Site Visit Executive must formulate comprehensive reliability availability and maintainability RAM programme using appropriate readiness growth strategy to improve RAM performance until requirements are satisfied.Programme must consist of engineering activities including: RAM allocations, block diagrams and predictions; failure definitions and scoring criteria; failure mode, effects and criticality assessment.
Any efforts to improve state of readiness must include maintainability and built-in test demonstrations; reliability growth testing at the system and subsystem level; and a failure reporting and corrective action system maintained through design, development, production, and sustainment. The RAM programme is an integral part of the systems engineering process.

Site Visit Executive must prepare preliminary RAM Cost Rationale Report in support of Acquisition Milestone decision points. This report provides a quantitative basis for RAM requirements and improves cost estimates and programme planning, and must be attached to the Systems Engineering Plan to be updated in support key Acquisition milestone decisions.

Technology Development Strategies at key milestones must specify how sustainment characteristics of materiel solutions resulting from assessment of alternatives and Capability Development to make sure sustainment key performance parameter thresholds have been translated into RAM design requirements and contract specifications.

Strategies must also include the tasks and processes to be stated in the request for proposal contractor is required to employ to demonstrate achievement of RAM design requirements. The Test/Evaluation Strategy must specify how RAM will be tested and evaluated during the associated acquisition phase.

Metrics are used to illustrate, and report reliability growth to be included/updated in acquisition phases and must be stated in series of intermediate goals and tracked through fully integrated, system-level test/evaluation events until RAM threshold is achieved. If single metric is not adequate to describe overall system RAM, metrics must be provided for critical subsystems with rationale for their selection.

Site Visit Executive must assess RAM growth required for system to achieve its RAM threshold during initial operational test/evaluation and report results of that assessment to acquisition Milestone Decision Authorities.

RAM growth must be monitored and reported throughout the acquisition process. Site Visit Executive must report status of RAM objectives and/or thresholds as part of the formal design review process, during Programme Support Reviews, and during systems engineering technical reviews:

1. Implement the reliability activities described within Request for Proposal with appropriate methods, tools,
and best practices, in order to accomplish the following four objectives: 1) understand the DoD requirements, 2) design product/system for reliability, 3) produce reliable products/systems, 4) monitor and assess user reliability?

2. Include procedures for verifying that planned reliability activities are implemented?

3. Manage risks due to new technologies?

4. Include decision-making criteria and plans for intensifying reliability-improvement efforts?

5. Require periodic updates coordinated with the customer/user?

6. Routinely update the model as failure definitions are updated, failure modes are identified, operational load estimates are updated, and design or manufacturing changes are made?

7. Include detailed component stress and damage models?

8. Update allocations, reliability and identify single points of failure?

9. Identify critical reliability items and the need for additional design or testing activities?

10. Integrate reliability activities with the systems engineering process throughout service life?

11. Incorporate reliability improvement actions routinely during design, production, and in the field?

12. Monitor and evaluate the reliability impact of design changes and supplier change notices throughout service life?

13. Control design rules that affect item reliability?

14. Develop and periodically update load estimates throughout the service life?

15.. Verify estimates on instrumented systems/products with operationally realistic conditions applied in time
for reliability verification?

16. Use system engineering estimates in reliability modeling, assessment, and verification?

17. Develop and periodically update these load estimates based on operational condition loads applied at system level?

18. Verify load estimates on instrumented systems/products/assemblies with operationally realistic conditions applied?

19. . Flow down estimates and updates to designers; integrators of suppliers?

20. Use estimates to identify failure modes and mechanisms and in assessments and verification?

21. Begin to identify failure modes and mechanisms as soon as development begins using realistic service life operational loads in conjunction with engineering models?

22. Ensure that teams developing assemblies, subassemblies, and components for the system identify and confirm failure modes and distributions with assess,  test, or accelerated test?

23. Ensure that teams selecting/integrating assemblies, subassemblies, and components for the system identify
and confirm failure modes and distributions with analysis, test, or accelerated test?

