A New Standard in DATA Exchange
The Smart Step Codification Project
Phase III
Delivered in Partnership between
The NATO Codification System & BAES GCS
Agenda
The importance of information to the supply chain – Brigadier David Martin
Data Driven Supply Chain – Mr Sean Culey BAES
The importance of Global Standards for Team Defence – Mr Steve Shepherd UK CeB
Break
ISO 8000, ISO 22745 and the Source Supplied Codification Project Introduction
Lunch
SSC III Project results, The way forward and ISO 8000 contract inclusions.
A demonstration of the process and available software
Project Participants certificate presentations
Questions and Answer for the panel
Close of event
suplimentary session for interested IT experts to see the software in more detail
Brigadier David Martin
Head of DE&S Supply Chain Management
The Data Driven Supply Chain
Sean Culey
July 2010
4
Sean Culey
 Member of Supply Chain Council’s European Leadership Team
 Extensive end-to-end supply chain experience in four continents,
including 10 full life-cycle ERP implementations
 Ex-Global Supply Chain troubleshooter for multi-national FMCG
 Experienced implementer of S&OP, Integrated Business Planning (IBP)
and Demand Control (Sense and Respond) process and SAP solutions
 Working with BAE Systems since Jan 2009
5
Agenda
 Brief SCOR overview
 The Importance of Supply Chain Process Design and Data Management
Integration
 Understand Strategic Competitive Drive
 Data Integrity Requirement
 Process and Systems Requirement
 Data Management Ownership
6
Supply Chain Council:
An independent, non-profit global association

Formed in 1996 to create and evolve a standard industry process reference
model of the supply chain for the benefit of helping companies rapidly and
dramatically improve supply chain operations

SCC has established the supply chain world’s most widely accepted framework –
the SCOR® process reference model – for evaluating and comparing supply
chain activities and their performance
 It can be used to describe supply chains that are very simple or very complex
using a common set of definitions and enabling a common understanding
 It lets companies quickly determine and compare the performance of supply
chain and related operations within their company or against other companies

SCC continually advances its tools and educates members about how
companies are capitalizing on those tools
 With membership open to all interested organizations
Global Scope With Over 800 Member Organizations
Member Distribution
China
Australia/Ne
w Zealand
South Africa
Latin
America
Southeast
Asia
North
America
Member Affiliation
Japan
Europe
Government
SME
End User
Enabling Technology
Also developing chapters in
India and the Middle East
Consultant
Non-Profit/Academic
0%
10%
20%
30%
40%
50%
Industry Membership Scope
SCOR ® = Extended Supply Chain
Plan
Plan
Plan
Deliver
Source
Return
Return
Make
Plan
Plan
Deliver
Source
Make
Deliver
Make
Return
Return
Return
Supplier
Source
Deliver
Source
Return
Return
Return
Your Company
Customer
Supply Chain Operations Reference model represents;
information, material & cash flows
Software – Supply Chain’s silver bullet?
“Less than 25% of IT projects will deliver hard, monetary benefits
that exceed the cost of the implementation”
Information Week
30 - 40 per cent of systems to support business change deliver no
benefits whatsoever
Office of Government Commerce (OGC)
“We have all of the technology that we want and need for today –
and tomorrows – supply chain”.
Alan Waller OBE
Professor of International Supply Chain Management, Cranfield School of Management &
President of the Chartered Institute of Logistics
“The real question is: - have we got the people we need to manage
this technology?”
European Council on Global Supply Chain
Same software, different results
Results from 650 companies that use ERP – source: Aberdeen Group
Definition of Maturity Class
Best-in-class
Top 20% of aggregate
performance scorers
Mean Class Performance
 21% reduction in inventory levels
 97% inventory accuracy
 3.6 days to close a month
 95%
manufacturing
schedule
adherence
 96%
complete
and
on-time
shipments
Industry Average
Middle 50% of aggregate
performance scorers
 11% reduction in inventory levels
 91% inventory accuracy
 5.3 days to close a month
 88%
manufacturing
schedule
adherence
 90%
complete
and
on-time
shipments
Laggard
Bottom 30% of aggregate
performance scorers
 2% reduction in inventory levels
 83% inventory accuracy
 7.6 days to close a month
 75%
manufacturing
schedule
adherence
Integration, integration, integration………
OBJECTIVE: Strategy, data, SAP, process and people alignment
Strategic Goals
SALES & OPERATIONS PLANNING
Tactical Objectives
SOURCE
MAKE
DELIVER
Business Processes
RETURN
Systems and supporting
technology
VENDOR’S VENDOR
People & Culture
VENDOR
CUSTOMER
CUSTOMER’S CUSTOMER
SUPPLY CHAIN
COMMERCIAL
Operational Activities
PLANNING
PLANNING
Performance & Conformance Reporting
ENABLE
Roles &
Responsibilities
Data Integrity
14
Business processes and Data should
support the business strategy
Business Processes
Integrated, efficient and
effective PROCESSES
to enable Supply Chain
and business
performance
Data Management
Strategy
Owned, appropriate,
accurate and quality DATA
to enable Supply Chain
and business performance
Performance Excellence
Align Processes & Systems
Information Flow
D1.8
Material Flow
Receive
Product from
Source/Make
D1.7
Select Carrier
& Rate
Shipment
D1.9
Pick Product
D1.3
Reserve Inv. &
Determine
Delivery Date
D1.10
Pack Product
D1.2
Receive,
Enter &
Validate Order
D1.11
Load &
Generate
Documents
D1.15
Invoice
Financial Flow
D1.1
Process
Inquiry &
Quote
D1.12
Ship Product
Value destroying behaviours and data
GET CONTROL
Foundation and Integration
Not trusted
Not Used
Not understood
Not working correctly
Business
Processes
Integrated, efficient and
effective processes
enable supply chain
Performance SUPPLY
SUPPLIER
 No / Invalid NSN
reference
 Late deliveries
 Incomplete deliveries
 PO # not reflected
 Poor communication
DEMAND
WAREHOUSE
PROCUREMENT
 Incorrect inventory analysis
 Stock obsolescence
 SAP data and reality
mismatch
 High inventory levels
 Large amount of ‘dead’ or
slow moving stock
 Incorrect parts / old versions
 Stock issues without order
 No inbound / outbound
visibility
 ‘Day Book’ goods receipt
 No / Invalid NSN reference
 Unprocessed Purchase
Requisitions
 Spurious Purchase
Requisitions
 Undelivered Purchase
Orders / PO Items
 Incorrect supply lead times
 Delivery date not aligned
with requirement date
 Order quantities adjusted
 Manual Purchase Orders
 Text based Purchase
orders and requisitions
PRODUCTION
 Limited forward planning
 Broad planning windows
 Incorrect BOM’s
 Poor scheduling, routing
and capacity planning in
SAP
 Incorrect repair BOM’s
 Delayed recording of
consumption
ORDER MANAGEMENT
 No / invalid NSN reference
 No sight of impact of supply
issues
 IPT view of the supply chain
 SAP scheduling not used
 Picking dates not known
 Transit times not reflected
 OTIF measures missing
 No sales order ownership
 Goods issue after delivery
End-to-End Supply Chain – High Level
Components
source
make
Sub assemblies
deliver
Supplier’s Supplier
source
Supplier
make
Manufacturer
deliver
source
Company
Outsourcing
make
deliver
3th Party Logistics
Customer
source
make
Customer
deliver
End-to-End Supply Chain – High Level
Components
Sub assemblies
Supplier’s Supplier
Supplier
STATIC
Data Integrity Requirements
Planning/Scheduling
Procurement
Lot sizes
Vendor Master
Data
Lead Time
(Procurement LT
Production LT
GR/GI Time
Pick/Pack Time
Loading Time
Transit Time)
DYNAMIC
Material
Dimension
Weights / Volume
Nato Stock
Number (NSN)
.
