#Translate Nato Managing Defence Systems in the Information Age Cals003

8/3/2019 #Translate Nato Managing Defence Systems in the Information Age Cals003

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Manag ing Defence System s In The Information A ge

NATO

Managing Defence Systems

InThe Information Age

A NEW WAY OF WORKING

- June 1999 -


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Acknowledgements

I would like to thank the United Kingdom CALS Industry Councilswho kindly have allowed this book to be based on their publicationManaging in the 21st Century

I wou ld also like to express my gratitud e to Mr Jarl S. Magnu sson, FMVSwed en, wh o kind ly contributed material from his Hand book / Guidefor Inform ation Policy.

Front Cover Photo Copyrights: NATO Information and Press Service and

Norw egian MOD

Produced by: LtCol. Boye Tranum , NATO CALS Office

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A New Way Of Working

Mr. Norman W. Ray Mr ivind Bkken

Assistant Secretary General Assistant Secretary General

Chairman CNAD Co-Chair SNLC

We are al l v er y fami l iar wit h computers in our dai ly act iv i t i es and we ar eall ex per iencing the impact of i nnovat iv e inf or mat ion technology on t he waywe work . In t he past i t was oft en th e lack of in for mation that in hibited us.Today the amount of information each of us handles is dramatically andcontinual ly increasing, and now information overload makes our workex tr emely challenging. At NATO, both sides of t he gov er nm ent industr y

boundar y for acquisit ion and mater ial suppor t ar e ex per iencing a f or mi dablechallenge in gaining access and cont r ol of th e ri ght inf or mat ion amongst t heocean of possibilities.

The im pact of t he IT r ev olut ion is af f ecti ng ev er y one with in NATO. NATOis bein g chal lenged w it h acquir in g, secur in g and man agin g def ence systeminf or mat ion in a rapidly changing wor ld, where the All iance is inv olv ed andoper at ing in a f ast moving evolut ionary env ir onment.

Moreover, the abil ity to share and exchange information effectively isr apidly becomi ng th e k ey enabler in th e batt le to cut costs, r educe ti me andin crease qualit y on Def ence Sy stem pr ogr amm es. Consistent an d r eli ableinf or mat ion about our Def ence Systems, th eir per f or mance, t heir design andth eir main tenance, is a m ust wi th in t he Acquisit i on comm uni ty , especiallyin m ult i-nati onal pr ogr ams. The abilit y t o shar e and access Def ence System

data th r oughout t he ent ir e supply chain, fr om t he f actor y t o th e f ox hole, isa pr e-r equisit e for co-oper ati v e logistics.

NATO is taking this challenge seriously. Interoperabil ity within theAll iance is of th e utm ost im por tance. Accor dingly, t his guide is aimed at

Pr ogr am and I n Ser v ice Suppor t Man ager s at al l stages of a Def ence Sy stemli f e cycle. It s pur pose is to r aise awar eness and un der standing of t heoppor tun it ies for im pr ov ement in Def ence Sy stem acquisit ion and suppor t

th r ough th e use of a l if e cy cle appr oach t o Inf or mat ion Management.

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Vision of the Future

People working together to add value through out the life cycle,sharing information enabled by electronic business in a newenvironment

N ATO Information Visio n

The right information, at the right time, for the right p urpose, tothe right user, with the lowest possible cost, with the highestpossible quality, actuality and secur ity, and abiding to curren tlaws and regulations

Originally stated by PeO Jonasson

A new way of w orking

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Contents

Preface ............................................................................. 6

Chapter1 What is this guide about? .............................. 7

Chapter2 What is Information Managment ? ............. 8

Chapter3 Where did it come from? .............................10

Chapter4 Do we need CALS anymore? ...................... 12

Chapter5 Whos doing it? .............................................. 14

Chapter6 The main elements ........................................ 18

Chapter7 Whats in it for me? ....................................... 22

Chapter8 What is it going to cost? ............................... 24

Chapter9 So how do I go about it? .............................. 25

Chapter10 The difficult bits ...........................................28

Chapter11 More difficult bits ......................................... 30

Chapter12 The future environment .............................. 32

Chapter13 In conclusion .................................................. 36Chapter14 Where can I get help? ................................... 37

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IT IT IT

App Application App App App Application App

Pr Pr Pr Pr Pr Pr Process Pr Pr Pr Pr

Ideas

Design

Manufacturing

Deployment Operations

M od 1 M od n

Product Information Resources/ Assets

Preface

The changing society.

Whether we like it or not the w orld is going digital. This, more thananyth ing prev iously experienced, has and continues to have a significantimpact on the way we work. In many sectors of the comm ercial world,immediate, global access to Digital Information is taken for gran ted .Shared access to digital data is becoming business as usual.The Information Age is here.

