokering Service for interfacing with external systems.

Shortcoming Synopsis – NDMS currently has a few shortcomings which will be corrected by the OneNDMS effort that is underway and scheduled to complete in 2011. NDMS is not currently centrally hosted, nor is it a single database on the GIG with a full Continuity of Operations (COOP) ability. Transition Plan – The NDMS Program’s OneNDMS initiative is currently underway and scheduled to complete in 2011. OneNDMS standardizes user business processes, data, database configurations, reports, and interfaces for the industrial FRCs. OneNDMS will be centrally hosted by Defense Information Systems Agency (DISA) which will provide verifiable COOP and IT Contingency Planning. Additionally, as a major component of the GIG, DISA will enable DoD-wide access to NDMS data and SOA-based subscription services. In 2011, upgrades to the NDMS Program’s primary MRO application will deliver three major benefits: multi-plant operation; fully SOA-based architecture; and specifically designed with the proper technology to ‘bolt-on’ to enterprise solution programs.

OOMA, OIMA, and NDMS will be integrated directly with SAP (Navy ERP or DLA’s Inventory Management Stock Positioning (IMSP) for Supply. Per BRAC 2005, NAVSUP and Commander, Fleet and Industrial Supply Center (COMFISC) industrial supply support functions are merging into DLA to create one Supply, Storage, and Distribution



(SS&D) operation. COMFRC IT connections with the Supply Community (e.g., Naval Inventory Control Point (NAVICP), FISC) are being re-developed and deployed to integrate with DLA’s SAP Enterprise Business System (EBS), Decision Support System, and potentially other systems.

Both NALCOMIS and NDMS Programs are exploiting AIT like RFID, wireless devices, and autonomic logistics (aka Sense and Respond). Wireless functionality supported by OneNDMS will allow FRCs to send artisans to any geographic location, within an FRC, to disposition aircraft, engines, and components. Wireless capability will permit the FRCs to free desktops and time entry kiosks from their wall outlets for fast reconfiguration of the shop floor to support lean operations. To assist maintenance process control, OneNDMS will permit the FRCs to exploit RFID capability on work-in-process, inventory, tooling, and the Individual Material Readiness List (IMRL) (aka ‘yellow gear’). As advanced platforms like the Joint Strike Fighter (JSF) come on-line, OneNALCOMIS and OneNDMS will expand the application of these technologies to reduce the IT ‘touch time’ required by staff, increase data accuracy and timeliness, increase analysis capability, increase predictability and forecasting accuracy, increase part reliability, and decrease total lifecycle costs for the Naval Aviation Enterprise (NAE).

With an effort being piloted, the Off Aircraft and Re-Supply (OAR-S) may dramatically change the business model for Naval Aviation Maintenance and Supply by enabling the functional requirements of the OAR-S effort. Specifically, OneNDMS will change the Point of Sale for aircraft components, will change the I-Levels from Mission to Working Capital, and will enable enterprise capacity and capability planning for workload brokering. OAR-S functionality will give the command a tool to analyze the organization, as never before, and will make specific, long-range changes to how and where aviation maintenance occurs. OneNDMS and OneNALCOMIS will be central to the delivery of this funcationality to COMFRC. The NDMS Program currently has SOA-based applications deployed at the FRCs. NALCOMIS will have SOA-based services in the OneNALCOMIS deployment. Both NDMS and NALCOMIS will leverage SOA to reduce IT development time and cost and will increase the agility of Aviation Maintenance to meet future functionality. After 2012, the NDMS Program will continue to 1) move GOTS functionality into COTS applications and/or 2) re-platform the GOTS applications into SOA-based solutions. With the help of the OneNDMS Program, OneNALCOMIS and DECKPLATE will initiate re-development of their GOTS applications into SOA-based solutions.

During the transition period, OneNDMS, OneNALCOMIS, and DECKPLATE will share many common SOA services which will greatly reduce the maintainability and accessibility to the programs. NAVAIR and COMFRC will provide complete end-to-end lifecycle management of end items to enable full part-pedigree data, fault analysis, enhanced reliability centered maintenance, and safety of flight investigations. As planned, NAVAIR and COMFRC will connect OneNALCOMIS, OneNDMS, and DECKPLATE into a triad of systems. DECKPLATE will be the end repository for the required data, to provide NAVAIR Engineers with the ability to perform the detailed longitudinal analyses that are critical to safety of flight.



COMFRC and NAVAIR desire Navy ERP’s back-office solution for financial, human resource, time and attendance, training and certification, and facility management. With the deployment of Navy ERP to COMFRC, antiquated systems will sunset which will ease the cost and time of maintaining manual and automated interfaces to numerous applications. OneNDMS, OneNALCOMIS, and DECKPLATE will interface/bolt-on to Navy ERP in order to provide the unique MRO and Enterprise Data Warehouse capabilities required by Naval Aviation. Having already interfaced with DLA’s IMSP application, lessons learned will be directly applied to this interface/bolt-on effort to reduce risk. OneNDMS is scheduled to achieve IOC in Q1 2011 and FOC in Q4 2011.

Ashore Expeditionary Forces Maintenance Current State Synopsis – Expeditionary Warfare maintenance strategies heavily depend on an aging MAXIMO based suite of systems to support I Level ashore maintenance. Currently, an initiative has begun to explore alternatives to MAXIMO that will provide for data transfer into and out of the current enterprise solution. Two systems are under exploration, MFOM FoS, and AIM Express (AIM XP). The current strategy is to continue with MAXIMO, as it is integrated with the NFELC legacy systems today, and can be integrated with Expeditionary Management Information System (EXMIS) in the future. Current operational maintenance for units deployed in-theater or detached from the home unit, are spotty at best with 3M maintenance reporting. Some Organizational (O) and Intermediate (I)/Depot (D) maintenance is provided by USMC or US Army systems which do not feed back into USN 3M Systems. Manual intervention is required by the USN maintainers for reporting, however maintenance feedback from USMC and US Army counterparts may not be provided in a timely manner, thereby inhibiting timely reporting for adequate and accurate readiness metrics. EXMIS is currently under development, as a transition strategy, to provide an integrated acquisition planning and life cycle support management tool to support NECE through acquisition and life cycle support of NAVFAC CESE/CEEI. Future plans include the means for integration of other SYSCOMs equipment and product support packages into the NECE TOAs.

An accelerated rollout of Navy ERP for the purpose of bringing continuity to the SYSCOMS and Type Commanders (TYCOM) that have responsibility for the acquisition, outfitting, in-service support, and use of the TOAs would bring both opportunities for cost savings and risks to the transition. Opportunities include a definitive clarification of Navy ERP capabilities that would not have to be duplicated within EXMIS, resulting in decreased scope and cost. Risks include the costs associated with changes in requirements and scope that may offset the benefits. Ultimately, the goal is to move into standard Navy systems such as Navy ERP. However, EXMIS will remain as the transition until Navy ERP rolls out, and may supply functionality for some of the unique requirements of the NECE until those can be incorporated into the future versions of Navy ERP. Shortcoming Synopsis – The NCFMIS and its subsystems operate in an aged MAXIMO based computer language environment and heavily dependent upon a server based system that is not integrated with standard Navy maintenance systems. As



discussed above in the Current State Synopsis, both MAXIMO alternatives have limitations that preclude a definitive decision on transition. MFOM FoS does not provide the industrial back office products, and AIM XP, although integrated with the enterprise solution, is planned for retirement. The lack of integrated, inter-service, joint maintenance management, and reporting degrades readiness and metrics to provide and enable a real time readiness and deployment decision process, while in-theater. Transition Plan – MAXIMO transition post AoA decision: Currently, an initiative has begun to explore alternatives to MAXIMO that will provide for data transfer into and out of the current enterprise solution. MFOM FoS, and AIM XP are under exploration, however, both have limitations that preclude a definitive decision on transition. The strategy is to continue with MAXIMO, since it is currently integrated with the NFELC legacy systems, and integrate with EXMIS until a unified approach to a single maintenance and supply solution is reached and a transition can be effected. As the enterprise solution is identified, it must address the unique requirements of Navy Expeditionary Forces such as, but not limited to the following:

• Ensure worldwide visibility and management of TOAs and materiel. • Flexibility to allow the configuration, location, and readiness data. • Flexibility to show various ‘cuts’ of the data as it applies to such things as TOA

readiness, Battalion, ESU, missions, or any required ‘force elements’ at any time. • Ability to allow the tracking of each individual maintenance and configuration item

throughout its lifecycle and the utilization of an IUID to allow the maintenance history to be tied to the equipment or component IUID rather than the UIC.



Transition Phase 2 – Align with Enterprise Solution (2014 - 2015) The second phase, Align with Enterprise Solution, consists of:

• Continuing to reduce application/systems. • Standardizing business processes within communities and where possible,

across communities. • Identifying business area capability development and sequence location

implementation for an enterprise solution. • Integrate/interfacing with Navy ERP supply and financials. • Mandating conformance to DoD/DoN CIO common data standards. • Aligning system development with the Capabilities and Characteristics of an

enterprise solution. • Identifying potential business areas to target for enterprise solution early

adopters based on the AoA results.

FUTURE STATE (2016 - 2017)

Transition Phase 3 – Transition to Enterprise Solution (2016 - 2017) The third phase is (Transition to Enterprise Solution) aligns to the Maintenance Future State vision and is dependent on the results of the maintenance AoA. The Navy ERP Maintenance Feasibility Presentation (December 2009) concluded that Navy ERP/SAP is technically feasible, with concerns noted that further analysis and ‘deep dives’ were required to address and resolve scheduling, scalability, afloat capability, expeditionary capability, and ‘work to test’. Additional concerns were also noted that an enterprise solution must provide adequate management and protection of controlled classified and unclassified sensitive data (e.g., U-NNPI, NNPI, privacy-protected data). The MSWG leadership requested an AoA to evaluate alternative options for comparison to Navy ERP. This AoA will be conducted in FY 2010 and specific actions, boundaries and schedule are under review at this time. Using data from the Feasibility Presentation and AoA, the MSWG will provide the IT EXCOMM a recommendation for the Maintenance and Supply IT solution of the future. Regardless, a detailed analysis of ‘sun-downing’ systems will be required in order to support the war-fighter while an enterprise solution is developed, tested and deployed.



CALIBRATION

VISION

Vision: Provide an enterprise solution for all DoN calibration laboratories and cognizant authorities that enables cost effective execution of the business of scheduling, recalling, reporting, and calibrating Test, Measurement and Diagnostic Equipment with full and common functionality ashore, afloat and during disconnected operations.

No single IT application exists today that can provide for all DoN maritime, aviation, and expeditionary calibration systems management requirements. The METCAL strategy is to transition legacy specific applications into a single IT solution. Presently, several legacy applications support most of the requirements, however, a few remaining requirements are not covered by existing systems. An interim agreement, coordinated and endorsed by the TAMS EB, is being finalized to operate these systems in parallel until the single solution is identified, approved for use, funded, tested and deployed. A complete listing of baseline requirements is included in Appendix E. The future integrated calibration solution must address the key capabilities and characteristics of an enterprise solution listed in that section of this document, and provide the below specific calibration requirements, and expected benefits:

C-1. Maintain end-to-end TMDE visibility (i.e., Total Asset Visibility).

(SG&O 4.6)

• Expected Benefits: – Improves TMDE end-to-end visibility. – Provides accurate TMDE history tracking. – Minimizes life cycle costs. – Maintains configuration management.

C-2. Reduce the calibration administration time in order to maximize maritime, aviation and expeditionary systems and equipment availability for Fleet maintenance operations. (SG&O 1.3)

• Expected Benefits: – Standardizes calibration practices. – Provides level loading of calibration activities. – Reduces cyclic costs of calibrations and decreases training time,

thereby improving combat readiness. – Allows single asset data entry for reuse.



C-3. Streamline calibration business processes and improve data exchange between afloat customers and afloat/ashore calibration laboratories. (SG&O 2.4, 4.4)

• Expected Benefits – Improves data accuracy between users. – Provides data transparency between users. – Reduces data errors due to manual entries.

C-4. Establish automated calibration procedures to collect parametric data.

(SG&O 2.1, 2.7)

• Expected Benefits: – Improves data accuracy for interval analysis. – Reduces configuration management costs. – Ensures reusability of procedure elements. – Provides electronic audit trail of all calibration activities. – Reduces calibration time and cost.

TRANSITION STRATEGY (2010 - 2016) Interim IT Strategy (2010 – 2016): Operate legacy systems in parallel until the single METCAL IT system is identified, approved for use, funded, tested and deployed. Current State Synopsis – Each SYSCOM has developed one or more IT systems to help them accomplish their mission. The Aviation community uses Metrology Automated System for Uniform Recall and Reporting (MEASURE) and MEASURE IQ (MIQ) to provide recall scheduling, calibration documentation and logistics management. The Maritime community uses various local and legacy Navy provided database systems. Existing legacy systems consist of Calibration Recall Inventory system (CRIS), MEASURE/MIQ, Micro Client Server Messaging (MICRO CSM), and various Access and Excel programs. SSP currently uses Regional Automated Calibration Equipment Recall (RACER), Contact Evaluation Plot (CEP) and MICRO CSM to meet their requirements. Fleet units use one of several Calibration IT systems, surface ships (non-air capable) currently use Metbench Calibration Management System (MCMS) while the air capable ships and aviation shore sites use MEASURE/MIQ, and submarines may use MEASURE/MIQ or Micro Procurement Management Review (MICRO-PMR). Shortcoming Synopsis – Continuing to support individual legacy systems is detrimental to future METCAL consolidated business practices and data exchange. Limited IT interoperability and inconsistent data standards have resulted in unacceptable levels of invalid data. Furthermore, data mining and interval analysis will not be useful assets until consistent calibration data can be collected across the Navy.



Transition Plan – The transition strategy is to continue current operations while reviewing IT and business process requirements. The calibration data exchange agreement will be approved and implemented, and allow the transfer of calibration data between applications. It will also enable the consolidation of existing applications with minimal disruption to the METCAL Program. It will facilitate the transition to the final solution with minimal risk and disruption to the existing METCAL Program. Current applications will be streamlined and/or consolidated where practical.

FUTURE STATE (2016 – 2017) To develop and incrementally field a single METCAL IT solution, that will either bolt-on or fold into the enterprise maintenance IT solution of the future. The Navy ERP Maintenance Feasibility Presentation (December 2009) concluded that Navy ERP/SAP is technically feasible, with concerns noted that further analysis and ‘deep dives’ were required to address and resolve scheduling, scalability, afloat capability, expeditionary capability, and work to test. Additional concerns were also noted that an enterprise solution must provide adequate management and protection of controlled classified and unclassified sensitive data (e.g., U-NNPI, NNPI, privacy-protected data). The MSWG leadership requested an AoA to evaluate alternative options for comparison to Navy ERP. This AoA will be conducted in FY 2010 and specific actions, boundaries and schedule are under review at this time. Using data from the Feasibility Presentation and AoA, the MSWG will provide the IT EXCOMM a recommendation for the Maintenance and Supply IT Solution of the future. Regardless, a detailed analysis of ‘sun-downing’ systems will be required in order to support the war-fighter while an enterprise solution is developed, tested and deployed.



DATA WAREHOUSING, ANALYSIS, AND REPORTING VISION

Information is a strategic asset. In order to adequately take advantage of that, asset logistics IT systems must provide a seamless blend of operational and administrative information to all levels of decision makers and operational users.

To achieve the standardization of input, collection, analysis and reporting of information, DoN maintenance activities are pursuing a solution that supports employing the same business processes regardless of the activity, where applicable. The solution will provide ‘cradle to grave’ maintenance and configuration data management and will allow all maintenance information, associated material, and cost data to be traceable throughout the life of the equipment, providing visibility to users at all levels with a need for the information.

