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Above and Beyond Building on the Foundation of Navy ERP. Ms. Beverly Veit Office of the Assistant Secretary of the Navy ( Financial Management and Comptroller) Office of Financial Operations Accounting & Finance Systems Division Director ASMC PDI • June 2011. Agenda.
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Above and Beyond Building on the Foundation of Navy ERP Ms. Beverly Veit Office of the Assistant Secretary of the Navy (Financial Management and Comptroller) Office of Financial Operations Accounting & Finance Systems Division Director ASMC PDI• June 2011
Agenda • Navy ERP Overview • Program Deployment Schedule • Business Process Standardization • Data Standardization Working Group • Business Intelligence • Navy ERP Sustainment • Sustainment Enhancements
Navy ERP Overview Integrated Business Management System Financial and Acquisition Wholesale and Retail Supply • Financial Management: General Fund & Navy WCF • Procurement • Work Force Management • Program/Project Management • Planning • Allowancing • Procurement • Repair of Repairables • Order Fulfillment Modernizes & Standardizes Business Operations Provides Management Visibility Across the Enterprise Increases Effectiveness &Efficiency • Single entry, single source data, single view of organizational status • Asset visibility allows better management of inventories • Currently, ~47% of the appropriated Navy’s TOA is managed within Navy ERP, with a target of 50% for the POR at FOC and 100% with the proposedContinued Deployment • The Navy is currently turning off legacy systems and eliminating their maintenance expense • Navy ERP implements streamlined processes, standardized across DON to ensure mission support • Common processes and data support real- time information exchange acrossthe Navy • Navy ERP will enableDON to have auditable financial statements for the first time Utilizing commercial off-the-shelf product and business process reengineering, the ACAT-I Program Office is comprised of subject-matter experts, industry partners, and its customer commands
Building on the Foundation of Navy ERP • Goals of the Strategic Pause include: • Contribute to improving the reliability of the implemented end user support processes including enterprise search and an enhanced blended learning approach to training. • Decrease sustainment costs through the use of the features and functions of the tools that are currently implemented in the Navy ERP application landscape. • Improving accessibility to data with enhanced Enterprise Reporting. Future Deployments Strategic Pause • Business Intelligence • Knowledge Management • Training Improvements • Echelon I user Management • Automated Testing • 6.0 Upgrade Business Process and Data Standardization
Data Standardization Efforts Data Standardization is a critical component for effective enterprise reporting and business analytics
Reporting and Business Intelligence Moving the Navy Financial Manager from Transactional to the Analytical
Sustainment Enhancements The Sustainment Enhancements are comprised of the following components: Improving knowledge management tools. Expanding integration of the training material and end-user resources. Providing user management services for Echelon I users. Expand utilization of existing IT resources to execute automated testing. Conduct a SAP ECC 6.0 Upgrade to maintain currency with vendor software to improve maintenance and support capabilities.
References Web Sites FMO Website: http://www.fmo.navy.mil NAVY ERP Website https://inside.erp.navy.mil (CAC) ECP Website https://inside.erp.navy.mil/ECP(CAC) Points of Contacts FMO Accounting & Finance Systems Division Director Beverly Veit 202-685-6703 Navy ERP BPS Lead Yvonne Carlson 619-524-7111 DFAS Lead Holly Burch 216-204-2662 Navy ERP Support Branch Head FMO NAVAIR / ONR Lead Sherri Jordan 202-685-6718 FMO NAVSUP / SSP Lead Danny Chae 202-685-6729 FMO NAVSEA Lead Jim Depodesta 202-685-6734 FMO Contractor Support Lead Kelly Company 410-919-1541 FMO SPAWAR Lead (Acting) Jon Jameson 202-685-6730