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Top 10 Guide to Work Order Schedule Steps/Template for Site Visit Executive Supervision of Project Plans

12/21/2017

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The purpose of project plans are  to help Site Visit Executive control project progress by reducing project into smaller components, establish timeline with deadlines for each component, provide part delivery sequence for delivering each part of the project and establish baseline to measure progress against.

Project planning does not have to be totally focused on process and document heavy. If you have authorisation to proceed and budget, the next step is to plan course of project.

Here we present practical approach for creating project plans by understand business goals determined in initial phase by Site Visit. Executive and stakeholders. Business goals are typically created as high-level perspective for what the project is trying to achieve.

Goals are difficult to measure, for example define a benefit, but must increase the product satisfaction level for existing field-level customers.

Project may be one of many others that are collectively working towards achieving bigger business goal, however, it is important to understand goals because the goal will be a reference to the objective of your project.

Get clear around your project objectives specific to Site Visit Executive actions must be measurable with deadlines statements to capture what the project is trying to achieve for example to include improving our average tech support response time for all existing customers, implementing new ticketing system. The objective does not describe deliverables but it will help you define them, which is the next step.

Must break down and identify your major strategic deliverable that achieves the objective, for example implementing new ticketing system. Must begin to decompose this deliverable into smaller tasks and further into subordinate tasks depending on complexity.

Most often this is done on a list, but it can be more effective if you prepare something easier to visualise, such as putting your list into a table view or creating a work breakdown chart. The tasks you identify will be used to create a visual project plan.

Starting with the kick-off date, begin adding dates for each task based on the estimated task duration. Once you have completed the task dates, start adding dates for the subtasks.

You can use established Site Visit Executive Timeline as planning tool. The chart you create will not be the final project plan, rather it will be the initial plan that you begin reviewing with stakeholders and your team.

Through review process you will update dates of the plan and dependencies based on resources, commitments and other variables. The end result will be a visual project plan that has been well communicated.

It is important to get the sequence of your tasks in the right order. For Example, Site Visit Executive can establish Workflow Planning Task simultaneously with the Installation Task, but cannot start the Set-up Task until the Installation has been complete.

The easiest way to do this and to see dependencies is to visualise them by creating a simple schedule communicate with team often, update regularly and make adjustments in progress reports.

Depending on the size and complexity, Site Visit Executive may need to create subsidiary plans to support large projects to include require communication plan so the right information is messaged to the appropriate parties at the right moment.

The plan must identify all parties who need to know about the project, and what it is each party needs/wants to know. The plan should also determine the best way and best format to communicate with each party.

Complex projects may require Site Visit Executive to identify and validate of project plan scope of project plan to provide guidelines on how to identify what is required to complete the project, what work should not be included as part of the project and define how to establish change control to project scope.

What Can Equipment Tracker Dispatch Event Schedule Application Do For Your Work Order Jobs? Project teams anticipating schedule changes should create a schedule plan, defines how control process will be executed including changes that are introduced by time limits.

Organisations have too many tasks, and manually dealing with each one can be daunting. To help you simplify these administrative tasks, as well as offering a rich set of functionality for complex scheduling needs, we provide a collection of functions and procedures in the Scheduler package to enable control of when and where various tasks take in system.

These tasks can be time consuming and complicated, so using the Scheduler can help you to improve planning of these tasks. In addition, by ensuring that many routine tasks occur without manual intervention, you can lower operating costs, implement more reliable routines, minimise dispatcher error, and shorten the time windows needed.

The Scheduler provides enterprise scheduling functionality, which you can use to schedule job execution based on time or events. The most basic capability of a job scheduler is the ability to schedule a job to run at a particular date and time or when a particular event occurs. The Scheduler enables you to reduce your operating costs by enabling you to schedule execution of jobs.

For example, consider the situation where a patch needs to be applied to a programme that is in execution phase. To minimise disruptions, this task will need to be performed during non-peak hours. This can be easily accomplished using the Scheduler. Instead of having dispatchers manually carry out this task during non-peak hours, you can instead create a job and schedule it to run at a specified time using the Scheduler.

Jobs that share common characteristic and behaviour can be grouped into larger entities called job classes. You can prioritise among the classes by controlling the resources allocated to each class. This enables you to ensure that your critical jobs have priority and have enough resources to complete. For example, if you have a critical project to load, then you can combine all jobs into one class and give priority to it over other jobs by allocating it a high percentage of the available resources.

The Scheduler takes prioritisation of jobs one step further, by providing you the ability to change the prioritisation based on a schedule. Because your definition of a critical job can change over time, the Scheduler enables you to also change the priority among your jobs over that time frame. For example, you may consider the jobs loading to be critical jobs during non-peak hours but not during peak hours. In such a case, you can change the priority among the classes by changing the resource allocated to each class.

In addition to running jobs based on a time schedule, the Scheduler enables you start jobs in response to real-world events. Your applications can detect events and then signal the Scheduler. Depending on the type of signal sent, the Scheduler starts a specific job. An example of using events to align your job processing with real-world requirements is to prepare event-based jobs for when dispatch connection is broken. In this case, you could run jobs that check for suspicious activity in this account.

There are multiple states that a job undergoes from its creation to its completion. Scheduler activity is logged and information such as the status of the job and the last run time of the job can be easily tracked. This information is stored in views and can be easily queried to provide valuable information about jobs and their execution that can help you schedule your jobs better.

A schedule specifies when and how many times a job is executed. Jobs can be scheduled for processing at a later time or immediately. For jobs to be executed at a later time, the user can specify a date and time when the job should start. For jobs that repeat over a period of time, an end date and time can be specified, which indicates when the schedule expires.

A schedule can also specify that a job be executed when a certain event occurs, such as spare parts dropping below a threshold. Similar to programmes, schedules are objects that can be named and stored in dispatch connection. Users can then share named schedules.

For example, the end of the day may be a common time frame for many jobs. Instead having to define an end-of-day schedule each time a new job is defined, job creators can point to a named schedule.

