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Army Regulation 700127

Logistics

IntegratedLogisticsSupport

HeadquartersDepartment of the ArmyWashington, DC19 December 2005

UNCLASSIFIED

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SUMMARY of CHANGEAR 700127

Integrated Logistics Support

This major revision, dated 19 December 2005--

o Eliminates the Acquisition Management Milestone System.

o Eliminates integrated logistics support lessons learned.

o Adds concept of total life-cycle systems management (para 1-4).

o Adds Army policy on performance-based logistics (paras 1-5 and 3-3).

o Adds responsibilities where the Deputy Assistant Secretary of the Army

(Integrated Logistics Support) is the Army acquisition logistician (para 2-10).

o Changes integrated logistics support plan to supportability strategy (para 3-

4).

o Adds policy on integrated logistics support after fielding (para 3-18).

o Revises policy for contractor support (chap 4).

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HeadquartersDepartment of the ArmyWashington, DC19 December 2005

Logistics

Integrated Logistics Support

*Army Regulation 700127

Effective 19 January 2006

H i s t o r y . T h i s p u b l i c a t i o n i s a m a j o rrevision.

Summary. This regulation on integratedlogistics support implements Departmentof Defense Directive 5000.1 and Depart-ment of Defense Instruction 5000.2.

Applicability. This regulation applies tot h e A c t i v e A r m y , t h e A r m y N a t i o n a lGuard/Army National Guard of the UnitedStates, and the U.S. Army Reserve, unlessotherwise stated.

Proponent and exception authority.The proponent of this regulation is theAssistant Secretary for Acquisition, Lo-g i s t ic s , a n d T e c h n o l o g y . T h e A s s i s t a n tSecretary for Acquisition, Logistics, andTechnology has the authority to approveexceptions or waivers to this regulationthat are consistent with controlling lawand regulations. The Assistant Secretaryfor Acquisition, Logistics, and Technol-ogy may delegate this approval authority,in writing, to a division chief within the

prop on e nt ag e ncy or a di rect r e po rtin gunit or field operating agency of the pro-ponent agency in the grade of colonel orthe civilian equivalent. Activities may re-quest a waiver to this regulation by pro-vid i n g j us t i ficat i on th a t i n c l u des a f ullanalysis of the expected benefits and mustinclude formal review by the activityssenior legal officer. All waiver requestswill be endorsed by the commander ors eni or l e ade r of the req uestin g act i vit yand forwarded through higher headquar-

ters to the policy proponent. Refer to AR2530 for specific guidance.

Army management control process.This regulation contains management con-tro l p r o vi s i o n s in acc or d a n c e w i t h A R112 and identifies key management con-trols that must be evaluated.

Su ppl e men tatio n. S uppleme nt ati on ofthis regulation and establishment of com-mand and local forms are prohibited with-o u t p r i o r a p p r o v a l f r o m t h e D e p u t yAs sis t a nt S e c reta ry of t h e A r m y ( I nte-g r a t e d L o g i s t i c s S u p p o r t ) ( S A A L Z L ) ,1 0 3 A r m y P e n t a g o n , W a s h i n g t o n , D C203100103.

Suggested improvements. Users areinvited to send comments and suggestedimprovements on Department of the ArmyFo rm 20 28 ( Reco m m e nde d Cha nges toPublication and Blank Forms) directly tot h e D e p u t y A s s i s t a n t S e c r e t a r y o f t h eA r m y ( I n t e g r a t e d L o g i s t i c s S u p p o r t )(SAALZL), 103 Army Pentagon, Wash-ington, DC 203100103.

Committee establishment andcontinuance approvals.The establishment and/or continuance of

Army committees are made in accordance

with Army Regulation 151. The regula-

tion requires that the proponent justify es-

t a b l i s h i n g a n d / o r c o n t i n u i n g t h e

c o m m i t t e e ( s ) , c o o r d i n a t e d r a f t p u b l i c a -

tions, and coordinate changes in commit-

t e e s t a t u s w i t h t h e D A C o m m i t t e e

Management Office, ATTN: SAAA-RP,

O f fice of t h e A dm i n i s tr a tiv e A s s i stant,

R e s ources an d Programs A gen cy, 2 51 1

Jefferson Davis Highway, Taylor Build-

in g, 1 3th F l oo r, Ar l ingto n, V A 2 22 02 -

3926; and, if it is determined that an es-

tab lis hed g ro up id ent i fied with i n t his

regulation later takes on the characteristics

of a committee, the proponent will follow

all Army Regulation 151 requirements

for establishing and continuing the group

as a committee. The Department of the

A r m y C o m m i t t e e M a n a g e m e n t O f f i c e r

has reviewed this regulation and concurs

in the establishment and/or continuance of

committee(s) outlined herein.

Distribution. This publication is availa-ble in electronic media only and is in-

tended for command levels C, D, and Efor the Active Army, the Army National

G u a r d / A r m y N a t i o n a l o f t h e U n i t e d

States, and the U.S. Army Reserve.

*This publication supersedes AR 700127 dated 10 November 1999.

AR 700127 19 December 2005 i

UNCLASSIFIED

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Contents (Listed by paragraph and page number)

Chapter 1General Overview, page 1Purpose 11, page 1

References 12, page 1

Explanation of abbreviations and terms 13, page 1

Responsibilities. 14, page 1

Total life-cycle systems management 15, page 1

Performance-based logistics concept 16, page 1

Force-centric Logistics Enterprise and the integrated logistics support vision 17, page 1

Process 18, page 1

Elements 19, page 2

Acquisition strategy 110, page 2

Army Integrated Logistics Support Executive Committee 111, page 3

Chapter 2

Responsibilities, page 3The Assistant Secretary of the Army (Financial Management and Comptroller) 21, page 3

The Assistant Secretary of the Army (Acquisition, Logistics, and Technology) 22, page 3

The Assistant Secretary of the Army (Installations and Environment) 23, page 4

The Deputy Chief of Staff, G4 24, page 4

The Deputy Chief of Staff, G3 25, page 4

The Assistant Chief of Staff for Installation Management 26, page 4

The Deputy Chief of Staff, G1 27, page 4

The Surgeon General 28, page 5

The Chief of Engineers 29, page 5

Deputy Assistant Secretary of the Army (Integrated Logistics Support) 210, page 5

Other agency heads 211, page 6

Materiel developers 212, page 6

Materiel commands 213, page 7

Combat developers 214, page 8Testers and evaluators 215, page 9

Commander, Military Surface Deployment and Distribution CommandTransportation Evaluation Agency 216,page 9

Trainer/training developers 217, page 9

Other participants 218, page 10

Commanders, gaining major Army commands 219, page 10

Defense Logistics Agency 220, page 10

Chapter 3ILS Overview and Management, page 11

Supportability integrated product team 31, page 11

ILS manager 32, page 11

Performance-based logistics 33, page 12Supportability strategy 34, page 13

Supportability analysis and logistics management information 35, page 13

Resourcing 36, page 14

ILS planning considerations 37, page 14

Environmental impact 38, page 15

Supportability and system survivability 39, page 15

Force development documentation 310, page 15

Materiel release and materiel fielding 311, page 16

Commercial and nondevelopmental items 312, page 16

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ContentsContinued

Advanced technology demonstrations 313, page 17

Software 314, page 17

Manpower and personnel integration with integrated logistics support 315, page 17

Source of repair and depot planning 316, page 17

Post-production support planning 317, page 18

Integrated logistics support after fielding 318, page 18

Supportability test and evaluation 319, page 18System support package 320, page 18

Supportability testing restrictions 321, page 18

Logistics demonstration 322, page 19

Diagnostics/prognostics demonstration 323, page 19

Chapter 4Contractor Logistics Support, page 19

General 41, page 19

Definitions 42, page 20

Planning 43, page 20

Funding considerations 44, page 21

Contractor logistics support for tables of distribution and allowances unit training systems 45, page 21

Appendixes

A. References, page 23

B. Management Control Evaluation Checklist for the Integrated Logistics Support Program, page 25

Glossary

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Chapter 1General Overview

11. Purpose

This regulation prescribes Department of the Army (DA) policies and assigns responsibilities for the management oflife-cycle logistics as authorized by Department of Defense Directive (DODD) 5000.1 and DOD Instruction (DODI)5000.2. Integrated logistics support (ILS) is the process used by the Army to implement these mandatory life-cyclelogistics policies and procedures and includes all elements of planning, developing, acquiring, and supporting Armymateriel throughout its life cycle.

12. References

Required and related publications and prescribed and referenced forms are listed in appendix A.

13. Explanation of abbreviations and termsAbbreviations and special terms used in this regulation are explained in the glossary.

