Helicopter Build Mock-Up Case Studies
Our services are aligned with Marine Corps avionics vision to increase fidelity of operational logistics by improving Media relations with suppliers at “Industry Media Seminars” for critical equipment supply lines participants required for upgrade/repair jobs. We support Marine Corps Avionics operations by integrating Logistics/engineering expertise, equipment build supply lines and cost tracking solutions.
We need to engage more closely with our partners at “Industry Media Seminars” with providers of support and materiel and Marine Corps components that receive them to anticipate and meet the demands of constantly changing circumstances Marines face. As relationships with our partners deepen, we become more knowledgeable about their strengths, challenges, and priorities so we will make more informed decisions in the building and delivery of the right solutions for Marines.
We aim become established as essential partners with Marine Corps for Logistics operations to design innovative supply line aviation support & services. It is important to design mechanisms for requesting new work order routing principles during “Industry Media Seminars” to perform component repairs on the fleet.
Marine requirements change at a moment’s notice. It is imperative that troops rapidly sense and respond to these changes with innovative solutions and optimum support for all classes of supply to includes linking capabilities, such as materiel availability to support Marine readiness. At “Industry Media Seminars” we work with Marines to understand their current requirements and anticipate future needs to ensure the right materiel is available to support critical mission sets.
By establishing our presence at “Industry Media Seminars“, we will expand Supply Line Logistics cost tracking & repair service jobs critical to Marine Corps Air Wing Success. Routing new Work Order requests for Marine Corps will enable us to further reduce Logistics costs, accelerate component repairs turn-times & increase operational readiness of the fleet.
We collaborate with Marines to better understand changing requirements and chart a path to advance our capabilities. By working with suppliers during “Industry Media Seminars,” we explore best standards for logistics solutions and technology innovations to continually improve all facets of business lines and processes.
We are excited that Marine Corps is considering using our skills at “Industry Media Seminars” to implement our full suite of aviation repair & supply line Logistics services. Repair Services we offer to Marine Corps complement, enhance & integrate well with existing supply line operations, providing accurate cost tracking/budgets for all Logistics Operations.
We are delighted to add Marine Corps aviation to our Logistics portfolio & we look forward to expanding our repair services to include key Field installations customers. We are also pleased to announce at “Industry Media Seminars” that Marine Corps has expressed interest our approved repair & logistics programme to service wide ride range of Air Wings.
We seek approval to build logistics supply lines & repair services on key Marine Corps customisations including cost estimates for avionics, equipment installations & Logistics level composite repairs. Increasing proximity Service & support for Marine Corps Air Wings is very important & we have built a solid reputation at “Industry Media Seminars” for presenting benefits of quality repair services costing & supply line tracking work.
We are excited to be considered as an authorised logistics & repair centre for Marine Corps aviation. Having exploded on Marine Corps aviation repair scene recently, we recognise importance of establishing quality relationships during “Industry Media Seminars” to promote our ability to track work orders utilised during Logistics Operations.
We welcome every opportunity to attend “Industry Media Seminars” so equipment supply line work for Marine Corps expands & extends our repair logistics services for multiple Air Wings. When you do Order Entry w/ Equipment Control Tool, process becomes complete solution for Helicopter Mission.
At “Industry Media Seminars” it is key to gauge availability status & what equipment is assign to operations. With all this info at your fingertips, Marine Corps forces can better close deals—leading to increased mission success. Plus, if not enough equipment hand, you can recommend substitutes. You can even display a picture of the equipment item for improved order accuracy.
Engage industry and other partners in delivery of effective/affordable solutions for Marine Corps
Strong relationships with external partners are vital to achieve mission. We are, and will continue to be, focused on developing innovative business relationships with our industry partners. We need to engage more closely with industry providers of support and materiel and Marine Corps components that receive them to anticipate and meet the demands of constantly changing circumstances Marines face. As relationships with our partners deepen, we become more knowledgeable about their strengths, challenges, and priorities so we will make more informed decisions in the building and delivery of the right solutions for Marines.
Increased communication and collaboration sustain industry partners, as well as Marines. We and our partners share many common goals and, even when we do not, there are opportunities for mutually beneficial collaboration. Our providers can best serve us if they have more information about Marine Corps demand signals, just as we can better target providers and contracts when we have information about production costs, schedules, processes, specialisations, and limitations.
We work with industry providers to understand cost drivers, make contract execution easier, and find more efficient and effective production and acquisition methods by establishing routine communication strategy and improve the acceptance and inspection process. We better structure contracts, reduce time to award, engage with industry to address their concerns and leverage their expertise, engage in information sharing, and improve support both before and after contract award. Streamlined contract processes, better communication, and improved relationships and performance with partners and providers are key to success.
Top 10 Aircraft Upgrade/Repair Simulation Targets
Several upgrades to many aircraft operations have been made over many years of service. As these airframes reach the end of their service life, they become increased logistics & maintenance burdens to the fleet.
Specific problems include multiple modifications that negatively affect payload & power capabilities—problems that are magnified by expeditionary missions. Modifications have also caused increased aircrew & maintainer workload.
The following enhancements have been identified as part of upgrade initiatives:
1. Improved mission capability
2. Increased performance & manoeuvre
3. Additional survivability features
4. Reduced pilot workload
5. Potential for growth
6. Operations at greater ranges w/ larger payloads
7. Command, control & communications interoperable
8. Expanded night & reduced visibility operations
9. Improved targeting sensors & weapons
10. Survivability enhancements
Key Testing Requirements Questions for Build Helicopter Builds
Top 10 Performance Logistics Metrics Applied at Upgrade/Repair Site Visit Evaluation of Available Equipment Usage
Key components of any performance logistics programme implementation is establishing sound set of metrics. Since main purpose of programme is ‘buying performance,’ what constitutes performance must be defined in manner where achievement of performance can be tracked, measured, & assessed. Identification of top-level metrics achieves this objective. An effective programme implementation depends on metrics accurately reflecting User Goals established as effective measure of support provider performance.