A job is a user-defined task that is scheduled to run one or more times. It is a combination of what action requirements are to be executed and when scheduled. Dispatchers with badges can create jobs either by Specifying as job attributes both the action to perform and the schedule by which to perform the action, for example for example at the end of the first shift, or when a certain event occurs or Specifying as job attributes the names of an existing programme object and an existing schedule object.

Like programmes and schedules, jobs are objects that can be named and saved in dispatcher connections. You can specify job arguments to customise a named programme object. Dispatcher connections override the default connection values in the program object, and provide values for those programme connections that have no default value. In addition, job connections can provide values to actions such as stored procedure specified by the job.

A common example of a job is one that runs a set of nightly reports. If different job sites require different reports, you can create a programme for this task that can be shared among different users from different job sites. The programme action would be to run a reports script, and the programme would have one dispatch connection: the job site number. Each user can then create a job that points to this programme, and can specify the job site number as a job connection.

A job instance represents a specific run of a job. Jobs that are scheduled to run only once will have only one instance. Jobs that have a repeating schedule will have multiple instances, with each run of the job representing an instance. For example, a job that is scheduled to run on a particular day will have one instance. A job that runs daily at the end of the first shift for a week has seven instances, one for each time the job runs.

When a job is created, only one entry is added to the Scheduler's job table to represent the job. Each time the job runs, an entry is added to the job log. Therefore, if you create a job that has a repeating schedule, you will find one entry in the job views and multiple entries in the job log.

Each job instance log entry provides information about a particular run, such as the job completion status and the start and end time. Each run of the job is assigned a unique dispatch connection which is used in both the job log and job run details views.

An event is a message sent by one application or system process to another to indicate that some action or occurrence has been detected. An event is sent by one dispatch process, and received. by one or more applications or processes.

Events raised by the Scheduler to indicate state changes that occur within the Scheduler itself. For example, the Scheduler can raise an event when a job starts, when a job completes, when a job exceeds its allotted run time, and so on.

The consumer of the event is an application that takes some action in response to the event. For example, if due to a high system load, a job is still not started soon after the scheduled start time, the Scheduler can raise an event that causes a dispatch application to send a notification.

Events raised by an application are designed to be consumed by the Scheduler. The Scheduler reacts to the event by starting a job. You can create a schedule that references an event instead of containing date, time, and recurrence information. If a job is assigned to such an event schedule, the job runs when the event is raised.

You can also create a job that has no schedule assigned and that directly references an event as the means to start the job. For example, when spare parts tracking system notices that spare parts levels has gone below a certain threshold, it can raise an event that starts a spare parts replenishment job.

The Scheduler uses Advanced Queuing Streams to raise and consume events. When raising a job state change event, the Scheduler transmits a message onto a default event queue.

Applications subscribe to this queue, transmit event messages, and take appropriate action. When raising an event to notify the Scheduler to start a job, an application queues a message onto a queue that was specified when setting up the job.

1. Details about functional units involved and work tasks

2. Cost and schedule performance measurements

3. Milestones and review scheduling of contracts

4. Definition of all project assess processes

5. Identification of tools and techniques

6. Dependencies and interactions among processes

7. Timelines and metrics for success at each phase of work

8. Maintain perform schedule, cost & quality baselines

9. Future vision of project scope, tasks, schedule

10. Allocated resources and interactions with other projects

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Top 50 Steps Site Visit Executive Achieve Sustainable Logistics Design Strategies Across Supply Line Points

12/15/2017

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Site Visit Executive has established sound approaches to supply line logistics metrics showing it is not a one-size-fits-all solution. Each DoD Service is different and as such each service needs to adopt the strategies that best align with DoD vision and outlook for the future. Here are some steps manufacturers, suppliers, distributors, and retailers can take to encourage more sustainable supply practices and foster creativity and collaboration in engineering a more efficient end-to-end supply stream as technology moves forward at rapid pace.

1. Use Metrics to Stay Ahead of Known/Unknown Risks

By using metrics from field-level troops, Site Visit Executive can know what to create for them, and where they already are instead of the other way around. But DoD can’t just suck up all the metrics out there and expect good results to pop out. Must use the right metrics, and use it correctly, to draw the right conclusions, or else it’s garbage in and garbage out. There are so many metrics being collected now because of sensors operating on equipment. Now there are metrics suppliers can share with manufacturers and distributors and retailers, but what do we do with all this info?

2. Map Supply Chain Goals

In order to identify areas most in need of sustainable supply practices, Site Visit Executive must inventory all points of the supply pipeline to evaluate the operation. This includes evaluating vendors, third-party collaborations, and connections to other outside organisations to pinpoint points of inefficiency. Identifying potential drags on more sustainable model utilised by DoD will help planners and teams devise strategies that best address a particular point in the pipeline.

3. Establish Realistic Expectations

It’s important to realise that sustainable practices and business goals or objectives are not necessarily competing propositions. Once a supply chain has been mapped and areas for improvement identified, teams assigned by Site Visit Executive can then communicate expectations about DoD sustainability benchmarks and progress-points to those inside the supply stream. Establishing these expectations also provides a roadmap for implementation that helps designate responsibility and accountability to right players inside the supply pipeline.

4. Create Baselines and Key Performance Indicators

Simple questionnaires, surveys, process info gathering, and other types of feedback and reporting are essential to Site Visit Executive monitoring the impact of sustainable supply logistics and making adjustments to existing DoD practices to foster greater returns on investment. Creating, sharing, and understanding how these key performance indicator metrics must be applied will also promote of inclusive operations throughout the supply stream.

5. Establish Training Programmes

Knowledge is power. It’s a cliché for a reason. Providing those within the supply chain literature, training, and education on the benefits and necessity of sustainable supply practices in today’s supply landscape will go a long way toward helping Site Visit Executive reimagine how DoD operates and functions in today’s global supply market. Several consulting organisations offer sustainability training and education programs, and companies should look at these programmes as investments in their future.