14. Responsibilities.Responsibilities are listed in chapter 2.

15. Total life-cycle systems management

Total life-cycle systems management (TLCSM) establishes clear lines of responsibility and accountability for meetingwarfighter support performance and sustainment requirements for the life of the system from acquisition to disposal.Under TLCSM there is no longer a transition of management from the program manager (PM) to a sustainmentcommand after production and fielding. The PM will be the life-cycle manager (LCM) for assigned program(s) andwill retain the responsibility for managing, sustaining, and upgrading system(s) throughout the service life. Throughoutthe life cycle of the assigned system(s), the PM will ensure supportability is co-equal with cost, schedule, andperformance.

16. Performance-based logistics concepta. Performance-based logistics (PBL) is the Department of Defense (DOD) preferred product support strategy for

weapon system product support that employs the purchase of support as an integrated performance package designed tooptimize system readiness. PBL is the delineation of output supportability requirements for acquisition systems and theassignment of responsibilities and incentives for the attainment of these requirements. Prior to milestone B, a type I(feasibility) business case analysis (BCA) must be initiated and a type II (formal) BCA approved before a full-rateproduction decision review. The PM will develop a PBL strategy that can be implemented to optimize total systemavailability and sustainment, while minimizing cost and size of the logistics footprint based on tradeoffs between these

areas.b. The Army will implement PBL within the ILS process. The ILS process will apply to all materiel systemsprocured under the provisions of AR 701, including associated software procured or modified for use by Army units.

17. Force-centric Logistics Enterprise and the integrated logistics support visiona. DOD is transforming logistics through the Force-centric Logistics Enterprise (FLE). The FLE is an integrated set

of six initiatives to bring about major improvements in logistics operations and system support:

(1) The TLCSM will establish clear lines of responsibility and accountability for meeting warfighter supportperformance and sustainment requirements for the life of the system.

(2) Depot maintenance partnerships empower DOD depots to expand depot maintenance partnerships with theprivate sector to maximize productivity and reduce cost.

(3) Condition-Based Maintenance Plus optimizes system maintenance and integrates logistics processes.

(4) End-to-end distribution streamlines support and synchronizes the flow of materiel and information between thesupply source and the warfighter.

(5) Enterprise integration provides all members of the military logistics support team and the warfighter with near-real-time knowledge via reengineered processes and state-of-the-art software.

(6) Executive agents will specify logistics roles and responsibilities to ensure that resources and capabilities areresponsive to the supported combatant commander.

b. In support of the FLE, the Army ILS vision is to implement a lean, agile, sustainable, and responsive (rightproduct/service, on-time) process to provide the best, most affordable (lowest life-cycle cost (LCC)) logistics supportand power projection for the soldier on Army and joint systems and equipment well into the 21st century.

18. Process

a. The ILS process is a unified and iterative approach to the management and technical activities needed to

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(1) Influence the operational and materiel requirements/capabilities, system performance specifications, the integra-tion of sustainability and maintainability during the acquisition process as well as influence the ultimate design orselection (in the case of commercial and nondevelopmental items (NDIs)) of a materiel system.

(2) Implement PBL.

(3) Emphasize supportability early during the system life cycle.

(4) Define and refine the required product support during the development and implementation of the supportabilitystrategy (SS) during the system life cycle.

(5) Provide required operational phase product support for best value.

(6) Seek readiness and LCC improvements in the materiel system and support systems throughout the operationallife cycle.

(7) Define the product support requirements best related to system design and to each other.

b. The specific goals of the ILS process are to introduce and sustain fully supportable materiel systems in currentand projected environments that meet sustainable operational and system readiness objectives (SRO) at minimum LCC.The objectives of the ILS management process are to reduce the logistics footprint (demand for logistics) and LCC andcycle times.

c. ILS is an inherent part of the system engineering process. It includes efforts to

(1) Identify the support (design the support and support the design).

(2) Advocate the best design alternative.

(3) Influence the detailed design.

(4) Refine the SS.

(5) Influence test and evaluation (T&E) of both the system and the support system.

(6) Acquire the requisite support.(7) Provide the support to the soldier.

(8) Improve the support and introduce and support materiel systems.

d. All efforts must be accomplished with the notion that they conform to the capabilities and limitations of militaryand civilian personnel who operate and maintain those systems. This also includes increasing logistics standardizationand interoperability of materiel within the DA, other DOD services, the Defense Logistics Agency (DLA) and alliednations.

19. Elementsa. ILS is the management process that facilitates development and integration of the 10 individual logistics support

elements to acquire, test, field, and support Army systems. The ILS elements are

(1) Maintenance planning.

(2) Manpower and personnel.

(3) Supply support.

(4) Support equipment.

(5) Technical data.

(6) Training and training support.

(7) Computer resources support.

(8) Facilities.

(9) Packaging, handling, storage, and transportation.

(10) Design interface.

b. All ILS elements must be developed as an integral part of the system engineering effort and with each other.Tradeoffs may be required between elements in order to acquire a system that is affordable (lowest LCC), operable,supportable, sustainable, transportable, and environmentally sound within the resources available. Elements of ILS aredefined and discussed in appendix B.

110. Acquisition strategy

a. All acquisition programs, including highly sensitive classified, cryptologic, and intelligence programs, willaccomplish certain core activities as described in DODD 5000.1 and DODI 5000.2. These activities will be tailored tominimize the time it takes to satisfy an identified capability gap. Tailoring will give full consideration to applicablestatutes. The number of phases and decision points will be tailored to meet the specific needs of individual programs,based on objective assessments, acquisition category, risks, the adequacy of proposed risk management plans, and theurgency of the user. Tailored acquisition strategies may vary in the way that core activities are to be conducted, theformality of reviews and documentation, and the need for other supporting activities.

b. The TLCSM will ensure ILS-related goals, alternatives, decisions, plans, and results are summarized in theacquisition strategy. The acquisition strategy (AR 701) will address the following areas:

(1) Logistics support and sustainment concept.

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(2) Organizations, roles and responsibilities.

(3) Support related market investigation plans and results.

(4) PBL implementation as applicable.

(5) Contractor support and incentives as applicable.

(6) Technical data rights and access.

(7) Applicable commercial and military standards.

(8) Total ownership cost reduction.

(9) Interface with National Maintenance Program (NMP).

(10) Application of prognostics, diagnostics and training systems.(11) Application of automatic identification technology (AIT).

(12) Application of standardization and interchangeability.

(13) Core depot maintenance and depot maintenance transition plans.

(14) Acquisition cross service agreements.

(15) Environment, safety and occupational health.

c. When contracting for ILS, the requirements will be tailored according to the acquisition strategy and included insolicitation documents. The contractor will be required to define the approach used to meet the stated ILS requirementsin the proposal developed in response to the solicitation. Military Handbook (MILHDBK) 502 may be used as a guidefor supportability analysis (SA), and the logistics management information (LMI) Military Performance Specification(MILPRF) 49506 provides guidance on data definitions/formats for data products and options for product supportdata/LMI which must be acquired to support performance-based requirements. The ILS program, including relatedanalytical efforts, will be addressed as an element of program management/system engineering, and progress will be

assessed during periodic integrated functional reviews.d. The work breakdown structure will provide the format for itemized cost data for the ILS program contract items.

P r o g r a m o f f i c e s w i l l t a i l o r a p r o g r a m w o r k b r e a k d o w n s t r u c t u r e f o r e a c h p r o g r a m u s i n g t h e g u i d a n c e i nMILHDBK881. When multiple contractors are providing ILS program contract items, their specific responsibilitieswill be clearly delineated.

111. Army Integrated Logistics Support Executive Committeea. The AILSEC was chartered to provide a forum for representatives of Army organizations to plan, discuss, and

resolve ILS policy issues, concerns, and procedures and to provide advice and counsel regarding implementation of theArmy ILS program.

b. The AILSEC will

(1) Develop policies and procedures for conduct of the DA ILS reviews.

(2) Establish mid- and long-range ILS goals and objectives.

(3) Review the ILS process for adequacy and identification of functional requirements, which should be expanded,

clarified, or updated to improve the ILS process.(4) Recommend policy and procedures that will improve ILS and assist in their establishment and effective

implementation.

(5) Prioritize ILS tasks that will improve interrelationships and communications among major Army commandswithin the Office of the Assistant Secretary of the Army (Acquisition, Logistics, and Technology) (OASA(ALT));Headquarters, AMC; Life-Cycle Management Commands (LCMCs); LOGSA; and other Army/DOD activities.

(6) Ensure development and coordination of ILS education, training, and career programs.

(7) Identify, review, and recommend resolution of systemic logistics support issues.

