SAN DIEGO, CALIFORNIA



     SAIC is the largest American technology corporation to be established and managed
solely as an employee-owned enterprise. With corporate headquarters in San Diego, California,
SAIC operates from over 150 offices worldwide. Founded in 1969, SAIC has realized a
compounded annual revenue growth rate of 23 percent over the last 28 years. In 1997 SAIC
and its subsidiaries grew to more than 30,000 employees and generated an estimated $4
billion in revenue. SAIC provides technology solutions in the areas of information technology,
systems integration, telecommunications, national and international security, health systems
and services, transportation, energy, and environmental systems and engineering. As a leading
systems integrator, SAIC has designed, developed, and implemented successful information
systems solutions ranging from small stand-alone applications to $1 billion fixed price
integrated management systems.

    In 1993, SAIC’s Information Systems Steering Committee (ISSC) sponsored a business
process reengineering (BPR) initiative that recommended the implementation of an integrated
Management Information System (MIS) to replace their legacy ITS applications. The legacy
applications suffered from high maintenance costs, limited functionality, stand-alone
platforms, and low levels of user satisfaction. The ISSC formulated the following
recommendations for reengineering both their business processes and information technology
(IT) architecture:

•   Streamline business processes through eliminating non-value added steps, increasing
    the use of automation, simplifying roles and responsibilities, and capturing business
    information once at the time of creation with real-time accessibility.
•   Replace their legacy ITS applications with SAP R/3, a highly integrated commercially
    available off the shelf (COTS) MIS capability.
•   Utilize a phased implementation approach to Business Process and MIS reengineering
    to more effectively manage change, reduce risk, control cost, and leverage lessons
    learned from each phase.
•   Implement imaging systems with interfaces to SAP R/3 to improve document access
    and retrieval, reduce cost of document storage and manual searches, and increase
    customer satisfaction with SAIC document management services.

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•   Centralize the Accounts Payable function in their Corporate headquarters in San
    Diego, CA.
     SAIC Project Eagle was chartered with implementing these ISSC recommendations. In
February 1995, SAIC completed Phase I that introduced the SAP R/3 system within the
commercial sector of the company. This provided a small pilot experience that was easy to
manage due to the limited number of management decision-makers as well as a limited set of
system users requiring training and ongoing support.

    Project Eagle Phase II, which began in March 1995, focused on reengineering the
company-wide procurement and accounts payable processes and associated MIS applications.
In February 1996 Phase II delivered an enterprise-wide implementation of the re-engineered
procurement and accounts payable business processes utilizing SAP R/3 for MIS transaction
functions and Eastman Software Imaging Software for Accounts Payable (A/P) document
management functions. The Eastman Software imaging solution was selected after a
competitive bidding process which determined that Eastman Software’s imaging functionality
best met their requirements and that a Eastman Software-SAP R/3 interface could be
technically accomplished.

     The Eastman Software Imaging System enables the SAIC Accounts Payable process to
electronically capture all relevant documentation and create links to their respective SAP R/
3 A/P transactions and databases. A/P personnel have the ability to immediately retrieve on-
line any A/P documentation serving as the backup to a given A/P transaction. The benefits
of imaging have proven to be significant in terms of cost reduction, shortened process cycle
time, and increased customer satisfaction.

     The Eastman Software Imaging System has generated cost reductions by eliminating
expenses associated with the manual filing and retrieval of documents and actual document
storage facilities. Business process cycle time has been reduced by providing timely access to
A/P documentation, enabling SAIC to more quickly verify invoices and disburse payments
in compliance with more advantageous terms and conditions in their purchase orders.
Customer satisfaction has risen commensurate with demonstrated use of the A/P imaging
system as a single data source for complete and accurate document management access and

    The Accounts Payable department processes an average of 2,500 documents a day. These
documents average four pages in length, for a total scanning volume of 10,000 pages per day.
Over 1.5 million pages were scanned into the system in the first year of production. Based on
the original cost benefit analysis, the payback period for the investment in the Eastman
Software Imaging System is one year, and the recurring annual savings total $2.5 million
over a period of five years.



     The goal of the Accounts Payable process is to disburse correct and timely payments for
those goods and services which have been received and determined to be acceptable. The
receipt of an invoice, employee expense report, or other document stating the rationale for
payment request triggers the A/P process. The invoices are typically mailed to SAIC in hard
copy form. These manual invoices are reconciled against SAP R/3 electronic records of the
purchase order (or subcontract) and goods receipt to verify and approve the invoice for

    Employee expense reports are received in hard copy form with attached manual receipts
and other documentation related to a purchase, travel, or entertainment expense. These
hardcopy expense reports are manually verified by reviewing attached receipts, reconciling
against per diem requirements, and ensuring accounting policies are being followed.

