Currently, Navy lacks single Officer in charge of innovative acquisition initiatives to provide authoritative materiel upgrade/support visibility information on performance capabilities of existing and future equipment assets and --incremental-- cost/benefit trade-offs of service life extensions to Navy mission success & operational field-level demand implications of using existing asset in new scenarios or adding acquisition process requirements to future assets GAO found no single office or individual at the military departments was responsible for leading or coordinating efforts between the various functional areas to develop a plan to use the services contract inventory to inform management decisions. As a result GAO recommended that the secretaries of the military departments identify accountable officials to do so. As of January 2018, the Army and Navy still had not named accountable officials responsible for developing plans and enforcement mechanisms to use the inventory for workforce and budget decisions, according to officials at those departments. Navy officials said they have not reached agreement on the appropriate managerial level of an accountable official. GAO continues to believe this recommendation is valid and should be fully implemented. ... Although program offices generally kept track of their future service contract needs and estimated costs for 5 years out, they were not required to identify planned service contract spending beyond the budget year. GAO recommended that the military departments revise their programming guidance to collect information on how contracted services will be used to meet requirements beyond the budget year. DOD partially concurred with GAO recommendation, but noted that the volatility of requirements and each budget cycle constrain the department’s ability to accurately quantify service contract requirements beyond the budget year. GAO agreed that requirements and budgets change over time, but GAO work showed that the needed data already exists and is not captured in such a way to inform senior leadership on future service contract spending ... GAO recommended DoD reassess the roles, responsibilities, authorities, and organizational placement of key leadership positions to help foster strategic decision-making and improvements in the acquisition of services. DoD has established a reform leader for service contracts and category management—an approach intended to manage entire categories of spending across government for commonly purchased goods and services—and established related reform teams to help ensure department-wide efficiency in contract spending
Top 10 Questions to ask about Administrative Equipment Programme Structure
So how does one determine how to best structure for aircraft programmes? Whether you are Site Visit Executive, chief engineer, contracting officer, or in product support, you have to start in the same place. You begin with Deep Dives into requirements and operational solutions for the product you intend to acquire. Key to your Job is determining optimal programme structure/function so high performance is realised in acquiring specific product. The nature of product administrative process requirements must be most significant determinant of programme structure.
1. What advances in maturity state of product technology are possible and how much risk is involved?
2. In addition to the technology that is included, how complicated/similar is design to other products you have experience with?
3. How difficult are the integration aspects of building the product?
4. How urgently is the product needed for field-level operations?
5. How prepared are suppliers to design and build the product?
6. How much uncertainty is there about the proper balance of cost and capability?
7. What are field-level unit priorities for performance?
8. What resource constraints i.e., fiscal, supplier competition/expertise, time, will affect programme risk?
9. Is cost or schedule most important and what are the best ways to control them on this programme?
10. What is the right balance of risk and incentives to provide suppliers with so results field-level units requirements are met?
Site Visit Executive has responsibility to set up Logistics programme case studies setting out acceptable ranges of weapon system performance objectives. Corresponding product support capacity required to meet that level of performance was examined at kickoff sessions where objectives, timeline & skills set composition for strategy implementation were outlined.
Site Visit Executive sponsors Product Support Activities case study to delineate any limitations, constraints or boundary conditions so obstacles to executing coordinated field-level operations are reflected.
Site Visit Executive efforts to administer Logistics Programme generally focus on establishing limited sets of outcome metrics based on performance — such as weapons system availability, mission reliability, extent of logistics footprint, and/or overall system readiness levels.
Site Visit Executive must design smart approach/activity so configuration control will be maintained. Specific factors lined up with Logistics programme activities include design rights, design responsibility, support concept, associated cost/benefit determination and risk mitigation.
Site Visit Executive must determine equipment upgrade/repair requirements by agents in the Field & subsequent procurement actions to be carried out is the adaptability of equipment to increase mission success rates.
Site Visit Executive decisions must include fiscal factors, form, fit or function of the equipment purchase & utilisation in the Field. Key questions to ask during initial assessment process include:
1) Future Proofing: Will equipment require replacement in Field if suppliers are no longer able to provide items critical to mission success, for example, spare parts required for upgrade/replace simulations?
2) Condition State: Will equipment serve any change in upgrade/repair service condition?
3) Compatibility: Will equipment be compatible & integrate quickly with existing products or what is to be purchased at later dates?
4) Appropriateness: Is equipment fit for purpose—able to carry out mission tasks intended at inception of requirements process?
5) Accessibility: Does mission layout in field for which equipment is purchased allow for equipment to be charged quickly/easily?
6) Accuracy: Can equipment be deployed in the right place at the right time?
7) Value for Money: What is the expected service life of equipment? Will this meet requirements of future missions?
8) Servicing: Will equipment require routine servicing? What is the cost of servicing & support qualifications required for action?
9) Training: Will equipment operators in field require additional training for use at right location? Will supplier provide initial training if specs are new to mission?
10) Funding: Has funding allocated for equipment requirements included costs of purchasing & subsequent training?
Top 10 Format Questions Set Out Process Steps for Meeting Product Support Team Project Schedule/Budget Goals
If you’re having a hard time deciding what steps in a process will work for you, work your way through these questions and scenarios:
1. What are intended goals/outcome of your project, and how will you and your client determine if the project is successful in generating satisfactory returns?
2. Is it product you’ll create for your client? An experience? A specific deliverable?
3. Who will participate in the project based on your goals and do they have requisite skill sets to produce results?
4. How are the teams you’d like to assign to the project structured to work?
5. Does the Client Subscribe to good way of working and certified to established business practices?
6. Are you aware of how client budgets are in play and how will fiscal constraints impact your team?
7. Are there any outside factors you need to take into account when planning like dependencies, project or client values, etc.?
