A key element to the state of determining system configuration a successful program is intelligent integration at any time in the system life cycle is an area and balance between many disciplines of common interest among all disciplines. Areas are active in the earliest stage of life, the purpose of system acquisition is to establish (in a cycle and continue most of the time) and support an effective system.
MODULE I
INTRODUCTION TO" ILS
CONTENTS
CHAPTER 1 ILS FUNDAMENTALS
- REFERENCES
DoDD Acquisition and o Design incorporation of reliability Management of Integrated Logistic Support and maintenance objectives. It job training; and logistical support includes acquisition of logistics planning for training equipment and support for the acquisition of support and testing of training equipment and.
CHAPTER 2 ILS PLANNING
- REFERENCES o Orglinization
- DI-S-7120, Supportability Assess- ment Plan
- DI-L-7017A, Logistics Support Analysis Plan
In summary, the detailed purpose of the ILSP's program design activity is to: make progress. The ILS-related lifecycle finance body of the ILSP covers the following requirements (funded and unfunded).
CHAPTER 3
READINESS AND SUPPORTABILITY
The procedure used for assembling existing systems that function requires evaluation in terms of non-comparable operational roles in the mission area. The ILS manager must ensure the system or systems that perform similarly provide adequate direction and incentive functions in the mission area with all values for contractors to adapt and adapt to the mission need of the new technology improvements that have developed.
SYSTEM MISSION RE2MIREMENTS Operational Concept
Related Design Factors (LSA Task 205) The adequacy of the above technological projections in achieving system 3.3.4.1 Measures of performance. Logistics system) e.g. Support objectives for Availability target provision, e.g. Filling rates, ordering and shipping times.
MODULE II
DEVELOPING THE ILS PROGRAM
CHAPTER 4
ILS IN THE SYSTEM ENGINEERING PROCESS
SUMMARY
CHAPTER 5
LOGISTICS SUPPORT ANALYSIS
CHAPTER 6
LIFE CYCLE COST AND SYSTEM READINESS
Failure Modes, Effects and Criticality Analysis 7-2
Packaging, Handling, Storage and Transportation 7-11
CHAPTER 7
LOGISTICS SUPPORT RESOURCE REQUIREMENTS
The purpose of an RCM analysis is to The results of the FMECA also provide identify the necessary preventive maintenance. Survivability analysis of the or, ration and maintenance analysis serves to influence system and tasks required for a new system. This section provides an option of design alternatives for a broad overview of the development of the reduce O&S costs, optimize logistics ten ILS elements (DoDD Acqui- support resource requirements, or put and Management of Integrated. improve readiness.
Pre-program maintenance planning manpower constraints is the primary analytical activity and provides initiation and an initial estimate of human input for the development of all energy requirements during the CE phase. Maintenance manpower requirements are recorded in MIL-STD 1388-2A data. The results of the analyzes are documentary records identified in Figures 7-3 and 7-4.
IOU -A-
SUMMARY 7.6 REFERENCES o System readiness and supportability
DoD Directive 4151.1, Use of Con-o LSA and LSAR provide data tractor and DoD Resources for Main-.
MODULE III
PROGRAMMING, BUDGETING AND CONTRACTING FOR ILS
Methods: Planning, Programming, and Budgeting System 8-2
- Support Requirements Validation and Fund Tracking 8-9
CHAPTER 8
PROGRAMMING AND BUDGETING
POM, each program planning/budget step monitored by JMSNS is submitted through a process. This program status tracking is done by PM. The PM must be aware of the fact that he is maintaining communication with the initial staffing problem mentioned in paragraph 8.3.2. Tcp DoD Level POM/PDM Review. This will involve advanced programming and the budget is within jurisdiction.
The DRB recommends priority requirements, assessment and ranking of programs to SECDEF. Sensitivity to the Approved Purchase Request (PR) perspective that is from the questioner is vital, allowing the granting of a financing quote.