24. Identify and confirm failure modes induced by manufacturing variation and errors?

25. Identify and confirm test and field failure modes induced by user or maintainer errors?

26. Map to customer-specified failure definitions and scoring criteria for all failure modes to formulate corrective actions throughout service life?

27. Aggressively mitigate failure modes until reliability requirements are met?

28. Employ mechanism for monitoring and communicating the implementation and effectiveness of corrective actions that is accessible by the customer?

29. Include failure modes that may occur during service life in system reliability model?

30. Assess feasibility of reliability requirements using the system reliability model in conjunction with expert judgment?

31. Allocate reliability requirements to lower indenture levels and flow them to subcontractors/suppliers?

32. Periodically assess reliability of the system throughout service life using the reliability model, operational load estimates, and customer specs?

33. Include reliability values to be achieved at various points in the programme?

34. Track reliability assessments from field test as a function of time and compare them with allocations and customer reliability requirements?

35. Monitor and evaluate the implementation of corrective actions as well as other changes to the design or manufacture of the systems/product that may impact reliability?

36. Develop and periodically refine reliability requirements verification strategy/plan as integral part of the systems engineering verification and is coordinated and integrated across all phases?

37. Include a strategy to ensure that reliability requirements will be verified during design and will not degrade during production or in the field?

38. Include in a reliability growth plan the reliability values to be achieved at various points during development?

39. Base verification on testing, or a mixture, and ensure that the verification is operationally realistic?

40. Verify system-level operational service life loads will be used?

41. Include any customer-specific requirements?

42. Design to avoid failures due to user or maintainer errors?

43. Ensure proposal specifies how and when technical reviews will be conducted throughout service life?

44. Conduct periodic interchanges with the customer/user that promote understanding of operational conditions?

45. Schedule and conduct technical reviews to 1) ensure progress toward achieving reliability requirements, 2) verify planned reliability activities are implemented, and 3) compare status and outcomes of reliability activities?

46. Conduct and participate in reviews with customer/user that address identification, classification and mitigation of failure modes?

47. Implement reliability activities with methods and tools from the request for proposal?

48. Obtain customer approval for changes in methods, tools, or best practices and include in proposal?

49. Ensure continuous customer access to output updates from all reliability activities?

50. Schedule and update outputs in reliability case?

Navy is building new rapid acquisition office to ‘short-circuit’ traditional DoD acquisition system with mission to translate new technologies into actual weapons systems much more quickly than the Navy and Marine Corps can do today. The new organisation primary purpose will be to better connect the science and technology research that’s already being done in Navy research facilities with the short-term, real-world equipping needs of sailors and marines.

Navy has a very strong technical base. but must better leverage it and line it up more tightly with the fleet and the Marine Corps to short-circuit the long process that involves everything currently tasked now, from requirements definition to the budgeting process to ultimately get something into a programme of record.

Navy take on a rapid acquisition office is tasked to incorporate promising technologies from across DoD and its industrial base contracts primarily focused on delivering new capabilities to the service combat fighters and aircraft.

The Navy approach will look for ways to prototype new technologies that might have applications across any
mission areas.

Navy is going to bring the best technical experts to tackle the highest priority current requirements by launching now into experimentation and prototyping that matters to a given threat or technology, and do it at the same time the machinery is starting up to define budgets and requirements.

By the time traditional budget cycle starts there will be firm understanding of the technical possibilities, and much greater awareness of the contract costs to point the industrial base toward the solution. Progress can be made in the interim while developing the technology and then reduce the amount of time it takes on the back-end to field the ultimate solution.

Navy budget proposal will include a request to allow more testing and prototyping of new technologies within the funding lines that pay for large programmes of record such as ships and airplanes, similar to the flexibilities the Navy already has within the research and development accounts that fund research and other science and technology-heavy organisations.

Funding flexibility is common theme since under the current process, it takes DoD a full year to prepare a budget, another year to present the merits of spending plan and another year to actually expend the money once funds are appropriated into extremely rigid buckets.

