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© SAP 2009, © SRA International 2009, All Rights Reserved 1 SAP PBL Solution Product Lifecycle Sustainment Business Process Platform Jon Newsome Sustainment/PBL Solution Principal SAP Public Services Bob Daniell Principal, Life Cycle Management SRA Enterprise Logistics Solutions

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Page 1: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 1

SAP PBL Solution

Product Lifecycle Sustainment Business Process Platform

Jon NewsomeSustainment/PBL Solution Principal

SAP Public Services

Bob DaniellPrincipal, Life Cycle ManagementSRA Enterprise Logistics Solutions

Page 2: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 2

Agenda for Today’s Webcast

About the Series….About the CompaniesPBL as a Total Lifecycle Sustainment Strategy

The Age of Evangelism is over with….The Age of Delivery has come!

A Practitioner-Based TeamFor Additional Information and Follow-up

Courtesy of The University of California at Santa Barbara

The Convergence of Organizations Fused to a Common Purpose for Effective and Rigorous PBL Delivery Excellence

The Convergence of Organizations Fused to a Common Purpose for Effective and Rigorous PBL Delivery Excellence

Page 3: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 3

SAP’s US Army Web Cast Series Schedule

Feb 19 Strategies for Optimizing Contract Performance & SustainmentMar 19 Enabling Relevant, Responsive, Effective and Integrated

Mission Capable Defense ForcesApr 16 RFID and Serialization Technology: Using ERP solutions to better

support the WarfighterMay 21 Improve Decision-Making with Visual Simplicity and Self Service

Information AccessJun 18 Aligning Strategy to Comply with Army Performance InitiativesJul 16 Bringing Best Practices in Procurement to the ArmyAug 20 Managing Hazardous Materials and Protecting the WarfighterSep 17 A Full View of the Enterprise: Integrating Financial and Operational

PlanningOct 15 360 Degree Portfolio and Program Management for ArmyNov 19 Empowering the Army User with TechnologyDec 17 Risk Management: Protecting and Advancing Army's Mission

The Link to Sign up for any/all of the Webcast Series is: http://www.carahsoft.com/events/sap/armywebcastseries/?ref=sap

Series POC: Dan Dorchinsky, Global Account Director, [email protected]

Page 4: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 4

PBL Convergence Partners At A Glance

The SRA DifferenceThe SRA Difference

• >$1B Tier 2 Integrator with reputation as “Honest Broker”

• “Smart” ERP Implementer• Measured view across all lifecycle stages per

DoD5000.2• Strong Cause/Effect impact of individual supply chain

elements• Methodologies for time compression and lower TCO• Masters at applying Supply Chain Council’s (SCC)

Suite of Business Process Models• Convergence of Performance Based Logistics, the

SCOR Implementation Roadmap, and Lean 6 Sigma concepts, techniques and tools supported by Professional Project Management

The SAP DifferenceThe SAP Difference

SAP AG 2007 revenues: $15.86 billionSAP AG 2007 revenues: $15.86 billionMore than 47,800 companies run SAP software

Providing more than 25 industry solutions, 1,000+ Applications

51,274 SAP employees (as of March, 2008)12 million users in 120+ countries12 million users in 120+ countriesMore than 2,000 partner solutions certified for SAP NetWeaver

15 Industry Value NetworksServing DoD for over 30 yearsUnique Industry Solutions for DoD, A&D, PBL, others

SRA moves your process

left to right

SAP lifts your enterprise to greater insights

Ensuring that the PBL Dynamics for Achieving Targeted Results are in place.

Page 5: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 5

Recognized/Standard “Levels” Of PBL

Weapons System Performance

PBL Level III

Mission Performance PBL Level IV

Sub-System Performance PBL Level IIDistribution

Performance PBL Level I

Performance Objective

Delivery Speed Availability Operational Availability Mission Reliability

Functional Scope (Responsibility of PBL Provider)

PlanningLogistics

PlanningLogistics ValueEngineering

PlanningLogisticsValue EngineeringConfig. ManagementMaintenance

PlanningLogisticsValue EngineeringConfig. ManagementMaintenanceOperations

Weapons System Scope

PartsComponents

ComponentsAssemblies

SystemsPlatforms

Platform Performance

Examples PVP Contracts F/A-18 JSF None Currently Exist

ComponentPlatform

Mission

Support Moves Closer to the Warfighter/CustomerSignals from Customers, Suppliers & Products Becomes More Important

Pay for Level of Performance Rather Than Repairs

Page 6: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 6

PBL requirements across the ecosystem… where to begin?

