Beginning SAP R/3 Implementation at Geneva Pharmaceuticals

Faced with intense competition in the generics drugs industry, eroding margins, and continuous price pressures, Geneva Pharmaceuticals, the North American subsidiary of Novartis International AG, made a bold, multi-million dollar decision to reengineer all its demand and supply processes using the SAP R/3 system. This case describes Geneva\u27s journey through the first two of three phases of R/3 implementation from mid-1997 to mid-2000, and the company\u27s plans for Phase III (scheduled for completion by late-2000). It highlights initial mistakes during this journey, strategies that helped overcome those mistakes, and how R/3 delivered operational efficiencies and competitive advantage under difficult business circumstances. As the case illustrates, ERP implementation is much more than technology change, it also incorporates substantive process and people changes; and without appropriate change management strategies and experienced leadership, ERP projects are likely to fail

NASA information resources for the feedback process

NASA information resources for feedback proces

U.S. Military Innovation In The 21st Century: The Era Of The “Spin-On”

The intersection between the U.S. military and technological innovation, a “military-innovation nexus,” has led to the genesis of key technologies, including nuclear energy, general computing, GPS, and satellite technology from World War II to the present. However, an evolving innovation context in the twenty-first century, including the leadership of the commercial sector in technology innovation and the resurgence of great power competition, has led to doubts about the ability of the Department of Defense to discover and promote the technological innovations of the future. The Third Offset Strategy was formulated in 2014 in response to these concerns: The offset strategy promulgated reforms to bring the Pentagon and the commercial sector closer together while creating alternative contracting mechanisms for streamlined procurement and prototyping. Using defense biometrics and artificial intelligence as case studies of spin-on innovations adopted by the military, this Article seeks to understand the efficacy of the reforms undertaken under the auspices of the Third Offset Strategy to improve the institutional underpinnings of the U.S. innovation system for national security. I argue that the Third Offset Strategy has allowed the Pentagon to more effectively procure, develop, and field commercial technologies in the twenty-first century, and I conclude by proposing modest recommendations for the successful acquisition of spin-on innovations

Aerospace Safety Advisory Panel

The results of the Panel's activities are presented in a set of findings and recommendations. Highlighted here are both improvements in NASA's safety and reliability activities and specific areas where additional gains might be realized. One area of particular concern involves the curtailment or elimination of Space Shuttle safety and reliability enhancements. Several findings and recommendations address this area of concern, reflecting the opinion that safety and reliability enhancements are essential to the continued successful operation of the Space Shuttle. It is recommended that a comprehensive and continuing program of safety and reliability improvements in all areas of Space Shuttle hardware/software be considered an inherent component of ongoing Space Shuttle operations

Aerospace Safety Advisory Panel

During 1997, the Aerospace Safety Advisory Panel (ASAP) continued its safety reviews of NASA's human space flight and aeronautics programs. Efforts were focused on those areas that the Panel believed held the greatest potential to impact safety. Continuing safe Space Shuttle operations and progress in the manufacture and testing of primary components for the International Space Station (ISS) were noteworthy. The Panel has continued to monitor the safety implications of the transition of Space Shuttle operations to the United Space Alliance (USA). One area being watched closely relates to the staffing levels and skill mix in both NASA and USA. Therefore, a section of this report is devoted to personnel and other related issues that are a result of this change in NASA's way of doing business for the Space Shuttle. Attention will continue to be paid to this important topic in subsequent reports. Even though the Panel's activities for 1997 were extensive, fewer specific recommendations were formulated than has been the case in recent years. This is indicative of the current generally good state of safety of NASA programs. The Panel does, however, have several longer term concerns that have yet to develop to the level of a specific recommendation. These are covered in the introductory material for each topic area in Section 11. In another departure from past submissions, this report does not contain individual findings and recommendations for the aeronautics programs. While the Panel devoted its usual efforts to examining NASA's aeronautic centers and programs, no specific recommendations were identified for inclusion in this report. In lieu of recommendations, a summary of the Panel's observations of NASA's safety efforts in aeronautics and future Panel areas of emphasis is provided. With profound sadness the Panel notes the passing of our Chairman, Paul M. Johnstone, on December 17, 1997, and our Staff Assistant, Ms. Patricia M. Harman, on October 5, 1997. Other changes to the Panel composition during the past year were: the resignation of Mr. Dennis E. Fitch as a Consultant; the appointment of Mr. Roger D. Schaufele as a Consultant; and the assignment of Ms. Susan M. Smith as Staff Assistant

