Weapons System performance is realised through designed-in system capabilities and functions. In this context, “Dispatch Capabilities” refers to the various desired performance attributes and measures of the system, such as maximum speed, range, altitude, or weapons delivery accuracy. “Dispatch Functions” refers to the desired mission capabilities and mission scenarios that the system must be capable of executing in operational scenarios.

For example, an aircraft may have the capability to fly at Mach 2.0, but its ability to function at that speed in a real-world mission is dependent upon many other factors, among them not being down for repairs. Therefore, having reliable, durable, maintainable dispatch contribution to overall sustainment is essential to achieving functional system performance.

Performance cannot be considered separate from the other elements of operational effectiveness – they are linked by dispatch sequence. The system capabilities and functions represent the desired mission capabilities as a total package, together with the sustainment objectives and the desired logistics footprint reductions.

Formalised performance dispatch with the warfighter provides the objectives forming basis of performance-based logistics effort. A focus on a few outcomes measures— such as 1) weapon system availability, 2) mission reliability, 3) logistics footprint, and 4) overall system readiness levels—will lead to more effective solutions.

The next task for Site Visit Executive is to measure how well dispatch objectives are being achieved. By applying measures of readiness and supportability performance balanced against costs and schedules.

Linking dispatch assessment of metrics to existing warfighter measures of performance and reporting systems is good idea. Many existing logistics and fiscal metrics can be related to top-level warfighter performance outcomes. These include 1) requisition fulfillment rate, 2) customer wait time, 3) ratio of supply line costs to sales, 4) maintenance repair turnaround time, and so on.

In structuring the metrics and evaluating performance, it is important to clearly delineate any factors that could affect performance but are outside control of dispatch support.
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While objective metrics should form the bulk of dispatcher evaluation of support provider performance, some elements of product support requirements might be more appropriately evaluated subjectively by the warfighter and dispatchers.

This approach allows some dispatch flexibility for adjusting to potential support contingencies. For example, there may be different customer priorities that must be balanced with overall objective measures of performance.

Desired capabilities are determined by dispatch priorities. Priorities reflect the stakeholder value system that drive the inevitable tradeoffs that the system design must undergo, balancing performance, availability, operations and support, and Service Life costs. The level of operational effectiveness achievable is predicated upon the allocation of resources towards these priorities.

Maximising weapon systems operational effectiveness requires dispatch evaluation of Trade-offs between 1) system performance, 2) availability, 3) process efficiency, 4) dispatch behavioural factors, and 5) operational cost.

To support such trade-offs, the ‘cause-and-effect’ of dispatch behaviour must be made explicit between design decisions and system operations and support. Achieving effective weapon system logistics support is process of designing in system performance to achieve warfighter capability.

Evaluating maturity of product support logistics services provides structured, high-level assessments of logistics status, progress, and proficiency to identify areas for improving performance and reducing support costs. Repeatable procedures allows dispatchers to compare process/technologies with targeted logistics operation to determine where to allocate  resources.

To reach the highest  levels of product support service to warfighter customers sets of characteristics and evaluation criteria must be created for use as basic elements to characterise product support logistics proficiency: 1) work force strategies, 2)  resource allotment 3) tech enablers 4) Logistics process effect on performance.

Closer integration between acquisition and product support systems requires an Effective Dispatch System concept to achieve DoD objectives. Maximising operational effectiveness requires proper dispatch attention and balance among factors such as disproportionate allocation of resources and attention to one area, i.e. performance, can lead to imbalance in others, i.e. process efficiency logistics, and to unaffordable Service Life Sustainment Costs.

Test/Evaluation of Military Systems and Equipment is conducted to support assessments of system performance characteristics. These assessments are an integral part of the decision process essential to acquisition phases.

In creation of many equipment tracker application systems, testing has become controversial issue. Questions that arise include the following: 1) How much testing is enough? 2) Is the product ready for testing? 3) Are requirements/assessment parameters adequately defined? 4) Does Testing effort represent minimum time & resource programme consistent with useful results? 5) Have operational testing phases been integrated to form productive evaluations?