Aftermarket & Service Suboptimal Inventory

Levels, Unbalanced Plan

Business ManagementRisk / Reward Analysis

Cash Flow ConsiderationsAccurate Earned Value Projection ?

Proposal Management

Inefficient Proposal Development

ManufacturingLack of Supply Chain

Synchronization

Incomplete Global Program Insights

Program Performance?

Engineering Impact of Changes to

Cost & Schedule Disconnected from

Supply Chain

SALARIES

Board, Audit CommitteeCompliance with complex Government Regulations

?Customer

Supply ChainDifficult Adoption of Program Changes

Procurement Lack of Supply Chain

Synchronization

CustomerTier N Supply Chain Network

Page 7: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 7

Decision making support based on real time visibility on

program specific KPI’s

Begin with Visibility and Decision Support Tools for the Program Manager

Program Manager

Risk/Reward Analyses capabilities to develop

pricing and platform support models

Apply Earned Value Management standards to plan

and track program/contract performance.

Plan program revenue and cost streams (cash flow) in order to build pricing and execution concept that meets PWS requirements

Adaptive planning and cross functional integration

to enable quick response to unplanned costs and/or

operational changes

Manage complex PBL contract types (FFP, cost-plus, T&M) and award and incentive fees

Early warning systems to identify planned vs. actual cost variances

Simulation tools to optimize supply chain and equipment performance

Tier N Supply Chain Network

OEM

Total asset visibility across all customer locations with inventory collaboration capabilities

Customer

Page 8: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 8

Emerging Layers of PBL

FORCE Generation Drives Demand-Side…. = Customer “Takt” Rate

….Requiring An Effective Supply-Side Response…. = PBL “Dynamics”

Details of the multi-echelon supply and value chain

Informed lead times required by each supplier

Critical paths and specific bottlenecks

Actual days required to support a supply chain, versus unsupported estimates

ARFORGEN

Planning drumbeat: How often completed units NEED to come out the end of the pipe –as established by customer demand

Takt TimeLANDFORGEN 1

SEAFORGEN1AIR

FORGEN

1

“For ARFORGEN weManufacture Brigade Combat Teams”….therefore what is:

Make to Stock?Make to Order?Engineer to Order?

PBL Layer I

PBL Layer II

PBL Layer III

COMPLIANCE

CULTURE

PROCESS

1 Notional

Page 9: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 9

PBL Basic Construct

Customer

MACOMs

FMS

OtherAgencies

OtherServices

NATO

ProgramManager

(PM)PBA

Product SupportIntegrator

(PSI)

ComSupplier

DLA

OtherServices

TRADOC

AMC

PBA

SYSTEMSSUBSYSTEMSCOMPONENTS

Product SupportProviders

(PSP)

SYSTEMSSUBSYSTEMSCOMPONENTS

OrganicPSP2

ComPSP1

PSP4

PSP3

Business Case Analysis (Benchmarking)

Monitors Performance

PM Oversight & Accountability

(MONITORS) PERFORMANCE OUTCOMES

FLEXIBILITY Data

Warehouse

MOA

MOU

PBA

PSI (EXECUTES)

(REDIRECTS)PPP

….Tools are needed to support process. PSI is key.

Page 10: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 10

How Do We Support a PBL-Enabled CONOPS?...