8. What is already working for your team? What is working for your clients? Also, what isn’t working?
9. Is there technology involved? If yes, what is the technology? Does your client employ anyone with tech expertise?
10. What is the timeline for the project, and will your client require your services after your work is complete?
Top 10 Core SES Functions for Equipment Supply, Support & Sustainment
1. Responsible for executive administration of Equipment Supply Exchange Programme: delegated final authority in approval of policy & resources for programme implementation.
2. Consults with programme budget sponsor officials, creates funding plans which provide for & constant programme supplier connection operation
3. Updates long range business operations strategic programme plan for support expansion & programme progress in keeping with the Logistics Guidelines
4. Serves as repair/upgrade site visit meetings: Reviews and authorises contracts for supplies & services required for equipment, parts & operation of equipment programme
5. Reviews & approves recommended product support policies & procedures for the programme-- Coordinates major programme changes with supplier/installation connection.
6. Monitors Equipment Specs exchange programmes with a view of consolidating tech equipment upgrade simulator for cost effectiveness where there are overlapping functions
7. Charters advisory groups & committees to recommend equipment sustainment policies & procedures enable smart discharge & provides summary report of programme status, utilisation, accomplishments & planned future direction to boss.
8. Maintains supply line communication continuity during the transition of the programme installation executive transitions & represent reviews & interfaces with installations & supply organisations
9. Provides periodic programme status reports for Help Desk, Training, Workshops & Clinics for Product Information & Reliability types, systems upgrades, communication links & participant retrieval status
10. Coordinates recommended changes to policies procedures for user surveys to obtain supplier/installations viewpoints & information/technique opportunities to ensure maximum utilisation of the programme
Equipment Supply Work Order Solicitation Personnel Skills/Qualities: Define Minimum Participation Requirements
We are seeking talented candidate for “Industry Media Seminars” presentation and media communications position to assist with soliciting orders for product equipment support/services by identifying supplier prospects; meeting with field-level installation customers during “Industry Media Seminars“; persuade installations to identify smart equipment repair/upgrade services.
Our Media/Presentation success is dependent on a core set of professional qualities including: Results Driven Persistence, Smart use of time during selection of requirements “Industry Media Seminars“, Supplier Prospecting Skills, Motivation for mastering product specs, Handles Customer/Supplier Inquiry, Equipment Product Knowledge of Supply, ability to meet ambitious customer participation quota goals
“Industry Media Seminars” Director Candidate Objectives
Coordinates Media relations with prospective suppliers by presenting objectives/technologies at “Industry Media Seminars.”
Use Media platform to influence installations attending “Industry Media Seminars” to contract for equipment services & merchandise
Follow sample outline of prepared Media specs pitch to present service & product support information during “Industry Media Seminars”
Secure orders during “Industry Media Seminars” for filling mission gaps & meet Media participation success quota goals.
Keeps mission operational by following media instructions detailing at “Industry Media Seminars” established customer service requirements
Maintain Media communications for orders complying with “Industry Media Seminars” requirements
Streamline media presentation techniques by communication policies & reporting on needed changes in operations at “Industry Media Seminars.”
1. Do you need to perform work on key supplies or item of equipment? Will it address an important or new operational problem or improve existing services?
2. Is it vital, essential or not so essential for eventual mission in field? Can potential of equipment be justified?
3. Is it new asset or replacing existing equipment? Has your existing equipment reached the end of its useful technical life? Is it no longer economical to repair?
4. Is supplier no longer producing spare parts, consumables & accessories? Are more effective or cost-effective supplier models available?
5. What level of quality best meets mission requirements? How often will the item be used & how long is it expected to last?
6. Are you buying high-performance supplies & equipment available? Are they of adequate quality & obtainable at good price?
7. Would it be more cost-effective to spend more on a higher quality item? Is it difficult to identify other suppliers?
8. Are the supplies or equipment appropriate for the type of services your site provides? Are your technical skills suitable for existing work space conditions?
9. Will the supplies or equipment be compatible with your existing equipment for use? Will the item be familiar & acceptable to your upgrade/repair technicians?
10. Will you be able to obtain spare parts, consumables & accessories? Is the equipment supplied with necessary operations & service manuals? What training & technical support will be provided?
Download Top 10 Responses to Criticism of SES for Logistics/Repair Job Performance: Equipment Parts Procurement Issues
Top 10 Services Provided by Equipment Upgrade/Repair Site Visit Executive Team
1. Work Order Multi-tasking can be a good thing. Time is money. Connect. Work Together. Talk. Create. We will track all your Work Orders for you. Use our dispatch Work Order platform to build & maintain your contacts.
2. Seamless team Work Order dispatch is our expertise. Let us Engage your contractors. Look no further. We’ll help you find contractors for your Work Orders. Nobody likes being left out of Work Order groups. But sometimes it’s necessary to restrict access to some groups.
3. Tired of paper documents, faxes & dated filing systems for your Work Orders? We feel your pain. Make your Work Order connections meaningful. Communication is key. Quote Contracts. Collaborate. Build. The ease of knowing all your Work Orders are in one place. We’ve got your back and your files.
4. Construction of Work Orders shouldn’t be headaches. They should be clearly communicated. Give everyone access, but only show them what you want. Generate Work Order Flow Charts for your team with Seamless dispatch services. We’ll keep everyone up to date on Work Orders. No excuses.
