Organizational Execution Plan Briefing Template. 11 April 2013

Transcription

1 1 Organizational Execution Plan Briefing Template 11 April 2013

2 Template Overview Purpose: The purpose of this Briefing Template is to provide Components and ODOs with instructions and required format to prepare and present the OEP Brief for submission. This template is a critical part of the DBS Investment Management Process Guidance, specifically the Organizational Execution Plan Briefing Elements section (found in 2.2). Instructions for the submission slides are provided in the notes section for each slide. For instructions to complete this template, click View -> Notes Page in the PowerPoint menu. All slides requesting tables or charts must be submitted with the original Microsoft Excel spreadsheets they were created in. DBC analytics will be developed from this data. Submit the completed OEP Brief (PowerPoint and Excel files) via signed to IRB.Support.Staff@osd.mil no later than 14 June When submitting, please name the attached files using the following naming convention: Component name_chapter name_oep_submission date. For example, Army_FM_OEP_ ( Chapter name not applicable to ODOs because they submit one combined OEP) 2

3 Sample* Portfolio Business Summary Portfolio Certification Request: Sample Portfolio Introduction Our acquisition and logistics management function obtains spare parts from defense suppliers, receives and stores them, and provides them to Component customers. Approximately $600M of inventory is acquired annually, with annual business costs of approximately $150M. Request certification of $38M for 6 IT systems. Our IT funding request this year will have a focus on development and modernization to improve efficiency of our warehousing function. Primary Contracting Business Processes Process requires Operations approximately $29M of the $150M annual business cost (direct and indirect) Receipt and Warehousing Processes absorbs approx. $39M of the $150M business costs (direct and indirect) Order Fulfillment and Distribution Processes requires approx. $42M of the $150M (direct and indirect) Other costs (e.g., management, business information) absorb approx. $2m of the $150M IT infrastructure costs $38M of the $150M Major Cost Drivers Contract writing transaction volume / complexity of contracts drive labor volume hours/labor costs due to cycle time Receipt and warehousing transaction volume with cycle time * labor hours/labor costs and equipment operational costs Order fulfillment and distribution - transaction volume with cycle time * labor hours/labor costs and equipment operational costs Etc. Cost business rules drive the above 3

4 Sample* Strategic Alignment Goal/ Objective ID# Goals and Objectives IT BPR Cost Measure Functional Strategy SMP Strategic Alignment ACQ/LOG #1 Improve the efficiency of the warehousing receipt function to reduce warehousing costs by 20% using a computerized warehouse management system Y Y Y Y ACQ & LOG 1.7 &1.9 SMP goal 4.8, 6.1, 6.4 ACQ/LOG #2 Reduce the costs of outgoing shipments by at least 10% through improved consolidation of shipments through better use of the computerized order fulfillment and contracting systems, by improving their process interoperability. Y Y Y N ACQ & LOG 2.1 SMP Goal 4.1 ACQ/LOG#3 Improve the efficiency of the warehousing order fulfillment and distribution function to improve inventory release for On time delivery by 30% using a computerized warehouse management system Y N N Y ACQ & LOG 2.1 SMP Goal 4.8, 6.4 FM#1 Improve the efficiency of the warehousing inventory activity to help achieve audit readiness by FY 2015 using a computerized warehouse management system Y Y Y y FM 2.1 & 2.4 SMP goal 2.1 I&E #1 Reduce the equipment operational energy use at least 5% by shifting to more energy efficient forklifts and other warehousing equipment, supported by using a computerized warehouse management system to better schedule equipment use N Y N N I&E 5 SMP Goal 5 4

5 Sample* Performance Measures Goal/Objective ID# Benefit of Goal/Objective Measure Implementation Date ACQ#1 Cost savings which equate to overall reduction in portfolio - Achieve a $5M direct cost savings of 20%. Receipt and warehousing direct labor costs. FY 2015 LOG#2 On time delivery - amount delivered to customers on time and in full. Increase on-time delivery by at least 25%above baseline. On-time delivery (logistical efficiency) End of FY 2015 FM#3 Certificate of audit readiness Demonstrates advancements in becoming fully auditable in FY17. 75%increase to overall portfolio audit readiness Audit Readiness End of FY

6 Sample* Portfolio Defense Business IT Systems Summary OEP Certification Request: # of DBS in OEP: Covered DBS by Certification FY 2014 Funding Request Covered DBS Coveed DBS M 10-25M Covered DBS FY14 Cert ificat ion Request Dollars Ranges Planned and Actual Funds by Fund Type DM & CS (past and over FYDP) $M Covered DBS by Transition Plan State (past and over FYDP) Covered DBS FY 2012 FY 2015 FY 2018 Legacy Core Covered DBS by Functional Area (Use this for Other than MILDEPS) Financial Management Defense Security Enterprise Security Cooperation Acquisition & Logistics Personnel & Readiness Enterprise IT Infrastructure 6

7 Sample* IT Efficiency IT Efficiency System(s) by Acronym, if applicable Cost efficiency ($) %IT Efficiency Reduction Efficiencies Realized or Planned Enterprise software licensing Reducing duplicative systems Data center consolidation Cloud computing Cloud First policy DFBS, NEWGEN_PPBE $3M 15% Realized MMS $2M 10% Planned All $3M 10% Planned SAFESYS $0.5M 15% Planned TOTAL 9.5M Include any notes here. 7

8 Portfolio Accomplishments Expected FY2013 end of year business results/outcomes Define major business results/outcomes bound by a measurable benefit that are expected to be realized in FY2014 8

9 PCA Results Changes in transition plan state from FY2013 OEP Systems sunsetted in previous year (FY2013) Provide actions taken and associated cost avoidance for sunsetted systems Certification requests not recommended by PCA <<insert certification requests not recommended>> <<insert certification requests not recommended>> 9

10 Sample* Compliance: Mandatory Enterprise Standards Mandatory Enterprise Standards Compliant (Yes/No) Cost Estimate to Comply Compliance Suspense Date (Projected or Achieved) Standard Financial Information Structure (SFIS) Common Human Resources Information Standards (CHRIS) Yes N/A Feb-13 No $1M Dec-13 10

11 Sample* Portfolio Enterprise Resource Planning (ERP) ERP DITPR ID and Acronym: ERP Capability Sunk Cost Measures BPR opportunities BENEFITS: ERP DITPR ID and Acronym: ERP Capability Sunk Cost Measures BPR opportunities BENEFITS: 11

12 Sample* Compliance: Mandatory Enterprise Systems Mandatory Enterprise Systems Implemented? Use / Data Feed/ Data Pull Implementation Suspense Date (Projected or Achieved) Any Explanations Fourth Estate Manpower Tracking (FMTS) DITPR ID:1234 Yes Yes data fed to Feb-13 N/A SPS No No using EPS TBD Explain 12

13 Sample* Roadmap to the Target Environment and a Corresponding Execution Timeline (SV-8) 13

14 Sample* Portfolio Risks and Challenges Area Risk or Challenge (to cost, schedule, and performance) Mitigation/Resolution Constraint on mandatory use of specific systems Requires IT development to support the needs of legacy systems which forces ERPs to develop outmoded solutions (e.g. the mandatory use of WAWF). PM ongoing solution analysis to enable the best way ahead to prevent outmoded solutions. 14