Parts integrity is the ability to know and track each aircraft part, or end item status, expected lifetime, and component information in logistics plan. DoD must ensure supply lines subject to ever changing risks are forward looking, protected &viable. Supply line risk mitigations are continually enhanced/upgraded to minimise the risk that DoD warfighting mission capability will be compromised due to vulnerabilities in sourcing of system design & mission critical functions/components.
Parts Availability is having the cost-effective, quality parts where and when required Key element include improved source selection and sustainment of qualified, capable, and competent suppliers and associated long-term partnering. The logistics plan will rapidly source and qualify new suppliers and incorporate new or innovative repair processes and technologies where reasonable and effective.
Rapid system build technologies and processes have been included in logistics support plan to incorporate alternate system build solutions such as material substitution of modern extrusions, 3-D printing, etc. Processes and technologies are in place to rapidly identify alternate methods or raw materials to build the end items. Real-time sourcing process certification of special requirements applications will improve the cycle time and effectiveness of first article qualification process.
3-D models will be created where reasonable and effective and provided to suppliers for the build of spares to support the logistics plan and continue to improve the probability of first pass quality during first article acceptance and follow on part/lot build acquisitions through oversight and control of qualified and competent sources.
Integrated supply line activities reduce hand-off and cycle time reviewed to assess actual usage versus forecasted usage and then updated to account for emerging issues ultimately replaced by real-time evaluation of sourcing selection. Recurring “stumble-on” and/or over-and-above sustainment actions/support are engineered, planned, and incorporated into the work package and accounted for with appropriate usage factors so supply line can incorporate them into demand forecasting activities and implement logistics plan across all commodity and weapons system repair lines.
1. No accurate definition of part component requirements
2. Insufficient/uncorrelated part component forecasting accuracy
3. Inadequate piece part component visibility into inventories at commodity or sub-system level
4. Discrepant materials handling, verification testing of part component identity
5. Supply line not innovative to include high volume and one-off/obsolete part components
6. Not agile in rapid certification of supplier part component build sources
7. Deficits in upholding parts components integrity, quality and configuration
8. Low/lengthy first article accept part components test pass rates and unacceptable supplier performance
9. Difficult source selection of raw stock materials to build part component end item
10. Vulnerability to disruptions in supply line delivery of part component resiliency, flexibility, adaptability & responsiveness
Top 10 Responsible Task Assign for Site Visit Executive Execute Support for Forces Assign in Critical Weapons System Sourcing
Site Visit Executive responsibilities are derived from established roles in fulfilling Service functions. Primary responsibility is that of a force support provider of weapons system assigned /allocated forces. Specific Site Visit responsibilities are as follows:
1. Site Visit Executive must command all forces assigned/attached to include all required elements of weapons system support for mission tasks in multiple scenarios
2. Site Visit Executive must recommend weapons system allocation and coordinate provision/deploy of forces planning and execution to support operations
3. Site Visit Executive must select and nominate specific units of Service component for weapons system attachment to subordinate forces and recommend command relationships.
4. Site Visit Executive must conduct joint and combined weapons system training of Service components capable in joint combined contingency to include assignment of priority crisis action.
5. Site Visit Executive must exercise weapons system planning to support Service missions as directed internal functions e.g., discipline, training, logistics, request processing in support of assigned/attached forces.
6. Site Visit Executive must retain administrative control and create plans/procedures for effective/efficient utilisation of weapons system attached to component or subordinate joint force command
7. Site Visit Executive must provide and/or coordinate logistics support for weapons system and relay plans or changes in support tasks with potential to significantly affect operational capability or sustainability.
8. Site Visit Executive must establish and maintain weapons system resource evaluation function to ensure effective/accurate control/use of Service resources provided for mission accomplishment.
9. Site Visit Executive must execute strategic assigned/attached Service force plans for interoperable Command/Control weapons system coordination in joint/combined scenarios ensure information operations functions.
10. Site Visit Executive must plan and provide weapons system support for special technical operations conducted by or in support of Service forces and establish critical infrastructure program to meet mission requirements.