That’s a challenge. imagine moving through the process to buy a combat vehicle or a tactical truck. If industry or DoD applied research comes up with a new transmission that can reduce fuel consumption it will be another year before Navy can flex that programme to incorporate the new technology because of the way funding lines are identified. With some flexibility, what is already happening through open systems architecture can at least start the process to plug that new transmission in now.

Once DoD releases its formal budget proposal it plans to follow up with a series of informal briefings to appropriating committees explaining how it plans to use prototyping to integrate new technologies onto major weapons systems.

Part of the message will be that many prototypes will fail, but that DoD needs more latitude to fail early instead of building large programmess of record which rely on promised but yet-unproven technologies.

The challenge in conducting more prototyping will be convincing Congress that DoD is not squandering money in the process and put out approach in terms of how to increase the amount of funding allocated to experimentation and prototyping.

Military also needs more freedom to spend on technologies even when they don’t have an obvious connection to the major programmes of record that make up the bulk of DoD acquisition funding.

The notion of risk becomes really important when you look at technologies that are hard to integrate right away or that aren’t mature enough, and all too often the budget process forces DoD to walk away from those.

Unless those technologies are mature enough to plug in right away, it’s hard to defend the funding both internally and across the department and with Congress. Battery technologies are an example. The load that dismounted soldiers carry on their backs is a huge issue, and it’s growing as we put more and more
electronics on them. So it is imperative to invest in power technologies.

It is difficult to trace that investment to every programme that will use it, but there will be a number of programmes that will leverage the efficiencies that are discovered. Navy needs ability to experiment in those areas and then as contract processes get more definition, be able to apply it directly to a programme right away.

Best practice concerning weapons system programmes and contracts is to schedule regular reviews with your key stakeholders and contractors. Your communication plan must reflect the schedule for these reviews. Good communication is absolutely essential so you must schedule regular review.

Status updtes with stakeholder contacts provides an opportunity to discuss current performance with everyone involved in the programme. It also offers a chance to gain insight on projected changes that might require a change to the current contract. Being proactive is better than the best reactive strategy.

As performance periods advance, the acquisition team must assess the effectiveness of the strategy that was originally created to see if it is still achieving the required mission results.

What should be changed or modified during the next acquisition cycle to improve mission results? Keep a record of what improvements could be made the next time because before you know it, it will be time to start the acquisition process all over again.

Weapons systems programme contracts many times have performance periods lasting several years. Continuous improvement must be a primary goal for the acquisition team . For example, plan on regular meetings with the contractor to identify actions both parties can take to improve efficiency.

Programme progress from project initiation all the way to fielded product must include the identification of significant cost drivers allong with other important objectives and what improvement actions could be taken to identify more effective and efficient ways to measure and track the performance results over the life of the contract.