TRANSITION STRATEGY (2010 - 2016)

Maritime Current State Synopsis: Within the industrial maritime community, multiple systems provide today's maintenance data warehousing, analysis, and reporting support, including but not limited to, NEMAIS, RMAIS, 3M and CDMD-OA. Shortcoming Synopsis: Current maintenance systems do not fully automate data warehousing, analysis and reporting. Entering required data into multiple systems requires manual effort and results in poor data quality and untimely data updates. Transition Plan: NAVSEA plans to reduce the number of maintenance systems which provide data warehousing, analysis and reporting, and while in the process, deficiencies will be addressed. The SMILS PMO will identify and extract authoritative data from legacy systems and store the data in the Corporate Business Warehouse powered by SAP business Objects. This modernization is in pre-certification planning and will hasten system retirements as soon as an enterprise solution is implemented.

Aviation Current State Synopsis: Historically Naval Aviation Logistics Data Analysis (NALDA) Legacy has been the Navy and Marine Corps central aviation maintenance and logistics automated information system, originally comprised of independent applications which provide for the following functionality; Aircraft Inventory & Readiness Reporting, Naval Aviation Maintenance and Material Management, Logistics Management and Decision Support System, Standard Automated Logistics data Transmission , Organization Code



(ORG)/Type Equipment Code (TEC) Translation, Configuration Management, Component tracking, Type Equipment Code (TEC) and WUC management. The functions are incrementally being transitioned to DECKPLATE. DECKPLATE fulfills the requirements for an Aviation Data Warehouse as stated in the Naval Aviation Maintenance Program (COMNAVAIRFORINST 4790.2A, Chapter 13). DECKPLATE is incrementally absorbing the functionality of legacy applications and providing a single integrated data warehouse solution. This provides improvements over NALDA by eliminating data redundancy within multiple databases, automation, and consistent procedures for deriving information. The modern warehouse environment, enhances information currency, improves data integrity, and allows users to find relevant and authoritative information quickly via the web.

Shortcoming Synopsis: Transition from NALDA Legacy to DECKPLAE has not been completed and critical functionality for Logistics Management Decision Support System (LMDSS), Aviation Maintenance and Materials Management (AV3M) and Aircraft Inventory Readiness and Reporting System (AIRRS) are waiting development funding.

Transition Plan: Research, Development, Test and Engineering (RDT&E) funding has been identified, and will be provided in FY 2012 to complete the effort. Completion of transition is scheduled for FY 2016. Expeditionary Forces Current State Synopsis: Data Warehousing, Analysis, and Reporting is accomplished by drawing data from multiple sources (e.g. OARS, CDMD-OA) into local data bases for development of Reliability, Maintainability, and Availability metrics. The Expeditionary Forces differ from Maritime in that data is tracked not only by UIC, but also by TOA, United States Number, or force element. Expeditionary Forces under cognizance of NECC employ Readiness and Cost Reporting Program (RCRP) for reporting readiness condition to DRRS-N. The current system used to track and manage technical and logistics feedback from the expeditionary forces is the DS Anchordesk website. Challenging data analysis workarounds will continue until the current CRM transformation is completed to provide data standardization and KM functionality. Shortcoming Synopsis: The use of multiple legacy systems/applications to provide data is resource intensive and does not provide a consistent set of metrics. Due to many sources of data that conflict, it is very difficult to achieve an authoritative report. Additionally, the Expeditionary Forces use of UIC as a location code rather than a configuration entity introduces very complex requirements for data. In many cases, the data must address multiple concurrent force elements to satisfy different reporting requirements (e.g., maintenance and readiness of a truck may have to be reported against its parent TOA, against a particular Command or Battalion, and against the immediate mission where it is being employed). The use of the current Navy Anchordesk also provides its share of challenges to data analysis. The system does not track by United States Number but by equipment type so there is no way of doing trend analysis to find like failures. All failure analysis must be done outside the system.



There is no standardized way to load data. It is mainly dumped in a free-form text field that limits your ability to query. Finally the major drawback to the current system is that the only report ability allows for selection of data fields to be dumped into an excel file. Transition Plan: During the transition state until there is a fully realized common solution for data warehousing, this will continue to be accomplished through a combination of data provided by OARS and CDMD-OA, Anchordesk, local data solutions, and other legacy systems. The Expeditionary Enterprise is migrating towards MFOM and the COGNOS Business Intelligence Financial Performance management business intelligence software employed by the Navy Readiness Reporting Enterprise to manage Readiness and Supportability metrics. Additionally, NFELC is exploring a module in NAVAIR All Weapons Information Systems (AWIS) that would simplify the concatenation of the data until a standard unified and integrated solution is developed consistent with OPNAV direction.

FUTURE STATE (2016 - 2017) The Navy ERP Maintenance Feasibility Presentation (December 2009) concluded that Navy ERP/SAP is technically feasible, with concerns noted that further analysis and ‘deep dives’ were required to address and resolve scheduling, scalability, afloat capability, expeditionary capability, and work to test. Additional concerns were also noted that an enterprise solution must provide adequate management and protection of controlled classified and unclassified sensitive data (e.g., U-NNPI, NNPI, privacy-protected data). The MSWG leadership requested an AoA to evaluate alternative options for comparison to Navy ERP. This AoA will be conducted in FY 2010 and specific actions, boundaries and schedule are under review at this time. Using data from the Feasibility Presentation and AoA, the MSWG will provide the IT EXCOMM a recommendation for the Maintenance and Supply IT Solution of the future. Regardless, a detailed analysis of ‘sun-downing’ systems will be required in order to support the war-fighter while an enterprise solution is developed, tested and deployed.



SUPPLY

VISION

Ashore: Establish Navy ERP as the single supply solution for supply chain management to ensure business processes and support activities are unified, standardized, streamlined as well as integrated with Operational Forces single supply baseline. Operating Forces: Establish a single supply baseline used by operational forces and supporting units, aligned with Navy ERP, to provide global functionality for all commodities, warfare communities and platforms to reduce workload.

Figure 4: Supply Future Vision



ASHORE

CAPABILITIES / REQUIREMENTS

Material Management: The Navy intends to establish an Enterprise Support environment with Navy ERP as the single supply solution for spares and repair parts management. Enterprise Support will address primary supply functions such as inventory management, asset visibility, order fulfillment and material requirements planning. Specifically, Enterprise Support includes centrally managing all aspects of material from requirements determination to receipt from commercial and government suppliers into stock, through order fulfillment, repair, excess and disposal. Additionally, the Navy will track all material movements with associated financial transactions. Supply chain support is envisioned to include lean business processes that eliminate, streamline, and move workload ashore leaving only receipt, stow, issue, and inventory at the Operational Force level. Ashore management of Fleet and industrial activity spares, repair parts, fleet inventories, and repairables will also be lean and centralized with material management decisions made at the enterprise level, thus ensuring optimized Fleet support with reduced TOC of weapons systems. Navy anticipates supply ashore as being modernized, optimized and integrated with expanded use of AIT such as passive Radio Frequency Identification (pRFID) and IUID tagging/marking that will provide greater asset visibility and will meet all warfare communities (i.e., Aviation, Maritime and Expeditionary) requirements. Additional design changes include using standard DLMS transactions to communicate between Navy and non-Navy systems and vendors and COTS products where applicable. We will continue to provide combat capability through logistics, but will play an increasingly greater role in defining and building our Future Force by transforming the way we conduct supply business. Success depends on Navy’s ability to adopt new principals for lean initiatives, to consolidate existing systems, and to establish an Enterprise Support environment by moving ashore supply to a single solution, Navy ERP.

Navy Expeditionary Combat Enterprise Material Management and Expeditionary Industrial Supply: The goal of the NECE is to fully integrate with the enterprise solution of the future, and be consistent with Navy strategy for a single integrated system which incorporates fully the Expeditionary requirements.

TOA integration depends on sharing outfitting and logistics data among the SYSCOMs who hold technical authority for the various systems, equipments, and components of the TOAs. Currently, NECE is in a transition state from stand alone older NCF systems to a fully integrated Expeditionary solution within the enterprise solution. Initiatives such as movement of the TOA initial outfitting requirements for CESE/CEEI into the NAVSEA outfitting account, the rollout of 3M systems in the fleet, and the focus on life cycle logistics is driving to this end state. However, the Expeditionary Forces will remain in a steady state, until an enterprise solution can address the unique NECE requirements. In the area of maintenance and supply, the focus is to continue the rollout of maintenance disciplines covered by 3M and the SCLSIS or its replacement.



Transition to Navy ERP should be done concurrently with NAVSEA and SPAWAR as they hold the technical warrants for the preponderance of the non-CESE/CEEI material in the Expeditionary TOAs. Additionally, to retain visibility of the material (including MPF containerization for TOA and SYSCOM material) vertically from the Echelon III up through the Echelon II commands, this transition should be coordinated with USFF’s transition to Navy ERP. Lastly, this will necessitate the NAVFAC/NEPO and the NFELC to transition at the same time to maintain the integration of the back office and supply capabilities.

Industrial Supply: Industrial activities intend to pursue a supply solution that supports the same business processes regardless of activity (Shipyard, TRF, RMC, and FRC). The system must provide enterprise asset visibility of all inventories (Sponsor owned; Working Capital; end use shop store; and individual kits for availabilities). This system must be capable of providing asset visibility of ‘ripped out material’ from the time it is uninstalled until it is reinstalled. It must support rotable pool processes. The solution must support receipt inspection of material, as well as manage shelf-life material and comply with Environmental Safety and Occupational Health (ESOH) compliance. The supply solution must be fully integrated with the maintenance and financial solutions; that includes tracking material status from requisition through material usage on projects. It must allow for individual activities to perform material functions, while allowing consolidation of business processes to be performed centrally where possible and as desired.

INTERIM STRATEGY (2010 – 2011)

Establish an Enterprise Support Environment by leveraging Navy ERP Release 1.1 for wholesale / retail material management and to begin eliminating legacy ashore systems. Current State Synopsis: Legacy IT systems were designed, developed, and deployed to meet unique business processes related to specific commodities and warfare communities. This has proliferated IT systems developed to reflect the needs of individual operating communities resulting in multiple IT infrastructures, duplicative capabilities, antiquated architectures/transaction formats and the perpetuation of stovepipe solutions. Current Shortcoming Synopsis: While functionality of legacy systems adequately supports supply activities, industrial centers and operational forces, shortcomings are more associated with programmatic, technology, and interoperability. Limited functional duplication exists resulting in increased total ownership costs. Material Management: This period will see major changes in the Naval Supply System. Navy ERP Release 1.1 is scheduled to begin rollout in March 2010 and combines the processing currently done at the NAVICP using Uniform Inventory Control Point (UICP) and at the Navy’s FISCs using the Uniform Automated Data Processing



System (UADPS or U2). It also offers the opportunity to retire other ashore applications such as R-SUPPLY at Naval Air Stations and related UICP Tier II applications. In addition, Release 1.1 will provide NAVSUP the ability to integrate the movement of material with financial records so that all material movements can be tracked together with all associated financial transactions from the time an order is placed until it is satisfied. Finally, Navy ERP offers the opportunity to perform inventory management decisions based on asset visibility and availability across all platforms and activities holding material.

Even with Navy ERP Release 1.1 fully implemented, the supply system will continue to use enterprise applications afloat (e.g. Food Service Management (FSM), Retail Operations Management (ROM II), Ordnance Information System (OIS), and R-SUPPLY) to fulfill maintenance and consumable requirements and communicate primarily using Military Standard Requisitioning & Issue Procedures (MILSTRIP) transactions. Once implemented, Navy ERP will be the central point of entry for replenishment for all material requisitions (excluding subsistence, ship’s store, and ordnance) and replace MILSTRIP transactions with DLMS transactions as the means of communications with the supply system, supported units, and supporting vendors. In addition, the initiative to enhance Electronic Retrograde Management System (eRMS), One Touch Support and One Supply will continue.

Navy Expeditionary Combat Enterprise Material Management and Expeditionary Industrial Supply: NCFMIS, CESEMIS, CASEMIS, SUPMIS Systems will transition to EXMIS. NAVFAC/NECE systems and associated shore support operations will continue to employ current systems and methods until deployment of EXMIS in Third Quarter FY 2011. Following successful employment of EXMIS, existing CASEMIS, CESEMIS, and SUPMIS will be retired. EXMIS will then replace the supply capabilities of the obsolete legacy systems until Navy ERP is instituted. EXMIS is currently under development as a transition strategy, to provide the integrated acquisition planning and life cycle support management tool to support NECE through acquisition and life cycle support of NAVFAC CESE/CEEI, as well as the means for integration of other SYSCOMs equipment and product support packages into the NECE TOAs. Industrial Supply: MAT will provide standardization of business processes throughout the maritime community, and will be maintained compliant until an enterprise solution is implemented. DLA IMSP implementation planning has begun with a target completion date to coincide with Navy ERP implementation. The aviation community will begin to implement DLA IMSP for their ‘D’ level activities and Navy ERP will commence deployment at air stations.



LONG TERM STRATEGY (2012 – 2017)

Establish Navy ERP as the single supply solution for supply chain management and ensure business processes and support activities are unified, standardized, streamlined as well as integrated with Operational Forces single supply baseline. Material Management: DoN intends to establish an Enterprise Support environment with Navy ERP as the single supply solution for consumables, spares and repair parts management as described in the Ashore Supply capabilities and requirements section. Additional activities during this period:

• Completion of Navy ERP Release 1.1 scheduled rollout. • Incorporate Birdtrack’s strategic sourcing logic into Navy ERP. • Review and incorporate additional material management and functional

requirements for Navy ERP: - Sponsor owned material management - Interim Supply Support - Material accounting rules - IUID / Serialized Functionality - AIT Solution - Manage special tooling and test equipment - Automated interfaces for analysis and legacy systems - Retail customer order fulfillment - Repairables management / Product Quality Deficiency Report (PQDR)

processing - Configuration management / outfitting - Obsolescence management.

Table 2 provides the interim and long term IT strategy for ashore systems.



