brief for dla finance process review committee meeting november 2009

Brief for DLA Finance Process Review Committee Meeting

November 2009

2Navy ERP_ASN FMC Nominee_2009Oct

What is ERP?

Modernizes &Standardizes

Business Operations

Provides Management

Visibility Across the Enterprise

Increases Effectiveness

&Efficiency

Integrated Business Management System

• Using Navy ERP DoN can, for the first time, produce auditable financial statements.

• As of 30 Aug, 30% of the Navy’s TOA is currently managed with Navy ERP, with a target of 80%.

• Single entry, single source data, single view of organizational status• Asset visibility

allows better management of inventories

.

Utilizing commercial off-the-shelf product and industry partners for system integration, the ACAT1 Program Office is comprised of

subject-matter experts, industry partners, and its customer commands

• Common processes and data support real time information exchange across the Navy

• The Navy is currently turning off legacy systems and eliminating their maintenance expense.


Chief Financial Officer’s (CFO) Act

2003

ASN (RD&A) directs convergence of pilots

NAVSUP Pilot SMART went

“Live” (Jan 03)

NAVAIR Pilot SIGMA went

“Live” NAWC, WCF (Jan 03)

2007

2009

2011

SPAWAR 1.0 “Go-

Live”(Oct 09)

NAVSUP 1.1 Single Supply

Solution(Feb 10)

NAVSEA General Fund

“Go-Live”(Oct 10)

NAVSEA Working Capital

Fund(Oct 11)

2005

NAVAIR 1.0 “Go-Live”(Oct 07)

Cabrillo

Pilot

NAVSEA Pilot NEMAIS went

“Live” (Jun 02)

NAVAIR Pilot SIGMA went

“Live”(GF, Oct 02)

SPAWAR Cabrillo Pilot

went“Live” (Jul

01)

N

EMAIS Pilot

SIGMA Pilot

SMART Pilot

1990

Navy Launched 4 Pilot Programs

(1999)

1999

2001

Pilots Award Contracts toIntegrators

NAVSUP 1.0 “Go-Live”(Oct 08)

Milestone C

(May 07)

Initial Operating Capability(May 08)

SSP/ONR“Go-Live”(Oct 12)

2013

The History of the Navy ERP Program


Navy ERP Strategy

PA

RT

NE

SH

IP

• Financial and Acquisition (1.0): – Designed to give an Echelon II or III command a full suite of tools

to perform their financial & acquisition functions– Functionality falls into five major categories:

• Financial Management: General Fund & Navy Working Capital Fund• Procurement• Work Force Management• Program/Project Management

• Wholesale and Retail Supply (1.1): – Designed to support the Navy’s Single Supply Solution– Functionality falls into five end-to-end supply chain management

processes:• Planning• Allowancing• Procurement• Repair of Repairables• Order Fulfillment

• Potential Future Capabilities: Financial Extension, maintenance, reporting, contracting, Capital Asset Management (CAMS-ME), Foreign Military Sales (FMS), Manufacturing Planning & Control, material tracking, etc.


Program Functionality

Echelon II & III Financial Reporting

Credit Card

MISIL (Foreign Military Sales)

Portals (Basic Log In)

Direct Cite

Cost Planning

Travel (DTS)

Business Warehouse

Project Mgmt

Period End Close

General Fund Accounting

Fixed Assets

DFAS Interfaces

Echelon I Fin Accounting

External Procurement

Billing

Budgeting

Finance(General Fund)

Echelon III Fin Reporting

Travel (DTS)

Cost Revenue & Planning

Fixed Assets

Managerial Accounting

Billing

Budgeting

Credit Card

Project Mgmt

External Procurement

NWCF Accounting

Period End Close

DFAS Interfaces

Finance(NWCF)

Inventory Mgmt

Automated Identification Technology

Serial No. Tracking (End User Only) DLMS/MILSTRIP

Warehouse Mgmt

Physical Inventory

Environmental Health & Safety (EH&S)

Plant Supply (Core)