5. Let the contractors know exactly what you want for Quote Dispatch. Avoid Work Order miscommunication. Toss away your pencil & paper. We organise your Work Order submittals for you. It’s easier with Our Routing Application. Logs keep your Work Order Processes transparent.
6. Communicate quickly with your Work Order Architects. Share blueprints & drawings. Work Order Productivity is key. Get everyone on the same page. Sharing is sublime. Now share your Work Order Status securely with us
7. Integrate contract quotes & Work Orders w/ Real time visibility over your budget. Easy to setup Work Orders & stay organised. Build a budget that works for you. Easy to keep track of your Work Orders & Stay in control of your budget. No more miscommunication.
8. A Complete Work Order picture is worth a thousand words. Contract quote schedules are always in flux. Keep up with the changes. You can still use your current Work Order schedules. We facilitate updates. Stay on top of your Work Order team goals. Allocate, dispatch and Monitor Progress.
9. What’s worse than finding a Work Order problem? Not fixing it. Stay on Track. Just finished a Work Order construction meeting and need to get information out quickly? Routing status updates is Key to Success. Don’t worry if you can’t keep track of all your Work Orders. We’ll do it for you.
10. Set tasks for your Work order construction teams. Dispatch requirements to finish To-Do Lists. Toss your paper time cards in the trash. Request for Work Order Information receipt made easy. Work Order project schedules are always in flux. Keep up with the contract Quote changes.
Top 10 Survey Questions Provide Evidence of Procurement Application Utilised for DoD Interactions with Contractors
We based our structured interviews with DoD and contractors demonstrate working experience with procurement applications for weapons system programmes on an extensive questionnaire. The overarching themes investigated by the questionnaire are summarised here:
1. Is there evidence using application has shortened procurement process and produced efficiencies in DoD interactions with contractors?
2. Is there evidence cost of major DoD weapon systems or items have been reduced through advances in procurement applications?
3. Is there evidence DoD use of application increased contractor incentives to focus on cost reduction during design phase?
4. Is there evidence DoD procurement workload has been reduced through the use of application?
5. Is there evidence that additional competitors at prime, subcontractor, or supplier levels interacted with DoD as direct result of application?
6. Can contractor participation in DoD contests facilitated by application be linked to lower prices paid and/or better products acquired?
7. Are there specific examples of innovative tech incorporation to improve product capabilities for DoD because of application?
8. How are cost/benefits to DoD operations estimated and application processes evaluated?
9. Is there evidence procurement application has reduced contractor overhead rates or charges to DoD?
10. What are lessons learned by DoD for future applications driving advances in procurement process for weapons systems?
Justification for Dispatcher use of Route Tracker Applications detailing DoD Structured Spare Parts Fleet Upgrade/Replacement Services:
The primary mission of dispatchers is to create sourcing tickets for distribution of Fleet Spare Parts according to Cost/Schedule quote status & location at installations that adopt standardised common maintenance work order procedures & invest in part supply line connections by participating in dispatcher-designed Upgrade/replacement Specs Overflow Centres. Route Tracker Applications enhance access to service route repair Reminder Sets by providing Account Flashes for the fiscal & material force structure requirements of installations in addressing surge contingency scenarios.
Establishing Supply Line connections for installations utilising Route Tracker Applications is in full design expansion, even while it is still far from replacing traditional legacy systems as the major source of Fleet Spare parts deployment. Route Tracker Applications offer great opportunities for multiple installations, in particular for locations that are not immediately adjacent to an existing presence of Common Work Orders for Maintenance Upgrade/Replacement operations.
DoD policy makers are often resistant to adoption of Route Tracker Applications due to a lack of familiarity with the design techniques developed for Parts Supply Line sectors, which carries certain risks. Some installations support the expansion of programmes detailing the strength of supply line conference call connections in the sector, but often have difficulty finding sustainable models for time-related fleet condition & performance-based evaluation of Work Order route traffic splits.
Top 10 Initial Questions for Performance Based Logistics Cost, Readiness and other Factors
1. How many systems, subsystems, or components under consideration are in system e.g., engines inducted per year?
2. What will it cost to field new infrastructure or modify current infrastructure? How much does the system cost specifically the replacement cost of the system or subsystem?
3. Is number of potential product support providers sufficient to serve as a competitive market, can you internal competitive pressure in a limited or sole-source situation?
4. Have part demand and/or labour hour requirements achieved level of predictability post-fielding that support consistency in market of potential product support providers?
5. Are there common subsystems or components among platforms so negotiate leverage to offer suppliers opportunity to benefit from scale economies?
6. Are there opportunities to lower sustainment cost to achieve required operational performance?
7. Is system availability or derivative requirement for subsystem/component consistently below or projected to be below required threshold?
8. How are systems, subsystems, or components in question being supported today?
9. Is there sufficient operational life remaining in product to warrant changes to support solution and be attractive to supplier bottom line?
10. Are there any planned upgrades, service life extension programmes, or overhauls in the works?
Tradeoffs between equipment repair/upgrade source status & parts schedule dispatch investments in common case work order estimate:
Should maintenance/modernisation service providers equipment upgrade/repair for all parts at fiscal perform & best schedule locations when work orders are routed?
But what should be done when surge schedule upgrade/repair location decision is also more fiscal expense based on work order quote determine process?
How will upgrade/replace sourcing decisions affect equipment parts cache costs required to maintain mission service standards based on work order system up-time & surge schedule?
DoD Reliability, Availability & Maintenance Process Diagram
Top 10 Questions for Interview of New SES Provide Justification Design Logistics Tactics
1. How would defence Logistics operations change if your tactics were implemented?
Connecting equipment sourcing lead time schedules & operational readiness results in administration of properly functioning supply route contracts-- critical components for ensuring operational security in the defence sector. Advances in dispatch logistics not only improve the quality of security provided, but also determine the success or failure of any supply route contract quote schedule requests for equipment parts deployment work orders.