6. Assess Results

Simply taking the steps to implement sustainable supply solutions is not enough – in fact, that’s just the beginning. Site Visit Executive must remain vigilant as sustainable supply practices begin to take effect in order to enact any necessary course corrections and ensure the integrity and impact of sustainable DoD initiatives. Maintaining a watchful eye on the established metrics and benchmarks for progress will help planners achieve end-to-end visibility and transparency.

7. Create transparent pipeline

Site Visit Executive must have visibility all the way through the supply chain, from the materials that go into the product all the way to the end customer user. That’s the case no matter what the product/service. This isn’t a new concept but no less important — or challenging — to achieve because of all the partners and parts involved in supply systems. But as technology evolves, it’s much easier for DoD to get this type of information. Also keeps the pipeline transparent: talking to each other. It comes down to communication. Supply chain is complex, and everyone’s a part of it. If someone’s not communicating, it breaks down.

8. Build strong supplier administration

One way to keep communication channels open is to have a strong and communicative Site Visit Executive because what good is having a pipeline metrics established if no one at DoD looks at it or uses it? Or no one’s learning from it? Not much. It’s really a forum that allows a lot of two-way dialogue about efficiency process, changes and upcoming plans. If the team finds itself struggling with something, or felt like there was a gap in communication breakdown somewhere within the process, this forum is a gathering to allow for exchange of ideas.

9. Create outside-in, not inside-out supply chain

Creating an outside-in supply chain means using metrics to look at what consumers want and need and predict that demand instead of creating a product and hoping that it lands in the right spot and finds its market, Site Visit Executive is trying to be collaborative and enter these alliances to help DoD share metrics with teams that can make a real difference. That opens up a whole bunch of access points to communicate with all partners and having sound metrics in place because a weak link in the chain could expose everyone, including your customers.

10. Make sure Site Visit Executive has a seat at the table

It used to be that Logistics team would implement a business solution and then go away. DoD will not be successful today unless Site Visit Executive is on the leadership team, and part of the transformation project. Supply chain can no longer just be about cutting costs. When modern supply chain is working right the supply chain is recognised by leaders today as a growth function. Who is involved in supply chain is also changing. Lots of marketing and business people have roles in mitigating supply chain risk. They are now sitting at the table figuring out growth opportunities with Site Visit Executive
 
Top 10 Site Visit Executive Q&A Detail Aircraft Systems Engineering Approach to Estimate Cost/Benefits for Mission Success

As part of ongoing Reviews, Site Visit Executive has been tasked to investigate approaches to develop cost/benefit estimates for systems engineering build so military aircraft and guided weapons programs are delivered to end-users by responsive supply lines. We are interested in investigating design parameters, collecting historical metrics estimating techniques that can be used to better estimate utility of system design/produce programmes utilised by suppliers.

The Job sites we interviewed used a variety of techniques for developing System Engineering estimates, ranging from “top-down” models to “bottom-up” approaches. The type of model they use generally depends on the desired level of fidelity and level of detail of the estimate and on the maturity of the supply programme.

Top-down models typically use parametric approaches when little detailed information is known about programme.

Bottom-up approaches are used as a programme becomes more mature and better information is available that allows more-detailed comparisons with prior experiences.

Many aircraft system reports use historical metrics to develop parametric estimates that link cost/benefit to various independent variables like Speed.

The word 'parametric' is used to describe techniques in math that introduce an extra, independent variable called a parameter to make them work.

In the literal meaning of the terms, a parametric statistical test is one that makes assumptions underlying source sample populations to be normally distributed and measures derive from an equal-interval scale.

1. Contract cost/benefit breakout reporting define the content of internal/external work order categories to combine measures of effort for these functions under different conditions, or do you estimate and track them separately?

2. Are all system engineering functions charged as direct drivers i.e, size/duration of multi-year contract, programme complexity like number of work order drafts/reviews, weight and teaming arrangements, or are there any indirect costs that would be picked up in the overhead accounts?

3. How do major milestones i.e., time to first flight, time to first avionics flight, time to first guided launch affect system engineering cost/benefit estimates?

4. What independent variables are used to estimate the overall system engineering costs/benefits of typical programmes trends compared to previous projects—what do expenditure profiles look like?

5. For system engineering is there a steep ramp up and ramp down leading to a low level-of-effort for the duration of the development with peak spending rate related to a key milestone, such as Critical Design Review prior to supply of product?

6. What activities account for profile and how do they change through the development program- provide programme schedule overrun profile to provide the supply context of the programme?

7. How does fixed/variable estimation of tasks change when a programme moves from the Development phase into the Produce phase, ie percentage of manufacturing, cost improvement curve, fixed headcount into sustain engineering phase?

8. How does rate of units produced in a lot, number of Engineering Change Orders and increased use of performance-based supply logistics specs acquisition initiatives affect system engineering costs?

9. What is the effect of system engineering decisions pushing more of the design/trade-off assessments to preferred suppliers to be explored in the same amount of time at the same cost as historical programs, or is there an actual reduction of effort required?

10. How will Systems-of-Systems concepts acquisition initiatives affect system engineering estimates- What work content phased across programme time frames has changed?
 
Top 10 Service Life Cost Structures for Product Supply/Support Upgrade training Components Availability/Reliability
 
1. Base System Operation Costs for system to include  including paying suppliers, fuel for the system, and so on.

2. Distribution Cost to supply the product to its field -unit destination for use by Troops.

3. Information Technology Resource Costs of  supplying new system requires extensive info processing capability to accommodate on-board  metrics will involve time added to the O&S costs.

4. Maintenance Costs incurred to conduct routine maintenance, at whatever level, including compatibility using Automated Maintenance scenario tools and resources.

5. Test and Support Equipment Costs associated with developing and acquiring diagnostic equipment and tools required for the new system how to use and maintain the new system.

6. Training Costs associated with all systems require some level of costs to train users and maintainers on hand how to use system

7. Supply Support Cost: Costs associated with supply of  spare parts for  depot for repairs, etc.

8. Retirement/Recycling Cost incurred when  new system will reach the end of its useful life and must be appropriately discarded

9. Technical Info Costs to build library of metrics is  vital for any complex system to include  costs associated with collecting, maintaining, and assessing this tech info

10. In-Service Engineering and Logistics Costs associated with administration and execution of the service life requirements.
 