What is the e ffect for NATO?The NATO Alliance is facing a hu ge agend a for chan ge. Changes in

mem bership, role, resources and technology are transforming theenvironm ent for acquisition an d logistics activities. From a DefenceSystem viewpoint Acquisition and Logistic Sup port are becoming onesingle integrated process, shar ing a p ool of life cycle data . This will focusthe need to share and exchan ge information across bound aries: betweendep artments within organizations, between Government and Ind ustry andbetween par tners in the Alliance.

A Defence System s life is very long. Organizations, work p rocesses, ITsystems and software app lications m ay change many times d uring th e lifeof a single Defence System. In this context the core set of informationneed ed to d efine, design, bu ild , test, sup port and d ispose of the System is acrucial, valuable and d urable asset.

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Chapt er 1 What is this guide about?

This gu ide w ill help p roject and logistic managers, and their staff,un derstand the imp act of the Information Technology (IT) revolut ion onthe acquisition and sup port of Defence Systems over the en tire life cycle.

It is our goa l to demonstrate that change is not limited to technology.It affects peop le, processes and information. In this context, this brochure

is designed to explain new ways of thinking abou t the business process; theassociated w orking environment and the imp ortant role information p lays.

This guide focuses on the app lication of supp ortingtechnologies that will enable many improvements

and benefits to be realized in your organisation.It cannot tell you how to do your job. Only youknow that. It will help you appreciate the scaleof the changes the d igital revolution is

bringing an d it provides some ideas andtools to help you respon d more effectively.

Historically, the p eople and processes related to defence systems h ave

constantly und ergone chan ge. With the adven t of technology, the speedand m agnitu de of these changes are accelerating. The increasedcomplexity of todays mod ern d efense systems m akes technicalinformation management of param ount imp ortance. Even wh en peopleand processes chan ge, techn ical information stays remarkably consistent.

This brochure explains how a professional app roach to managinginformation helps stabilize the business environm ent. This isaccomp lished by recognizing and treating information as a valuable asset,like all other assets within the program . Sensible information hand ling,from a through life persp ective not on ly makes sense, it saves time andmoney an d sup ports better decision-making.

So for now , dont w orry abou t the terminology, well explain it later. Theimportant thing to recognize is that w e are talking abou t something thatwill chan ge the way informat ion is managed th roughou t the life of theequipment. We believe that taking the steps w e are talking about, properinformation m anagem ent concepts w ill be established as one of the criticalenablers for future improvemen ts. This will also act as a catalyst toenhance co-opera tion throughou t the alliance.

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This guide explains the concept of Throu gh Life InformationManagement for a Defence System, as one essential comp onent of the newways of working that th e Information Age w ill bring.

We all know th at having the right tool for the job, and using it correctly,is the secret of success. This book introd uces how this can be achieved bytreating your informat ion as a valuab le asset in ord er to help you performyour daily business faster, cheaper and better.

We have tried to includ e something about everything you need to knowto get started . We also introd uce some of the main concepts you migh thear abou t, such as Produ ct Data Models, Shared Data Bases, and

Electronic CommerceIt is not p lain sailing. There are still plenty of d ifficult bits, par ticularly

with respect to standard s, security and th e hum an element. But, with theway the w orld is changing, you can be sure that the effort has to be mad e.

A guid e this size cannot give all of the answ ers. However, the aim is toshow w here they can be foun d. If you w ant to know more, or need anyhelp, you w ill find u seful contact ad dresses and suggested further readingin the back.

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Chapt er 2 What is Information Management?

What is all the fuss about?

Information Management is nothing new. We have man aged hu geamoun ts of information for generations. The new challenge is dealing withthe sheer m agnitu de of information available, and all the different formsand ways information is stored . This is clearly a byproduct of the ad vancesmad e in compu ter technology and the imp act this has had on our d ailyway of working. Who hasnt looked for information on a computer, or used

the w rong version of a file, not because the correct version w asnt there,but because we d idnt know how to find it.

Now imagine how it wou ld be to look for a certain piece of crucialtechnical information in the d ocumen tation of a C-5 Galaxy. The p aperversion of the information is more than what w ould fit inside the aircraft!The F-16 fighter aircraft requ ires more th an 3500 Manuals! The USSVincennes has 23.5 tons of paper above deck, more weight than w eapon s!And even m ore seriously, 5-9% of fatal accidents in th e Military can betraced back to documen tation errors!

To ad d to the comp lexity, this docum entation is constan tly chan ging. So,thats why Information Management is of such importance, and wh yinformation shou ld be treated as a valuable asset. Prod uct Information w illof cause live and be used throu ghou t a systems lifecycle, which is whyInformation Managem ent mu st have a Throu gh Life persp ective.Cur rently available techniques and technologies, and those that w ill beavailable in the future, w ill enable far better information m anagem ent, andeven facilitate bu siness to be faster, better and cheaper.

In add ition to Prod uct Informa tion, we are also talking about p roject and

corporate information. All these group s of information are imp ortant, bu tfrom a Defense System su pp ort point of view, we are concentrating onProduct Information.