Top 10 Parts Supply Source Assignments Derive from Review Process Designate for Site Visit Executive Action
1. Site Visit Executive must assess whether sourcing risk mitigation actions have been identified by DoD officials in the event of a loss of task critical assets facility in the defense industrial base
2. Site Visit Executive must develop sourcing risk mitigation actions with associated implementation plans and timelines, and provide this information to congressional and DoD officials
3. Site Visit Executive must provide congressional and DoD officials with information on potential effects of changes in sourcing outcomes on defense capabilities in the event of a loss of each task critical assets facility in the defense industrial base.
4. Site Visit Executive must provide congressional and DoD officials with information on its own facilities identified as essential to task critical assets, similar to sourcing information provided on commercial facilities.
5. Site Visit Executive must provide DoD officials with sourcing information to include potential effects on defense capabilities in the event of a loss of the facility.
6. Site Visit Executive must provide DoD officials with sourcing risk mitigation options for associated implementation plans with timelines.
7. Site Visit Executive must take steps to share information on identified sourcing risks with relevant program managers or other designated service or assigned DoD officials.
8. Site Visit Executive must provide DoD officials with information occur through service-specific sourcing channels of communication on the most critical facilities producing parts supporting their programs.
9. Site Visit Executive must develop sourcing mechanism to ensure DoD officials at program offices obtain information from contractors on single source of supply risks.
10. Site Visit Executive must issue department-wide sourcing policy instruction to clearly define risks of discontinued supply and detail responsibilities and procedures to be followed by DoD program officials.
Top 10 Site Visit Executive Responsibilities for Trade-off Evaluation of Capabilities Requirements Priorities of Weapons Systems Acquisition
Responsibilities have been transferred to a new capabilities requirements priorities review process established for major weapons system acquisitions require Site Visit Executive decision to pursue specific product or design concepts, and to commit resources to develop technology and reduce risks before committing resources for system development.
DoD officials accepted major weapons system programme procurement quantities included in capabilities requirements priorities updates provided by Military Service acquisition office but did not obtain input and reviews for procurement quantity from Site Visit Executive when validating requirements documents.
Since Joint Capabilities Integration and Development System guidance does not define Site Visit Executive roles and methods for assessing and reviewing procurement quantity DoD officials could not ensure appropriate tradeoffs were made between total service life cost, schedule & performance of weapons systems.
Capability requirements priorities updates with inaccurate procurement quantities for major weapons system programs reached new stages of process could result in the Military Services buying more weapon systems than necessary and expend billions of unnecessary dollars. For these programs, DoD relies on Site Visit Executive to execute the following tasks.
1. Site Visit Executive must establish practice to consistently evaluate procurement quantity submitted by sponsors.
2. Site Visit Executive must execute capabilities requirements priorities procedures to assess validity and accuracy of procurement quantity submitted by sponsors.
3. Site Visit Executive must require subordinate boards to obtain capabilities requirements priorities input from advisors and stakeholders to execute systematic reviews of procurement quantity.
4. Site Visit Executive must establish expectations for stakeholders and advisors to evaluate procurement quantity throughout capabilities requirements priorities validation process
5. Site Visit Executive must create techniques for evaluating procurement quantity for each capabilities requirements priorities validation decision.
6. Site Visit Executive must define support requirements for new capabilities requirements priorities review process to ensuring appropriate tradeoffs are made among service life costs & schedules.
7. Site Visit Executive must coordinate new capabilities requirements priorities review process required in ensuring appropriate tradeoffs are made among performance, and procurement quantity
8. Site Visit Executive must define capabilities requirements priorities to assess and review procurement quantity
9. Site Visit Executive must implement oversight procedures and accountable methods for determination of capabilities requirements priorities to ensure evaluation of procurement quantity.
10. Site Visit Executive must establish realistic capabilities requirements priorities expectations and accountability in ensuring appropriate procurement tradeoffs are assessed
Top 10 Sustainment Team Questions to Baseline Product Support Logistics System Risk Mitigate to Control Performance Outcomes
1. Has weapons system reached its materiel sustainment date?
2. In what stage of Service Life is the weapons system?
3. How many years of remaining service life does the weapons system have?
4. When are sustainment actions scheduled during weapons system service life?
5. Are current weapons system performance levels meeting field-unit requirements?
6. Have field-unit weapons system requirements not been met due to poor performance levels?
7. Are there indications that there are gaps in the current sustainment strategy for each weapons system?
8. How does weapons system performance affect its platform readiness?
9. Are performance levels of weapons system subsystems/components not meeting their targets?
10. Has overall platform availability decreased to the point where the weapons system ceases to meet Warfighter requirements?