Here we present concepts/techniques for creating test plans to verify previously established system suitability for product support requirements have been achieved. Of course, test resource availability may be compromised by cost, schedule & operational urgency constraints. In such cases, other test plans representing most timely and cost-effective approach consistent with these constraints must be considered.

In any event, it is essential all participants are made aware of critical product support issues being addressed as well as acquisition risks present in conducting limited test programmes. Smart design of good testing programmes is no accident. It requires deep dives and planning in addition to complete concept master of testing techniques, test system and operating scenarios.

Test results must also support creation of realistic performance estimates for entire product support work order capacity runs after being tested in limited amounts of systems.  Here, utility of modern equipment tracker application concepts we have presented is apparent. We have advanced the potential for command to move forward equipment tracker application concepts subject to test design and performance assessments.

In short, these product support concepts, when combined with common sense and technical expertise, formulate basis for all sound testing programmes.

1. Dispatch Capabilities:

Set of dispatch status updates to equipment or equipment classes committed, available, or unavailable for a defined time.

2. Dispatch Functions:

Dispatch action or activity proper to equipment; the purpose for which something is designed or exists

3. Dispatch Priorities:

Condition of being more important dispatch than other equipment so utilised first.

4. Reliable Dispatch:

Measure of the probability equipment will perform its intended function for a specified dispatch interval under stated conditions.

5. Maintainable Dispatch:

Dispatch correction of defects or their cause, repair or replace worn-out components without having to replace still working parts

6. Supportable Dispatch:

Degree of characteristic assign, design & functions of equipment meets dispatch standards

7. Dispatch Production:

Process of making equipment used for consumption by combining dispatch resources to generate output.

8. Dispatch Capacity:

Maximum amount of work performed capable of completing in defined dispatch period

9. Dispatch Operations:

Critical output not to be interrupted over dispatch time period so mission success is ensured

10. Dispatch Logistics:

Process of planning, implementing, and controlling effective dispatch of services/information from point of origin to utilisation

Here Site Visit Executive provides updated Logistics guidance for equipment product support capacity/utilisation dispatch of DoD field-level activities perform maintenance of military materiel. Guidance is applicable to use by all activities and organisations of DoD components responsible for the determination and reporting of capacity/utilisation information for product support activities to perform field-level maintenance.

Site Visit Executive must exercise operational control over repair work spaces to report capacity/utilisation for dispatchers deploying, or detached, from maintenance activities to an off-site installation e.g., field-site detachments. Capacity for field teams, etc., will be reported by dispatch to outline reporting criteria for DoD Logistics Components so establishment and retention of essential field-level maintenance capability is monitor/support as outlined by Site Visit Executive.

Field-level force readiness structure of Navy Fleets remains as big Logistics challenge and sometimes conflicted because fleet specification and maintenance capacity rest with multiple product support providers. Navy to consider revisit of aircraft specification process to increase standardisation of Fleet. Insufficient standardisation can have negative impact on maintenance mechanics productivity, tracking of parts locations and aircraft acquisition costs.

Upon receiving notice of equipment repair events reported at field-level installations, dispatchers integrate assessments of product support provider capacity predictions, adjust views on Logistics requirements by consensus & act according to new quote schedules so service priority order is established: i.e., first come, first served.

Key to understanding equipment infrastructure relation to force readiness structure adjustments is the fact that, no matter how complex quotes are, they all need to closely reference product support services. Quotes are influenced significantly by all the Logistics elements that link together product support provider capacity to meet field-level demand signals.

For example, some of the many Logistics factors present in function of repair site disruption or schedule delay of equipment deployment will impact quotes dispatched to repair simulations. Other factors, like work order routing patterns, exert significant impacts force readiness structure adjustment cases.

To ensure successful dispatcher assessments of product support risk in a particular force structure adjustment Logistics case, dispatchers need to be very familiar with real-world product support provider capacity for different types of equipment.