Linking metrics to existing DoD measures of performance and reporting systems is key consideration. Many existing logistics metrics can be related to top field-level performance outcomes. Although actual performance logistics strategies, as implemented, sometimes delineate metrics at levels lower than top field level-level measures e.g., system availability, it is important initial identification of performance outcomes be consistent with metric areas outlined below:
1. Operational Availability: Percent of time system is available for mission or ability to sustain operations tempo
2. Operational Reliability: Measure of system in meeting mission success objectives such as sortie, tour, launch, destination reached, or other metric specific to service/system
3. Operational Maintainability: Time required to return failed repairable system to service—usually sum of model sets describing diagnosis, repair, inspection, reporting & evacuation
4. Cost/Benefit per Unit Usage: Total operating cost divided by the appropriate unit of measurement for assigned system such as flight hour, launch, transit distance, or other metric specific to service/system
5. Logistics Footprint: Job Site size or ‘presence’ of deployed logistics support required to deploy, sustain/move system such as large equipment caches, labour, & transit assets
6. Logistics Response Time: Period between work order submission & completion to vary with complexity, Job Site size/generation standards
7. Work order plans: Percentage of work orders scheduled in period to be completed/closed & work order backlog track/trend.
8. Automated Supply line Support: Frequent, recurring Job tickets tagging label schemes to indicate instances field-level to derive support value from product
9. Supplier structure quality: New products introduction defined as percentage of new products introduced to field-levels hitting time, volume & quality targets
10. Quick transport functions: Calculate relationship between number of on-time pick-ups to total number of deployments in period must indicate performance & product support service levels
June 2015 DoD Inspector General Report: "Defense Logistics Agency Aviation Retained Excess V-22 Spare Parts
An aircraft is the sum of its parts. That’s why it’s important to approach each part with attention to detail. With a full-service testing center, rapid repairs, stabilised prices and support from receipt to final return, we offer quality service on every platform.
No matter what the service, whether it’s exchange or direct repair, our team offers superior quality and speed. And you won’t find our vast capabilities anywhere else. Whatever your requirements we have you covered.
Dispatchers are actively engaged in working with Navy to convert existing equipment supply contracts into performance-based standards. Dispatchers strive to clearly describe our basic efforts in terms of measured mission service outputs such as "what, when, where, how many & how well" work order tasks are to be assessed.
Top 10 Excluded Work Order Breakdown Structure Elements to Avoid Construction Pitfalls
Sound Work Order Breakdown Structures clearly describes what Site Visit Executive wants to acquire. It has logical structure tailored to specific materiel items. Work Orders can tie the statement of work & system description application entries together. Remember, work order breakdown structure is product oriented. It addresses products required, not functions or costs associated with those products. Here, we expand explanation of what elements are to be excluded from Work Order elements:
1. Do not include elements which are not products. For example, elements like design engineering, requirements assessments, test engineering & direct costs, are not products.
2. Programme phases e. g., design, production, types of funds, or R&D, Test/Evaluation are inappropriate as elements in a work breakdown structure.
3. Rework, retesting & recondition are not separate elements in a work breakdown structure. They should be treated as part of the appropriate work breakdown structure element affected.
4. Non-recurring and recurring classifications are not work breakdown structure elements. Reporting requirements will segregate each element into its recurring and non-recurring parts.
5. Cost saving efforts such as total quality initiatives & potential costs are not part of work breakdown structure. These efforts should be included in the cost of the item they affect, not captured separately.
6. Do not use the structure of the programme office or contractor job site organisation as basis of work breakdown structure.
7. Do not treat costs for Job Site Assessments as separate work breakdown structure elements. They are to be included with associated work breakdown structure elements.
8. Use actual system names and nomenclature. Generic terms are inappropriate in a work breakdown structure. The work breakdown structure elements should clearly indicate the character of the product to avoid confusion.
9. Treat tooling such as test/support equipment as functional costs, not a work breakdown structure element. If tooling cannot be assigned to an identified subsystem or component, it should be included in the cost of integration, assembly, test, and checkout.
10. Include application costs in the cost of the equipment. Application designated to reside on specific equipment must be identified as a subset of that equipment.
Dispatcher Work Order Routing Process details Integration of Supply Line Intersection Demand Tracking Activities
Route Tracker Application Equipment Schedule Report Features Required for End-user Testing
Equipment Spare Parts Repair/Upgrade Tickets: Call Centre Telephone Scripts for Supplier Cost/Price Schedule Determination
We have identified Equipment upgrade/repair simulation process rules defining what information is to be routed and to what installation DoD has tasked for missions. For example, dispatchers can set up rules defining conditions instances work orders must meet before equipment upgrade/repair simulation processes advance automated work order prompts to the next condition tracking activity in the logistics process. Also, rules governing installation receipts of priority approval requests must be based on key commitment criteria.
Dispatchers have promoted use of logistics account flash routing rules for supply lines to split traffic up according to any Equipment Spec required in order to perform the kind of work orders present in upgrade/repair simulation Requests. Scheduling such a routing solution is only way DoD dispatchers can possibly cope w/ administration of multiple applications, per installation instructions.
DoD programmes have begun enacting improvements in mission requirement definition but seem to be only partway toward the route-based concepts assigned by the application design. It is still necessary for dispatchers to do a great deal of work to administer individual logistics devices. Application designers would like to see something that advances at least one more level on the Supply Line.
Dispatchers can set up equipment categorisation series by creating sequentially constrained sourcing subroutines so one logistics process calls another on the supply line. This procedure is especially useful to DoD operations when dispatchers need to reuse spare parts-specific components within other processes.
For example, the initial equipment upgrade/repair simulation process for work orders determines the logistics account flash type of the work order & calls other processes utilised by DoD that are based on account flashes, such as the process to determine the work order type.
Dispatchers can review, approve, or reject work orders. After a work order is created, route tracker applications send logistics account flashes to notify DoD installations responsible for reviewing & approving the work order. When dispatchers approve a work order, the route tracker application then sends an account flash to the next installation on the work order approval route.
During the work order approval process, the route tracker application generates logistics report records for DoD user-based approvals & rejections that have been composed upon comparison to template work orders run with supplier capacity plans.
If work orders are rejected, the route tracker application sends logistics account flash back to the originator of the work order. Reminder Sets provided to DoD divisions trigger Scheduling Workbench upgrade/repair programme functions reviewing account flashes & provide the ability to cross-reference spare parts-specific components.
