1. Dispatch Programme/Change Type:
It’s not unusual for dispatch programmes to be restructured to require redo or new approach to some work orders already assessed. The type of programme impacts objectives and work order selection to focus on support risks for changed part of system/equipment improvement in quality of support characteristics. Modernisation using previously proven technology has less risks of goal attainment, and system versus equipment considerations can impact work order selection. For example, more limited and focused readiness assessments may be more appropriate for connection interactions with equipment suppliers. Additionally, substitute support concepts may be more limited for equipment level supply line connections due to fixed system support concept. System readiness objectives may be to "hold the line" or they may be more ambitious with focus on early readiness assessments of system design/support objectives, such as reliability and turnaround time. Systems and equipment with large dispatch demands or big operations/sustainment problems present greater potential for improvement.
2. Dispatch Design Freedom:
Amount of design freedom is key consideration in work order selection/phasing to influence selection of design characteristics created to achieve improvements in readiness & support. “Fast track” dispatch programmes tend to move up or back unique work order sets, but fast track programmes also tend to use existing technology and preplanned product improvement rather than employ new technology. The point of design freedom thus shifts, existing for support but not mission systems. Support requirements to be integral parts of system/equipment requirements and design can best be achieved if designers are oriented toward support objectives commencing with design efforts. When design freedom exists, dispatcher support plans must describe generation, control & approval of this type of information.
3. Dispatch Time/Resources Available:
Don't specify work order results not to be available in time to affect design unless potential improvements can be scheduled as part of preplanned product specifications. "Fast track" dispatch programmes tend to reduce time to determine influence of design on work orders. Readiness/support factors must be considered on front end of programmes, even while resources are constrained in practise. If programme potential is limited, it may be possible to perform some work orders, such as early scoping/comparisons of driver identification utilising dispatch capabilities. Another possible approach when potential is limited is to realise utility of work order type integration. For example, comparison of type feeds driver identification prior to selection of targets for improvement. Approach loses precision since judgments are substituted for solid information on deleted tasks. If dispatch capability is limited but new techniques exist, utilisation of work order type disparities could be accomplished by realisation of potential for specialised supply line connection expertise.
4. Dispatch Work Order Completion:
Work orders already accomplished can impact work order type selection. Assessments of driver identification and improvement initiatives have already have been completed by dispatchers as inputs to the preparation of programme initiation or other requirements records. Work order quality must be assessed, and programme initiation or other requirements often prescribe objectives or boundary constraint assessment scope. However, it is essential to test reality of objectives/constraints supporting specification prior to acceptance as hard boundary.
5. Dispatch Procurement Considerations:
Dispatchers must decide/specify utility of support work orders for system/equipment and write portion of supply line connection requirements into procurement processes. It is very useful to allow addition/deletion of support work orders to provide more detailed definition of work order type/schedule. Prospective dispatch tailoring process and cost/benefit improvement efforts must become factor in capability assessments of support programme performance. For example, in technology demonstration procurement, dispatchers must specifically exclude certain work order support requirements. If procurement programme is oriented toward smart deployment of system/equipment, then other work orders become equally important. Dispatchers have opportunity to refine support strategies by involvement of potential performing activities when supplier competition is present. Dispatcher direction of supply line connections can provide opportunities for feedback from potential suppliers on selection/focus on item requirements to assure supply line connection dispatch does not include inappropriate request requirements.
6. Dispatcher Requirements/Constraints Scope:
Total support picture must be dispatched early as possible and requests structured to pose broad problem addressed by support programme, providing information on absolutely essential work orders. Don't go into unnecessary detail in establishing requirements at too early of time, especially if scenarios are conceptual and design is still only crudely defined. Structure requests in such a way so support constraints and design requirements are integrated with appropriate system/equipment specification description. Properly structured requests require readiness/support inputs composed as more than just logistics portions of work order requirements list to be addressed. Establish support work order efforts/requirements as separate supply line connection status section items where possible so system/equipment deployment will not be accepted without concurrent delivery of required logistics products. Consider separate dispatch supply line connection section for support updates.
7. Dispatcher Design Drivers/Requirements:
State order of importance of support parameters being requested to supplier source selection criteria. This permits dispatch team to pursue smart efforts to provide the best support work order type selection for mission success. Suppliers must be made aware of supply line connections detailing obligation to fulfill applicable requirements, procedures, terms, conditions & information requirements stated within dispatcher procedures. Consistent with degree of design freedom, dispatchers must ensure suppliers identify design attributes influencing readiness, procurement, operations, sustainment & logistics support resource demands. Dispatchers must ensure suppliers identify support work orders utilised for assessments of requirements.
8. Dispatcher Substitute Concept Evaluation:
Encourage innovative dispatcher approaches used to pinpoint potential readiness, operations, sustainment & support requests so supplier can provide acceptable approaches to improve support cost/benefit equation by changing techniques for item support. It must be possible to favourably evaluate supply line connection quality when support techniques are proposed with potential to improve system/equipment design meeting requirements of innovative/substitute support schemes to be proposed. It is imperative supply line connection information structure, fixed constraints & definition of statements be identical for all competing suppliers.
9. Dispatcher Provision Procedures:
In addition to specific provision requirements to be stated in supply support associated requirements, specific supply line connection section schedules, action status, identification and delineation of procedural/deliverable information applicable to unique solicitations must be provided. Requirements must be included in work orders when prescribed by dispatchers. Specific elements must be included, cited and tailored to obtain exact parts components lists being requested. Work orders must make reference to technical specification packages in order to obtain product design and supply definition to support provisioning processes. Design Change Notices submitted during supply line connections must describe item type to be procured in formats in accordance with dispatcher design instructions. Design Change Notices for item types without procurement potential must validate support items and assign technical specifications made during the logistics support process. When specified, design/reliability characteristics of item proportion to be deployed must be provided.
10. Dispatcher Part Component Incorporation:
Dispatch procedure rules place orders for concurrent advantages realised by installed components such as timely availability of components, integrated configuration, quality control & quantity breaks due to economy of scale. Provision of solid supply line connection results covering work order support is contained within established dispatch standards to serve purpose of providing assessment results for input to follow-on work orders in future stages of system/equipment service life. Dispatchers provide assurance of input into materiel procurement programme processes, establishing supply line connection codification of dispatch experience for use in future procurement programmes.