Warehouse Mgmt

Regional HAZMAT

Supply & Demand Processing

Supply Forecasting

Order Fulfillment

Inventory Mgmt

RetailSupply

Repairables Management

Provisioning

Packaging Handling Storage & Transportation

Consignment

Inventory Mgmt


Supplier Relationship Mgt

Supply Forecasting

Supply Outfitting

Carcass Tracking

Order Fulfillment

Supply & Demand Planning

Allowance

Wholesale

Repairables Management

Provisioning

Packaging Handling Storage & Transportation

Consignment

Inventory Mgmt


Supplier Relationship Mgt

Supply Forecasting

Supply Outfitting

Carcass Tracking

Order Fulfillment

Supply & Demand Planning

Allowance

Wholesale

Awards

Activity Based Costing

Standard Procurement System

EVM

Production Planning

Engineering Change Management

Status of Funds Reporting

Budget Exhibits (52)

Acquisition

Awards

Activity Based Costing

Standard Procurement System

EVM

Production Planning

Engineering Change Management

Status of Funds Reporting

Budget Exhibits (52)

Acquisition

Business Warehouse

Training & Events Mgmt

Time Management

Personnel Development

Organization Mgmt

Personnel Admin

WFM

1.0 - Ech. II/III Financial & Acquisition

1.1 - Wholesale & Retail Supply

Deployment Order:

Funds Allocation Prototype


Interfaces by Release

Navy: 30OSD/ BTA: 8DLA: 3DFAS: 10Treasury: 1

CDMD-OA

G02APU

NALCOMIS-OI MA

OTS

Readiness Suite

SLDP

TRI DENT LDS

I CAPS

CPENCFMS

eRMS

I TI MP

FACTS

PARTS

REMAD

TI ER 2

DONI BIS

MI SI L

NALCOMIS

DONCADS

NESOPINSPBIS

TFMMSUI CP

MPCS

RAPS

AI T

CDF-NG

NDMS

1.0

Fin

an

cial

Ac

qu

isit

ion

1.1

Su

pp

ly C

ha

in M

an

age

men

t

SABRS

RMDC

FLIS

STARS-FL

ADS

APVM-EUD

CCR

DAAS

DCAS

DCPS

DDRS

DTS

myI nvoice

PPVM-EUD

SPS

STARS-FDR

WAWF

DCD

FRB

FRS

I PAC

STARS-HCM

WEBCMET

1.0

Fin

an

cial

Ac

qu

isit

ion

1.1

Su

pp

ly C

ha

inM

an

age

me

nt

DoDINTERFACES

1.0 - Financial & Acquisition1.1 - Wholesale & Retail Supply

Deployment Order:

1.1 - Wholesale & Retail Supply

Deployment Order:

Navy: 30OSD/ BTA: 8DLA: 3DFAS: 10Treasury: 1

WORKFORCE MGMT.

PROCUREMENT

SUPPLYCHAINMGMT.

FINANCIALMGMT.

PROGRAM/PROJECTMGMT.

MASTERDATA

NAVYINTERFACES


Navy ERP Governance

VCNO/ ASN RD&A

AdvisorsDFAS, BTA

PEO EIS, Navy ERP PMSYSCOM EDs/ Vice Cdrs

SupplyProcess Owner

Chair – N4

Workforce MgtProcess OwnerChair – N1 / OCHR

FinancialProcess Owner

Chair – OASN FM&C

AcquisitionProcess Owner

Chair - DASN (ACQ)

Navy ERP Senior Integration BoardChair – PDASN RD&A

Members: N40, N1B, FMO, DASN C4I

NESIB is Chartered in

VCNO IOC letter

Process Working Groups Chairs: Lead Action Officers

Members: Empowered User Command and CNO/ Secretariat Staff Process Representatives

Navy ERP Requirements Working Integrated Process Team (RWIPT) Chair – OPNAV N402

Members: SYSCOM Business Office Leads, Lead Action Officers, Navy ERP Production Release Manager

Recommendations


Program Schedule and Funding

PB10 Funding includes RDT&E, OMN, OPN, WCF

77.0

FY14

Total

PB10 Funding ($M)

72.793.2132.6204.2190.2190.4

FY15FY13FY12FY11FY10FY09

77.0

FY14

Total

PB10 Funding ($M)

