People

ERPi maintains a retention rate of 88% since inception in 2001, well exceeding industry averages.  ERPi is 100% employee owned, a key driver for our success in personnel retention.  Our referral program has contributed to our success in hiring 42% of our employees, including nearly 90% of our management team.

  1. The Navy Enterprise Resource Planning (ERP) Program Office                                                                      ERP’s team provides over 11 years of Information Assurance and Cybersecurity services to the Information Assurance Manager for the Navy’s integrated business management system. ERPi’s certified IA professionals, who are members of the DoD Cybersecurity Workforce, were instrumental in achieving an Authority to Operate under DITSCAP several months prior to the initial Go-Live of the system, and have achieved two additional ATOs under DIACAP.  The ERPi experts are leading the Navy’s transition to the Risk Management Framework that aligns DoD Certification and Accreditation with the Intelligence Community and the Federal Civil agencies. 

  2. U.S. Army G-37 Force Management Analytics (G3-FM)                                                                                       ERPi’s team of professional analysts work with the U.S. Army Force Management to establish the Army’s operating and generating force.  Our experts help ensure the future Army force is shaped, sized, and capable of meeting the Army’s various missions.  This mission is critical to the Army’s capability and capacity to fight and win major wars as well as small scale contingencies.  The mission includes the strategic stationing of the force after a decade of full-spectrum combat.  ERPi’s analysts are an integral part of the decision briefings that are approved at the Secretary of the Army level and advanced for congressional funding.
  3. General Funds Business System (GFEBS)                                                                                                              ERPi’s team of subject matter experts has served as a critical resource for over 10 years working with the Army to launch their first, fully-integrated ERP system.  Our experts collaborated with Army stakeholders from the command and Headquarter level down to the installation and supply depot level in order to design the system from the ground up.  ERPi has been successfully engaged system integrators and functional SMEs in all manner of technical communication and coordination across various business lines to achieve program success.

Problem Solving

 

  1. National Institutes of Health (NIH)                                                                                                                                ERPi's efforts has achieved a 50% reduction in the cost of invoice processing through implementation of direct electronic invoice submission and payment processing. We provided strategic planning and thought leadership and led the execution of program from start to finish. Results have shown:
    • 50% reduction in staff effort for paying electronic invoices
    • Over 90% reduction in cancelations for electronic invoices
    • Overwhelmingly positive response from the NIH staff and vendor stakeholder communities. 
    • "eVIP provides a faster, cheaper, and better solution for the NIH and our vendor partners.  It is a win-win-win for everyone involved." said John Ogle, Deputy Director of NIH Office of Financial Management.
  2. Veterans Affairs Service Oriented Architecture Research and Development (SOARD)                                ERPi was instrumental at implementing a program structure within the SOARD program office that could rapidly respond to evolving program needs.  This was accomplished through the established the first enterprise-scale Agile software implementation at VA.  ERPi supported the PMO in ensuring the linkage between programmatic goals and outcomes with overarching VA strategic goals. We supported VHA, at the most senior levels, in linking the goals of the current asset management effort (SOARD) to VA’s Healthcare Efficiency initiative, and we continued to monitor its performance against those goals. ERPi successfully implemented a strategic road map based on an agile, performance-based approach to the delivery and oversight of the $800M investment towards system modernization efforts.
  3. U.S. Army, Enterprise Management Decision Support (EMDS): ERPi brought the EMDS program from a concept on solving unit deployment and mobilization challenges to supporting the delivery, implementation, and sustainability of the live system being used across the global at hundreds of locations.  ERPi’s support was instrumental in establishing EMDS as an enduring program, part of the Deputy, Chief of Staff of the Army, G-3/5/7 portfolio.  ERPi’s success on the EMDS program enabled the project Government Leadership to support the Army’s global force information technology system portfolio, as well as additional modernization efforts of legacy source systems.  

Collaboration

 

  1. VA Office of Policy and Planning (OPP) Enterprise Program Management Office (ePMO)                           ERPi supports VA’s strategic management process to streamline and improve VA’s governance process, to support strategy-driven decision making by senior leaders, and to facilitate execution of the planning, programming, budgeting, and evaluation (PPBE) processes. ERPi provides data and analyses that enables VA executives to make critical decisions regarding strategic direction and priorities, implementation activities, and resource allocations. Our support to the VA Executive Board, VA Strategic Management Council, and the Senior Review Group assesses whether cost, schedule, and performance targets are being met and corrective actions are taken when necessary.
  2. Headquarters Department of the Army (HQDA) G-3/5/7 (Operations and Plans)                                                By applying ERPi’s Collaborative Assessment Methodology, we serve as the trusted advisor for the G-37(FM) Directorate to establish a mission-centric environment. ERPi’s collaborative approach has successfully built necessary relationships to implement a global force management (GFM) enterprise across the Army.  ERPi is instituting a GFM governance process that includes all system and functional stakeholders to identify issues at a working group level and determine risk reduction actions. Collaboration includes the formal staffing of essential documents with a transparent adjudication process of substantive and critical comments. Our methodology produces outcomes to enable Army Senior Leaders to make risk-informed decisions and recommendations to the Secretary of Defense and President of the U.S. 
  3. National Institutes of Health Electronic Vendor Invoicing Program (NIH eVIP)                                                     The transformational achievements of the NIH eVIP program could only be possible in the context of extensive collaboration between offices across the NIH, the NIH's commercial partners and other federal agencies.  The NIH comprises 26 autonomous institutes and centers that often have unique invoicing processes and procedures. ERPi has integrated these institutes to standardize their business processes and workflows into a single solution. ERPi worked closely with NIH’s 7,000-member vendor community to identify how the invoicing process could be improved. This partnership enabled NIH to develop a system that not only improved operational efficiency but also enjoyed support from the vendors it was intended to serve. ERPi’s support for eVIP points the way for an entirely new approach to public-private partnership based funding of innovation in a budget constrained environment.