Everyone has to start somewhere, and not everyone starts their first shop with all the bells & whistles. Let’s face it: You can’t have “Hangar Bay Heaven” without the aircraft base to support it, yet most of us dream about having the top shop in all of DoD. Let’s explain the building blocks you need to become a top shop. New shop executives have a whole host of things to think or worry about. They simply don’t know what they don’t know. They’re out there overwhelmed with pressure, and it’s easy to see why.

When you’re caught in the day-to-day processes of running your shop, it can be very difficult to know exactly where to focus your energy. Do I invest in equipment so I can perform more services? Should I hire more staff, or just better train the people I already have? Will I ever become the best I can be & have more time to spend in the mess hall? Instead of getting yourself bogged down in the smaller details, think of your shop as progressing to higher levels of success over time.

While maybe you never have seen a high-functioning shop firsthand, you know how it should work: first, the most basic necessities — a basic set-up, a staff and the equipment to perform services — and the top being everything you could ever dream for your units success. At the top are more lucrative job work orders & the satisfaction of being a leader in what you do.

Tier I: Aircraft Product Support “Starter Shop”

Think back to when you first started doing repairs for DoD. You had a dream, a small shop full of basic equipment and a staff consisting of hardworking jacks-of-all-trades. The shop itself was minimally functional — with little to no organisation beyond what was in the head of the executive, no standard operating procedures to speak of and you, as the executive, were required to be there for the shop to even function.

Shop executives simply are trying to make it through the day, both running the shop and acting as  the key component of day-to-day calls to action. To get past this stage, you have to take responsibility as the executive to provide your shop with the tools to succeed.

At this point, the executive has to change. This means properly training/building your staff & upgrading your equipment.

One of the biggest problems is when you hire people, you need more aircraft to feed the new staff and still be able to get the promotion that you’re expect from DoD for all your hard work. The executive of the starter shop must align their shop for success before they can truly transform services provided to DoD. This is the base Level. Your infrastructure, your staff, your equipment & yourself are all you have to start with.

Tier II: Aircraft Product Support “Semi-Functioning Shop”

Now you’ve got a basic idea of how to run a shop beyond just turning wrenches. Your equipment is decent, though not always up-to-date, and your technicians generally have clearly defined roles to fill. Maybe you’ve even begun implementation of some basic  strategies to meet mission requirements & increase your aircraft count.

This is the second level. You’ve made improvements to your foundations — your equipment, staff and yourself — and have begun exploring some new ventures, like staff focused entirely on getting new jobs. The progress is exhilarating, but things are not as they should be. You’re still the major contributor to production in the shop, and you need to be there, because things definitely fall apart when you’re not around.

You find yourself wishing you could focus on the bigger picture of the shop rather than the daily grind. Your focus is doing the best you can this week. The good news is that transcending the day-to-day pit hole is entirely possible. You’ll need to push your technicians to be the best they can be by developing their skills individually. A powerful, productive staff will lay the groundwork for reaching the next level of readiness.

Tier III: Aircraft Product Support “Functioning Shop”

At this point, your shop is just fine. The equipment is good, the technicians are trained and skilled and you’re setting monthly goals for meeting mission requirements. The best part is that while you should be in the shop, you can afford to regularly take time out to focus on the big picture. Many executives feel comfortable when their operation hits this level, perhaps even satisfied. But the best executives know there’s always room for improvement.

The key at this step is to develop your standard operating procedures. You want to perfect these and follow them to the letter for reproducing the same result every time, reducing callbacks and increasing success in moving aircraft through your shop. This keeps the workload off you so you can concentrate on the things that will take you to the next level. Many shops reach this point but never move past it.

Tier IV: Aircraft Product Support “Efficient Shop”

You’re almost at the top now! The efficient shop is probably what you’ve always dreamed of. You’ve got the best equipment, your technicians are now beginning to help each other and they follow the documented procedures that make your shop the best DoD has to offer. Your role as an executive has shifted from being directly inside the line of operations to providing direction and guidance to your staff. This is where your leadership skills are tested under pressure.

You’ve been doing OK so far, but you have to take a serious step back in order to keep everything under control. You no longer can carry the weight of the shop on your shoulders and you have to trust your staff to do the right thing. Have you done a good job of hiring the right people who share your vision & values? If not, then you simply can’t move to the next level.