1. Build the Team to Assign Workload

2. Vision statement/charter

3. Develop rules of conduct

4. Create/update preliminary project plan/projected timeline

5. Document/Update key tasks

6. Identify schedule constraints

7. Tap multi-disciplinary expertise

8. Define roles and responsibilities

9. Identify gaps between workload and resources

10. Obtain contractor support to assist sourcing team

11. Identify/Estimate key industry cost drivers

12. Obtain approval and funding

13. Identify length of time required for support

14. Develop a solicitation or a task order

15. Identify stakeholders and build consensus

16. Identify interests, objectives, and possible objections

17. Develop communication plans

18. Plan and schedule topical risk/source teams

19. Identify current initiatives/contracts

20. Review and document current performance risks, ie cost, quality, schedule

21. Document current metrics

22. Detail user requirements, acquisition process, service steps, supplier functions

23. Understand the impact of contingency operations

24. Understand local command funding authority

25. Understand effects of bundling and/or consolidation

26. Review lessons learned from previous acquisitions

27. Determine availability, serviceability status

28. Determine disposition planned for current and future

29. Determine replacement costs, life cycle expectations, repair costs

30. Interviews determine current and projected requirements forecast

31. Review performance results with major users and suppliers

32. Contact vendors to gain staff level perspective of operational process

33. Define process if used in contingency environment

34. Develop a standardised interview guide

35. Conduct market research to include both providers and consumers

36. Look for opportunities for strategic sourcing with other Services

37. Identify capabilities

38. Address quality assurance

39. Assess recent innovations in technology and/or process

40. Determine abilities and dependability

41. Identify innovative approaches in delivering the service

42. Identify labour costs for services

43. Assess market trends for emerging suppliers and services

44. Conduct performance risk reviews

45. Mitigate internal/external threats to stability

46. Conduct a requirements assessment

47. Review mission objectives and vision

48. Define desired outcome/results

49. Review/ incorporate commercial quality standards

50. Consider type interaction with supplier ie, strategic vs. tactical vs. transactional

51. Build Requirements Roadmap

52. Define required high level objectives and performance tasks

53. Define required performance standards/measures

54. Determine acceptable levels for performance thresholds

55. Rely on commercial quality standards

56. Determine method and means of Inspection

57. Determine the source/method of performance measurement

58. Identify team to inspect/check

59. Determine availability of info and potential cost vs. benefit of inspection

60. Standardise requirements where possible to leverage market influence

61. Create Performance Work Statement

62. Identify the constraints

63. Summarise any key background/restrictions

64. Develop preliminary Quality Assurance Surveillance Plan

65. Assess projected funding against demand forecast

66. Determine spend projections

67. Identify organisational, systemic resistance to strategy

68. Establish review cycles for ensuring strategy is realized

69. Develop business and preliminary acquisition strategy

70. Review market research for suitable existing contract

71. Determine if existing contract can be used or new contract is required

72. Identify meaningful measures to judge strategic success

73. Validate preliminary business case and acquisition strategy with stakeholders

74. Apply contract-type order of precedence to best achieve performance results

75. Consider other incentive tools

76. Recognise the power of profit as motivator

77. Allocate team workload ensure you have the resources required

78. Communicate workload responsibilities based on the new strategy

79. Develop Source Selection Plan

80. Identify key evaluation factors and standards in Technical Evaluation Plan

81. Emphasise past performance in evaluation

82. Issue request for proposal

83. Conduct source selection

84. Review proposals and award the contract

85. Compete the solution use best-value evaluation and source selection

86. Finalise Quality Assurance Surveillance Plan

87. Agree on metrics with contractor to include quality assurance plan

88. Finalise Performance Measures/baselines

89. Communicate implementation/transition strategy and business rules

90. Conduct required training/education

91. Educate customers and any new contract administration team

92. Conduct implementation kickoff meetings

93. Monitor and manage contract transition

94. Assign accountability for managing contract performance

95. Develop process for overall management of task/delivery orders

96. Verify implementation/compliance

97. Update communications plan for meetings with suppliers/stakeholders

98. Monitor task order or delivery order performance

99. Submit Contractor Performance Assessment Reports

100. Monitor performance against supplier scorecard metrics targets

DoD can keep chugging along, reporting short-term operational success, while simultaneously short changing interests of Field-level Troops by not applying adequate resources towards product quality/innovation & sustainment requirements. Capacity for applications described in this report currently consider only subset of missions and focuses on equipment-specific planning factors.

Future work will expand application to include other missions and will include additions or process advance of existing features—for example, the addition of a consistency test for relative task importance selection.

In accounting for multiple missions, we face two significant challenges:

The first challenge is how to deal with common tasks when considering multiple missions. It may be the case that a single command centre is all that is required to accommodate multiple missions, but the equipment needed to support each mission may differ in some way. In other words, although the task is “common,” there may be unique, mission-specific requirements for accomplishing it.

Second challenge concerns sequencing tasks and assigning relative importance at the task level versus the mission level. A typical example might be transport of equipment to new staging area. If mission A is designated more important than mission B, does that mean that all tasks associated with mission A have absolute priority? If not, how do we provide the user with the ability to designate exceptions at the task level?

1. Consider reliable/available factors emphisise modularity; for example, ease and speed of replacement by user, built-in fault isolation, and design or selection of operational modules and parts

2. Design or produce embedded diagnostic, prognostic, and maintenance information systems

3. Acquire all logistics metrics relevant to the materiel system and associated support items for use in maintenance planning process.