Top 10 Engineering Requirements Translate Design Parameters into Budget/Readiness Goals for Supplying Specs Ensure System Perform
 
1. Allocate the system-level requirements down to a level i.e., subsystem, component, or assembly level meaningful to the design and manufacturing engineers.

2. Inherent factors are a function of the time and money available for design and test, the robustness of design assessments, the available technology, and other competing requirements

3.  Performance Factors Trade-offs between competing requirements are made to reach “optimal compromises.” For example, it is extremely difficult to optimise both of two inversely related engine requirements for an aircraft, such as high reliability and high thrust-to-weight ratio

4. Trade-offs are made that produces an engine design that is reliable enough to ensure acceptable aircraft availability, but which still has an adequate thrust-to-weight ratio.

5. Support Infrastructure Factors include operating and supply/support concepts to ensure reliability performance. Specialisation of skills and other personnel policies will affect the operating and support concepts

6. The number of required spares as well as supply pipeline times within the support concept can be directly affected by the maintenance concept i.e., levels of repair, a single location/base performing maintenance for several locations, etc. and inspection

7. Spares supply line buys are determined not only on the basis of the maintenance concept and available funding, economic order quantities, and other factors.

8. Operating Concept Factors impacting supply to field-level units affect reliability/availability performance of any system

9. Must accurately account for the types of mission that the system will be subjected to, supply line requirements, the need for operations at remote bases, etc.

10. Operating Scenario type/location makes: reliability/availability performance function of the type/Locations to impose different stresses on a system than others
 
 
Top 10 Systems Engineering Work Reach System Capable User Requirements function of Supply Line Logistics
 
1. Must account for the entire service life of the system/capability acquisition.

2. Functions that systems engineering accounts for are development, manufacturing/production/construction, supply lines for deployment/fielding, operation, support, training, and verification.

3. Systems engineering ensures that the correct technical tasks are accomplished during the acquisition process through planning, tracking, and coordinating.

4. Development of  total system design solution that balances cost, schedule, performance, and risk

5. Development and tracking of technical information required for supplier decision making

6. Verification that technical solutions satisfy customer requirements for timely supply

7. Development of a system that is cost-effective and supportable throughout service life

8. Adoption of the open systems approach to monitor internal and external interface compatibility for the systems and subsystems,

9. Establishment of supply line metrics baselines and configuration control

10. Proper focus and structure of supplier teams for system and major subsystem level design.
 
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Top 10 Attributes of Performance Based Logistics Strategies for Weapons Systems Product/Service Support

12/8/2017

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DoD has elevated priority on the performance of weapon system product support over service life to bring higher levels of system readiness through integrated system teams and direct accountability.

Performance-based logistics changes the metrics gauging what is the effectiveness of the logistics system is in order to drive substitute approaches to assessing utility of the system. The traditional approach has been to measure outcomes in the logistics system by physical output, including factors such as number of weapons and platforms repaired, the amounts of materiel moved, the hours of services provided and number of replacement parts acquired.

Performance-based logistics metrics outcomes in terms of how the system meets desired performance parameters. Specifically, these performance parameters include the efficient identification of field-level Troop requirements and timely delivery of the needed materiel and services to field-level Troops.

Site Visit Executive must verify field-level Troop requirement metrics are being met from a supply perspective. If they are not being met, product support teams should try to identify the percentage of non-mission capable assets due to supply shortages to give teams starting point to assess opportunities to resolve these shortages through performance-based logistics contracts with product support providers.

This report presents a performance-based logistics strategy for product support of weapon systems so Site Visit Executive can design product support strategies for new programmes or major modifications as product support strategies are reengineered for legacy weapon systems. Utilisation of performance-based Logistics approaches delineate outcome performance goals of weapon systems, ensures responsibilities are assigned, provides incentives for attaining these goals, and facilitates assessments of overall system reliability, supportability, and total ownership costs over system life of weapons systems.

Performance-based logistics strategies integrate acquisition and logistics process for buying weapon system capability. Site Visit Executive strives to achieve two primary objectives. First, the weapon system as designed, maintained, and modified must continuously reduce the demand for logistics. Second, logistics support must be effective and efficient, and resources required to fulfill logistics requirements, including time, must be minimised. As a product support strategy, Performance-based logisticsBLp serves to balance and integrate product support activities necessary to meet these two objectives.

To achieve logistics excellence, DoD is streamlining the infrastructure to reduce field-level Troops customer wait times by integrating weapon system supply lines both internally in the Services and externally with commercial logistics systems.

The most successful performance-based logistics programmes where both DoD and product support providers have a comprehensive knowledge of and experience in performance-based concepts, tenets, business models, and implementation strategies at the beginning of their programme efforts. The very best programmes assemble performance-based logistics teams representing both DoD and product support provider.


Emphasis is shifting from the performance of individual stovepipe functions, e.g., procurement; supply; transportation toward teams charged with coordinating functions to improve weapon system readiness.

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 to be implemented by Site Visit Executive.

Product Support Package to include functions such as materiel tracking, distribution, technical info systems maintenance, training, cataloging, configuration control, engineering support, repair parts utilisation, failure reporting and reliability growth.

Significant materiel or spare parts build-ups are a sign of supply support inefficiencies, potentially a bottleneck in supply line processes. The process right before may be overproducing, or perhaps the process right after is unable to keep up due to quality issues. Performance-based logistics contracts must be structured to hold product support provider responsible for ensuring availability of parts.


Site Visit Executive must review current state of maintenance and repair processes and identify any delays, issues, or opportunities for improvement that could be addressed by introducing performance-based logistics contracts with product support providers.

Site Visit Executive must focus on identifying bottlenecks in the process step where the duration is the greatest and resolve that issue first. When identifying issues in the repair process, the team should also investigate root causes of system not performing to better understand the reason for delays. Even when field-level Troop requirements are being satisfied, it is possible for performance-based logistics approaches to deliver greater efficiency lead to improved process agility and/or reduced cost.