PROGRAM
OFFIE JCONTRAC
CHAPTER 9
The ILS from the preparation of the acquisition manager's procurement strategy must be packaged to the monitoring of contractor performance permit pre-priced competitive contracts. The ILS Manager may be involved ILS contract strategy must be compatible include: the development of the contracting strat- with the overall program procurement. The ILS Manager should aim to create a procurement plan (FAR become familiar with his responsibilities for 7.105).
The ILS dominant factor on which the price will be Manager identifies and defines what is logically based. In contrast, considerations of competitive proposals should be factored into permitting considerations of other factors, such as the offerors' proposals (ie, the proposal as technical value that goes beyond cost in data requirements).
IACOIIITION I Iic
Data
FAR Part 7 offices should alert users when multiple acquisitions of detailed component allocation plans of the same lot are required to be included in the acquisition plan. Goals must be set and handled one or more of the following are monitored for order control without price. In fact, the government is able to create warranties is an obligation of contractor pressure in contracts negotiated with ILS, so that in order to repair or replace the equipment found, the contractor may feel obliged to comply with defects during the course of the warranty for items he cannot deliver.
A tions to these problems are elusive guarantee of technical data (extended unless management attention is liability) must be included in the requested at all levels. Consideration must be mistakes of the past - a flurry of given or non-conforming data activity, which amounts to too much, dies, needs to be replaced or is subject to a price out without producing meaningful or adjustment.
Those that most o increase the government's ability to apply management and operational levels to the guarantee - bearing in mind that ILS managers are involved in the transport and storage of instructions factors listed in paragraph 9.4, Management Issues. They can be used as a checklist to guide 9.5 RISK MANAGEMENT hands-on management or to review the work of matrix staff to ensure that the price of their 9.5.1 Inadequate support contracting is being followed.
MODULE iV
TEST AND EVALUATION
Planning Guidelines for Logistics Test and Evaluation 10-7
CHAPTER 10
PLANNING LOGISTICS TEST AND EVALUATION
Development and Evaluation (DT&E)
The ILS manager wants to determine what each military service has qualified test maintenance replacement rate for com-planners who can assist with the development components of the system. See Chapter 13 of the 10.3.4.2 Test and Evaluation Master Plan System Engineering Management Guide for (TEMP). Military units the capability of the planed supporting the system is logistical support to achieve system replaced (if one exists) is a readiness objective.
The program and budget documents of the intended users should be the main participants in the planning of the evaluation program. 10.4.1.2 Risk Manual i. An evaluation plan (paragraph 10.3.4.1) should the ILS manager identify an organizational should be developed prior to the preparation of responsibilities3 and analyzes and TEMP.
CHAPTER 11
CONDUCTING LOGISTICS TEST AND EVALUATION
MANAGEMENT ISSUES To provide a managerial overview of
The information significantly collected, which causes it to be performed, should be of a type that is easily entered into the LSA without proper evaluation of the planned process for use in updating readiness and support system. Testing and requirements unless the contractor evaluation carried out during and subsequently improves the quality or design of the equipment. Unless the results of the test evaluation 11.3.4 Data recording are used properly, the T&E process itself is of little value.
ILS Manager must make the Program 11.4.2 Incomplete or Inaccessible Data Manager (PM) aware of the impact on the . The ILS manager must research both testing and full-scale support and testing the computing resources gives a true picture of the performance to be used by both the hardware contractor capacity and the government to ensure they are tested.
MODULE V
PROVIDING THE SUPPORT
CHAPTER 12
SUPPORTABILITY ISSUES IN TRANSITION TO PRODUCTION
Previous validity of the LSA o Is sufficient funding included in the results gives confidence in the quality of the Memorandum of Program Objectives analytical side of the process. The manager should assess the lessons o Have plans for the interim contractor learned from the results of development support, if applicable, and transition. Experience has the accounting of articles and issues to widely demonstrate that traditional controls in "readiness" reviews are the results of the approach before in an inability to obtain primarily a smooth management to ensure that optimal support in the field after adequate treatment measures of danger. sending a material system.