New dispatch initiatives will reduce lead times by allowing for streamlined & simplified procurement of items on contracts-- 1) allows ability to get increased work order schedule info receipt from suppliers, 2) enables leverage of influence in interactions w/ suppliers & 3) empowers strategic targeting of key items to ensure their availability from suppliers.
2. Assess the current situation.
For Fleet deployment resulting from upgrades & replacement of equipment components, we have defined a schedule design process & set of dispatch procedures that implement these tactics. The goal of route tracker application design is to break down sourcing ticket problems into sub-problems with schedules composed of procedural contract quote information. During the design process, decisions must be made as to which dispatch sequence to solve next & find solutions achieved by route tracking pattern matching dispatch records of past events stored in the application.
3. What technologies currently exist & what is the Gap?
Current applications typically start by developing an equipment upgrade record system to store results. However, few systems are designed to implement requirements that would automate some aspects of the decision-making processes. The vast majority of existing applications still focus on work orders designed for individual installation requests for supply route service with little or no functionality to support long-term renewal quote schedules for upgrade/replace decisions made across groups of installations.
4. Why are your Tactics novel/better?
The main functionality provided by Plug & Play Common Work Order generation in applications is the tracking of equipment part supply valuation information & maintenance/upgrade quote scheduling using sourcing tickets. The application supports a range of Fleet upgrade specs trajectory sampling dispatch options & capability to link equipment upgrade/replace quote scheduling systems. Links of schedule increase/decrease work are blocked by injecting randomisation to process for work order choice to drop during congestion periods. Spatial traffic schedule domain transit by trajectory samples, i.e., paths taken by random subset of work orders means specific cache entries are detailed. Applications utilising Plug & Play Common Work Orders are not currently widely used at installations mainly due to the extensive nature of surge contingency scenario logistics start-ups by command & requirements for specialised dispatcher expertise to set up and customise the schedule applications at installation
5. What Logistics problem are you solving?
Systematic advances in the surge contingency scenario logistics have been detailed by dispatchers at installations utilising equipment Deployment route infrastructure spare part supply valuation & tracking systems. Plug & Play Common work order solutions are generally used to store & evaluate equipment upgrade specs, supporting operational & strategic decision-making processes for contract procurement quote sample populations to integrate & interpret of upgrade/repair quote schedule applications at installations w/ variable levels of maturity & similarity.
6. Describe your scientific approach.
This product demonstration report is based on a tactical evaluation of expert & novice dispatchers in a controlled & competitive set-up to simulate sourcing ticket problem space. Solutions were generated by both groups providing real-time control for adjustments to force structure lists for surge contingency scenarios. Our intention is to present behavioural properties of dispatchers engaged in modifications of the route tracker application to obtain detailed pictures of dispatcher processes in issuing sourcing tickets. While performance was an important part of tactic evaluation, our emphasis in this product demonstration report is focused on examination of process behaviour during dispatch activity.
7. How do your tactics address the technological need?
The Upgrade Quote schedule systems component provides access to equipment supply tracking & valuation map pattern details of the application designed to provide links between equipment identification tags & spatial features of the sourcing ticket fields. Dispatchers can navigate through sample trajectory populations using the application to create pattern maps based on selected valuation/tracking attributes such as equipment condition index ratings.
8. How are your tactics different than today’s solutions?
Although some existing equipment supply systems support interfacing with Upgrade/Repair Quote systems, very few applications have been designed to support integration w/ both material & fiscal components of service route architecture. Advanced quote scheduling decisions must be based on availability of accurate up-to-date fiscal requirements & requirements to link supply valuation & tracking identification tags to sourcing ticket fields. Embedding requirements in system design of the application is a critical step towards supporting integrated long-term support at installations.
9. What technological challenges will you face & how do you propose to overcome them?
Selecting & implementing equipment supply valuation & tracking applications that best suit requirements of each installation is a challenging endeavour with important short & long term issues to be addressed. Short-term implications are mainly fiscal commitments, while long-term implications involve the requirements for upgrade/replace quote schedules, & return on temporal aspects of installation investments in common case route trajectory sample tracking.
Several directions for future investigation & inquiry can be identified. Of particular interest is the issue of tools to facilitate utilisation of Plug & Play Common Work Orders for long-term renewal logistics supporting supply route architecture. Most existing systems focus almost exclusively on supporting day-to-day activities & few existing systems even begin to offer robust, implemented support for long-term upgrade/repair shared tracking item deployment at multiple installations due to expanding requirements of surge contingency scenarios for mobile operations.
10. How do your tactics advance the state of the art in defence logistics?
In conclusion, the results from this Fleet Upgrade/Replacement Specs report indicate that sourcing ticket documentation did support dispatchers in evaluation of supply route conference call connections. It was found to assist in the creation of real-time instinct representations of dispatchers for solving sourcing ticket problems, enhancing performance. Techniques were designed to be used in reminder sets within dispatcher problem spaces to assist in operational utilisation & solution, with sourcing ticket notation providing for off-loading from the application. Dispatchers had conference call episodes transcribed & tactic evaluation has highlighted the potential for addressing niche markets in defence sectors
Route Tracker applications Supply commanders w/ key operational support for equipment Upgrade/Replacement Quote Operations. As a guide to the evaluation of processes using this approach, we have found the use of behavioural dispatcher tactic evaluation to be particularly useful. It allows command to extract, record & evaluate the full potential of the modernised processes embedded in the application. We have created the potential for revealing operational parts supply line details that might otherwise go unnoticed by decision-makers in charge of designing new applications to automate & speed-up Procurement.