Source Lists
PIR/MOQ /Scales
MRP Strategy
MRP Strategy /
Standard Cost
Requirement/
Demand
X-Plant Material
Status
Min-Max stock
level/ Safety
Stock
Purchase Order
Requirement
Date
Load profile
Product profile
Tax classification
Foreign trade
data
Finance & Costing : Plan & Actual Cost / Revenue / Profit
– High Level
Planning/Scheduling
Procurement
Lot sizes
Vendor Master
Data
Lead Time
(Procurement LT
Production LT
GR/GI Time
Pick/Pack Time
Loading Time
Transit Time)
Manufacturer
Outsourcing
Material
Dimension
Weights / Volume
Nato Stock
Number (NSN)
Source Lists
PIR/MOQ /Scales
MRP Strategy
MRP Strategy /
Standard Cost
Requirement/
Demand
X-Plant Material
Status
Min-Max stock
level/ Safety
Stock
Purchase Order
Requirement
Date
Load profile
Product profile
Tax classification
Foreign trade
data
Company
3th Party Logistics
Finance & Costing : Plan & Actual Cost / Revenue / Profit
STATIC
Data Integrity Requirements
Planning/Scheduling
Procurement
Lot sizes
Vendor Master
Data
Production
Versions
NSN Number(s)
Storage Location
Bin information
Material
Dimension
Weights / Volume
BOM
Routings
Quality /
Inspection Report
Nato Stock
Number (NSN)
Changeover
Time
Source Lists
PIR/MOQ /Scales
Stock status
(UR/ R / Blocked)
MRP Strategy /
Standard Cost
Production Order
(Release/Start/
Finished Date)
Lead Time
(Procurement LT
Production LT
GR/GI Time
Pick/Pack Time
Loading Time
Transit Time)
MRP Strategy
Requirement/
Demand
Production
DYNAMIC
X-Plant Material
Status
Min-Max stock
level/ Safety
Stock
Purchase Order
Requirement
Date
Load profile
Product profile
Tax classification
Foreign trade
data
WH/Logistics
Planned & Actual
GR/GI Date
Vehicle
Schedules
NSN Number(s)
Stock status
(UR/ R / Blocked)
Inventory level
(Surplus
Shortage)
Inventory level
(Surplus
Shortage)
Batch / Shelf life
Information
Batch / Shelf life
information
Finance & Costing : Plan & Actual Cost / Revenue / Profit
End-to-End Supply Chain – High Level
Planning/Scheduling
Procurement
Lot sizes
Vendor Master
Data
Production
Versions
NSN Number(s)
Storage Location
Bin information
Material
Dimension
Weights / Volume
BOM
Routings
Quality /
Inspection Report
Nato Stock
Number (NSN)
Changeover
Time
Source Lists
PIR/MOQ /Scales
Stock status
(UR/ R / Blocked)
MRP Strategy /
Standard Cost
Production Order
(Release/Start/
Finished Date)
Lead Time
(Procurement LT
Production LT
GR/GI Time
Pick/Pack Time
Loading Time
Transit Time)
MRP Strategy
Requirement/
Demand
Production
X-Plant Material
Status
Min-Max stock
level/ Safety
Stock
Purchase Order
Requirement
Date
Load profile
Product profile
Tax classification
Foreign trade
data
WH/Logistics
Planned & Actual
GR/GI Date
Vehicle
Schedules
NSN Number(s)
Stock status
(UR/ R / Blocked)
Inventory level
(Surplus
Shortage)
Inventory level
(Surplus
Shortage)
Batch / Shelf life
Information
Batch / Shelf life
information
Finance & Costing : Plan & Actual Cost / Revenue / Profit
Customer
STATIC
Data Integrity Requirements
Planning/Scheduling
Procurement
Lot sizes
Vendor Master
Data
Lead Time
(Procurement LT
Production LT
GR/GI Time
Pick/Pack Time
Loading Time
Transit Time)
MRP Strategy
Requirement/
Demand
WH/Logistics
Customer
Production
Versions
NSN Number(s)
Storage Location
Bin information
Requested
Quantity
Material
Dimension
Weights / Volume
BOM
Routings
Quality /
Inspection Report
Requested
Delivery Date
Nato Stock
Number (NSN)
.
Source Lists
PIR/MOQ /Scales
Changeover
Time
MRP Strategy /
Standard Cost
Production
DYNAMIC
Stock status
(UR/ R / Blocked)
Production Order
(Release/Start/
Finished Date)
X-Plant Material
Status
Min-Max stock
level/ Safety
Stock
Purchase Order
Requirement
Date
Load profile
Product profile
Tax classification
Foreign trade
data
Inventory level
(Surplus
Shortage)
Batch / Shelf life
Information
Planned & Actual
GR/GI Date
Vehicle
Schedules
NSN Number(s)
Stock status
(UR/ R / Blocked)
Customer Master
Data
Sold To/Ship
To/Bill To/Payer
Tax
categorization
VAT Number
Inventory level
(Surplus
Shortage)
Pricing Condition
NSN Number(s)
ITAR details
Serial Number
Batch / Shelf life
information
Order Status
Compliance
Requirement
Finance & Costing : Plan & Actual Cost / Revenue / Profit
Production – integrated process
Cycle
Times
Available
Capacity
Planning
Horizons
Generic
BOMs
Overdue
PWO
Overdue Purchase Accurate
Prices
PO/PReq
Requisitions
Update
delivery
schedules
Procurement
Production
Upgrade
ZRW1
Accurate
Demand
Pl
Ord
Repair
ZRWK
PP01
MRP
Exception
Messages
Sales
Contract
Billing
Sales
Accurate
Delivery
Dates
Lead
times
Accurate
Material Info
Accurate
Requirements
(NSN / Rev No)
Accurate
Commitments
Standard
Services
Product
Details
(NSN / Rev no)
Accurate delivery
schedules
Stocks
Stock
Reconciliation
FCAC Accuracy
Understand Strategic Competitive Drive
Data Control is important
regardless of whether your
strategy is to compete on Cost
or Asset performance versus
Reliability, Responsiveness or
Agility
Internal
Customer
Competitive Supply Chain Strategies
Performance
Attribute
Performance
Attribute Definition
SCOR L1
Metric
Reliability
The performance of the Supply Chain
in delivering: the correct product, to
the correct place, at the correct time,
in the correct condition and packaging,
in the correct quantity, with the correct
documentation, to the correct
customer
Perfect Order
Fulfillment
Responsiv
eness
The speed at which a supply chain
provides products to the customer
Order Fulfillment
Cycle Time
Agility
The agility of a supply chain in
responding to marketplace changes to
gain or maintain competitive
advantage
Cost
The costs associated with operating
Upside Supply Chain
Flexibility
Supply Chain
Adaptability * (Upside
or Downside)
Supply Chain
Management Cost
SCOR Level 1: Reliability Metric
Metric: Perfect Order Fulfillment
Definitio The percentage of orders delivered on-time, in full.
n: Components include all items and quantities on-time
using
customer’s definition of on-time and complete
documentation
-packing slips, bills of lading, invoices, etc.