     Once invoices and expense reports are reconciled in SAP by the Accounts staff, the 10-
digit SAP document number is written in the upper right hand corner of the relevant backup
documents, and these documents are forwarded to the scanning department. This department
is responsible for document preparation, scanning, indexing and quality assurance of all
Accounts Payable documents. Once sent to the scanning department, each document goes
through the following 4-step process:

1. Document Preparation. This step consists of removing all staples and paper clips, taping
   down any small receipts or invoices, and verifying that source documents are legible. A

                           EXCELLENCE IN PRACTICE

    bar-code separator sheet is placed before each document indicating the number of pages
    in the documents. Documents are then grouped in batches of 10 documents. The bar-
    code and batch techniques ensure that maximum scanner throughput will be achieved,
    and that no pages are inadvertently lost during the scanning process.

2. Scanning. During this step, batches are digitally captured using a high-speed document
   scanner. Each page is verified for readability, and page and document totals are verified
   against the bar-code values that the system has recognized. All inconsistencies in what
   should have been scanned and what actually was scanned are resolved before accepting
   the batch. When the Scanning step is completed, the batch of documents is placed in
   the queue for indexing.

3. Indexing. This step involves reviewing each document on screen, categorizing the
   document by type (expense report or vendor invoice) and keying the 10-digit SAP
   document number into the indexing application. An OLE lookup is performed that
   links the SAP database with the imaging database and displays pertinent pre-defined
   index field information about the document for verification (vendor name, date, amount,
   etc.). After each document in a batch is indexed, the batch is released from indexing and
   put in the queue for Archival.

4. Archival. This step is completely automated and is executed on a nightly basis. The
   archival capability moves the image files from temporary magnetic storage to permanent
   optical storage, and updates the database records in the document manager to make the
   documents available for retrieval.

      Due to Federal Government FAR regulations, all hard copy documentation still must be
retained for a period of one year. After a document batch has gone through the Archival
process, the hard copy documents are placed in banker boxes which are dated and sent off-
site to a records retention facility. After a period of 1 year, the documents are destroyed.

     Prior to the imaging system SAIC maintained off site storage of all documents indefinitely.
The ability to maintain the electronic archive, and destroy the paper based archive annually,
has realized SAIC an annual cost avoidance of $250,000. As noted in the supporting Cost
Benefit Analysis, SAIC projected approximately $1.6 million in storage costs would be deferred
in the first five years of the project alone.

    Additionally, a back up electronic archive is maintained off site for any potential Disaster
Recovery requirements. SAIC experienced a fire in the document archive room in 1979 and
understands the pain and ramifications of destroyed documentation. This is particularly
important given that a large portion of SAIC’s customer base is in the federal government
which has strict regulatory retention requirements for maintaining contract related
documentation for a minimum of seven years after contract close out.


    Document Retrieval is achieved through one of three methods:

1. SAP GUI Menu Selection. When viewing the detail pertaining to a particular transaction
   using the SAP GUI application, a menu option may be accessed from SAP GUI that
   will directly connect to the Eastman Software Open/Image Link for R/3 product, and
   retrieve the backup documentation for viewing or printing. This is achieved through the
   SAP Archive Link component, and is certified by SAP. The graphic below is an example
   of document retrieval via SAP GUI.

2. Non-SAP based Network Access. A user-friendly Accounts Payable Document Retrieval
   Application is primarily available for all users on the SAIC WAN that do not have SAP
   access or who need access to groups of specific documents. This application allows users
   to specify a variety of criteria about a transaction (i.e. vendor name, employee name,
   invoice number, charge number, etc.) and obtain a list of documents that meet declared
   criteria. Individual documents from this list may then be viewed, printed or faxed. The
   graphic below is an example of the Document Retrieval Application.

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3. Automated Fax-Back Server. SAIC developed this capability for users who do not have
   SAIC WAN access. The Fax-Back Server enables people to request documents using a
   touch-tone telephone. The Fax-Back Server guides the caller through a series of questions
   aimed at locating a document, and then prompts the user for their fax number. The
   document is then retrieved from optical disk and faxed to the specified user fax number.

     There are 10 full time members of the A/P scanning department and approximately 250
additional users of the system. The primary users of the system are the Accounts Payable and
Accounts Receivable departments. The Accounts Payable staff is in a centralized location in
San Diego and the Accounts Receivable function is geographically distributed across 400
SAIC locations. SAIC is frequently required to provide backup documentation with billing
statements. Due to this requirement, the Accounts Receivable staff must be able to easily
retrieve a large number of Accounts Payable documents.