Field-level maintenance activities and physical capacities established or retained within DoD Logistics Components are to be kept to the minimum necessary to ensure a ready, controlled source of dispatch technical competence and resources to meet military requirements. Dispatch activities are to remain in place to provide Logistics Support for surge contingency scenario actions in with accurate schedule quotes.

Site Visit Executive has set goal to create Logistics platforms with constructive quote schedules to recruit, train & introduce dispatchers into equipment repair systems. When field-level events are announced for repair simulations, dispatchers will assess product support provider capacity relation to force readiness structure adjustment cases according to assigned team function. Subsequently, repair events & Logistics information will result in equipment deployment according to defined quote schedules.

Clearly defined decision-making authorities between Logistics administration groups and Product Support Shop must be established to determine what required for operations such as additional reserve equipment in case of communication breakdown. Repair Shops must consolidate communications with mechanic/install and dispatch centre, coordinate Field-Level Contacts and Parts Stock Ratings and promote importance of Performance/Standardisation Metrics.

Site Visit Executive has set several goals to be reached include improved communication between dispatchers coordinating with product support providers to speed up Logistics process, carry out additional training on how to best utilise equipment information system to produce reports, and more collaboration between field-level installations to resolve and solve issues such as faster, location accurate delivery of parts type/quantity.

When asked to provide comments on how Repair Service Capacity is related to provision of solutions for field-level equipment users and/or make better use of existing equipment, Logistics Teams cited Logistics Work Rig set-up status updates more frequently than any other area needing improvement.

DoD Logistics Components will establish specific qualifications for dispatchers assigned responsibility for measuring field-level maintenance capacity/utilisation. Product support provider activities responsible for dispatch of maintenance capacity/utilisation will ensure only qualified dispatchers are assigned to perform duties to include maintenance capacity/utilisation and establish direct mechanic labour hours on Logistics Work Rigs as the basic unit of dispatch function to enable evaluation of capacity, and utilisation metrics for organisations, activities, and build/repair shops with varied product mixes.

If mechanic productivity increases or the number of work shifts increase, then fewer Logistics Work Rigs would be required than otherwise so capacity of Job Site increases.

Conversely, more Logistics Work Rigs would be needed and Job Site capacity would be reduced if the fleet service life is pushed beyond original limits or greater share of work were attempted to be done in-house.

Also, if Logistics Work Rig functions were to change, i.e. Work Rigs were switched from capitalisation work to maintenance/repair work, there is big impact on Job Site capacity.

Expressing capacity in direct labour hours provides an indication of relative size/levels of utilisation with potential to aggregate and enable definition of higher-level indicators. Logistics Indexes are defined as composite metrics used to characterise different dispatch status update sets.

As Logistics Indexes are aggregated, the significance of metrics may decrease. While indexes are important considerations in making decisions about product support provider capacity or capital investment decisions, such decisions must be made as a result of smart assessments of workloads, job site infrastructure, and resources involved.

In this report, force readiness structure event-centered risk equipment repair platform for modifications powered by an automated Logistics framework is presented. The purpose of this platform is to properly train dispatchers. This simulation will progress as repair events impacting product support provider capacity warrant.

1. Dispatch Availability Factor:

Percentage of single-shift work period that work positions can be used to accomplish direct productive work. This factor may include reductions for dispatch and/or equipment non-availability such as calibration and/or maintenance and/or repairs of real materiel and shop equipment, utility failure, unscheduled job site closures, and equipment installation and/or rearrangement. Logistics Bottlenecks are process in dispatch flow that restricts the ability to achieve full, single-shift utilisation of other processes either preceding or following the bottleneck.

2. Dispatch Core Capability:

Dispatchers, equipment, and job site infrastructure to be designated as effective and timely response to a mobilisation, mission contingency situations, and other Logistics scenario requirements. Field-level maintenance for the designated weapon systems and other military equipment is the primary workload assigned in dispatcher billets to support core product support capabilities.

