tion is a Bill of Materials and spare parts list made unstable by the rapidly evolving product baseline. The second limitation is reduced supply chain visi- bility, especially below the second tier (subsystem level). There also is likely insufficient time for provisioning and cataloging or to generate the data to support it. Then there is substantial use of expedient packaging and mate- rial handling methods. Potential mitigations for these im- pacts begin with focusing on critical spares, particularly peculiar (non- stocklisted) items and preparing for greater use of Interim Supply Support for peculiar items. Next, triage supply chain visibility to only critical items (e.g., safety- critical) and defer the rest until post- fielding. This increases risk, so a can- did discussion with the PM is a must. Then secure contractual supplier data options, escrow, etc., for future provisioning and cataloging, which can support logistics reassignment of peculiar items. This will preserve opportunities for cost-effective or- ganic or competitively contracted supply support. Finally, defer plans to develop specialized containers and material handling equipment and work with Service Packaging, Handling, Storage, and Transportation subject matter ex- perts (SMEs) to verify the safety and security of expedient methods. In maintenance planning and management, speed-imposed limita- tions begin with a lack of robust sup- portability analyses (level of repair analysis, etc.) to inform maintenance planning. The second limitation is deferring development of any new additional Condition-Based Main- tenance Plus (CBM+) capabilities. Also, be prepared for greater reli- ance on ICS and transactional CLS. This is particularly relevant for new systems, new procedures, and highly technical tasks. Potential mitigations for these begin with establishing contract options or deferred ordering of data needed for supportability analysis and CBM+.
Figure 2. Integrated Product Support Elements
Source: Author.
Life Cycle Sustainment Management In Product Support Management, the first speed-imposed limitation is a highly tailored Warfighter require- ments document, which may include little to no sustainment content or metrics. This is particularly likely for UCA and MTA-RP programs, whereas the recent update to DoDI 5000.80 now specifically requires sustainment metrics for MTA-RF programs. The second limitation is difficulty secur- ing funds and PM support to put all of the product support data require- ments needed into contracts or other transaction agreements. While this is a common problem for all acquisi- tion programs, it is often more likely for rapid ones. The third limitation is streamlined (or nonexistent) logistics test and evaluation (T&E). To mitigate these impacts, the PSM should work closely with the
Warfighter to establish or derive re- quirements for sustainment metrics and, when available, use field opera- tional data to inform updates. The PSM should leverage the concept of operations, use cases, and scenarios to understand product use in its op- erational environment and ensure that maintainability and usability are mea- sured and improved. The PSM should advocate for priced options, deferred ordering, or other means to secure necessary data for later analysis, including support- ability analysis. If it can’t be delivered in a timely manner, at least establish an option for the contractor to deliver it later. Next, prioritize and advocate for risk-based logistics T&E, including greater reliance on nontest forms of evaluation such as inspection, analy- sis, and model-based testing. For supply support and packaging, etc., the first speed-imposed limita-
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