Chapter 2Responsibilities

21. The Assistant Secretary of the Army (Financial Management and Comptroller)The Assistant Secretary of the Army (Financial Management and Comptroller) will

a. Develop and prescribe financial guidance and procedures on the use of funds for all matters relating toprogramming and budgeting for contractor logistics support (CLS) of Army training devices except Class VIII medicaltraining devices (including embedded training devices).

b. Review program and budget requests supporting life-cycle contractor support (LCCS) for training devices.

c. Integrate weapons systems into working capital funds as appropriate.

22. The Assistant Secretary of the Army (Acquisition, Logistics, and Technology)

The ASA(ALT) will

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a. Oversee the research, development, testing, and evaluation of the acquisition of materiel systems (including ILSfor these systems) (see AR 701).

b. Establish policy and oversee the development and execution of TLCSM/PBL.

c. Oversee the acquisition and life-cycle logistics management function (ILS).

d. Establish reliability, availability, and maintainability policy.

e. Establish policy on and approve requests for type classification of materiel (AR 701).

f. Participate in DA ILS reviews (ILSRs)

g. Ensure that logistics considerations are incorporated in the war-fighting U.S. Army Training and Doctrine

Command (TRADOC) analysis and in coordination with the Deputy Chief of Staff, G4 (DCS, G4).h. Approve BCAs for ACAT I/II programs and product support strategy packages prepared and submitted by PMs.

i. Ensure compliance with AIT policy and procedures with respect to the ILS program management and execution.

23. The Assistant Secretary of the Army (Installations and Environment)

The Assistant Secretary of the Army (Installations and Environment) will

a. Establish environmental policy and procedures.

b. Ensure that environmental considerations, including environmental compliance, hazardous materiel use, andpollution-prevention opportunities, are incorporated into the supportability analyses, in coordination with the DCS,G4.

c. Establish and maintain an organization to manage environmental assessment and supportability of materielsystems, in coordination with the ASA(ALT).

24. The Deputy Chief of Staff, G4The DCS, G4, as the responsible office for sustainment (ROS), has responsibility for the DA ILS program and will

a. Direct an organization in the Office of the ASA(ALT) for ILS.

b. Evaluate the effectiveness of logistics supportability using readiness reporting and field assessment results.

c. Ensure that the sustainment functions of readiness, supply services, maintenance, transportation, aviation, muni-tions, security assistance and related automated logistics systems management are fully integrated and properlybalanced between acquisition and logistics for the total system life cycle.

d. Participate in HQDA ILS reviews (ILSR).

e. Establish AIT policy.

f. Issue policy guidance to standardize AIT technologies, equipments applications and formats to decrease costs andensure interoperability.

g. Ensure career development of the logistics workforce.

h. Manage the Armys logistics transformation program.

25. The Deputy Chief of Staff, G3The Deputy Chief of Staff, G3 (DCS, G3) has responsibility for force development and establishment of prioritiesfor the employment of Army forces and will

a. Ensure the initial production or procurement items of new equipment, including support equipment, are issued tot h e trainin g b a s e fo r ti m e l y training de v e l opm ent a nd est abli s hm e nt o f fun c t i o nal trainin g d o cum entati on a ndprocedures.

b. Participate in DA ILSRs.

c. Serve as the functional manager for the Army operating and support cost reduction program.

26. The Assistant Chief of Staff for Installation Management

The Assistant Chief of Staff for Installation Management (ACSIM) will

a. Coordinate facility construction programs.

b. Monitor ILS process for environmental and facility implications.

c. Participate in DA ILSRs as necessary.

27. The Deputy Chief of Staff, G1The Deputy Chief of Staff, G1 will

a . E n s u r e m a x i m u m u t i l i z a t i o n o f s u p p o r t a b i l i t y a n a l y s i s i n m e e t i n g m a n p o w e r a n d p e r s o n n e l i n t e g r a t i o n(MANPRINT) objectives.

b. Participate in DA ILSRs.

c. Establish and disseminate MANPRINT program policies and guidance and ensure adequate integration of ILS andMANPRINT efforts.

d. Designate a person to serve on the AILSEC.

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28. The Surgeon GeneralThe Surgeon General will

a. Provide advice and consultation to material developers (MATDEVs) and combat developers (CBTDEVs) onpotential health hazards and problems associated with the medical aspects of all materiel acquisition programs.

b. Develop the ILS program for medical (class VIII) materiel, including designation of the logistician in accordancewith AR 4060 and AR 4061.

c. Participate in DA ILSRs, as appropriate.

d. Designate a person to serve on the AILSEC.

29. The Chief of EngineersThe Chief of Engineers (COE) has responsibility for the facilities construction program and land acquisition require-ments for the Active Army and will

a. Advise the MATDEV of the facility implications of system design to minimize support facility costs and impacton the Armys facilities standardization program.

b. Identify facility requirements of the materiel system for the gaining major commands (MACOMs), with formalinput from the MATDEV, trainer/training developer (T/TD) and CBTDEV.

c. Participate in all supportability integrated product teams (SIPTs) for all ACAT-level programs for which an SIPThas been established, when facility requirements are being discussed or determined.

d. Coordinate facility requirements with the CBTDEV, MATDEV, ACSIM, gaining MACOMs, Army logistician,and T/TD.

e. Assist in preparation of the support facility annex (SFA) of selected supportability strategies, fielding documenta-tion, and applicable test plans; provide formal coordination and update, as necessary, on the SFA to the supportability

strategy; and provide a copy of the SFA to ACSIM (DAIMMD), gaining MACOMs, and installations.

f. Manage and execute ILS for systems for which the OCE has acquisition or life-cycle management responsibility.

g. Participate in DA ILSRs.

h. Designate a person to serve on the AILSEC.

i. Assist in development of facilities needed to support CLS for training devices.

210. Deputy Assistant Secretary of the Army (Integrated Logistics Support)

The Deputy Assistant Secretary of the Army (Integrated Logistics Support) (DASA(ILS)) has responsibility to the ROSfor ILS policy oversight and implementation and will

a. Establish Army ILS and PBL policy and oversight of ILS programming, planning, and execution, to includecontractor logistics support.

b. Ensure ILS requirements are validated and included in the materiel acquisition process to support full materielrelease of programs and systems.

c. Serve as the Army logistician for new, modified, upgraded, and displaced systems, except for supply class VIII,medical materiel, and strategic communications systems and provide a position on materiel release of ACAT I throughIII systems. As the Army logistician, the DASA(ILS) will

(1) Establish internal procedures and techniques to assess supportability management and execution for all assignedacquisition programs.

(2) Participate in developing capabilities documents, acquisition strategies/plans, SS, test plans, materiel fieldingdocuments, contract and solicitation documents and other program documentation.

(3) Participate in overarching integrated product team (OIPT), PM integrated product team (IPT)/working integratedproduct team (WIPT), SIPT, T&E WIPT, and HQDA ILSR activities for all assigned materiel systems.

(4) Inform the MATDEV, CBTDEV, materiel command, and other program participants of supportability planningdeficiencies. Unresolved issues will be elevated to the OIPT.

(5) Monitor market surveys and supportability testing on an as-needed basis.

(6) Provide available experience or data to the CBTDEV and MATDEV to influence the system design and SS

development.(7) Participate in milestone decision and other program reviews.

(8) Prepare the DCS, G4/ROS for Army Requirements Oversight Council attendance.

(9) Convene and chair HQDA ILS reviews (ILSR) for systems approaching a milestone decision review, asrequired.

d. Establish the HQDA logistics position concerning the acceptability, deployability, and supportability of allacquisition programs.

e. Serve as the HQDA proponent and chairman for the AILSEC.

f. Establish and manage the Life-Cycle Logistics Achievement of the Year awards program to recognize achieve-ments in ILS.

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g. Monitor the Army ILS and MANPRINT effort, in coordination with other Army staff agencies, to ensureeffective implementation in accordance with HQDA and DOD requirements.

h. Serve as the HQDA functional manager for the life-cycle logistics management category of the Army AcquisitionCorps/workforce.

i. Serve as the HQDA proponent for the system supportability analysis process and the resulting LMI program.

j. Serve as the HQDA proponent for the DOD acquisition logistics standardization program.

211. Other agency heads

Other HDQA agency heads willa. Provide policies, program guidance, and support of the HQDA ILS program within their areas of responsibility.

b. Participate in DA ILSRs, as required.

c. Review and discuss key ILS risks and issues at milestone reviews.

212. Materiel developersThe assigned PM will be the MATDEV and will also be designated as the TLCSM. As the TLCSM, the PM isresponsible for life-cycle management of assigned programs, to include sustainment. The PM will have the overallresponsibility for planning and implementing ILS as an integral part of assigned materiel acquisition programs. The PMmay enlist the support of the AMC LCMCs as required to carry out this responsibility. The PMs will be assigned inaccordance with AR 701 and will

a. Establish internal policies, controls and procedures to implement this regulation.

b. Ensure that passage of a system from one life-cycle phase to the next occurs only when all supportabilityrequirements have been satisfactorily accomplished or covered in the SS. This includes a detailed plan to achieve full

materiel release prior to initial fielding.c. Prior to milestone B

(1) Designate an ILS manager (ILSM) to participate in premilestone B activities with the CBTDEV.