Dispatchers can also place a work order on hold if installations want to approve or reject the work order at a later time b/c DoD cost & purchase receipt requirements are not satisfactory. Route Tracker Applications do not send any logistics account flashes when work orders are placed on hold.
If dispatchers must reject a work order DoD has proposed after initially approving it, the route tracker application creates logistics report records for the rejection & stores the original approval record for supply line connection review. Supply line report records are used to review spare parts-specific information & schedules about the work orders that dispatchers group into routing specifications.
Dispatchers can review logistics information about the specific DoD mission tasks associated w/ the supply line, resource requirements, and so on. For example, dispatchers can route summary & detail status information for work orders by installation.
Imagine what logistics processes are required DoD force structure scenario containing multiple installation routers & sourcing ticket intersections. Dispatchers should be able to define a single set of rules for permitted traffic, denied traffic, permitted/denied sources & destination.
The Route Tracker Application should be able to parse information into subsets & distribute logistics information to the automated attendant designated by DoD. Dispatchers should not have to examine each sourcing ticket intersection individually.
Routes define the path along which equipment upgrade/repair processes move a work order. Depending on installation logistics requirements submitted by DoD, routes can be relatively simple & sequential, or increasingly complex, with joins or splits, parallel routing, iterative routing, loops and so on.
The route tracker application uses scripted condition evaluations determining the next logistics activity based on information dispatchers set up in spare parts-specific attribute structures, such as work order status & DoD recipient rules determining account flash routing to installations.
As with routes, dispatchers determine the complexity of rules according to the requirements of installations. For example, DoD logistics considerations can set up work orders to progress to the next step only when predefined supply line threshold values have been met.
The sourcing ticket intersections, routers & switches designed for DoD must be viewed as one logistics device. If a single intersection is in a portion of the supply line connection that never sees a given range of traffic, then it doesn't need the applicable rules & dispatchers at centralised Sourcing ticket Station should figure that out & not push the issue as an absolute requirement for upgrade/repair simulations.
Most DoD rules established in the future must be designed to be utilised in determining how equipment upgrade/repair simulations can be depicted in sequence episodes. For example, routers in one spatial domain will never see another supply line connection logistics account flash. It doesn't need to have all the rules about these devices. Here we present Logistics Flow Chart sequence with steps to follow for accurate determination of Sourcing Ticket parameters influencing equipment Upgrade/Repair Simulation outcomes.
Our intention is to present the performance and behavior of dispatchers engaged in the modification of the route tracker application with a view toward obtaining detailed pictures of the representative process of that occurs. While performance was an important part of tactic evaluation, our emphasis in this product demonstration report is mainly focused on examination of process behaviour during dispatch activity.
1) Strive for consistency: Consistent sequences of action should be required in similar operations/elements for achieving similar tasks. Directions must be consistent across prompts, menus & help screens. Consistent commands must be used throughout the system.
2) Enable frequent users to use shortcuts: Advanced users that use the system frequently will want to reduce the steps required to produce results using the system. Shortcuts offered could be function keys & hidden commands to automate certain interactions.
3) Offer informative feedback: There must be feedback for every action by the user, if there is an error this feedback should inform the user of what went wrong and, if possible, why.
4) Design dialogue to yield closure: There must be a clearly identifiable beginning, middle & end to a sequence of actions. The feedback at the completion of a sequence should signal to the user that the task has been accomplished and that they can move on to the next sequence.
5) Offer simple error handling: System must be designed in such a way that it is difficult for a user to make a serious error, but if an error is made then simple process techniques handling the error should be offered.
6) Permit easy reversal of actions: This enables users to experiment and explore unfamiliar options. Attributes of objects indicate how system must be used.
7) Support internal locus of control: Advanced users must be in charge of the system, which must respond to user actions. The system must be designed to make the user the initiator and not a responder.
8) Promote higher function visibility: Users will likely know what sequence to perform next. If the functions are less visible, users might get lost in information overload.
9) Provide Constraint Feedback: System must restrict type of interaction that can take place in a given situation. Users must send information back about what action has been done and what was accomplished.
10) Establish Mapping Techniques: Links between controls and their effects must be incorporated into system, for example, use of the up/down arrows on a keyboard to page up and down on a display.
We describe all possible limiting behaviour principles for contract type “Bucket Brigades” support supply line schedule series by multiple teams of dispatchers routing defined levels of work orders.
The results of this report suggest caution should be taken in interpretation of equipment repair/upgrade simulations at installations under review by dispatch teams. Results also indicate sourcing ticket strategies should be established for partitioning dispatcher tasks into effective teams to establish new supply line connections.
In “Bucket Brigade” contract grouping for every supply line connection team, dispatchers move between schedule series stations in defined sequences where each dispatch team follows simple rules about what sourcing ticket to write next.
Results confirm that dispatcher sequence organisation independent from schedule series station of origin establish stable work order routes automatically. Supply line connection rates converge to maximum possible value over all techniques of organising dispatch teams & schedule series stations utilised in equipment repair/upgrade simulations.
Most DoD installation business processes have special requirements & logistics characteristics derived from the reasons they got tasked for Fleet Maintenance/Modernisation operations in the first place. One example is a Repair Shop utilising Work order Reminder Sets with temporal equipment parts delivery guarantees.
To really make this happen without losing supply line deployment capacity, all kinds of operational factors have to be taken into account, such as estimates for purchase order-taking lead times & delivery constraints to meet localisation parameters for Fleet Equipment Part deployments.
To be sure, some business logistics underlying DoD operations cannot be completely automated because the success of missions relies upon personnel skill sets drivers/limitations, but certainly many parts of the purchase order process could be automated, such as ordering from contract quote interface configurations, automatically triggering the delivery of new supplies to installations in need of equipment spare part components required for Fleet Maintenance/Modernisation operations.
Automated techniques are used to prepare the purchase orders required to move the supply logistics lines forward. Ideally, DoD should be able to introduce as many successful operations/missions as possible with minimal cost to the fiscal constraints present in design of the equipment part supply systems involved. Specific work order instructive infrastructure based on Repair reminder sets can help.