Calculati [Total Perfect Orders] / [Total Number of Orders]
on:
Accurate data, improved reliability
Backward Schedule
67 Days Lead-time
Production &
Purchasing GR / QI
Lead Times Time
Pack
Pick and GI
Transit
Actual Order
Capture
Date
Start date
in the past
Today
Delivery by
‘Requested
Delivery Date’ not
possible
Requested
Delivery
Date
Forward Schedule
67 Days Lead-time`
Production & Purchasing GR / QI
Lead Times
Time Pick
Pl. TP Date Pl. MAD
Date
Pack
and GI
Transit
New Proposed
Delivery Date
Pl. GI
Date
29
Internal
Customer
Competitive Supply Chain Strategies
Performance
Attribute
Performance
Attribute Definition
SCOR L1
Metric
Reliability
The performance of the Supply Chain
in delivering: the correct product, to
the correct place, at the correct time,
in the correct condition and packaging,
in the correct quantity, with the correct
documentation, to the correct
customer
Perfect Order
Fulfillment
Responsiv
eness
The speed at which a supply chain
provides products to the customer
Order Fulfillment
Cycle Time
Agility
The agility of a supply chain in
responding to marketplace changes to
gain or maintain competitive
advantage
Cost
The costs associated with operating
Upside Supply Chain
Flexibility
Supply Chain
Adaptability * (Upside
or Downside)
Supply Chain
Management Cost
SCOR Level 1: Responsiveness Metric
Metric:
Definition:
Order Fulfillment Cycle Time
The average actual cycle time
consistently achieved to fulfill customer
orders.
Calculation [Sum
:
Actual Cycle Times For All Orders
Delivered] / [Total Number Of Orders
Delivered]
Scheduling and planning
Order Cycle Time: 67 Days
Customer
Authorized
Order Entry
Procure
Components
Start
Manufacturing
Manufacturing ship to
Receive at Warehouse
Order receive at warehouse to
Order ship to customer
Transit
Time
Order receive to
Customer Installation
ORDER CAPTURE
Customer
Electronic Fax/Email
1 day
3 days
30 days
21 days
2 days
1 day
4 days
5 days
In order to plan, the system needs to know this information.
In order for the plan to be accurate......
32
3/14/2016
Questions ?
 Do your supply chain teams appreciate and understand the need for
accurate and timely data?
 How accurate is the data in your system?
 Where are the biggest areas of inaccuracy?
 How do you control and measure transactional data integrity?
 Is their clear ownership of the master data (materials, customers, vendors,
stocks etc)?
33
Data owner & Metrics
 What key information, if available, would make a significant difference
to the running of your supply chain?
 What’s stopping you from obtaining this information?
 Who would own this data and it’s accuracy?
Is it clear in the organisation...




Who owns master data?
Who owns inventory?
Who owns customer service?
Who owns the forecast
34
Data owner & Metrics
Data Metrics
Data Owners
 People involved in Data Management activities
are educated so that they understand the use
and impact of master data across processes and
systems.
Shop Floor
Commercial
 Master Data Quality is part of the personal
objectives of Data Owner
 Carried out by right people, right time, and right
Despatch Admin.
sequence
Open
Quotations
Inquiries > 30 Expiring in 30
days
Days
Expiring
Contracts
Milestones
Expiring < 30
days
Overdue
Sales
Orders
ATP
Failures
Overdue
PWO
Late Release Late START
PWO
PWO
Overdue Deliveries
(not picked
TODAY)
Overdue
ZRWK order
Actual GI <> Plann GI
Data owner & Metrics
Performance Metrics
Shop Floor
Despatch Admin.
Overdue Deliveries
(not picked
TODAY)
Overdue
PWO
Actual GI <> Plann GI
Commercial
Open
Quotations
Inquiries > 30 Expiring in 30
days
Days
Expiring
Contracts
Milestones
Expiring < 30
days
Overdue
Sales
Orders
ATP
Failures
Conformance Metrics
Late Release
PWO
Late START
PWO
Overdue
ZRWK order
From Master Data to Business Performance
Master Data
MDA Roles &
Responsibilities
Transactional
Data
‘Responsible’
Role &
Responsibility
Document
Management
Data
‘Accountable’
Role &
Responsibility
Document
Master Data
Conformance
Reporting & Metrics
Central
Reporting
Repository
Operational
(Conformance)
Reporting & Metrics
Senior
Management
Dashboard
Management
(Performance)
Reporting & Metrics
37
From Master Data to Business Performance
Master Data
MDA Roles &
Responsibilities
Transactional
Data
‘Responsible’
Role &
Responsibility
Document
Management
Data
‘Accountable’
Role &
Responsibility
Document
Master Data
Conformance
Reporting & Metrics
Central
Reporting
Repository
Operational
(Conformance)
Reporting & Metrics
Senior
Management
Dashboard
Management
(Performance)
Reporting & Metrics
38
> 98% = In
Control
EiBS KPI Dashboard80%
– by
IPT
- 98% =
Performance
KPI’s
Conformance
KPI’s
Master Data
KPI’s
SOURCE
MAKE
Needs
attention
< 80% = Critical
• All results shown are fictitious
and for demonstration
purposes only
DELIVER
Supply Chain Data Management
Maturity progression
Target
Process Maturity
Exception MGT
Look Forward
Look Back
• Agree targets for KPI’s
• Highlight by target failure
• Focus on continuous
process improvement
• Drill down to lower levels
• Tighten targets when
applicable
• Manage by exception only
• Clearer issue identification
• Set tolerances
• Analyse reports
• Identify potential
bottlenecks
• Planned dates correct
• Looking for abnormal
loadings
• More pro-active reporting
• Lead Measure – OTIF
Service (open orders)
• Data Cleanse
• Remove Overdue data
• Focus on Past
Performance
• Lag measure of project –
OTIF (past GI)
DATA INTEGRITY
PROCESS IMPROVEMENT
Elapsed Time
Focus on getting continuous improvement…….
Inputs:
• Key performance metrics that measure the Reliability, Responsiveness and financial
performance of the Project or IPT
• Role based Conformance Metrics
• Exceptions to the process that need review
• Any significant customer information received that may influence future demand (i.e. UOR
Requirements )
Outputs:
• Impact analysis of these changes and agreed actions to mitigate issues – All
Source:
Report:
Description:
Purpose:
Every Angle
1. RL_1_OTIF – TSS REPAIRS
BAE’s ability to meet the customers Requested
Delivery Date and the required qty and if we are
late, how late.
The report looks at deliveries made in the last 30
days and analyses whether we delivered the full
quantity and the agreed date.
