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Top Engine is a United States based manufacturer of airplanes with an estimated revenue of $85 billion in 2016. Top Engine has won a government grant to deliver a new project - 'Clear Sky'. The goal of this project is to build the first ever airplane with electric engines that would produce zero emission.

Background

  • Business situation
  • Problem statement

Top Engine is a United States based manufacturer of airplanes with an estimated revenue of $85 billion in 2016. Top Engine has won a government grant to deliver a new project - 'Clear Sky'. The goal of this project is to build the first ever airplane with electric engines that would produce zero emission. Top Engine has partnered up with multiple other vendors to meet the project deadlines. Top Engine will be the lead contractor on the engagement and all contractors involved in 'Clear Sky' will be required to share procurement, operations, and financial data with them.

 

Deloitte has been engaged to partner with Top Engine in developing a solution that addresses the requirements of project 'Clear Sky', a portal for receiving and sharing external data, in addition to supporting additional reporting needs.

 

The CFO of Top Engine has raised concerns regarding Top Engine’s existing reporting systems. The Top Engine reporting systems will have to integrate supply chain and financial information of other contractors in the 'Clear Sky' project so that the company can report back to the government. However, today Top Engine’s own quarterly financial statements are not balanced and multiple versions of the truth exist across business areas which need to be manually reconciled each time. 

 

The information gathered from all contractors must be used to support a number of Key Performance Indicators (“KPIs”) set by the US Government which will be shared across the alliance and are critical in determining whether this ambitious program is on track.

 

CCPB has tasked Deloitte to perform a current state analysis to identify and address risks in the current cargo security screening processes, as well as the present hiring practices for security screeners. Along with the current state analysis, Deloitte must also create a human capital strategy that identifies cost-effective and streamlined approaches to security screener recruitment, training, and employee engagement initiatives. This strategy should include insights for CCPB senior leadership about how to create a cohesive and unified culture of security awareness.

 

Key considerations:

  • Current CCPB field officers undergo only 6 weeks of on-the-job training and are not required any hours of continuing education.
  • CPB currently has limited access to a counterterrisom database managed by another agency due to current interagency data-sharing policies.
  • The Chief Administrator has only previously worked in military agencies and thus has no experience with civil service organizations; most CCPB field officers are not former military members and are civil servants.
  • The Chief Human Resources Officer (CHRO) is excited about upcoming changes while the Chief Information Officer (CIO) is hesitant to make any changes.
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