APS, Enabling Supply Chain Planning

1
APS, Enabling Supply Chain Planning

• Bobbi LaRue
• OC-ALC/LGC-APS

2
Agenda

• Introduction
• Background / Overview
• Demo
• Demand Planning
• Collaboration
• Supply Planning
• Summary Questions

3
System Description

• Advanced Planning and Scheduling (APS) is a
  commercial off the shelf technology (COTS) used
  for supply chain planning and decision support
  functions supporting centralized planning and
  decentralized execution
• Provide a single source (COTS application) for
  planning across the Air Force Supply Chain that
  will support Air Force Goals
• All types of planning (supply chain, demand,
  supply, maintenance, distribution returns)
• Weapon systems, support equipment, etc.
• Used / shared with customers and suppliers to
  create seamless logistics support
• Eliminate multiple planning and budgeting legacy
  systems

Integrated (maintenance / supply / distribution)
planning, hereinafter called integrated planning
is the reengineered AF collaborative planning
process that integrates the best practices of
leading commercial industries with DoD best of
breed practices in a maintenance, repair and
overhaul (MRO) environment.
4
Goals

• Improve operational capability while minimizing
  the cost to deliver that capability
• 20 Equipment Availability Improvement
• Reduce Annual Operating Support Cost by 10 NLT
  FY11
• Proactive Planning/Execution
• Sustained increase in production
• Faster cycle time
• Less inventory
• Elimination of redundant systems

Keep it SimpleKeep it Direct
5
APS Pathfinder Objectives

• Evaluate APS capabilities and fit in an Air Force
  maintenance and repair environment
• Software functionality provided to Item Managers,
  Weapons System Managers, Equipment Specialists
  and other logisticians involved in integrated
  planning functions
• Compatibility with current / planned AF logistics
  information systems, technology initiatives and
  command and control structures
• Identification of resource, training, process
  reengineering and other issues with significant
  potential to influence an implementation decision
• Provide information for an implementation
  decision by Air Force leadership

6
APS Accomplishments

• Foundation
• Identifying and defining the processes of the
  to-be business model, the supporting data,
  architecture and structure of expansion

APS CONOPS
Demand Process Flow Binder
Supply Process Flow Binder
Functional Specifications
Technical Specifications
BEA Compliant
OSD Compliant

• Strong Program management
• Consistent, uniform approach across efforts
• Compliant with DoD directives

7
LogEA Relationship

• APS is an integral component of LogEA
  Architecture as detailed in the Enterprise
  Architecture (LogEA) Concept of Operations

APS will be supported with a combination of
direct data feeds and data warehouse
Enterprise Architecture (LOGEA) Concept of
Operations (CONOPS)
8
ECSS/ERP Relationship
APS will be a bolt-on to the Core ERP
Core APS functionality is scheduled to be
prototyped/implemented FY05 to FY08
9
Pathfinder Opportunities

• OO-ALC
• B-52 Landing Gear
• Impresa outlining MRO interface
• TRTG
• Logistic Modernization Program (SAP ERP)
  outlining inter-service ERP/MRO interface at
  Tobyhanna Army Depot
• OC-ALC
• B-52 A/C
• Modeling local manufacture notified CAMS and SBSS
  as data sources
• Examining configuration planning specific to A/C
  tail number
• F101 Engine
• Examining feed to ABCS for budget execution
• Defining interim process, roles and
  responsibilities
• WR-ALC
• F-15 Avionics
• Field BOMs
• Field Capacity

10
APS Overview

• Key Components
• Robust relational database
• Fed from ERP, Data Warehouse, Legacy Systems, or
  Flat files
• Sophisticated planning algorithms
• Key Features
• Integrated planning functionality
• Production, supply, distribution
• Monitoring, adjustment and decision support
• Cause / effect visibility
• Automated alerts
• Constraints based optimization
• Speed
• Modular build

• Advanced Planning Scheduling (APS) systems
  create optimized plans that improve logistics
  system performance

11
Focus of AF APS Pathfinder Effort

• Forecasting (Demand Planning)
• Unconstrained, time phased end item forecast at
  Depot / Base levels
• Multi-level DFU structure to support demand
  segmentation
• Supply / Inventory Planning
• Constrained / unconstrained, time-phased
  inventory plans at Depot / Base levels
• Optimization and alerts-based exception
  management capabilities
• Rough Cut Capacity Planning
• Physical resource constraints and potential
  alternatives
• Functional fit with ALC-specific MRP II
  initiatives
• Collaboration
• Depot / Base
• AF / DLA

• AF / Industry

FUNCTIONALITY AND BUSINESS PROCESS ARE KEY
12
They Say You Want a Revolution

• The AF is an enterprise..All processes and roles
  are with an enterprise view
• The AF enterprise works off a central prioritized
  plan. All organizational top level metrics
  include execution to/support of The Prioritized
  Plan
• All material is owned by the enterprise and
  allocated by the AF Material Planner in
  accordance with enterprise prioritized plan
• All maintenance is considered AF corporate
  capability available to the enterprise and
  utilized to meet the enterprise prioritized plan
• Enterprise production planner is responsible for
  utilizing all corporate capacity and scheduling
  maintenance locations in accordance to the
  Enterprise Prioritized Plan
• The AF enterprise is lead by an Executive Level
  Strategic Planning Group with both tactical and
  strategic focus
• Translates war fighter rqmts into Weapon System
  Targets via collaboration (Warfighter/CINCS/WS
  SCMS)
• Ensures sufficient AF infrastructure in place to
  support AF strategic goals via modeling and
  simulation