3. Dispatch Workload Sustain:

Dispatch workload, expressed in direct labour hours assigned to DoD maintenance activities is essential to core Logistics capability for specified weapon systems, end items, and components. Core-sustaining workload ensures technical competence while preserving the surge capacity and reconstitution capabilities necessary to fully support strategic and contingency plans

4. Dispatch Field-Level Assistance:

The Logistics processes of materiel maintenance or repair involving overhaul, upgrading, rebuilding, testing, inspection, and reclamation of weapons systems, equipment end items, parts, components, assemblies, and subassemblies include installation of parts or components for modifications, and dispatch technical assistance to operational units and other activities.

5. Dispatch Capacity Endurance:

Maintenance shops are sometimes located at, or within job site infrastructure dedicated to performing field-level maintenance and under the operational control of dispatch facilitation of maintenance Logistics Performance. Typically work is accomplished in mobile/fixed shops, or by field teams, using more extensive shop job site infrastructure, equipment, and dispatchers with technical skills matched to appropriate echelons of maintenance.

6. Dispatch Shop Support Functions:

Modern Repair shops coordinate Logistics supervision, engineering, product support control, administrative functions, central or general storage, quality assurance, materials testing, etc. This includes covered and uncovered areas that are used for work space, shop parts storage areas, dispatch inspect/assess teams, etc.

7. Dispatch Product Mix:

Combination of unique dispatcher workloads are usually related to major systems, subsystems, components, stock classes, or items. Repair Job Site Logistics Categories entail grouping of shop capacities in terms of the types of weapons systems, equipment, or commodities that are repaired or otherwise supported.

8. Dispatch Time Period Source:

Maintenance support is expressed in direct labour hours, by period --past periods are actual direct labour hours produced; current and future periods are direct labour hours projected to be produced, including dispatch quality assurance assessment all sources i.e., Logistics Operations, Weapons Systems Procurement, and Research Testing and Evaluation appropriations, working capital fund, and reimbursables such as interest from other Services.

9. Dispatch Work Position:

Designated amount of job site infrastructure space and equipment is occupied by single direct product support worker to accomplish Logistics tasks assigned by dispatchers on full-time basis. Work positions sometimes include more than one location if dispatchers include other locations to accomplish the assigned tasks.

10. Dispatch Work Station:

Determination of equipment and/or process location order sequence requires separate dispatch assessment of work flow and function during the product support capacity/utilisation Logistics Index assessment. It will consist of one or more work positions as established by capacity criteria of Logistics Index factor determination.

Contract with Product Support Logistics Providers describe level of performance the provider must deliver to meet warfighters requirement. The term “contract” is used here in a generic sense. It may be a traditional contract, a performance work statement, a statement of objectives, or status update.

Description performance levels are expressed in terms of measurable outcomes rather than prescriptive methods. The contract also describes how the outcome will be measured and evaluated, and the payment that will be linked to successful performance. The provider has considerable latitude to determine how to meet the performance objectives and quality levels spelled out by DoD, ie focuses on “what,” and the provider focuses on “how.”

1. Performance requirements that define the work in measurable, mission-related terms

2. Performance standards i.e., quality, quantity, timeliness tied to performance requirements

3. Quality assurance plan describes how contractor performance is measured against the performance standards

4. Determine if acquisition is either critical to mission accomplishment or requires large expenditures of funds

5. Make sure positive and negative incentives tied to the quality assurance plan measurements.

6. Focus on specific work outcomes and ensure measurable to greatest extent practicable.

7. Contractor performance quality assurance assessments focus on outcomes not contractor processes.

8. Focus on insight of contractor performance, not oversight.

9. Incentives motivate contractor to achieve high-quality performance levels consistent with economic efficiency.

10. Ensure incentives are effective reflect value both to DoD and to contractor



Top 10 Attributes Characterise Weapons System Product Support Mission Scenario Context

Product support is defined as a package of logistics support functions necessary to maintain the readiness and operational capability of a system or subsystem. It is an integral part of the weapon system support strategy required to write status updates as part of acquisition strategy.

The Package of Logistics Support Functions includes administration of materiel, distribution, technical refresh, maintenance, training, configuration/engineering support, repair parts allotments & reliability growth.