Ashore Interim and Long Term IT Strategy and Disposition:

Table 2: Interim and Long Term IT Strategy for Customer Support Systems

Application/System Acronym Interim IT Strategy

(2010-2011)

Long Term IT Strategy

(2012-2017) Disposition

ISSOP Information Systems – Sites 4.0-Web ISIS

ISIS 4.0-Web ISIS

ISIS ISIS Sustainment

One Touch Support OTS OTS OTS Dev/Mod

Sustainment Regional Hazardous Inv Control

Sys RHICS RHICS

Navy ERP (Navy Only)

Sunset 10/2012

Auto Non-standard Req System ANSRS ANSRS Navy ERP Sunset 02/2012

Reengineered Maritime Allowance Development System

ReMAD ReMAD ReMAD Sus/Interface

Navy ERP Acquisition Log Productivity

Planning ALPP ALPP ALPP Sustainment

Electronic Retrograde Mgmt System

ERMS ERMS ERMS Sus/DevInterface

Navy ERP

NAVICP Supply Support System NAVICP-SSS NAVICP - SSS Navy ERP Dev/Mod

Sustainment

Readiness Suite Readiness

Suite Readiness Suite Readiness Suite

Sus/Interface Navy ERP

Systems and Logistics Integration Capability

SLICWAVE SLICWAVE SLICWAVE Sustainment

Technical Assistance for Repairables Processing

TARP TARP TARP Sustainment

Electronic Tooling Information Management System

ETIMS ETIMS ETIMS Sus/Interface

Navy ERP Naval Logistics Library NLL NLL NLL Sustainment

Financial and Air Clearance Transportation System

FACTS FACTS FACTS Dev/Mod

Sustainment MAXIMO (Fuel Depots) MAXIMO MAXIMO MAXIMO Sustainment Defense Data Access DDA DDA Navy ERP Sunset 2012

Force Inventory Management Analysis Reporting System

FIMARS FIMARS Navy ERP Sunset

TBD Supply Discrepancy Reporting SDR SDR SDR Sustainment

Smart Web Move SWM SWM SWM Sustainment RFID Bangor RFID Bangor RFID Bangor Navy ERP Sunset

Information Management for the 21st Century

INFORM-21 INFORM-21 INFORM-21 Sustainment

Birdtrack Birdtrack Birdtrack Navy ERP

INFORM 21 Sunset

TBD Real Time Reutilization Asset

Management RRAM RRAM Navy ERP

Sunset 09/2012

Real Time Inventory Counting RTIC RTIC Navy ERP Sunset 09/2012

Uniform ADP – Inventory Control Points

UADPS-ICP Navy ERP Navy ERP Sunset 09/2012

Uniform ADP System – Stock Points

UADPS-SP Navy ERP Navy ERP Sunset 09/2012

Commercial Asset Visibility CAV CAV CAV Sustainment One Supply One Supply One Supply TBD TBD



Figure 5: Interim and Long Term IT Strategy for Customer Support Systems Graphic Navy Expeditionary Combat Enterprise Material Management and Expeditionary Industrial Supply: The Expeditionary Forces will use an integrated solution for maintenance and supply. The vision is for an integrated and/or interfaced enterprise solution that will support operational units such as Navy mobile repair teams and ESUs and be fully integrated with the ashore supply and maintenance system. It will provide and maintain all life cycle data, and be flexible enough to allow data to be concatenated to show various areas of emphasis at every ‘force element’ level.

The enterprise solution of the future will be accessible via web-enabled/web-based services to both operators and ashore maintainers, logisticians and supply technicians. It will allow for cost and resource data to be collected at every level of maintenance, allow for trend analysis of reliability data, and allow the calculation of forecasted impacts on war fighting readiness from the failure, maintenance and supply demand data. It will allow tracking of contracted services, inter-service agreements and work, ensuring collection of all life cycle actions, cost performance metrics, and allows the data to be presented on a near-real time basis.

The enterprise solution system of the future will incorporate any unique expeditionary requirements. It will enable development of expeditionary TOAs, enable access and calculation of TUCHA data and enable containerization, packing, and MPF ship loading/Air transport staging for rapid expeditionary deployment. Industrial Supply: Continue the migration to Navy ERP and DLA IMSP systems for industrial maintenance activities (Shipyards, TRFs, RMCs, and FRCs).



OPERATIONAL FORCES

CAPABILITIES / REQUIREMENTS

The integrated supply solution for operational forces and operational shore support units will address the operational needs of the aviation, maritime, and expeditionary communities. This single solution will provide capabilities to support material management requirements in a single baseline. A complete listing of baseline requirements is included in Appendix E. The baseline will enable shore support activities to manage multiple units and reduce workload for Operational Forces. This baseline will:

S - 1. Establish a Single Supply Baseline capability to be used by Operational Forces and Operational Shore Support Units with integrated applications, automated updates and integrated functional processes to reduce workload for Operational Forces. (SG&O 2.3)

S - 2. Integrate or align with Navy ERP and legacy systems ashore. (SG&O 1.1) S - 3. Single Supply Baseline capability will be aligned for both operational

forces and shore support units. The software solution will be scalable to reduce operational forces workload by interfacing fully with shore support units utilizing data replication, data exchange or forward caching and will be fully sufficient during disconnected time periods. (SG&O 1.1)

S - 4. Deployed Unit Support capability (detach and deploy) which is the ability to detach an entire unit or a portion of a unit for a deployment/mission with the capability to be fully sufficient during disconnected time periods and interface directly to shore support units during connected operations. (SG&O 2.6)

S - 5. Interface with Operating Forces and Ashore Supply/Maintenance/ESOH solutions. (SG&O 2.4)

S - 6. Provide Multi-Unit capability (able to perform global functionality across specified groupings of units). Capability will enable Operational Shore Support units to manage multiple units by performing global functions across specified unit groupings. It will provide the flexibility to transfer/move units and all pertinent data from one specified grouping to another (i.e. from an enterprise, TYCOM, coast, battle group, CLASSRON, Expeditionary Strike Group (ESG), Carrier Strike Group (CSG), etc., to another). (SG&O 2.6)

S - 7. Provide Multi-Commodity material management capability (able to perform material management across all classes of supply) utilizing AIT functionality like barcode, Universal Product Code (UPC)/RFID identification and collection. (SG&O 2.2)



S - 8. Provide stock and non-stock material management of repair parts, general use consumables, operating space items, TOA, assets, equipment, subsistence, medical, and hazardous material. (SG&O 2.2)

S - 9. Multi-commodity capability must allow for assignment and custody tracking of material to an individual. (SG&O 2.2)

S - 10. Multi-commodity capability shall provide the ability to maintain the quantity of both stock and non-stock record material at both the primary unit of issue as well as the ability to break down and issue/account for material at a secondary issue (e.g. Hazardous Material (HAZMAT) and subsistence). (SG&O 2.2)

S - 11. Multi-commodity capability shall provide access/visibility to both primary and secondary users as mission requirements evolve. (SG&O 2.2)

S - 12. Provide specific functionality required by legacy applications within the Single Supply Baseline: • R-Supply functionality (Operating Target (OPTAR)/Financial

Management / Requisition Management / Carcass Tracking). • MFOM (Logistics Parts to Mission). • Feed Aviation Material Readiness Report requisition status. • Recipe card and menu generation (FSM) ability to maintain records

and produce required returns and reports. • Ships authorized users list and ESOH compliance for Material Data

Safety Sheets (Hazardous Inventory control System for Windows (HICSWIN), Ships Hazardous Material Listings Windows (SHMLWin), Submarine Hazardous Material Management System (SHIMS), Aviation Hazardous Materials Listing (AHML), Aviation Inventory Management System/Packup Kit (AIMS/PUK).

• Fleet Inventory Transaction System. Capability required to transfer data directly to Navy ERP.

• Incorporate an enhanced capability to replace the Birdtrack Module Test and Repair Activity (Gold Disk Repair) functionality. (SG&O 2.3)

S - 13. Enable exposing logistics data, in near real-time to third-party applications, and will facilitate interoperability, reduce the complexity of integration, enable low-cost communications, facilitate platform and technology independence, and enforce decoupling of the underlying database schemas from the service so changes will not impact third-party applications. (SG&O 4.1)

S - 14. Incorporation of COTS systems that reduce costs and implementation times and enhance existing government systems/architectures. (SG&O 1.3)

S - 15. Leverage enterprise databases and rules engines designed to eliminate duplicate data elements, simplify business logic and table relationships, promote code reuse, and shorten future development efforts. (SG&O 1.1)



S - 16. Provide capability to manage both end use and working capital activities in inventory, requisition, and financial management. (SG&O 2.2)

S - 17. Streamline supply business processes and improve data exchange between Operational Forces and operational shore support units. (SG&O 4.1)

S - 18. Focus operational supply units on receipt, stow, expend, inventory, and transmit data via a common operating system for handheld devices referred to as MCC for all commodities while reducing operational forces workload by moving supply support functions ashore to support manning reduction already taken on operational forces (e.g., legacy ships to include LCS, future classes, and expeditionary TOAs). (SG&O 1.3)

S - 19. Provide simple to use, web-based applications via LAN and wireless systems. (SG&O 1.3)

S - 20. Interface and communicate with enterprise systems by standard internet protocols (IPv4/IPv6). (SG&O 4.2)

S - 21. Implement EDI using DLMS X12 or equivalent XML transaction sets. (SG&O 4.2)

S - 22. Provide total asset visibility to Operational Shore Support Units and Navy ERP. (SG&O 4.1)

S - 23. Provide the capability to receive material movement transactions from RFID portals, either fixed or portable. Standard mobile data capture to collect, process, manage, receipt, inventory, and storeroom / warehouse material and locations using mobile laser devices and the operating forces supply solution. (SG&O 2.2)

S - 24. Enhance supply document management to allow digitally captured bar-coded and non-bar-coded documents which can be integrated with the operating forces supply solutions to produce, display, and manage material. (SG&O 4.1)

S - 25. Support vehicle identification numbers for United States Number, Unique Identifier (UID) and Unique Item Tracking (IUT) Serial Number Tracking. Incorporate the use of advanced AIT for receipt, stow, issue, expend and inventory functions using a mobile computing capability device or RFID portal (fixed or mobile). (SG&O 2.2)

S - 26. Support data collection from multiple AIT formats, including linear/2D bar codes, commercial UPC labels and RFID tags. Information needs to be available via all aspects of the system (inventory management, financial management, etc.). (SG&O 2.2)

S - 27. Provide capability to collect accountable mail information by reading the Post Net Compliant bar code (23 character barcode). (SG&O 2.2)

S - 28. Provide capability to manage material via all DLMS data fields (i.e., part number, national stock number, nomenclature, serial number, UID, UIT, etc.). (SG&O 2.2)

S - 29. Support traditional Supply Department stock and non Supply Department stock. Provide an automated means to manage the Consolidated Card Program Management Division. Provide a phased approach as required by Operational Forces to utilize different card programs (purchase card,



fuel, travel, etc.). (SG&O 2.2) S - 30. Provide Cross Domain Solutions allowing two way communications

between classified and unclassified networks. (SG&O 4.2) S - 31. Enable the upload and download of data from outside sources (Naval

Reactors) aboard nuclear powered ships and weapon system COSALs. (SG&O 4.2)

S - 32. Provide the ability to integrate into the CANES operating environment to deployed operating forces. (SG&O 1.1)

S - 33. Provide the ability to integrate into the DoD hosting facilities and NMCI networks for non-afloat operational units. Provide the ability (including hardware) to integrate into stand alone networks for units that cannot operate in a hosting facility or NMCI network. (SG&O 4.4)

S - 34. Provide timely, accurate, and comprehensive readiness reporting to external systems as required (e.g., DRRS-N). (SG&O 2.2)

S - 35. Automate routine supply document generation and provide the capability to create customizable reports for required supply functions within the supply solution. (SG&O 2.2)

S - 36. Reduce system administration workload for operating units. (SG&O 2.4) S - 37. Provide Fleet-wide Business System rollouts within 18 months.

(SG&O 3.3) S - 38. Consolidate to a single accounting system that incorporates Job Order

Number accounting. (SG&O 2.4) S - 39. Provide for the capability to requisition grouped (multiple items) non-

standard material while accounting (partial status, partial receipt, split payment, etc.) for each individual item. Must include Government Purchase Card functionality to properly satisfy program requirements. (SG&O 2.3)

The Operational Supply Baseline will support maximum equipment availability for Fleet operations; standardize supply practices; promote moving workload away from operating units to ashore support activities; facilitate the reduction of maintenance costs; and enhance ESOH compliance, thereby improving overall combat readiness. It will provide convenient access to supply information for warfighters, support units, and logistics planners. This includes information regarding inventory levels, demand history, and status of outstanding material orders. The supply solution will reduce supply workload in operating forces to allow greater focus on operational missions.

In addition to the requirements identified above, the following requirements must be incorporated into the Operating Forces Supply solution to ensure that Expeditionary Forces requirements are met.

S - 40. Ability to develop, stock, populate and manage TOA within operating units, within operating areas (regardless of location) and for the enterprise. (SG&O 2.3)



S - 41. Development of an inventory management system which enables operational forces to deploy to remote and austere locations throughout the world, and which provides bidirectional transfer of data between the deployed site, Carrier Task Force (CTF) supply support organizations, and the supporting home guard or Navy/Joint Forward Logistics Centers as required for support of operational mission requirements. (SG&O 4.4)

S - 42. Ability to differentiate between ‘true’ initial outfitting (to support newly acquired configurations) and deployed reconfiguration of equipment outfitting to support equipment moved between locations. (SG&O 2.2)

S - 43. Enable the development, configuration (and reconfiguration) and deployment of TOA elements based on mission requirements, while maintaining TOA visibility at operational shore support units and at operational units. (SG&O 2.2)

S - 44. Maintain Unit / TYCOM / SYSCOM / ESU visibility of all equipment, both repairable and non-repairable. (SG&O 2.2)

S - 45. Provide supply IT services to the equipment maintainers performed at the operational unit level or at the operational shore support unit level. (SG&O 2.2)

S - 46. Provide the ability to capture parts demand and financial data for alternative sources of supply (e.g., USMC supply chain, credit card purchases, and other services). (SG&O 2.2)

S - 47. Provide for individual custody tracking within the operating unit and supply support unit which can be electronically transmitted as personnel are reassigned. (SG&O 2.2)

INTERIM STRATEGY (2010-2011) Leverage current resources to identify and act on opportunities that moves supply functions for Operational Forces toward its long term strategy. This includes legacy migrations, requirements statement, gap analysis, AoA and feasibility studies. Current State Synopsis: IT tools have been developed to reflect the needs of individual operating communities (i.e., site, platform, or user base) resulting in multiple IT infrastructures, duplicative capabilities, and the perpetuation of stovepipe solutions. Current Shortcoming Synopsis: Shortcomings between current supply applications and the future vision for Operating Forces Supply result in redundant IT systems which reduce efficiency, effectiveness, and require personnel no longer available within the operational units at a cost that is no longer sustainable. In support of the Future Vision, 2010-2011 will be a period of transition that will allow Navy to look at the existing operating forces applications, consider their shortcomings, and develop changes to improve the way logistics support is provided to the operational forces. In the short term, operating forces will continue with the current business model for supply chain operations using Integrated Barcode System, R-SUPPLY, FSM, ROM



II, HICSWIN. Platforms like submarines, expeditionary forces and aviation squadrons/units will move from Non-POR Micro-SNAP, SHIMS, and AIMSPUK systems to POR R-SUPPLY AIS. Operating forces will move from Retail Ordnance Logistics Management System (ROLMS) to OIS for ammunition support. However, with the development of the Enterprise Support enablers ((e.g., Barcode Supply (BCS), Enhanced Food Service Management System (eFSM) or Retail Operations Management Enterprise Support (ROM ES)) for supply operations, food service, and retail operations, the operational forces will have the ability to start transitioning to an Enterprise Support environment where the workload can be moved to shore support units. Significant AIS efforts during this period include:

• Development of a Single Supply Baseline requirements / capability document to be used by both Operational Forces and Operational Shore Support Units:

- Detailed integrated application requirement statement must include the Operational Forces capabilities and requirements listed previously.

• Determine program ownership for the Single Supply Baseline. • Establish Single Supply Baseline as POR for hazardous chemical products and

articles to support ESOH compliance. • Continue execution of the following funded initiatives:

- Integrated Barcode System (IBS) to IBS One Convergence. - Expansion of eFSM to the second Littoral Combat Ship. - Upgrade FSM to make it stand alone or capable of operating in an

Enterprise Support environment, deployment to legacy units. - ROM ES proof of concept, rollout decision, and rollout commencement. - BCS sustainment support on Littoral Combat Ship (LCS) 1 and 2. - Roll out of Auto Force Inventory Tracking System.

• Establish BCS, FSM and ROM ES as applications in the NTCSS POR and continue to sustain and deploy applications until consolidated into the Single Supply Baseline.

• Establish MFOM as POR for Operational Forces maintenance and readiness reporting.