Schedule Link Systems & Trajectory Sample Options
The route tracker applications support a wide range of Fleet Upgrade/replace specs trajectory sampling options & the capability to link equipment upgrade/replace quote scheduling systems. Links of schedule increase/decrease work are blocked by injecting randomisation to process for work order choice to drop during congestion periods. Spatial traffic schedule domain transit by trajectory samples, i.e., paths taken by random subset of work orders means specific cache entries are detailed.
Top 3 Questions for Equipment Upgrade/Replace Tech Used by Dispatchers for mission success spec Decision-Making
The predictions arrived at by the Equipment Parts quote systems for supply route maintenance schedules & determination of condition & performance-based metrics must be accurate.
1) Optimise Schedule of Equipment Parts maintenance/modernisation status quotes
2) Calibrating equipment mission condition & performance-based metrics & measures
3) Assessing risks in estimates of operational requirements for supply line service track.
Optimising Equipment Parts quote collection:
What? Method for determining sampling plans for supply line construction quote schedules that gives best value for mission success.
Why? Route service supply tracking requires accurate monitoring of changes in equipment condition & performance-based metrics & measures to build supply route upgrade/replace schedules.
How? Scheduling used a best-fit spatial distribution technique to identify intervals along the supply route which does not compromise the
relevance of the mission status
Outcome: A dispatch sequence assessed the properties of contract procurement quote status, reducing mission strength test sampling rates compared to current practise without losing any relevance for procure applications.
Calibrating equipment condition/performance-based measures:
What? Supply Line Service construction for determining force structure requirements for contingency scenarios that replicates the properties of real-world mobile operational and security observations.
Why? Dispatchers need to calibrate equipment life expectancy of supply route service status prediction applications
for installations so that predicted contract procurement quote system outcome forecasts can be as accurate as possible.
How? The application uses the mission concept & distribution technique to tune force structure requirements so that the predicted schedule change demonstrated by supply route service life closely replicates work order status schedule in real-world missions for mobile operations.
Outcome: Two contract procurement quote status of different supply route size & type were used as case in dispatch competition. The application yields calibrated force strucures that closely replicate the actual schedule of observed supply route condition/performance-based measures.
Assessing risks in estimates of equipment status for operational requirements of supply route service tracking:
What? An application is required for assessing the risk that predicted Contract procurement quote status estimates for future equipment supply route maintenance & repair may be compromised.
Why? The risk of comprised contract procurement quote status estimates exist due to the schedule time in equipment supply route condition/performance-based measures, future force structure requirements for surge missions, Fleet Type & Size deployment pattern & maintenance schedules.
How? By providing the contract procurement quote status updates with relatively simple mission-critical scenario inputs, the application produces a population of predicted dispatch schedule status outcomes. This more practical method substantially reduces equipment spec input prep & mission scenario
Outcome: The use of this application allows dispatchers to produce Contract procurement quote status estimates for supply line service equipment schedule tracking with a high degree of accuracy.
What are the operational goals these tactics address for mission requirements?
DoD divisions must consider centralised structures for processing sourcing ticket schedules to meet requirements of equipment upgrade/replace services. Resources should be integrated into current operations with open service messages & standards if user requirements are to no longer be obstacles to core competence. Without action, translation of user behaviour into operational services is at risk & constrains value for specific DoD requirements. Techniques DoD requires for innovative equipment upgrade/replace operation must be constructed with speed, specialisation & flexibility. Without smart customisation, adaptation is time consuming for DoD divisions that must adopt new sourcing ticket opportunities for users.
Is it clear these tactics address realistic mission dynamics?
Most experts offering advice on how unit consortiums pitch new sourcing ticket tactics to DoD get it wrong. Why? Most experts miss the central point: the purpose of the pitch is to identify user requirements & dispatcher behaviour for equipment upgrade/replace operations, not to teach. You must excite, not educate. Pitching projects nail what DoD is most interested, fostering a dialogue to connect with the head, heart & gut of DoD end-users.
If you want advice about pitching products, you can directly ask DoD users, but you probably won’t get a very good answer. Most DoD equipment upgrade/repair specialists are set in their ways, so they will give you a laundry list to topics to cover. They won’t tell you what really floats their boat, since they are not very good at articulating sourcing ticket scheduling for equipment upgrade/repair support in useful terms. “I know it when I see it,” is about the best answer you’ll get.
What are DoD equipment upgrade/replace specialists most interested in? Decision makers at the other end of the table picking apart user requirements & dispatcher behavioural aspects ask, “Are these tactics going to screw up our current operations?” That is the simple question most experts think they are answering, but they are missing the crux of the process. What DoD should really be thinking is, “Are these tactics the next best next investment for substitute resource sourcing ticket scheduling?” That is a much more complex question, but that is what dispatchers have to answer.
To win over hearts & minds, your pitch has to tell a good, clear, easy-to-repeat story—the story of an exciting new tactics for substitute resource component sourcing ticket scheduling. Positioning promotion of dispatcher skill sets as a perfect fit with other techniques DoD equipment upgrade/replace support have used as well as what the new tactics are chartered to make work, and beat out what DoD end-users are currently considering. These issues are beyond the scope of this Q&A session. So for now, we have just concentrated on telling a good story
What mission opportunities do these tactics open up?
To survive in equipment upgrade/replace units competing for scarce resources, new protocols shape strategy, planning & behaviour for sourcing ticket success—recognition of external factors is key because unforeseen changes in operational variables present both problems & opportunities.
