This is the third in a series of weekly updates that is published for Global Combat Support System-Army (GCSS-Army) users. It addresses key topics that will help transition our Army to GCSS-Army. This week it will summarize key guidance provided at the Worldwide GCSS-Army VTC on 1 Feb 2013.
Worldwide GCSS-Army VTC on 1 Feb 2013
On 1 Feb 2013 the Deputy Chief of Staff (DCS), G-4, LTG Mason and the Principal Deputy Assistant Secretary of the Army, Financial Management and Comptroller (PDASA FM&C), Mr. Speer co-hosted a Worldwide GCSS-Army VTC with G-4s, logisticians, G-8s and resource managers at every level of the Army. The session was well-attended by the HQDA staff and by 62 VTC sites from ACOMs, ASCCs, DRUs and their subordinate organizations. Participants gained a better understanding of when and what needs to be done to prepare for GCSS-Army. The PM GCSS-Army team led by the PM, Army Enterprise System Integration Program (AESIP), COL Flanders, presented key lessons learned, guidance on how best to prepare for GCSS-Army fielding, and a revised fielding schedule.
Key Points The DCS G-4, PDASA FM&C and PEO EIS community leaders stressed many key points from the briefing:(https://www.us.army.mil/suite/doc/39158998):
- LTG Mason explained that GCSS-Army will provide Commanders and Soldiers real time, integrated status of their logistics and financial operations. All components of GCSS-Army are integrated and operational at the 11th ACR (NTC/Ft. Irwin) and the 2/1 AD (Ft. Bliss). By 2017 it will affect every supply room, motor pool, direct support repair shop, warehouse, and property book office in the Active Component, in the Reserve Component and on every installation, totaling 160,000 users. GCSS-Army will enable the Army to be auditable by 2017 – a Congressional mandate.
- LTG Mason explained that the current emphasis is on Wave 1 fielding which includes fielding GCSS-Army capabilities for warehouse management (Supply Support Activities), materiel management, and financial management. This includes all installation Director of Logistics (DOL) SSAs. Although there are great benefits to GCSS-Army, it is a major change in our way of doing business. The DCS, G-4 urged Commanders, Warrant Officers and senior NCOs to learn GCSS-Army and lead the change.
- In his opening comments, Mr. Speer advised that the Army is rapidly changing and no longer can live in functional and organizational stovepipes. Instead, there must be a seamless partnership between logisticians and financial managers. Early training and data cleansing is key to success; organizations must clean up data ahead of time or we will be confronted with bigger challenges and more work later. One major lesson learned from fielding General Fund Enterprise Business System (GFEBS) is that resource managers MUST be in synch with their logistics counter-parts.
- COL Flanders reviewed the sequence of events for preparing for GCSS-Army (https://www.us.army.mil/suite/doc/39171833). The process begins at D-300 days with the LOGSA Enterprise Data Management Office (EDMO) initial visit to assist units in cleaning up logistics and financial data. Also units should begin the DoDAAC scrub and bulk fuel DoDAAC request process up to 300 days prior to GCSS-Army deployment. At D-180 day the GCSS-Army team coordinates Advance Lead User attendance. This is a program where the GCSS-Army Program Management Office trains one SSA manager and an associated financial manager in a 40-hour/one week session at the Program Management Office, officially beginning the train-the-trainer process. LTG Mason stressed that this and other GCSS-Army and GFEBS training is mission essential and referenced a 31 January memorandum to that effect from the Army G3/5/7. (https://www.us.army.mil/suite/doc/39171861). COL Flanders and staff addressed in detail the following key points:
- Lessons Learned: #1: Everyone Needs to be in GFEBS and #2: DOLs take longer to field than expected.
- Top 3 After Action Report Items: #1: DoDAACs must be correct, #2: data must be clean, #3: Conversion of Open Order Process.
- Fielding Schedule: The lessons learned from fielding the Ft. Lee DOL revealed that GCSS-Army conversion at DOLs is more complex than replacing SARSS in tactical units, as financial systems’ conversion is more complex.
- As a result of the lessons learned, a revised timeline was developed and presented (https://www.us.army.mil/suite/doc/39171917). Fielding for 1st QTR FY14 and beyond will be determined by early April 13.
- There are many resources available to units and staffs to prepare for GCSS-Army. A consolidated list was presented (https://www.us.army.mil/suite/doc/39171834).
- Mr. Thurston, CASCOM, addressed the Help Desk Ticket and Configuration Control Board Process. CASCOM, with the input from a lot of other stakeholders, has developed a thorough process to help users with GCSS-Army questions and problems. Like legacy tracking, it uses the Sustainment Support System for the Single Interface to the Field (S4IF), a help desk sustainment portal where users can initiate requests for support and sustainment personnel can manage these requests until resolution is achieved. The portal can be reached at: https://s4if.lee.army.mil/. The Army DCS G-4 and PDASA FM&C emphasized that the Help Desk Ticket process is the “face to the customer” and is a critical part of sustaining our Army as GCSS-Army moves forward.
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Ms. Miller, Assistant DCS, G-4 (Sustainment)) provided an overview of the Logistics Domain governance process that enables leaders across the functional areas to address status and take action on all aspects of GCSS-Army and associated Enterprise Resource Planning (ERP) programs.
The three governance bodies include the 1) Business Process Council at the most senior level, chaired by LTG Mason, which meets quarterly, 2) the ERP Executive Steering Committee (ESC), which meets monthly and is co-chaired by the Assistant DCS, G-4 (Sustainment) and the CASCOM Deputy to the Commander, and the 3) Logistics Domain Council of Colonels which initially identifies key topic areas. The three governance bodies include all GCSS-Army stakeholders. The Office of Business Transformation (OBT) is also a key stakeholder. Logistics issues that cut across multiple functional areas will be addressed by the Army Business Council (ABC), which is chaired by OBT. An illustration of the governance is provided (https://www.us.army.mil/suite/doc/39172921).
Way Ahead The PM Team and those units receiving GCSS-Army continue to prepare. Fielding will continue in February 2013 with the Alabama and Kentucky Army National Guard, and the DOLs at Joint Base Myer-Henderson Hall and AP Hill. Fielding for 1st QTR FY14 and beyond will be determined by early April 13.
Conclusion LTG Mason and Mr. Speer thanked all for their participation- particularly for those organizations that were participating from distant places, late at night or early in the morning on Saturday. The Honorable Ms. Matiella, (Assistant Secretary of the Army, Financial Management and Comptroller (ASA FM&C), who participated via teleconference, also thanked all for their participation. Many of the outlying organizations were provided final thoughts. All agreed that the logistics and financial management communities must work closely to field GCSS-Army.