1INCREASE

Mission Reliability

2REDUCE

Logistics Response Time

3IMPROVE

Operational Availability

4REDUCE

Cost Per Unit Usage

5INTEGRATE / REDUCE

Logistics Footprint

LIFE

CY

CLE

GO

ALS

LIFE

CY

CLE

OB

JEC

TIV

ESR

ES

PO

NS

IBIL

ITY

AP

PR

OA

CH

PR

OC

ES

SC

OM

PE

TEN

CIE

SE

NA

BLE

RS

6ENABLE

Effective LCM strategies and mechanismsthat promote, foster and direct LCM

improvements

7OPTIMIZE AND CONTROLEnd to End LCM performance,

Proactively responding to non-immediateand immediate issues

8ESTABLISH CLEAR LINKAGES

Between process performance and LCMObjectives, for day to day monitoring,

execution and redirection

9ADVOCATELCM interestswith players

10SUPPORT

LCM improvement

11CONDUCT

LCM constraintanalysis

12INFLUENCE

Buy/repair prioritiesand execution

13STANDARDIZEand consolidatereqs. and reports

14PREPAREand present

formal reviews

15MANAGE

LCM operationsto a strategicbusiness plan

27Executive

sponsorshipfor LCM role

28Organizational

Construct

29LCM

standardizationSCOR, DCOR,

CCOR

30Value propositions

For WeaponsSystems

Data/input/output

31LCM

Processtransparency

32Clear and Consistent

communications

16DEFINE

or understandLCM

process

17MEASURE

LCMprocess

performance

18ANALYZE

theperformance

data

19REALIZE

LCMprocess

improvements

20CONTROL

LCMProcess

performance

21EQUIPStrategicBusinessplanning

22ANALYZE

Businessprocess

performance

23ADVOCATE

Businesscase

development

24INTEGRATECollaboration& relationship management

25MONITORContinuous

process improvement

26INFLUENCE

Teambased

thinking

© 2009 SRA International. All rights reserved

1INCREASE

Mission Reliability

2REDUCE

Logistics Response Time

3IMPROVE

Operational Availability

4REDUCE

Cost Per Unit Usage

5INTEGRATE / REDUCE

Logistics Footprint

LIFE

CY

CLE

GO

ALS

LIFE

CY

CLE

OB

JEC

TIV

ESR

ES

PO

NS

IBIL

ITY

AP

PR

OA

CH

PR

OC

ES

SC

OM

PE

TEN

CIE

SE

NA

BLE

RS

6ENABLE

Effective LCM strategies and mechanismsthat promote, foster and direct LCM

improvements

7OPTIMIZE AND CONTROLEnd to End LCM performance,

Proactively responding to non-immediateand immediate issues

8ESTABLISH CLEAR LINKAGES

Between process performance and LCMObjectives, for day to day monitoring,

execution and redirection

9ADVOCATELCM interestswith players

10SUPPORT

LCM improvement

11CONDUCT

LCM constraintanalysis

12INFLUENCE

Buy/repair prioritiesand execution

13STANDARDIZEand consolidatereqs. and reports

14PREPAREand present

formal reviews

15MANAGE

LCM operationsto a strategicbusiness plan

27Executive

sponsorshipfor LCM role

28Organizational

Construct

29LCM

standardizationSCOR, DCOR,

CCOR

30Value propositions

For WeaponsSystems

Data/input/output

31LCM

Processtransparency

32Clear and Consistent

communications

16DEFINE

or understandLCM

process

17MEASURE

LCMprocess

performance

18ANALYZE

theperformance

data

19REALIZE

LCMprocess

improvements

20CONTROL

LCMProcess

performance

21EQUIPStrategicBusinessplanning

22ANALYZE

Businessprocess

performance

23ADVOCATE

Businesscase

development

24INTEGRATECollaboration& relationship management

25MONITORContinuous

process improvement

26INFLUENCE

Teambased

thinking

© 2009 SRA International. All rights reserved

Page 11: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 11

….THROUGH EVOLVING SAP INNOVATION SAP Business Process Platform And Industry Solutions

Lots of Unique Pieces and Parts that can be Hooked Together to Produce Other Things

May or May-Not have all the Right Pieces

No Instructions on How to Put it All Together

Unique Pieces and Parts Made to Work Together

Pieces Have Been Designed to Provide the Best End-product

Instructions on How to Bring the Pieces Together

SAP Industry Solutions

SAP for A&D

SAP PBL, iMRO, eGRC, Perfect Plant

Others….

Known Outcomes

Page 12: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 12

High Level Architecture – For Full SAP PBL/PSI Functionality

SAP PBLiMRO SAP SCM SAP Other

SAP NetWeaverData Integration (SAP and/or BOBJ)

SAP SSMBOBJ

SAP LegacyLegacy ApplicationsLegacy Data

SA

P B

W

Legacy via integration, data transfer, etc.