Now you’re looking at success rates for the entire year, and you’ve established a long-term requirements plan to keep aircraft count consistent. Many shop owners stop here without ever “completing” the accent to being the Best of the Best. The next step, if you’re daring enough to take it, is to continue to set goals for your shop. You’ve got clear ideas of what you want to accomplish each day, week, month & year. If you can consistently hit these goals, then you have built yourself a top shop.

Tier V: Aircraft Product Support “Top Shop”

The top shop has perfected the art of aircraft service, support & repair. The shop, in one word, is autonomous. Technicians help each other, your administrator is fully empowered and everyone finds themselves accountable for their own success. Excellence is the standard by which your staff measures themselves and their peers.

Your shop is able to thrive with or without you, and now your role is to provide a common goal and vision for your shop. This is the only way you can make it to this level. The mission requirements plan has developed into campaign designed to tackle those difficult times, and you’ve put together a comprehensive plan charting a course for Aircraft Product Support that will not fall apart when stressed to the Limit by ambitious DoD standards.

We recommend DoD conduct site visits of Fleet Equipment Upgrade/Repair Sites on regular basis to determine patterns of replacement part sourcing techniques in conference call connections with suppliers.

Original supplier sources are often utilised more frequently at Upgrade/Repair sites because sometimes equipment parts from other sources do not fit as well into standardised policies/procedures.

The key factor upgrade/repair administrators cited in our Job Site Visits was availability of replacement equipment parts.

Original Supplier Sources for equipment parts are usually more expensive & mission requirements are another major influence on how upgrade/repair sites establish policy/procedures for Jobs in Work Orders.

Mission requirements decision makes often impose budget restrictions influencing determination of best suppliers to source from for equipment upgrade/repair jobs.

Key objectives for our site visit included establishing how upgrade/repair administrators addressed: 1) Availability of Parts, 2) Parts Prices, 3) Mission Requirements Policy for Parts Sourcing, 4) cost/time to repair or replace equipment, 5) Parts delivery Schedules.

During our site visits, equipment upgrade/repair officials were required to submit responses to Top 50 Equipment Parts Sourcing Questions:

1.       Where are you most likely to obtain best price/delivery schedule for replacement parts?

2.       Do you keep records of supplier sources for different types of replacement parts?

3.       Can you state usual steps you take when replacement parts are required?

4.       Do you have standard supplier sources to access certain parts price/delivery schedules?

5.       Do you verify if price/delivery schedule are optimised for meeting mission requirements?

6.       How do mission requirements teams influence your source selection techniques?

7.       If parts are available but also more expensive, do you explore other sourcing options?

8.       Do mission requirements teams ever question your price/delivery schedule selection?

9.       To expedite upgrade/repair time, do mission requirements teams exert pressure?

10.   Does your operation regularly examine specific specs documentation for parts?

11.   Do mission requirements teams ever require presence of essential specs?

12.   Have you ever been approached with good offers from similar suppliers?

13.   What criteria do you use to determine if equipment will be repaired or replaced?

14.   Do you estimate percentage of parts obtained from multiple supplier sources?

15.   Do you usually contact only current suppliers for information on specs?

16.   Do you seek compatible specs from other suppliers when current deal is suboptimal?

17.   How do you determine when to use existing parts as opposed to new replacement?

18.   Do you find variation in price/availability of parts from different suppliers?

19.   How do you assess possible different candidates for sourcing from different suppliers?

20.   Are mission requirement teams actively involved in determining utility of existing parts?

21.   Can you specifically describe mission requirement team how/when source parts?

22.   Do mission requirement teams specify type of parts supplier to use?

23.   If mission requirement teams specify type of parts supplier, is price factor?

24.   How often do mission requirement teams change policy on supplier type replace specs?

25.   Do mission requirement teams usually accept/reject decisions to utilise used parts?

26.   Do mission requirement teams usually put ceiling on replacement parts price?

27.   If ceilings are put on replacement parts prices, does this affect your choice of suppliers?

28.   Over time, have you noticed any changes in mission requirement teams price ceilings?

29.   Does degree of mission requirements team participation change with specs standards?

30.   Do you directly select equipment parts from supplier catalogs or is it predetermined?

31.   Do you document geographic location of supplier source for replacement parts?

32.   Do you look for compatible parts from other suppliers when originals not available?

33.   Have you determined percentage cost benefit realised with using replacement parts?

34.   Do you have predetermined list of preferred supplier sources for used parts?

35.   Do you maintain adequate records of preferred supplier sources for used parts?

36.   Over time, have you noticed differences between supplier sources based on specs?

37.   Do you document if price/delivery schedule are difference between sources?

38.   Do mission requirements teams ever question your price/delivery schedules?

39.   If mission requirement teams specify type of parts supplier, are they aware of schedule?

40.   Do you usually contact only current suppliers for information on price/delivery schedule?

41.   How do you assess potential difference in schedule for sourcing from different suppliers?

42.   Are their mission requirements team constraints on choosing type of supplier source?

43.   Do mission requirements teams ever question your price/delivery schedule selection?

44.   Do you usually contact only current suppliers for information on price/delivery schedule?

45.   Does your operation regularly examine specific price/delivery schedule for parts?

46.   How often do mission requirement teams change specific price/delivery schedule policy?

47.   Do mission requirements teams ever exert pressure to influence price/delivery schedule?

48.   Have you ever been approached with similar price/delivery schedule offers?

49.   Do you find variation in price/delivery schedule of parts from different suppliers?

50.   Can you state usual steps you take when price/delivery schedule of suppliers is determined?


1.       Dispatchers utilise sourcing strategies for situational quote scheduling of equipment parts deployment for supply route service required for upgrade/repair work orders promoting optimisation/identification of time, cost & quality factors crucial to situational logistics processes. Assessment of condition/performance metrics dictates potential equipment parts deployment to be matched with supply route service requirements for surge scenarios.

2.       Dispatchers focus precision & velocity factors for coordinated equipment support schedules, fast & flexible adaptation with supply route service for substitute parts sourcing at installations. Key requirements for achieving supply route service goals include information-driven logistics & fully integrated contract quotes.

3.       Dispatchers execute sourcing strategies enable optimal equipment upgrade/repair service to achieve operational readiness. Establishing standardised procedures adaptable to changes in technology is required along with dispatcher logistics, common work orders & substitute parts sourcing for tracking supply route service visibility, identifying requirements of contract quotes.

4.       Dispatchers promote processes include Logistics coordination, supply route service scheduling & expediting equipment parts sourcing order ticket receipt tracking of critical processing, materials coordination along with contract quote invoicing & pricing.

5.       Dispatchers enact processes involving receipt of tickets detailing supply route service verification where equipment upgrade/repair is rendered, including evaluation of quality or compliance with contract quote terms.

6.       Dispatchers employ processes including updating equipment parts sourcing tickets leading to successful deployment information to include date & time notification, noting verification of item count for ticket receipt of condition & performance evidence of supply route service upgrade/repair work orders to trigger clock for contract quote scheduling.  

7.       Dispatchers document increased reliance on technology & automated sourcing ticket manifests serve as good example of how technology can speed equipment parts deployment for interrelated processes which can only be executed as quickly as with accompanying paperwork. In this sense, automated equipment parts sourcing tickets provide real-time information exchange & more lead time for upgrade/repair supply route service schedules.

8.       Dispatchers promote automated systems for supply route service requests by installations to flag replenishment upgrade/repair work order requests so equipment parts reorders can be moved directly from installations retaining sourcing tickets & condition/performance assessment certificates.

9.       Dispatchers administer supplier conference communication centers with load support services & installation terminal dispatch provide for logistics coordination, inside sourcing ticket authorisation, order processing & contract quote allocation.

10.   Dispatchers troubleshoot & resolve supply route service support problems, coordinating with operational surge scenario demand centers. Scheduled message allocation & monitor for equipment parts support contract issues is lined up with process of identification & conversion of planned orders detailing supply route service upgrade/repair confirmation of contract quote origin.

11.   Dispatchers consider many factors including lead time, supply route service capacity, scheduling, costs & material available checks enter into the decision making process. Contract quotes follow process involving requirements identification, purchasing techniques to include detailed tracking of payments & receipts for order close-out.

12.   Dispatchers establish expedited substitute equipment parts sourcing tickets directing the processing of inbound/outbound supply route service & logistics coordination, completing all ticket receipts correctly & accurately for invoicing, order processing & problems with installation communications.

13.   Dispatchers update & notify supply route service of upgrade/repair schedules, coordinating all equipment parts deployments & providing route support service to installations, processing all orders, handling & resolving all inquiries in a timely manner.      