To drive continual improvement in the customer’s
perception of BAE as a supplier through
increased reliability of supply against agreed
quantities and dates
41
GET CONTROL
GET VALUE
GET LEAN
Foundation and Integration
Enhance and Drive Value
Eliminate Waste
 Deliver intended functionality
 Utilise integrated processes
 Create ‘one version of the truth’
 From transactional recording to
business planning
 SAP financial benefits realised
 Reflect the business in ERP
 Remove all overdue transaction data
 Implement key housekeeping roles
and assign responsibilities
 Create single, trusted source of truth
 Enable ERP financial, operations and
management reporting
 Create co-operation between process
areas and x-process meetings
 Create Process Conformance
dashboards
 Establish Business rules and align
data to these rules
 Enable MRP and ATP functionality
 Integrate purchasing and financials
 Create x-process meetings and workteams and communication
 Enable outbound scheduling and
aligned activities`
INTEGRITY &
RELIABILITY
 Continuous improvement
 Identify and eliminate non value
adding activities
Move from ‘data’ to ‘information’
Deliver new ERP functionality
Monitor and improve Supplier service
Enhance existing ERP functionality
Add new functionality and process
improvements
 Manage by exception
 Improve Customer Service
 Reduce inbound lead times
 Monitor and control forecast activities
 Implement S&OP process and tools
 Create balanced scoreboards of
management and financial
information
 Establish Best Practices
 Create ‘Process Champions’
 Increase process optimisation and
flexibility
 Create Alignment between strategy,
people, process and technology
 Manage stock value across the
business
 Use information to drive greater
effectiveness and efficiencies
 Move to Integrated Business
Planning
 Consolidate Supplier base
 Orchestrate supply chain through
collaboration
 Identify and remove excess
inventory
 Increase revenue through cost
identification and reduction
 Improve management information
that drives strategy
 Create culture of continuous
improvement
 Minimise Supply Chain
management costs
 Identify and implement technology
that drives competitive advantage
 Identify and remove ‘waste’ across
the organisation
PROCESS INTEGRATION
and OPTIMISATION
SUPPLY CHAIN
ORCHESTRATION





OWNERSHIP
&
ACCOUNTABILITY
42
Pyramid of SCM Benefits
CONTROL
of processes and information
CREATES
VISIBILITY
of end-to-end supply chain
PROVIDES
CLARITY
around issues and bottlenecks
GENERATES
INSIGHT
into business improvement opportunities
ENABLES
SPEED
Quicker decision making via rapid, accurate info
DELIVERS
EFFICIENCY
Removal of ‘fat’ from the process - focus always on the value add
Improved SCM = Value
RESULT
BALANCE SHEET & INCOME
STATEMENT IMPACT
BUSINESS IMPACT
ATTRIBUTE
Reliability
Perf ect Order
Fulf ilment
Responsiveness
Order Fulf ilment
Cycle Time
Revenue Lift
Revenue
Net Operating
Profit
(NOPAT)
 Improved Service
 Product Availability
 Improved responsiveness
 Greater visibility of supply
capabilities
-
Supply Chain
Agility
Reduction of Supply
Chain Costs
BVA
-
Business
Value
Added
Expenses
SCOR L1
METRIC
Agility
 Margin Improvement
 Reduction in inventory costs
 Lot size and ordering cost
reductions
 Improvement on ROI from
IT
 Reduced warehouse &
transport costs
Supply Chain
Adaptability
Supply Chain
Management
Cost
Cost
Reduction of Working
Capital Requirements
Capital Charge
Cost of Capital
(efficiency)
Cost of
Goods Sold
 Inventory reduction in
Supply Chain
 Improved Accounts
Receivable
 Duty payment deferment
Cash to Cash
Cycle Time
+
Supply Chain related
Capital Reductions
3/14/2016
 Enhanced Fixed Asset
Utilisation
 Future CAPEX Spend
Avoidance
 Returns processing costs
Assets
Return on Supply
Chain
Fixed Assets
Return on
Working Capital
Seven Collaborative Solutions Ltd.
BUSINESS VALUE FROM ‘CONTROL’
PHASE
Service Improvements:
 Improved master and transactional data integrity
 Increased stock availability / ATP f ailure
reductions
 Improved ability to react to service issues
 Customer service bottleneck identif ication
Reduction in Lead Times:
 Inbound lead time reductions
 Improved master and transactional data integrity
 Improved ability to react to service issues
 Lead time bottleneck identif ication
Increase in Supply Chain Agility:
 Correct utilisation of MRP and ATP tools
 Improved ability to identif y service issues early
 Accurate supply chain bottleneck identif ication
Reduction in Supply Chain Cost:
 Better ROI f rom existing SAP investment
 Correct utilisation of MRP and ATP tools
 Reduction in ‘f ire-f ighting’ activities through more
accurate demand & supply balancing
 Alignment of process activities / adherence to
plan
 Better visibility of plan deviations through
reporting improvements
 Use of existing SAP technology to identify
capacity waste
Improvement in Asset Utilization:
 Outbound sales order pipeline reporting
 Inbound pipeline reporting
 Accurate and timely processing of goods receipt
and issue
 Identif ication and reduction in inventory ‘dead
stock’
 Transactional data integrity improvements
 Clarity in aged debt reporting
 AP and AR process improvements
44
Call to action – what should we be doing now?
 Try and ensure that data integrity is achieved, and the importance of this is
understood throughout your organisation and your suppliers
 Reflect the business reality in the system
 Create ‘transactional data’ owners at every step of the process
 Drive housekeeping discipline within your teams
 Create ‘master data’ owners – incorporate a staged gate PLM process if
possible
 Report on data integrity at an executive level – create a data dashboard
showing master, transactional and performance data integrity
 Align data requirements with strategic drivers – turn data into information
Remember - what’s measured is managed
45
Thank You.
sean.culey@baesystems.com
+44(0)7779 237462
A New Standard in Data Exchange –
Abbey Wood
The Importance of Global
Standards for ‘Team
Defence’
Steve Shepherd
Executive Director UKCeB
28 July 2010
47
UKCeB
UKCeB is an Association tasked with bringing together Team Defence
for the benefit of all of its members.