What is the scope of opportunity for repair teams to get access to system technical specs? Repair part or repairable used on multiple systems or an end item used by more than one field-level Troop unit provides the opportunity to evaluate enterprise-wide performance-based logistics interactions. There is a potential to save in terms of maintenance spend and materiel costs by aggregating the requirements and improving supply line efficiency. Generally, the larger aggregated requirement improves the negotiating position of DoD during contract status determinations. An enterprise-wide performance-based logistics strategy for multiple systems or Services should be pursued whenever doing so will satisfy field-level Troop requirements and reduce costs.

Access to technical specs must be examined to determine if programme has options exist to pursue performance-based logistics contracts, because it can choose among multiple potential product support providers. If the technical specs packages are not purchased as part of the initial acquisition, limitations can occur for that particular programme. If provisions of technical specs are not included in contract, DoD will be limited to the removal and installation of units. This also places limitations on conducting diagnostic testing and work against in-house services or other substitute repairs.

Site Visit Executive is responsible for creating and executing strategic blueprint for logistics process so every part of the package is connected and contributing to mission capability of Troops in the Field. Workloads must be distributed to the most effective providers consistent with up-to-date guidelines, and well-directed efforts to focus on best competencies, best value, and effective use performance-based logistics contracts.

Once Site Visit Executive is provided with field-level Troops performance requirements, it is important to baseline the current performance and cost levels. The Service Life Stage of weapons systems programme determines the scope of a baselining effort.


For new programmes with no existing Logistics structure, the baseline includes an examination of the cost to support replaced systems. For new systems, the business model for supporting the product demonstrates its risks and benefits as part of the systems engineering process.

This “proof of concept” for the product support solution is part of the system design and demonstration phase. For legacy systems, baseline assessments form the basis for business case of Performance-based Logistics approaches being considered.

In conducting the business case assessments, solutions trade-offs are assessed in terms of their ability to meet the logistics performance objectives of field-level troops compared to existing support strategies. At this point, the business case assessment is rough order of magnitude that provides an overall sense of the planned change, benefits, and costs. Each military service has guidelines used to implement Performance-based Logistics.

There are risks associates with Performance-based logistics contracts when they are created in part because they pass the business case assessment, but assessments are difficult to perform if the is no baseline or historical information on the system being evaluated.

Does DoD really know what it is going to get out of the Performance-based logistics contract based on questionable business case assessment? Other potential risks include inability for DoD to regain in-house capabilities in the future, and the use of sole source to fund Performance-based logistics contracts.

Formalised performance metrics communications between field-level troops and product support providers sets our objectives to form the basis of the Performance-based effort. A focus on a few outcomes measures-- such as weapon system availability, mission reliability, Logistics Footprint, and overall system readiness levels—will lead to more effective solutions.

Performance metrics are vital to the success of performance-based arrangement with product support providers. DoD needs insight into programme performance to determine compliance with performance requirements and level of mission success. For example, one important area to gather metrics derived from supply line performance assessments to determine status of indicators such as materiel availability and operations and support costs.

Site Visit Executive is responsible for performance of the product support solution and uses field level troop metrics to monitor performance. Metrics assigned to product support provider reflect the responsibilities assigned to them. Selected metrics must be clearly defined and measurable in order to map back to the higher-level programme metrics. For example, product support providers may be responsible for availability of their product and the associated metric may be supply material availability or logistics response time. Too many metrics make it difficult for teams to assess and may also work at cross purposes to each other.

Metrics are used to track, measure, and assess implementation and effectiveness of the performance-based logistics arrangement executed by product support provider Metrics are the means by which Site Visit Executive can gain access to status of the product support solution and identify any gaps between required and actual performance to optimise product support operations and field-level outcome.

Metrics must be selected or constructed to encourage performance improvement, effectiveness, efficiency, and innovation. There is no perfect metric, but selecting an appropriate complementary set of metrics will promote the desired behaviour and outcome while minimising unintended consequences and delivering an on-time, quality product support service and reduce cost.

Sustainment planning and demand forecasting can be more accurate and efficient through the introduction of performance incentives where product support provider is held accountable for an outcome impacted by the accuracy of the demand forecast so product support provider is incentivised to assist Site Visit Executive with improving demand forecasts. If product support providers offer maintenance services, for example, providers probably have more detailed information about failure rates and system reliability across the fleet that will improve demand forecast.

The next task for Site Visit Executive is to measure how well the objectives are being achieved by establishing measures of readiness and supportability performance that are balanced against costs and schedules.

Product Support activities must be aligned with field-level troop requirements and monitored with metrics consistent with the responsibility and risk delegated to them. This is counter to traditional transactional approaches where the DoD procures products and services without linking the consumption of the resources with the desired mission-critical outcomes.

Performance metrics are vital to the success of a product support arrangement. DoD needs insight into programme performance to determine compliance with performance requirements and level of mission success. For example, one important area to gather measurement metrics is related supply line performance indicators such as materiel availability and operations and support costs. Site Visit Executive is responsible for the performance of the product support solution and will use metrics defined by field-level Troops to monitor its performance.

Once Site Visit Executive determines appropriate support level ie, system, subsystem, or component combination product support service, the selection of metrics can begin. For arrangements at the system level, Site Visit Executive may decide to delegate responsibility for all aspects of product support with corresponding metrics of Materiel Availability, Operational Availability, and Materiel Reliability. Another system-level metric could be ‘ready for tasking’ if provider performs training for an aircraft system, measuring the number or pilots qualified or maintainers certified per month would be an appropriate metric.

Linking metrics to existing field level Troops measures of performance and reporting systems is the best approach. Many existing logistics and fiscal metrics can be related to top-level performance outcomes for Troops. These include requisition fulfillment rate, customer wait time, ratio of supply line costs to maintenance repair turnaround time, and so on.

Metrics are necessary component of Performance-based logistics contracts that serve to highlight performance and optimise Performance-based logistics effectiveness. Metrics outlined in contract should measure availability ie, on-time fill rates, supply materiel goals, repair response times. Reliability metrics such as failure rates and fleet support response timeliness are valuable because they measure what is truly important to field-level troops.