(2) Participate in the development of the initial SS, and update the SS throughout the DOD life-cycle model.

(3) Participate in appropriate supportability analyses with the CBTDEV, participate in the development of thecapabilities documents, and prepare or review all other acquisition program documentation to ensure that all logisticssupport considerations are adequately addressed.

(4) Serve on SIPTs chaired by the CBTDEV.

(5) For all ACAT programs, prepare, submit and obtain approval of a type I BCA that outlines the requirements andfunctions of the system and ascertain the need for placing the system under PBL criteria for development.

d. Designate an ILSM to lead the SIPT at milestone B or when the PM is appointed, if earlier, in accordance withAR 701, in the continued refinement and implementation of the SS. The ILSM will establish or assume the chair ofthe SIPT at that time. The ILSM will also serve as the MANPRINT manager when the size and complexity of the

program permit.e. Ensure that PBL is considered as a support alternative initially and used if it is determined to be economically and

operationally feasible (for example, justified by a type I BCA).

f. Ensure that supportability issues and concerns are identified and corrected during testing prior to initial systemfielding; and ensure that previously unidentified deficiencies discovered during and after initial fielding are corrected.

g. Coordinate materiel fielding requirements with the supporting command to ensure that items required to supportsystem fielding will be available at the time and place agreed upon with the gaining MACOMs (see AR 700142).

h. Ensure the key logistics criteria, such as system reliability, maintainability, and supportability meet the systemthresholds and are geared to reducing the logistics footprint of the system.

i. Ensure supportability is co-equal to cost, performance, and schedule during the development and execution of thesystem acquisition process. Ensure tradeoffs are documented throughout the acquisition process.

j. Ensure that ILS and environmental engineering functions are recognized during the system engineering processand addressed during materiel system design reviews.

k. Develop a nuclear hardness program for systems designated as requiring resistance to nuclear effects that willensure that ILS actions do not degrade designated hardness requirements; and coordinate hardness requirements withthe U.S. Army Nuclear and Chemical Agency.

l. Coordinate supportability, sustainment and environmental planning, requirements, studies, analyses, and imple-mentation with the CBTDEV, COE, Army logistician, trainer, testers, independent evaluators, and those in supportingcommands and other applicable military services and agencies, to include DLA.

m. Coordinate the development and update of the support facilities annex to the SS with the COE.

n. Use standard Army data systems to collect and maintain logistics data regarding similar systems for use by SIPTparticipants in performing supportability analyses. Ensure SIPT members have access to contractor data to performthese analyses.

o. Prepare and coordinate interservice support agreements, initiate depot program initiation requirements, and

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determine whether the materiel system has a mobilization or surge requirement and document in the supportabilitystrategy, PBAs, and other program management documentation.

p. Obtain and provide adequate funds to identify, acquire, and implement the SS. If necessary, determine the effectsof reduced funds on achieving projected system readiness levels, LCC goals, and overall supportability programexecution.

q. Ensure supportability is evaluated and that the acquisition program provides sufficient materiel system prototypesor commercial/NDIs and production items for the logistics demonstration (LD) and supportability T&E.

r. Ensure that supportability is evaluated during the LD and user testing and validation, and ensure that deficiencies

are identified and corrected prior to initial system fielding.s. Ensure that the core logistics analysis, core depot maintenance assessment, and the interservice study, whenrequired, are initiated as early as possible to ensure availability at milestone B. Consider host-nation support indeveloping acquisition and supportability planning documentation.

t. Include MANPRINT requirements in logistics support strategies, concepts, and plans and document in the SS.

u. Designate a post-production software support (PPSS) activity to ensure ILS principles are also applied to softwaredevelopment; monitor software development to ensure supportability; and plan for software support after fielding.

v. Support HQDA ILS reviews as appropriate.

w. Centralize management of LCCS for tables of distribution and allowances (TDA) training devices when thedevices will be authorized at more than one location. Centralized management includes

(1) Planning, programming, and budgeting for resources to support LCCS and to upgrade training devices as tacticsand associated weapon systems change.

(2) Negotiating, awarding, and administering contracts for LCCS.

x. Employ an approved level of repair analysis (LORA) methodology to develop the initial maintenance concept.This concept will be based on economic and noneconomic constraints and readiness requirements; emphasize repairstrategy for printed circuit boards, establishing the capability as far forward as possible based on operational require-ments and cost impacts; and conduct the LORA interactively throughout the life-cycle as engineering estimates arerefined and field experience with the system is gained.

y. Coordinate all maintenance allocation charts with the proponent schools.

213. Materiel commandsa. The principal materiel command is the AMC. Other materiel commands include the U.S. Army Intelligence and

Security Command (INSCOM); the U.S. Army Corps of Engineers (USACE); the U.S. Army Medical Research andDevelopment Command; and the U.S. Army Space and Missile Defense Command. The commanders, materielcommands will

(1) Establish an ILS/supportability organization to ensure compliance with primary ILS policies and procedures, andprovide matrix support to assigned TLCSM.

(2) Assign an ILSM, when requested by the MATDEV, to participate in the SIPT during the development,acquisition, and execution of the SS.

(3) Assist the MATDEV throughout the life cycle of the system, applying ILS principles and utilizing data collectedduring field exercises as well as during peacetime operations to continue the analytical effort necessary to optimizelogistics support and reduce the logistics footprint at the minimum LCC.

b. In addition to the responsibilities in paragraph 213a, the Commander, AMC will also

(1) Be the DA executive agent for the supportability analysis (including level of repair analysis) process and theLMI program, with the support of LOGSA.

(2) Provide supportability analysis (SA) technical assistance as required to ensure that ILS considerations areapplied to the design of new and modified/upgraded systems and are considered in the selection of commercial andNDI with the support of LOGSA.

(3) Serve as the DOD SA support activity through LOGSA.

(4) Establish and support military and civilian career development programs for logisticians (ILS managers andspecialists) and ILS-related engineers, in coordination with the DCS, G4/ROS.

(5) Provide an ILSM and other functional support to the program executive officer (PEO)/PM and other MATDEVs/materiel commands as requested and agreed to in a memorandum of agreement, which details support to be provided.

(6) Participate in the Joint Service Acquisition Logistics Standardization Program.

(7) Provide a representative to the AILSEC.

(8) Provide supportability analysis through Army Materiel Systems Analysis Agency to the Army Evaluation Center(AEC) and DASA(ILS) for the evaluation of logistics supportability of all ACAT level programs.

(9) Provide technical guidance and support to PMs, vendors, and field Army commands on the application ofcorrosion prevention and control.

(10) Plan for and provide essential logistical, system (for example, hardware and software), and other functionalsupport for deployed equipment, coordinating with and backing up any PM-contracted support.

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(11) Provide industrial base support to ASA(ALT) and the PEOs/PMs in accordance with AR 70090.

(12) Monitor and assist in the development of a BCA along with ensuring that the PBL concept (if approved by theBCA) is used throughout the acquisition process.

(13) Provide input to SS.

(14) Provide single Arny logistics enterprise (SALE) architecture to support sustainment of weapons systems andprovide integrated best business practices for PBL strategies.

(15) Serve as the DA executive agent for electronic technical manuals and interactive electronic technical manual(IETMs) through LOGSA.

(16) Provide supportability/ILS planning guidance and software tools through the LOGSA.(17) Participate in DA ILSRs.

214. Combat developers

The commander, TRADOC is the Armys principal CBTDEV. The CBTDEV for class VIII (medical materiel) is theU.S. Army Medical Command (MEDCOM). Other CBTDEVs include INSCOM and Network Enterprise TechnologyCommand/9th Army Signal Command. CBTDEVs will develop operational and support concepts; doctrine, organiza-tion, and force structures; and determine materiel requirements for equipping these force structures. As user representa-tives, CBTDEVs will ensure that system developmental efforts consider user requirements. To ensure that thesupportability program fulfills the needs of the user, CBTDEVs will

a. Establish internal policies, procedures, and techniques for implementing this regulation.

b. Conduct applicable supportability analyses and tradeoffs as a function of developing capabilities documents by

(1) Establishing logistics requirements, constraints, system design parameters, and SROs.

(2) Conducting an analysis of alternatives to include alternative operating and system support concepts with specific

consideration of performance-based options.

(3) Developing specific, measurable, and testable support-related materiel requirements or parameters based onrequired logistics, operational performance, LCC goals, and readiness requirements.