72.793.2132.6204.2190.2190.4

FY15FY13FY12FY11FY10FY09

J A S J A S O N D J F M A M J J A S

REV: 20091006

FY08Key Events FY04 FY07

Financial &Acquisition

Release 1.0

Wholesale &Retail Supply

Release 1.1

Go-LiveNAVAIR

TransitionTransition

OT-C1

Development

A/B C IOC

OT-B1 Rpt

OTRR(OT-C1)

OT-C1Rpt

CDR

Milestones

Deployments

O N D J F M A M J J A S O N D J F M A M J J A S

FY09 FY10

Go-LiveNAVSUP

Go-LiveSPAWAR


Go-LiveNAVICP

Transition

FOT&E

OT-C2B

DT/OT-C2A

NAVICP

Fielding Decision(Financial & Acquisition)

OT-C1Rpt

OT-D1Rpt

TRR OT- C2ARpt

OTRR(OT-C2B)

OT-C2BRpt

FDDR

FISC Deployments

O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S

FY11 FY12 FY13

Go-LiveNAVSEA GF

Go-LiveNAVSEA WCF

Go-LiveSSP

Go-LiveONR

Transition Transition

Transition

Transition

OT-C2B

OT-C2BRpt

FDDR

FISC Deployments

J A S J A S O N D J F M A M J J A S

REV: 20091006

FY08Key Events FY04 FY07

Financial &Acquisition

Release 1.0

Wholesale &Retail Supply

Release 1.1

Go-LiveNAVAIR


OT-C1

Development

A/B C IOC

OT-B1 Rpt

OTRR(OT-C1)

OT-C1Rpt

CDR

Milestones

Deployments

O N D J F M A M J J A S O N D J F M A M J J A S

FY09 FY10

Go-LiveNAVSUP

Go-LiveSPAWAR


Go-LiveNAVICP

Transition

FOT&E

OT-C2B

DT/OT-C2A

NAVICP

Fielding Decision(Financial & Acquisition)

OT-C1Rpt

OT-D1Rpt

TRR OT- C2ARpt

OTRR(OT-C2B)

OT-C2BRpt

FDDR

FISC Deployments


FY11 FY12 FY13

Go-LiveNAVSEA GF

Go-LiveNAVSEA WCF

Go-LiveSSP

Go-LiveONR


Transition

Transition

OT-C2B

OT-C2BRpt

FDDR

FISC Deployments


FY11 FY12 FY13O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S

FY11 FY12 FY13

Go-LiveNAVSEA GF

Go-LiveNAVSEA WCF

Go-LiveSSP

Go-LiveONR


Transition

Transition

OT-C2B

OT-C2BRpt

FDDR

FISC Deployments


Navy ERP Snapshot

1 of 4 2 of 4 3 of 4 4 of 41 of 4 2 of 4 3 of 4 4 of 4

ENTERPRISE-WIDE PROGRAM

LEGACY IT SYSTEM RETIREMENTSPrior To 2007: 81Cumulative 91 163 171 214 216

INTEGRATED FINANCIAL TRANSPARENCYReporting Compliance; Standard General Ledgers; Real-time Reporting; Integrated Vendor Pay; Single Funds Control

ENTERPRISE WORKFORCE MANAGEMENTTotal Force Visibility In One System, Consolidated Training Record; Labor Certified For Payment; Reduced Workload at Regional HRO’s.

150,000Users

_______

99 %TOA

SYSCOM’sINTEGRATED

BE

NE

FI

TS 65,000

Users_______

53.8 %TOA


Release 1.0 Status: SPAWAR Implementation

• Executing the Cutover Plan on schedule, SPAWAR reaches Full Operational Tempo 16 Dec 09

• SPAWAR Conversion Update– SPAWAR completed Year-End Legacy Close– Echelon II Time and Attendance started on 1 Oct with 100% success for

the first period– Data Conversion is complete– Catch-Up activities began 28 Oct 09

• FMO/DFAS Financial Validation Update– FMO/DFAS Conversion Validation team has been working to validate the

production data that was loaded into Navy ERP. There was a 75% initial match rate for the 20,218 U.S. Government Standard General Ledger (USSGL) balances. (This is an improvement over the 62% initial match rate experienced with NAVAIR deployment (Oct 2007)).