14.   Dispatchers detail description of equipment parts sourcing to identify alternate contract quotes & enter temporal variable covered by expiration factor on upgrade/repair schedules for providing supply route service support with applications serving as notifications when sourcing tickets have been issued during the expiration time frame on the schedule.

15.   Dispatchers create upgrade/repair contract quotes in lists to create supply route service schedule & list of items scheduled for equipment parts deployment based on temporal variables entered into the application by linking installation schedules.    

16.   Dispatchers operate on scheduled orders, because having equipment parts sourcing tickets deployed according to a schedule permits upgrade/repair support. Actions giving supply route service more lead time by forwarding schedules from installations reduces workloads & affords pre-positioning to cut deployment costs for sustainable operations.

17.   Dispatchers enter all equipment parts sourcing ticket receipts into contract quote systems, receiving all resources for condition/performance assessments, coordinating schedule logistics with installations to ensure all orders are processed & deployed on time.

18.   Dispatchers provide inside equipment parts sourcing transactions from first point of contact to final deployment at installations, facilitating supply route service inquiries & coordinating completions of expedited tickets for completion of regular & rush orders.     

19.   Dispatchers accept automatic orders for input into the contract quote systems with immediate confirmation of order. Pricing is provided on equipment parts sourcing tickets & confirmation of quotes is provided to new/existing installations, along with preparation of required documentation for ticket invoicing.

20.   Dispatchers track all required documents so orders are expedited at new connecting installations from first point of contact to final Resolution of sourcing tickets. Execution of contract quote system input allows for standardisation of quotes on each schedule.  

21.   Dispatchers coordinate logistics with installations for unit tracking of equipment parts, notifying installations of deployment along supply route service, logging & collecting all necessary paperwork & holding conference calls with installations to build/maintain solid contact.

22.   Dispatchers prepare schedules for incoming/outgoing supply route service, distributing purchase requirements & coordinating material availability. Lead time is determined, installation contacts lists are tracked & sourcing tickets are utilised to compare quality & attain suitable pricing for equipment parts.    

23.   Dispatchers coordinate logistics with immediate follow up on supply route service, resolving installation issues in timely manner, becoming involved from first point of contact to final resolution, verifying inbound/outbound equipment parts deployment in deadline-driven surge scenarios.

24.   Dispatchers verify equipment parts sourcing receipt certificate scale tickets & installation condition/performance assessments, ensuring all resources are utilised at correct place/ time, entering all tickets into solution-oriented contract quote systems.

25.   Dispatchers expedite installation orders for inbound/outbound equipment parts checking location/quantity information so sourcing ticket schedules are in line with receipt transfer orders/tenders & scheduling of supply route service condition /performance assessments.

26.   Dispatchers contact installations & coordinate/negotiate pricing on equipment parts to build solid revenue communications in schedules with installations using effective tracking skills, ticket cycle counts & confirming order receipts upon contact.

27.   Dispatchers prepare orders & keep records of attained resources, going through all records of equipment parts regarding payment or resolving any open/pending transaction tickets, coordinating installation functions.

28.   Dispatchers track equipment parts sourcing tickets through supply route service requests, serving as second back up for logistics techniques. Inside procurement is provided with pricing & payment terms, preparing quotes, following up with installations.

29.   Dispatchers reconcile supply route service for upgrade/replace scenario with authorisation/verification of equipment parts deployment & receipt, ticket entry, filing & copying serial number comparisons to guarantee accurate tracking.     

30.   Dispatchers assess capacity stress/constraints at installation terminals & rely on accurate contract quote systems for applying substitute equipment parts sourcing tickets. Virtual supply route service providers allow exchange of ticket information at situated installation locations.

31.   Dispatchers determine location of installation to dictate utility of applying equipment parts sourcing ticket applications. When installations are in different locations & information acts as another mode of route service in logistics, technology becomes increasingly important for daily operations.      

32.   Dispatchers enter sourcing tickets into upgrade/repair strategies & with adoption of contract quote solutions for equipment parts deployment patterns. Installations expect advances in Information logistics to lead changes to requirements of supply route service infrastructure.

33.   Dispatchers apply logistics concepts to line up equipment parts sourcing tickets with installations requesting supply route service, altering the implications for deployment patterns.  Accessibility from any location redefines the relative location of installations & provides for Real-time access to condition/performance assessments.

