Weapons System Sustainment Planning Early in the Development Life Cycle (2020) / Chapter Skim
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3 Investigating Current Challenges and Acquisition Process Changes with USAF Sustainment Planning
3 Investigating Current Challenges and Acquisition Process Changes with USAF Sustainment Planning
Pages 27-37
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From page 27... ...
Instead, adopting institutional or organizational changes, revised policies, improved training with an emphasis on workforce competencies, and resource reallocations may yield more expeditious and positive sustainment outcomes. WORKFORCE CHALLENGES In discussions with product support managers (PSMs)
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From page 28... ...
While some of these PSMs indicated that they were willing to relocate to be closer to the PMs, they were told that the lack of physical workspace prevented them from being moved and co-located.2 A third challenge relates to the grade structures for sustainment positions. The committee learned that sustainment position grade structures tended to be lower than development position grade structures.
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From page 29... ...
In doing so, the Air Force will ensure that the workforce development rotational program can be applied across the sustainment enterprise. The Air Force may also want to designate career-broadening positions that do not encumber limited AFSC authorizations and assign sustainment professionals working at the Air Force Life Cycle Management Center (AFLCMC)
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From page 30... ...
AUTHORITY CHALLENGES Relative to other functional leads, such as engineering and contracting, sus tainment leaders and PSMs do not currently possess adequate authorities to drive product support focused outcomes in program decision making. For example, the committee learned that they are unable to incentivize sustainment moderniza tion initiatives.
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From page 31... ...
port matters regarding program cost, schedule, performance and supportability. Addiionally, the PSM ensures the program's product support strategy incorporates t logistics data, mishap data, [Environment, Safety, and Occupational Health]
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From page 32... ...
The committee is not recommending where the sustainment and modernization functional leader should reside within the Air Force corporate structure. However, it is essential that the individual is given necessary authorities and resources to achieve enterprise-level sustainment solutions for the total force.
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From page 33... ...
I n v e s t i g at i n g C u r r e n t C h a l l e n g e s and Acquisition Process Changes 33 experience in Air Force sustainment, heads the office. SAF/AQD is responsible for the following activities:6 Weapons System Life Cycle Support • Participates in key weapon system strategy planning decisions to ensure fielding, modification, and sustainment issues are resolved • Advocates appropriate resource priority to field, modify, and sustain weapons systems • Facilitates and supports efforts that transform and posture our product support strategy with regard to cradle-to-grave sustainment Supply Chain Management • Endorses policies/programs that produce integrated supply chains for the warfighting customer • Advocates implementation of new or improved business initiatives • Facilitates and expedites supply chain improvement and innovation through advocacy for appropriate resources Depot Maintenance • Ensures Depot Maintenance Strategy and Master Plan provide properly sized depot level maintenance and repair capability • Advocates within the corporate structure for appropriate resources consis tent with Depot Maintenance Strategy and Master Plan • Facilitates and expedites continuous improvement and innovation Sustainment Transformation • Ensures superior warfighting forces through agile and proactive sustain ment through retirement phase of the life cycle • Advocates implementation of new or improved business initiatives • Provides integration and management of maintenance/supply chain capa bilities to meet the needs of the warfighter Finding 3-3: In interviews and discussions with both the current and ormer f AQD leaders, the committee found that the organization is inadequately r esourced and staffed.
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From page 34... ...
ENTERPRISE CHALLENGES The committee observed that the Air Force seldom provides cross program direction for early sustainment planning. The Air Force does not currently offer a consistent set of expectations or direction regarding how program managers or OEMs should structure their programs, including sustainment modernization plans, to fit within an Air Force enterprise view of sustainment.
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From page 35... ...
Examples include strategies for provision for additive manufacturing, coherent guidance on technical data rights, use of "smart components," condition-based maintenance, among others. Recommendation 3-8: The Air Force and original equipment manufacturers should consider using new supply chain optimization algorithms to replace traditional supply chain forecast models that will significantly improve availability and reduce supply chain costs.
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From page 36... ...
, Air Force resources are exposed to growing degrees of budget risk, as sustainment costs rise precipitously at the tail-end of the extended service life. Recommendation 3-10: The Air Force needs to proactively address the prob lem of dramatically extended service life from both a holistic enterprise-level approach, as well as a program-by-program approach.
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From page 37... ...
TOTAL FORCE AVERAGE AIRCRAFT AGE TOTAL FORCE TAI AVERAGE AGEof Sept.
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