Governance includes the Joint Information Group comprising senior
representatives from MOD and Industry
Trade Associations
Ministry of Defence
Lead Industry Sponsors of UKCeB
UKCeB comprises over 850
individuals representing more
than 80 organisations that are
drawn from the Ministry of
Defence (MOD), the Industry
Providers and Consultants
The Path to Interoperability
• Many standards and initiatives have the
potential to satisfy part of the overall requirement
for interoperability
– Between companies and business partners
– Between functions in an organisation
– Between application systems
• Challenge:
– Reduce overall cost and complexity by identifying the
most appropriate solution components
– Provide concrete guidance on how to satisfy specific
business requirements using an appropriate selection
of those components
The Importance of Standards to UK MOD
• Through Life Support;
“In the quest to drive down the costs of Through Life Support it is
essential that we support the development and adoption of global
standards”
- Brigadier Martin Boswell, Head of Through Life Support
• Log NEC Programme;
“ The adoption of global information standards within Log NEC is a
critical underpinning factor to all our initiatives in enabling joint
working between MOD and our industry partners. It is the key to
enabling us to respond more quickly to changing requirements, to
drive out unnecessary costs associated with integration and to
improve data quality”
- Brigadier Alan Clacher, Head Log NEC Programme
The scope for a co-ordination role
across stakeholder organizations & initiatives that have an interest in the
development & deployment of information-related standards
The Joint Information Standards
Coordination Team - JISCOT
Information standards
portfolio project
PLCS, OAGIS 9, S1000D …
Log Info CoI
JIG PMB
…
JIG
CIO
ACDS (Log Ops)
D ISS
JSC
…
MoD
UKCeB
S1000D, S2000M …
Industry
JISCOT
CDG
ILS standards
workstream
IMWG
SEIWG
…
JTLS SG
…
OEMs
IS providers
consultants
…
SDOs*
ISO
ASD / ATA / AIA
OAGi
OASIS
…
* standards development organizations
The joint implementation context
MoD
Industry
projects
contracts
information
exchange
AOF (SSE …)
JSP 329,
602 …
open
standards
Log NEC Architecture and Through Life Support
industry
policy
The role of JISCOT
Overall concept of operations of JISCOT is to:
• Solicit, identify and rationalize specific business requirements for
interoperability
• Identify and assess key standards and initiatives, as framework
components within an overall framework for eBusiness
• Develop position statements on relevant standards/initiatives
• Initiate and support projects to ensure that appropriate standards
are available to industry in a timely manner, together with suitable
guidance material if required
• Seek ‘Team Defence’ endorsement of the resulting standards and
solutions
• Develop guidelines for deployment of such components to meet
specific business scenarios
E-BUSINESS: OPPORTUNITIES
European Countries and Companies approach
•
“The great thing about standards is that there are plenty of
them to choose from”
• Globally there is a proliferation of official bodies, communities
of interest, conferences, Trade Associations and individual
industries addressing standardisation
• Standards are being developed to address:
– Different business processes
– Different levels; information, process, IT, deployment
– Tailoring for contract needs
E-BUSINESS: CHALLENGES
European Countries and Companies approach
• Efficient inter-enterprise digital collaboration is required to address:
– Improved competitiveness among the major members of industry
– The increasing use of the digital product models, from the
preliminary design to customer support
– Proliferation of proprietary formats for each of the companies' ebusiness projects
– New contract models require more and different information to
flow across the supply chain; end-to-end and through life
E-BUSINESS: ASD response
• Key ASD objective: to promote European contribution to
international standards and to develop international
cooperation
• ASD standardization structure for e-business created
supported by the national trade associations and industry to:
– Ensure the availability and maintenance of the necessary eBusiness standards for the industry
• Ensure availability from external organizations through
co-ordination with international bodies and, if required,
participation in external development activities or by
industry development tasks
– Develop a European interoperability framework aimed at
ensuring the overall consistency of the adopted standards
– Support the recognition and adoption of the standards
The business case for
Electronic Integration
US approach
• AIA members are committed to a vision for eBusiness across the
industry, where:
– all participants in the aerospace value chain will be able to exchange
information across an information backbone relative to:
•
•
•
•
product design,
business relationships,
transactions,
and product support
– This vision is to be achieved through industry-level adoption of:
• policies and standards,
– benefits to prime contractors, suppliers and customers through
simplification of electronic trading,
•
•
•
•
fewer interfaces and simpler processes,
reduced support costs
more agile
responsive teaming.
– generate innovative process changes to further improve performance
US approach
The global
perspective
•
•
•
The aerospace value chain is becoming increasingly global in nature,
with suppliers in many countries supporting manufacturers in the US
and Europe, across many home markets.
– This implies the use of global standards, which is already AIA and
ASD policy,
– the value of exploiting such standards is now being promoted by
consultancies such as Gartner.
Our customers are also recognising the value of standards-based links
to the supply network for all classes of information exchange.
– In the defence sector, consideration is being given to possible
DFARS clauses mandating the use of DoD architecture
components, and in the UK, the MoD has already developed a joint
logistics architecture with industry, based on global standards. In
Europe, OCCAR is seeking to efficiently manage and support transnational projects.
• Defence ministries are also working on collaboration on
logistics information for collaborative in-theatre operations, and
consistency between projects on information planning.
– The ATA is setting up global eBusiness standards for the airline
industry.
These trends reinforce the opportunity for global collaboration on
setting industry standards.
Acquisition Logistics Main Business Processes
(acc. to NATO Acquisition Logistics Workshop of 1993)
„S-Series Specifications“ for Through Life Support“
Operational & Maintenance Data Feedback – Functional Coverage by S5000F
Design of Systems and
Support Equipment
OPS Data
Provisioning
Data
Equipment
Identification
Design Data
Logistic
Support
Analysis
LSA data
Provisioning
IP Data
Subsets
Order
Administration
Logs Mat
and Data
IN
S2000M
SERVICE
USE
S3000L
S4000M
LSA tasks / data
Technical
Documentation
Design Data
S1000D
IETM,
other media
MoU between ASD and AIA on S-series
specifications
“Following a meeting at the Farnborough Airshow between Patrick
de Prevaux and myself for ASD, the AIA National Security Director
Fred Downey, and AIA PSC chair Patresha Williams, I am pleased to
be able to report that the AIA/ASD MoU on the S-series
specifications was duly signed by Marion Blakey and Francois
Gayet on 21 July.
This will form a good basis for the further MoU that we have
discussed for the other SSG areas. Both Fred and Patrick
emphasised the high level of importance that is now being attached
to interoperability at senior levels, and the exposure of this topic at
the AIA Executive Committee and the ASD Convention was
highlighted.”
Howard Mason
Corporate IT Office
BAE Systems plc
UK Defence Standards Radar Screen
ebXML
Adopt
existing
standard
Monitor external
development
Boost
Aero
SCORM
STEP
APs
OAGIS 9
Track
PLCS
+
DEXs
Candidate
Def Stan
00-600
Adopted
UK
development
With acknowledgement to the
Aerospace Industries Association
RFID
App
Stds
Def Stan
00-60
Non UK
DEXs
• Supplier
• UID
S1000D
Click for
‘Parked’
Standards
ISO 22745
S2000M
S5000F
S3000L
UK
Defence
DEXs
S4000M
ISO 8000
Participate
in external
development
LOTAR
Joint Information Standards Co-Ordination Team (JISCOT)
2009-09-17
Standards working together
Information
classes
Product definition
through life
Tailoring
for UK
defence
IT
PLCS
BoostAero
PLCS DEX
Text/database/XML
Finance
S1000D
OAGIS 9.0
ISO 22745
ISO 8000
S5000F
S4000M
Project
management
Def-Stan-00-600
Business
rules
Common
source
database
Messages/BODs
S2000M/
EDIFACT/
XML
Deployment
BoostAeroSpace
(2011)
HR
ebXML
S2000M
S3000L
LOTAR
Process
Supply chain
transactions
SCORM
STEP
Information
standards
Technical
publications
EXOSTAR
XML
HRXML
Summary
• The development and adoption of a coherent set
of global standards will drive down costs through
life and end-to-end
• Global organisations are working together to
achieve this
• The UK MOD and Defence Industry are jointly in
the forefront of this work
• ISO 22745 and ISO 8000 are important pieces
of the jigsaw
Information and IT standards are critical but only
standardise process where it adds value to all
parties to do so.
Ian Smith
DE&S SCM United Kingdom National Codification Bureau
The DNA of Modern Logistics - NATO Codification
ISO 22745 - Electronic Open Technical Dictionaries
ISO 8000 – Master Data Management
What is information and what does it do?
Landauer’s principle (1961)
Information is Physical.