Operational target segmentation & positioning formulates the appeal of mixed approaches for budgets, promotion & product appealing to DoD sourcing ticket strategies. But the goal is not just to arrive at new strategy but instead focus on providing value to equipment upgrade/replace segments. DoD must not fall into trap of losing sight of new objectives shaping direction & operation of entire enterprise.
It is difficult to set equipment upgrade/replace support user requirements & behavioural objectives to do a good job in guiding present & future resources for sourcing ticket objectives. Critical mission signals are required for action & may reside outside control of dispatcher strategies.
It would be convenient if DoD could set limited number of objectives, such as reigning in costs & detailing force structure adjustments to serve as a guide for scheduling equipment upgrade/replace support. But setting user requirements becomes more complicated, which explains why DoD protocols do sub-par jobs creating sourcing tickets or even don’t do it at all.
How will mission results of these tactics be exploited & disseminated?
Creation of quality dissemination & exploitation plans for updating sourcing ticket techniques is key priority complete with measured, realistic objectives according to maximising budget timetables. DoD must consider responsibilities for value-driven equipment upgrade/repair activities related to the endeavor & must account for user requirements & behavioural constraints.
Plans should be flexible as possible so target stakeholders are involved in keeping sourcing tickets schedules on track. Participation draws attention to spreading value of operational equipment upgrade/repair plans in terms of materials & technology, also validating mission protocols from sustainability point of view.
Main Aims of dissemination activities include scheduling tool measures designed to allow equipment upgrade/replace specialists outside unit consortium to follow new innovations to reach largest audience possible. Thematic events will be promoted by subject topic areas, aiming to be inclusive of information dissemination activities, an important aspect of dispatcher policy for sourcing ticket project results. Situational examinations of changes in user requirements & behaviour for upgrade/replace support will inform availability of results, with access rights subject to DoD agreements & specific deliverables to treat sourcing ticket issues.
"EQUIPMENT SPARE PARTS REPAIR/UPGRADE TICKETS CALL CENTRE SUPPLY SCHEDULE TELEPHONE SCRIPTS"
Hello, this is Johnnie. I am in the office & connected to the spare parts quotes for maintenance/modernisation of your equipment, but with another installation at the moment. "Please tell me how I can assist you. Leave a message after the tone, including your location, equipment condition metrics status & the best time to call. If there is a supplier cost/price schedule to provide spare parts for your maintenance/modernisation ticket I can access on the system before returning your call, please include details in your message. I will return your call just as soon as possible."
Why is the spare part quote I need not on my service ticket?
The spare part quote that you are trying to get may be part of a service ticket dispatchers have determined cannot be subject to repair/upgrade operations. In cases such as that, the part is coded as a throw away item on your supplier cost/price schedule service ticket
How do I get changes put in a service ticket for my request?
At the back of each repair/upgrade ticket receipt are several Technical Supplier cost/price scheduling Shortfall Report forms. Recommended changes to tickets should be documented on one of those forms and forwarded to dispatchers so the work order can be completed in a timely manner.
How do I get Maintenance/modernisation System documentation developed for my request?
If Maintenance/modernisation System supplier cost/price schedule documentation does not already exist for a particular equipment condition metrics transmission, the In-Service dispatcher would be tasked to develop Maintenance Requirement Cards & Modernisation Index Pages for the service ticket
The Maintenance Requirement Card/Modernisation Index page does not agree with my service ticket request. What do I do?
Maintenance/modernisation documentation takes priority over other supplier cost/price schedule requirements. In case of work order conflicts, complete a Planned Maintenance/modernisation System Feedback form & forward to service ticket dispatchers for determination of spare parts quotes.
How do I treat Planned Maintenance/modernisation System Feedback reports in my request?
As in-service dispatch agents, we understand that logistics continues during the entire life of equipment spare parts. This means we need your input on specific work orders. Specifically, we need to hear from you through alteration supply cost/price schedule feedback reports on the tickets. These reports play an essential role in our service to you, providing you with most current and accurate technical assistance for supply, repair/upgrade –maintenance/modernisation of equipment service ticket detailing appropriate supplier cost/price schedule of your installation.
"Hello, this is Johnnie. It is Sunday so I am watching an NFL game for a few hours. If your equipment condition metrics are urgently deficient & requires an immediate supplier cost/price schedule response, please contact the temporary help desk at extension 1234. Otherwise, I will be checking voice mail during commercials and at halftime, so please leave a message, including your installation’s equipment registration code & the best time to call in your work order. I will return your call with a spare parts quote just as soon as possible, probably after the football game"
"Thank you for calling the dispatch help desk. This is Johnnie, under what installation work order ID code may I direct your equipment condition metrics? If a dispatcher is not available, an automated greeting might be: "Thank you for calling the Dispatch Help Desk. This is Johnnie. If your supplier cost/price schedule request is urgent, please stay on the line to talk to a dispatcher connected to the spare parts quote system. Requests for work orders made by your installation are important to us and we want to make sure you are happy with your maintenance/modernisation results.
If you are not able to resist placing your equipment maintenance/moderisation work order immediately, you may press * at this time to leave a detailed voice message and a dispatcher will contact you as soon as humanly possible with a spare parts quote for the work order—probably after the NFL football game. Supplier cost/price schedule inquiries are checked during commercials & at halftime. You may also send an email message to marinemagnet.com detailing what specs requirements are on the work order.
