Memorandum from EDS Defence
INFORMATION AND
CAPABILITY INTEGRATION
AS A
STRATEGIC INDUSTRY
FOR THE
UK
Within the UK there is an information service
capability available to the Ministry of Defence that will optimise
the MoD's efficiency and effectiveness from both the commercial
and operational standpoint and within budget constraints. It can
be delivered today by companies that are based in the UK and are
already an integral part of the nation's defence industry, working
in partnership with MoD.
The capability is founded on current and emerging
technologies and makes extensive use of Commercial off the Shelf
(COTS) systems. The challenge—demanding but eminently achievable—is
to develop these conventional and emerging technologies into a
new, unprecedented resource that will deliver unconventional effects,
transforming all areas of MoD operation—from business to
battlespace.
The incremental transformation to the fully integrated
capability described in this paper will be delivered by holistic,
secure, information and capability integration (IaCI), embracing
battlespace, logistics, military personnel management and other
business support functions. IaCI enables information flow and
interaction across these "communities". This means that
the best use can be made of all available assets, military and
non-military, from the supplier's factory floor to the front line.
IaCI is more than just the technical connection of
disparate IT systems: it is the development and provision of an
information and decision support service that will enable the
user to rapidly make decisions and assess situations within complex
data sets. Its creation and implementation will require a range
of high level skill sets and experience, all of which are available
in the UK. Collectively they represent a key strategic component
of the nation's defence industrial base.
IaCI is the natural progression of MoD's thinking
and builds on the investment already made. Specifically it will
be a key enabler in delivering the MoD's Defence Vision of evolving
strategy and military doctrine that is flexible and geared to
changing conditions; and behaving with speed, flexibility and
creativity. It accounts for an increasing proportion of MoD's
expenditure and acts as a force multiplier in terms of producing
effects-based operations.
The opportunity is described in the following eight
brief paragraphs.
1. COMMERCIAL
PARALLELS
IaCI will deliver the tailored information flow and
decision making support now employed by enterprises such as Tesco,
whereby all aspects of the supply chain, from individual suppliers
to the supermarket shelf are integrated to optimise responsiveness
to shopper demand and enable precision forward planning.
The MoD requirement is significantly more complex
than that of the retail industry and, on occasion, is driven by
life or death imperatives. Accordingly IaCI must adapt the Tesco
approach to new levels of capability. However, the ability to
deploy the appropriate level of resource, be it manpower, firepower
or materiel, will result not only in enhanced operational effectiveness,
but also significant cost efficiencies, for example through faster
achievement of mission goals and reduced inventories. In so doing
IaCI will achieve the MoD's goal to accelerate the transformation
of logistics information systems.
2. KNOWLEDGE
BASED DECISION
MAKING
Central to this strategy is the ability to transform
data into information, and information into the knowledge necessary
for optimised decision making. Decision makers are automatically
provided with precisely the information they need for their purposes—no
more and no less—from across all relevant areas of the enterprise.
We are not talking new, unproven, high cost technology.
The building blocks for this strategy are already in place via
initiatives such as the Joint Operational Picture (JOP) and Joint
Supply Chain Blueprint, as well as programmes such as the Joint
Operational Command System (JOCS), Joint Personnel Administration
(JPA) and Defence Information Infrastructure (DII). Legacy systems
will be optimised—or fixed—not made redundant, while
new capabilities can be run in parallel with the legacy system
until proven.
3. ADDRESSING
MILITARY IMPERATIVES
The IaCI strategy, which accommodates both expeditionary
and homeland security imperatives, addresses the fact that the
future operating environment is uncertain, complex and diverse.
It can involve simultaneous war fighting (often asymmetric), peace
keeping and humanitarian operations. These are joint service and
usually mounted in conjunction with the United States and other
coalition partners. The duration of operations cannot always be
predetermined. This imposes an unprecedented demand for flexibility
to counter the unpredictability of the threat and enable interoperability
with allies.