Parts Availability is having the cost-effective, quality parts where and when required Key element include improved source selection and sustainment of qualified, capable, and competent suppliers and associated long-term partnering. The logistics plan will rapidly source and qualify new suppliers and incorporate new or innovative repair processes and technologies where reasonable and effective.
Rapid system build technologies and processes have been included in logistics support plan to incorporate alternate system build solutions such as material substitution of modern extrusions, 3-D printing, etc. Processes and technologies are in place to rapidly identify alternate methods or raw materials to build the end items. Real-time sourcing process certification of special requirements applications will improve the cycle time and effectiveness of first article qualification process.
3-D models will be created where reasonable and effective and provided to suppliers for the build of spares to support the logistics plan and continue to improve the probability of first pass quality during first article acceptance and follow on part/lot build acquisitions through oversight and control of qualified and competent sources.
Integrated supply line activities reduce hand-off and cycle time reviewed to assess actual usage versus forecasted usage and then updated to account for emerging issues ultimately replaced by real-time evaluation of sourcing selection. Recurring “stumble-on” and/or over-and-above sustainment actions/support are engineered, planned, and incorporated into the work package and accounted for with appropriate usage factors so supply line can incorporate them into demand forecasting activities and implement logistics plan across all commodity and weapons system repair lines.
1. No accurate definition of part component requirements
2. Insufficient/uncorrelated part component forecasting accuracy
3. Inadequate piece part component visibility into inventories at commodity or sub-system level
4. Discrepant materials handling, verification testing of part component identity
5. Supply line not innovative to include high volume and one-off/obsolete part components
6. Not agile in rapid certification of supplier part component build sources
7. Deficits in upholding parts components integrity, quality and configuration
8. Low/lengthy first article accept part components test pass rates and unacceptable supplier performance
9. Difficult source selection of raw stock materials to build part component end item
10. Vulnerability to disruptions in supply line delivery of part component resiliency, flexibility, adaptability & responsiveness
Top 10 Responsible Task Assign for Site Visit Executive Execute Support for Forces Assign in Critical Weapons System Sourcing
Site Visit Executive responsibilities are derived from established roles in fulfilling Service functions. Primary responsibility is that of a force support provider of weapons system assigned /allocated forces. Specific Site Visit responsibilities are as follows:
1. Site Visit Executive must command all forces assigned/attached to include all required elements of weapons system support for mission tasks in multiple scenarios
2. Site Visit Executive must recommend weapons system allocation and coordinate provision/deploy of forces planning and execution to support operations
3. Site Visit Executive must select and nominate specific units of Service component for weapons system attachment to subordinate forces and recommend command relationships.
4. Site Visit Executive must conduct joint and combined weapons system training of Service components capable in joint combined contingency to include assignment of priority crisis action.
5. Site Visit Executive must exercise weapons system planning to support Service missions as directed internal functions e.g., discipline, training, logistics, request processing in support of assigned/attached forces.
6. Site Visit Executive must retain administrative control and create plans/procedures for effective/efficient utilisation of weapons system attached to component or subordinate joint force command
7. Site Visit Executive must provide and/or coordinate logistics support for weapons system and relay plans or changes in support tasks with potential to significantly affect operational capability or sustainability.
8. Site Visit Executive must establish and maintain weapons system resource evaluation function to ensure effective/accurate control/use of Service resources provided for mission accomplishment.
9. Site Visit Executive must execute strategic assigned/attached Service force plans for interoperable Command/Control weapons system coordination in joint/combined scenarios ensure information operations functions.
10. Site Visit Executive must plan and provide weapons system support for special technical operations conducted by or in support of Service forces and establish critical infrastructure program to meet mission requirements.
Top 10 Parts Supply Source Assignments Derive from Review Process Designate for Site Visit Executive Action
1. Site Visit Executive must assess whether sourcing risk mitigation actions have been identified by DoD officials in the event of a loss of task critical assets facility in the defense industrial base
2. Site Visit Executive must develop sourcing risk mitigation actions with associated implementation plans and timelines, and provide this information to congressional and DoD officials
3. Site Visit Executive must provide congressional and DoD officials with information on potential effects of changes in sourcing outcomes on defense capabilities in the event of a loss of each task critical assets facility in the defense industrial base.