Dispatchers need as much equipment condition metrics information as required to assist installation maintenance/modernisation work orders efficiently so it is important to include the following in each dispatch script: Thank you again for calling the Dispatch. Service Centre Desk. We continue to be connected to the spare parts quote system & we are making every reasonable effort to coordinate your supplier cost/price schedule request with other installations"
It’s important to say thank you for calling when maintenance/modernisation work orders are issued. Installations must feel comfortable with calling the Service Centre Desk for assistance in determining supplier cost/schedule availability. If installations do not call as frequently as the calls come in over the equipment spare parts system that means they are going elsewhere for assistance in addressing equipment condition metrics problems.
Dispatchers receive a wide variety of requests to administer service categories to guard against deficits in equipment condition metrics. Through experience & better understanding of equipment service supplier cost/price schedule patterns, the work order ID process becomes less overwhelming For critical situations, consider asking these questions: 1) Is this a recurring problem & should history of installation requests for spare parts quotes be reviewed 2) how critical is the problem to your immediate maintenance/modernisation activity & Is there a work-around?
If the installation work order request is straight-forward or a how-to question, consider this response: "Let me search our equipment specs knowledge base. I’m typing some information into the spare parts quote system. Now I’m waiting for an supplier cost/price schedule to come up on the screen. It should be just a few seconds…" For ongoing complaints that have involved failure to diagnose an equipment condition metrics problem correctly, do not make excuses & address requirements for equipment repair/upgrade directly, focusing on the objective of getting the installation up and running.
Consider a response like: "In reviewing your call history I can see that we have looked at this equipment condition metrics problem several times. In most cases, we are equipped to handle diagnosis & repair/upgrade …However this supplier cost/price schedule situation does require that I dispatch another service ticket. This is our standard operating procedure for work order situations like this that require spare parts quote service"
"May I have the location & work order ID code of your installation? I would like to ask you a few basic questions about your maintenance/modernisation requirements, so that we can process your supplier cost/price schedule inquiry more efficiently the next time you call the Dispatch Service Centre Desk for a spare parts quote.
Installation supply cost/price schedule information is added to the spare parts quote system before proceeding to Qualify the Call. When Dispatchers are clear on what the equipment condition metrics indicate the response is as follows: "Yes, the equipment service supply cost/price schedule pattern is a standard, supported product, and we will install the specs for you. I can easily create a service ticket to have the spare parts service ticket installed. The response time for new installation work orders falls within the spare parts quote standards set by your installation. Is this an acceptable time frame for you?
If not, dispatchers are charged with making an assessement of an appropriate time frame for determination of supplier cost/price schedule patterns. Service ticket approaches vary, depending on the techniques applied for equipment service registration of work order requirements. If the maintenance/modernisation operation requires field support Tech at the installation site, dispatchers schedule a resolution date: "Would you like to schedule an installation date & time that accommodates your supplier cost/price Schedule?
When dispatchers do not have an immediate response to the supplier cost/price schedule inquiry it’s OK not to know the answer, but not acceptable is to mislead the installation into thinking that a work order solution is at hand, or to guess. If it’s necessary to perform some fact-digging about proposed mainatenance/modernisation requirements or specific tasks to address the request, avoid dead air space. This can lead to installation frustration & dispatchers need to communicate what steps are being taken to assist the installation and use this time to build a positive relationship.
"I do not have an immediate answer to your request, because your transmission of equipment condition metrics is not on our standard, supported spec list. What I’d like to do is consult with my team & garner full group participation. Let me first be absolutely certain that I understand your work order situation, so that I can provide accurate supplier cost/price schedule information to the team. I will call you as soon as I have an answer to your questions.
Dispatchers perform the equipment supplier cost/price schedule pattern computations as the front-line help desk tries to resolve as many work order issues as Possible for the installation at the time of the initial call. If the maintenance/modernisation conference call begins to exceed acceptable time limits & issues are complex, or if the installation lacks a detailed assessment of the equipment condition metrics to resolve the issue, the call may be routed or escalated to another support team.
For straightforward maintenance/modernisation requests, the response is simple: "I can help you with that work order & thank you for calling the Dispatch Service Centre Desk." Using polite closings--e.g., "Have a nice day"-- will make installations feel better about their equipment crisis, advancing their assessments of the supply cost/price schedule estimation services provided by dispatchers.
If the installation request requires Call Routing or Escalation redirecting complex maintenance/modernisation issues to another dispatch team, the supply cost/price schedule determination conference call should further document the situational status of the installation and provide work order status updates to the front-line staff. If service tickets extend beyond the service level agreement response and resolution time, follow up with the installation should be considered.
Communication in defining maintenance/modernisation requirements is everything. "Your work order request will be given to a tech specialist immediately & I will get back to you within an acceptable time frame If we do not have a complete answer to your supplier cost/price schedule inquiry, I will let you know what I have learned about our ability to provide a service ticket for your equipment. When would be a good time for me to follow up with your installation on your supplier cost/schedule issues?"
Dispatchers recognise the importance of not making the installation repeat equipment condition metrics information when there is a transfer ticket being Processed for another repair/upgrade team, which should be fully briefed with the supplier cost/price schedule information documented in the spare parts quote system service files. Internal tracking & good communication practices for assessing work order status should be common knowledge and relayed in turn to the installation.
Front-line Service Centre Dispatchers are usually responsible for the spare parts quote service ticket throughout the ticket equipment deployment sequence. If for some reason the request is not resolved quickly & additional work order registration for equipment condition metrics requirements are necessary to complete the service, it is the responsibility of the front-line dispatchers to provide installations with periodic updates on supplier cost/price schedule patterns & if the equipment condition metrics problem has reached a critical stage follow up on the maintenance/moderinisation operations is always required.