– FMO/DFAS team has made excellent progress as only 1,534 remain from the initial 4,973 (unknown variances). FMO/DFAS goal is to close out all unknown variances between both systems with supporting documentation and explanations.


1.0 Status: NAVSEA Implementation

• Recent Accomplishments– Began GF Setup and Analysis Phase– Completed WCF Advanced Planning Phase Kickoff– At the October 2009 Commander's Conference NAVSEA Leadership called for the

total commitment to the deployment and implementation of Navy ERP across the NAVSEA Enterprise.

• In Process– Preparation for GF third Data Conversion test run (Mock 3), started 16 Nov

• Mock data conversions identify and resolve issues with the data and process in a test environment resulting in an optimized transition to the Production environment

– Finalization of End User Training Strategy and identifying core trainers

• Near Term Tasks– Begin WCF Business Process Workshops, 1 Dec– Begin monthly Drumbeat Meetings, 5 Nov– Develop Role Mapping Strategy– WCF is holding data mapping meetings at the College of Southern Maryland Nov

17-19.

• Upcoming Tasks– Late Jan 2010 – WCF Offsite– Dec 2009/Mar 2010 - WCF Workshops– WCF Mock1 begins 1 April, 2010 – WCF Mock2 begins 1 June, 2010


Release 1.1 Status

• Major Accomplishments– Completed Solution Development – Completed system build and master data loads for Cutover Practice

(99.9% successful load rate for 47.9 million of 59.2 million records)– Completed development of the Instructor Led Training (ILT) materials (16

new 1.1 courses) and Web-Based Training materials (6 courses) for FEB 2010 deployment

– Train the Trainer (TTT) started 19 Oct and is progressing on schedule– Completed Integrated Systems Testing (IST), all test cases executed, 425

test cases failed with open 155 defects– Began UAT 16 Oct with 2680 core business process test cases that, as

time allows, may increase up to 3200 test cases – Began STP 16 Oct with approx 1800 test cases of 31 RICE objects including

NALCOMIS (700 test cases) and HAZMAT

• In Process– Completed transactional data loads for Sales Orders and Purchase Orders

in Cutover Practice Conversion, loaded 51.9 Million of 62.4 Million records (BW and CIF Master Data loads remain)

– TTT and Teach-back sessions with 80+ NAVSUP Instructors– Completing 12 remaining ILT courses for FEB 2011 deployment


Benefits of Navy ERP Financial Extension

FEDERALFINANCIALCOMPLIANCE

AUDITABLESTATEMENTS

FINANCIALOPTIMIZATION

FINANCIALVISIBILITY

STANDARDIZEDBUSINESS

PROCESSES

ERP

ERP

ERP

ERP

RESOURCEOPTIMIZATION

• CFO ACT• BEA

• 11 commands make up the Financial Extension, adding ~74,000 users

• Nearly 100% of the Navy's TOA will be captured in Navy ERP

• Navy ERP will enhance Commands' ability to produce auditable financial statements, in compliance with the Chief Financial Officers Act of 1990

• Business transactions between commands can be transmitted using standardized processes in real time, with audit trails, speeding invoice and payment processing

• Financial visibility enables Commanders to identify cost drivers, improve cost estimates, drive cost-wise solutions

• Full Navy ERP implementation achieves substantial savings as 17 legacy systems can be retired


Back Up


Program Highlights

35,255 Production users with 99.85% system availability (28 Jul

2009)

Navy ERP certified as the Navy Financial System of Record by

ASN Financial Management & Comptroller (FM&C) (1 Oct 2008)

OPTEVFOR Recommendation of Full Fielding of Navy ERP System

Release 1.0 (20 Jul 2009)

Completed Continuity of Operations Exercise (COOPEX)

Certified SAP Customer Center of Excellence (CCoE)

Positive GAO Report on management controls

Level 3 Compliant with the GAO Enterprise Architecture Maturity

Model

CMMI Level III Certified


Regional Maintenance, including I-Level Maintenance Management, Project Systems, and Human Resources

