Enterprise Resource Planning in the Air Force

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ENTERPRISE RESOURCE PLANNING IN THE AIR FORCE 1

Enterprise ResourcePlanning in the AirForce Copyright

2012

Mr. Ross United States Air Force

3/8/2012


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Table of Contents

Table of Contents........................................................................................................................................................... 2 Introduction ................................................................................................................................................................... 2 Business Problem .......................................................................................................................................................... 3 Benefits to Organization ................................................................................................................................................ 3

Business Approach ........................................................................................................................................................ 4 Technology Approach ................................................................................................................................................... 4 Audience ........................................................................................................................................................................ 4 Milestone 1 .................................................................................................................................................................... 4

Proposal

Introduction

The United States Air Force has distinct occupations that cross different platforms and

use different information systems to retrieve and store data for senior leaders to make critical

decisions. The leadership uses these management information systems to make critical decisions

about operations, personnel and resources to maintain the mission of the unit. The Air Force is


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downsizing and trying to enhance their IT strategy for all operations. They can reduce

information redundancy, increase leadership efficiency and productivity if they incorporate an

Enterprise Resource Planning (ERP) system.

Integration of supply chain, maintenance, personnel and financial systems can facilitate

the decision making process at the executive level and give middle managers to information that

can add value to tasks and increase efficiency throughout the Air Force.

Business Problem

The Air Force is comprised of several entities that can be called enterprises and each of

these enterprises has a different method of conducting operations, and retrieving information.The vision of each enterprise will determine how information is managed and stored. The first

problem is identification of an enterprise to implement the ERP. The leadership must identify the

information systems and the requirements needed and outsource the ERP to a reputable

contractor that meet the requirements of the Air Force.

The intellectual property rights of the different information system can be a roadblock to

the project. The developers of the information systems will have to part of the project team or

identified as a stakeholder to facilitate productivity and reduce risks.

The funding of the project will have to come from an executive level since this is an

enterprise project that has the potential to impact all enterprises. Headquarters Air Force can

make ERP implementation an Air Force initiative and ask Congress for funding to support the

downsizing goals of the Department of Defense.

Benefits to Organization

The Department of Defense can benefit from ERP implementation if the Air Force takes

the lead and the other military departments benchmark their project and continuously improve to


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make future projects easier and less risky. The military department will be able to share

information and the Air Force will be to save money and continue to streamline their resources

and still perform their mission. Technology has changed and the Air Force is behind and

utilization of an ERP system can pave the way for future technological projects.

Business Approach

The Air Force must envision the project from a large corporation prospective and solicit

inputs from leaders and users of the current information systems. The team can help the Air

Force increase efficiency and update the archaic systems that require more resources to operate

and maintain. The approach must be phased and the ERP system functionality can be increaseexponentially after implementation and testing.

The selection of a user friendly ERP system is critical to the Air Force requirements;

users do not have the same educational backgrounds as civilians and may require additional

training to obtain all of the cost savings benefits an ERP system can provide for an organization.

Technology Approach

The project will use the latest technology and provide funding for future updates and

additional information systems integration. The ERP system and software will be purchased and

the vendor will assist the Air Force in the integration and training process.

Audience

The audience is composed of military leaders and civilians and they will use the system

to store and extract information to meet the goals and objectives of the Air Force and other

military departments.

Milestone 1


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The consolidation of management information systems in the Air Force is a prudent

business decision that will save money, reduce manpower, and increase efficiency. An ERP will

provide numerous benefits for executive decision making because they will be able to extract

accurate and timely data from the ERP system. The maintenance and flying operations are

paramount to the Air Force vision, and integrating the maintenance, manpower and supply chain

systems will directly support the downsizing initiative, while increasing productivity.

Background

The current information systems are independent and leaders do not have access to

retrieve information expeditiously without coordinating through leadership channels. Theleadership hasnt bought into the big picture concept and has tried to limit the access of the

management system under their scope. The leadership has refused to invest in technology and

update information systems for operations and maintenance. The mission is to fly, fight and win

and protect the people of the United States while maintaining Air superiority. The DOD budgets

are focused on adding new aircraft and updating aircraft systems to sustain the advantage we

have over other countries.

Business Issues

The identification of requirements for selection of a system and software is critical to

success. The Air Force has unique procurement requirements that can cause delays in the

selection of a vendor and system. The process can be lengthy if the implementation is not led by

a project manager.

The leadership may want to scale the project to a lower level and benchmark after

success. If the project is funded at the Air Force level the project budget will be scrutinized and

the required funding to start the project may not be available for years.


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The security and intellectual property rights of the system can be high level risks that

must be mitigated. Civilians may have access to classified or sensitive that can create havoc for

operations in the United States and abroad. The suitability and background checks may

eliminate vendors from the proposal process.

Cost Benefit Analysis

The ERP will increase operational efficiency and incorporate new technology into the

vision. The manpower and resources required to operate and maintain these antiquated

inefficient systems can be reduced, saving million dollars in procurement and training projects.

The elimination of leadership through IT development will pave the way for future technologicalprojects that require innovative and forward thinking to obtain Air Force objectives. Leaders

will be able to share strategic initiatives and financial information without laborious coordination

through obfuscates lines of communication.

Initial Approach

In the past we would update the management systems and not coordinate with the

executive decision makers. We would allocate the funding for the future upgrades without

considering the future state of the operations or management. The Air Force changes leadership

every two or three years and that normally changes the methodology and behaviors of the

organization. We have to develop a technological roadmap to implement new systems and

increase efficiency in lieu of upgrading antiquated systems. This vision must be shared and the

process owners and developers of these system must work together to implement an ERP system

that will satisfy the needs and specified requirements.

High Level Solution

Enterprise Resource Planning in the Air Force

Documents

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