(4) Assessing the impact of the proposed system on the maintenance capabilities planned for the period in which thesystem will be introduced.

(5) Assessing the concept and technology with regard to their ability to facilitate the use of embedded diagnostics,instrumentation, prognostics, and similar maintenance enablers.

(6) Identifying key performance and related support parameters for inclusion in the capabilities documents, toinclude availability, reliability, maintainability, interoperability, manpower, and deployment footprint, that form thebasis of the overall capability of the system to perform and endure in the required mission operational environment.

( 7 ) I n c orp ora t i ng sy s tem m a i nt a i na b ility , o p er a bilit y , s u pp ort a bili t y , a nd A I T co n sid era t i on s in t o c ap ab i l i t i esdocuments.

c. Document the supportability concept in the initial capability document (ICD), capabilities development document

(CDD), and capabilities production document (CPD).d. Develop a rough order of magnitude LCC estimate that includes all phases of the acquisition process (through

disposal) and document it in the ICD. The LCC estimate will be updated in subsequent capabilities documents.

e. Ensure that all supportability considerations throughout the weapon system life cycle are incorporated into allcapabilities documents, which will be accomplished by designating an ILS POC who will

(1) Form the initial SIPT and preparing the SA.

(2) Develop the initial SS using the supportability analysis, and ensuring that the product support strategy isdocumented in the Acquisition Strategy.

(3) Include the appropriate logistics metrics, criteria, and funding requirements in the acquisition program baseline.

(4) Develop supportability testing issues in coordination with the training developer, tester, evaluator, Army logis-tician, and other program participants; and ensuring the appropriate logistics considerations and test points aredocumented in the test and evaluation master plan (TEMP).

(5) Participate in the SIPT after a PM is assigned for the program.

f. Participate in decision and program reviews, and DA ILSRs.g. Inform the MATDEV, Army logistician, and other program participants of changes affecting the supportability

and environmental program planning, and fully consider logistics transformation policies.

h. Ensure establishment and implementation of training programs by the trainer to develop the skills needed for theoperation and support of newly fielded systems and for sustained support.

i. In coordination with the MATDEV, ensure that user ILS requirements and constraints are coordinated andincluded in materiel system contractual, solicitation, and source selection documents.

j. Define transportability and mobility requirements in coordination with the Military Surface Deployment andDistribution CommandTransportation Evaluation Agency (MSDDCTEA) of the materiel system and assess the unitmobility impact during the development process.

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k. Establish support conditions and requirements for initial operational capability (IOC) date in coordination with theMATDEV and gaining MACOMs.

l. Coordinate with the MATDEV in determining the use of contractor support in developing the support concept;and coordinate, with the supporting and gaining commands, the necessary procedures to implement contractor support,if required.

m. Provide a representative to support the AILSEC.

215. Testers and evaluatorsa. Testers and evaluators will

(1) Include all applicable support requirements and concepts in T&E programs and plans.

(2) Test and evaluate the support requirements/capabilities and concepts in accordance with the approved TEMP.

(3) Develop the logistics supportability T&E concept, objectives, scope, and ILS issues (which address the totalsystem including manpower, support item training, provisioning, facilities, test resources, unique concepts, and mile-stones) and coordinate these with the CBTDEV, the Army logistician, and the independent test evaluator.

(4) Provide the MATDEV and other program participants with data on similar fielded systems that could influencethe supportability requirements.

(5) Participate in the T&E WIPT, OIPT, SIPT, and DA ILSR activities.

( 6) Provide a c opy of T&E plans and r eports ( e xcept s upply class VIII, medica l m a t e r ie l) t o D AS A(ILS )(SAALZL) and other SIPT members. Provide copies for supply class VIII medical materiel to the U.S. Army MedicalMateriel Agency (USAMMA), (MCMRMMTE), Frederick, MD 217010501. When test reports are not available intime to permit a DASA(ILS) or USAMMA assessment for decision and program reviews, authenticated test data willbe provided.

(7) Ensure coordination with MATDEV prior to test to ensure that impacts of testing on the environment areconsidered and documented.

b. The Army Test and Evaluation Command (ATEC) will

(1) Assess/evaluate operational suitability, to include supportability for all assigned acquisition programs in accord-ance with DA Pam 70028.

(2) Review and recommend changes to requirements/capabilities documents, acquisition plans, supportability strate-gies, test plans, materiel fielding documents, and integrated program summaries.

(3) Represent ILS and environmental issues at IPT meetings, IPR meetings, and other meetings.

(4) Monitor supportability and operational testing.

(5) Identify supportability problems and their impact and assist in finding a resolution; influence system design toenhancing supportability; and elevate unresolved issues to the OIPT.

(6) Ensure that the TEMP and evaluation plan adequately address ILS issues.

(7) Review and comment on technical data received from manufacturers in regard to the acquisition of commercial

and NDI, where these data may be used to satisfy abbreviated or waiver of formal testing.(8) Provide ILS evaluation input to the DASA(ILS) and coordinate ILS and environmental findings and positions if

DASA(ILS) agrees with ATEC position.

(9) Provide representatives to the AILSEC.

216. Commander, Military Surface Deployment and Distribution CommandTransportationEvaluation Agency

The commander, MSDDCTEA performs will

a. Provide transportability engineering assistance and deployability analysis assistance and design guidance, andrequired approvals to MATDEVs, CBTDEVs, and other participants during system acquisition.

b. Provide transportability and deployability assessments for CBTDEV and MATDEV throughout the acquisitionprocess.

c. Ensure liaison with all services and DLA in all transportability matters.

d. Participate in SIPTs as required.e. Ensure transport procedures for new systems are covered in MSDCCTEA guidance.

f. Participate in HQDA ILSRs as requested.

g. Provide a representative to the AILSEC.

h. Provide final transportability approval, or provide corrective actions needed to obtain approval, prior to milestoneC. Transportability approval from MSDCCTEA is required before milestone C.

217. Trainer/training developersThe principal T/TD is TRADOC. Other T/TDs include AMC, MEDCOM, INSCOM, and USACE. To ensure the ILSprogram fulfills T/TD needs, these T/TDs will

a. Participate in the SIPT.

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b. Determine training (including embedded training) and training device requirements.

c. Develop or acquire the training capabilities and coordinate analysis and data requirements with other SIPTmembers to ensure integration.

d. Provide complete initial and/or follow-on training for operation and support of newly fielded systems and forsustained support of fielded systems.

e. Determine and submit system training plans to Office of the COE (OCE) (CEEBEA) and gaining MACOMs fordevelopment of training facility requirements.

f. Conduct training evaluations to assess compatibility between field operations and training, doctrine, organizations,

and fielded systems.g. Provide evaluation, feedback, and lessons learned to doctrine, training and combat developers, and other appropri-ate action elements.

218. Other participants

Other participants in the system acquisition process have responsibility for, within their functional areas, policy,program guidance, support, review, and analysis related to the requirements of this regulation. This includes the timelyreview, approval, or submission of applicable ILS or ILS-related documents and accomplishment and report of thestatus of tasks identified in the supportability strategy and associated fielding documents.

219. Commanders, gaining major Army commands

Commanders of gaining MACOMs will participate in the ILS process by planning for receipt of new, modified/upgraded, and displaced systems. The commanders of gaining MACOMS will

a. Provide advice to the Army logistician, MATDEV, and CBTDEV on matters pertaining to the expected system

operational employment and support.b. Perform the necessary advance planning and programming for receipt of new, modified/upgraded, or displaced

systems, including environmental analysis required by the National Environmental Policy Act (NEPA), per Part 651,Title 32, Code of Federal Regulations (32 CFR 651), and programming at the gaining installations for new or modifiedfacilities, if any, needed to meet the facility requirements identified in the SFA by the OCE.

c. Ensure unit/activity (modified table of organization and equipment (MTOE))/TDA authorization documents areupdated to enable timely requisitioning of personnel, supplies, and equipment.

d. Negotiate/sign PBA for materiel systems utilizing PBL strategies.

e. Perform necessary environmental analysis required by the NEPA, per 32 CFR 651.

f. The MACOM will coordinate with the gaining MSC, providing signed copies of the PBA of the fielding materielsystems. The PBA will be provided to the Commander, USARPAC; the DCS, G4 (Logistics Division); and the DCS,G3 (Force Structure Division).

220. Defense Logistics AgencyDLA is a logistics combat support agency with DOD missions and integrated supply chain management and logisticssolutions that the Army should leverage and bring to bear in implementing ILS, TLCSM, PBL, LCCS, CLS, ICS, andreduction of total ownership cost. DLA will

a. Participate early in product support/PBL planning and assist in common support across weapon systems, subsys-tems, and components.

b. Present end-to-end integrated supply chain management and logistics solutions, such as

(1) Provisioning, cataloging, and logistics information management/services/products.