National & Local Supply Management, I-Level Maintenance Management Interface to Aviation Depots

Warfare Center Management

Program Management, including linkage among Contracting, Financial, and Human Resources

Area(s) of Focus

Jun ‘02

Jan ‘03

Jul ‘01

Jan ‘03

Oct ‘02

Stand-Up Date

15000

NAWC - 4

2500

440

3500

7000

# Users

1

4

5

GF - 5

# Geographic

Sites

NAVSEA / CLF / CPF

NEMAIS

NAVSUP / NAVAIR

SMART

SPAWARCABRILLO

NAVAIRSIGMA

SponsorPilot

Scope Of Navy Pilots


NAVSEA GF 1.0 Implementation Schedule

6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30 6 13 20 27 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 1 8 15 22 1 8 15 22 29 5 12 18 26 3 10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 6 13 20 27 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 31 7 14 21 28 7 14 21 28 4 11 18 25

Go LiveMilestones

FebNov DecFeb Mar

Role Mapping

DataConversion

Deployment

NovOctOct JanDecFY09

REV: 20090505

FY11OctApr May Jun

FY10Jul Aug AprApr SepMay Jun

Identify & Prepare Trainers

Training Preparation

Execute Cutover/ Transition

Create Accounts

Logistics Planning

Scenario Processing (Sandbox)

Prepare Site Deployment Plan

Jul Aug Dec JanSep NovJan Mar Feb Mar

Business Process

Extract Development

Mock 1

Mock 2

Mock 3

Mock 4

Cutover Practice

CM Sandbox

Imple

menta

tion

Training Delivery

Workshop

Working Groups

OSS Planning Deploy On-Site Support

Role Assessment

Role Mapping Role Maintenance

Training


Release 1.1 Development & Deployment Timeline

CDR

System Configuration

Cycle 1

Cycle 2

Supplemental Test Phase

UAT

Regression Testing

DT/OA

Mock Data Load Mock 1

Final Data Load

Data Cleanse Data Cleanse / Validation

OSS Team On-Site (to JUL 2012)

FY08SepAug

Milestones


RICE Development

Inte

gra

ted S

yste

m T

est

OT

Training MaterialDevelopment

DT

DT/ OA

Cycle 3

IOT&E

REV: 20091030

Jun JulMay

Imple

men

tato

in

Training Delivery

Dat

aConve

rsio

n

Deployment

Role Mapping

On-Site Support

FY09 FY10

TRR 1 TRR 2 TRR 3


RICE Development

Training Material Development

Cycle 2

Cycle 3

Regression Testing (1.0) Regression Testing (1.0 & 1.1)

DT/OA

Mock 1 Mock 2 Mock 3

Data Cleanse / Validation

Advanced Planning Set Up & Analysis Command Readiness Final Prep


NAV ICP TTT

TTT Prep

Group 2 Role

Mapping

Group 1 Role

Mapping

Oct NovOct SepNov Mar AprDec JulJan Jun AugMayFeb

Cycle 1

Wholesale Role

Mapping Assess.

STP

Dry Run 1 Dry Run 2Dry Run 3

DEV/FTE

STP

UAT

Cutover Practice

FY10

TRR SVR/ UAT PRR

Regression Testing (1.0 & 1.1)

DT/OA

OTRR IOT&E

CutoverPractice

CutoverPractice

CutoverPractice

CutoverPractice

Data Loads

Data Loads

Data Loads

Data Cleanse / Validation

Material Group 1 Go-Live Material Group 2 Go-Live Material Group 3/Initial FISC Go-Lives

Transition

Group 2 EUT Group 3 EUT

FISC TTT FISC EUT (to OCT 2012)


Group 1 EUT

FISC/ Partners Role Mapping

Assess.

Group 3 Role

Mapping

Int. FISC/Partners

Role Map. Assess.

