organizations. It encourages PMs to challenge the status quo, tailor-in re- quirements and documentation, and streamline reviews and decision-mak- ing. It applies not only to PMs, but the entire program office team, including the PSM. For example, the Depart- ment of the Air Force policy for MTA programs states, “ Disciplined product support planning [emphasis added] is a critical enabler to rapidly field and sustain capability.” But “how” does a PSM employ a disciplined approach while moving fast? The next section reviews a few recommendations centered around two principal PSM activities—Prod- uct Support Strategy development and Product Support Package devel- opment and fielding. The PSS is a program’s overarch- ing approach to meet sustainment requirements and identifies major elements of the product support package. The PSS first appears in the
Acquisition Strategy. As the program progresses, the PSS is incorporated and expanded into a program’s LCSP based on analysis and increasing level of detail. The DoD PSM Guidebook in- cludes a 12-step continuing, iterative process (Figure 1) for developing a PSS. UCA or MTA program time con- straints will likely require compres- sion, combination, or tailoring-out of certain steps. For example, Steps 3 and 4, Baseline the System and Identify/ Refine Performance Outcomes , could be combined into a single step of identi- fying key metrics, such as availability, reliability, and maintainability. De- tailed analyses and refinement may need to be deferred until operational data are available. Similarly, Steps 5 and 6, conducting a Product Support Business Case Analysis and Product Support Value Analysis , may be simpli- fied or deferred for a UCA program
and significantly streamlined for an MTA program. Finally, Steps 8 and 9, selection of Product Support Integrators and Pro- viders , may be combined into a single Product Support Arrangement with a contractor, often the original equip- ment manufacturer (OEM), provid- ing substantial Interim Contractor Support (ICS) or Contractor Logistics Support (CLS). This would likely be the case for new systems or complex modifications. The PSM team must also be inti- mately involved in transition planning and take “the long view,” particularly for capabilities that indicate long- term operational utility. At the same time, the PSM team must be respon- sive to product support requirement changes driven by the operational en- vironment. This pace may be hectic during initial fielding as blind spots are exposed and solutions are developed to fill gaps. It can be incredibly diffi- cult to balance long-term discipline and forethought with responsiveness. The use of product support model- ing and simulation tools, such as the Future Long-Range Assault Aircraft’s discrete event simulation during its MTA program, can be an incredibly valuable analytical capability for the PSM in conducting “what if” drills and “dialing in” the optimal PSS. Whether utilizing a supportabil- ity strategy, sustainment plan, or comprehensive LCSP, the PSM or LCL should address all 12 IPS ele- ments in developing the product support package consisting of all of the products and services needed to field and maintain system readiness. Organized by the three groups of IPS elements in Figure 2, below is a list of anticipated speed-imposed limita- tions and potential mitigations. (Note: Time pressures for UCA programs are often significantly more intense than MTA programs, and many of the pro- posed mitigations may not be pos- sible when using Undefinitized Con- tract Actions and letter contracts.)
Figure 1. 12-Step Process for Developing a Product Support Strategy
Source: Author.
14 | DEFENSE ACQUISITION | May-June 2025
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