(2) Consumable parts support and associated services.

(3) Worldwide warehousing and distribution services.

(4) Worldwide disposal and demilitarization services.

c. Sign a PBA with the Army PM, Commander, AMC, PBL product support integrator (organic, commercial, orpublic-private partnership), and directors of other applicable Army activities and/or warfighter when selected to providesupport for Army weapon systems, subsystems, and components.

d. Provide representatives from applicable DLA organizations and field activities to participate in the followingwhen appropriate:

(1) AILSEC.

(2) ILSRs.

(3) SIPTs.

(4) OIPTs.

(5) IPTs.

(6) WIPTs.

(7) IPRs.

(8) Market surveys and investigations.

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(9) Post-production support planning and post-fielding assessments

(10) Preliminary and critical design reviews.

(11) Provisioning reviews and conferences.

(12) Source selections.

Chapter 3ILS Overview and Management

31. Supportability integrated product team

a. The SIPT will be established as a working-level IPT to support both the capabilities generation and acquisitionprocesses. The CBTDEV TRADOC proponent combat development school will establish an SIPT at concept refine-ment for all ACAT I/II and selected ACAT III acquisition programs to coordinate overall ILS planning and execution.At milestone B, or when the PM is assigned, the designated MATDEV ILSM will assume the responsibility to chairthe SIPT.

b. SIPT members will develop PBL concepts and ILS program documentation and conduct supportability/tradeoffanalyses to determine the optimum PBL strategy or ILS concepts. The SIPT will make recommended ILS-relatedplanning, programming, and execution decisions to the PM.

c. The SIPT is a working body, and the roles and responsibilities of members will be prescribed in the supportabilitystrategy. The SIPT must work with other functional groups, such as the T&E WIPT and the training support workgroup to ensure an integrated effort.

d. Membership of the SIPT will include representatives from(1) PEO/PM.

(2) AMC life-cycle management commands.

(3) CBTDEVs of all affected TRADOC schools.

(4) DLA.

(5) USACE.

(6) Army logistician (DASA(ILS)).

(7) Testers and test evaluators.

(8) MSDDC.

(9) Logistics Innovation Center.

e. Membership may be limited because of the scope of the program at this time. Chairmanship will transition upondesignation of an ILSM by the MATDEV, and the SIPT membership will expand as necessary. Other Army staffagencies will be considered for membership when applicable. When the Army is the lead service in multiservice

acquisition programs, the SIPT will include a designated representative from each of the participating services. Asecurity assistance representative will be included to participate in SIPT meetings on an ad hoc basis whenever it isanticipated that there is a potential for international interest (for example, foreign military sales or internationalcooperation).

f. For non-ACAT I/II or PEO-managed systems, participation of appropriate commands and agencies will bedetermined based upon system complexity and requirements.

g. When PBL is implemented for an acquisition program, the product support integrator (PSI) will co-chair the SIPTwith the PMs ILSM and participate with an equal voice in program decisions, reviews, and assessments.

h. The DA ILSR will be convened to resolve issues left open through the OIPT process and identify potential issuesat the MDR. The ILSR provides a forum to present the latest status of completed and current issues and the impact onprogram status. The ILSR will also address strategies for subsequent phases to maximize supportability at acceptablelevels of cost and risk and minimize environmental impacts. This ILSR applies to all ACAT I/II and select ACAT IIIsystems being acquired for the Army or other services when the Army is the lead in the acquisition effort. The Armylogistician will develop the presentation for the ILSR in coordination with the system ILSM and other SIPT members.

The ILSR will address/assess each element of ILS (using the assessment rating definitions in the glossary), summariz-ing issues that have been resolved and detailing actions associated with ongoing actions. The scheduling of the ILSRwill reflect OIPT initiatives to resolve the issues remaining open.

32. ILS manager

a. The ILSM will be established by the materiel developer at milestone B or when a PM is assigned to serve as thefocal point for all life-cycle management supportability actions related to the acquisition program. The ILSM willassume responsibility to chair the SIPT from the CBTDEV.

b. Prior to milestone B, or appointment of a PM, an ILSM will be appointed to work in coordination with theCBTDEV. The PEO who is assigned lead for the acquisition and development of the system will designate the ILSM.

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When a PM is designated, the PM will assign the ILSM. The ILSM representative will participate in early ILS andprogram decisions and will be a member of the CBTDEV ICT.

c. The functions of the ILSM (and co-chair if applicable, and with support from the SIPT) include, but are notlimited to

(1) Refining the SS and updating the SS as required throughout the acquisition process.

(2) Participating in the market investigation performed to support development of the acquisition strategy and SS.

(3) Ensuring incorporation of MANPRINT requirements in all supportability planning efforts The ILSM may serveas the MANPRINT manager when program size, complexity, or other factors permit. When it is not practical for the

ILSM to serve as the MANPRINT manager, the two will be aligned to serve mutually supporting roles to preventduplication of effort.

(4) Participating in the design readiness review to ensure that logistics requirements and constraints are considered.

(5) Coordinating test, measurement, and diagnostic equipment (TMDE) support requirements with the U.S. Armytest measurement and diagnostic activity prior to milestone C (see AR 75043).

(6) Participating in the source selection process. The source selection process is used to evaluate the merits of eachproposal relative to the established selection criteria. Proposed logistics concepts and processes will be evaluated interms of effectiveness (from the users perspective) and cost, with the ultimate objective being to obtain best value.

(7) Ensuring that PBL is an integral part of system development and sustainment.

(8) Conducting supportability planning, analyses, and tradeoffs to determine the optimum PBL and product supportstrategy.

(9) Participating in the negotiation of PBAs with the PSI and the warfighter.

33. Performance-based logistics

a. PBL is the preferred product support strategy for weapon system product support that employs the purchase ofsupport as an integrated performance package designed to optimize system readiness.

b. PBL will be implemented on all Army ACAT I/II programs where it is operationally and economically feasible.PBL will be implemented on Army III programs at the discretion of the PM.

c. A basic tenet of PBL is the use of high-level metrics that measures support outcome(s) both operationally andeconomically. PBL will meet performance goals for the system through a support structure based on performanceagreements with clear lines of authority and responsibility, delineate outcome performance goals of weapon systems,ensure that responsibilities are assigned, provide incentives for attaining these goals, and facilitate the overall life-cyclemanagement of system reliability, supportability, and total ownership costs. PBL must be implemented transparent tothe user in the field and must

(1) Comply with Army policy on contractors accompanying the force set forth in AR 7159.

(2) Comply with DOD policy to use the Defense Transportation System and DOD transportation hubs wherepractical and where it meets the warfighters performance requirements. If other than DOD distribution system is

recommended, Department of the Army, DCS, G4 through the DASA(ILS), will be notified of any intent to use adifferent distribution system prior to the decision.

(3) Use current Standard Army Management Information Systems to ensure total asset visibility and accountabilityand have a seamless transition to Global Combat Support System Army when accepted by the Army. Integrate with theSALE at the business process/operational architectural level.

(4) Be transparent to the field user to preclude impacts on readiness and availability.

(5) Be compatible with Army maintenance strategy/doctrine.

(6) Maintain total asset visibility of total system to include supporting equipment and spares.

d. Although PBL is the preferred approach for product support implementation in all programs, the decision toimplement PBL in ACAT I and II programs, both new and current, must be based on cost effectiveness and operationalfeasibility as demonstrated in a BCA validated by the Deputy Assistant Secretary of the Army for Cost and Economics.For ACAT III programs, PBL may be implemented at the discretion of the PM with HQDA approval. A BCA mustalso be prepared for ACAT III programs.

e. The PBL strategy must be addressed at each MDR and is tailored for each individual acquisition system withspecific performance goals, roles, responsibilities that will be detailed in PBAs prior to system fielding.

f. PBL will be executed through PBAs with gaining commands, PSIs, and product support providers (PSPs) such asDLA. PBAs will be approved at the Army acquisition executive level. PBAs document warfighters performancerequirements and contain responsibilities of all parties, metrics, funding, and other pertinent information.

g. A PSI will be assigned to integrate all product support for a system under a PBL strategy. For new programs thePSI will be designated no later than the SDD phase. For existing programs, the PSI will be designated following thevalidation of the BCA. The PSI is required to integrate all support tasks in a way which assures compatibility withexisting and future Army and DoD logistics systems.

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h. The five overarching PBL metrics for consideration are operational availability, mission reliability, cost per unitusage, logistics response time, and logistics footprint.