4. Plan and participate in logistics demonstration and applicable developmental tests to confirm adequacy of materiel system maintenance concept and plan.

5. Establish activities to perform functions/tasks to develop and sustain adequate maintenance support for new materiel or fielded material across service life

6. Participate in test /evaluation integrated product team and provide requirements to test planners

7. Prepare and execute maintenance requirements/constraints during materiel acquisition contract package; conduct and sponsor research programmes to improve performance of engineering operations.

8. Generate maintenance workforce performance metrics on fielded systems from all levels of maintenance, including depot level, for use in establish service life estimates to support develop/application of new weapons/equipment

9. Identify areas requiring maintenance/engineering actions and provide appropriate input to budget; conduct pilot industrial base maintenance programs.

10. Update technical criteria to prescribe scope, depth, and frequency of inspection and maintenance operations performed on materiel systems.


Top 10 Activities Evaluate Options for Mission Requirements Solution Measure Progress Update Design Decisions

1. Trade-off studies among requirements, design options and other cost, schedule and performance factors

2. Risk mitigation during design process to identify/evaluate sources of utilised tech, design, manufacturing, test/support processes

3. Configuration control for system products, processes and related updates include verify function/physical characteristics of item design

4. Assess capture/control baseline track tech match/trace serve as ready reference for systems engineering effort.

5. Establish performance metrics provide measures of tech develop/design quality meet system cost/schedule requirements

6. Create update medium controls ensure all internal/external interface requirement changes communicated to configuration items.

7. Structured programme review demonstrate/confirm completion of established results and plan exit criteria

8. Determine reliable/maintain O&S costs estimate and design system component operate potential

9. Make available/accurate readiness measures for logistics support resource required to perform update assess

10. Predict potential design impact include support perform estimate, cost/readiness improvement and programme risk reduce efforts


Top 10 Measure Contractor Logistics Product Support Performance Metrics Utilised Demo Task Schedule

Here we present metrics programme offices use to assess Contractor Logistics Support performance. DoD must measure only what the contractor can control and reward behaviours it wants to encourage.

Since Contractor Logistics Support contracts for different programmes buy different services, the metrics vary by mission. When the contractor provides total logistics support and assumed responsibility for total system performance, broad metrics of weapon system availability, such as mission capable rate, are used.

But most weapon systems do not rely completely on Contractor Logistics Support instead utilising some mixture of in-house and contractor support so it is important to select metrics that measure only what is under the control of the contractor.

1. Capable Supply:

Percentage of time an aircraft can fly at least one but not all of its missions for reasons attributed to supply

2. Issue Effectiveness:

Percentage of customer requests filled by items in the inventory; include fulfillment of any request, not just requests for items the supply is authorised

3. Mission Incapable Awaiting Parts:

Percentage of time aircraft is unable to perform its assigned mission because of a lack of parts

4. Mean time between repairs:

Flying hours divided by repair actions

5. Mean time between failure:

Measure of reliability for reparable items; the average amount of time that all parts of an item perform within their specified limits

6. Repair turnaround:

Measure of the length of time to repair an item and return it to the stock system

7. Break rates:

Number of breaks, defined as landings with write-ups requiring major maintenance that ground the aircraft, per sortie

8. Mean time to repair:

Basic measure of maintainability: the total maintenance time divided by total number of failures

9. Availability:

Capable hours divided by total possessed hours

10. Mission-capable Rate:

Percentage of all possessed aircraft capable of fulfilling at least one of their assigned missions.


Top 10 Tasks Milestone Schedule Tools Present Monitor/Control Ability for Product Support Activities

Repair Site Self-assessment evaluations did not produce the desired effect, which was to ensure repair personnel took action to address immediate problems and prevent reoccurring deficiencies. In addition, because repair personnel did not include required repair supporting documentation that identified the dates items were shipped, whether the repair occurred, the dates of the repair, and who verified the repair, Repair Services Administration did not have reasonable assurance that contractors repaired the equipment.

