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Logistic Information Services

Strategy & Architecture. Logistic Information Services. Logistic Information Application Landscape or the nature of the problem. PABIS. BRITANNIA. DELTAMIS. ACCOMMODATE. 11 EOD LAN/WAN*. WMS. ARCHIE. IMPACT. ITATS (HARDCAT). INFRAMIS. GP 11. LINKER. RAIDS. CATPAC. QATS.

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Logistic Information Services

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  1. Strategy & Architecture Logistic Information Services

  2. Logistic Information Application Landscapeor the nature of the problem PABIS BRITANNIA DELTAMIS ACCOMMODATE 11 EOD LAN/WAN* WMS ARCHIE IMPACT ITATS (HARDCAT) INFRAMIS GP 11 LINKER RAIDS CATPAC QATS WEIGHCOUNT RATS* AML Intranet BLIS CATMIS PABIS (PCS Infra) SSM Contract PADDY* SMGBMDB TSMS 11 EOD REGT INFRA RAM FAAIT NBS ELLS* SM80 - AMPS CAPITAL IC SUPPORT Red Box STREMIS EIS1 COMTRAK CESO(N) Central SWS UKAOM IBMS AMMOPUBS* NOIO USPA AMPS NAWDAS QCIS 1AX FINABS EIS NAVSEA DBA Liverpool/ RPI NAWBWAN IEDD DATABASE BOMDEX Bath BMS CAPITAL LAPTOPS AS OF A ORAC FAAIT LS NEMIS AMPS PMMS IAMIS IEDD DATABASE FORTE MMP OA SMTN Delphi NAWBUS TRANMIS AARON CPR FAAIT WRAM MTSYS SALAD RAF SITS CALTEP* SIS COMBS AACITS ASTRID MELLISA USAS APL's RPI USAS CANDICE RAMS (QP 12/18) AAC/USAS COMMSYS GLOBAL PH4 FEMIS ON UNICOM VSA CAPITAL CM MILSTRIP Pricing 2000 SADIE* OPUS FATIMA WRAPS BERR AISS UKLSA DCS CANVASS MONITOR SERNOREP BASIS Industry ACAS 2* WADS/EDI CAESAR (QP17) PROV WORK BENCH AMANDA NBS ERUS DUSAS NEDI Hub DML CADPS NETMA CRISP B VEHICLE IDR REPAIR PAPER INDEPOL Floppy Disk RAF SCCS ASTRAL SACS SS3 PUMAS (QP10) EPSIS EP SMLS UNIGSS RIDELS RAF SCCS NESS5 BRDL CWS OLAS WFM(A) ISIS LOGTRAKS MERLIN VITAL SEEMs ARROW UNIX Frugal CREST3 BEACON II NESS1 DOMSTOCK ADCT WTMS CARGONET TFD SSBN OBD SS3 ENHANCEMENTS VITAL DEMITS 2000 UPKEEP R1AS ISIS2 FAAIT NBS CESO(N) SS3 DBA BEACON III PLANETS WITS FORWARD (RAF) PIMS LITS CM SACS OASIS LTEP BEACON EAMIS NBS DLSS VSA NOIO INTERNET MRC(SM) TEMPA OLIVER(C) CEDRIC FAAIT LS PROFILE 77 GEMS WTMS BODMS (QP29) COMPO ORAC SIERA PPA ESSAM TIFTS* DART INDUSTRY STAMA SAAR SUMS ARAMIS SEESUPS SEESUPS 1/3DIV EP CRISP LSSys SPEARS II MDS CLAN CLEOPATRA* GMAC SEMA DISCUS SDD/SEDR STAR LCF MMS DERA MRC(SS) LITS MM CMS CARGONET MERLIN CAMMS 2 DAMES MTHQ GAWM (FLIS) SASI AIR SEA LAND PRAMS 2000+ FIFI DCMS II DREAMS LITS AM LITS OM UNICOM WPM COPS ASPECT RELIX DAA DTMX OA SERAPH 48 BASE FAAIT WRAM LOGTRAKS (UN) PH1 PMS CASH ACCOUNTS TASKING OLIVER ACS CTC HAZMIS DRUMM NESS5 WUPS Text Key: Engineering Function, FEAS2B LEX ROYAL MAIL/B.A DCMS OA EXCEL Supply Function, Both MOD Ledger

  3. Corporate Demand ↑ Supply HR & £↓ SRO Logistic Information ServicesDemand vs Supply

  4. There are multiple overlapping problems, for which Logs IS and common enterprise enabling capability is part of the solution – strategy and coherent programme governance is required FinMilCap Management Information (Manage DE&S) FARI (Defence Accounts) EPM 2013 JANUS (Army Planning) WATERGUARD (Tax Bill) COM(L) ARAGON (Manage DE&S) Common Business Capability Requirement Other solution elements, not within LogNEC’s purview, must also be addressed to solve the whole MFA and Waterguard issues

  5. LogNEC Transformation • How will 264 people do what >1000 people did 4 years before?

  6. LogNEC Diagnosis • Upward trend of expectations – promises made • Downward trend of resources • Internal organisation & processes – historical • No common business model • No common operating model • Organisation doesn’t help delivery • Application centric delivery • Poor planning & control – outputs & propriety • Internal focus • External influences – financial and approvals – tend to increase risk to FOO • Can’t make best use of Partnership with BD • Unhappy people – a symptom not a cause

  7. Remedy: Treat Causes not Symptoms • Unified business model • Importance of intimate customer relationships based on delivery of valued information services • Unified operating model • Overall view of how business is done • Otherwise process optimisation is unlikely to yield benefits • Supported by an information model • Service Catalogue • Focus on outcomes that customers want • Disconnect customers from how services are provided

  8. Fine Tuning Goals • An organisation that: • Delivers information services effectively and efficiently (functional) • Has some longevity (can cope with foreseeable further change) • Makes LogNEC a desirable organisation in which to work • To focus on the outcome, not the change • To not lose sight of the needs of the people who will be affected by the change • To deliver Mat Strat headcount reductions

  9. LogNEC Operating Model

  10. The Factory Approach Clear division of labour • The Strategy and Architecture function enables the development of the high level IS Roadmap, Strategy and architectural vision and coherence across the ISTs. (EDITOR, NOT AUTHOR?) through Stakeholder Engagement. • Business Relationship Management is responsible for identifying emerging customer requirements • Integrated Service Teams are responsible for (authority) managing Information Service Requirements and (DP) Delivering and Supporting Information Services • Manage The Business is responsible for managing the resources that enable the effective and efficient operation of the business • - Delivery and Support Designs, develops and supports the technical services that meet agreed customer requirements

  11. LogNECCustomer & Supplier Relations Concept Customers IT Suppliers LogNEC ICTA Log NEC DP DA for C4ISRACDS LogOpsFLCs DE&S(Industry) Zone of Active Control

  12. People Process Tools Successful Business Change (You)Underpinned by IS Change (LogNEC) We can do Log IS but… • IS is a tool • New IS won’t cure your business on its own Your Change Appetite • Are you ready to adopt the processes you need? • Are your people ready?

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