Top 10 Site Visit Executive Applications for Category/Time Bucket Grouping of Service Contract
Why is service contract category administration important? Sometimes procurement is invited late to the table and stakeholders have greater awareness about a product and service than the procurement team. You can gain more credibility by demonstrating the depth of your category-specific knowledge, the supplier business space and the technical specification.
At its most basic level, category buy strategy is about bundling items. Buyers look for items purchased across the enterprise and consolidate disparate agreements into a single contract. Category is essentially any group of similar items DoD wants to buy under a single deal. The central driver behind category strategy is to simplify demand and take a bigger contract to the market.
Diminishing returns from strategic sourcing efforts at DoD for Service Contract Applications have driven an increased focus on category/time bucket grouping in recent years, Site Visit Executive has discovered it is still largely not very well defined discipline within DoD procurement enterprise.
DoD must take positive steps towards creating the right conditions for category/time bucket grouping such as re-aligning Site Visit Executive authorities for procurement team structures and establishing common contract frameworks and standards for category/time bucket grouping.
But DoD has not yet acted on Site Visit Executive directives to institutionalise category/time bucket grouping for service contracts as a core procurement capability to the same extent that strategic sourcing now is in many DoD divisions.
The application of category/time bucket grouping is still highly inconsistent across DoD and depends heavily on the skills and experience of Site Visit Executive to prioritise efforts towards more strategic activities within contract portfolios.
The overall level of resourcing available to contract operations is also a factor at DoD since implementation of advanced priorities for procurement resources promoted by Site Visit Executive has typically not kept pace with drive to influence more and more spend within the organisation.
Conditions at DoD have made necessary renewed Site Visit attention to procurement priorities with some contracting activities delegated.
Despite some changes at DoD, procurement has yet to embed new operating contract models created by Site Visit Executive to ensure consistent and comprehensive category/time bucket grouping in all cases.
Site Visit Executive has promoted advanced approaches to category/time bucket grouping across many contracting areas and it has become evident what is being done in terms of category/time bucket grouping at DoD takes more effort than simply asking ‘what’ does not in itself, offer a complete picture.
In order to really understand why category/time bucket grouping has become such a focus for contracting efforts in recent times, Site Visit Executive has examined objectives DoD has for category establishment as well as the perceived challenges that may prevent achieving objectives.
Site Visit Executive has put together the following recommendations to assist DoD efforts to improve category/time bucket grouping capability for Service Contract Success:
1. Train DoD division skills in strategic planning techniques so Site Visit Executive is empowered to ask questions about contract work efforts to enable elevation of focus and reduce amount of time spent on tactical details.
2. Learn to say no - push back on distractions from DoD stakeholder demands negatively impacting strategy and enable Site Visit Executive attention to tactical and operational day-to-day contracting requirements for category value to the end-users.
3. Ensure DoD category strategy includes considered communications plan to so Site Visit Executive can identify key contract stakeholders motivators and resistance points so communication of content, frequency and channel can adapted for each stakeholder.
4. DoD category strategies to be proactively reviewed by Site Visit Executive to create reminders to check in and adjust according to stakeholder/supplier status updated influences on contracts to validate category strategy continues to be appropriate.
5. Consider co-locating with of DoD teams and stakeholders to provide beneficial insights so category strategy is aligned with contract priorities to assist Site Visit Executive ability to establish success in critical activities such as supplier specification updates.
6. Continue to create awareness at senior levels of DoD about Site Visit Executive ability to create contract value and establish procurement scorecards to include metrics aligned with business drivers such as sustainability, product innovation etc.
7. Build specific communications capability and enable Site Visit Executive to assist DoD in tailoring contract outcomes by engaging stakeholder groups and driving successful behaviour in respect of each category to create focus on specific team competencies.
8. Take advantage of Site Visit Executive assistance to look beyond immediate DoD contracts to understand unique organisational, procurement and category specific requirements for team experience within each category.
9. Establish clear/consistent DoD definition of strategic and non-strategic contracts to enable Site Visit Executive application of well-allocated objective decision criteria, procurement approaches and resources as to risk and business impact to determine where and to what extent to deploy category strategies
10. Invest in comprehensive category frameworks for contracts and category strategy status updates to ensure Site Visit Executive expertise is applied by DoD across the board.
Top 10 Schedule Tech & Dispatch Services provided for Equipment Status Updates
1. Create Sourcing & sustainment logistics to integrate supply lines & update equipment specs supply schedule status
2. Design equipment reset tracking processes in Sourcing simulator to simulate best course of repair/upgrade actions for meeting force structure requirements
3. Capture supply line contract sourcing time phase information to allow for sound sourcing decisions monitor performance of equipment parts utility
4. Execute Supply line sustainability monitoring simulation as single source of parts status updates & scheduling support tool for equipment maintenance/modernisation work orders
5. Optimise levels of repair parts available & automate equipment status updates to predict reset cost/benefit parameters for equipment condition & readiness support
6. Enable mission assessment performance decisions & early warning of equipment problems in need of repair to perform at highest level
7. Establish common operating picture to provide for evaluating baseline decisions using sourcing diagram sequence tech to capture & integrate real-time info w/o losing mission perform indicators
8. Detail part installation frequency upgrade/repair forecast records for equipment quote active status & mobile performance metrics to track availability for surge operations
9 Assess contract quote sustainability reports for equipment repair time & return to operational service schedule to optimise performance
10. Qualify fiscal decision-making w/ quality metrics & justify future operations based on sourcing field design for sequencing supply line capacities to improve upgrade/repair schedules
Excerpt from U.S. Naval Institute Report:
“It’s amazing how uncommon today’s systems are, to the point where if you open the maintenance manuals on two Marine Corps helicopters made by different manufacturers all present at “Industry Media Seminars” in different programmes, they use different words to describe the same systems, so the maintainers have to learn a different vocabulary to move from Aircraft A to Aircraft B. ”We envision a common cockpit, and potentially a common engine, that would be provided as equipment to who wins “Industry Media Seminars” competitions for contract to build the family of helicopters. Such commonality would make it much easier for maintainers to work on multiple type/model/series.