Glossary, acronyms, abbreviations: Space transportation system and associated payloads

A glossary of terms (and definitions) in current usage for the Space Transportation System (STS) and Associated Payloads is presented

Aerospace Safety Advisory Panel

This report covers the activities of the Aerospace Safety Advisory Panel (ASAP) for calendar year 1998-a year of sharp contrasts and significant successes at NASA. The year opened with the announcement of large workforce cutbacks. The slip in the schedule for launching the International Space Station (ISS) created a 5-month hiatus in Space Shuttle launches. This slack period ended with the successful and highly publicized launch of the STS-95 mission. As the year closed, ISS assembly began with the successful orbiting and joining of the Functional Cargo Block (FGB), Zarya, from Russia and the Unity Node from the United States. Throughout the year, the Panel maintained its scrutiny of NASAs safety processes. Of particular interest were the potential effects on safety of workforce reductions and the continued transition of functions to the Space Flight Operations Contractor. Attention was also given to the risk management plans of the Aero-Space Technology programs, including the X-33, X-34, and X-38. Overall, the Panel concluded that safety is well served for the present. The picture is not as clear for the future. Cutbacks have limited the depth of talent available. In many cases, technical specialties are "one deep." The extended hiring freeze has resulted in an older workforce that will inevitably suffer significant departures from retirements in the near future. The resulting "brain drain" could represent a future safety risk unless appropriate succession planning is started expeditiously. This and other topics are covered in the section addressing workforce. In the case of the Space Shuttle, beneficial and mandatory safety and operational upgrades are being delayed because of a lack of sufficient present funding. Likewise, the ISS has little flexibility to begin long lead-time items for upgrades or contingency planning

Glossary, Acronyms, Abbreviations: Space transportation system and associated payloads

A glossary of terms (and definitions) in current usage for the space transportation system and associated payloads, as well as acronyms and abbreviations, are presented

Grants Management: Action Needed to Improve the Timeliness of Grant Closeouts by Federal Agencies

A letter report issued by the Government Accountability Office with an abstract that begins "At the end of fiscal year 2011, GAO identified more than $794 million in funding remaining in expired grant accountsaccounts that were more than 3 months past the grant end date and had no activity for 9 months or morein the Payment Management System (PMS). GAO found that undisbursed balances remained in some grant accounts several years past their expiration date:$110.9 million in undisbursed funding remained unspent more than 5 years past the grant end date, including $9.5 million that remained unspent for 10 years or more. GAO also found$126 million in grant accounts in the Automated Standard Application for Payments (ASAP) for which there had been no activity for 2 years or more, including $11 million that remained inactive for 5 years or more. However, data from these two systems are not comparable because, unlike PMS, ASAP accounts can include multiple grant agreements between a federal agency and a grantee, only some of which may be eligible for closeout.

Aerospace Safety Advisory Panel report to the NASA acting administrator

The level of activity of the Aerospace Safety Advisory Panel was increased smewhat during 1985 in concert with the increased mission rate of the National Space Transportation System, the evolutionary changes in management and operation of that program, and the preparation of the Vandenberg Launch Site; the implementation of the Program Definition Phase of the Space Station Program; and the actual flight testing of the X-29 research aircraft. Impending payload STS missions and NASA's overall aircraft operations are reviewed. The safety aspects of the LEASAT salvage mission were assessed. The findings and recommendation of the committee are summerized