Date of Award

3-2008

Document Type

Thesis

Degree Name

Master of Science

Department

Department of Operational Sciences

First Advisor

Jeffrey A. Odgen, PhD

Abstract

The United States Air Force (USAF) has a number of initiatives underway to better support tomorrow’s Warfighter. As part of the Expeditionary Logistics for the 21st Century (eLog21) campaign, one of the most critical initiatives is the Expeditionary Combat Support System (ECSS). ECSS is the world’s largest enterprise resource planning (ERP) implementation and will completely transform USAF logistics operations. The benefits of an ERP include centrally-managed and integrated information sharing, while the many challenges include training future state operations and employing change management. An effective governance structure is essential in order for the USAF to realize the full benefits of ECSS and minimize the challenges of ERP implementation. Governance is the means by which decisions are made and how decision-makers are held accountable for those decisions. This case study research examines the changes that five organizations made to their governance structure during a large transformation effort, such as an ERP implementation. Specifically, this research examines the main trigger points, or causes of these governance structure changes. The implications of these trigger points and changes to the governance structure are explored within the context of the current ECSS implementation.

AFIT Designator

AFIT-GLM-ENS-08-12

DTIC Accession Number

ADA482815

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