PRODUCT SUPPORT
effect of both reinforcing the importance of product sup - port within our acquisition programs as well as setting up some broad guidelines for the types of activities requiring PSM involvement. More importantly, though, the statute drove action within the department and Air Force to elevate our PSM’s capabilities to positively influence the sustainment of our weapon systems, and I think the legislation was effective in that regard. Since that time, a series of increasingly prescriptive requirements have been added to the PSM’s statutory mandate. This approach is in tension with current acquisition reform initiatives that emphasize flexibility and speed in execution, so we will watch closely how congres - sional direction on PSM requirements interweaves with ongoing acquisition transformation. Q Congress is also looking at making some changes to the statutes governing intellectual property [IP]. Provisions addressing a so-called “right-to-repair” as well as “data-as-a-service” have been included in early ver- sions of the FY 2026 NDAA. Do you have any thoughts on those concepts? A. It is vital for our PSMs to fully consider the technical data, computer software, and data rights needed to sustain their programs throughout the life cycle, and then develop a plan to satisfy these needs, implement the plan in the contract, and ensure the contractor meets its obligations
under the contract. If we do not secure the appropriate IP, the Air Force’s options for either organic sustainment in the Air Logistics Complexes or competitive sustainment in the private sector will be severely limited. This sort of flexibility in choosing our own maintenance providers is important for enabling the Air Force to meet contested logistics chal - lenges. PSMs will always need to accomplish the funda - mental IP tasks mentioned above, and I trust any legislative changes in the future will complement these efforts. Q Corrosion poses signifcant challenges to system readiness and availability. What are your primary con- cerns regarding corrosion’s impact, and what resources are available to PSMs to address these challenges? A. Corrosion poses a significant threat to the Department of the Air Force, affecting safety, readiness, and budget. Data indicate that corrosion costs the Department of War approximately $20 billion annually, with the Air Force incur - ring $5 billion of this cost. Approximately 20 percent of all system maintenance is attributable to corrosion, signifi - cantly impacting weapon system availability and reducing operational readiness due to corrosion-related failures. Integrating corrosion mitigation considerations early in system design provides the most effective long-term so - lution to address these challenges. PSMs have access to several resources to effectively manage corrosion. The Air Force Corrosion Control and Prevention Executive within the Office of the Assistant Secretary of the Air Force for Acquisition, Technology, and Logistics plays a key role by integrating corrosion control and prevention into policy, advocating for re - search, and influencing budget priorities. The 2023 Air Force Corrosion Prevention and Control Strategic Plan exemplifies this commitment. The Air Force Corrosion Prevention and Control Office at Robins Air Force Base in Georgia serves as the plan’s primary execution arm, pro - viding aerospace corrosion subject matter expertise and training to field units, depots, and program managers. The Corrosion Prevention and Control Planning Guidebook , available through the Warfighting Acquisition University, is an excel - lent resource for PSMs seeking to implement an effective corrosion management process. Ultimately, combating corrosion requires a multifaceted approach. While ideally prevented through design, tools must also be available to identify and address root causes to prevent further damage. Corrosion is an inherent chal - lenge extending beyond simple rust. A well-defined and diligently executed Corrosion Prevention and Control Plan, implemented from a system’s inception through disposal and utilizing the resources mentioned above, is a key tool for PSMs to mitigate costs and maintain readiness through - out a program’s life cycle.
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Brig. Gen. David May, Wisconsin’s deputy adjutant general for Air, speaks with Devin Cate, the executive director for the Air National Guard, during Northern Lightning, a large-scale, full-spectrum counterland training exercise at Volk Field Combat Training Readiness Center Aug. 10. The goal of Northern Lightning is to provide tailored, cost-effective, and realistic combat training for the Department of Defense total force. Source: Wisconsin National Guard photo by Staff Sgt. Amber Peck
JANUARY – FEBRUARY 2026 | DEFENSE ACQUISITION MAGAZINE 13
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