     Additionally, employee expenses are reimbursed via their paychecks. If an employee has
questions regarding his/her expense reimbursement, they can use the Document Retrieval
Application or the Fax-Back Server to obtain a copy of their audited expense report 24 hours
a day, seven days a week. In February 1997, the system was expanded to include several
hundred additional users (approximately 400 planned) in an effort to minimize the number
of calls the Accounts Payable department receives concerning billing issues or expense report



     Prior to 1996, the A/P function was de-centralized in over 100 SAIC locations worldwide.
In an effort to better manage the Accounts Payable function, the BPR committee decided
that it would be best to centralize this function at SAIC Corporate Headquarters in San
Diego. The BPR assessment determined that the existing A/P function was riddled with
excessive manual paper routing and storage, expensive and slow data retrieval, and frequently
misfiled and lost documents. This finding, coupled with the extensive volumes of paper
estimated to be received by this new centralized department, prompted the BPR committee
to recommend imaging technology.

     SAIC has historically been subjected to intensive internal and government audits, which
require the company to produce, backup documentation for invoicing practices and expense
reimbursements. Prior to 1996, original copies of all A/P records were stored permanently in
a records repository warehouse in San Diego. As with all paper-based systems, it was difficult,
time consuming, and occasionally impossible to provide auditors with a complete set of
required documentation.

     Prior to the centralization of the A/P function at SAIC Corporate Headquarters, SAIC’s
Oak Ridge, TN Accounts Payable office had been operating a pilot imaging system for
approximately three years. This regional A/P department serviced approximately 1500
employees nationwide. During the three years the pilot imaging system was in place, the
SAIC Oak Ridge facility had significantly lower operating costs and higher customer
satisfaction than comparable A/P departments at other SAIC locations. This was attributed
in large part to the implementation of imaging technology. The proven feasibility and success
of this convinced SAIC Corporate management to implement an imaging capability at the
newly formed centralized A/P department at Corporate Headquarters. However, the pilot
imaging system was a Liberty Information Management System that was determined to be
scaleable to only approximately 100 users. SAIC then went to competitive bid and selected
Eastman Software for its scalability and ability to support multiple platforms and operating


    The primary Imaging Server is a Hewlett Packard 9000 model E45 server with 128MB
RAM and 6GB of mirrored magnetic disk space. This server is running the HP-UX Operating
System, the Eastman Software OPEN/Image software, the Eastman Software OPEN/Image
Link for R/3, and the Oracle 7 Relational Database Management System. Attached to this
server is a Hewlett Packard 200T Optical Jukebox capable of storing 187 Gigabytes of
information. The jukebox has four drives, a SCSI-2 Interface, and holds 144 5.25” Write
Once Read Many optical disks.

    The Fax-Back System includes two physical servers. The Voice Server, which is a Compaq

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ProLinea Windows NT Server, has a Dialogic 41E IVR Processor, and runs an SAIC developed
IVR application built with Microsoft Visual Basic and Stylus Visual Voice software. The Fax
Server, which is a Compaq ProLinea Windows Server, has a GammaFax CP4 Fax Processor,
and runs an SAIC developed fax application built with Microsoft Visual Basic and Stylus
Visual Fax Software. The graphic below depicts the current system configuration.

     The Local Area Network (LAN) in the Accounts Payable facility is Microsoft Windows
NT Ethernet network running on a fiber optic backbone. This LAN is connected to SAICNet,
SAIC’s Corporate Wide Area Network (WAN), via a dedicated T1 line. SAICNet currently
has over 400 nodes in locations all over the world, connected with varying bandwidths ranging
from 64KB to T3. A high-level network architecture diagram can be found in the Executive

    The Scanning Workstations are Compaq ProLinea running Microsoft Windows for
Workgroups and the Eastman Software Batch Scan software. The two scanning workstations
have Cornerstone 20/70 color monitors and ImageAccel adapters. The scanners are Bell and
Howell 3338 ACE connected to the workstations with Xionics Turbo Scanner Interface

    The Indexing Workstations are Compaq ProLinea running Microsoft Windows 95, an
SAIC-developed Batch Indexing application, Eastman Software OPEN/Image Runtime and
SAP R/3. All indexing workstations have Cornerstone 20/70 color monitors and ImageAccel

    The Retrieval Workstations vary by location, but are typically Pentium computers running


Microsoft Windows for Workgroups, Windows 95, or Windows NT. All Accounts Payable
staff has 17” color monitors, while other users have monitors that range from 14” to 21”.
These stations have the SAIC-developed Document Retrieval application with Eastman
Software OPEN/Image Runtime and/or Eastman Software OPEN/Image Link for R/3 client

    The Printers in the Accounts Payable facility are HP LaserJet 4SI with Xionics XIP Print
cards installed to facilitate rapid image printing. Printers in remote locations vary, but are
typically at least HP LaserJet 3 or equivalents.