“It is important to communicate during “Industry Media Seminars” that commonality goes all the way back to the point where the maintainers have the same basic trouble-shooting charts, the same basic trouble-shooting procedures, and it is not a strange thing to open up a page in the electronic maintenance manual and read the maintenance manual for Aircraft A as opposed to Aircraft B and find that they are roughly the same, and that it didn’t take a total retrain to use that system"
Today, Marine Corps helicopters are so different that a mechanic on one platform might not even be able to diagnose a problem in another, let alone fix it. The basic system design, the tools, and even the language used at “Industry Media Seminars” to talk about the equipment differ between platforms today.
What we would like to see is commonality – not necessarily identical, a family of helicopters that are enough alike that personnel can move seamlessly from one to the next. Like components may have different “Industry Media Seminar“ partners, but they would perform the same function, and therefore a mechanic would understand how the system behaves even if his background is in another platform within the family.
Marine Corps attack and utility helicopters are a small-scale example of what we hope to accomplish at “Industry Media Seminars“. Even though the frames are different to support different missions, they still have commonality in spare parts, which is a great benefit to shipboard parts storage.
“That might serve as a small model of what we’re describing at “Industry Media Seminars” to a much larger degree.”
Top 10 Substitute Fleet Component Upgrade/Replace Logistics Schedule Strategies
1. Forecast Fleet Component active status to meet mission requirements
2. Create dispatch diagram for sourcing expenditure schedule Risks
3. Formulate maintenance/modernisation process controls for Fleet component schedule
4. Define Fleet Component Capital schedule sequence Policies
5. Establish supply patterns for rotating spare parts equipment assemblies
6. Control Fleet Component inspection periods for assessing equipment condition
7. Document mission schedule counts for determining equipment repair/upgrade processes
8. Realise optimal Contract Quote Expiration Times for equipment parts supply
9. Identify duplicate Fleet Components in Automated Schedule Routing System mission design
10. Monitor design specifications building outcomes for scheduled Adjustments to Fleet Components
The supply route tracking guidebook described in this report is of interest to busy dispatchers charged with assessment of contract quote grouping techniques operating from centralised procurement dispatch hubs charged with improving operational performance measurement systems for critical equipment upgrade/replace schedules.
DoD installations that already employ upgrade/replace work order logistics systems in an acceptable format for evaluation of equipment status will stand to benefit from expansion of new contract quote grouping techniques.
The supply route tracking guidebook provides for step-by-step procurement processes requiring work order schedules detailing contract quote performance-based measurement programmes derived from the compilation of supply route equipment item condition indices.
Applied work order measures include both traditional & non-traditional contract performance indicators addressing upgrade/replace operational issues for surge contingency scenarios in deploying fleet equipment component items through contract quote grouping routing models.
The supply route tracking guidebook provides techniques for implementing or updating route service objectives for critical equipment items subject to upgrade/replace operations. Each step in the supply route tracking guidebook includes a list of work order schedule tasks & describes how to complete business logistics process actions.
Specific examples are provided of different logistics approaches that can be used by DoD in accomplishing contract performance-based goals that meet the requirements of route service tracking between installations for upgrade/replace scenarios.
The supply route tracking guidebook presents categories of contract performance measures to be considered in building business logistics process architecture, considering concrete types of measures that could be utilised in assessing contract quote grouping models for fleet equipment component item deployment practices.
Dispatchers act to maintain critical advances in operational information collection alongside improved procurement techniques for reporting the results of assessing contract performance in executing work order schedule tasks critical to maintaining equipment upgrade/replace support for mobile operations.
In the Guidebook, detailed equipment item upgrade/replace summaries are presented for several contract performance measures following from the dispatch of procurement quotes by installations connecting via work order schedules in the business logistics process space.
To help DoD quickly find contract performance measures appropriate for goals & objectives of installations, supply line capacity constraints & work order schedule task selection menus guide dispatchers through a series of questions that lead to specific operation-directed conclusions for equipment upgrade/replace operations.
Guidebook techniques utilising contract quote grouping models for supply route tracker techniques provide core sets of suggested contract performance measures & metrics requirements critical for equipment upgrade/replace operational logistics, offering potential applications of the guidebook.
Top 10 Weapons Systems Portfolio Supplier Component Activities Ensure Productive Services Acquired
Site Visit Executive chairs focus groups to define common processes for DoD Service Logistics metrics to be utilised for assess status update trends in the acquisition of services and provides portfolio oversight of Equipment Service Life Sustain process by establishing strategic execution of programme domains to improve planning so greater efficiencies and cost reduction is achieved, most importantly ensuring processes are in place to monitor post-contract service provider performance.
1. Assess supplier status updates to identify product support providers within the marketplace for specific services
2. Identify potential contract consolidation supplier candidates to ensure compliance with category groups
3. Demonstrate supplier competencies, performance, and cost competitiveness.
4. Maximise participation at all supplier levels to expand competitive base of service providers
5. Use controls and supplier review systems to establish situational awareness of services acquisitions
6. Ensure services acquisitions use performance-based supplier requirements to maximum extent practicable
7. Include identifiable and measurable cost/schedule & supplier performance outcomes consider quality and delivery
8. Enhance supplier services acquisition planning and coordination by using multi-functional review teams
9. Accomplish supplier reviews to collect information and maximise reliance on available marketplace
10. Realise benefits from supplier capabilities, tech & competitive forces to meet mission requirements
Top 10 Work Order Breakdown Assists in Structure Determination During Life of Programme
Work Order Breakdown Structure provides basis for communication in all phases of acquisition process. Serves as common link unifies planning, scheduling, cost estimating, budgeting, contracting, configuration control & performance reporting disciplines. Consistent communications permits DoD to evaluate progress in terms of contract performance.