An Erasure in information leads to an entropy increase in non information degrees
of freedom of the information processing apparatus or its environment.
Yes I cut and pasted this from wikipedia
In English
If the information is complete it should be easy to identify an item from that
information.
If information is incomplete, the difference between the level of information existing
and the actual item it describes, proportionately reduces the probability of identifying
the item which reduces the value of having that information.
Ian Smiths Idiots guide 2010
What does an Information System cost?
Training
20%
Survey by Daratech, Inc
Hardware
10%
Software
10%
Systems
Integration
10%
Data
50%
Hardware: The cost of additional infrastructure required for the project.
Software: The cost of licenses for the software used, or the cost of software developed.
Systems Integration: Cost of interfaces between applications in a system.
Data: The business cost of creating the data to configure and use a system.
Training: Cost of training and the 'cost' of getting accustomed to a new system.
Data Exchanges in the Support Chain
NATO Policy
AC/135
Supplier (Source)
Data
NMBS Traffic
National
Codification
Systems
DATA
Exchange
AIR
LAND
SEA
Demand
Demand
Demand
BAES
RR
AW
GD
MOD
LM
THALES
Data Exchanges in the Support Chain
NATO Policy
AC/135
Supplier (Source)
Data
NMBS Traffic
National
Codification
Systems
DATA
Exchange
AIR
LAND
SEA
Demand
Demand
Demand
Which helps to avoid
sittuations…….
Which helps to avoid things like this!
What happens when the shelf doesn’t match the PC?
• "$16 Billion in waste due to a lack of
interoperability between CAD, engineering,
and software systems"
– National Institute of Science & Technology
(NIST)
• August 2004
Military View
“There is and always has been a philosophical gulf between the
application of cataloging for military purposes and … for commercial.
…commercial practices are not precise enough to support costeffective military inventory management and military cataloging is far
too detailed and costly for commercial purposes …a bridge to the gulf
is required”
Mr. Alan Williams, Asst Dept Minister, Canadian Dept of National
Defence.
Military
Commercial
Supplier View
Supplier and Manufacturers recognize that:
• data integration is one of the keys to a long term
relationship
• the ability to provide their customers with quality
data is a significant differentiating factor.
Suppliers and Manufacturers are:
• publishing the specifications of their products,
capabilities and services on their web sites.
• looking to increase their visibility and understand
that the best way to do this is to improve the quality
of their data.
Suppliers and manufacturers are looking for a Standard that they can use to
identify the quality of their data.
Which brings us back to………….
Landauer’s principle (1961)
In English
If the information is complete it should be easy to identify an item from that
information.
If information is incomplete, the difference between the level of information existing
and the actual item it describes, proportionately reduces the probability of identifying
the item which reduces the value of having that information……………………………..
……………………………………………and that can lead to all sorts of problems!!!!!!!!!
The New Standards in DATA Management
ISO 8000 is an international standard which measures the quality of an entities
data management.
The standard requires that a specific request for the exact requirement be made.
This informs the data owner what they need to provide which allows the
requestor to measure how well that requirement was met.
ISO 22745 is an international standard which facilitates the mapping of
terminology dictionaries to a single source.
This in turn facilitates translation of terminology from one entity to another based
on an XML schema.
Are these standards suitable for MoD Data Management?
Are we playing the same game?
NCS/eOTD Architecture – ISO 22745
Identification
Scheme
ISO 22745-13
H6+MRD
Dictionary
NSN
Master Data
eOTD-r-xml
ISO 22745-40
is coded using concepts in
conforms
to the
constraints in
FIIG
Identification
Guide
eOTD-i-xml
ISO 22745-30
eOTD-xml
ISO 22745-10
constrains
the use of
The similarities in processes
Process
NCS Current
ISO 22745
Item Identification
US FIIG System*
eOTD i-XML
Request Source Data
Email/ETasking/Written
request
eOTD q-XML
Receipt of Source Data Drawing, Catalogue etc
eOTD r-XML
*Federal Item Identification Guide
http://www.dlis.dla.mil/fiigdata/A003B/akbg.htm
Achieving Data Quality
ISO 22745/8000
Prescribes that for data to be of quality, it must have a meta data
property (which has an accurate definition) and a value which is measurable.
These property value pairs form the cornerstone of high quality data:
10.50 L
Overall length : 10.50mm J
ISO 22745-30 EOTD I-XML = A list of required properties
ISO 22745-35 EOTD q-XML = The transaction of those properties between
two entities.
ISO 22745-40 EOTD r-XML = The returned transaction with values
completed by the master data manager
Common Concept ID
eOTD Concept ID ="0161-1#02-007067#1">
Which equates to:
OVERALL LENGTH - THE DIMENSION MEASURED ALONG THE
LONGITUDINAL AXIS WITH TERMINATED POINTS AT THE EXTREME ENDS
OF THE ITEM.
Any other property identifiers which meet this description such as:
End to End length…..Total length……Longitudinal Length……etc….etc
Are mapped to each other within the Open Technical Dictionary
Terminology mapping
ASD 2000M
SDO
Terminology
?
Terminology
SDO
Terminology
Industry
Associations
• Public domain concept identifiers
• Free identifier resolution to underlying
Terminology
GSA-IAE
Terminology
terminology (web services)
• Hyperlink to source standards
• Multilingual
• Multiple terms, definitions and images
linked to single concept identifier
Common Concept Encoding
Property ID
0161-1#02-046898#1
0161-1#02-027375#1
0161-1#02-023822#1
0161-1#02-010200#1
0161-1#02-010196#1
0161-1#02-004968#1
0161-1#02-027376#1
0161-1#02-027378#1
Property term
eOTD CLASS NAME
PRODUCT NUMBER
NOMINAL THREAD DIAMETER
WIDTH ACROSS FLATS
WIDTH ACROSS CORNERS
HEAD HEIGHT
COUNT PER PACK
PACK PRICE
Value
Measure ID
0161-1#07-014684#1
3225020037
1.0
0161-1#05-000798#1
1.450
0161-1#05-000798#1
1.653
0161-1#05-000798#1
0.591
0161-1#05-000798#1
10
0.80
0161-1#08-000168#1
Value
eOTD
Identifier
Coded
Measure term
BOLT:MECHANICAL
3225020037
1.0
1.450
1.653
0.591
10
0.80
INCHES
INCHES
INCHES
INCHES
eOTD
Identifiers
Resolved
US DOLLAR
Machine Bolt; Product Number: 3225020037; Nominal thread diameter: 1.0 inches; Width
across flats: 1.450 inches; Width across corners: 1.653 inches; Head height: 0.591 inches;
Count per pack: 10; Pack price: $0.80 (M-Bolt;NTD1.0”;WAF1.45”;CPP10)
Rendered
Original ERP Short Description
ELECTRIC MOTOR
Original Supplier Catalog Description
P/N 1234EF: 400KW 6 POLE 525VOLT FRAME HGF355E: FT MOUNTED RPM 988 SF1,0
CODE G:IP65:INS F:IL/IN 6.6:DUTY SI: NR.88695 11 00:AMB 40DEGREE C:DELTA T 80DEG:
COS 0,86:COOLING IC 411:ALT1000M
Standardized ERP Short Description
MOTOR, ELEC: 400 KW, 525 V, 988 RPM
Standardized ERP PO Description
MOTOR, ELECTRIC: POWER RATING 400 KW, ELECTRICAL RATING 525 V, FRAME
HGF355E, FOOT MOUNTING, SPEED 988 RPM, INSULATION CLASS F, 6 POLES, SERVICE
FACTOR 1.0 CODE G, ENCLOSURE IP65, MNFR P/N: 1234EF MNFR: WEG, FFT: IL/IN 6.6:
DUTY SI: NR.88695 11 00:AMB 40 DEGREE C:DELTA T 80DEG: COS 0,86:COOLING IC
411:ALT 1000M
Automating the data supply chain - Codification at Source
Sub-Tier
eOTD-q-xml
eOTD-q-xml
Sub
(query)
ISO 22745-35
Supplier
NCB
eOTD-i-xml
(data requirements statement)
ISO 22745-30
eOTD-r-xml
(data exchange)
ISO 22745-40
Sub-Tier
eOTD-r-xml
Ian Smith - United Kingdom National Codification Bureau
The DNA of Modern Logistics - NATO Codification
Smart Step Codification Project
Smart STEP Codification Project
Phase I
Prove the concept
Phase II
Prove the Benefits
Phase III
Prove the technology exists
Smart Step Codification Phase 1
Proved the concept that data could be harvested from the sources
such as the CAD Engineering file in STEP (ISO 10030) format and
be used to create information for cataloguing and logistics
purposes.