Strategic Alignment, scorecards, dashboards, BI, Reporting

BW, Historical

Data

Functionality

Development, Integration

A Holistic Natively Integrated Product Lifecycle Sustainment Solution Oriented Around Business Processes, Not Applications

Designed to Work Together ~ Holistic, Flexible, Scalable

Page 13: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 13

The SAP PBL Value Chain Elements

Manage Contract – Manage and measure performance to meet contractual obligations…KPIs drive the right behavior to optimize contract performance and profitability

Manage Product – Emphasis on product lifecycle support… design for reliability and maintainability over feature/function

Manage Supply Chain – Various topics… demand intelligence, service network design, service and inventory optimization and exception based decision support

Manage Service – Minimize downtime by ensuring the right equipment, information and field support is available to perform services

Validated with customers, partners, analysts and academia

Page 14: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 14

Unique PBL Requirements – What We Have Built Into The SAP PBL Solution

Natively Integrated Business Process Platform – Individual functional capabilities (MRO, Procurement, Analytics, etc.) are insufficient. Information from all functions, business processes, customers, suppliers and on board sensors must be brought together

Enterprise Analytics, Simulation, Decision Support – Analytics must consider demands, operational requirements, reliability, MRO and supply chain capabilities to make the right decisions with a focus on Product Lifecycle Management

Program & Contract Management – Program/project management requires sophisticated risk/reward analysis capabilities to develop platform support plans and pricing models. Contracts must be tightly aligned with execution activities/KPIs

Product Lifecycle Management – Increased emphasis on reliability and the requirement to conduct extensive risk/reward analysis for engineering change activities. Tight integration to MRO activities

Supply Chain Management – There is a greater emphasis on aftermarket service parts planning/execution as wells as complex multi-indenture/echelon planning requirements

MRO – Focused on streamlined maintenance activities to reduce costs per operational hour. Emphasis on prognostics and health management to reduce scheduled and unscheduled equipment downtime

Strategic Alignment and Cascaded Metrics – **MOST IMPORTANT** - Fundamental change in how vendors get paid and remain profitable. Effectiveness KPIs get them paid (ex, system availability). Efficiency KPIs help improve their margin (ex, cost per flight hour)

Extendibility to Customers, Suppliers and Products – A move from ‘Diagnostics to Prognostics’ where clear, real time signals coming from Customers, Suppliers and Products are essential

Page 15: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 15

The SAP PBL Platform

Program &Contract

Management

Contract Execution and Billing

Optimize Maintenance

Activities

Optimize Engineering

Change

Optimize Surge

Requirements

Best Practices & Implementation Accelerators for key PBL Scenarios

SAP Business Process PlatformSAP Applications

ERP

ISV Solutions

PPCby

SIOby

RCMOby

Strategy Mgmt

SRM CRM SCM PLM

VISION: A PLATFORM ENABLING CUSTOMERS TO BECOME MARKET LEADING PBL PROVIDERS

Risk Mgmt

Engineering Partner

Provide total Real-Time Asset & Usage visibility

across all locations

Orchestrate collaborative Engineering & Design

process

Sub-Assembly OEM

Manage complete sub- assembly design,

production and delivery (e.g. wings)

Component Manufacturer

Deliver on integrated production schedule based

on global MRP

Regulatory Authorities

Ensure Program Conformance

DoD

Page 16: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 16

SAP’s Performance Based Logistics Solution

OEM, Suppliers & Partners

Customers & Channels

Manage Contract Manage Product Manage Supply Chain Manage Service

Enterprise Management & Support

Program & Contract ManagementProgram Management

Project Planning and Execution Contract & Order Management

Marketing and Business AcquisitionMarketing Management

Business AcquisitionRisk Management

Federal ContractingContract Management & Administration

Supplier CollaborationStrategic Sourcing

Supply Network Collaboration

Supply ManagementService Parts Planning and Procurement

Service Parts Execution and Analytics Mobile Materials Management

Organizational ModelingOrganizational Generation

Organizational Employment Organizational Support

Maintenance OperationsLine Maintenance

Component Maintenance Depot Level Maintenance

Mobile Maintenance Maintenance Support

Product Lifecycle ManagementConfiguration Management

Product Development, Production and Deployment Total Lifecycle Management

ComplianceRFID & UID

Global Trade & ITAR

Page 17: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 17

SSM Organizes Information And Drives Behavior Throughout The Extended Supply Chain