1. Simple to prepare and update format info

2. Determine preparation expense

3. Prepare using application tools

4. Relate activities and calendar dates

5. Useful first step for prep complex type schedules

6. Reliable estimates of repetitive work

7. Estimate effects of early/ late activity start

8. Represent dependencies of activity schedule tech

9. Reflect activity plan duration or event date uncertainty

10. Quick/easy list consequences of other actions


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?

1. Complete Work Order within period of receipt of request provided to contractor and updated as changes occur.

2. Accept deferred maintenance requests for correction of non-deadline equipment faults only upon the customer's request...

3. Notify contracting officer when initial inspection of equipment or items indicate that maintenance expenditure limits are exceeded

4. Verify inspections shall be completed soon after receipt of request

5. Collect and input metrics on periodic basis, and as otherwise required by the contracting officer

6. Receive, establish, and maintain valid work order on file for each authorised customer

7. Provide a listing by the operations start date of authorised customer

8. Return expired status updates to units except for work requests that the contracting officer has approved.

9. Establish and maintain Maintenance Request Registers or an work order processing Equipment system

10. Accept only forms completed in accordance with critera cited and process all forms through appropriate maintenance channels.

11. Allow customers to pick up equipment only upon sign the Maintenance Register when the item is picked up.

12. Retain work order received from the unit commander for established period

13. Minimise the turnaround time of equipment repaired for supported units

14. Change priorities on work order upon receipt of the unit commander request.

15. Report to the contracting officer any production stoppage

16. Request assistance on zero-balance items that have established long lead times.

17. Edit, code, and enter information from maintenance forms and other records and correct mistakes

18. Attend scheduled and unscheduled materiel maintenance and workload meetings, provide current status and Estimated Completion

19. Provide a current end-item list of point assets for distribution as directed

20. Provide the current status and availability of Operational Readiness Float items as directed

21. Provide customer assistance for Job order status, requisition numbers and simulated completion status/survey

22. Preclude work stoppages caused by the unavailability of repair parts or items not mission-capable

23. Initiate appropriate action to obtain repair parts include submit production-line messages to Inventory Control Point

24. Screen point assets in accordance with the section on transfer reuse Point operation.

25. Coordinate transfer use materiel and controlled exchange

26. Prepare and distribute instructions when repair parts that affect combat readiness are not available

27. Provide information for Selected assemblies Report to the contracting officer.

28. Provide periodic working copy of General Support Repair of Selected Assemblies Report

29. Prepare an explanation for selected assemblies and submit to contracting officer

30. Collect details of operational Readiness deploy Status and Utilisation report

31. Submit status updates for selected, work intensive assemblies

32. Establish system where daily results are is submitted and checked for errors This should be accomplished by entering corrections

33. Schedule all work in accordance to description of Work, Materiel Maintenance Requirements

34. Maintain all completed work request in accordance with info for all maintenance performance

35. Submit Maintenance Production Backlog Report to

36. Notify and identify problem areas to originator of incorrect source status updates

37. Provide repair parts and related support to contractor. operated maintenance activities

38. Carry out Tasks include requisitioning, receiving, locating, storing, and issuing parts/supplies

39. Complete Maintenance Shop Supply operations using Automated Retail Outlet subsystem

40. Provide various status inquiries for special reports to include input/output interface device must allow required outputs to be generated.

41. Operate a demand-supported shop stock, programmed stock, bench stock, and other stock specified include force modernisation, and upgrade programs

42. Identify parts required to meet turnaround times for mission-essential parts; submit the requisition to establish stock/reorder point levels higher than supported by demands

43. Conduct follow-up procedures on requisitions to determine status of due-in parts, and request assistance from the contractor if problems occur