Smart Step Phase II
Used ISO 22745 and ISO 8000 for the first time in
creating a method of identifying and exchanging
required data between two entities.
NCB Poland using the ROSOMAK Vehicle
SSC Phase III
The Task
To take a medium sized platform with mature enough data to be codified
which is stored in an electronic Product Data Management System
(PDMS).
Using ISO Standards 22745 & 8000, create a fully codified platform direct
from the PDMS.
Return a copy of that data to the supplier in ISO 22745 format including
the NSN as a completed field.
The successful completion of the project will result in demonstrable
improvements in quality and time in the completion of a codification task
and provide information on potential whole life cost savings
TERRIER
new generation Combat Engineering Vehicle (CEV)
• Used for Early entry
• Used for Combat support
• Used for Post conflict roles
Potential Limitations on the project
Automating the data supply chain - Codification at Source
PHASE II
Sub-Tier
eOTD-q-xml
eOTD-q-xml
Sub
(query)
ISO 22745-35
Supplier
NCB
eOTD-i-xml
(data requirements statement)
ISO 22745-30
eOTD-r-xml
(data exchange)
ISO 22745-40
Sub-Tier
eOTD-r-xml
SSC Phase III Objective – TRULY Automated Codification
PHASE III
Sub-Tier
eOTD-q-xml
eOTD-q-xml
Sub
(query)
ISO 22745-35
Supplier
NCB
eOTD-i-xml
(data requirements statement)
ISO 22745-30
eOTD-r-xml
(data exchange)
ISO 22745-40
Sub-Tier
eOTD-r-xml
Potential Limitations on the project
This was the first task of its kind using automated ISO 22745
processes in the UK.
The supplier did not have a classification system or have a clear
Descriptive Data Management process.
The IT although working was developing alongside the project
The XML Schema was so new it had not yet reached version “1.0”
status.
Participants at the supplier end were logisticians rather than
experienced codifiers.
Task Delivery
Project Manager – Ian Smith UK NCB
Codification Agents – UK NCB & UK MoD Platform Project Team
SSC Team – ESG (DEU) AURA (CZE) Logica CMG (UK) LSC Group
(UK).
Supplier – BAES Global Combat Systems
IT Help Systems – ECCMA (USA) CTC (USA) X This service was not
required at any point.
Review Committee – The NCS Modernisation Working Group
NAMSA – Contracts creation and payments.
Smart Step Codification Phase III – Process scheme
NCB UK – Data requestor
Codif. Request
(ETasking)
Identify IG
Create query
(ISIS)
BAE Systems – Data provider
Export Identif.
Guide(s)
(eOTD-i-XML)
(ISIS)
.
Export query
eOTD-q-XML
(ISIS)
Email
Import query
eOTD-q-XML
(AURA / ESG)
Manual entry
of data
(ESG / AURA)
Complete
missing data
(MOE, RNCC,...)
Phase I:
manual entry in
eOTD modules
Import replay
eOTD-r-XML
(ISIS)
Export item
eOTD-r-XML
(ISIS)
Email
Email
Synchronization
of Identification
Guides for Terrier
between ISIS and
MCC/NCORE
Import Identif.
Guides
(eOTD-i-XML)
Email
Includes
IG Id, RN,
Organization Id,
Create item
Assign NSN
(ISIS)
revision 1.2
Create reply
eOTD-r-XML
(ESG / AURA)
Import item
eOTD-r-XML
(AURA / ESG)
Automatic transfer
of data from BAE IS
(AURA / ESG)
Phase II:
automatic
interface to BAE
IS (Unigraphics,
Teamcenter, SAP)
-----------------------Future: sending
sub queries to
suppliers of BAE
and processing of
sub replies
Migrate item
into BAE IS
(IS plug-in)
Comparing the different styles
The measuring stick
Type 1: All the mandatory eliments of the Federal Item Identification Guide for the
item in question have been met. The item is considered to be FULLY DESCRIBED.
Type 4: At least ONE of the mandatory eliments of the Federal Item Identification
Guide for the item in question have not been completed. The item is considered to
be PARTIALLY DESCRIBED.
Type 2: NO mandatory or optional eliments of the Federal Item Identification Guide
for the item in question have been answered. Only the manufacturers part number
exists. The item has NO technical description.
Traditional Versus Supplier Sourced Codification
The first SSC III task was sent to one of our contractors with a special instruction
to use ISO 22745 transactions to codify a 30 item task.
The contractor missed the special instruction, which normally we would have been
really unhappy with!
Every cloud has a silver lining though and this let us put together some
comparison stats: The traditional codification was achieved using the technical
drawing which was only provided to allow item naming for the 22745 task.
Type 1
Type 4
Type 2
Avg MRC
Traditional Codification
0
27
3
8
Supplier Sourced Codification
20
10
0
12
40
25 -99
90 -51
0
25 -99 -5
10 -79 964
0
25 -99 -2
90 -66 686
7
25 -99 -4
10 -39 559
1
47 -99 -2
20 -60 474
1
47 -99 -9
20 -79 229
0
47 -99 -2
20 -21 690
3
47 -99 -3
20 -81 614
3
25 -99 -0
10 -28 639
4
53 -99 -3
30 -21 307
3
53 -99 -3
30 -21 619
3
25 -99 -3
90 -67 620
6
38 -99 -5
30 -83 769
6
25 -99 -5
90 -83 918
7
53 -99 -7
40 -93 552
1
25 -99 -0
90 -37 184
1
25 -99 -1
90 -84 855
6
25 -99 -8
90 -91 282
2
25 -99 -0
90 -36 302
6
25 -99 -5
90 -86 892
7
53 -99 -8
40 -27 833
5
30 -99 -5
20 -33 313
9
25 -99 -5
30 -95 068
8
25 -99 -3
30 -17 820
7
25 -99 -7
10 -79 449
0
59 -99 -2
99 -74 707
4
25 -99 -6
40 -61 660
3
53 -99 -4
40 -23 512
3
25 -99 -1
10 -57 328
-9 49- 05
21 12
601
88
30
property value pairs (number)
ISO 8000 Pt 110 WORKS!