Page 18: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 18

Information From Back-end Systems Is Delivered To Interactive User-defined Balanced Scorecards

Page 19: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 19

Track Execution In SAP Strategy Management

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© SAP 2009, © SRA International 2009, All Rights Reserved 20

The Ability To Drill Down Into Back-end Execution System

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© SAP 2009, © SRA International 2009, All Rights Reserved 21

Measure Results And Report Using Business Objects

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© SAP 2009, © SRA International 2009, All Rights Reserved 22

Plan Cost Allocation And Execution

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© SAP 2009, © SRA International 2009, All Rights Reserved 23

Repair Centered Maintenance - Ability To Drill Down Into Sub-components That Most Effects MTBF

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© SAP 2009, © SRA International 2009, All Rights Reserved 24

Ability To Compare Performance Of Various Configurations, Versions, Blocks, Etc…….

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© SAP 2009, © SRA International 2009, All Rights Reserved 25

Ability To Consider All Aspects of Product Lifecycle Support And Consider Alternatives

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© SAP 2009, © SRA International 2009, All Rights Reserved 26

Identify The Individual System IDs, Bumper Numbers etc. For Mission Tasking

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© SAP 2009, © SRA International 2009, All Rights Reserved 27

Conduct “What-if” Analysis On Support Alternatives

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© SAP 2009, © SRA International 2009, All Rights Reserved 28

Drill Down To Component Costs For The Planned Mission

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© SAP 2009, © SRA International 2009, All Rights Reserved 29

SRA As A PBL Implementer– “Are You Mission Ready?”

SUPPLY CHAIN MANAGEMENT

•SCOR®•DCOR™•CCOR™•LEAN SIX SIGMA

PBL STRATEGYPSI CONFIGURATIONPUBLIC/PRIVATE 

PARTNERSHIPSBCA (I, II)

INDUSTRIAL BASE              OPERATIONS

ASSESSMENTS•LEAN THINKING•SCM BEST         PRACTICES•SUSTAINMENT   

MATURITY•RISK                  

MANAGEMENT•INDUSTRIAL       

CAPABILITIES (ICAs)

BENCHMARKSSPECIALIZED STUDIES

CUSTOMIZED TRAINING

PROGRAM &    PROJECT        MANAGEMENT

•PMBOK

PRACTITIONER-BASED SERVICESTotal Lifecycle System ManagementSupply Chain OptimizationEnterprise Resource PlanningLogistics Common Operating PictureLogistics Technical Services

EquipmentEquipment

SystemsSystems

PersonnelPersonnel

FundingFunding

Page 30: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 30

SAP’s US Army Web Cast Series Schedule

Mar 19 Enabling Relevant, Responsive, Effective and Integrated Mission Capable Defense Forces

Apr 16 RFID and Serialization Technology: Using ERP solutions to better support the Warfighter

May 21 Improve Decision-Making with Visual Simplicity and Self Service Information Access

Jun 18 Aligning Strategy to Comply with Army Performance Initiatives

Jul 16 Bringing Best Practices in Procurement to the Army

Aug 20 Managing Hazardous Materials and Protecting the Warfighter

Sep 17 A Full View of the Enterprise: Integrating Financial and Operational Planning

Oct 15 360 Degree Portfolio and Program Management for Army

Nov 19 Empowering the Army User with Technology

Dec 17 Risk Management: Protecting and Advancing Army's Mission

The Link to Sign up for any/all of the Webcast Series is: http://www.carahsoft.com/events/sap/armywebcastseries/?ref=sap

Page 31: Product Lifecycle Sustainment Business Process Platformcarahsoft.biz/pdf/SAP021909_US_Army_PBL_Webcast_Presentation.pdf · Product Lifecycle Sustainment Business Process Platform

© SAP 2009, © SRA International 2009, All Rights Reserved 31

Jon NewsomeSustainment/PBL Solution Principal

Phone: 703-342-7030Email: [email protected]

Bob DaniellPrincipal Lifecycle Management

Phone: 732-861-1487Email: [email protected]

SAP For Performance Based Logistics

ContactInformation