34.   Dispatchers generate processes detailing creation/documentation for supply route service patterns, utilising tools from supported resources for tech installation processes prior to testing of equipment parts sourcing tickets & contract quote terms are evaluated.

35.   Dispatchers relate contract quote support/transfer rights, termination options, warranties/restrictions on equipment parts product use/license & usage volume. Upgrade/repair scenarios are created with attributes required for condition/performance assessment tools & requested supply route service at installations.

36.   Dispatchers validate equipment parts  product restriction, identify actions required for compliance during each contract quote renewal process & establishing information requirements by giving consideration to fiscal interests of installations  pertaining to product components/costs.

37.   Dispatchers consider potential changes to equipment parts item sourcing & overhaul of supply route service route options, determining if item sourcing validation of parts query & associated processes can be accomplished on a form, fit, or function basis.     

38.   Dispatchers review supply route service lists, application construction support & establish compliance criteria for contract quotes based on installation receipt terms & verify equipment parts condition/performance assessments per detailed information in contract quote systems.

39.   Dispatchers ensure correct invoices backing internal/external processes & procedural systems & carry out drill down of criteria for planned installation orders to meet project deadlines of supply route service deadlines. Verified pricing is established for updated equipment parts sourcing tickets addressing material/master set ups.  

40.   Dispatchers track supply route service invoices for upgrade/repair schedules, releasing orders in installation sourcing functions for condition/performance assessment reporting. Availability processes are verified after installation orders are received, with constant assembly reports deposit in build of materials list.

41.   Dispatchers execute daily equipment parts sourcing tickets & generate reports for order resolution & root cause determination, planning/scheduling orders & extracting information for escalation, releasing orders in contract quote systems.

42.   Dispatchers document supply route service authorisation with validated/required information to include contract quotes & description of product for interface with capital budget account information, status of purchase orders & material deploy/update sites.

43.   Dispatchers administer supply route service tracking processes, generate contract quote strategies, detail tender process, assist in installation negotiations, clear sourcing ticket receipts & perform equipment parts allocations. Contract quote strategies are implemented within supply route service categories to mitigate losses to installations.

44.   Dispatchers assess risks to provide best outcome for supply route service, obtaining certification & schedule warranties for equipment parts upgrade/repair operations as required. Contract quotes are updated with fiscal information, verifying terms per installation policies/procedures & issuing completed purchase orders.

45.   Dispatchers conduct regular equipment parts upgrade/repair reviews at installation, monitoring key condition/performance assessments for metrics indicators, including cost reductions & resolving supply route service issues/policies.    

46.   Dispatchers design supply route service tracking processes to endure coordinated, scheduled equipment parts deployment at installations. Installations have been subject to receipt of sourcing ticket items requiring processing & transfer to direct material support locations.

47.   Dispatchers document changes in overall force levels, making capital investments in technology to expedite equipment parts upgrade/repair operations.  Payback for investment in modern processes is realised when faster & more accurate sourcing ticket systems are available for scheduling effective deployment operations.     

48.   Dispatchers create/modify substitute equipment parts sourcing tickets based on supply route service requirements forecasts for meeting the force structure adjustments necessary for surge contingency scenarios, past spending information & other critical factors.

49.   Dispatchers support processes to enable aggregation of demand for equipment parts deployment & supply route service, deriving benefits, to the extent possible, on basis of organisation-wide sourcing ticket utilisation for upgrade/repair operational requirements.

50.   Dispatchers work to generate review validation elements to make good decisions on approval/disapproval of equipment parts sourcing plans for upgrade/repair missions. During this process, sourcing plans are required to include quality information to identify rules/criteria in support of supply route service tracking processes embedded in contract quote systems.     


This guide is written with emphasis on advanced application of Equipment Upgrade/Repair Work Orders during in-service phases of equipment sustainment to begin with concept design & continue until equipment completes each service deployment.  Guides for better Mission-effective equipment status from operational & cost standpoint must be improved by establishing upgrade/repair work order programme during early sourcing phases design & subsequent deployment efforts to complete missions. 

Using equipment upgrade/repair work orders as part of design process allows early identification of equipment reset modes based on condition/perform-based assessment actions. Equipment must require design improvements benefiting from introduction of design features such as easy access, new technology, easy inspection or interchanged part types, or technological advances.  Upgrade/Repair work order activity must be reviewed based on Sourcing Programme Phases.  