     Based on the results of the first year of production, SAIC estimates that the five-year
savings due to the Imaging System will exceed $2.5 million. This estimate is based on labor
and facility cost savings within the Accounts Payable department, as well as Accounts
Receivable departments that access these documents.


•   All A/P department staff has instantaneous on-line access to required documents from
    their desktops. This is a productivity enhancement to this department, particularly
    with the cycle type related to responding to vendors who call with questions regarding
•   30,000 employees in 150 offices have direct access to audited expense reports via the
    Fax-Back Server or the Document Retrieval Application, 7-day/24 hour accessibility.
    This reduces, by a factor of ten, the time spent by the A/P department resolving issues
    regarding expense reimbursements.
•   Internal auditors have direct system access to A/P documentation from their desktops,
    which enables higher efficiencies, and a reduction in A/P department time responding
    to auditor request to locate backup documentation. What used to take hours in
    document location, now is accomplished in a matter of seconds.
•   Multiple contentions for a single document have been eliminated. The imaging
    system enables multiple users to view the same document simultaneously, precluding
    time wasted waiting for someone to finish with a document, or with the expense of
    photocopying the document.
•   SAIC no longer suffers from lost or misfiled documents when undergoing audits or
    providing backup documentation to government customers.

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    The number of Full Time Employees (FTEs) required to support the current process has
been reduced. Centralization would not have been possible without the use of imaging
technology. The shift from a decentralized, local to office to a centralized A/P environment
required considerable planning and the integration of technologies not offered by imaging
vendors for the Fax Back solution. Numerous briefings and demonstrations of the technology
and new approach with Project Eagle were conducted at headquarters and in field locations.

     This was done in order to minimize the vocal concern of access and control of the
accounts payable process that has major impact within each operational unit. The project
staff was very sensitive to the fact that change within any large organization is difficult and
that they were fundamentally changing both the process and the technology. There it was
important to communicate the benefits of the changed process to field personnel where the
largest changes would be required.

    Other forms of impact:

•   The disaster recovery plan now includes a more reliable process than what was
    available with the legacy paper based system. The implemented Imaging System has
    duplicate optical disks and magnetic tape backups of all database information stored
    at an off-site location, providing for total data recovery from a natural disaster.
•   SAIC estimated $250,000 in costs in 1995 for Corporate long term records retention
    of A/P documentation. The financial cost trend for this retention has seen a 10
    percent increase per year, as the number of documents continued to grow
    commensurate with the business revenue growth. The implementation of the Eastman
    Software Imaging system and the need to store hard copies for only 1 year has led to
    significant cost reduction for records retention, an estimated $1.6 million in the first
    five years.


     SAIC utilizes the Common Approach, a tailored software development methodology
that provides defined, repeatable steps for building enterprise-wide software solutions. SAIC’s
approach to system/software development and maintenance ensures that quality and efficiency
are elements of all life cycle phases leading to the end-product.

    The Common Approach provides the basis for SAIC’s Software Engineering Institute
(SEI) Level 3 software development practices, as well as the methodology for systems
integration projects such as workflow and document imaging systems.

    The basic elements of the Common Approach that were utilized on this project included:


1. Requirements Analysis: Extensive meetings with the BPR committee members, corporate
   managers, and end users of the new system to define functional requirements.

2. System Design: Definition of the system hardware and software architecture which most
   cost effectively satisfy the functional requirements.

3. System Implementation: Assembly of all system components, the development of all custom
   software modules, the staging and testing of the system in SAIC’s Oak Ridge Imaging
   Integration Laboratory, and documentation of the as-built system configuration.

4. Installation and Acceptance Testing: On site installation and testing of all aspects of the
   system, including functional and performance design specifications.

5. On Going System Maintenance and Support: Support for system problem resolution, as
   well as development of any new functional requirements identified by the user community
   over time.

    The Project Team consisted of a Technical Project Manager and 3 Systems Engineers.
During the Installation and Acceptance Testing phases, the Project Team worked very closely
with the A/P staff to ensure an accurate understanding of requirements and a successful
implementation of the Imaging System solution.




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