Weapons System Sustainment Planning Early in the Development Life Cycle (2020) / Chapter Skim
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tasked the National Academies of Sciences, Engineering, and Medicine with establishing a committee to plan and conduct an indepth study to examine and provide recommendations on how the Air Force can improve its sustainment planning process by planning early in the development life cycle or by other appropriate methods. The Committee on USAF Sustainment Planning Early in the Development Life Cycle was formed to (1)
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, the parent organiza tion of the Air Force Life Cycle Management Center (AFLCMC) and the Air Force Sustainment Center (AFSC)
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Capability IT: Information Technology RSO: Rapid Sustainment Office RSO CBM+ Additive WCF Enterprise Sustainment CBM+: Condition-Based Maintenance Plus Manufacturing Projects Modernization Initiatives WCF: Working Capital Fund Current Situation: Sustainment is managed largely as a federation of programs where modernization from any source comes into the federation on individual programs – under program level control FIGURE S.1 Air Force sustainment modernization today. SOURCE: Frank Kendall, committee chair.
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Alternative Sustainment Enterprise Concepts Current State Envisioned State Program focused planning and resource Stronger More Centralized Sustainment allocations Enterprise Management – in balance with • Working Capital Fund financing program management chain • Program-specific capitalization efforts (mostly) An integrated sustainment information infrastructure architecture Little or no independent sustainment funding Direct planning and budgeting to assess, pilot, and scale sustainment modernization Planning largely on a program-by-program initiatives – sourced from programs or from basis dedicated sustainment sources Program Manager or Program Executive Independent technology development Officer control of management decisions Enterprise level data analytics – independent of the individual programs, but supporting them all FIGURE S.3 Alternative sustainment enterprise concepts.
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Recommendation 1-6: The Air Force should elevate technical data rights strategy decisions and provide enterprise level sustainment data rights pol icy guidance, decision making, and program manager and product support manager training on technical data rights. Recommendation 2-1: The Air Force should task an appropriate Air Force sustainment and modernization organization to be responsible for ensuring that weapons systems programs have the standardized tools and resources they need to acquire the data necessary to effectively evaluate program sus tainment information and to conduct necessary sustainment analysis and
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Recommendation 2-2: The Air Force should task an appropriate Air Force sustainment and modernization organization to train program executive officers, program managers, and product support managers to create, under stand, and use meaningful sustainment metrics prior to Milestone A Recommendation 2-3: The Deputy Assistant Secretary of the Air Force for L ogistics and Product Support (SAF/AQD)
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Recommendation 3-9: The Air Force should issue guidance that indicates the minimum sustainment considerations for rapid acquisition programs, including sustainment modernization compatibility. The committee recom mends the Air Force incorporate sustainment costs and considerations in the Section 804 program planning and decision-making processes.
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8 W e a p o n s S y s t e m S u s ta i n m e n t P l a n n i n g E a r ly in the Development Life Cycle Recommendation 4-3: The Air Force should refocus policy guidance from a checklist mentality to a knowledge-based acquisition approach. Recommendation 4-4: The Air Force should leverage and increase the use of Department of Defense and/or government personnel programs designed specifically to give the department greater access to outside expertise.
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