Guides to better support new Design/Assess of equipment with reduced Logistics Footprint must provide templates to use in define/assess programme activities to meet mission requirements during equipment system sustainment.  Emphasis is placed on reliable design for increased reliable & reduced Logistics Footprint to provide for effective product support. 

This Guide stresses the use of equipment upgrade/repair work orders to realise system-based approaches to determine equipment reset consequences & must identify most applicable/effective sustainment tasks.  Appropriate use of condition/perform-based assessment technologies must be established by modern diagnostic/prognostic tools to integrate on/off-board monitoring, testing, & information collection capabilities to enhance overall system support.

These practices must include modern equipment condition/perform-based trend reviews, point-of upgrade/repair work order reviews, risk mitigation, serial parts type item clarification, automatic identification technology & information-driven, interactive training at installations. 

Ultimately, these practises must increase operational availability & readiness of equipment at reduced costs covering everything from initial sourcing phase schedules to sustainment operations.   Here we present guidance for appropriate equipment upgrade/repair work order activities prior/during/after multiple equipment sourcing phase Milestones.

*Equipment Evaluation During Concept & Technology Sourcing Phase* 

1.       Equipment Upgrade/Repair work orders must be identified as integrated functions of sustainment Planning & Support with new processes in place for constant status reviews & advanced Design Interface Activities.

2.       Functional equipment reset modes & effective review methods must be established to identify likely upgrade/repair work order scenarios requiring design activities to complete mission requirements.

3.       Initial upgrade/repair work order approaches must identify strategies for equipment condition-based assessments & perform reviews to establish lessons learned from review of current/updated systems.

4.       Upgrade/repair work order reviews at functional level must identify likely condition/perform-based assessment strategies & equipment reset processes to be incorporated into design requirements.

5.       Potential technologies to improves equipment condition/perform-based assessments & reset strategies must be identified when  requirements for mission success depend on consistent update of sustainment activities.

6.       Potential review tools, including required equipment upgrade/repair work order functions for sustainment operation & sourcing phase schedule interfaces must be identified for evaluation/selection of process updates.

7.       Equipment upgrade/repair work order concepts must be integral & influential in condition/perform-based assessments for advances in sustainment process concepts under continuous review.

8.       Organisational responsibilities must be clearly established for sourcing phases conduct/assessment of upgrade/repair work order efforts to include required avenues for integration across installations.

9.       Equipment sourcing phase schedule requirements must be identified for upgrade/repair work order efforts to include technology maturation for new initiatives to be detailed in subsequent sustainment operations.

10.   Equipment Design trade-off reviews must evaluate effects on condition/perform-based assessments & reset strategies must be evaluated based on utilising upgrade/repair work order concepts for mission success.

*Equipment Evaluation During System Demonstration Sourcing Phase* 

1.       Baseline Comparison Studies of equipment condition/perform-based assessments using like/similar equipment must be accomplished to identify opportunities for creating improved processes & establish sustainment support.

2.       Equipment upgrade/repair work order Use Case Studies must be undertaken to clarify issues/constraints related to requirements for carrying out condition/perform-based assessments at multiple installations.

3.       Initial equipment upgrade/repair work order plans must ensure determination of reset status uncovered by condition/perform-based assessments conducted consistent with design/tech advances to allow design influence for optimised sourcing phase schedule action.

4.       Equipment Upgrade/repair work order plans must clearly identify selection criteria of excellent installation candidate selection, schedule/resource requirements, support design constraint, ground rules for design evaluation & trade-off process determination.

5.       Upgrade/repair work order plans must establish programme framework for equipment sustainment. Identification of condition/perform-based assessment requirements for design & establish feedback mechanisms for testing results or early prototype fielding efforts.

6.       Equipment reset approaches must consider tech advances in upgrade/repair work order routing principles to reduce reliance on physical inspections & schedule jobs, facilitating opportunities for mission success.

7.       Equipment Design tradeoff plans & processes must be in place to ensure new equipment upgrade/repair work order  technologies are evaluated for cost- effective sustainment activities at installations.

8.       Tech advances for equipment upgrade/repair work order routing must be evaluated for anticipated risks requiring process mitigation until design requirement maturity can be evaluated in field of operation.

