Transcript Document

WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
DEFENSE LOGISTICS AGENCY
AMERICA’S COMBAT LOGISTICS SUPPORT AGENCY
Defense Agencies
Initiative
(DAI)
Ms Cynthia Beck, PM
17 April 2013
7/17/2015
WARFIGHTER SUPPORT
STEWARDSHIP EXCELLENCE
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WORKFORCE DEVELOPMENT
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WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
Problem Statement
"Currently, Defense Agencies use more than 10 different
non-compliant financial management systems supporting
diverse operational functions and the warfighter in decision
making and financial reporting. These disparate, nonintegrated systems do not meet statutory requirements to
produce timely, auditable reports.“
Source: DLA Operational Execution Plan Brief Updated July 31, 2012
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WORKFORCE DEVELOPMENT
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WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
DAI Overview
Mission: To transform the budget, finance, and accounting operations of the Defense Agencies to
achieve accurate and reliable financial information in support of financial accountability and effective
and efficient decision making throughout the Defense Agencies in support of the missions of the
warfighter. Common business processes are: procure to pay; order to cash; acquire to retire; budget
to report; cost accounting; time and labor. Full deployment capability will include budget formulation;
grants financial management; and re-sale accounting.
Objectives:
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Achieve auditable, CFO compliant business environments for the Defense Agencies
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Meet or exceed capability requirements to include key performance parameters on cost and within
schedule
Stakeholders
Type
OUSD(C)
PSA & Customer
Defense Agencies
Partners
Milestone Decision Authority
DCMO
DLA
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WARFIGHTER SUPPORT
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Component Acquisition Executive
Program Executive Officer
STEWARDSHIP EXCELLENCE
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WORKFORCE DEVELOPMENT
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WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
Benefits
DAI is a fully functional ERP suite which has been configured and adapted to meet the requirements of the Defense
Agencies. Achieved benefits include:
Full USSGL/SFIS Compliant Accounting – support for both general fund and working capital fund accounting requirements
Complete Subledger Transaction Processing – end to end procure-to-pay support from request to contracting through entitlement,
reimbursable order processing, financial asset accounting, time and labor entry
Robust System Interfaces to DoD and Agency Systems – Automated interfaces for ADS, CCR, DCAS, DCPS, DCPDS,
DDRS, DTS, WAWF, EUD, PRIDE, IPAC, 1099, ODS, PCard, CEFT, FPDS-NG and others
Reporting Infrastructure – complete SFIS fiduciary reporting via DDRS, tailorable managerial reporting with Project Accounting, ad-hoc
query capability
Compliancy with Key Governance Requirements – audited validation of accounting model, SFIS, FFMIA, BEA
Other Benefits
Additional Attributes
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Accessibility:
Interoperability:
Data Retention:
Supportability.
Search Driven Information:
DAI helpdesk
Audit Trail:
Continuity of Operations Plan
(COOP)
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Confidentiality.
Common Operating
Environment
Availability. Availability
Software Maintainability:
agreements.
Human/Computer Interface
(HCI):
On-line Notification:
On-line Information (Help)
• Implementation of a single OFFM compliant solution for the
Defense Agencies helps address financial management material
weaknesses and deficiencies.
• Real time access to data supports enhanced financial analysis and
timely decision making.
• Reduced data reconciliation requirements…more time for
analysis/production.
• Retire Legacy Systems.
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WORKFORCE DEVELOPMENT
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WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN Updated:
LEADERSHIP
31
Dec 2012
Global
Model
Cost Management (CM)
Legend:
BEA E2E Business Processes
Other Business Processes
Delivered capabilities
Future capabilities
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(Cost Accounting)