Reliability metrics also ultimately assist assessments to determine if Performance-based logistics contracts are having positive effect on Readiness. As important as quick fill rates are, reliability is the key component to realising success of the logistics programme. Although it is important for Performance-based logistics contracts to specify metrics, they are only of value to Site Visit Executive if they are given proper attention during the monitoring process.

Some content Performance-based logistics contracts are not primarily created to save money. This is true of the legacy systems but not always for large new programmes. But should there not be an expectation of return for the investment? If so, it must be clearly stated and tracked. It is very worthwhile to look at what the reliability and availability of parts or system is with the Performance-based logistics contract compared to without the contract and to consider what the performance might be a decade or two in the future.

In structuring the metrics and evaluation performance, it is important to clearly delineate any factors that could affect performance but are outside the control of the Performance-based Logistics providers. While objective metrics should form the bulk of the evaluation of support provider performance, some elements of product support requirements are best evaluated subjectively by the Field-level Troops and Site Visit Executive allowing some flexibility for adjusting to potential support contingencies. For example, there may be different field-level troops priorities that must be balanced with overall objective measures of performance.

Performance metrics are vital to the success of a product support arrangement. DoD needs insight into programme performance to determine compliance with performance requirements and level of mission success. For example, one important area to gather measurement metrics is related supply line performance indicators such as materiel availability and operations and support costs. Site Visit Executive is responsible for the performance of the product support solution and will use metrics defined by field-level Troops to monitor its performance.

Site Visit Executive must balance multiple objectives in designing Product Support Logistics strategies to achieve operational effectiveness while maintaining affordability. Emphasis on product performance has led to a redefinition of the traditional programme factors of performance, cost, and schedule. In the past, meeting these three criteria was centered on design, production, and delivery of weapon system.

One problem DoD has stems from policy where responsibility for delivering the capability did not rest exclusively with Site Visit Executive. The new approach highlights Site Visit Executive responsibility to deliver capabilities to Troops in the Field, not just a system.

Performance involves demonstrated technical capability and supportability for entire service life of system. Cost involves the total cost of ownership throughout service life and Schedule involves meeting design and production time frames required by Field-level Troops.

Site Visit Executive responsibilities must include innovative product support strategies tailored to Troop demand levels and the unique features of each weapon system. characterised by the following attributes:

1. Field-level relationships based on performance outcomes ie, flying hours or mission availability of equipment

2. Integrated supply line services across DoD divisions and industry

3. Focus on system readiness and field level support responsive to unique requirements of the military services

4. Best-value providers selected from DoD and industry cross-functional teams

5. Support conditions maintain long-term competitive pressures on DoD and industry providers

6. Secure, integrated information systems across DoD and industry

7. Mechanism to enable comprehensive supply line and full asset visibility

8. Continuous improvement of weapon system supportability and reductions in operation costs

9. Effective integration of weapon system support with transparent field-level activities provide total combat logistics capability

10. Strategic approach to delivering attributes and select product support integrator.

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Top 50 Site Visit Executive Delivery of Product Support Logistics Solutions Supports Field Level Readiness

12/1/2017

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Site Visit Executive provides DoD with Innovative logistics services establish maintenance, modernisation, sustainment, training, and support-service excellence through product and process innovation.

Product innovation is achieved by integration and application of new technologies, tools, and devices. Process innovation is achieved through the application of logistics operational concepts.

Site Visit Executive is poised to implement integrated approaches, such as Performance Based Logistics, to reduce cost of providing logistics products and services using manpower reduction schemes, inventory forecasting tools, integrated logistics training solutions, and reliability-center maintenance approaches.

Major driver within logistics is the cost of products and services. As DoD faces tightening budgets, the importance of affordability is critical.

Site Visit Executive plans to leverage technology to so quality of programme performance is improved. Low-quality logistics products and services create rework and additional effort to correct deficiencies, wasting valuable time and money.

Site Visit Executive logistics innovations increase the value-added of capability offerings and drive improved bottom-line returns through aggressive risk mitigation.

Operational excellence is achieved through combination of superior Innovative LogIstics programme performance, close focus on partner relationships selective risk-sharing partnering, and prudent investments in closing competitive capability gaps.

Site Visit Executive delivers modification, upgrade, and modernisation solutions based on trust, leadership, quality, and commitment also improving overhead rates through consolidation of cost centers and streamlining of processes.

Site Visit Executive prioritisation of logistics products and services deliver value and operational success standing shoulder to shoulder with Troops in the Field to achieve mission success.


Site Visit Executive service-delivery flexibility enables meeting stringent operational demands — providing for both mission availability and rapid deployment — on time and on budget.

Smart Modernisation initiatives enable upgrade capabilities for mission requirements and deploy them rapidly. Mission readiness is enhanced because DoD systems are modernised sooner.

Site Visit Executive provides superior services for products at the system, platform, and subsystem level. The concept of “modernisation through sustainment” establishes foundation of performance on maintaining, sustaining, and providing logistics services, enabling long-term modernisation.

Site Visit Executive is growing capabilities in key performance areas which enable Troops to execute missions successfully through delivery of upgrades and modifications.

Innovative Logistics solutions ensure affordability and effectiveness to deliver the tools for Troops to Fight and Win.

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



Top 10 Contractor Service Team Q&A Describe Logistics Support Systems Promise for New Future

The sustainment market for defense customers is changing and growing rapidly. There Exists lots of untapped business for providing the products and services that help customers use the systems needed to execute their missions. By standing up newly named Logistics Support Systems business, Site Visit Executive is making key changes to prepare for emerging opportunities.

1. First, what is Logistics Support Systems?

Until recently, the organisation was called Aerospace Support . We offer the full spectrum of support products and services to meet the sustainment needs of defense customers.

2. What does "logistics" mean?

This is a word our customers use to define all the work we do to support their mission readiness. This includes maintenance, modifications and upgrades, engineering and supply line logistics support; and training. We bring all of these capabilities together, offering tailored, integrated, networked solutions—not point solutions—to meet complex sustainment needs and establish templates for how we plan to do future work.