9.        Lessons learned from fielded equipment programs incorporating tech advances in upgrade/repair work order review must be incorporated into support design requirements for condition/perform-based assessments.

10.   Consensus between installation must be in place to establish new approaches for use of equipment sourcing phase information routing & must utilise reliable support reviews, establishing requirements for  condition/perform-based assessments.

*Equipment Evaluation during System Build/Deploy Sourcing Phase* 

1.       Baseline Comparison reviews of equipment condition/perform-based assessments must be updated as design changes state to identify areas for improvement & update support requirements.

2.       Equipment Use reviews must be updated to identify issues/constraints related to condition/perform-based assessments at selected installations as design changes & operational basing/deploy & training plans are created.

3.       Equipment upgrade/repair work order reviews on design changes must be used optimise condition/perform-based assessments & promote creation of new equipment reset strategies. Opportunities for tech/reliable improvements must be identified & funded through appropriate channels.

4.       Equipment upgrade/repair work order Plans must be updated consistent with design sourcing phase.  Iterative review efforts must be responsive to design modifications to ensure equipment reset strategies are based on current configuration & goals consistent with advanced product grade.

5.       Equipment upgrade/repair work orders must identify sourcing phase schedule identification, support design constraints/requirements, ground rules & assumptions, design evaluation methods & tools to establish equipment sustainment frameworks.  Installations must be solicited early in review process.

6.       Equipment reset approaches must continue to evaluate information routing tech advances to reduce reliance on physical inspections & rigid sourcing phase schedules to facilitate opportunities for mission success.

7.       Trade-off processes must be reviewed to ensure new technologies are evaluated for all cost effective sourcing phases. Technological advances with inherent risk must be mitigated and monitored until the maturity can be adequately established.

8.       Agreement/approach for early Equipment upgrade/repair work orders must establish lessons learned from utilisation of System Reliability/Support review requirements detailing feedback from early fielding programmes resulting from adjustments to equipment reset updates.

9.       Equipment upgrade/replace work order results must be incorporated into technical publications to put in place provisions to ensure condition/perform-based assessments requirements are not changed without support from updated reviews.

10.   Sourcing phase schedule plans must identified for sustainment operations & reset programmes for in-service equipment.  Condition/perform-based assessments must monitor & adjust upgrade/repair work order requirements.  Periodic reviews must be identified based on fielding timelines.

*Equipment Evaluation During Operations/Support Sourcing Phase* 

1.       Baseline Comparison Studies of Opportunities for new equipment condition/perform-based assessments requirements must updated as modifications occur to identify areas to establish sustainment support for design requirements/modifications.

2.       Updates to upgrade/replace work orders must be identified & sourced for each modification to phase & schedule.  Design trade-off reviews must be enacted as design/tech changes for possible introduction of new processes for equipment reset goals.

3.       Equipment upgrade/replace work orders must be adaptable as programmes progress. Efforts must be responsive to design modification timelines to ensure condition/perform-based assessments reflective of current configurations.

4.       Equipment upgrade/replace work orders Plans must continue to identify, schedule & support design constraints, requirements & sustainment activities for all equipment sourcing phases.  Each installation must enact new review & information collection processes. 

5.       Equipment reset approaches must continue to consider tech advances & put mechanisms in place to identify & consider cost/benefit of incorporation of new technologies for insertion into design processes.

6.       Equipment upgrade/repair work orders must identify lessons learned from review of similar fielded programmes & must be periodically reviewed for application to improve condition/perform-based assessments & consideration of reset strategies.

7.       Effective approach for equipment reset programme progression, use & update of upgrade/repair work order modifications based on in-service sustainment reviews must be in place based on up-to-date information.

8.       Equipment upgrade/repair work order results must be incorporated into technical publications detailing sustainment operations & provisions must be in place to ensure condition/perform-based assessment requirements are not changed without review.

9.       Equipment sourcing phase schedule plans must be reviewed/updated for establishing upgrade/repair work orders & reset programmes for in-service equipment.  Condition/perform-based assessments must continue periodically to be responsive to advances in process inputs.

10.   Equipment upgrade/repair work order programmes must continue to be integral to the overall sustainment approach, including incorporation into tech documentation as appropriate.  Review results must update condition/perform-based assessments requirements based on cost/schedule factors.