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The objective of this handbook is to provide guidance to new and currently assigned Logistics Managers (LMs) for participation throughout the system-acquisition process. The handbook is directed primarily toward the scheduled accomplishment of logistics tasks during the acquisition of typical major systems. However, much of the material presented can be adjusted to apply to logistics tasks involved in most less-than-major system acquisitions. The guidelines are meant to be flexible within the constraints of the objectives of a given Program Office (PO) and the requirements established for that PO by the Program Manager (PM). It is the responsibility of the assigned LM, under the direction of the PM, to judge the degree of effort or involvement needed for the assigned system.
Performance Based Logistics (PBL) is the preferred Department of Defense (DoD) product Support strategy to improve weapons system readiness by procuring performance, which capitalizes on integrated logistics chains and public/private partnerships. The cornerstone of PBL is the purchase of weapons system sustainment as an affordable, integrated package based on output measures such as weapons system availability, rather than input measures, such as parts and technical services. The Quadrennial Defense Review (QDR) and /the Defense Planning Guidance (DPG) directed the application of PBL to new and legacy weapons systems. PBL Implementation is also mandated by DoD Directive 5000.1, The Defense Acquisition System, May 12, 2003. This guide is a tool for Program Managers (PMs) and Product Support Managers (PSMs) as they design product support strategies for new programs or major modifications, or as they re-engineer product support strategies for existing fielded systems. It presents a method for implementing a PBL product support strategy. PBL delineates outcome performance goals of systems, ensures that responsibilities are assigned, provides incentives for attaining these goals, and facilitates the overall life cycle management of system reliability, supportability, and total owner ship costs. It is an integrated acquisition and logistics process for providing weapons system capability.
Over the last five years, significant actions have been taken by upper management levels to emphasize the importance of designing into new weapon systems a higher degree of reliability and maintainability. To further these efforts, research was needed to first, measure the significance of specific constraints impacting the 'front line' initiators in the process, namely the Deputy Program Managers for Logistics (DPMLs), and second, to identify their recommended solutions to these constraints. A literature review of what senior officials felt were problems in achieving R/M initiatives was developed into a list of seven acquisition logistics constraints. The list was then evaluated through personal interviews with the DPMLs and Directors of Logistics (DOLS) of the major programs within Aeronautical Systems Division (ASD) and Electronic Systems Division (ESD). Statistical tests showed a clear consensus by the respondents of the rank ordering of the seven constraints. In addition there were no significant differences in the rankings by the two product divisions and few statistical differences between the respondents regardless of their rank or experience level. To enhance the applied value of the research, the majority of the interview time was used collecting what the DPMLs perceived as the best solutions to these constraints. (Thesis).
It was the objective of the report to examine the role of the Deputy Program Manager for Logistics (DML) as perceived by various participants in the system acquisition process. The perception of each command in total was compared to the DML perception, to determine if there was a uniformity of perception among the commands. Then the perceived role of the respondents in Air Force Logistics Command (AFLC) and the Air Force Systems Command (AFSC), was examined to determine if there was a uniformity of perception within these two commands. Finally, the perception of each command was compared with the regulations and directives that define the role of the DML. This was done to see if there was a difference in perception of the deputy's role with that officially defined.