3. More and more, we're hearing the words "logistics" and "sustainment." What's the difference?

There's a fine line between logistics and sustainment, so you're probably hearing them being used interchangeably. Sustainment is one of Integrated Defense Systems market segments. It can probably best be defined as a customer need, while logistics is what we provide to meet that need. Aircraft mission readiness and performance must be maintained. We help do that by offering various forms of logistics, such as attention to supply line issues and field support.

4. Why did Aerospace Support change its name to Logistics Support Systems?

The change goes beyond a new name. It signifies a new strategy and a new direction. Aerospace Support designation served the organisation well for many years, but it doesn't describe who we are today or where we want to go in the future. The needs of our customer are changing dramatically. We're positioning ourselves to meet those emerging requirements.

5. How are customers needs changing?

Customers are transforming their approach to support and sustainment. They want the full range of logistics support, not stand-alone offerings. They're moving away from service-unique approaches to solutions that address multiple services with focus on platforms and systems.

6. How has contract structure changed?

The way we're being paid is changing. Traditionally, we deliver a part or system, and customers compensate us for each transaction. Now, like a true service provider, we're increasingly being rated on our performance. Customers are setting mission-critical performance parameters such as readiness rates and allowing us to put in place the right processes and tools to meet those parameters. We are rewarded when we exceed them, and disallowed incentives if we don't.

7. Describe the traditional role of this business. Where are the growth opportunities?

We have been offering the full spectrum of logistics support through an integrated organisation. We provide significant share of the maintenance, repair and overhaul market. However, there's a lot of room for us to expand our current training, supply line services and engineering support offerings. We're also really excited about a market that's emerging for network-centric logistics and integrated system support.

8. How prepared are you to pursue new business?

We're in great shape. Recently, we've made significant changes to align our organisation with our customers and our strategy. Previously, we were organised by capabilities, such as training or maintenance. Since we pride ourselves on our complete range of capabilities, this was a strength we didn't want to lose. Still, we needed to work on our interface with both internal and external customers. So we retained our market-facing units and created customer-facing teams focusing primarily on customer satisfaction and growth.

9. What happens to your traditional business now that you're looking to expand?

Our current programs remain our No. 1 priority. We're committed to those customers, and we intend to keep running a robust core business. Retaining our core work is key not just because it is our bread and butter, but because it is the foundation for growth. By performing on existing programmes, we hope to expand those programmes to new customers, as well as prepare for transform work.

10. What's the outlook for Your role in the logistics transformation?

Very strong. We don't intend to be a bystander through all of this. We're going to be out front, working with our customer to lead this transformation. We've already demonstrated we can provide solutions for today's needs. By changing our strategy, we're positioning ourselves to meet the needs of the future


Top 10 Customer Services Highlight Utility of Field-Level Solutions for Administration of Logistics Systems

Optimising service life event platform operation includes planning, readiness, and sustainment through the implementation of enabling technology and detailed assessments. We deliver integrated logistics support and functional logistics systems administration, high performance, enhanced operational availability, cost reduction, and continuous improvement in mission critical events

We deliver products and services that sustain global, mission-critical logistics efforts. Accurate, decision‐ready info for system teams is fundamental requirement to successfully sustain logistical readiness in fast moving scenario locations of mixed fleets and systems, rapid changes, and intense competition for resources.

Site Visit Executive minimises logistics footprints and expenditures through integrated logistics systems and solutions that optimise system readiness. Such as fielding thousands of warfighter vehicles in-theater, operating retail munitions point, integrating product support for mission systems, providing fuel tracker systems, we deliver better, faster, more affordable product sustainment.

Our sustainment processes and support technologies are ready to deploy, and our logistics teams tailor them to meet missions and objectives. we deliver better, faster, more affordable product sustainment.

1. Planning

Business Process engineering and Enterprise-Level Planning facilitate Logistics R&D, Design, Modeling and training services for mobile Operators, Maintainers

2. Supply

Demand Forecasting is critical to success of Inventory teams so Asset and In-transit Visibility is achieved

3. Transit

Transit operations Engineering and team Factors as well as Engineering factors and Operations Research optimise mission results

4. Distribution

Deployment, Spares Distribution, Packaging, Handling, Storage, and Transportation heavily impact success of Retrograde, Reverse Logistics operations

5. Logistics Systems

Logistics Application Devices enable Sustainment Enterprise Architecture and Integration with Enabling Tech tools

6. Integrated Logistics Support

Performance Based Logistics is key to achieving success full integration of Product Support activities

7. Maintenance

Field-level customer service enable administration of Fleet Operations and sustainment operations

8. Reliability, Availability, Maintainability

Building Kits facilitates Installation and Integration of Depot Repairables

9. Improved Decision Making

Tech solutions enable efficient support to platform or system fleets by simultaneously tracking location, configuration, and condition.

10. Operational Availability

Enterprise distribution and asset visibility solutions optimally trade inventory and transit costs to get the right parts to the right place at the right time.



Top 10 Practical Steps to Optimise DoD Field Level Product Support Procurement Buying Channels

As DoD looks to move beyond procurement into fully deployed supply line systems, a key challenge for all the Services is in the area of improving efficiency in their procure to pay cycle for many of their contracted services, especially in the area of product support maintenance and on-site contract teams.

Multiple challenges exists in scenarios where field-level operatives are working from manual or electronic systems, requisitioning on-site services for maintenance or other activities, and ensuring that this information is captured effectively.

In addition, significant challenges exist to ensure proper service level agreements are fulfilled, the correct price is charged, the purchase order is transmitted correctly, the invoice matches, and finally, that the supplier is paid the correct amount for the actual services delivered.

While many enterprise systems claim that these elements are simply defined within their structural logistics processes, the truth is that there are many opportunities for error, and that without a planned process for executing the procure to pay cycle, DoD is bearing significant costs due to non-compliance to system or process requirements.