4. NEW LEVELS
OF EFFECTIVENESS
AND COST
EFFICIENCY
Enhanced decision making, combined with traceability,
will optimise logistics, personnel management and other processes,
ensuring that the appropriate level of support is provided while
minimising over-supply or under-supply, with resultant cost savings.
Assets will only be employed when and where they are needed, with
the military imperative more directly driving the process.
The capability will have a global reach and will
eventually embrace all elements of the supply chain, from industrial
supplier to battlespace consumer. For example, it will provide
visibility for materiel flow in the end-to-end supply chain, rather
than monitor static inventories, progressively enabling the transfer
of inventory risk to industry and the employment of service-based
contracting arrangements, such as Contractor Logistics Support.
With MoD contracting for capability, there will be a powerful
driver for industry to enhance turn round times and aggressively
eliminate redundancy and latency in the supply chain.
5. HOW IT
WORKS
IaCI will enable industry to design systems whereby
data, information and knowledge will be managed, shared and reused
across applications, enterprise and community boundaries much
more easily than is currently possible.
Operating above the stovepipes of existing systems,
IaCI will provide a comprehensive information exchange capability
that includes all relevant participating stakeholders. In addition
to providing the knowledge necessary for optimum decision making,
IaCI can also monitor trends and provide automatic triggers to
respond to forecasted demands.
Users at all levels are able to focus on the process
of decision making, rather than the accessing of information.
6. CORE ELEMENTS
There are three core elements to consider in the
development of IaCI: the business processes that govern the nature
and flow of information; the technology that enables these, and
the development of the people that interface with the system and
utilise the information. A willingness to adapt to profound change—as
set out in the MoD's Vision—is vital to success and the
transformation must embrace all aspects, particularly training
and education of the personnel involved.
Early focus would be on making the best use of current
capabilities, including the many legacy stovepipe systems that
have been procured over the years.
Success will depend upon genuine joint development
of the way forward—only closely coupling MoD and industry
will build the trust and long-term view that enables the MoD to
nurture long-term partnering arrangements and public companies
to invest over time against a maturing requirement.
7. PARTNERSHIP
IS ESSENTIAL
A robust, clearly defined partnership between MoD
and industry must be created with joint, balanced MoD—industry
governance. MoD will not be handing over the reins to industry;
instead industry will become the Intelligent Supplier, complementing
the MoD's role as the Intelligent Decider. However, the status
of industry within the partnership would have to reflect the transfer
of risk.
IaCI is envisaged as a long-term partnership with
an ongoing pattern of evolution always closely tied to MoD imperatives—doctrinal,
operational and commercial. VFM will be ensured by competitions
for incremental capability programmes run under the auspices of
the partnership.
8. STRATEGICALLY
IMPORTANT TO
THE UK
The UK is, with certain important exceptions, moving
increasingly away from the manufacture of equipment platforms.
IaCI is fundamental to the future operations of the UK's armed
forces. If the capability to develop and support delivery is not
maintained as a strategic onshore asset, then the UK will be vulnerable
in crucial areas such as system security and potential technology
transfer restrictions imposed by overseas suppliers.
Furthermore, the most effective and cost effective
method of implementing the UK IaCI strategy is through a "coalition
of the willing"—companies that are based in the UK
(even if they have overseas parents) with their decision making
and accountability firmly based in this country. They will possess
the authority to partner with MoD in the implementation and evolution
of the strategy, and the long-term commitment essential to its
successful implementation.
9. RESPONSE BY
GOVERNMENT
IaCI should be regarded as the lifeblood of the MoD's
network enabled future; the key to support of MoD's overall capability.
Failure to capitalise on IaCI will deprive the MoD
of the opportunity to raise its capabilities to new levels—levels
that can be continuously yet affordably enhanced in response to
demand. At the same time the UK will lose a cornerstone of its
technology skill base.
We would urge MoD to consider engaging with industry
as a matter of priority.
23 January 2006
| 