• Move non-POR sites to POR (i.e., NTCSS R-Supply) for supply support. • Move to the use of a common commodity hand held scanner. • Evaluate NTCSS for possible offsets to support single supply baseline.

In addition to AIS efforts listed above, a concept of operations for shore support units will be developed with an implementation schedule to ensure the operating forces shore support infrastructure will be sufficiently robust to adequately support Enterprise Support enabled units



LONG TERM STRATEGY (2012-2017)

Develop and deploy a single supply baseline that accommodates all warfare communities, consolidates multiple commodity management and allows for reduced workload.

POM-12 offers the next opportunity for DoN to move toward its logistics IT vision. Additional PR and POM cycles will be critical in developing and incorporating new emerging technologies, defining and incorporating operational force requirements and collapsing legacy applications. DoN will POM for those initiatives impacting ashore manpower support or supported systems / applications, work with the Navy AIT Office for POMs involving new technology, or provide supporting documentation for inclusion in Fleet or Program Executive Office POMs for key new applications or capabilities. Approved funding will lay the groundwork to:

• Develop a Single Supply Baseline with integrated applications to support core Operational Forces enterprise requirements for multiple commodities across all warfare communities (CVN-78, DDG-1000, LCS, Legacy, and Expeditionary forces, etc.) afloat and ashore:

- Develop Integrated Capabilities contained within the Single Supply Baseline requirements / capability document.

- Develop migration plan for capabilities and platform rollout. - Phase out/Replace by the end of the Future Year Defense Program

(FYDP): R-Supply, Micro-SNAP, Shipboard Uniform Automated Data Processing System – Real Time (SUADPS-RT), Material Finance Control System. Personal Computer (MFCS.PC), Legacy FSM, BCS, IBS, Force Inventory Transmission System/Force Inventory Management Analysis Reporting System (FITS/FIMARS), Financial and Air clearance Transportation System (FACTS), ROM II and HICSWIN, SHMLWin, SHIMS and AIMS/PUK systems.

• Complete rollout of ROM-ES and eFSM/FSM. • Achieve NTCSS full operational capability with R-SUPPLY release Calendar

Year (CY) 2004.

Future implementations of Navy ERP ashore will include Navy-wide financial backbone and material stock control for operating forces which will allow a consolidated database of multiple fleet customers, total asset visibility across all fleet units, and the ability to make centralized material decisions.

Operational Shore Support Unit Infrastructure: Additional ashore infrastructure is required to support new construction-minimally manned ships as they are delivered and the expansion of the Enterprise Support concept to the remainder of the legacy fleet. To effectively support optimally manned units in an Enterprise Support environment, legacy logistics processes are being readdressed. The concept of operations for operational shore support units will be implemented to ensure the operating forces shore support infrastructure will be sufficiently robust to adequately support Enterprise Support enabled units. Table 3 provides interim and long term IT strategy and disposition for operational systems / applications.



Table 3: Interim and Long Term IT Strategy for Operational Systems

Application/System Acronym Interim IT Strategy

(2010-2011)

Long Term IT Strategy

(2012-2017+) Disposition

Relational Supply R-SUPPLY R-SUPPLY Single Supply

Baseline Sunset TBD

Force Inventory Transmission System

FITS FITS Navy ERP Ashore Sunset TBD

Micro-Shipboard Non-tactical Automated Data Processing System

Micro-SNAP Micro-SNAP Single Supply

Baseline Sunset TBD

Bar Code Supply BCS BCS Single Supply

Baseline Sunset TBD

Integrated Barcode System IBS IBS Single Supply

Baseline Sunset TBD

Autonomic Logistics Information System - for JSF (contractor system)

ALIS ALIS ALIS Sustainment

Food Service Management System (FSM) - current stand alone application

FSM FSM FSM Upgrade Sunset TBD

Enhanced Food Service Management (eFSM) – DS App

eFSM eFSM FSM Upgrade Sunset TBD

Single Supply Baseline FSM – UPGRADE

FSM Development Deployment

Single Supply Baseline

Dev/mod Sustainment

Retail Operations Management System II – current stand alone application

ROM II ROM II ROM-ES Sunset 04/2013

Retail Operations Management – Enterprise Support (ROM-ES) – DS Application

ROM-ES Development Deployment

Single Supply Baseline

Dev/mod Sustainment

Hazardous Inventory Control System for Windows

HICSWIN HICSWIN Single Supply

Baseline TBD

Ships Hazardous Materials Listing Windows

SHMLWin SHMLWin Single Supply

Baseline TBD

Submarine Hazardous Material Inventory and Management System

SHIMS SHIMS Single Supply

Baseline TBD

Aviation Inventory Management System/Packup Kits

AIMS/PUK AIMS/PUK Single Supply

Baseline TBD

Aviation Hazardous Materials Listing (Squadrons/Deployers)

AHML AHML Single Supply

Baseline TBD

Retail Ordnance Logistics Mgmt System

ROLMS OIS OIS Sunset 12/2010

Ordnance Information System OIS OIS OIS Sustainment

Single Supply Baseline SSB Requirements Development

Development Deployment

Sustainment

Navy Postal Directory Service NPDS NPDS NPDS-ES Sustainment Standard Automated Logistics Tool Set (Windows & Web)

SALTS (WIN & WEB)

WEBSALTS WEBSALTS Sustainment



Figure 6: Interim and Long Term IT Strategy for Operational Systems Graphic

The Operational Forces Interim and Long Term Strategy can be summed into three steps:

The first step is to execute the interim strategy that consists of writing a requirements statement that captures the Single Supply Baseline and delivering funded initiatives.

The second step will be develop and deploy the Single Supply Baseline as outlined in the requirements document. While the goal is to accommodate all capabilities identified in the Future Vision section, it is recognized that a phased approach will be required and that legacy systems will still be in use until the single baseline is developed and deployed. The initial phase will address the basic environmental needs of all warfare communities (deploy and detach operations), working capital activities, and general fund activities, plus include the capability to manage multi-commodities and the ability to provide a multi-UIC capability that allows for supply and financial functions to be grouped as required (Strike Groups/Expeditionary Detachments). Additionally, this initial phase will provide a supply solution that is capable of residing within deployed units, as well as, within operational shore support units (either at the waterfront or in rearguard areas).

The third phase of this strategy will be to move workload out of the operational units and into operational shore support units using the same supply solution and then eliminating legacy applications. This allows Operational Forces to focus on performing only critical supply processes that maintain operational readiness (receipt, stow, issue, and inventory), while general supply and financial operations (budgeting, accounting, stock control, requisitioning, system maintenance, and ESOH compliance management/monitoring) are performed with reduced personnel in centralized operational shore support units.


Spiral 1.0 A-1 Unclassified

Appendix A - Acronyms

3M Maintenance Material Management ACAT Acquisition Category ACS Automated Calibration System ADC Automated Data Collection ADS Authoritative Data Source AHML Aviation Hazardous Materials Listing AIM Advanced Industrial Management AIMS/PUK Aviation Inventory Management System/Packup Kit AIM XP Advanced Industrial Management Express AIRRS Aircraft Inventory Readiness and Reporting System AIS Automated Information System AIT Automatic Identification Technology AME Automated Maintenance Environment AoA Analysis of Alternatives APIs Application Programming Interfaces ASN RDA Assistant Secretary of the Navy, Research, Development and Acquisition ATO Authority to Operate AV3M Aviation Maintenance and Materials Management AWIS All Weapons Information System AWN Automated Work Notification BCS Barcode Supply BRAC Base Realignment and Closure C4I Command, Control, Communications, Computers and Intelligence C4ISR Command, Control, Communications, Computers, Intelligence,

Surveillance and Reconnaissance CAC Common Access Card CANES Consolidated Afloat Networks and Enterprise Services CASEMIS Construction Automotive and Specialized Equipment Management

Information System CASREP Casualty Report CAST Computer Aided Submode Training CD Compact Disc CDA Central Design Agency CDMD-OA Configuration Data Managers Database-Open Architecture CEEI Civil Engineer End Items CENTRIXS Combined Enterprise Regional Information Exchange System CEP Contact Evaluation Plot CESE Construction Engineering Support Equipment CESEMIS Construction Engineering Support Equipment Management Information

System CIO Chief Information Officer



CLASSRON Class Squadron CMMI Capability Maturity Model Integration CNAF Commander, Naval Air Forces COI Community of Interest COMFISC Commander Fleet and Industrial Supply Centers COMFRC Commander Fleet Readiness Centers CONUS Continental United States COOP Continuity of Operations COSAL Consolidated Ship's Allowance COTS Commercial off the Shelf CRIS CRM

Calibration Recall Inventory System Customer Relationship Management

CSG Carrier Strike Group CSMP Consolidated Ship's Maintenance Plan CTF Carrier Task Force CY Calendar Year DADMS Defense Automated Document Management System DECKPLATE Decision Knowledge Programming for Logistics Analysis and Technical

Evaluation DFS Departure from Specification DISA Defense Information Systems Agency DITPR-DON Department of Defense Information Technology Portfolio Repository -

Department of Navy DLA Defense Logistics Agency DLMS Defense Logistics Management System DoD Department of Defense DoN Department of Navy DRRS-N DS DSGB

Defense Readiness Reporting System – Navy Distance Support Distance Support Governance Board

DVD Digital Video Disc EB Executive Board EBS Enterprise Business System ECC eCRM

ERP Control Component Enterprise Customer Relationship Management

EDI Electronic Data interchange eFSM Enhanced Food Service Management EOD Explosive Ordnance Disposal eRMS Electronic Retrograde Management System ERP Enterprise Resource Planning ESG Expeditionary Strike Group ESOH Environmental Safety and Occupational Health ESU Expeditionary Support Unit ETP Enterprise Business Transition Plan



EXCOMM Executive Committee EXMIS Expeditionary Management Information System FACTS Financial and Air Clearance Transportation System FAST Forward Area Support Terminal FITS/FIMARS Force Inventory Transmission System/Force Inventory Management

Analysis Reporting System FOC Full Operating Capability FoS FoM

Family of Systems Figure of Merit

FOUO For Official Use Only FRC Fleet Readiness Center FSET Fleet Systems Engineering Team FSM Food Service Management FY Fiscal Year FYDP Future Years Defense Program GCCS-MC GDSC

Global Command and Control System - Marine Corps Global Distance Support Community

GIG Global Information Grid GOTS Government off the Shelf HAZMAT Hazardous Material HICSWIN Hazardous Inventory Control System for Windows HMMWV High Mobility Multi-purpose Wheeled Vehicle IBS Integrated Barcode System ICMP Integrated Class Maintenance Plan IM Information Management IMRL Individual Material Readiness List IMSP Inventory Management Stock Positioning IOC Initial Operating Capability ISEA In-Service Engineering Activity ISNS Integrated Shipboard Network System IT Information Technology IT EXCOMM Information Technology Executive Committee ITIL Infrastructure Technology Infrastructure Library IUID Item Unique Identification J2EE JAVA 2 Enterprise Edition JSF KM

Joint Strike Fighter Knowledge Management

LCS Littoral Combat Ship LDS Logistics Data System LMDSS Logistics Management Decision Support System MAMS Maintenance Assist Modules MAT Material Access Technology MCAP Material Condition Assessment Process



MCC Mobile Computing Capability MCMS Metbench Calibration Management System MEASURE Metrology Automated System for Uniform Recall and Reporting METCAL Metrology and Calibration MFCS.PC Material Finance Control System .Personal Computer MFOM NIAPS

Maintenance Figure of Merit Navy Information Application Product Suite

MICRO CSM Client Server Messaging MICRO-PMR Procurement Management Review Micro-SNAP Micro Shipboard Non-Tactical Automated Data Processing Program MILSTRIP Military Standard Requisitioning & Issue Procedures MIQ Measure IQ MLC Master Labor Contract MLS Multi-Level Security MOC Maritime Operation Center MPF Maritime Prepositioning Force MRAP Mine Resistant Ambush Protected MRMS Maintenance Resource Management System MRO Maintenance, Repair and Overhaul MRS Maintenance Resource System MSC Military Sealift Command MST Maintenance Support Tool MSWG Maintenance and Supply Future State Working Group MTVR Medium Tactical Vehicle Replacement NAE Naval Aviation Enterprise NALCOMIS Naval Aviation Logistics Command Management Information System NALDA Naval Aviation Logistics Data Analysis NAMP Naval Aviation Maintenance Program NAVAIR Naval Air Systems Command NAVFAC Naval Facilities Engineering Command NAVICP Naval Inventory Control Point NAVSEA Naval Sea Systems Command NAVSUP Naval Supply Systems Command Navy ERP Navy Enterprise Resource Planning NCES Net-Centric Enterprise Services NCF Naval Construction Forces NCFMIS Naval Construction Force Management Information System NDMS NAVAIR Depot Maintenance System NECE Navy Expeditionary Combat Enterprise NEMAIS Navy Enterprise Automated Information System NEPO Naval Expeditionary Program Office NFELC Naval Facilities Expeditionary Logistics Center NGEN Next Generation NMCI



NIPRNET Non-Secure Internet Protocol Router Network NITESTAR Naval Information Technology Exhibits/Standard Reporting NMCI Navy/Marine Corps Intranet NNE Naval Networking Environment NNPI Naval Nuclear Propulsion Information NOC Network Operations Center NOFORN Not Releasable to Foreign Nationals NSY Naval Shipyard NTCSS Naval Tactical Command Support System OA Open Architecture OARS Open Architecture Retrieval System OAR-S Off-Aircraft and Resupply OIMA Optimized Intermediate Maintenance Activity OIPT Overarching Integrated Project Team OIS Ordnance Information System OMMS-NG Operational Maintenance Management System - Next Generation ONE-NET OCONUS Navy Enterprise Network OOMA Optimized Organizational Maintenance Activity OPFOR Operational Forces OPNAV Operations, Navy OPTAR Operating Target ORG PESTOFNM

Organization Code Personnel, Equipment, Supply, Training, Ordnance, Facilities, Networks and Medical (Readiness Categories/Functional Areas)

PII Personally Identifiable Information PMO Program Management Office PMS Planned Maintenance System POM Program Objective Memorandum POR Program of Record PQDR Product Quality Deficiency Report PR Program Review pRFID passive Radio Frequency Identification PRISMS Program Information System Mission Services RACER Regional Automated Calibration Equipment Recall R-Admin Remote Administration RDPM Rapid Deployment Planning Module RDT&E Research, Development, Test & Engineering RFID Radio Frequency Identification RFP Request for Proposal RMAIS Regional Maintenance Automated Information System RMC Regional Maintenance Center ROLMS Retail Ordnance Logistics Management System ROM ES Retail Operations Management Enterprise Support



ROM II Retail Operations Management R-Supply Relational Supply SALTS Standard Automated Logistics Tool Set SAMM Shipboard Automated Maintenance Management SCI Sensitive Compartmented Information SCLSIS SDE

Ships Configuration Logistics Systems Information System Shared Data Environment

SG&O Strategic Goals & Objectives SHIMS Submarine Hazardous Material Management System SHMLWin Ships Hazardous Material Listings Windows SIPRNET Secret Internet Protocol Router Network SKED Planned Maintenance System Scheduler SMLIS Ships Maintenance and Logistics Information Systems SNAP Shipboard Non-Tactical ADP Program SOA Service Oriented Architecture SOMS Shift Operations Management System SPAWAR Space and Naval Warfare Systems Command SR Secret Releasable SRF SSAA

Ship Repair Facility System Security Authorization Agreement

SS&D Supply, Storage, and Distribution SUADPS-RT Shipboard Uniform ADP (Automated Data Processing) System - Real

Time SubLAN Submarine Local Area Network SUPMIS Supply Management Information System SVDS Shipboard Video Distribution System SWIFT Schedule Workload Integrated Forecasting Tool SYSCOM Systems Command TAMS Test and Measurement Systems TEC TLR

Type Equipment Code Top Level Requirement

TMDE Test, Measurement, and Diagnostic Equipment TOA Table of Allowance TOC Total Ownership Cost TRF Trident Repair Facility TS Top Secret TSIMS Total Ship Information Management System TUCHA Type Unit Characteristics TYCOM Type Commander UADPS/U2 Uniform Automated Data Processing System UCORE Universal Core UIC Unit Identification Code UICP Uniform Inventory Control Point



UID Unique Identification UII Unique Item Identifier UIT Unique Item Tracking UNCLAS Unclassified U-NNPI Unclassified Naval Nuclear Propulsion Information UPC Universal Product Code USFF US Fleet Forces Command USMC United States Marine Corps USN United States Navy VIXS Video Information Exchange System VSB Validation, Screening and Brokering WUC Work Unit Code


Spiral 1.0 B-1 Unclassified

Appendix B - IT Strategic Alignment

Table 4 below shows the relationship between the Logistics IT Strategic Plan and two primary DoD/DoN plans it supports, the DoN CIO IT/Information Management (IM) Strategic Plan and the DoD Enterprise Business Transition Plan (ETP).