34. Supportability strategya. The SS (formerly known as the Integrated Logistics Support Plan) is a Government-prepared working document

that serves as a record of planning, programming and execution of ILS (including PBL) for an acquisition program.The SS is based upon the 10 ILS elements and defines how analysis will be used throughout the systems engineeringprocess to define the system, design the support, and support the design. The intent of the SS is to methodically gatherdata, review the data, assess alternative support concepts, develop information for use in decision making, coordinate

plans and execute the selected logistics support concept. The SS is a compliance document and will serve as a record todocument the actions taken during the development and implementation of the ILS management program. The SS forall ACAT levels will be approved and managed by the SIPT. All SSs will be updated prior to each milestone andmajor event not to exceed three years from the previous update.

b. The initial SS will be prepared by the MATDEV; be coordinated with CBTDEV, materiel command, Armylogistician, the technical and operational testers/evaluators, and other program participants; and will be available 60days prior to milestone B. If there is no PM prior to milestone B, the PEO, who is assigned system responsibility, willlead the effort to develop the initial SS. Programs past milestone B that do not have a support strategy will require awavier approved by the DASA(ILS). The SS will be updated

(1) Before milestone decision reviews.

(2) When new program direction is received.

(3) When changes occur that warrant realigning the logistics support planning.

(4) Prior to development of solicitation documents.

(5) Prior to convening a materiel release review board.c. An SS is not required for

(1) Reprocurement of systems for which a SS has been previously developed and is still current, except when thereis a new make, model, or manufacturer.

(2) Engineering change proposals resulting in modification work orders that do not change system configuration.

(3) Components having minor logistics impact.

d. Agreement to the SS by SIPT representatives from the program participants will represent concurrence by theirparent organizations.

e. The minutes of the SIPT meetings will serve as interim updates to the SS. The approved SS, together with theSIPT minutes, will be the action guide for all ILS program participants. It will be used for assigning action items andscheduling completion dates as well as for prescribing system acquisition events and processes (such as systemengineering, contracting, and MANPRINT) requiring ILS action, interface, or support and requirements for support andsustainment of the system after fielding.

f. The SS will be used by the CBTDEV and MATDEV to maintain an audit trail of changes that affect(1) Support planning.

(2) Support budgets, including the LCC estimate and reduction in total ownership costs initiatives.

(3) Support concepts, support-related goals, and thresholds (including changes in definition).

g. The SS will show the impact of changes on SRO, support costs, and ILS objectives.

h. The SS will document status of logistics issues relative to type classification and materiel release.

i. For joint service acquisition programs for which the Army has lead responsibility, the ILSM will develop asupportability strategy in coordination with all participating services. For other programs, the Army representative onthe SIPT will coordinate Army input to the supportability strategy.

j. The SS will include an appendix that details the plan and the timeline to achieve the various support related eventsleading up to full materiel release. These events include, but are not limited to, type classification, safety report/assessment, transportability analysis and a system evaluation report.

k. The SS will include an addendum explaining why organic support cannot be provided for any system requiringcontractor support personnel in the forward maneuver area (see AR 7159).

l. The format for the SS is provided in DA Pam 70056.

35. Supportability analysis and logistics management informationa. Supportability is a design characteristic. The early focus of SA should result in establishment of support-related

parameters in performance terms. As system design progresses, SA will address supportability requirements andprovide a means to perform tradeoffs among these requirements and the system design. In order to be effective, SAwill be conducted within the framework of the systems engineering process. Examples of these analyses are analysis-use studies, repair-level analysis, task analysis, reliability predictions, condition-based maintenance (CBM) analysis,reliability-centered maintenance (RCM), and LCC analysis.

b. LMI is the support and support-related engineering and logistics data acquired from contractors and a product of

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SA. MILPRF49506 is the specification that provides DOD with a contractual method for acquiring these data. DODuses these data in existing DOD materiel management processes such as those for initial provisioning, cataloging, anditem management. If there is a requirement for the contractor to provide data for loading into a Government database,then it will be necessary to specify the required data file format and data relationships as performance requirements forelectronic data interchange.

36. Resourcing

a. LCC is the total cost to the Government for a system over its entire life and is required for all appropriationcategories and all systems. It includes all costs for research and development, investment (production and deployment,

to include military construction and site activation), operating and support (organic/contractor personnel, supplies,operations, maintenance, and training) and disposal. This includes direct costs to the system and indirect costs that arelogically attributable, regardless of funding source or management control.

(1) By milestone A, the combat developer will prepare a rough order of magnitude LCC estimate to be included inthe ICD.

(2) The CBTDEV, in conjunction with the PM office, will refine the LCC estimate by milestone B once thesupportability strategy is defined, and update the operation and support costs in the CDD.

b. Affordability plays an important part in program decisions in the identification of capability needs throughout thelife cycle. Program affordability is part of the Joint Capabilities Integration and Development System analysis process,which balances cost with performance in establishing key performance parameters. Cost goals are established in termsof thresholds and objectives to provide flexibility for program evolution and to support tradeoff studies.

(1) Cost as an independent variable is an acquisition strategy focusing on cost-performance tradeoffs in settingprogram goals and formalizes the process to achieve an affordable balance between performance and schedule.

Objectives will be set as early as possible but not later than milestone B to manage risks in achieving cost, schedule,performance, and supportability objectives.

(2) Total ownership cost includes all costs associated with research, development, procurement, operating andlogistics support, and the disposal of an individual weapon system, as well as other infrastructure or business processcosts not necessarily directly attributable to the program. Life-cycle logistics program objectives will be established insupport of the reduction of total ownership cost program, which identifies operation and support cost targets, totalownership cost drivers, reduction of total ownership cost opportunities, and metrics to measure the cost-reductionprogress.

c. The materiel developer will prepare, submit and defend life cycle logistics resource requirements through theplanning, programming, and budgeting system process, and track funding for resource execution performance metrics.

37. ILS planning considerationsa. Apply design interface and other ILS enablers for all acquisition systems through

(1) Improved reliability and maintainability on systems and components.

(2) Increased use of system diagnostic and prognostic aids.(3) Use of embedded training for operators, maintainers, and support personnel.

(4) Use of simulators, simulations, and innovative training strategies.

(5) Optimizing standardization and interoperability.

(6) Exploiting standardization and commonality in energy-efficient power sources.

(7) Minimizing use of hazardous materials and generation of waste streams.

(8) Optimizing use of data-collection programs to verify reliability and maintainability performance.

(9) Using AIT to provide total asset visibility for management of Army materiel.

(10) Decreasing logistics footprint through the minimization of special tools and test equipment and uniquecomponents.

(11) Optimizing modular plug-and-play components

(12) Applying intelligent software to automatically compensate for detrimental operational conditions.

(13) Designing for the Armys distribution-based maintenance concept.

(14) Incorporation of SALE business architecture and processes.

b. The ILS/acquisition planning activities must coincide with development of the acquisition strategy to concurrentlyand integrally be part of the systems engineering for every system.

c. Each system will establish and document a product supportability strategy no later than milestone B.

d. Technology insertion strategies will be developed to minimize support burdens, reduce resource requirements, andreduce the supportability risks related to potentially unstable designs.

e. Obsolescence and diminishing manufacturing sources will be addressed proactively as part of a programs supportstrategy. Significant savings can be realized with early identification and replacement of obsolete items or componentsimpacted by DMS.

f. The MATDEV is responsible for developing disposal plans.

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g. Conventional organic capabilities (for example, the Defense Reutilization and Marketing Service) should beemployed for the disposal of surplus assets unless an alternative disposal strategy can be justified.

h. Maximum use of existing DOD automatic test system families or commercial off-the-shelf components that meetdefined automatic test system capabilities will be used to meet automatic test equipment hardware and software needsbased on total ownership cost analysis over the complete system life cycle.

38. Environmental impact

a. The requirements for hazardous material (HAZMAT) in system designs will be kept to an absolute minimum toreduce hazards associated with transportation, storage, operation, maintenance, handling, and future disposal require-ments. Materiel maintenance planning will consider, to the maximum extent practicable, the following factors:

(1) Elimination of virgin materiel requirements.

(2) Use of recovered materials.

(3) Reuse of product.

(4) Recyclability.

(5) Use of environmentally preferable products.

(6) Waste prevention (including toxicity reduction or elimination).

(7) Ultimate disposal.

b. ILS program participants will ensure that all aspects of the program address HAZMAT potential and minimize allenvironmental impacts. Potential hazards resulting from the operation, maintenance, and support of the system will bedocumented on a materiel safety data sheet (MSDS); these items documented on the data sheet to be procured oradopted as standard items will be processed in accordance with AR 700141.

c. Costs associated with handling and disposition of HAZMAT will be reflected in LCC estimates. The requirement

to reduce the environmental impact of systems applies to both the systems design and supportability of the fieldedsystems. This requirement is to be satisfied in a manner that minimizes the associated LCC. Four areas will beaddressed by ILS program participants as part of the minimization process:

(1) Pollution prevention. The focus of pollution prevention will be on elimination or reduction of all forms ofpollution at the source. Pollution prevention must be addressed during the designing, manufacturing, testing, operating,maintaining, and disposing of systems.