1. Separates materiel item into its component parts
2. Makes connections between parts clear
3. Coordinates tasks to be completed, both to each other and to end product
4. Impacts planning and assignment of technical responsibilities
5. Ensures contractors are not constrained in meeting item requirements
6. Assists in establishing success of engineering efforts
7. Provides for estimates of resource allocations
8. Serves to assess accuracy of cost estimate functions
9. Establishes accounting process for expenditures
10. Creates mechanisms for tracking status of technical performance
Top 10 Work Order Routing Logistics Flow Chart Steps for Substitute equipment component Demand Mission Cost Scenarios
Most DoD rules established in the future must be designed to be utilised in determining how equipment upgrade/repair simulations can be depicted in sequence episodes. For example, routers in one spatial domain will never see another supply line connection logistics account flash. It doesn't need to have all the rules about these devices. Here we present Logistics Flow Chart sequence with steps to follow for accurate determination of Sourcing Ticket parameters influencing equipment Upgrade/Repair Simulation outcomes.
1. Make Demand Scenario Assumptions:
Include future spare parts query sourcing simulations to meet spatial deployment requirements. Aggregate logistics plan for DoD to include accurate demand forecast, reliable schedules & cost trade-offs between product & upgrade/repair simulation location. Evaluate Constant/Linear/Incremental discount quote schemes for sourcing models.
2. Derive Mission Requirement Levels:
Build upgrade/repair simulation in group of demand scenarios, using either physical or fiscal activity levels of spare parts. Schedule equipment location addition to DoD register logistics record, group supply routes together & dispatch as user kits to create contract quotes w/automatic configuration & return work orders for service calls.
3. Prepare Upgrade/Repair Simulations:
Establish current & future equipment parts deployment levels, relating each activity to demand scenarios. Assign Work order Tasks based on logistics unit required as input for another DoD activity level, ie, contract structure needs require definition before supply sections detailed.
4. Allocate Equipment Parts Query Sourcing Requirements:
Set levels required for upgrade/repair simulation as function of each demand scenario group. Track quotes by applying logistics metrics submitted by DoD & actual expenditure. Measure timeliness & quality of operational activities & performance levels so direct users are targeted.
5. Create Substitute Equipment Parts Component Schedule:
Take account of demand rates & valuation of upgrade/repair simulation outcomes. Apply logistics metrics tracking DoD outcomes meeting cost reduction & supplier quality vs. internal function & process with tools detailing contract groups & work orders. Evaluate Procurement Pipelines w/ high product mix & variable demand so source select not as difficult to determine.
6. Determine equipment parts for each demand Scenario:
Make sure requirements are utilised in upgrade/repair simulations for substitute components in each demand scenario. Make sure contract creation & supply route reservation record match up with DoD logistics requirements configuration schedule to return work orders for service reviews.
7. Obtain Total Primary Mission Active Status Range Levels:
Check properties of Condition Metrics for each upgrade/repair simulation influencing direction of equipment Mechanics within DoD logistics divisions when Quote Schedules change. Ensure Installation Supply Route Demand is based on Performance Levels.
8. Identify Supply Line Demand Capacity:
Allow for determination of each spare parts query sourcing requirement in upgrade/repair simulation. Select equipment logistics modes influencing supplier capacity/constraints & provide basis for planning DoD process flow in procure pipeline, delivery & dispatch schedule frequency.
9. Compare Supply Line Capacity w/ Active Equipment Levels:
Utilise Status results for each upgrade/repair simulation. Ensure procure threshold level value is set for DoD to include direct Supply Route service collection along with requests for equipment Quote logistics process mechanisms.
10. Change Sourcing Quote Pattern of Substitute Components:
Examine levels for upgrade/repair simulation to alter quote values, revising rate of demand scenario. Compare Substitute supply Route equipment deployment scenarios to uncover patterns in DoD logistics division participation numbers, procure parameters & quote projections.
TOP 10 INSTALLATION USER-BASED EQUIPMENT MAINTENANCE/LOGISTICS TASK WORK ORDERS
Our unit of Officer Candidates requires strong authority comparable to that of competitors to construct virtual Navy helicopter/other maintenance & modernisation training centre models with associated equipment upgrade spec designs & Regional Communication Station [RCS] for spare parts dispatch interaction with first/second/subsequent tier suppliers. The Navy helicopter/other services will provide a modernised technical training space to support repair/renewal communications routing & mechanical staff to evaluate the accuracy of work order schedule quotes in the administration of multiple full-size Navy helicopter mock-ups.
The maintenance/modernisation work order quote scheduling centre plans have been constructed to provide equipment status report design spaces integrated with routing of assigned work orders & administration support space for the design of template mechanisms to be applied towards Navy-wide advances in procurement activities & policy. Maintenance/upgrade training areas will be established for parts supplier interactions, storage space, avionics, airframe, wire repair, hydraulic/mechanical rooms, tool room & composite repair space to meet technical requirements. Additionally, High bay, clear span hangar area/access aprons for Navy helicopter predictive/preventive maintenance training technology will be integrated with the training models.
The Regional Communication Station [RCS] operational design will provide telephone/supplier account dispatch switchgear conference call space, administrative equipment status report spaces for work order routing, secure vault, electronic repair space, battery storage room, training space for interactive conference call communications with equipment parts suppliers & mechanical test/evaluation spaces for mechanics to perform scheduled template work orders according to equipment spec design requirements.
The authoritative orders also contains several planned design modifications for administrative advances in determining procurement capacity models to be applied at comparable maintenance/modernisation installations, which if exercised would increase promotion measures for our Officer Candidates. Work will be performed in locations TBD & is expected to be completed in a timely manner. Construction/work order authorities are being obligated on this award and will not expire anytime soon.
We recommend DoD conduct site visits of Fleet Equipment Upgrade/Repair Sites on regular basis to determine patterns of replacement part sourcing techniques in conference call connections with suppliers.
Original supplier sources are often utilised more frequently at Upgrade/Repair sites because sometimes equipment parts from other sources do not fit as well into standardised policies/procedures.
The key factor upgrade/repair administrators cited in our Job Site Visits was availability of replacement equipment parts.
Original Supplier Sources for equipment parts are usually more expensive & mission requirements are another major influence on how upgrade/repair sites establish policy/procedures for Jobs in Work Orders.
Mission requirements decision makes often impose budget restrictions influencing determination of best suppliers to source from for equipment upgrade/repair jobs.
Key objectives for our site visit included establishing how upgrade/repair administrators addressed: 1) Availability of Parts, 2) Parts Prices, 3) Mission Requirements Policy for Parts Sourcing, 4) cost/time to repair or replace equipment, 5) Parts delivery Schedules.