Table 4: Logistics IT Strategic Plan Alignment

Logistics IT Strategy Plan – Goal

Logistics IT Strategic Plan – Supporting

Objectives

DON CIO IM&IT Strategic Plan and DoD Enterprise

Transition Plan Alignment

Goal 1: Establish A Disciplined Investment Management Process for Maintenance and Supply Systems

- Reduce the number of Logistics IT assets - Achieve cost saving through IT automation. - Track the status of major IT projects focused on IT consolidation, new functionality, and/or business process improvements.

DoN CIO Goal #5: Ensure Naval IM and IT investments are selected, resourced, and acquired to deliver affordable enhancements to warfighter effectiveness. ETP Goal #1: Reduce the cost of Defense Business Operations. ETP Goal #4: Improved Financial Stewardship for the American People.

Goal 2: Support the Standardization of Business Processes and Associated IT Tools

- Establish an IT Roadmap that leads towards a common maintenance solution for expeditionary, maritime and aviation communities. - Seek and exploit opportunities for standard processes and common tool solutions.

DoN CIO Goal #4: Create, align, and share knowledge to enable effective and agile decision making to achieve Knowledge Dominance. ETP Goal #1: Reduce the cost of Defense Business Operations.

Goal 3: Align IT Investments to Support Mission Accomplishment

- Provide agile solutions that are responsible and available when and where needed to support diverse Naval Logistics operations.

DoN CIO Goal #6: Develop an agile and integrated IM/IT total force capable of implementing, operating, and managing the power of the net. ETP Goal #3: Support the Joint Warfighting Capability of the DoD.


Spiral 1.0 B-2 Unclassified

Logistics IT Strategy Plan – Goal

Logistics IT Strategic Plan – Supporting

Objectives

DON CIO IM&IT Strategic Plan and DoD Enterprise

Transition Plan Alignment

Goal 4: Foster Agile, Accurate, and Secure Data Environment

- Ensure interoperability among systems and comply with DoD and DoN CIO Data Management and Interoperability policy requirements. - Ensure information is secure. - Provide data to users when and where needed. - Maximize availability of critical business systems.

DoN CIO Goal #1: Establish and maintain a secure, interoperable net-centric Naval IM/IT infrastructure. DoN CIO Goal #2: Protect and defend our Naval critical infrastructure, networks, and information to maximize mission assurance. DoN CIO Goal # 3: Accelerate the migration of our applications and data to a net-centric Naval environment to facilitate war fighting and business transformation. ETP Goal #3: Enable Rapid Access to Information for Strategic Decisions.


Spiral 1.0 C-1 Unclassified

Appendix C - Naval Maintenance and Supply Requirements Baseline

The baseline Naval Maintenance and Supply requirements have been developed to support and describe the top-level supply and maintenance activities performed across the Naval Logistics Enterprise. Figure 7 describes the top-level functional taxonomy used to group those maintenance and supply requirements.

Figure 7: Naval Maintenance & Supply Requirements Baseline

The supply and maintenance requirements have been integrated across the Aviation, Maritime, and Expeditionary communities; and the complete set of MSWG requirements below, are provided in taxonomy form that includes a description, the requirement and then number of detailed requirements included in that taxonomy section. The detailed requirements are available in the enclosure to Appendix D.



1.1 Supply Description: The management of supplies, to include: spares management and assessment; requisition processing; inventory management; spares readiness; Navy transportation programs; food service management; ships store programs; automatic identification technology program; and Navy petroleum inventory. Not to include: Navy travel systems or ATM/Cash systems. Requirements: Manage supplies, to include: spares management and assessment; requisition processing; inventory management; spares readiness; Navy transportation programs; food service management; ships store programs; automatic identification technology program; and Navy petroleum inventory. Not to include: Navy travel systems or ATM/Cash systems. Detail Requirements: 3.

1.1.1 Material Management Description: Planning for and management of material assets through inventory management, requirements planning, and supply chain management to support Fleet operations and readiness. Requirements: Plan for the management of all Navy Material Assets. Examples of these management plans are: inventory management, requirements planning, and supply chain management to support Fleet operations and readiness. Detail Requirements: 82.

1.1.1.1 Inventory Management Description: Management of Fleet and service spares, repair parts, supplies, and repairables including receipt, storage, issue, order processing, tracking, and disposal of material, and analysis of trends to ensure support of Fleet material requirements. Requirements: Manage Fleet and service spares, repair parts, supplies, and repairables including receipt, storage, issue, order processing, tracking, and disposal of material, and analysis of trends to ensure support of Fleet material requirements. Detail Requirements: 48.

1.1.1.1.1 Asset Visibility Description: This process identifies the location and status of supplies in-transit or in storage. Requirements: Identify the location and/or status of all material at all times, whether in contracting process, transit, storage or in repair. Detail Requirements: 28.

1.1.1.1.2 Disposal Description: Disposals are the result of excess stock positions (excess to wholesale requirements), obsolescence, expired shelf life, and material identified as beyond economical repair by maintenance. Requirements: Remove from the Navy supply system material that no longer provides a benefit to the Navy. Detail Requirements: 7.

1.1.1.1.3 Issue Material Description: This process covers all the activities associated with material issues (stock, direct turnover, excess disposal, and repair and returns) and the delivery and shipment of items. Activities include the physical picking of items, movement, confirmation, creating documentation, and so on. Requirements: Release stock of any kind (e.g. goods, excess, in need of repair) from its current location to where the Navy needs the material to support a business function. Detail Requirements: 5.

1.1.1.1.4 Move Material Description: This process manages all aspects of movement and storage of materials at all levels of supply above the organizational level and the associated/anticipated financial activity. It identifies the need to move material within a facility, creates a transfer order for plant-to-plant transfer, creates a transfer order for intra-facility transfer, updates the status of the material, and moves or delivers materials involving physical distribution at the local level. Requirements: Manage the movement of material from one location to another in the most efficient and economical method based on the need for the material at the receiving location. Detail Requirements: 4.



1.1.1.1.5 Order Processing/Requisition Description: This process records a requirement for an item at the lowest organizational level, tracks that request until the item is issued to the lowest-level requester, and records that the issue satisfied the originator's requirement. Order processing also includes matching the requirements satisfaction with appropriate funding transactions. The backorder process includes a global availability check with prioritization to fulfill the requirement. Requirements: Record a requirement for an item at the lowest organizational level, track that request until the item is issued to the lowest-level requester, and record that the issue satisfied the originator's requirement. Detail Requirements: 19.

1.1.1.1.6 Receive Customer Returns Description: This process manages activities related to handling returns from customers, including carcasses (unserviceable repairable items) returned for local exchange, material turned into store, and material returned by customers due to incorrect issues. This includes determining if the supply system has a need for the material, what type of credit will be given to the customer, and closing out the due in for local carcass returns. Requirements: Authorize, assess, manage, and account for material being returned to the supply system from the customer. Detail Requirements: 2.

1.1.1.1.7 Receive Material Description: This process manages the receipt of ready-for-issue and non-ready-for-issue material from commercial and government suppliers. This includes direct turnover, receipts for stock, stock replenishments, expeditious repairs from maintenance, and components for further induction into depot. It involves performing a visual inspection at the dock, confirmation of receipt, inspecting incoming material for quantity, and placing material into inventory that is unavailable for issue. Requirements: Receive material (both ready for issue and not ready for issue) from commercial and government suppliers and have a process to ensure the material meets all customer requirements. Detail Requirements: 5.

1.1.1.1.8 Rotable Pool Management Description: This process involves the management, issuance, and repair of items designated for specific use and tracked by serial number. Requirements: Manage and monitor repair of items designated for specific use and tracked by unique identifier/serial number. Includes material assessment, scheduling, and repair of failed items. Detail Requirements: 3.

1.1.1.1.9 Serial Number Tracking Description: This process manages components by a unique serial number. The serial number identifies the specific component and its configuration and maintenance information. An automated information technology button or bar code is used to electronically identify the component. Requirements: Identify a specific component, its configuration, and maintenance information and track with a high degree of visibility and control. Detail Requirements: 7.

1.1.1.1.10 Shelf Life Management Description: This process involves receipt, storage, inspection, and replacement of items with designated shelf life, beyond which they may not be issued and/or used. Requirements: Manage material with a limited beneficial time period for use; before it can no longer be used for the purpose it was procured. Detail Requirements: 3.

1.1.1.1.11 Trend Analysis Description: This process enables the inventory control point to analyze past performance, monitor current trends, and determine what future support levels should include. Typical trend information includes replacement rate, procurement



delay time, repair turnaround time, survival rate, and so on. Requirements: Analyze information and spot trends from past and current performance to support resourcing decisions. Detail Requirements: 6.

1.1.1.1.12 Warehousing Description: This process involves storing the items in designated warehouses, waiting on a requirement to be issued. Proper physical storage facilities are required to prevent material degradation. Requirements: Physically store material in a storage location to protect it and keep it ready for issue. Conduct inventory management activities. Detail Requirements: 4.

1.1.1.1.13 Ordnance Inventory Management Description: The management of ordnance inventories to include: stockpile management; ordnance readiness, assessment, and logistics; ordnance inventory accuracy; and ordnance inventory management systems. Requirements: Manage Ordnance because of its special characteristics in a special highly defined method. Detail Requirements: 2.

1.1.1.2 Material Requirements Planning Description: Processes associated with determining material requirements through demand forecasting, planning for item introduction, sustainment and disposal, obsolescence, supersession, War reserve management, and procurement and repair. Requirements: Determine future material needs. Conduct life cycle analysis of material needs. Detail Requirements: 2.

1.1.1.2.1 Plan for System Sustainment Description: This process supports fully deployed systems and mature maintenance concepts through ongoing forecasting of repair and replenishment procurement planning. Demand patterns are established and planned program requirements are recalculated. These form the input for forecasting and planning. Requirements: Plan the life cycle support requirements of the deployed systems. Detail Requirements: 3.

1.1.1.2.2 Supply Planning for Procurement & Repair Description: This process generates and maintains time-phased (including long-term) wholesale procurement and repair supply plans for execution and budget purposes. It develops feedback mechanism to revise and update plans as conditions change. It also defines alerts to notify planners of required buy and repair actions, pending stock-outs, or excess inventory conditions. Finally, it incorporates substitution and interchangeability business rules and coding (including family and mandated relationships) into plan output. Requirements: Compare assets to requirements and plan for optimal procurement and repair of supplies. Detail Requirements: 4.

1.1.1.2.3 Manage Demand Forecast Description: This process creates demand forecasts. The forecasts are time-phased, in periods to be determined, at a stock-keeping unit, stock number, manufacturer part number and cage code, and family level for projected recurring demand. Requirements: Forecast demand of individual parts. Detail Requirements: 8.

1.1.1.2.4 Plan for Item Introduction Description: This process establishes a system or item in the supply system, manages configuration changes in accordance with supply support policies and procedures, and establishes the master record baseline. This sub-process also initializes forecasting, repair, procurement planning and supports ongoing configuration changes. It identifies the initial breadth and depth of support for all maintenance levels. Requirements: Conduct comprehensive planning for new items to be introduced into the supply system (see comments). Detail



Requirements: 1.

1.1.1.2.5 Plan for End of Service Life Description: This process provides for the planning and forecasting of spare and repair parts requirements for systems approaching retirement. The process optimizes and allocates existing supply system assets and repair capabilities to support the maintenance of declining and obsolete systems in lieu of procurement. It also coordinates declining systems assets with introduction of new or modified system, and plans disposition of system assets for disposal. Requirements: Plan for the end of service life of items or systems and the special needs required of an old or obsolete item or system. Detail Requirements: 1.

1.1.1.2.6 Disposal Planning Description: At the end of its useful life, a system must be demilitarized and disposed. During demilitarization and disposal, the program manager or system manager shall ensure material determined to require demilitarizing is controlled and shall ensure disposal is carried out in a way that minimizes liability due to environmental, safety, security, and health issues. Requirements: Plan to properly dispose of items or systems after their useful life. Detail Requirements: 1.

1.1.1.3 Outfitting & Replenishment Description: The collective process by which Navy ships, selected shore stations and stocking points are provided with material required for operation and maintenance of installed equipment, safety and protection of ship and crew, performance of ship’s mission. This includes the original load as well as allowance change requests. Requirements: Provide the material required for operation and maintenance of installed equipment, safety and protection of ship and crew, and the performance of ship’s mission. This includes the original load as well as allowance change requests. Detail Requirements: 1.

1.1.1.3.1 Provisioning Description: Provisioning is the process of determining the range and depth of support items required to operate and maintain an end item of material for an initial period of time. Provisioning considers spares and repair parts, special tools, test or support equipment, and consumables. Requirements: Determine the range and depth of support items required to operate and maintain an end item of material for an initial period of time. Detail Requirements: 1.

1.1.1.3.2 Allowances Description: This process establishes allowances for shore, shipboard and aviation (including war reserve) based on information extracted from mathematical models which consider historical demand, failure rates, funding, operational tempo, and override data. Requirements: Establish allowances for shore, shipboard, aviation, and expeditionary forces (including war reserve) based on information extracted from mathematical models which consider historical demand, failure rates, funding, operational tempo, mission based objectives and override data. Detail Requirements: 2.

1.1.1.3.3 Mission-based Allowance Description: Mission-based Allowance Planning establishes means to provide and maintain allowances in support of changeable missions such as Expeditionary Logistics or temporary detachments. Requirements: Establish allowance capability using a Table of Allowance (TOA) concept which is segmented and assigned by mission. Facilitate the return of allowance items to point of central management. Provide a link between the equipment and the Table of Allowances. Provide data input to maintenance and supply. Replenish the allowance kit as needed. Detail Requirements: 4.



1.2 Maintenance, Repair & Overhaul Description: All action or the function of retaining material in, or restoring it to, a serviceable condition. It includes inspection, testing, servicing, repair, condition determination including classification as to serviceability, modification and modernization, overhaul, rebuild, and reclamation. The term has a very general meaning that includes all repair action taken to keep a weapon, system, equipment or combination thereof, at a defined level of readiness or specified condition to carry out its mission in support of the operational requirement. Requirements: Provide the capability to maintain, restore or modernize the condition of material, components, equipment, systems, or end-items in support of requirements. Detail Requirements: 130.

1.2.1 In-Service Support Description: Analyze system data, determine and implement corrective actions to sustain in-service systems and to ensure safety, affordability and availability. Requirements: Provide the capability to analyze system data, determine and implement corrective actions to sustain in-service systems and to ensure safety, affordability and availability. Detail Requirements: 21.