Property value Pairs from traditional and SSC iii codification methods
35
30
PVP traditional
PVP SSC iii
25
20
15
10
5
0
Item references
DATA Collected From
Total Items
Type 1
Type 4
Type 2
459,424 (18%)
ISIS Total Live Items
2,618,151
459,178 (17%)
1,699,549
(65%)
*Sentry
351
35 (10%)
270 (77%)
46 (13%)
*Protected Mobility Group
4669
675 (14%)
3032 (65%)
962 (21%)
*Typhoon
199
32 (16%)
142 (72%)
25 (12%)
*Jackal
377
161 (42%)
210 (57%)
7 (1%)
Terrier SSC III
398
191 (49%)
207 (51%)
0 (0%)
*Terrier SSC III excluding screen
outs
260
151 (58%)
109 (42%)
0 (0%)
T4
0%
1%
12%
21%
Type two
0%
18%
Type four
100
T2
65%
Type one
T1
17%
Codification types achieved (%)
42%
54%
57%
72%
65%
58%
46%
42%
16%
Terrier SSC iii
Jackal
Terrier SSC iii
excluding screen-outs
14%
Typhoon
Protected Mobility
Team
ISIS total
live items
The Cost of not codifying!
James Beer is the project manager at BAES GCS responsible for the
introduction of a classification system, why?
He provided the following figures:
Cost to introduce an item into their Product Data Management Tool: £3000.
In one instance 10 duplicates were found in their PDM Tool
That item has an un-necessary support cost of: £27,000
BAES GCS Newcastle has approximately 19,000 items registered against its
NCAGE currently.
So what does that mean in financial terms to the supplier?
389 Items for codification so far
129 Items screened out which is 33%
BAES will put forward approximately 2000 items for Terrier by project end.
That is a cost of approximately £44,000 in hard charging for codification
33% of £44,000 is £14,520 which would be the estimated savings on
codification costs.
BAES Don’t have a classification system
So what does that mean in financial terms to the supplier?
IF a supplier was to place codification at the design stage and be able to
accept the automated import of an R-XML File:
TERRIER had 129 Items Screened out as already existing in ISIS which UK NCB
produced R-XML files which BAES GCS imported into the ISO 22745 Module
they had access to.
It costs BAES GCS £3000 to introduce an item in to their catalogue
In accordance with the Shell UK commissioned survey 50% of those costs are
for data.
129 x £1500 = £193,500.00
So what does that mean in financial terms to the supplier?
The potential to BAES GCS is far greater than that as UK NCB can provide
data in r-XML format for 19,000 items that can be automatically loaded into
any classification system they choose with XML capabilities. This data will
be in ISO 22745 format and in accordance with ISO 8000 Pt 110.
If, we can get codification introduced at the design of a platform, before the
engineers start to create properties and values:
The potential is there to save hundreds of thousands of pounds for each
entity:
If you as a design authority ask an NCB to screen for an item BEFORE
you key data into your PDM system, with 17 million items already
codified, there’s a high possibility an NCB will be able to provide an r-xml
file for import
The way forward
What’s in a name?
This work has been carried out under the banner of ‘SMART STEP
Codification’ since the mid 90’s. STEP files can still be used in the harvest of
data in an automated fashion in accordance with ISO 22745, but that is only
one potential source.
OEMs are very reluctant to give direct access to data files that can allow reverse
engineering of their IPR protected data. This project has shown that an OEM is
happy to give access to up to 3 times more than has traditionally been
transacted from sources other than drawings and STEP files.
The project team therefore suggest a rebranding of this work as we take it
forward to:
Proposal
1 This work has proven that measuring the quality of data and asking
specifically for the property value pairs required is of great value.
Action: (MG97 Agenda 13b 96:65) Include ISO 8000 Pt 110 in
suitable standards and NCB contracts where appropriate as a
standard AC/135 Codification Clause.
2 That the NCS MWG be tasked by directors to create a definitive
statement of requirement to address the issues identified in this project
and use this as non-negotiable clause with any target ISO 22745
electronic Open Technical Dictionary that AC/135 elects as the target
system.
Action: Mr Chairman, NCS MWG
3 This project resulted in a real learning of what is required to deliver
Supplier Sourced Codification. We will learn far more by implementing
these methods where suitable to move forward from the theory.
ISO 8000 Pt 110 Contract Statement
Standard statement for inclusion as both an NCB Contract Clause
and Codification Requirement statement in any standards which have NATO Codification as
part of their delivery.
For NCB use, this statement should be included in full. For use in a standard, only the bold face
type should be included.
Supply of Source Data in support of NATO Codification
The contractor, sub-contractor or supplier shall supply identification and characteristic data
in accordance with ISO 8000-110:2009 on any of the selected items covered in this contract.
Following a codification request, the Home NCB shall present a list of the required
properties in accordance with the US Federal Item identification Guides.
This exchange can be in a format agreed between the vendor and home NCB. One potential
format of exchange is:
(a) The contractor, sub-contractor or supplier shall agree a contact method to which requests for
identification and characteristic data in an ISO 22745-35 compliant format can be facilitated.
(b) The contractor, sub-contractor or supplier shall respond in a timely manner to requests for
characteristic data that it receives in an ISO 22745-35 compliant format and the replies shall be in
an ISO 22745-40 compliant format.
(c) All metadata shall be from an ISO 22745 compliant Open Technical Dictionary.
Methods of delivery
Paper: The US FIIGs are currently available in PDF format. The lowest form
of ISO 8000 would be using these PDF files to base data gathering by the
NCB.
Web-service:. UK NCB via Logica CMG will provide a service that allows
the online completion of a data file in accordance with ISO 8000 Pt 110.
There are at least 3 vendors (2 of whom are here today and can provide
further demo’s in the supplimentry session) who can supply an ISO 22745
compliant classification module:
AURA (CZE) ESG (DEU) & PiLog (SA/US)
The XML Schema that can be implemented into existing IT Classification
systems is available as a free download from the ECCMA Web Site along
with user guides for installation. (www.eccma.org)
Potential Implementation Plan
IT Experts predict approximately a 10 year time span in order to get all
codification carried out in accordance with ISO 22745 ie fully automated data
exchanges.
The first step in the UK towards this, is the inclusion of the ISO 8000 Pt 110
statement into ALL contract documents. This is currently being written into the
latest versions of DefCon 117, JSP 886 and being proposed to ASD 2000M.
DE&S SCM UK NCB is ready now to carry out its business using these standards
in any of the formats outlined in the previous slide. We hope to be able to include
the ISO 22745 clause for large transactions and to help benefit both UK MoD and
our industry partners.
Certification
Mr Simon Rose
BAES Global Combat Systems
ISO 8000 Pt 110 Data Supplier
DE&S SCM UK NCB – ISO 8000 Pt 110 Master Data Quality Manager
Alan Webb Ltd – ISO 8000 Pt 110 Master Data Quality manager
CMCA UK Ltd - ISO 8000 Pt 110 Master Data Quality manager
Dytechna - ISO 8000 Pt 110 Master Data Quality manager
Lionbridge - ISO 8000 Pt 110 Master Data Quality manager
www.eccma.org
Questions?