Michelle Dirner, the Associate Director of the Communications-Electronics Command Software Engineering Center’s Army Shared Services Center (SSC), has been at the forefront of enhancing enterprise resource planning (ERP) systems since the establishment of Army SSC eight years ago. The focus has been on improving efficiencies and transitioning strategies within the domain of ERP systems to keep pace with evolving requirements.
The Army SSC plays a pivotal role in supporting and sustaining various Army ERP systems, including the Logistics Modernization Program, Global Combat Sustainment System – Army, General Fund Enterprise Business System, GFEBS-Sensitive Activities, and Army Enterprise Systems Integration Program Hub. By partnering with the Project Executive Office Enterprise, Army SSC has been implementing cost-saving strategies, such as consolidating contracts to achieve economies of scale.
To streamline operations and reduce costs, Dirner initiated a shift from multiple expensive contracts for ERP systems to a unified approach by insourcing government employees with technical skills. This transition allowed the consolidation of disparate teams into shared units capable of seamlessly working across different ERPs based on the SAP technology platform.
One of the notable improvements brought about by this consolidation effort was the enhancement of the help desk services for approximately 200,000 users. By centralizing the help desk into a single toll-free number and ticketing system, Army SSC drastically simplified user interactions and saved around $1,000,000 annually in operational costs. The move towards implementing Gen AI capabilities aims to further enhance user experiences and drive cost efficiencies.
Moreover, the transition from a waterfall methodology to Agile in 2023 marked a significant milestone for Army SSC and PEO Enterprise. This shift aimed at accelerating the delivery of mission-critical capabilities by fostering collaboration, reducing duplication, streamlining integration, and ensuring a quicker response to user requirements. Additionally, the implementation of automated monitoring tools has revolutionized the system monitoring process, eliminating the need for manual oversight and enabling prompt responses to operational, performance, or security issues.
As Army SSC prepares to come under the operational control of PEO Enterprise, the consolidation of product offices into the Consolidated ERP (C-ERP) office under the Enterprise Business Systems Convergence program office is underway. This transition will enhance operational efficiency, streamline command structures, and drive organizational alignment to achieve shared objectives effectively. The unified command structure under PEO Enterprise is expected to facilitate a more agile and cost-efficient model for executing Army SSC’s missions.
Key Takeaways:
– Army Shared Services Center has made significant strides in enhancing enterprise resource planning systems through cost-saving approaches and consolidating contracts.
– The transition from waterfall to Agile methodologies and the implementation of automated monitoring tools have improved collaboration, streamlined processes, and enhanced operational efficiency.
– Coming under PEO Enterprise’s operational control signifies a strategic move towards unification, efficiency, and rapid response capabilities for Army SSC.
– The consolidation of product offices into C-ERP under the Enterprise Business Systems Convergence program office aims to drive organizational alignment and operational excellence within the Army SSC framework.
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