Collection of all costs such as: Activity Based Cost, Job Order
Number, Process costs and Standard costs
Allocation of indirect costs
Working Capital Fund
Update general ledger
Update reports
Budget to Report (B2R)
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Cost
Accounting
Enter funds from Treasury
Allocate funds to organizations
Working Capital Fund
Update general ledger
Update reports
Budget
to
Report
Budget Formulation
(additional B2R process
capabilities)
• Develop budget for out year
and POM
• Support forecasting, and “what
if” scenarios
• Generate required documents
Budget
Formulation
Proposal to Reward (P2R)
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(Grants Financial Management)
Award a Grant
Apportion and allotment funding
Track and close grant
Oversight and reporting
Order
to
Cash
Initial
Initial
General
Fund
General
FundWorking
Capital
and
of
Capability
Working Capital
Revolving
Re-sale
Accounting
Time
&
Labor
Re-Sales Accounting (DeCA Unique)
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Non-Appropriated Fund FFMIA requirements
Perform accounting for the DECA inventory and any other
Agencies that have inventory for sale
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Procure
to
Pay
STEWARDSHIP EXCELLENCE
Set up agreements
Collect cost and calculate bill
Working Capital Fund
Billing and collection
Update general ledger
Update reports
Create commitment
Create obligation
Perform receipt & acceptance
Working Capital Fund
Update general ledger
Update reports
Advanced Procurement
System
Acquire to Retire (A2R)
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Acquire
to
Retire
Grants
Financial
Management
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Procure to Pay (P2P)
Funds
Fund
Capabilities
Telecom
Order to Cash (O2C)
Define asset
Determine in service date
Determine depreciation
Update general ledger
CIP & WIP Reporting
Update reports
Retirement of asset
Hire to Retire (H2R) (Time and Labor only)
• Automated individual or timekeeper input into
system
• Time allocation for Cost Accounting purposes
• Automatic generation of time cards
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WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
DAI History
Transformation Tenets
… Keys to Success
• We will change, not the COTS
• We will rely on commercial
software and use successful BPR
• We will operate in a single
Solution
Sustainment
Development
• We will prepare our people to
succeed in the new environment
10000
9000
8000
7000
6000
5000
4000
3000
2000
1000
0
BTA-Closeout Acctg
8,400
Agency users/FY
9,200
DFAS
DTIC
OUSD(C)
DMA
5,700
TMA
USU
MDA
DTRA
DTSA
274
398
DSS
DPMO
FY08
FY09
FY10
FY11
FY12
OEA
DARPA
FYs 2007/2008
FY 2009
FY2010
FY 2011
FY 2012
Very Basic General Fund
GM
Maturation/Interfaces
Subscription Mgt
GM Maturation/
Interfaces
P2P Pilot
GM Maturation
New Agency RICEW
New Agency RICEW
Data Services
Automatic Time Card
Generation
9
Interface Partners
+3 New Interface
Partners
+6 New Interface
Partners
+9 New Interface
Partners
+5 New Interface
Partners
Oct 2008
Oct 2009
Oct 2010
Oct 2011
Oct 2012
1 Agency
Full Financials
2 Agencies
Full Financials
4 Agencies
Full Financials
11 Agencies
Full Financials
BTA
+ DTIC
+ MDA & USU
1 Agency T&L
2 Agencies T&L
BTA
+DTIC
Users
Users
7 Agencies T&L
+OUSD(C), DMA, USU,
TMA & MDA
Users
8 Agencies *
Full Financials
+TMA, DTSA, DTRA &
DPMO
*BTA - disestablished
11 Agencies T&L
+ DTSA, DTRA, DPMO
&DSS
Users
274
398
5,700
8,400
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WARFIGHTER SUPPORT
STEWARDSHIP EXCELLENCE
+DSS, DMA, DARPA,& OEA
12 Agencies T&L
+ DARPA & OEA
Users
9,200
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WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
Activity Throughput
$45,000
$s in M
$40,000
$35,000
$30,000
Agreements
$25,000
Obligations
Entitlements
$20,000
Requisitions
$15,000
$10,000
$5,000
$FY2009
Transactions: 9K
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FY2010
36K
FY2011
133K
FY2012
261K
STEWARDSHIP EXCELLENCE
FY2013
164K
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WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
FY13/14 Business Process Reengineering
Areas
 Funds Availability –
Projects/GL
 System Development Life
Cycle maturation
 Streamline New Agency
Implementation - learning
from lessons
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Areas
 Help Desk Improvements
 Standard Line of Accounting
(SLOA)/ Government Wide
Accounting by 30 Sep 2014
 P2P eCommerce Metrics
About 14 metrics including:
PALT, electronic/manual
invoices, interest, invoices on
hold, etc.