13
Centralized Planning Decentralized Execution
Intermediate
Depot
Organizational
Contractor
APS ENTERPRISE PLANNING
14

• Demo

15
APS Module Review
Demand Planning Provide an unconstrained,
time-phased demand forecast at the Base/Depot
level in order to determine customer requirements

• Forecasting
• Generates forecast at NIIN, SRAN, AF level
• Uses advanced mathematical techniques
• Simulation capability for potential scenarios
• Monitors accuracy of forecast planned vs.
  actual
• Incorporate the field into the forecasting
  process
• More accurate demand plan reflecting customer
  requirements
• Sharing constrained supply plan with suppliers
  such as DLA and OEMs

Collaboration Provide a system-enabled
mechanism to facilitate communication among
Supply-Chain partners

• Inventory Management
• Ability to view global and location specific
  parts availability
• Capacity Planning
• Optimization of material, labor and equipment for
  production
• Exception Management and Analysis
• Buy/Repair Plan, Due-in Reschedules, Materiel
  Supportability, Lateral Transfers, Back Order
  Analysis, Budget Constraints

Supply Planning Provide an enterprise-wide
supply plan at the Base/Depot level to determine
time-phased inventory requirements
16
Current data sources

• Identifies and defines the logical data entities
  for the to-be business environment within the
  scope of the Program

17
APS ERP/MRO

• APS creates a Demand Plan for global customer
  requirements
• Unconstrained warfighter / weapons system
  requirements
• APS then applies constraints via the Supply Chain
  Plan
• Examines material availability, rough-cut
  capacity, forecasted carcasses and funds
• Uses capacity, schedule and core Maintenance,
  Repair and Overhaul (MRO) data
• Creates a supportable production plan based upon
  due dates and passes to MRO
• APS or ERP/MRO computes a detailed Master
  Schedule and Capacity Plan
• Performs What-If simulations to optimize ALC
  Workloads resources
• Develops time-phased material plan requirements
• Develops and finalizes detailed Master Schedule
• Develops detailed capacity plans

• ERP/MRO maintains all execution activities that
  support production
• Creates Replenishment Orders tracks status and
  history
• Captures transactions during execution activities
• Maintains all inventory status, accuracy and
  location information
• Maintains Master BOMs Routers
• Maintains Standard Actual Cost Accounting Data

18
APS Timeline
Deliver Template
APS Pathfinder Effort
Continue Pathfinder Exploration
Finalize ERP/APS Acquisition Strategy
Acquire software
Acquire integrator

• Accomplishments
• Pathfinders on Schedule
• - Completed tested configuration design
• - Blueprint/template delivery Dec 04
• F101 on Track
• - Developed new centralized planning process
• - Testing new org structure for centralized
  
• planning on F101
• - Execute the APS buy/repair requirements Nov
  04

• Working Enterprise Planning Requirements
• New Roles and Responsibilities
• Processes Demand, Collaborate, Supply,
  and Rough Cut Capacity
• New draft PDs by Nov 04, but not all will be
• finalized

19
Summary

• APS represents a transformational technology
• Highlighted in Logistics Transformation, Spares
  Campaign DMRT
• Featured component of DLA BSM, Navy SMART and
  Army LOGMOD initiatives
• APS efforts focused on two areas
• APS Pathfinder/Go Live (functional benefits,
  technical fit, collaboration across the supply
  chain)
• Preparing for implementation (funding
  acquisition strategy)
• Transition will now focus on full implementation
  of APS within the Air Force

20 Improvement in Equipment Availability within
3 Years
20
I n t e g r i t y - S e r v i c e - E x c e l
l e n c e
21
Roadmap

• ILID AFMC Program Manager and Executive
  Steering Committee
• Formal Weapon System Focused Program Office at
  each ALC - OC Lead
• Skill sets (Demand Planner, Material Planner,
  Production Planner, etc.)

Sustainment // Transition
F101 Go-Live
Pathfinder
F101 Go-Live Sustainment
Pathfinder (B-52 Airframe)
Transition
Transition
Pathfinder (B-52 Landing Gear)
Transition
Pathfinder (F-15 Avionics)
Transition
Pathfinder (TRTG)
Transition
AMC C-5 Pathfinder
Q4
Q2
Q1
Q1
Q1
Q1
Q4
Q4
Q4
Q2
Q2
Q2
Q3
Q3
Q3
TODAY
FY2002
FY2003
FY2004
FY2005
FY2006
Acquisition PMO
Requirements Team
Source Selection Team
Executive Steering Committee
Implementation
Award
Future Effort
Current Effort
Partnerships