The Army revamps its enterprise resource planning system to get supplies to its troops more quickly.
As the current situation in Iraq illustrates, the problem of getting supplies to troops on the battlefield is less about having items available and more about knowing where those items need to be distributed.
Hobbled by an IT infrastructure that in some aspects is outdated, the U.S. Army is honing its supply and logistics IT systems, which are part of its overall ERP (enterprise resource planning) system.
The primary job for Lt. Col. Robert Zoppa, head of the Armys GCSS (Global Combat Support System) Project, is to get supplies to troops in Iraq or elswhere as quickly as possible.
"The current [IT] systems are old, archaic, and they dont do well when not connected [via satellite]. And theyre slow when they are connected," said Zoppa, referring to the unit-level logistics systems used in Iraq by U.S. soldiers.
"In Iraq, when they finally did get to ... Baghdad, there were all these floods of orders that came in. Thats a huge problem," Zoppa said. "When you do get communications, it may be radio or by sneakernet, or someone pops in a Humvee and hands you a disk. When you have one person trying to pass this [information] to another company, combined with two or three other companies, you have a bandwidth problem. Once [orders] get consolidated at the battalion level, it starts to go up to the next level. It eventually works its way up the chain and consolidates, and maybe all [that a soldier] wanted was a new tire."
Because of the numerous steps in such a supply chain, a soldier on the ground in Iraq might not know for a week that a requisition was incorrectly filled out. "In the meantime, [the soldier] is getting beat up by his commanding officer," said Zoppa.
The Army is making do as best it can in Iraq, but to solve the problem in the long run, it is replacing its stovepipe supply and maintenance systems that were created decades ago, using DOS and BASIC, with SAP AGs MySAP Web-based suite of ERP applications.
The project, which was authorized a year ago and slated for completion in 2007, is broken into various stages, including business process evaluation and process blueprintingthe stage Zoppa is midway through now. During this blueprinting stage, all GCSS business processes are modeled using IDS Scheer Inc.s Aris tool set and put into a single database. Once all the master data associated with the processes is modeled, GCSS will move to the implementation phase.