FebJul Aug OctMay Jun JanSep DecJan Feb MarDec Apr Nov

STP

UAT

Cutover Practice

OA Rpt IOT&E Rpt

FY11

Regression Testing (1.0 & 1.1)

Material Group 3/Initial FISC Go-Lives

FISC EUT (to OCT 2012)


SepMar Apr May Jun Jul Aug


SPAWAR High Level Cutover Plan

10/1Start

10/12+11

11/16+46

11/22+52

Legacy Close FY09Projects

FY09 Sales

Orders

FY09PR/PO

FY10 Goods Receipts/

Service Entry Sheets

Vendor Pay

Remaining

Billing

Start Time Entry Echelon III11/22 (PP5)

FY09 F110 FI-GL RRB

FY09 Yr End Close

Data Conversion (FY09 Period 12) Catch Up (FY10 Periods 1, 2 and 3) Business Validation

11/11+41

11 Days 30 Days

6 Days

FY 09 GR SES Invoice

Business Validation

FY10Projects

Ech. III Time & Attend., Periods 1, 2, 3, & 4 Catch-Up

Off Thanksgiving

Day

FY10Outgoing Funding,

MILSTRIP, PCARD, & Travel

FY10SPS PR/PO Catch Up

Master Data HQ FY10

OFD - Echelon

III IFD

7 Days

12/09+69

11/29+59

Start Time Entry Echelon II10/1

FY10SalesOrder

& ZQ29

FY10E2 to E3

FundAllocation

(Pgm Realignment)

5 Days 4 Days 3 Days

29 Days

FY09 & Prior IFD

5 Days

FOT Assets & Training

FMO \ DFAS Validation

FY10 SPS

Goods Receipts/Service Entry

Sheets

FY10SPS Catch Up –

Non SAP

7 Days

3 Days

IntialBilling

12/16+76

5 Days 6 Days

10/28+27


System ImplementationKeys to Success

• Communication– Open lines of communication allow for identification of issues and the more timely

resolution of these issues• Example: On-Site Support

– Communicate and emphasize the Value-added / “Big Picture”• Standardized process across the entire DON Enterprise• Eliminate legacy systems

• Senior Leadership Involvement– Establishment of the Navy ERP Financial Management Network

• Change Management– Use of Pilots to prove the concept at Navy– Training

• Monthly “Getting Started with Navy ERP” Virtual Conferences• Right amount at the right time

• Problem-Solving/Creativity– Complex issues require complex solutions

• Short-term manual work-arounds may be required to ensure business operations continue

• Data Conversion– Transitioning “Old Business” to a new business framework– Different levels of granularity with end-to-end process partners– Practice/validation improves the final conversion process


Financial Benefits of Navy ERP

Without ERP Navy ERP

Financial Management General Ledger

-Different General Ledgers for General and Working Capital Funds and across commands-Budgetary and Proprietary General Ledger accounts not in balance

-Standard General Ledger for General and Working Capital Fund used by all commands-Budgetary and Proprietary General Ledger accounts self balancing

Financial ManagementManagement Reporting

-Up to 30 days to get financial status-Multiple systems for financial reporting – projects, labor, cost, budgetary and proprietary.

-Near Real-time reporting-Single System for financial reporting for all financial status.

Financial ManagementAnnual Close

-Blackout period at the end of the FY required for annual close and start up of new year’s business-Manual process for return of available funding for “Unfilled Customer Orders”.

-Can begin new year’s business on first day of new FY, so no blackout period required-Automated Year End processing for return of available funds for “Unfilled Customer Orders” complying FMR guidance.

Financial ManagementVendor Pay

-Vendor Pay transactions entitled in STARS-One Bill Pay system separate from accounting system of record resulting in mismatched data

-“Book of Record” and entitlement system in one integrated system for Vendor Pay –significantly reduces unmatched disbursements

Financial ManagementFunds Control

-Multiple systems for funds control and accounting at various echelons

-Manual and/or semi- automated “Funds Availability Check”

-Single System for Funds Control and Accounting for all Commands and all echelons enables more efficient and expedient allocation and execution of funds-System Funds Availability Controls (AVC) ensure funds authorized are not exceeded.