4. Site Visit Executive must provide congressional and DoD officials with information on its own facilities identified as essential to task critical assets, similar to sourcing information provided on commercial facilities.
5. Site Visit Executive must provide DoD officials with sourcing information to include potential effects on defense capabilities in the event of a loss of the facility.
6. Site Visit Executive must provide DoD officials with sourcing risk mitigation options for associated implementation plans with timelines.
7. Site Visit Executive must take steps to share information on identified sourcing risks with relevant program managers or other designated service or assigned DoD officials.
8. Site Visit Executive must provide DoD officials with information occur through service-specific sourcing channels of communication on the most critical facilities producing parts supporting their programs.
9. Site Visit Executive must develop sourcing mechanism to ensure DoD officials at program offices obtain information from contractors on single source of supply risks.
10. Site Visit Executive must issue department-wide sourcing policy instruction to clearly define risks of discontinued supply and detail responsibilities and procedures to be followed by DoD program officials.
Top 10 Site Visit Executive Responsibilities for Trade-off Evaluation of Capabilities Requirements Priorities of Weapons Systems Acquisition
Responsibilities have been transferred to a new capabilities requirements priorities review process established for major weapons system acquisitions require Site Visit Executive decision to pursue specific product or design concepts, and to commit resources to develop technology and reduce risks before committing resources for system development.
DoD officials accepted major weapons system programme procurement quantities included in capabilities requirements priorities updates provided by Military Service acquisition office but did not obtain input and reviews for procurement quantity from Site Visit Executive when validating requirements documents.
Since Joint Capabilities Integration and Development System guidance does not define Site Visit Executive roles and methods for assessing and reviewing procurement quantity DoD officials could not ensure appropriate tradeoffs were made between total service life cost, schedule & performance of weapons systems.
Capability requirements priorities updates with inaccurate procurement quantities for major weapons system programs reached new stages of process could result in the Military Services buying more weapon systems than necessary and expend billions of unnecessary dollars. For these programs, DoD relies on Site Visit Executive to execute the following tasks.
1. Site Visit Executive must establish practice to consistently evaluate procurement quantity submitted by sponsors.
2. Site Visit Executive must execute capabilities requirements priorities procedures to assess validity and accuracy of procurement quantity submitted by sponsors.
3. Site Visit Executive must require subordinate boards to obtain capabilities requirements priorities input from advisors and stakeholders to execute systematic reviews of procurement quantity.
4. Site Visit Executive must establish expectations for stakeholders and advisors to evaluate procurement quantity throughout capabilities requirements priorities validation process
5. Site Visit Executive must create techniques for evaluating procurement quantity for each capabilities requirements priorities validation decision.
6. Site Visit Executive must define support requirements for new capabilities requirements priorities review process to ensuring appropriate tradeoffs are made among service life costs & schedules.
7. Site Visit Executive must coordinate new capabilities requirements priorities review process required in ensuring appropriate tradeoffs are made among performance, and procurement quantity
8. Site Visit Executive must define capabilities requirements priorities to assess and review procurement quantity
9. Site Visit Executive must implement oversight procedures and accountable methods for determination of capabilities requirements priorities to ensure evaluation of procurement quantity.
10. Site Visit Executive must establish realistic capabilities requirements priorities expectations and accountability in ensuring appropriate procurement tradeoffs are assessed
Top 10 Sustainment Team Questions to Baseline Product Support Logistics System Risk Mitigate to Control Performance Outcomes
1. Has weapons system reached its materiel sustainment date?
2. In what stage of Service Life is the weapons system?
3. How many years of remaining service life does the weapons system have?
4. When are sustainment actions scheduled during weapons system service life?
5. Are current weapons system performance levels meeting field-unit requirements?
6. Have field-unit weapons system requirements not been met due to poor performance levels?
7. Are there indications that there are gaps in the current sustainment strategy for each weapons system?
8. How does weapons system performance affect its platform readiness?
9. Are performance levels of weapons system subsystems/components not meeting their targets?
10. Has overall platform availability decreased to the point where the weapons system ceases to meet Warfighter requirements?
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