STEWARDSHIP EXCELLENCE
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WORKFORCE DEVELOPMENT
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WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
Reflecting Release 3.0
DAI Global Interface
Architecture
Accounts Receivable Data
Gross Pay Detail
Daily Master Employee Data
Treasury Summary
DoD Summary
Unfunded Leave Liability Report
DCPS
DoD Summary
DLA
Transaction
Services
C
C
A
S
IPAC
Wizard
Purchase Card
(AXOL)
Employee Data
EC/EDI
TBO Pre-Validation Response
(Formerly EUD
Pre-Validation Solution)
TFO Pre-Validation Request
Advice of Collection
ADS
DCPDS
TBO Pre-Validation Request and Receipt
Pay History (Vendor Pay)
TFO Pre-Validation Response
Exchange Rates
D
C
A
S
Automated Interface
Not yet active in
Production
Interface between
external systems
Common Interface
for different systems
BEIS-DCD
(CEFT)
Obligation Data
IPAC (Debits & Credits)
Ready to Pay File
(Vendor Pay)
Disbursement &
Collection Data
304 File
DUNS, TIN, or SSN
Invoice Data
IPAC
(Debits & Credits)
B
E
I
S
Manual Interface
Timekeeping Information
Payroll Disbursements
304 File
Maturing
My Invoice
EFT Data
Biweekly Employee Leave Data
Treasury Summary
H
Q
A
R
S
Updated 04 Apr 2013
Invoice Status Information
Balanced Gross Pay Detail
O
D
S
Legend
In Production
Collection Data
DAI
Exchange Rates
ITS
SF1080/1081 File
Transactions For Self (TFSs)/ Transactions By Others (TBOs)
Invoices
Transactions For Self (TFSs)/ Transactions By Others (TBOs)
Receipts
Civilian Payroll (CIVPAYR)
Monthly Suspense (uncleared
TBO’s)
EDA
(Includes Procurement Data Standard - PDS)
Extract of Financial Data
CCaR (MDA)
Budget Data
PRIDE (MDA)
Project & Task Data
Travel Authorization
Data
Travel Debt
Data
Travel Auth./Debt
Acknowledgement
CBA Data
ProSight (TMA)
Acknowledgement
Attachments
AO TRIM (DARPA)
Data Services
Financial Accounting Data (FAD)
CBA Acknowledgement
Key Member Information
Projects Budget Information
Daily Trail Balance Data
BEIS / DDRS
DPAS
Set up a Cost Center
Transaction
Acknowledgement
Contract Data: PDF/Index files
Contract Data: PDS
Posting Results File
DTS
Set up a Project/task
MSS (DARPA)
Projects & Tasks Information
Month End Trial Balance Data
Accepted Receipts
SAM
(Formerly CCR)
Approved Invoices
One Stop Portal - Acctg data for invoicing via https
Vendor Data
WAWF
Query ATOM via Direct Connect (Contract Data)
DB Link - Line of Accounting (LOA) Validation
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WARFIGHTER SUPPORT
FPDS – NG
Summary Info: Contract Award & Contract Mod
STEWARDSHIP EXCELLENCE
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WORKFORCE DEVELOPMENT
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WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
DAI Implementation Life Cycle
Phase 0:
Initiation
Phase 1:
Planning
DO
DI
Process
Mocks
Phase 2:
Preparation
ASR
Executive Alignment
& Commitment
Solution
Implementation
Planning
Process
Mocks Test
Phase 3:
Cutover
Phase 4:
Stabilize
Phase 5:
Operate
DAI Solution Implementation and Sustainment
Re-Test
Solution
Preparation
& Testing
Solution
Cutover
Solution
Support
Routine
Operations
Agency Human Performance and Sustainment
Change
Management
Planning
Change Management
Preparation
Workforce Support &
Capability Maintenance
Agency Data Conversion and Maintenance
Data
Conversion
Planning
Agency Data
Preparation
Agency Data
Conversion
Agency Data Maintenance
Agency Infrastructure Preparation and Maintenance
Infrastructure
Preparation
Planning
Infrastructure
Preparation &
Testing
Infrastructure Maintenance
Implementation Management
Program Governance
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WORKFORCE DEVELOPMENT
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WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
DAI Lessons Learned
•
DAI is more than a financial system - it is a core business system– Particularly Procure to Pay (P2P) and requires
Contracting Office (and more broadly, Acquisition) involvement
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Business Process Redesign Using DAI – Implementing DAI will challenge how you are currently processing your
business, the key is to understand it and adjust your business processes to fully leverage it!
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Practice Makes Perfect – DAI PMO is making an instance of DAI available as soon as possible for the Agency to
practice and become familiar with the application. The more practice the better!
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Communication – Must ensure that there is constant communication between the Agency, DFAS and the PMO
pre and post-production. Communication internal to the Agency and its users as well as the business partners
external to the Agency
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Executive Sponsorship – Assigning an Agency executive to be the advocate for DAI within the Agency has proven
to lead to successful deployments
•
Help Desk/Subject Matter Experts/Training – It is recommended that agencies assign a set of individuals that
will become subject matter experts in DAI and be available for training and help desk
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Reports – Get familiar with OBIEE and the standard reports offered by DAI before user acceptance testing
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Time and Attendance – Agencies should deploy the DAI time and labor module at least 2 pay periods prior to
deployment of core financials
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Post Implementation Support – Start planning for post implementation support early. Establishing a help desk
and a core group of subject matter experts is critical
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STEWARDSHIP EXCELLENCE
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WORKFORCE DEVELOPMENT
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WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
Ms. Cynthia Beck
703.602.8736
[email protected]
7/17/2015
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STEWARDSHIP EXCELLENCE
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WORKFORCE DEVELOPMENT
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WARFIGHTER-FOCUSED, GLOBALLY RESPONSIVE, FISCALLY RESPONSIBLE SUPPLY CHAIN LEADERSHIP
DEFENSE LOGISTICS AGENCY
AMERICA’S COMBAT LOGISTICS SUPPORT AGENCY
7/17/2015
WARFIGHTER SUPPORT
STEWARDSHIP EXCELLENCE
13
WORKFORCE DEVELOPMENT
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