They must be initiated and a lack of adequate integration between the design is matched to the need of the program through the technical and logistical elements. Purpose of the transition plan - Production management - Production organization - Engineering design - Program schedules - Production design - Make or buy decisions - Production engineering - Manufacturability engineering - Industrial resources.
TEMPLATE
Lessons Learned from Previous Deployments 13-6
CHAPTER 13 DEPLOYMENT
- INTRODUCTION A. Purpose
- SYSTEM/END ITEM DESCRIPTION A. Functional Configuration
- Schedule Slippage 13.4.5 Managing Problems in the Deploy- ment Process
The support of any organization involved in a system should be demonstrated before the implementation process. Development and use, the user must be involved in the operational test during the FSD provides planning and the impact of the warranty must be information for the Milestone III production contained in the implementation plan. Knowing that it must be included in the agreement. acquisition strategy requires an accelerated. schedule, the ILS manager must assess the 13.3.4 Organizational risks associated with acceleration, identify support concept alternatives that will.
Staff deployment should start as early as possible, both for PMO and for the program. Teams may be required from the other participants, must be informed for the briefing of user commanders and their involvement in the planning.
CHAPTER 14
OPERATIONAL AND POST-PRODUCTION SUPPORT
Extraction of procedures or concepts, and non-obsolescence, the second issue, occurs by increasing technical assistance to users mainly in the post-production period and. Reliance on a single industrial source 14.3.3 Post-production support for critical support carries risks in the areas of cost and availability of needs Sources of problems after production of spare parts and in-service repair are shown in Figure 14-2. ILS Manager data, drawings, tooling, etc., to enable must include post-production support as a service to compete the next logistics line item in the budget to accommodate support.
Continued support for ment is to ensure that readiness that the materiel system according to the industrial base objectives are met and maintained that exists in the post-production time frame through the Operationa phase may not be economically feasible. Will all changes that occur during the production phase be incorporated into the manufacturing workshop drawings.
MODULE VI
INTERNATIONAL, NON-MAJOR AND JOINT PROGRAMS
ILS Planning Conierence/In-Country Site Survey 15-3
Contractor Engineering and Technical Service (CETS) 15-5
Integrated Logistics Support Jssues in Co-production Programs 15-5
CHAPTER 15
INTERNATIONAL PROGRAMS
CHAPTER 16 NON-MAJOR SYSTEMS
- REFERENCES o 're-solicitation market surveys
- SUMMARY
Materiel systems are intended to provide an overview of management assigned to program categories based on ILS for non-major systems based on criteria such as combat role and program. Development- Deployment of turnkey and sustainable mental programs for non-major systems material systems within cost and time frame from full development to robustness. For example, the principles and objectives of the Integral Logistics Management Support Plan (ILSP) can apply to large and non-large systems.
Integrated Logistics Support Analysis (LSA) Logistics Management Requirements for Systems and Equipment" defines general non-major systems, especially those policies for acquisition and management that require only minor development, are often ILS for all systems, while significantly delegating Guidance in the DoD Directive intensive management and detailed 5000.1 reviews for designation as a major system enjoying major systems.
CHAPTER 17
JOINT SERVICE PROGRAMS
COMPUTER RESOURCE SUPPORT - The equipment, hardware, software, documentation, manpower, and personnel required to operate and support embedded computer systems (DoDD 5000.39), one of the key elements of ILS. FUNCTIONAL BASIS - The technical part of the program requirements (type A specifications); provides the basis for contract and control system (DSMC) design. POST-PRODUCTION SUPPORT (PPS) - The element systems and support activities required to ensure the continued achievement of system readiness objectives with cost-effective logistics support following the cessation of production of the end item (weapon system or equipment) (DoDD 5000.39).
It includes procurement of logistics support for the support and test equipment itself (DoDD 5000.39), one of the main elements of the ILS. Financial data or other information related to contract administration (DoDD 5000.39), one of the main elements of the ILS, is also exempt.
APPENDIX B LOGISTICS MODELS
APPENDIX C LOGISTICS COURSES