44. Edit all parts requisitions, using Wholesale Supply System

45. Load information into system to establish cross-referenced part number to determine if valid info

46. Requisition commercial repair parts that cannot be cross-referenced to an tag or coded local parts store purchase

47. Establish a unit of consumption for issue to the customer.

48. Verify items received are the item quantity requisitioned and item receipt is authorised substitute.

49. Submit Item Discrepancy for shipment shortages, overages

50. Identify any items received that have original status updates missing

51. Unload, open, unpack, warehouse, and issue supplies

52. Operate any equipment required to offload, transport, or position supplies for issue or storage

53. Assign to warehouse items of supply for all jobs to ensure speedy location and retrieval of items

54. Receive and record modification but do not open Work Order kits on same day received

55. Issue items of supply only upon receipt of a valid written request as directed by the contracting officer

56. Issue items listed to requesting units if items are not available at Installation Supply Division

57. Issue parts on an emergency basis when supply record is audited alongside physical inventory assets

58. Annotate all overages and shortages for issue or turn-in on the Inventory Adjustment Report

59. Perform status update inquiry to determine causes of overages and/or shortages

60. Establish and administer suspense file on recoverable/ non-expendable items to include Automatic Return Items

61. Create accurate, complete supply and maintenance work order copies.

62. Limit entries into systems as to be made not later period following the event requiring the entry.

63. Identify unpacked, verified, and warehouse items received quickly after following receipt.

64. Resubmit corrected requisitions for all canceled or rejected requisitions quickly after notification of cancellation

65. Notify the contracting officer of the type and number of work order kits received

66. Deliver work order kits to appropriate location quickly after direction issued

67. Pick up and distribute excess kits recover and return unserviceable inventory items to Installation Supply Division

68. Identify and deliver all excess or directed items of supply to Installation Supply Division after reaching expenditure limits

69. Complete verification inspections quickly with in timeframe of request receipt

70. Plan, schedule and expedite maintenance requests through shop work centers and automated system

71. Design internal automated system to include input and output devices that can interface/ allow required outputs to be generated.

72. Put together and input periodic inquiries to includes, but not limited to status and labour distribution cards

73. Return expired work ourder authorisation cards to the units and refuse service until new cards are received

74. Verify priorities on the work orders, submitted by the units agree with numbering processing system for work orders.

75. Accept only properly completed status updates and process through appropriate maintenance channels.

76. Allow customers to pick up equipment only with disposition from unit stating original hand receipt has been lost.

77. Require customer to update status of Maintenance Register when the item is picked up.

78. Minimise the turnaround time of equipment repaired for supported units in accordance with direction

79. Change status update priorities upon receipt of request and report any production stoppage quickly

80. Request assistance from headquarters on zero-balance items with established long lead times

81. Attend scheduled and unscheduled materiel maintenance and workload meetings

82. Provide current status update with and Estimated Completion Date on work items using Technical Exhibit format

83. Provide a current end-item list of point asset status updates for distribution provide the current status and readiness availability

84. Initiate action obtaining repair parts to preclude work stoppages caused by the unavailability of repair parts or nonmission-capable items

85. Submit production-line messages to appropriate Inventory Control Point for action.

86. Initiate appropriate actions when repair parts impact combat readiness are not available with standard delivery time

87. Provide information for, prep of General Support Repair of Selected Assemblies Report

88. Provide revised informal working version of Support Repair of Selected Assemblies Report

89. Prepare Maintenance Production/Backlog Report and explanation to accompany

90. Collect input for Operational equipment deploy Status and Utilisation report

91. Submit status of selected assemblies and items as required

92. Submit Maintenance Production Backlog Report

93. Describe tasks and standards required in the operation of Maintenance Shop Supply to provide repair parts and related support

94. Design an internal automated system to include input and output devices to allow for generation of required outputs to be
generated

95. Operate demand-supported shop stock, programmed stock, bench stock, and other stock to include force modernisation, and upgrade programs

96. Identify mission-essential parts required to meet turnaround times and submit the requisition for approval to establish stock/reorder point levels

97. Conduct follow-up procedures on requisitions determine status of due-in parts, and request assistance from the contractor if problems occur

98. Verify items received are the items requisitioned, that the quantity received is the quantity requisitioned, and that an item is an authorised substitute

99. Issue items listed in status update to requesting units if items are not available at Installation Supply Division Division Materiel Directorate

100. Perform other Special Duties as Assigned