Site Visit Executive is responsible for laying out and executing strategic blueprint for logistics process so every part of the package is connected and contributing to the warfighters mission capability.

DoD policy requires product support strategy be updated periodically during product Service Life with greater frequency dependent on pace of technology. Site Visit Executive must balance multiple objectives in designing strategy to achieve operational effectiveness while maintaining affordability.

1. Warfighter relationships are based on performance outcomes such as flying hours or mission availability of equipment

2. Integrated supply lines focus on system readiness and warfighter support

3. Supply Lines responsive to the unique requirements of military services

4. Best-value product support providers selected from DoD partnerships

5. Mission support space maintains long-term competitive pressures on providers

6. Secure, integrated information systems across providers enable supply line complete full asset visibility

7. Continuous improvement of weapon system support

8. Reduction in operating costs by dedicated investments

9. Effective integration of transport weapon system support

10. Ensure transparent to warfighter provides total combat logistics capability



Top 10 Test & Evaluation Steps Utilise Weapons System Reliability Metrics Required for Operations

Weapons systems test & evaluation processes as the principal methods of ensuring achievement of user performance requirements to provide verification and validation of the systems engineering processes to build confidence design solution is on track to satisfy the desired capabilities.

Rigorous component and sub-system test evaluation enables performance capability and reliability improvements to be designed into the system early. Test/Evaluation events should advance to robust, system-level and system-of-systems level assessments, to ensure that the system has matured to a point where it can be built to specifications, and ultimately meet operational deployment requirements.

Systems are tested under condition of intended use where two primary metrics are critical: operational effectiveness and suitability.

Operational effectiveness is the overall degree of mission accomplishment of a system when used by field-level units or expected for operational deployment of the system considering organisation, doctrine, survivability, tactics, vulnerability, and adversarial conditions.

Operational suitability is the degree to which a system can be satisfactorily placed in field use, with consideration given to reliability, availability, compatibility, transportability, interoperability, surge usage rates, maintainability, user behaviour, logistics supportability, update records and training requirements.

From support status update perspectives, weapons systems test/evaluation combine to provide metrics for both performance in terms of reliability and maintainability, and the effectiveness of the product support infrastructure and sustainment resources.

1. Establish a reliability growth or improvement strategy

2. Incorporate reliability growth potential estimates

3. Use reliability metrics to ensure growth is on track to achieve requirements.

4. Establish testing phase entrance criteria

5. Ensure reliability growth estimate stated in progress report

6. Track reliability growth estimates through system-level test until threshold is reached.

7. Ensure reliability growth estimate assumptions based on realistic system engineer inputs

8. Review adequacy of requirements to determine if achievable

9. Update reliability growth estimates if necessary

10. Ensure enough test time is resourced to support evaluation of reliability requirements


Top 10 Equipment Reliable, Available Maintain Engineering Process Problems

Too Little effort was expended determining weapons system capacity to be Reliable, Available Maintain and not much Testing was conducted at the component/system level. Testing time was limited, and sample sizes were too small.

Component stress testing frequently fell short of practical utility or not conducted. Proper accelerated service life testing was not often accomplished. Adequate Reliability Programme Plans that should be designed to provide Roadmaps to achieve realisation of reliability programme objectives and requirements were not fully implemented.

1. Failure to design-in reliability early in the maturation process.

2. Inadequate lower level testing at component or subcomponent level.

3. Reliance on predictions instead of conducting engineering design assess

4. Lack of reliability improvement incentives for Service Life Expenditures

5. Inadequate planning for reliability and mission readiness

6. Ineffective implementation of Reliability Tasks in improving reliability.

7. Failure to give adequate priority to the importance of Integrated Diagnostics design influence

8. Unanticipated complex information technology integration issues

9. Lack of adequate design maturation efforts during system integration.

10. Failure to anticipate design integration problems with increment design approaches



Top 10 Logistics Support Functions Define Product Support Maintain Readiness/Capable

