Logistics Information Management System (CG-LIMS) Update
Guest post from CDR Dan Taylor, Project Manager (CG-9334) and Mr. Jim Sylvester, Sponsors Representative (CG-442)
The Coast Guard Logistics Information Management System (CG-LIMS) is a critical enabler of the Coast Guards logistics modernization strategy. While several logistics systems are currently used in the Coast Guard, the Asset Logistics Management Information System (ALMIS) has been identified as the one most closely suited for todays processes, but it is not the modern information technology (IT) capability we will need for future assets and mission support objectives. We will need everything ALMIS can do, and more, to continue to fully and successfully support operational units. We need a configuration management based, maintenance driven supply chain, which is managed with complete visibility across the enterprise.
The aviation community is effectively using a supply chain that is statistically linked to maintenance. That means doing analysis of actual data to predict inventory demand. This is a sound practice that must continue. However, we want to go a step further to include a direct link between maintenance and supply. The current market has tools that trigger inventory procurement with direct shipments based on the location of a completed maintenance procedure. This is one example of a capability that industry is using today and must be part of the Coast Guards system going forward.
Before implementing modern IT tools, we must document requirements like when and where direct shipments occur and how financial integration must occur to account for both the procurement and the inventory valuation. Technologies such as handheld PDAs at the workbench, or three dimensional technical drawings displayed on computer screens, are already available on the market. However, before we invest in the latest technologies, we must ensure that we have a Concept of Operations (CONOP) for how our workforce will use them, along with documented processes and requirements that the technology will support. This is the systematic approach we have used to date (which is supported by many GAO reports), and will continue to use in the acquisition of all logistics IT capabilities.
Our first step to successfully modernize the legacy logistics systems is to document both desired processes and requirements. To identify those requirements, we chartered a CG-LIMS Integrated Product Team (IPT) made up of government subject matter experts from various disciplines throughout the Coast Guard. After months of intense work, the IPT developed a Mission Needs Statement and a preliminary Operational Requirements Document (ORD). A second IPT has been chartered to document a CONOP and develop a full ORD.
We will not change the high level fundamental processes of the aviation business model. The model was chosen for its success in achieving measurable performance outcomes with low variability and its alignment with industry standards. However, we will change lower level processes that can be implemented more efficiently in modern, integrated tools. Ultimately it will consolidate our disparate logistics systems into a common suite of IT tools used by all C4ISR systems, cutters, aircraft, and shore facilities to support common processes. Redundant data entry and manual interface processes in our existing IT processes, which introduce risk to data integrity and slow down the availability of timely and accurate data, simply must be improved.
CG-LIMS is in the earliest stages of the acquisition process. This new capability will be delivered in small increments to reduce implementation risk and operational impact. We will start by replacing the Asset Computerized Management System (ACMS) portion of ALMIS, which manages configuration and maintenance. We will select a tool that can immediately integrate with the Electronic Asset Logbook and with the transformed financial system in the future. This will form the foundation we will build on in future segments, which will either bring additional capability or deploy the system to more product lines.
We will bring in the supply and inventory portions of ALMIS, which will achieve total asset visibility in a tool that is scalable to the enterprise. When we bring in the remaining technical information management requirements, we will have an integrated system that gives the Product Line Managers visibility to manage the entire product line with modern tools in a consistent way across all product lines.
We will continue to report updates on our transformation from all perspectives as we move down this road together. We look forward to working with you and incorporating your feedback into our efforts.
The Coast Guard Logistics Information Management System (CG-LIMS) is a critical enabler of the Coast Guards logistics modernization strategy. While several logistics systems are currently used in the Coast Guard, the Asset Logistics Management Information System (ALMIS) has been identified as the one most closely suited for todays processes, but it is not the modern information technology (IT) capability we will need for future assets and mission support objectives. We will need everything ALMIS can do, and more, to continue to fully and successfully support operational units. We need a configuration management based, maintenance driven supply chain, which is managed with complete visibility across the enterprise.
The aviation community is effectively using a supply chain that is statistically linked to maintenance. That means doing analysis of actual data to predict inventory demand. This is a sound practice that must continue. However, we want to go a step further to include a direct link between maintenance and supply. The current market has tools that trigger inventory procurement with direct shipments based on the location of a completed maintenance procedure. This is one example of a capability that industry is using today and must be part of the Coast Guards system going forward.
Before implementing modern IT tools, we must document requirements like when and where direct shipments occur and how financial integration must occur to account for both the procurement and the inventory valuation. Technologies such as handheld PDAs at the workbench, or three dimensional technical drawings displayed on computer screens, are already available on the market. However, before we invest in the latest technologies, we must ensure that we have a Concept of Operations (CONOP) for how our workforce will use them, along with documented processes and requirements that the technology will support. This is the systematic approach we have used to date (which is supported by many GAO reports), and will continue to use in the acquisition of all logistics IT capabilities.
Our first step to successfully modernize the legacy logistics systems is to document both desired processes and requirements. To identify those requirements, we chartered a CG-LIMS Integrated Product Team (IPT) made up of government subject matter experts from various disciplines throughout the Coast Guard. After months of intense work, the IPT developed a Mission Needs Statement and a preliminary Operational Requirements Document (ORD). A second IPT has been chartered to document a CONOP and develop a full ORD.
We will not change the high level fundamental processes of the aviation business model. The model was chosen for its success in achieving measurable performance outcomes with low variability and its alignment with industry standards. However, we will change lower level processes that can be implemented more efficiently in modern, integrated tools. Ultimately it will consolidate our disparate logistics systems into a common suite of IT tools used by all C4ISR systems, cutters, aircraft, and shore facilities to support common processes. Redundant data entry and manual interface processes in our existing IT processes, which introduce risk to data integrity and slow down the availability of timely and accurate data, simply must be improved.
CG-LIMS is in the earliest stages of the acquisition process. This new capability will be delivered in small increments to reduce implementation risk and operational impact. We will start by replacing the Asset Computerized Management System (ACMS) portion of ALMIS, which manages configuration and maintenance. We will select a tool that can immediately integrate with the Electronic Asset Logbook and with the transformed financial system in the future. This will form the foundation we will build on in future segments, which will either bring additional capability or deploy the system to more product lines.
We will bring in the supply and inventory portions of ALMIS, which will achieve total asset visibility in a tool that is scalable to the enterprise. When we bring in the remaining technical information management requirements, we will have an integrated system that gives the Product Line Managers visibility to manage the entire product line with modern tools in a consistent way across all product lines.
We will continue to report updates on our transformation from all perspectives as we move down this road together. We look forward to working with you and incorporating your feedback into our efforts.
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9:07 AM
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