1.2.1.1 Monitor Description: Process of either directly or remotely observing equipment to provide an indication of systems or components performance or impending failure. Requirements: Provide the capability to observe material, component, equipment, system and end item performance and history. Detail Requirements: 25.

1.2.1.2 Identify Description: Process of examining data to narrow the search for issues for further investigation. Requirements: Provide for the capability to examine information and data to identify potential issues. Detail Requirements: 19.

1.2.1.3 Investigate/Analyze Description: Functions performed to look for premature or unusual failures or malfunctions encountered during equipment operation, to assist in determination of the cause of accidents or mishaps, or to assess failure or deterioration causes to improve reliability and readiness. Requirements: Provide the capability to perform the necessary analyses to determine root causes of identified maintenance, support and safety issues. Detail Requirements: 24.

1.2.1.4 Develop Description: Process of differentiation, or evolution by successive changes that produce a solution to an issue. Requirements: Provide the capability to develop and document process or design changes that produce a solution to an issue. Detail Requirements: 16.

1.2.1.5 Test Description: Standardized procedure for measuring and certification of equipment, systems, and processes against an approved standard. Requirements: Provide the capability to measure and certify processes, materials, components, equipment, systems and end items against an approved standard. Detail Requirements: 6.

1.2.1.6 Field Description: Managing/Implementing engineering changes or technical solutions to systems, equipment or platforms. Requirements: Provide the capability to manage or implement design changes or technical solutions to material, components, equipment, systems and end items. Detail Requirements: 14.

1.2.1.7 Tech Assist Description: Responding to a request for assistance relative to proper operation, maintenance, and/or logistics support of systems, equipment or platforms. Requirements: Provide the ability to respond to a request for assistance relative to proper operation, maintenance, and/or logistics support of material, components, equipment, systems and end items. Detail Requirements: 25.



1.2.2 Maintenance Planning Description: The design, method or scheme for accomplishing a maintenance objective(s) or mission. Requirements: Provide the capability to support the design, method or scheme to accomplish maintenance objective(s) or mission. Detail Requirements: 81.

1.2.2.1 Work Scope Definition Description: This process determines project scope to include planned maintenance, planned modifications, and reserves for unplanned maintenance and repairs. It also establishes methods for controlling project scope and documenting scope changes to include funds allocation for scope expansion. Requirements: Provide the capability to determine project scope to include planned maintenance, planned modifications, and reserves for unplanned maintenance and repairs. Provide the capability to control project scope and document scope changes to include funds allocation. Detail Requirements: 10.

1.2.2.2 Schedule Capacity Description: This process develops the project plan, employing standard methods established by the maintenance activity. It also develops high-level project schedules and resource profiles and establishes project work breakdown structures and network activities for major maintenance. Requirements: Provide the ability to resource level a project schedule, group of projects, a maintenance activity, a region, a group of regions and across the Navy. Provide the ability to manage capacity and repair capability of both public and private sector workforce. Provide the capability to perform long term workload forecasting; scenario and critical path analysis. Provide the ability to permit multiple schedulers into a single project at the same time, present data graphically and provide adequate management and protection of controlled classified and unclassified sensitive data (e.g., U-NNPI, NNPI, privacy-protected data). Detail Requirements: 65.

1.2.2.3 Project Planning Description: This process develops the project plan, employing standard methods established by the maintenance activity. It also develops high-level project schedules and resource profiles and establishes project work breakdown structures and network activities for major maintenance. Requirements: Provide the capability to accomplish project plan development to support planning, financial estimating and reporting, packaging and execution of scheduled and unscheduled maintenance at both public and private sector activities. Provide critical path analysis for projects including the ability to determine the critical path to any node in the network as well as the completion. Allow tracing backwards through the network to find all predecessors to a selected node. Provide the ability to create, view and modify work notifications in accordance with the project plan to include the validation, screening and brokering of individual work notifications. Provide the capability to prepare detailed technical work documents with links to schedule and cost. Detail Requirements: 72.

1.2.2.4 Work Package Development Description: This process develops the work package for the maintenance, repair, and overhaul project from items identified in the maintenance backlogs, planned modernizations and alterations, customer-requested maintenance items, and items assigned by cognizant technical authorities. It also establishes methods for managing the project work package to ensure that all work identified in the work package is properly planned, executed, and certified. Requirements: Provide the capability to develop work packages for the maintenance, repair, and overhaul project from items identified in maintenance backlogs, planned modernizations and alterations, customer-requested maintenance items, and items assigned by cognizant technical authorities. Provide the capability to manage the project work package and ensure that all work identified in the work package is properly planned, executed, and certified. Detail Requirements: 34.



1.2.2.5 Work Package Authorization Description: This process develops workflow to ensure that work package items have been authorized for execution. It also ensures that asset plant conditions are established to support operations and ensures funding has been assigned to the work package items assigned for execution. Requirements: Provide the capability to develop and process workflows to ensure that work package items are authorized for execution at both public and private sector maintenance activities. Provide the capability to ensure conditions (i.e., Environmental Regulatory Requirements, Environmental Health and Safety) are established to support operations and ensure funding has been assigned to the work package items assigned for execution. Detail Requirements: 9.

1.2.2.6 Work Package Funding Description: This process distributes funds for work package(s) and establishes lines of accounting. It also establishes funding reports to monitor funds expenditures on the project and ensures that the funds for the work package are available. Requirements: Provide an automated multi-user capability that distributes and accepts funds from various sources for work package(s) and establishes lines of accounting. Also provide funding reports, including metrics, to monitor funds expenditures on the project and ensure that the funds for the work package are available. Detail Requirements: 8.

1.2.3 Workload Planning and Preparation Description: This process insures the prioritization of maintenance actions to accomplish maintenance goals and/or missions. Requirements: Provide the capability to prioritize maintenance actions to accomplish maintenance goals and/or missions. Detail Requirements: 45.

1.2.3.1 Specification Development Description: This process develops technical specifications for maintenance items assigned to the project. It ensures that all technical specifications are reviewed and approved by cognizant technical authorities, and ensures that documentation of specifications is maintained accurately and available to the project work force. Requirements: Provide the capability to develop technical specifications and maintain an up-to-date library for maintenance and ensure accessibility to the work force. Provide the capability to ensure all technical specifications are reviewed and approved by cognizant technical authorities. Detail Requirements: 19.

1.2.3.2 Outsourcing/ Subcontractor Support Description: This process determines functions to be outsourced to commercial contracting. It also develops and issues contracts for outsourced products and services, and manages the relationship with the contractor. Finally, it ensures that contractors execute assigned tasks in accordance with established cost, quality, and schedule objectives; provides necessary contractor support by using government owned resources, facilities, and equipment identified in contract agreements; and manages contract changes through establish change-request protocols. Requirements: Provide the capability to develop, issue, manage and monitor contracts for outsourced products and services. Provide the capability to facilitate the necessary contractor support using government owned resources, facilities, and equipment identified in contract agreements. Detail Requirements: 13.



1.2.3.3 Material Planning & Provisioning Description: This process ensures that material required to perform the work package is properly planned, including materials, components, parts, tools, equipment, and facilities. It also establishes provisioning of material requirements through existing stock, internal production, manufacturing, refurbishment, or external purchasing. Requirements: Provide the capability to ensure material required to perform the work package is planned, including materials, components, tools, equipment and facilities. Provide the capability to provision material requirements through existing stock, internal production, manufacturing, refurbishment, and/or external purchasing in a multi-project environment. Detail Requirements: 65.

1.2.3.4 Facility and Tool Management Description: This process manages facilities assigned to the project to optimize utilization of repair activity capacity. It manages tools and equipment to ensure that adequate resources are available to execute the work package, ensures that tool and equipment calibration requirements are established and maintained, and reserves special tools as necessary to ensure that they are available and serviceable to support the project. Requirements: Provide the capability to manage facilities, tools and equipment to execute work package(s) for the assigned maintenance, and ensure calibration requirements are established and maintained. Detail Requirements: 29.

1.2.3.5 Work Order Creation Description: This process develops work orders for all known jobs or tasks from notifications and specification submitted to the project. It also establishes work order review and approval protocols. Requirements: Provide the capability to develop work orders for all jobs or tasks from notifications and specifications submitted for maintenance. Provide for work order review and approval procedures. Detail Requirements: 16.

1.2.4 Maintenance Control Description: The process of staffing, directing, controlling and tracking maintenance actions. Requirements: Provide the capability to staff, direct, control and track maintenance actions. Detail Requirements: 31.

1.2.4.1 Job Location Description: This process ensures accurate determination of work locations by using standard methods established by the performing maintenance activity. It also monitors project work package execution to ensure that job locations are available for scheduled work. Requirements: Provide the capability to determine availability of work locations by using standard methods (i.e. tag-outs, permits, confined space entry, etc). Provide the capability to ensure that job locations are available for scheduled work. Detail Requirements: 4.

1.2.4.2 Resource Use Description: This process ensures that resources assigned to the project are employed for optimal performance. It uses workload/work force leveling techniques to effectively schedule resources, and establishes priorities for maintenance activity capacity planning to ensure resource availability to priority projects. Requirements: Provide the capability to ensure resources assigned to the project are employed for optimal performance. Provide a workload/work force leveling capability to effectively schedule resources, and establish priorities for maintenance activity capacity planning. Detail Requirements: 28.

1.2.4.3 Work Progress Description: Employ work progressing methods established by the maintenance activity to document work progress. Ensure work is progressed in accordance with Cost, Schedule, and Quality objectives of the project. Requirements: Provide the capability to document work progression in accordance with cost, schedule, and quality objectives. Detail Requirements: 10.



1.2.4.4 Job Status Description: This process establishes methods for monitoring work execution status. It monitors work performance for compliance to cost, schedule, and quality objectives of the project, and takes corrective action as necessary to correct performance deficiencies. Requirements: Provide the capability to monitor work execution status and work performance for compliance to cost, schedule, and quality objectives of the project and individual maintenance actions. Provide the capability to take corrective action as necessary to correct performance deficiencies. Detail Requirements: 16.

1.2.5 Maintenance Execution Description: The process by which maintenance is accomplished. Requirements: Provide the capability to execute all phases of maintenance. Detail Requirements: 44.

1.2.5.1 Equipment Arrival Description: This process performs prescribed arrival checks and verifications against documented asset configuration. Requirements: Provide the capability to perform arrival checks and verifications against documented configuration. Detail Requirements: 5.

1.2.5.2 Induction Description: This process performs asset induction inspections of the component or asset assigned to the project. It also documents unanticipated discrepancies and submits them to cognizant technical authority for resolution. Finally, it inducts assets into the maintenance activity for project execution in accordance with methods established by the maintenance activity. Requirements: Provide the capability to perform induction inspections of the material, component, equipment, system or end item assigned to the project. Provide the ability to document unanticipated discrepancies and submit to cognizant technical authority for resolution. Provide the capability to induct into the maintenance activity for project execution in accordance with established policies. Detail Requirements: 37.

1.2.5.3 Condition Assessment & Reporting Description: This process identifies discrepancies, reports them to cognizant technical authority, and provides technical resolution of reported discrepancies. Requirements: Provide the capability to identify discrepancies, report them to cognizant technical authority, and provide technical resolution. Detail Requirements: 28.

1.2.5.4 Maintenance Engineering Description: This process covers maintenance engineering, including configuration identification and control, tracking of serialized parts, handling of technical publications, reliability monitoring, and modification control. Requirements: Provide for maintenance engineering, including configuration identification and control, tracking of serialized parts, handling of technical publications, reliability monitoring, and modification control. Provide for remote monitoring of systems and equipment, ship and shore access to publications, and ability to generate discrepancy reports on equipment/systems and publications. Detail Requirements: 23.

1.2.5.5 Manufacturing Description: This process covers the fabrication of parts and components necessary to support the project in accordance with maintenance policies / specifications. Requirements: Provide the capability to fabricate parts and components necessary to support maintenance. Detail Requirements: 3.

1.2.5.6 Requisition Material Description: This process identifies and requests procurement of materials, components, parts, tools, equipment, and facilities necessary to perform maintenance. Requirements: Provide the capability to identify, request, and report delivery status of required materials, components, tools, equipment, technical documents, hazardous materials, and facilities necessary to perform maintenance. Provide the capability to cannibalize items to meet material requirements. Detail Requirements: 9.



1.2.5.7 Rework Description: This process defines rework for the project team in accordance with maintenance policy. It establishes methods for identifying and reporting rework, establishes budget and funds management to cover rework, investigates significant rework items and trends to determine causes, and takes corrective action to reduce rework and correct identified deficiencies. Requirements: Provide the capability to identify, manage, and report rework of discrepant material, component, equipment, system or end item for the project team. Provide the capability to investigate significant rework items and trends. Provide the capability to establish and manage budget and cost to cover rework. Detail Requirements: 8.

1.2.5.8 Restoration Description: The restorative or additive work performed on equipment at a government or commercial activity. Requirements: Provide the capability to document and execute the restorative or additive work performed on material, components, equipment, systems and end-items to include scheduled and unscheduled maintenance. Provide the capability to manage rip-out and material removed to facilitate other maintenance. Detail Requirements: 6.

1.2.5.9 Testing Description: This process develops and manages tests as events. It manages technical work sequences to ensure that all required work has completed prior to testing, records test criteria and results, and ensures that operational tests have been satisfactorily completed prior to energizing the system or component. Requirements: Provide the capability to develop and manage tests as events and technical work sequences to ensure that all required work has been completed prior to testing. Provide the capability to document test criteria and results. Provide the capability to verify operational tests have been satisfactorily completed prior to energizing the system or component. Detail Requirements: 10.

1.2.5.10 Work Scope Mods & Growth Description: This process establishes methods for controlling project scope and documenting scope changes to include funds allocation for scope expansion. Requirements: Provide the capability to manage, document, and execute project scope expansion to include funds allocation. Provide the ability to manage growth work and new work in an execution tracking tool. Detail Requirements: 5.

1.2.5.11 Data Collection Description: This process establishes data collection methods in accordance with maintenance policy and project objectives. It also updates component configuration files with applicable maintenance data and prepares required data reports as necessary to ensure compliance with technical specifications and maintenance business rules. Requirements: Provide the capability to collect, store, retrieve and distribute data in accordance with maintenance policy, business rules and project objectives. Provide the capability to update component configuration files with applicable maintenance data and prepare required data reports (i.e., maintenance material history data, lessons learned, lifecycle costs, usage data metrics, labor, customer relationship management .(CRM) data and replacement factors). Detail Requirements: 39

1.2.5.12 Operational Maintenance Description: The day to day preparation, inspection, servicing and handling of equipment required to perform assigned mission. Requirements: Provide the capability to manage and document the preparation (including tag-out), inspection (including pre and post operational), servicing and handling of material, component, equipment, system and end item required to perform assigned mission. Detail Requirements: 32.



1.2.6 Inspection & Quality Assurance Description: Inspection is the examination and testing of supplies and services that include raw materials, components, assemblies, systems and sub-systems to determine whether they conform to specified requirements. Quality Assurance is a planned and systematic pattern of all the actions necessary to provide adequate confidence that the item or product conforms to established technical requirements. Requirements: Provide the capability to perform inspections and quality assurance processes. Detail Requirements: 3.

1.2.6.1 Quality Assurance Description: This process performs quality assurance inspections and audits in accordance with technical authorization and specifications. It documents result of all inspections, audits, and other applicable quality assurance functions, reports all discrepancies to cognizant technical authority, and documents results of inspections, audits, and applicable quality assurance functions. Requirements: Provide the capability to perform, document and report quality assurance inspections, audits, tests and other quality assurance functions in accordance with technical authorization, specifications and maintenance policy. Detail Requirements: 58.