(2) Environmental compliance. Environmental regulationsFederal, State, local, and in some cases internationalare a source of external constraints that must be complied with. This involves identifying and integrating them intoprogram execution. Their major impact will occur during the testing, manufacturing, and operation and support ofsystems.

(3) Hazardous material use.

(4) Rendering safe procedures.

39. Supportability and system survivabilitya. A key element of system survivability is ease of repair in the forward battlefield area. The ILS design interfacemust emphasize

(1) Minimizing requirements for tools and test equipment.

(2) Reducing required maintenance skill levels.

(3) Designing for rapid repair.

(4) Redundancy of mission essential functions.

(5) Ease of implementing battlefield damage assessment and repair techniques.

b. Technical data will be properly coded or marked to identify parts or processes that are critical to systemsurvivability. Support equipment needed to test and verify survivability features must be developed and available foruse throughout the life cycle of the materiel system (see AR 7075).

c. Chemical, biological, radiological and environmental contamination survivability will be primary considerationsin the ILS program for each Army system required to withstand the effects of nuclear weapons effects and chemical,biological, radiological and environmental contamination. Preservation of survivability features during the entire lifecycle is an essential part of ILS planning and will receive full recognition in all aspects of the ILS program.

310. Force development documentation

a. The MATDEV, with support from the SIPT, must document system and associated support data that serve asinput for preparing force development documentation. This documentation is used to identify Army warfighterpersonnel and equipment requirements and authorize force management and structuring activities (AR 7132). It isimportant that the required system-related information be submitted to HQDA in a timely manner to effect successfulfielding of the system, particularly with respect to ensuring adequate support facilities, support equipment and properlytrained operators and maintainers within the user/warfighter units.

b. The MATDEV develops basis of issue plan feeder data (BOIPFD) and submits it to the U.S. Army Force

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Management Support Agency, a field operating agency of the DCS G3. These data establish the requirement for anddistribution plan of new and improved equipment, associated support items of equipment (ASIOE), and personnel forArmy warfighter units. BOIPFD also drives assignment of developmental line item numbers. BOIPFD providesorganizational, doctrinal, training, duty position, and personnel information for system operators and maintainers usedto develop the basis of issue plan (BOIP) and the tables of organization of equipment (TOE).

c. The Army Manpower Requirements Criteria program provides a means of establishing and justifying the rightquantity and mix of maintenance personnel for sustainment of Army materiel. These criteria are HQDA-approvedstandards used to determine the mission-essential wartime position requirements for combat support (CS) and CSsupport functions in TOE. The MATDEV, with support from the LOGSA, is responsible for establishing andmaintaining accurate reporting of maintenance manhour requirements for Army systems throughout the life of thesystem. For new systems the maintenance burden is derived from engineering estimates, supportability analyses, andtest data. Surrogate data cannot be used without analytical proof that it reflects the best estimate available. Afterfielding, updates for system maintenance manhours are derived from follow-on test data, actual field maintenance data,and the sample data collection.

311. Materiel release and materiel fieldinga. The materiel release process as directed by AR 700142 will be used to ensure that materiel issued to the active

Army, Reserve Components, other services/Federal agencies, and security assistance programs is safe, operationallysuitable, and supportable.

b. Materiel fielding is a critical portion of each ILS program. Planning for materiel fielding will begin as early aspracticable, but before signing a production contract at a minimum (see AR 700142 and DA PAM 700142). The RCforces will be included in planning for wartime support. The need for sample data collection will be considered for

each materiel acquisition, and the resulting determination will be incorporated in the SS and the materiel fielding plan.c. Total package fielding (TPF) is the Armys standard materiel fielding process designed to provide Army materielsystems to the using units as total unit-level packages. The goal of TPF is to minimize disruption to using units duringthe fielding process. Under TPF, the materiel developer, rather than the gaining command, budgets for and delivers thenew system and initial support. Successful TPF requires advance planning and a fully coordinated agreement betweenthe PM and gaining commands.

d. Unit set fielding (USF) is a fielding concept involving synchronized fielding of multiple systems along with unittraining within a specific window of time to reduce the time that a unit is in a nondeployable status. Under the USFapproach, the focus is on fielding a fully integrated combat capability. USF is a complex undertaking and PMs must

(1) Report schedule slippages.

(2) Synchronize production and delivery of the training subsystem.

(3) Prioritize in accordance with the modernization A schedule.

(4) Provide displaced equipment transportation estimates.

(5) Ensure funding and fielding of ASIOE.

(6) Ensure materiel is operational, supportable, interoperable, and deployable before providing such materiel to theunits.

(7) Coordinate installations and facilities requirements.

312. Commercial and nondevelopmental items

Commercial and NDIs are the preferred acquisition strategy, as stated in DODI 5000.2, and effective implementationmandates innovation in developing support concepts. The primary objective is to provide a system that meets themission need and is supportable at the lowest LCC.

a. The market investigation (MI) is used to evaluate the potential use of commercial and NDIs in response to theusers need as stated in the ICD and to develop suitability criteria. The ILSM will participate in the MI to gatherinformation relative to the support concepts in use for an item and to gather data to support O&S cost projections. Therequest for information that supports the MI will include LMI required to perform a simplified LORA and logisticsproducts such as technical manuals, training aids, parts lists, and warranty program descriptions. The MI results will be

used to refine requirements in the capabilities document (ICD, CDD, or CPD) and to formulate the acquisition strategyand associate support concepts. Participation by the ILSM allows supportability issues to properly be considered as afunction of performance and part of the total system concept.

b. The traditional approach of influencing design to minimize support requirements is not generally available forcommercial and NDIs. The ILSM must be effective in quantifying supportability goals and constraints and includingthem in the performance specification to properly influence source selection. The source selection evaluation board willevaluate the proposals in terms of the specification and determine the cost realism of each. Commercial logisticsproducts and processes will be evaluated during the source selection process to determine their utility to the user anddata requirements for the production contract.

c. Timelines and costs associated with support processes often prohibit establishing organic support in time forfielding commercial and NDIs. Commercial support systems will be utilized to the maximum extent possible, taking

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into consideration cost, readiness, and wartime sustainability. Utilization of interim contractor support (ICS) asdiscussed in chapter 4 provides an alternative that should be evaluated in terms of cost/benefit of delivering the missioncapability at the earlier date. The ICS requires proper planning and is a strategy that must be approved by the milestonedecision authority.

313. Advanced technology demonstrationsa. Advanced technology demonstrations are conducted to facilitate technology transition and should assist the user/

operator to better understand the technology and to formulate better requirements before entering development. TheMATDEV ILSM will participate in demonstration or experiment development/formulation to enable support concepts

to be developed as experience with the technology is gained and to properly influence resulting requirementsdocuments.

b. Experimental/demonstration items used in the advance technology demonstrations will, at times, be retained foruse by field units while an objective system is either procured or developed. These items remain the responsibility ofthe MATDEV for management purposes, and interim support measures must be developed, funded, and put in placebased upon the use of the system.

c. These experimental/demonstration items cannot be left with the field unit after the demonstration is complete untila materiel release is processed (AR 700142).

314. Software

Software associated with a materiel system is an integral component of that system, and software support will beaddressed through the ILS program. System modernization involves software upgrades or changes, and post-deploy-ment software support costs can be significant over the course of the systems life. The effectiveness of system

software has a direct impact on system readiness. Planning related to software management and support will be detailedin the computer resources life-cycle management plan and summarized in the computer resources section of thesupportability strategy. Interrelationships with the other ILS elements will be addressed through the SA process.

315. Manpower and personnel integration with integrated logistics supportThe ILS and MANPRINT processes are mutually supporting and will be integrated in materiel development andacquisition efforts. The MANPRINT is a mandatory consideration for attaining the desired level of supportability. Afundamental precept of ILS is that each element will be integrated with every other element. The MANPRINTconsiderations must be afforded this same management integration.

316. Source of repair and depot planning

a. Source of repair (SOR) and depot maintenance planning is an integral function of the ILS process. A SOR is anindustrial complex (organic, commercial contract, or interservice facility) with required technical capabilities toaccomplish repair, overhaul, modification, or restoration of a given type of military hardware or software. The

MATDEV will determine the SOR by utilizing the decision-tree logic defined in AR 7501. The SS will reflect depotplanning actions that include conducting a source of repair core analysis to be conducted prior to milestone B. Thisanalysis will be documented in the