During our site visits, equipment upgrade/repair officials were required to submit responses to Top 50 Equipment Parts Sourcing Questions:
1. Where are you most likely to obtain best price/delivery schedule for replacement parts?
2. Do you keep records of supplier sources for different types of replacement parts?
3. Can you state usual steps you take when replacement parts are required?
4. Do you have standard supplier sources to access certain parts price/delivery schedules?
5. Do you verify if price/delivery schedule are optimised for meeting mission requirements?
6. How do mission requirements teams influence your source selection techniques?
7. If parts are available but also more expensive, do you explore other sourcing options?
8. Do mission requirements teams ever question your price/delivery schedule selection?
9. To expedite upgrade/repair time, do mission requirements teams exert pressure?
10. Does your operation regularly examine specific specs documentation for parts?
11. Do mission requirements teams ever require presence of essential specs?
12. Have you ever been approached with good offers from similar suppliers?
13. What criteria do you use to determine if equipment will be repaired or replaced?
14. Do you estimate percentage of parts obtained from multiple supplier sources?
15. Do you usually contact only current suppliers for information on specs?
16. Do you seek compatible specs from other suppliers when current deal is suboptimal?
17. How do you determine when to use existing parts as opposed to new replacement?
18. Do you find variation in price/availability of parts from different suppliers?
19. How do you assess possible different candidates for sourcing from different suppliers?
20. Are mission requirement teams actively involved in determining utility of existing parts?
21. Can you specifically describe mission requirement team how/when source parts?
22. Do mission requirement teams specify type of parts supplier to use?
23. If mission requirement teams specify type of parts supplier, is price factor?
24. How often do mission requirement teams change policy on supplier type replace specs?
25. Do mission requirement teams usually accept/reject decisions to utilise used parts?
26. Do mission requirement teams usually put ceiling on replacement parts price?
27. If ceilings are put on replacement parts prices, does this affect your choice of suppliers?
28. Over time, have you noticed any changes in mission requirement teams price ceilings?
29. Does degree of mission requirements team participation change with specs standards?
30. Do you directly select equipment parts from supplier catalogs or is it predetermined?
31. Do you document geographic location of supplier source for replacement parts?
32. Do you look for compatible parts from other suppliers when originals not available?
33. Have you determined percentage cost benefit realised with using replacement parts?
34. Do you have predetermined list of preferred supplier sources for used parts?
35. Do you maintain adequate records of preferred supplier sources for used parts?
36. Over time, have you noticed differences between supplier sources based on specs?
37. Do you document if price/delivery schedule are difference between sources?
38. Do mission requirements teams ever question your price/delivery schedules?
39. If mission requirement teams specify type of parts supplier, are they aware of schedule?
40. Do you usually contact only current suppliers for information on price/delivery schedule?
41. How do you assess potential difference in schedule for sourcing from different suppliers?
42. Do mission requirements teams create constraints on choosing type of supplier source?
43. Do mission requirements teams ever question your price/delivery schedule selection?
44. Do you usually contact only current suppliers for information on price/delivery schedule?
45. Does your operation regularly examine specific price/delivery schedule for parts?
46. How often do mission requirement teams change specific price/delivery schedule policy?
47. Do mission requirements teams ever exert pressure to influence price/delivery schedule?
48. Have you ever been approached with similar price/delivery schedule offers?
49. Do you find variation in price/delivery schedule of parts from different suppliers?
50. Can you state usual steps you take when price/delivery schedule of suppliers is determined?
Top 10 Supply Line Logistics Principles & Considerations for Executing Complex Field-Level Missions
Site Visit Executive has submitted lots of written Principles of Supply Line Logistics to include detailed universal constants applicable to all aspects of logistics including responsiveness, simplicity, flexibility, economy, attainability, sustainability & survivability. In addition to these principles, many other logistics considerations exist to keep Site Visit Executive in Business so installations of any size can use supply line routing application to apply smart techniques to deal with disparate situational connections realised when addressing supplier group contacts. These considerations will not always dictate a specific course of action, but will assist Site Visit Executive in maximising effectiveness & efficiency of logistics operations if used smartly. Here we present the following Supply Line Logistics considerations:
1. Integrated Forward Focus of Supply Lines
Missions cannot be conducted successfully without adequate logistics support—will never be effective if supply line connections are planned/executed without detailed coordination of functions it supports. Although requirements for integration are obvious, DoD teams are currently organised on a functional basis that inhibits this coordination. Oversight provided by Site Visit Executive is required to ensure essential functional integration occurs to produce well-considered plans for executing critical field-level missions.
The focus of logistics support is projected to theater and forward operational points, and from higher levels of support to lower levels. Continuous resupply systems must take form of either automatic or requisitioning replenishment. Site Visit Executive must design balance of push/pull replenishment to support operations, relieving dispatcher teams from logistics support of details without impairing dispatch control of basic logistics support capabilities. The replenishment system must effectively use available transit of supplies to maximise throughput & minimise expenditure of resources in the pipeline.
2. Supply Line Routing Constraints
Logistics resources are usually constrained so Site Visit Executive must be disciplined to accommodate these constraints. At the strategic level, limitations are usually either fiscal constraints or the unavailability of materiel & skilled installation resources. Long lead times for mobilisation & deployment can also affect the strategic concentration of forces and supplies within theater.
At the operational and tactical levels, common limitations are attributed to inadequate transit means/capacities as well as insufficient quantities of certain munitions, equipment, and critical spare parts. Lack of trained logistics dispatchers can lead to failures in planning for adequate or interoperable command, control, communications & information systems meeting routing demands designed by Site Visit Executive.
3. Supply Line Materiel Common Standards:
Site Visit Executive has extensively promoted Standardisation in commonality of equipment and uniformity of procedures designed to make complex tasks easier to execute in a timely manner. Commonality of equipment reduces the number of different upgrade/repair procedures involved and reduces the amount and type of support equipment complexity. Standardisation promotes economy by reducing unnecessary expenditures. It also promotes productivity, flexibility & system reliability.