1.2.6.2 Process Monitoring Description: This process performs quality assurance monitoring and inspections during execution of work to ensure that procedure compliance is maintained and all required maintenance steps are performed in accordance with technical specification. It documents results of all monitoring events, inspections, and other applicable quality assurance functions, and reports all discrepancies to cognizant technical authority. Requirements: Provide the capability to perform quality assurance monitoring (i.e. radiological exposure, HAZMAT exposure and emissions) and inspections during execution. Provide the capability to report results of all audits, monitoring events, inspections, and other applicable functions. Detail Requirements: 30.

1.2.6.3 Quality Feedback Description: This process analyzes results of process inspections, monitoring events, and audits. It also reports on problem causes and potential corrective actions, and maintains records of all quality feedback, including process improvement actions and results. Requirements: Provide the capability to analyze results of audits, inspections, monitoring events, and other applicable functions. Provide the capability to report on problem causes and potential corrective actions including process improvement actions and results. Detail Requirements: 5.

1.2.7 Maintenance Completion Description: Completion of a successful maintenance repair. Requirements: Provide the ability to successfully complete a maintenance repair. Detail Requirements: 9.

1.2.7.1 Acceptance Description: This process reviews applicable project documentation to ensure work completion and system test certification. It follows established maintenance activity protocol for accepting a work package as complete, submits documentation to asset operational command certifying work completion by the maintenance activity, and documents return of assets and acceptance by operational command. Requirements: Provide the capability to review applicable project documentation to ensure work completion and system test certification. Provide the capability to follow established policies and procedures for accepting a work package as complete, submit documentation to operational command and certify work completion. Provide the capability to document return of assets and acceptance by operational command. Detail Requirements: 5.



1.2.7.2 Package Handling/Delivery Description: This process covers the handling and delivery of components or weapon systems that have been procured, repaired, maintained or overhauled. Requirements: Provide the capability to support the handling and delivery of materials, components, equipment, systems and end items. Detail Requirements: 1.

1.2.7.3 Customer Feedback Description: This process establishes customer feedback procedures in accordance with established maintenance policies. Requirements: Provide support for customer feedback procedures. Detail Requirements: 2.

1.2.7.4 Warrantee/Guarantee Mgmt Description: This process covers the warranty and guarantee of components or weapon systems that have been procured, repaired, maintained or overhauled. Requirements: Provide the capability to support the warranty and guarantee of materials, components, equipment, systems and end items that have been procured, repaired, maintained or overhauled. Detail Requirements: 1.

1.2.8 Configuration Management Description: A process for establishing and maintaining consistency of a product's performance, functional, and physical attributes with its requirements, design, and operational information throughout its life. The CM effort includes identifying, documenting, and verifying the functional and physical characteristics of an item; recording the configuration of an item; and controlling changes to an item and its documentation. It shall provide a complete audit trail of decision and design modifications. Requirements: Provide for configuration management. Detail Requirements: 15.

1.2.8.1 Configuration Control Description: This process involves the systematic proposal, justification, evaluation, coordination, approval or disapproval of proposed changes, and the implementation of all approved changes in the configuration of a configuration item (CI) after establishment of the configuration baselines for the CI. Requirements: Provide the capability to support the systematic proposal, justification, evaluation, coordination, approval or disapproval of proposed configuration changes. Provide the capability to implement approved changes in the configuration of materials, components, equipment, systems, end items or baseline. Detail Requirements: 7.

1.2.8.2 Configuration Status Accounting Description: This process records and reports information needed to manage configuration items effectively, including: a record of the approved configuration documentation and identification numbers, the status of proposed changes, deviations, and waivers to the configuration, the implementation status of approved changes, and the configuration of all units of the configuration item in the operational inventory. Requirements: Provide the capability to modify as built configuration. Detail Requirements: 4.

1.2.8.3 Engineering Change Mgmt Description: This process manages changes to the current approved configuration documentation of a configuration item at any point in the life cycle of the item. Requirements: Provide the capability to process and approve Engineering Change Proposals (ECP). Detail Requirements: 1.

1.2.8.4 Configuration Auditing Description: Physical configuration audit involves the formal examination of the ‘as-built’ configuration of a configuration item against its technical documentation to establish or verify the configuration item's product baseline. Requirements: Provide the capability to support configuration auditing, including the capability to view a hierarchical structure of assets and their attributes within the Configuration Management (CM) module. Detail Requirements: 1.



1.2.9 Metrology & Calibration Description: Ensures tool and equipment calibration requirements are established and maintained. Allows access to calibration intervals and creates reports showing calibration status of equipment. Requirements: Provide for an enterprise capability for all Department of the Navy (DoN) calibration facilities to carry out the business of calibrating Test, Measurement and Diagnostic Equipment (TMDE) and to centrally manage TMDE using a single information knowledge management system. Detail Requirements: 1.

1.2.9.1 Measurement Traceability Description: The measurement accuracy of Navy TMDE and ATS used for quantitative and qualitative measurements is ensured through calibration traceability to the National Institute of Standards and Technology, and Department of Defense (DOD) approved sources. Requirements: Provide the capability to record and track calibration traceability to the National Institute of Standards and Technology (NIST) or Department of Defense (DoD) approved sources and ensures measurement accuracy of Navy Test Monitoring and Diagnostic Equipment (TMDE) and Automatic Test Systems (ATS) used for quantitative and qualitative measurements. Detail Requirements: 10.

1.2.9.2 Calibration Data Analysis Description: Analyze data to support the development of calibration procedures, calibration standards (CALSTD), calibration intervals, support equipment recommendation data or equivalent, and calibration/measurement requirements summary data or equivalent during the acquisition of weapons platforms, weapon systems, operational systems, and support systems. Requirements: Provide the capability to analyze system data to support the development of calibration procedures, calibration standards (CALSTD), calibration intervals, support equipment recommendation data or equivalent, and calibration/measurement requirements summary data or equivalent during the acquisition of weapons platforms, weapon systems, operational systems, and support systems to ensure safety, affordability and availability. Detail Requirements: 29.

1.2.9.3 Metrology Engineering Description: Technical engineering assessment relating to measurement requirements, standards, calibration methodologies, and procedures for Test and Monitoring Systems (TAMS) to the NAVSEA, NAVAIR, SSP, and Marine Corps Metrology Program Managers. Develop and execute measurement technology work including goals, objectives, tasking, scheduling, policy, and strategies. Develop, review, and approve instrument calibration procedures for Navy TAMS. Perform calibration standard workload requirements analyses in support of SYSCOM modernization programs; prepares requirements specifications to support the acquisition of calibration standards; and provides oversight and direction for the development, design, and deployment of calibration standards. Perform test and evaluation of calibration standards in support of Navy TAMS. Develop training plans, courses, and material in support of calibration training requirements. Requirements: Provide the capability to perform engineering assessments relating to measurement requirements, standards, calibration methodologies, procedures, goals, objectives, tasking, scheduling, policy, strategies, test and evaluation for Test, Measurement and Diagnostic Equipment (TMDE) to Metrology Program Managers. Detail Requirements: 24.

1.2.9.4 Metrology and Calibration Technical Authority Description: Set policy and assign responsibility for the execution of the Navy TMDE, ATS, and METCAL programs, and supporting information resource management. Requirements: Provide the capability to assign responsibility and distribute policy and technical direction for the execution of the Navy TMDE, ATS and Metrology and Calibration (METCAL) programs. Detail Requirements: 27.



1.2.9.5 Lab/Asset Management Description: To recall, track, and report status of Navy metrology assets throughout their lifecycle. The transaction, calibration, and repair data on each asset as it travels through its calibration cycles. Access to report work in process, status, inventory, history, readiness, business, and finance information for managers at all command echelons. NMCMIS will provide calibration facility managers with the capability to manage their business activities such as production planning, scheduling, and control; resource loading and workforce skills management; and time, attendance, and payroll (civilian and military) functions. The data are also required for Department of the Navy program budgets, planning, and analysis of calibration facility workloads, documentation of configuration changes, reliability analyses, and traceability of measurements to standards maintained by the National Institute of Standards and Technology. Requirements: Provide the capability to collect calibration, repair, modification data and be able to recall, track, and report status of Navy metrology assets throughout their lifecycle. Provide the capability for calibration facility managers to manage their business activities such as production planning, scheduling, quality, budgeting, resource loading and workforce skills management. Detail Requirements: 292.

1.2.9.6 System Requirements Description: Provide quality assurance functions to data integrity, reports, configuration management, and software maintenance activities. Requirements: The system shall support the establishment and maintenance of a single Automated Information System (AIS) in support of Metrology and Calibration (METCAL), and collect management and technical data required for program administration. Detail Requirements: 48.


Spiral 1.0 D-1 Unclassified

Appendix D - Naval Maintenance and Supply Application Mapping

This section contains requirements mapped to the applications identified during the DADMS/Naval Information Technology Exhibits/Standard Reporting (NITESTAR) data pull of 31 August 2009. The purpose of this mapping is to identify potential areas of redundant capabilities among applications recognizing there may be underlying unique requirements that need to be addressed in order to achieve consolidation. In addition, the data includes the results of Navy ERP’s review of high level requirements for fit with the Navy ERP (Release 1.0 and 1.1) SAP ERP Control Component (ECC) 6.0 and future releases of SAP. Master List of Applications column headings:

Requirements Data (blue columns)

• Requirement ID: Internally applied identification code • FTN: Functional Taxonomy number • Level 2: Second level taxonomy indenture • Level 3: Third level taxonomy indenture Resource Sponsor • Level 4: Fourth level taxonomy indenture • Level 5: Requirement definition

Application Mapping (green columns) • Applications: List of applications mapped to each requirement.

Note: The spreadsheet has been set up to show all applications mapped to the functional taxonomy level when the spreadsheet is ‘rolled up’, as well as showing applications mapped at the requirement level when the spreadsheet is expanded.

• Comments: Comments included in NITESTAR database entry for each application mapped.

• Navy ERP Responses: Results of Navy ERP’s initial review of the high level requirements for fit with the Navy ERP (Release 1.0 and 1.1) SAP ECC 6.0, and future releases of SAP. This review was not a technical review and was accomplished in advance of the Feasibility Study performed in December, 2009.

Microsoft Office Excel 97-2003 Worksh


Spiral 1.0 E-1 Unclassified

Appendix E - Master List of Naval Maintenance and Supply Systems

The Master List of Naval Maintenance and Supply Systems provides a comprehensive list of systems in scope of the Logistics IT Strategic Plan. OPNAV N4 memo 4000 Ser N40/9U158016 of 10 Nov 09 stated that all IT system submissions received will be specifically evaluated to ensure alignment and compliance with the Logistics IT EXCOMM strategy documents produced by the IT EXCOMM Working Groups. In Enclosure (2) LOG IT Systems List DITPR-DON of the memo, 202 systems are identified within the scope of the MSWG and are included as a separate attachment to this document.

Note: Because the system data is still being scrubbed by OPNAV, MSWG applications cannot be mapped to the system data at this time.

Master List of Systems column headings:

System Information (grey columns) • System Name • Acronym • DITPR-DON ID • MA-Domain (hidden) • Description • Major Command (hidden) • Activity (hidden) • DITPR-DON Resource Sponsor (hidden) • NITESTAR Notes (hidden)

Environment (blue columns)

• Ashore • Afloat

User Community (green columns)

• Aviation • Maritime • Expeditionary • Military Sealift Command

Function (yellow columns)

• Maintenance • Supply • Calibration • Data Warehousing, Analysis, and Reporting


Spiral 1.0 E-2 Unclassified

Transition Plan (purple columns) • Transition Plan • Target System Name • Target System DITPR-DON ID • Target Transition Date (yr) • Impact/Risk If Plan Not Executed (i.e. Maintain Status Quo)

Additional Details (orange columns)

• Weapons System/Platform Specific • Critical Fix/End-of-Life Issues before FY 2014 • Comments

Additional amplifying column descriptions are as follow: 1. ENVIRONMENT: Where the system currently deployed. 2. USER COMMUN ITY: The primary user community of the system. 3. FUNCTION: The primary functional area the system supports. 4. TRANSITION PLAN: If the system is identified as core, it will be used through FY

2017 or until enterprise solution replaces it. If the system is identified as interim, the following columns become active and are defined as follows: • Transition Plan: The name of the system targeted to replace this system. • Target System Name: The DITPR-DON ID of the system targeted to replace this

system. • Target System DITPR-DON ID: The year the system is expected to be retired (if

the system is being retired in more than one community, additional info is provided in the comments field).

• Impact/Risk If Plan Not Executed: The impact/risk of not performing the identified transition plan (i.e., maintain status quo).

5. ADDITIONAL DETAILS: • Weapons System/Platform Specific: Selected if the system is a weapon system

or platform specific solution that cannot be replaced by a common solution. • Critical Fix/End-of-Life Issues before FY 2014: Any end-of-life, security, or

maintenance support issues that need to be resolved before FY 2014.

Appendix E - Master List of Naval Maintena


Spiral 1.0 F-1 Unclassified

Appendix F - Shared Infrastructure

Note: The DoN’s future technical infrastructure is outside the scope of the MSWG, however it is a critical component of the logistics environment and is therefore included in this document.

VISION

Vision: Provide an agile integrated C4I capability, which is more responsive to Fleet readiness requirement (Man/Train/Equip); and provides increased supportability, standardization, system interoperability, network security, and joint alignment. In order to attain current goals, the focus on objectives will:

• Reduce applications, reduce servers, and increase server utilization. • Transform application programs into Community of Interest service providers. • Increase bandwidth utilization and capacity. • Implement a Command, Control, Communications, Computers and

Intelligence (C4I) rapid capability process. • Capitalize on acquisition innovation.

This direction will necessitate breaking systems into software services that are decoupled from the hardware in a SOA. Software updates need to be performed without touching the platform, and must manage the hardware centrally. These changes will enable dynamic configuration changes based on mission needs and embarked personnel, automated alerts and tips, role-based authentication and authorization, updated subscription services supporting platform operational assignments, and near-real time distance support solutions to maintenance and supply demand. This SOA responsiveness to a constantly changing environment is provided through ‘composable’ services. The technological needs of a shared operational forces/shore infrastructure through SOA will be met through:

• Decoupling of software from hardware, where new solutions don’t need their own network.

• Software installs over low throughput, high latency satellite links. • Reduced footprint (space, weight, power; thin clients, and multi-level

security). • Mobile ad hoc networking capability. • Enhanced throughput.



INTERIM STRATEGY

Interim Strategy (2010 – 2012): The interim strategy for maintenance and supply shared infrastructure support is to transition from the current network environment to an integrated Naval Networking Environment.