There is a big gap in the market between companies with high performing procurement operations and those who underperform. So what marks the difference between success and failure in indirect procurement? The answer to this question is how teams approach buying channels.

Optimising buying channels drives increased usage, compliance and productivity. It requires some work, good organisation, and experience to succeed in optimising buying channels, and not just the online catalogs.

Overall objectives of buying channel strategies include ensuring that internal customers are satisfied, with the right materials procured from the right supplier for the best overall value and delivered to the right place at the right time. The right operating costs must be accomplished and balanced by the value and importance of the goods /service purchased.

Effective efficient communication must be enabled between requester, buyer and suppliers for accurate tracking of costs so leverage is provided for sourcing materiel contracts.

A major issue of most organisations is also determining, defining and using appropriate Buying Channels depending on the situation in which the materials or services requirement occurs. All purchase are not the same. A “buying channel” is a process to specify a need, locate the supplier of that need, determine the terms of acquiring the need and executing an agreement for the supplier to fulfill the need.

An efficient and effective procure to pay process contains processes and buying channels that are designed to Fit different situations and circumstances encountered by end users operating in field-level positions.

The first buying channel or “speed option” is referred to as the “price check” buying channel. Users find it easy and flexible to use. It involves a structured dialog between the end-user and one preferred supplier. It has the advantage that it provides correct prices on the order even for complex products and services and it provides an efficient and auditable process when complex configurations need to be confirmed by the supplier.

The second buying channel or “savings options” is the spot-buy process that lets you improve efficiency across your tactical procurement function and boost savings by leveraging competitive pricing. A spot-buying solution will empower your tactical procurement team – ensuring efficient distribution of workload, and real-time performance measures collected from the user while guiding them to avoid sending non-catalog requisitions for items that exist in the catalog.

The multiple buying channel strategy allows a procurement organisation to gain greater transparency and control over its external spend while providing maximum flexibility to ensure the requirements of the organisation are met.

You have to remember the importance of strong content solutions driving by select teams. The ability to easily configure catalogs to enable users to buy from the appropriate suppliers, usually chosen by the procurement team, is vital.

Must decide to control which goods and services are available to users within each catalog so flexible configuration a key element of usability for procurement and the ability to adjust to changes to organisational structure.

Automated catalog scorecards to measure catalog quality, alarms for contract deviation, and smart enrichment functionality can provide further assistance to achieve good content for team action. If you take the time and effort to fully optimise organisational buying channels, you are guaranteed to benefit from increased usage, compliance and productivity.

“Procure to Pay” assessments have the key objective to identify opportunities to improve transactional efficiency such that the procurement staff could shift their efforts from “pushing” transactions through the system to strategic sourcing and contracting activities.

Must interview Team members to include suppliers and subject matter experts to create process maps for the areas under review. Disconnects, ie, issues or opportunities are identified and cataloged and process changes identified. In addition, transaction data are reviewed, buying channel and spend concentration assessments are also conducted.

1. Take aim

It is important to first take a step back. What is it that you are trying to achieve? DoD must work to maximise the business value and efficiency of the whole organisation in terms of indirect spend. This will help you achieve high cost savings as well as high spend and process compliance.

2. Collaborate

Collaborate with key stakeholders and understanding their real needs is crucial. If you need to

3. Communicate

It’s important to manage communication and engagement with employees to understand their needs and raise awareness of the optimal buying channels and their benefits. A good way to do this is to utilise integrated online feedback forms in order to ensure continuous improvement of processes and content.

4. Organise

An indirect procurement organisation with clearly separated roles for operational, tactical, and strategic procurement is a winning concept. The operational team will be responsible for driving the

5. Establish Tactics

The tactical team will manage the medium value non-catalog requisitions through a spot buy tool to determine fair market value and supply urgent business needs.

6. Assess

To achieve success, the operational team has to collaborate with the strategic team in your organisation to optimise the buying channels by assessing repetitive non-catalog purchases and content. This is to determine opportunities where you can increase no-touch orders and improve the end-user buying experience. All your category teams must have eProcurement tools and work with catalog scorecards for you to secure the best possible end-user experience and high compliance to frame agreements. It’s definitely a team effort.

7. Optimise

The strategic sourcing team has an important task to contract suppliers and define a standard set of preferred items for commodities such as spare parts supplies, protective gear, etc. These are great examples of products and services that can be ordered through catalogs and eForms that are used to order configurable items.

8. Catagorise

Categories such as temporary labour, facility administration, transportation services, one-time events, complex projects, and other non-standard products and services make up the majority of the indirect spend volume. Instead of being stuck with a large amount of inefficient free-text requisitions for these categories, there are two much better buying channels.

9. Perform

What makes top performing organisations stand out from their peers? Content assessments.. Top performers drive indirect line items “through an e-catalog” When looking at overall indirect requisitions, “support by catalog content versus free text,” top performers report more spend coverage indicating that catalog content is important to drive user adoption, organisation effectiveness, and increase business value.

10. Examine Content

The operational team should proactively examine content to determine opportunities to increase no touch orders and improve end-user buying experience, while category teams actively work on moving spend and volumes from non-catalog to catalog procurement flows by including content requirements in proposals and negotiating catalogs for repetitive non-catalog buys where category characteristics make it possible.



Top 10 Product Support Service Functions Challenges to Field/Maintain Readiness & Operational Capability of Components

1. Shortages of spare parts are due in part to delays in the establishment of depot repair capabilities

2. Incomplete plans and funding that did not account for the long lead time for parts

3. Insufficient amounts of service funding, and poor reliability of certain parts

4. Challenge related to poor reliability of certain parts to include parts that are breaking more often than expected

5. Large number of parts being sent to the depots for repair that do not actually need to be repaired

6. Challenges with squadron-level maintenance troubleshooting.

7. Difficult to improve production and repair capacity of suppliers

8. Timing of the military services’ funding authorisations not aligned with required lead time for parts status updates

9. Planned funding and contract awards still forecasted to be later than needed to meet demand for new parts

10. Parts shortages are expected to continue and may worsen if DoD and contractors cannot implement corrective actions

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