Defense Management: Impediments Jeopardize Logistics Corporate Information Management.

Front Cover
DIANE Publishing, Dec 1, 1994 - 80 pages
0 Reviews
 

What people are saying - Write a review

We haven't found any reviews in the usual places.

Contents

II
10
III
12
V
13
VII
15
VIII
17
IX
19
X
20
XI
21
XVI
27
XVII
28
XVIII
32
XIX
34
XX
35
XXI
36
XXIII
38
XXIV
43

XII
24
XIII
25
XIV
26
XXV
47
XXVI
77
XXVII
80

Common terms and phrases

Popular passages

Page 49 - Comments From the Department of Defense See comment 3. See comment 4. to the Congress on the status of the Corporate Information Management initiative and the April 1991 GAO report "DEFENSE ADP: Corporate Information Management Initiative Faces Significant Challenges' (GAO/IMTEC-91-35/OSD Case 8677).
Page 58 - Office of the Assistant Secretary of Defense (Command, Control, Communications, and Intelligence) ; Mr.
Page 11 - Dec. 4, 1990.); and Defense ADP: Corporate Information Management Savings Estimates Are Not Supported (GAO/IMTEC-91-18, Feb. 22, 1991). Chapter 1 Introduction Under this new implementation strategy, business process improvements would be done concurrently with the selection and implementation of the migration systems. DOD has since implemented this CIM migration strategy across all CIM efforts. CIM Involves Both a Top-Down and a Bottom-Up Look at DOD The Assistant Secretary of Defense for Command,...
Page 12 - ... equivalents, including the Chairman of the Joint Chiefs of Staff, who report directly to the Secretary or Deputy Secretary of Defense. 3In January 1994, DOD issued the "DOD Enterprise Model" to provide a common view of all defense activities. The model is the principal mechanism for senior managers to understand their missions and functions, plan and direct improvements from a DOD-wide perspective, and measure overall progress toward CIM goals. 4When JLSC was created, the PSA for logistics was...
Page 29 - ... in support DOD, in its June 13, 1994, strategic plan and elsewhere, has recognized the need to change its culture and management strategy to build consensus throughout the Department, but implementation (and actual change) has been slow. For example, today the Assistant Secretary of Defense for C3I is responsible for implementing CIM — overseeing and integrating business process innovation within and across all DOD functional areas. The Assistant Secretary, however, is also the Senior Information...
Page 57 - Agency attempt with some innovative pilot projects to find better, more efficient ways of doing business—outside the Corporate Information Management umbrella. The GAO concluded that, if the concepts prove successful, the Defense Logistics Agency could significantly reduce inventories, storage space 11 Comments From the Department of Defense Now on pp. 3-4 and 21-23. See comment 8. See comment 9. requirements, and the number of supply depots. The GAO further concluded that, eventually, the Defense...
Page 43 - Center has made progress toward developing logistics standard systems and re-engineering processes in support of the material materiel management and depot maintenance functions.
Page 24 - OLA'S requests and justifications for fiscal year 1993 project funds and compared the proposed new information systems to those (1) already existing or being developed by other services and (2) selected by JLSC as near-term initiatives.
Page 30 - ... effort Functions performed after a supply contract is awarded are the responsibility of the procurement CIM effort In consultation with service and DLA representatives, JLSC chose the Integrated Technical Item Management and Procurement information system as the migration system for supply contract pre-award practices. However, the Procurement CIM Council reviewed the practices performed after a supply contract is awarded and chose the Defense Procurement and Contracting System. Although the...
Page 39 - Depot management subsequently changed the methods for handling hazardous materials. For example, materials are now issued only in the amount needed. As a result, Ogden reduced the amount of hazardous materials purchased in 1992 by nearly 39 percent, or a $7.7 million net cost savings.

Bibliographic information