Current State Synopsis: The current Navy C4I network environment consists of multiple networks with varying degrees of interoperability. The NMCI is the primary network used to support CONUS ashore operations. A majority of OCONUS commands use the OCONUS Navy Enterprise Network (ONE-NET). The Integrated Shipboard Network System (ISNS) is the primary network used by our operational forces. In addition, certain maintenance and supply applications must interface with and/or reside on legacy networks, as well as, the networks of the other Services (Army, Air Force, and Marine Corps) when Navy personnel serve in these locations. Shortcomings Synopsis: Navy Networks have evolved from marginally supported ad-hoc projects with limited Internet, lower priority security, administrative, email and file storage systems to today’s programs of record providing the primary tool for collaborative operational and tactical planning, mission critical dynamic capability with security as a top priority. However, requirements and programs have had a focused view of the application environment that was stove-piped instead of integrating and are supporting hundreds of different applications and connections through network proliferation. Change is being driven through Net-centric requirements which must address spiraling life cycle costs, component end-of-life, speed of technology, and the need for interoperability and knowledge sharing. The bottom line is the need to change business and technical approaches to keep pace. Interim Plan: The change requirements outlined above will be enabled through two developing programs, CANES and NGEN. The vision is to ensure CANES and NGEN are interoperable through implementation of common technical standards, business processes and well-defined interfaces. CANES – Users in the Operational Forces will be provided services by the ISNS, and its follow-on, CANES. There are four primary components to the strategy underlying the CANES initiative in the mid-term:

1. Consolidate and improve the networks on tactical platforms. There are four primary shipboard infrastructure networks today: Non-Secure Internet protocol Router Network (NIPRNET), Secret Internet Protocol Router Network (SIPRNET), Sensitive Compartmented Information (SCI) and the Combined Enterprise Regional Information Exchange System (CENTRIXS), each operating at different security levels. The desired end state for the new CANES Common Computing Environment (CCE) network, supporting operational forces and Maritime Operation Centers (MOC), is a single suite of survivable common hardware capable of hosting a wide variety of near-real time combat support applications.



2. Accelerate the movement of DISA's Net Centric Enterprise Services (NCES) core services to the tactical edge. Moving GIG core enterprise services forward to the warfighter will be accomplished by developing a set of federated services to support tactical C4I Surveillance and Reconnaissance (C4ISR) applications in the disconnected, intermittent or limited-communications scenarios often experienced by naval warfighters. The same approach is needed for non-tactical logistics applications such as maintenance and supply. These CANES core services will ride on the CANES CCE network for operational platforms and by the MOCs. This configuration will allow applications to migrate toward a more flexible and affordable service-oriented approach.

3. Modify existing C4ISR applications to leverage Operational Core Services. Modifying the operational requirements for numerous existing C4ISR applications will direct the delivery of capability via the more efficient and flexible Automated Calibration System (ACS) approach. This new approach will fall in line with commercial business IT trends and move away from the traditional DoD integrated hardware and software stack legacy systems. This effort will be conducted as soon as technically feasible. There are, however, important financial, governance and technical challenges associated with managing this transition. But the risks of not beginning this transformation are greater still because the current path of procuring stove-piped systems and the support and maintenance of legacy systems have become unaffordable.

4. Immediately deploy elements of CCE and ACS into existing programs of record. In addition to the enhanced capabilities that will be delivered by CANES and C4ISR applications under these initiatives, CANES will immediately begin moving toward these goals by deploying initial elements of the CCE and ACS approaches into existing network and application programs of record. This early introduction will accelerate delivery of capability and reduce the development risk of the CANES initiative approach. ISNS is one of the first programs that are moving in this direction, with some of the first installations of CCE hosting and ACS-enabled functionality in the fleet.

NGEN - In support of the transition to NGEN, Logistics IT requirements need to consider NGEN’s three major objectives: (1) continuing to make necessary improvements to the capabilities provided by NMCI; (2) continuing to eliminate redundant legacy network environments; and (3) moving toward the procurement of software and hardware as an enterprise commodity. NGEN will inherit the NMCI capabilities at the end of the NMCI contract; therefore, no new hardware or software will be required as part of the initial rollout of NGEN. Similar to NMCI, NGEN will undergo a continuous process of technology refresh for both hardware and software. NGEN will use Infrastructure Technology Infrastructure Library (ITIL) v3 as a framework to identify services management processes; and shared roles and responsibilities. Key NGEN acquisition documentation is currently nearing the approval phase AoA, Acquisition Strategy, RFP, etc.).



LONG TERM STRATEGY

Long Term Strategy (2012 – 2017): The long term strategy is to support the delivery of maintenance and supply capabilities across the Naval Networking Environment In 2008, the DoN CIO released the DoN Naval Networking Environment (NNE) - 2016 Strategic Definition, Scope, and Strategy Paper. This document outlines the vision for a robust and highly interconnected enterprise networking capability in the 2016 timeframe to fully support the needs of our warfighters and warfighter-support organizations and personnel. The vision and strategy outlined in the NNE~2016 paper will be used as a guide for ensuring alignment of our networking environment investments across the DON between now and 2016. The NNE~2016 is an iterative set of integrated, phased programs that will guide the DON toward a future net-centric enterprise environment. This environment consists of a highly secure and reliable enterprise-wide voice, video and data network environment that focuses on the warfighter and provides ubiquitous access to data, services and applications from anywhere in the world. While the NNE~2016 paper primarily focuses on the Department’s long-term goals, it also identifies more immediate opportunities to begin laying the groundwork for NGEN. Focus areas identified in the NNE~2016 Strategic Definition, Scope, and Strategy include:

• Enabler of Warfighting Missions and Functions. • Information Technology Workforce. • Information Assurance. • Enterprise Licensing. • Legacy Network Environments.

The CANES program will enable increased efficiencies through integration of existing legacy and standalone C4ISR networks by providing an adaptable, responsive, IT platform to meet rapidly changing warfighting requirements.

The primary goals of the CANES program are to: 1) Build a secure network required for Naval and Joint operations; 2) Consolidate and reduce the number of operational networks through the use of mature cross domain technologies and common computing environment infrastructure; 3) Reduce the infrastructure footprint and associated costs for hardware; 4) Provide increased reliability, application hosting, and other capabilities to meet current and projected warfighter requirements; and 5) NCES SOA Core Services to the tactical edge to support overall DoD C4ISR applications migration to a SOA environment.

CANES is the planned technology replacement for the following existing networks used by operational forces: CENTRIXS-M, ISNS, SCI Networks, Shipboard Video Distribution System (SVDS), and Submarine LANs (SubLAN) to include the Top Secret (TS) enclave and Video Information Exchange System (VIXS). Through the incorporation of developing Multi-Level Security (MLS) technology, CANES will



incrementally collapse UNCLAS, Secret, Secret Releasable (SR), and SCI enclaves while preserving the confidentiality of all data within all security classifications. CANES will support, at a minimum, all the IO/ISR services currently provided by the programs it will consolidate. In addition, CANES will assume the hardware procurement activities currently carried out by the numerous application programs which will eventually host their applications within the CANES environment.

CANES will drive significant reductions in hardware infrastructure and facilities across the entire scope of Navy network acquisitions as well as standardized implementation, deployment and life cycle support. The fundamental drivers behind these reductions include systems consolidation, virtualization, product commonality, enhanced usability and automation of system management, administration, troubleshooting and repair activities. Built-in redundancy, auto-failover and repair, and hot swappable repair features will be key aspects of the ‘self-reliance’ features of the support strategy required for IOC. Also, the support strategy will employ remote system analysis, troubleshooting and repair features to greatly extend the distance support capabilities of traditional fleet support activities such as RMC, Fleet Systems Engineering Team (FSET), In-Service Engineering Activity (ISEA), and Network Operations Center (NOC).

FUTURE STATE

Future State: Provide an agile integrated C4I capability that supports Fleet readiness requirement, improves system interoperability, Increases supportability and standardization, and aligns with Joint initiatives To meet the objectives of the Naval Networking Environment (NNE 2016), future upgrades will:

• Transition baseline NGEN, ONE-Net and IT-21/CANES from three environments to a globally integrated net-centric DoN enterprise.

• Support Network Operations and leverage the DoD GIG and available DoD enterprise services.

• Apply a common Governance and operational construct.

The Assistant Secretary of the Navy, Research, Development and Acquisition (ASN RDA) has directed SPAWAR, as the lead technical authority, to identify NGEN-CANES alignment focus areas and the necessary management structures to ensure interoperability, shared contract strategies/specifications, and support for NNE 2016 in the longer term. SPAWAR's approach is twofold: development of enterprise engineering documentation to guide program delivery of NNE 2016, and the fostering of near term program alignment through a Network Alignment Overarching Integrated Project Team (OIPT) designed to analyze and address critical alignment opportunities to deliver improvements to the Fleet today, reduce duplicative costs in the midterm, and build towards a seamless network user experience in the future. PMW 160 serves as a co-chair of the Network Alignment OIPT, along with PMW 200 (NMCI) and SPAWAR 5.0.


Spiral 1.0 G-1 Unclassified

Appendix G - Military Sealift Command

During the MSWG IT EXCOMM meeting, 10 September 2009, OPNAV N4 agreed to support Military Sealift Command efforts to continue executing their internal IT strategy and be excluded from the Navy ERP / SAP evaluation. Consequently, MSC IT strategy is being addressed separately in this document. The purpose of this section will be to keep the MSWG IT EXCOMM informed of MSC Logistics IT program. This will facilitate the MSWG IT EXCOMM oversight responsibilities in relation to advising OPNAV on which IT programs and projects to approve. This section will be updated and maintained by MSC and USFF.

VISION Vision: Facilitate the visibility, timely delivery and quality of CLF, CBR-D, M&R, Food, and Medical Supplies while maintaining or improving the availability of MSC Ships through the web enablement consolidation and upgrading of MSC GOTS applications.

TRANSITION STRATEGY The MSC has identified a two phased strategy to facilitate the visibility, timely delivery and quality of Combat Logistics Force (CLF), Chemical, Biological, Radiological, and Radiological Defense (CBR-D), Maintenance and Repair (M&R), Food, and Medical Supplies while maintaining or improving the availability of MSC Ships.

• Phase 1 (Transition Strategy) – The MSC IT Transition Strategy is to complete migration of applications from client server to web based, while implementing corporate initiatives identified by senior MSC management as needed capabilities. All work completed from FY 2010 to FY 2012 will aid in facilitating MSC reaching its IT Strategic Goals to make corporate data available across the enterprise and provide required, effective and efficient IT capabilities to MSC.

• Phase 2 (Long-Term Strategy) – MSC’s Long Term Strategy for Maintenance and Supply is facilitate information exchange with the Navy ERP/SAP solution for those data elements necessary to facilitate an enterprise evaluation of Naval Maintenance and Supply.


Spiral 1.0 H-1 Unclassified

Appendix H - Distance Support Customer Relationship Management

The MSWG recognizes the importance of Distance Support (DS) Customer Relationship Management (CRM) in an enterprise solution. Spiral 1.0 does not include specifics of DS CRM, however the DS program office inputs are included as Appendix H to keep the MSWG and IT EXCOMM informed of DS Logistics IT program progress. DS CRM will be incorporated in future spirals of this document.

VISION

Vision: Provide an enterprise wide, shared data environment to consolidate all DoN support data requests into a single robust enterprise system that can aggregate and bring support visibility to both resource sponsors and program managers, and establishing a knowledge base via a business intelligence tool, hosted in a Navy ERP compliant commercial product.

CURRENT STATE DS is comprised of multiple programs, including Customer Relationship Management (CRM) and Navy Information Application Product Suite (NIAPS). This section only addresses CRM, as NIAPS (for the purposes of this document) is only a conduit of connectivity for inbound (to) and outbound (from) ship data transmissions. CRM is both a process and toolset providing conduits of connectivity to and from the customer via a work flow process. The process includes the tracking of support requests across the entire collaborative shore infrastructure, supported by an information repository. The repository is tied to a metrics systems and a predictive Knowledge Management (KM) component. The KM component serves to reduce the “find” time to render assistance. The KM also complements program metrics providing decision enabling information and potentially mitigating systemic issues across the Navy enterprise.

CAPABILITIES AND REQUIREMENTS CNO policy and Navy Enterprise TLRs mandate the following requirements/attributes:

• eCRM (Network/Shared Data Environment (SDE)) - Single authoritative source for all support requests and operational

24/7/365. - SDE shall support data analysis collected for improvements. eCRM SDE

shall support near real-time and historical support data collection to facilitate resource allocation and support decisions.

- A common set of operation procedures and technical specification documentation (to include SDE connection guides) be developed for use by SDE participating commands, organizations, and activities.

- Data must be grouped and sorted by Functional Areas (Personnel, Equipment, Supply, Training, Ordnance, Facilities, Networks and Medical (Readiness Categories/Functional Areas) (PESTOFNM)) to support yearly



analysis by the DS Governance Board (DSGB) & recommendations for improvements.

- A common set of operation procedures and technical specification documentation (to include SDE connection guides) be developed for use by SDE participating commands, organizations, and activities.

- A standard CRM Trouble Ticket shall be developed to be used across all sources of support providers in conjunction with the Global Distance Support Community (GDSC).

- In order to provide traceability to DS requests and ensure the viability of DS data collection, all SHIP "help/support" requests will be documented via logging aboard ship in the NIAPS server and then transported into the ashore SDE.

- eCRM SDE System Security Authorization Agreement (SSAA)/ATO and other certifications and accreditations are updated and valid.

- eCRM SDE shall have a classified and unclassified environment/capability.

- eCRM SDE shall support reduction of shored based infrastructure through use of distributed knowledge management, technology, and organizational alignment & centralization.

- eCRM SDE will support Remote Monitoring process (auto ticket generation capability).

- eCRM SDE will support Tech Assist process (AWN / identify tech assists/provide analysis).

- eCRM SDE shall be responsive and address various level of response (urgency codes).

- An automated toolset to place an inquiry electronically. - Support automated discrepancy reporting. - A Source of Support provider matrix (listing) must interface with the SDE. - Support NAVSUP "One-Touch" Automated Supply systems. - Support an on-line knowledge component. - Provide hosting of appropriate CRM applications and support electronic

submittal of Warfighter requests / help.

• Analytics/Metrics: - Provide measurement and trending capabilities for all of the PESTOFNM

readiness categories/functional areas. - Develop business activity measurement parameters for various reports to

be used by organizations, activities, and subordinate commands that provide source of support services to DS. Reports will be made from real-time and historical data located in the CRM.

- Develop training support for metrics reports development in digital format. - Establish KPPs to drive other requirements. - Develop trend analysis tools to determine high-support drivers to reduce

total ownership cost. - Provide measurement capabilities to support automated discrepancy

reporting.



- Provide tools for data analysis and modeling to correlate failure history with a requirement to execute maintenance actions.

- Support data collection, analysis, and dissemination of metrics for review by the Naval NETWAR FORCEnet Enterprise.

BENEFITS An enterprise network yielding standardized and responsive services, data capture and mining of actionable information, self-help and other KM based search/retrieval tools, and optimized alignment of infrastructure resources to proactively address Fleet demand signals in a cost effective, metrics-driven, fashion. CRM Mission Outputs include:

• Prepositioned data & replication (Tier 0 – Self Help) • KM knowledge base supporting reactive, proactive and predictive metrics • (Fleet) Support Request accountability & workflow management • Connectivity facilitating moving work ashore function and products

ENABLING OBJECTIVES CRM shares the four strategic goals outlined within the IT strategic plan. In addition, CRM adheres to the three principles of accessibility, accountability, and transparency

• Accessibility: Provide quick and easy access to all Navy support request information and services with the highest possible level of customer service

• Accountability: Help agencies improve service delivery by allowing them to focus on their core missions and manage their workload efficiently

• Transparency: Provide insight to improve the Navy through accurate, consistent measurement and analysis of service delivery Navy-wide.

TRANSITION STRATEGY CRM is currently in transformation, expanding from its continuing customer advocacy role (Action Reporting System dynamics) to add KM and Business Intelligence capabilities, creating the necessary capabilities to deliver TLR solutions.

FUTURE STATE The future state of CRM will be:

• Navy ERP compliant • IUID capable • Commercially-sourced, collaborating with disparate Navy data warehouses

(i.e., synergy via access to “Other Peoples’ Data”) • Interfaced with FoMs, AWN and Navy ERP • NIAPS presence maintained in CANES environment