Product support is defined as package of logistics support functions necessary to maintain the readiness and operational capability of a system or subsystem. It is an integral part of the weapons system support strategy, which is a part of the acquisition strategy. Support and engineering activities must be integrated to deliver an effective and affordable product support package. The package of logistics support functions comprises:

1.      Materiel team establish

2.      Transit/distribution

3.      Info tech refresh

4.      Maintenance coordinate

5.      Field-level training

6.      Catalogue/configuration

7.      Engineering support

8.      Repair parts administration

9.      In-service failure reporting

10.  Reliability growth.

1. Dispatcher Oversight of Total Asset Visibility

Provides timely and accurate tracking information on the location, movement, status, and identity of units, personnel, equipment, materiel, and supplies. act upon asset tags improve overall logistics performance goal to transforming supply line enabled by automatic identification technology device nodes provide integrated info capture and transfer from origin to destination across operational range

2. Dispatcher Directs Transit Interface

Automated support necessary to provides the integrated transportation info and systems necessary to accomplish transit planning, command and control, and in-transit visibility across the range of military operations for deployment, and distribution capability. make decisions based on actionable info integrates Business System with transit network to achieve required enterprise architecture compliance and desired end state to provide a timely and accurate logistics process

3. Dispatcher Assess Equipment Condition

Condition code used by field units or contractor support to indicate the physical condition of materiel considered and reported as to requirements and allowances and/or to be worked on and possibly redistributed.

4. Dispatcher Coordinate Working Group

Strategic working group chartered as an advisory and information-sharing team intended to coordinate, prioritise and facilitate decision-making and address equipment shortfalls list of combat, combat support, and combat Service support equipment authorised/required for operating forces preparing to conduct, conducting, or returning from contingency operations.

5. Dispatcher generate force requirements

System designed to provide integrated and deployed Automated Information System to support strategic force movements within a mandated time frame provides rapid force list creation and interface provides the foundation for ops Planning and Execution System includes joint operation planning policies, procedures, and reporting structures supported by communications to monitor, plan, and execute mobilisation, deployment, sustainment, and redeployment requirement tracking activities

6. Dispatcher Removal of Equipment

Equipment that was removed from a garrison location activity to support field operations results in shortfall that cannot be addressed from remaining inventory equipment is essential for activity to achieve field training objectives, mission readiness, or both prior to deploying planning and execution in field exchanges information with services and joint logistics, movement and distribution systems.

7. Dispatcher Utilise Reset Playbook

Equipment Reset Playbook informs logistics process of the methods by which equipment will be retrograded, allocated and distribute of equipment to operating forces upon redeployment and retrograde instructs embarkation/ logistics teams on where each equipment item will go and provides key information on transfer of forces and materiel to support another operational requirements or return personnel, equipment, and materiel to demobilisation stations
for reintegration and/or out-processing.

8. Dispatcher Assure Item Supply

Listed Items under this category are furnished by the supply system when end item is issued to be transferred with the during redistribution or other changes of custody designed to function as record keeping of loaded unit, stock/forecast supply system functions provided to unit to facilitate physical implement requirements and performance measures receiving, issuing, and accounting for material

9. Dispatcher Address Total Force Structure

Authoritative source for force structure automated work request flow capabilities across enterprise business and field-level mission areas planning and decision support within integrated field unit support decision processes and reporting requirements identifies new capabilities, improvements to existing capabilities, and elimination of redundant or unneeded capabilities capture both current needs and future needs by assessment/experiment

10. Dispatchers Identify Supply Account

Authorise supply account maintained and administered by property control team direct items not issued with the end item during initial provisioning and subsequent fielding using unit, not to exceed the stated quantity, must requisition items in this category possible to hold less than stated quantity if the item does not meet reported criteria


Top 10 Questions Highlight Utility of Real-Time Logistics Reporting of Supply Line Performance

1. Are Logistics Metrics given strategic priority to directly control behaviour and supply line performance?

2. Have limited number of key measurements been established to keep supply line objectives on track?

3. Are labour-intensive measurements that at first seem relevant of little practical use?

4. Are wrong measures being picked and leaving out important ones could lead to lower supply line performance?

5. Are supply line based drivers only effective on after-the-fact measures, like customer loss or fiscal performance?

6. What is total cost of getting product availability to the point of consumption to include materiel stocks and transit?