Performance Standards determine mission effectiveness and consist of statement executed by Site Visit Executive identifying expected proficiency levels providing minimum acceptable parameters, specified for supply line connections in terms of completeness, accuracy, time required and event sequence. Standards for collective events describe desired end-state and purpose of event to be objective, quantifiable & readily observed.
4. Centralisation of Supply Line Dispatch
Centralised control and decentralised execution are ideals sought in logistics support operations. If achieved, support will be responsive, economical, and flexible. Site Visit Executive has determined good balance between centralisation and decentralisation of logistics operation functions is usually difficult to achieve. Control may suffer because it is fragmented, or support may fall short because services and materiel are too concentrated. Consequently, Visiting Executive must use judgment and experience to achieve optimal mix of centralised control and decentralised execution based on specific circumstances popping up in fluid mission tasks.
Centralised control is most effective at the strategic levels, drawing on existing support infrastructure, established procedures established by Site Visit Executive & stability of missions in theatre. The degree of centralisation varies at the operational level since forces can be fragmented, sometimes over great distances, and operations often take place under problematic expeditionary conditions. At the tactical level, the degree of centralisation is determined by mission/concept of operations-- factors that often override purely logistical considerations.
5. Supply Line Expenditure & Consumption
Site Visit Executive must distinguish between consumption and expenditure in order to enhance both responsiveness and economy in designing requirements for supply line logistics support operations. Expenditure will always be greater than consumption because expenditure represents the sum of consumption, pipeline quantities, stocks & losses from unsuccessful missions.
When determining requirements, reported results of missions in theatre must distinguish between consumption and expenditure. Site Visit Executive has submitted requirements based on anticipated consumption/expenditure rates, striving to identify consumption rates accurately & constantly refining expenditure rates. Usage factors require careful, constant reevaluation to ensure that they are based on current/accurate information.
6. Supply Line Support Resource Levels
Logistics plans must establish more than one option to provide support using equivalent means to include substitute modes of transit, sourcing supplies from different locations, or reassigning support tasks between different organisations. Certain degrees of planned redundant equipment work order tags are required but does not imply intentionally oversupplying or apportioning and allocating an excessive reserve. Site Visit Executive has designed several options essential to flexible support when fixed resources are apportioned or allocated for support of unique operations.
Preplanned resource levels provide for provision or positioning of resources to ensure uninterrupted logistics support. Setting supply levels can result in variation of support capabilities available in a given location at a specified time. Site Visit Executive has created planning techniques to be considered when developing task-organised elements to accomplish specific functions considering the phasing of logistics support phases for time/location of supply provision to maximise operational effectiveness of logistics actions. If properly used, setting resource levels contributes to the responsiveness, economy, and flexibility of logistics support operations.
7. Supply Line Logistics Materiel Reserve Cache
Logistics can be a pacing factor at the operational level of critical missions. While the adequacy of logistics to sustain operations governs the rate at which critical mission campaigns can proceed, the presence of reserve capabilities can assist Site Visit Executive in determining if supply line connection opportunities are exploited or instead missed. Just as strategic and operational reserves are necessary to exploit tactical or operational success or to respond to new contingencies, materiel supply must be coordinated to ensure right levels of reserve logistics resources are established by Site Visit Executive at strategic, operational, and tactical levels.
Logistics reserves are established for possible consumption by supported forces, but intent of operational plans designed by Site Visit Executive is not solely to cover pipeline expenditures of supporting forces. It is important to note that building logistics reserves must not take priority over satisfaction of imminent or immediate support requirements.
8. Work Order Tags for Supply Line Dispatch Support
Redundancy is the duplication of systems, units, or functions that provides alternate means of support if there is an interruption, failure, or loss of capability. Site Visit Executive has challenged existing concepts promoting notion that design of redundant capabilities constitutes contradiction of economies. But properly planned redundant work order tags have great potential provide assurance of continued support & contribute to enhanced responsiveness. Although redundancy does in fact improve flexibility and survivability of field-level units, redundancy of systems, units, or functions should be limited to only what is essential to accomplish the mission.
9. Conservation of Supply Line Connections
Conservation of misused materiel serves as one of the most important components of economy. Because limits always exist on available supplies/services, Site Visit Executive must continuously practice and enforce conservation to improve overall flexibility so resources are available elsewhere or at a later time. Means of conservation can include local rebuilding of spares when authorised.
Smart use of resources promotes economy by avoiding excess and entails providing just enough materiel or services to accomplish the mission. Site Visit Executive actions are designed to provide for field-level requirements, but not every submitted request. Better use of resources will not eliminate supply line or service constraints, but it will reduce it to absolute essentials. Smart use of resources is encouraged even when field units are satisfied with level of support provided. Wide swings between misuse of excess & inadequate support jeopardise mission accomplishment.
10. Control of Supply Pipeline Routing Levels
Site Visit Executive has always maintained promotion of mandates for proper authorisation of form, fit & function metrics used for determination of materiel levels passing through processing points within a specified period of time. New techniques for Pipeline Flow design must be essential function of modern DoD supply systems so mission requirements are met when materiel and services flow from the supporting units to the supported units. Good flow cannot begin until requirements are identified and supplies/services procured. Until flow of materiel begins, field units must function with sustainment resources provided upon initial deployment. As procurement actions are accomplished, goods and services begin move through pipeline, eventually reaching state matching expenditures.
Site Visit Executive has determined as result of extensive reviews of DoD field unit mission requirements many instances where throughput is affected by lead time period between requesting and receiving the supplies or services identified as essential to mission support. Sometimes the flow of the throughput system is interrupted and lead times must be gauged to anticipate such delays. Accompanying supplies and services must be adequately sized and timing of requisitions anticipated so that capabilities overlap or at least cover requirements throughout the lead time.
Control of materiel supply pipeline throughput flow process is the single most important and demanding task for supporting forces. Supporting forces must be able to plan for and participate in integration of requirements and capabilities so flow of supplies and services can be adjusted/expedited as required by mission. Site Visit Executive has promoted extensive control measures to ensure an allowance for measured buildup of supplies and services at key installation points so diversion to field units with higher priorities in executing most critical in-theatre objectives can be realised in all Future Missions of the Force.