SPEER program - Jan Vos
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Presentation about SPEER program by Jan Vos at Overheidscongres 2010: Implementation of ERP in the logistic and financial domain of the Dutch Armed Forces

Presentation about SPEER program by Jan Vos at Overheidscongres 2010: Implementation of ERP in the logistic and financial domain of the Dutch Armed Forces

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  • 17 september 2010 18 mei 2009
  • 17 september 2010 17 september 2010
  • 17 september 2010
  • 17 september 2010 18 mei 2009
  • 17 september 2010 Integration & standardization: Processes are standardized and integrated across the four services (Army, Navy, Air force, MP), not only in a business blueprint but also in a ‘ready to use’ ERP-system. Implementation: ERP / Finance implemented across the entire armed forces and MoD. First migrations in logistics conducted successfully. From 2011 tot 2014 rollout on large scale in logistics.
  • 17 september 2010 - Too complex

SPEER program - Jan Vos SPEER program - Jan Vos Presentation Transcript

  • The SPEER programme Implementation of ERP in the logistic and financial domain of the Dutch Armed Forces
  • Content
    • Programme overview: Business Case, Scope, goals
    • Programme characteristics
    • Programme approach
    • Programme results
    • Experiences / Lessons learned
    • Conclusions
    • SPEER: S TRATEGIC P ROCESS E RP- E NABLED R E-ENGINEERING
  • Like most of the world’s defense forces, the Dutch saw a major change over the past 15 years New focus: world wide missions for international peace and stability The SPEER Programme context Wider mission spectrum, flexible expeditionary capabilities, cooperation between services, use of common assets Joint operations
  • Restructured NL Defence Organization BEFORE 2005 To MODNL Defence Material Organisation Defence Services Navy Army Air Force OPERATIONAL COMMANDS SERVICE CENTERS MP MINDEF Navy ARMY Air Force
  • Why is change inevitable ? JOINT LOGISTIC SUPPORT FOR JOINT OPERATIONS Improve efficiency (phase 1 668 FTE / 20 M€/yr) Support new business model (costs visibility, shared service centres) Phase out legacy, Improve IT management Improve asset management & financial control structurally The world changes … Policies are changing … The Dutch Mod is changing … Technology is changing … Program goals
  • SPEER Programme: Scope, facts and figures
    • Program scope:
    • All Logistical & Financial Processes
    • Entire defence organization
    • Ca. 8000-9.000 users (first phase)
    • Investment budget M€ 268 (first phase)
    • Timeframe: 2005 -2014
    • Programme organization: 200 - 300 Def. Employees
    • Strategic partners
    • ERP: SAP
    • Programme control & kernel design & custimization
    • Cap geminiLogica
    • Implementation partners: Atos Origin, IBM, Ordina, PA Consulting, PWC
    • Auditing & Second Opinion: HEC / SAP
  • Core processes of Defence: Value chain FORM UNITS (Onderhouden/Bevoorraden) (Onderhouden/Bevoorraden) OPERATIONAL EXERICISES & TRAINING EXECUTE OPERATIONS MANAGEMENT CONTROL MISSIONS &OPERATIONAL READINESS LOGISTICS (SUPPLY AND MAINTAIN) PERSONNEL EQUIPMENT OPERATIONAL LOGISTICS
  • Joint missions require joint support: Possible scenario Depot AGB Depot ODC APOE 42 Tankbat 301 SQN 130 CL-CIE Marns-bat Ops Theatre VC APACHE DET VC-DET MARNS- DET TKPEL HRSTGP TKPEL APACHE OHDGP Foreign Unit Local Supplier 933 SQN Formation TF & NSE SPOD/ APOD SPOE
  • Programma characteristics (1): Best practice processes or defence specific
    • Identical to other businesses / government
      • Basic processes on procurement, supply, maintenance, configuration management, ILS
      • Finance (cash/committments)
    • Specific for military
      • Flexible organizational structure (mission structure)
      • Non-static / flexible supply chains
      • Mobile units /deployed technology in remote area’s
    • Good news:
      • Defence uses many common components
      • Additional SAP components are available for specific military processes
    • The bad news:
      • Diversity in processes leads to a complex cocktail of SAP-solutions
      • Most individual SAP-components are proven technology, however an integrated cocktail of all these components has never been implemented
  • Programme characteristics (2): Best practice migration or defence specific
    • What makes up the challenge:
      • quantity and diversity of processes
      • number of organizational units
      • a defence wide standardization and integration
      • unclear ownership process chains
      • unclear ownership business benefits
    • Consequences:
      • The system too big to customize in one step(?)
      • A big-bang roll out impossible -> multiple migration steps
      • Long timeframes (!)
    Rough ride expected, escorts are needed, minefields to be avoided ..
  • Programme Characteristics (3) SPEER as a bridge between two worlds Transparency: sharing information Government Checks & balances Focus on efficiency & conformance Security: protecting information Operations Focus on effectivity Defence Modern business processes: supply, logistics, ILS, maintenance, procurement, finance Public governance Military Command and control
  • Key elements in approach
    • One ‘standard’ SAP kernel fits all:
    • One standardized proces design
    • One overarching architecture derived from Defence IT architecture
    • One kernel to be customized
    • Control costs and enforce proces standardization
    • Implemented in two phases (basic processes first, proces chain optimization second)
    • Combination of proces standardization over ‘business units’ and integration over functional domains
    • Combines benefits of standaardization and integration in one migration step
    • Maximizes change management riscs
    • Think big, act small
    • No big bang implementation: trial, learn and expand
    • Large timeframe
    • Takes longer time before legacy systems are taken out of service
    • Parallel implementation projects
  • To be Current Practices Standardized Processes One Standardized Information system Standardized Data Migration Migration Proces Standardization as a key element: It symbolizes both change and joint operations Processes Info Systems Data Finance Processes Information systems Data Processes Information systems Data Processes Information systems Data Navy Airforce Army
  • SPEER Programme results p r o c u r e m e n t Service centers Operational Commands Depots MaintenanceDepots Finance, Integrated Logistic Support VSPK JUN 2009 NH 90 MAR 2010 MATLOG 320 NOV 2010 JUNI 2008 Transport Supply chain management
  • What problems to expect? Insights from NL national audit office (& others)
    • Projects are often too complex
      • Grand designs
      • (political) fantasy deadlines
      • Winners curse.
    • Evaluation and redirection are neccessary
    • Strong governance needed
    • ICT is no quick fix
    • Business – IT alignment is poor
    • Business – IT architecture = basis of IT governance
    • Demand and supply of ICT need to be better organized
  • SPEER experience: Lessons identified, measures taken
    • Measures to complexity:
      • Stepwise improvement of kernel (High Level Design !).
      • Stepwise migration approach.
      • Periodic programme evaluation.
      • Ambitions & ability to change need to be balanced.
    • Governance:
      • Strategic: SG & CDS primary sponsors
      • Tactical: SPEER supervisor with direct mandate
    • Change management:
      • ICT is just an enabler
      • Importance of Business benefits
      • Ownership of business benefits never passes form line to programme organization.
  • SPEER experience: L essons identified, measures taken
    • Risks, cost and benefits of simultaneous standardization and integration.
    • Don’t shoot at a moving target:
    • Simultaneous Reorganization & implementation of ERP.
    • Establish / organize procesownership and its tasks and responsibilities.
    • Integral business process management required Architecture: From ‘surplus of abstract documents’ to ‘tight fit harnass’.
    • A vision is not enough to guide proces design and business re-engineering.
    • Don’t forget the IT-complexity (SAP cocktail, interim landscapes, interfaces, data).
    • Knowledge management and competence management
    • Reorganize internal ICT service provider
    • Speed of implementation: Changes can be too slow.
  • Conclusions
    • 1. The programme is vital for the Dutch MOD.
    • 2. The size of the SPEER programme is unique for (MOD)NL
    • 3. … Thus, SPEER faced many common problems
    • ………… . And SPEER learned many ordinary lessons
    • But the unique size causes also some new problems
    • ……… And SPEER gained some additional insights and produced secondary results
  • QUESTIONS ?