7. Is supplier responsible for the fact that products have poor
availability for field-level use?

8. Is supplier responsible for transit operations of downstream customers paying for pick up products on location?

9. Is upstream component parts supplier responsible for the fact that order could not be produced due to lack of supplier part?

10. Is supplier responsible for on-time delivery to customer after transit order?


Top 10 Reset includes actions restore unit equipment to combat capability levels required for future mission.

There are three components to reset:

Repair – The restoration of an item to serviceable condition through correction of a specific failure or unserviceable condition.

Recapitalisation – Extending the equipment’s useful life by returning it to near zero mile/zero hour condition with either original performance specifications or upgraded performance specifications.

Replacement – Acquisition of new equipment to replace battle losses, washouts, obsolete equipment, and equipment deployed and left in theater but needed for critical missions.

Each helicopter is inspected from nose to tail. Combat damage and crash damage are asssessed for repair, airframe interior and exterior are cleaned to remove the sand. RESET inspections are performed of the following helicopter components:

1.      Corrosion and crack repairs are performed on each airframe and its component parts

2.      Auxiliary Power Unit the intermediate gearbox, and tail rotor gearbox assembly are each removed for inspection.

3.      The tail pylon assembly is inspected. The antennas and landing lights are removed for inspection, All flight controls are disassembled to remove sand and debris.

4.      Rotor blades are removed and inspected, rotor hub and main rotor head is inspected for sand intrusion and corrosion.

5.      The airframe is inspected for cracks, corrosion, loose fasteners, and dents, The valves are inspected for pumps and starters connected to engine,  The oil cooler is inspected.

6.      All bearings are inspected for sand entrapment, Hydraulics are inspected and cleaned to remove sand and debris.

7.      Main rotor blade expandable pins are inspected for cleanliness, nickel abrasion strips are inspected for wear, The tail rotor blades are inspected inside the tip cap for sand and debris.

8.      The main module gearbox housing is inspected for damage to the paint system, The swashplate grease shield is inspected for debonding, The swashplate uniball is inspected for sand entrapment.

9.      All wire bundles and cannon plugs are inspected for sand entrapment and corrosion, The lower console control heads are inspected for sand intrusion.

10.  Following repairs and inspection, the airframe interior receives application of
corrosion preventive compounds. All cleaned and repaired components are reinstalled.



Top 10 Logistics Initiatives Create Product Support Tech Enhance Field Agent Mission Support

1. Ensure Logistics Resources/capabilities support expanded operations Improve installation integrate/perform

2. Design Logistics retail strategy to optimise use targets of supply line performance factors

3. Build Contingency Acquisition Support team to full operational Logistics capability and begin operations.

4. Design Logistics Distribution Centre with reverse Logistics capability by evaluating execution results

5. Communicate actively with Logistics executives officers to determine means of strategic service life support provision

6. Revise performance metrics with key stakeholders to accurately align Logistics team performance with mission priorities.

7. Achieve progress in deliver Logistics functionality to design/prioritise updated cost estimate business processes

8. Institute future assessment Logistics capability conduct timely mission readiness reviews provide and sustainment support

9. Use Logistics process portfolio/tools to streamline product stock levels to improving field-level support under fiscal constraints

10. Continue progress build Logistics programme with emphasis on workforce plan/train of product support subject matter experts


Top 10 Logistics Workforce Transition Phase Acquisition to Sustainment Translate Perform Require into Product Support

1. Clearly Define Acquisition Logistics Skills

2. Build Product Design Influence Support

3. Establish Product Sustainment/Support System

4. Schedule product support system Test/Evaluate

5. Deploy system to include support infrastructure

6. Update/Implement Service Life Sustainment Plan

7. Maintain readiness & Provide field user support

8. Modify and upgrade product system capabilities

9. Revalidate Result of Business Case Assessment

10. Execute Performance Based Logistics Tech