Defense Logistics Modernization An Opportunity for Excellence (1989) / Chapter Skim
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2 Management Challenges in Modernizing Logistics Systems
2 Management Challenges in Modernizing Logistics Systems
Pages 15-30
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blueprint for excellence by providing the driving force for deploying and executing its modernization plans. We continue to believe in that possibility.
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We have consistently believed that the effort dictated by the LSMP requires the full attention of a management group whose sole responsibility is the successful achievement of modern, interoperable information systems. Furthermore, in order to accomplish such internal integration, this management group must have the responsibility, authority, and accountability to enforce program objectives across the diverse and autonomous organizations and activities of the DLA.
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Central design activities with responsibility for one or more automated information systems are located at DLA facilities in Columbus, Ohio; Ogden, Utah; Battle Creek, Michigan; Memphis, Tennessee; and Philadelphia, Pennsylvania. Other design activities include the Defense Logistics Services Center, Defense Technical Information Center, Defense Fuel Supply Center, Defense Administrative Support Center, DLA Automatic Addressing Systems Office, and Defense General Supply Center.
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A "test bed" environment could be useful for users to conduct "what if" experiments. Information Resources Management Industry regards the position of Chief Information Officer (CIO)
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Public Law 99-500 added telecommunications to the definition of data processing equipment. The Department of Defense appointed a senior official for IRM and so did each of the military services.
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Our midterm report warned emphatically against allowing this to happen, and suggested that close management attention was warranted to avoid losing sight of the longer-term modernization. By the Fall 1988, the LSMP languished and its program office had become what we feared -- an island.
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We agree, but with the understanding that the program will be executed as a series of separate projects coordinated under a single broadly defined plan. One of the five major recommendations made in our midterm report was that the LSMP best approached by looking at, and designing for, the whole agency and then decomposing the program into smaller sub-projects that can be implemented separately.
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· Adherence to organizational oversight processes -- Recognition of the OSD requirements for program oversight through the MAISRC process and the formal Program Objective Management (POM) process.
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respectively. In order to avoid Jeopardizing the program and reemphasize commitment to it, the agency needs to move forward with the Major Automated Information Systems Review Council for the Logistics Systems Modernization Program (LSMP)
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A modernized SAMMS would improve materiel visibility, reduce inventory and transportation costs, while increasing availability of supplied items. SAMMS modernization, therefore, is one of the first major subprograms that should come-forward under the LSMP umbrella plan.
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We suggest, therefore, that the design and development of data base systems and acquisition of technical facilities be conducted concurrently with application development. We strongly recommend that the DLA design, develop, and acquire common technical facilities for use throughout the agency and data base architectures that will support its internal and external information needs.
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The Role of Contractors The DLA's technical staff consists of a significant number of designers and programmers skilled on current systems. However, we are not confident that sufficient skills and depth currently exist in the DLA to successfully oversee and direct the development and acquisition of the new systems, technical facilities, and data base architectures that will be required as part of the LSMP.
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Chapter 3 of the midterm report, "The Defense Logistics Environment," dealt with this issue in detail. At this time, the major issues are still materiel visibility, excess inventories, and stocking policies across all the Services and the DLA.
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A single integration contractor for the LSMP would serve to protect the agency from the uncertainties of multiple procurement actions but would also relinquish some control of the program. By awarding multiple competitive contracts, the DLA will increase funding flexibility and may satisfy critical needs sooner, but it must be resolute in ensuring the acquisition of a common technical facility for its various applications over a long time.
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We stress the importance of configuration management in allowing the agency to operate its geographically dispersed data processing and design activities, and to coordinate the software and hardware used in common by the DLA's major business areas. Configuration management is a process that occurs through the systematic identification, control and audit of system characteristics.
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U.S. General Services Administration Information Resources Management Service.
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