For those following along carefully, this is absolutely a repeat mitiga- tion—preserving options to complete important work later. For CBM+, it enables future establishment of the capability to perform maintenance— not after parts break but when there is evidence of need, thereby improv- ing predictability and system avail- ability. Next, if warranted and using available data, work with Service modeling experts to build a discrete event simulation that analyzes main- tenance concepts and strategies (see example at: https://media.dau.edu/media/1_ xfaum0xe ). While time-consuming and resource-intensive, this can be a game-changer for high-dollar, high-interest programs. Finally, defer plans to establish Performance Based Logistics (PBL) solutions until the system and logis- tics demand are more mature and predictable. PBLs can reduce cost and improve readiness, but rapid pro- grams may not be the best candidates early on. Technical Management In design interface and sustaining engineering, speed-imposed limita- tions begin with few (or no) physical prototypes or test articles to examine for maintainability. Prepare for com- bined or streamlined Systems Engi- neering Technical Reviews (SETRs), such as design reviews, which limit opportunities to review technical as- pects of the design. Then, anticipate that program needs may demand greater reliance on new technologies, especially MTA-RP. Finally, expect an initial fielding priority focus on engi- neering assistance to field units ver- sus long-term fleet health. Potential mitigations include re- quiring a model-based Human Engi- neering Design Approach Document- Maintainer contract deliverable to provide for robust review of system and support package design. Work with the lead command and (where applicable) organic depot to maxi- mize maintenance SME support for limited SETR opportunities to assess
U.S. Air Force Senior Airman Caleb Townsel, 436th Maintenance Squadron aircraft hydraulic systems journey- man, reviews technical order instructions for the removal of the nose landing gear strut on a C-5M Super Galaxy at Dover Air Force Base, Del., Feb. 7, 2025. The Hydraulics Section is one of five flights within the 436th MXS that inspects, maintains, services, and repairs C-5M and C-17 Globemaster III hydraulic systems and associated components. Source: U.S. Air Force photo by Roland Balik
maintainability, access, and inter- faces. Seek additional SMEs, including from Service laboratories, to assess innovative technologies for product support impacts. Then, advocate for FSRs to provide robust in-theater re- pairs and maintainer training. Finally, collaborate with the sustaining engi- neering team and PM to maximize use of modular open system approaches and prioritize, collect data about, and advocate for funding of fleet health activities such as materiel improve- ment, obsolescence mitigation, and technical manual updates. In technical data and IT systems continuous support, speed-imposed limitations include product baseline instability that delays or defers the physical configuration audit. The PSM may not have enough time to produce military-format maintenance and op- erator manuals or to verify nonroutine tasks. The PSM may lack the time to establish an organic software support activity (SSA), and this could result in greater reliance on contractor soft- ware support. Potential mitigations include (you guessed it!) establishing contract op- tions or deferred ordering for Tech- nical Data Package delivery (e.g.,
models) needed to support the long- term PSS, including organic or com- petitively contracted repair as well as additive manufacturing. Next, the PSM and PM may need to negotiate with Warfighters for use of commer- cial manuals, if applicable (at least initially). In addition, the PSM may need to leverage simulations and/or defer physical verification of low-risk and nonroutine tasks. Finally, a recent best practice includes development contract provisions for embedded or- ganic SSA engineers to gain insights and experience with the OEM that can support transition to long-term organic SSA. Infrastructure Management Facilities, infrastructure, and sup- port equipment are where speed- imposed limitations almost certainly will leave insufficient time to com- plete military construction projects for operations and support facilities and infrastructure. Speed may require increased use of expedient and pecu- liar support equipment or adapters. Potential mitigations include em- ploying Warfighter SMEs during sys- tem design to collaborate early on
16 | DEFENSE ACQUISITION | May-June 2025
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