Financial Management General Ledger

-Different General Ledgers for General and Working Capital Funds and across commands-Budgetary and Proprietary General Ledger accounts not in balance

-Standard General Ledger for General and Working Capital Fund used by all commands-Budgetary and Proprietary General Ledger accounts self balancing

Financial ManagementManagement Reporting

-Up to 30 days to get financial status-Multiple systems for financial reporting – projects, labor, cost, budgetary and proprietary.

-Near Real-time reporting-Single System for financial reporting for all financial status.

Financial ManagementAnnual Close

-Blackout period at the end of the FY required for annual close and start up of new year’s business-Manual process for return of available funding for “Unfilled Customer Orders”.

-Can begin new year’s business on first day of new FY, so no blackout period required-Automated Year End processing for return of available funds for “Unfilled Customer Orders” complying FMR guidance.

Financial ManagementVendor Pay

-Vendor Pay transactions entitled in STARS-One Bill Pay system separate from accounting system of record resulting in mismatched data

-“Book of Record” and entitlement system in one integrated system for Vendor Pay –significantly reduces unmatched disbursements

Financial ManagementFunds Control

-Multiple systems for funds control and accounting at various echelons

-Manual and/or semi- automated “Funds Availability Check”

-Single System for Funds Control and Accounting for all Commands and all echelons enables more efficient and expedient allocation and execution of funds-System Funds Availability Controls (AVC) ensure funds authorized are not exceeded.

1


Work Force Mgmt Benefits of Navy ERP (Cont)


Total Force Commands must access various systems to see all of theirpersonnel. Also, there is no enterprise system that includes the organizationalhierarchy.

-Provides total force (Civilian, Military and Contractor) visibilitywithin a single system, and includes the organizational hierarchy.

Training Records -individual Commands' Training offices would have to prepare their own spreadsheets tosend to OCHR to satisfy the OPM requirement.

Navy ERP created an Outbound Training interface to transmitcompleted courses to OCHR for upload into DCPDS. This is

based on OPM requirements to training records.

Awards -- Manual Awards Process takes hundreds of hours yearly preparing SF-52 (RPA's)

- Automating Awards Process, and providing Outbound Data file to OCHR for mass awards uploading significantly decreasing workload of personnel specialists at regional HRO's.

Internal ControlLabor

-Labor was often not certified prior to being submitted to Defense Civilian Payroll System (DCPS) resulted in rework if incorrect time had been entered

-Labor must be certified prior to being submitted to DCPS


Total Force Commands must access various systems to see all of theirpersonnel. Also, there is no enterprise system that includes the organizationalhierarchy.

-Provides total force (Civilian, Military and Contractor) visibilitywithin a single system, and includes the organizational hierarchy.

Training Records -individual Commands' Training offices would have to prepare their own spreadsheets tosend to OCHR to satisfy the OPM requirement.

Navy ERP created an Outbound Training interface to transmitcompleted courses to OCHR for upload into DCPDS. This is

based on OPM requirements to training records.

Awards -- Manual Awards Process takes hundreds of hours yearly preparing SF-52 (RPA's)

- Automating Awards Process, and providing Outbound Data file to OCHR for mass awards uploading significantly decreasing workload of personnel specialists at regional HRO's.

Internal ControlLabor

-Labor was often not certified prior to being submitted to Defense Civilian Payroll System (DCPS) resulted in rework if incorrect time had been entered

-Labor must be certified prior to being submitted to DCPS

1


Benefits of Navy ERP (Cont)

23


Workflow -Funding documents are manual routed -Funding documents are electronically routed

Auditability -Limited system-enforced internal controls -System audit trail captures history of changes-System controls enforce fiduciary responsibility

Internal ControlProject spending

-No hard stop on project spending -Hard controls on labor and materials-Expenses at project level prevents projects from overspending


Workflow -Funding documents are manual routed -Funding documents are electronically routed

Auditability -Limited system-enforced internal controls -System audit trail captures history of changes-System controls enforce fiduciary responsibility

Internal ControlProject spending

-No hard stop on project spending -Hard controls on labor and materials-Expenses at project level prevents projects from overspending

brief for dla finance process review committee meeting november 2009

Documents

navy erp program slide

navy erp governance

navy erp snapshot slide

asn fmc nominee

general fund navy

release slide

spawar cabrillo pilot

asn rda