Dispatchers may relay the following supplier cost/price schedule information to provide spare part quotes for equipment maintenance/modernisation: "We are still assessing the situation detailed in the work order, and have not yet identified a solution to the equipment condition metrics problem. At this time we are unable to provide an estimated time for equipment repair/upgrade. I know you don’t want to hear this, and I regret that this happened over the course of your inquiry. We will fix the supplier cost/price schedule problem as quickly as possible
Sometimes it may be necessary to alter the greeting in order to maintain installation maintenance schedule link sequence such as during the provision of work order status update due to system outages, or when special events occur that compromise the transmission of equipment condition metrics, so special supplier cost/price schedule scripts are usually created for these situations.
For example, in the event that an equipment maintenance/modernisation work order file over the spare parts quote system is down or saturated, installations might initially hear this automated status message: "We are currently experiencing technical difficulties with our supplier cost/price schedule estimate process. The estimated downtime is currently unknown. If you need further assistance, please stay on the line."
Dispatchers have developed systems to evaluate equipment condition metrics in order to give installations work order options in accessing spare parts quotes over the equipment service system, so the greeting script might end with an instruction: "If your installation would like to access the spare parts quotes immediately, dial extension 1234 and a dispatcher will assist you." Service Centre Dispatchers are available 24/7 to deal with changing equipment maintenance/modernisation issues so the greeting may reference a number where installations can reach another dispatcher with the key to the supplier cost/price schedules
If this is an emergency spare parts quote inquiry, please page me at the following number to investigate your work order: 555-1212. Otherwise, you can always leave a message after the tone detailing your equipment maintenance/modernisation requirements, "Please include your installation, Equipment condition metrics and the best time to call. I will return your call just as soon as possible as supplier cost/price schedules become available."
Dispatchers have determined several appropriate equipment deployment decision-making styles & supply route design processes & detailed for DoD series of Yes & No questions to ask for the dispatch of each work order and building contract procurement quote interface decision-making models based on the responses:
1) Is the technical quality of the decision required by DoD very important?
2) Are consequences of not coming up with a successful solution significant for DoD?
3) Does a successful outcome for DoD depend on dispatcher commitment to the decision?
4) Must there be dispatcher buy-in for the solution to work for DoD requirements?
5) Do dispatchers have sufficient information to be able to make decisions for DoD independently?
6) Is the problem well-structured so that DoD can easily understand what needs to be addressed & what defines a good solution?
7) Is DoD reasonably confident dispatch teams will accept registration even if DoD does not make decision explicit
8) Does DoD have the time or will to follow-up on work order protocols & directives?
9) Will there likely be conflict within DoD as to which solution is best?
10) Are dispatcher objectives consistent with the goals DoD has set to define a successful solution?
Persistence & motivation are the driving force behind every successful dispatch Unit. In order to dispatch quality work order correspondence for DoD over contract procurement quote interfaces, each unit should have their own set of goals they will aim to accomplish. You must report your conclusions with confidence to DoD. Dispatchers are not expected to know every detail about the unit representation of supply route frequencies for the virtually unlimited combinations of equipment deployment patterns tasked by DoD to meet required force structures, but you are expected to sound confident. Check your emotional baggage at the door when dealing with DoD, otherwise this will not be the unit for you.
The key to the position is being able to deal with the inattention of DoD when finding solutions to equipment deployment is important. Don’t let a bad hour, day, week or month discourage you. If you let it affect your confidence, it is sure to decimate your work order correspondence over the contract procurement interface between installations. In a global DoD supply route structure such as it is, sounding discouraged will surely lead to inefficient equipment Deployment.
Dispatchers that have persevered have developed multiple problem solving & decision-making criteria for equipment deployment work order dispatch. The benefits of such process techniques include blocking confrontations that happen during when both DoD & dispatchers utilise unique problem-solving styles in the discussion of supply line route parameters related to addressing issues that arise over the contract procurement quote interface when multiple installations approach the same problem at different times. We have highlighted requirements for equipment condition/performance metrics & measures to be consistent with scheduled supply route links established for equipment resource sourcing.
DoD may focus on available work orders from the information at hand and see what can be learned from it. DoD should look for gaps in dispatcher knowledge & processes, and either try to fill or take account of them. This is where dispatchers assess past work order trends & try to present DoD with extrapolations from historical supply route instances. DoD may look at problems using intuition, gut reaction & emotion to try and anticipate how dispatchers will react. Dispatchers must try to take account of DoD responses to equipment deployment problems which do not fully understand dispatcher reasoning.
DoD may look at all the bad points of the dispatchers decision-making process. Dispatchers should look at criticism cautiously & defensively in design of supply routes. Try to see why it might not work. This is important because it highlights the points in equipment deployment plans that should be placed in a work order process suspense file. It allows you to eliminate or alter steps & prepare contingency plans to counter them. Further, this style helps to make dispatcher plans tougher & more resilient, in order to spot fatal flaws and risks before embarking on a course of action.
DoD may recognise the benefits of helping dispatchers think positively when assessing equipment deployment problems. It is the optimistic viewpoint that helps dispatchers to see all the benefits of work order decision and the value in it. This type of perspective helps DoD to keep going when it looks difficult if not impossible to establish supply routes & stands for creativity. This is where dispatchers can find creative solutions to work order problems. It is a freewheeling way of thinking, in which there is little criticism of ideas.
We have designed a whole range of creative supply route tools to help DoD here. Dispatchers must invest in standards for work order process control, usually used by DoD during contract procurement quote interface calls between installations. When running into difficulties because ideas are running dry, dispatchers direct activity into other types of work order project progress. When equipment deployment contingency plans are needed, dispatchers will ask for other techniques as well.