Adop ting techniques w hich enable the best return from new technologieswill help organ izations achieve best internat ional practice, imp rovecompetitiveness and efficiency. This is particularly true w hen customersand companies join to form extend ed enterp rises.

The right t ool: .. The right tools to help you w ith your information

management should be chosen w ith care.9


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What techniques and technologies ?

You have probably already heard of them: the Internet, SyntheticEnvironmen ts, Concurren t Engineering, Shared Data Environm ent,Business Process Re-engineering, CAD/ CAM, Virtual Reality, ElectronicCommerce and m ore. These make up the new environment. How ever,they w ill fail withou t the correct information, available at the right time,and in the right format. It is therefore extremely imp ortant th at weestablish viable stand ards and rules, for the new environment, that w illallow us all to speak the same language.

What we are talking abou t is a set of best practices for p reparing the

information age. These enable effective collaborative op erations betw eenorganisations, departm ental fun ctions and individual team members.Sup por ting the way people do business, by exploiting comp uter-basedinformation commu nication and control, will:

Bring benefits by allow information to be created once and u sedmany times through out all the stages of a p roducts life-cycle, fromconcept to d isposal, and across all participa ting parties.

Thet echniquesandt echnologies

TheInternet,WorldWideWeb

SyntheticEnvironments(SE)

SystemsEngineering

RequirementsManagement

ProductDataManagement(PDM)

ConcurrentEngineering(CE)

SharedDataEnvironment(SDE)

BusinessProcessRe-engineering(BPRe)

ComputerAidedDesignandComputerAided

Manufacture(CAD/CAM)

VirtualReality(VR)

Electroniccommerce(e-commerce)

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Chapt er 3 Where did it come from?

The beginning

The concept of throu gh life information m anagem ent and theemp hasis on the value of inform ation comes from the Continuou sAcqu isition and Life Cycle Su pp ort (CALS) initiative (p reviou sly calledComp uter Aid ed Logistics Sup por t). CALS began in the United Statesd efence sector as the Depa rtm ent of Defenses (DoD) CALS strat egy. In1984, the US DoD recognized th at comp uter-based technology w as an

important governm ent and indu strial strategy bolstering the su pp ort,sharing and exchan ge of inform ation. Properly app lied, it could beused to tackle increasingly comp lex procur emen ts and the logisticssup port need ed to keep th e armed services supp lied w ith reliablew eapon systems, worldw ide.

The DoD also wished to redu ce the extended development times for newcomplex weapon systems and to red uce the cost of in-service sup por t. Acost tha t can continue for 30 to 40 years and even longer after p rod uctdelivery, possibly dw arfing th e cost of initial prod uction.

The original US CALS p rogra m form ally began in 1988. It p rop osedthat th e exchange of technical information betw een governm ent,w eapon systems sup pliers and their subcontractors, for the life cycle ofthe system, shou ld be un derta ken and controlled electronically. Theinitiative qu ickly spread to the civil sector becau se ma ny bu sinesspr ocesses and un d erlying concepts are n ot specific to d efense.

In NATO the initiative took formin 1994 when the first MoU was

signed and the N ATO CALS

Office was established . TheConference of ArmamentsDirectors (CNAD) issued theNATO CALS Policy in 1994,which is still the fund amentalbase for the N ATO initiative.

Where next : ........ From early beginnings in the defence sector

electronic working is spreading throughout industry11


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The NATO CALS Managem ent Board (NCMB) was organized u nd er theCNAD um brella, and consists of one representative from each participatingcountry. In add ition a nu mber of observers, both from the NATO organisationand from partnership for peace (PfP) nations, are active in the Board .

At the May 1999 meeting, the Conference of National Armam entsDirectors (CNAD) confirmed its sup port for an ear ly transition to a secured igital environm ent of NATOs acquisition an d logistic business p rocessesas soon as practical. CNAD also invited m ember na tions to encouragemu ltinational acquisition programs, in wh ich they participa te, to developplans for managing their defense system information on a through-life basis.

In other w ords, NATO w ill go digital.

The 1999 NATO CALS MoU Nat ions are:

Belgium , Denmark, France, Germany, Italy, The Netherland s,Norway, Spain, Turkey, UK, US

Act ive Observers

Portugal, Sweden , Finland , Poland , Bulgaria, Hu ngary , NAMSA,

Europ ean Union,In add ition, an Ind ustrial organization w as established to match the

NATO initiative. The NATO CALS Indu stry Group (NICG) and theirExecutive Group (NICG Exec.) was formed u nd er the NATO Ind ustryAd visory Group (NIAG).

These two CALS organisations h ave en joyed excellent cooperation.

The CALS concepts are being ap plied from consumer goods, aircraft, andpetrochemical plants to building an d maintaining a road network.Compan ies around th e world are now taking them

up . They m ay not all call it CALS but they aredoing it all the same.

Anyone needing to share and exchangeinformation through out th e completeprodu ct life cycle can take adv antage ofthese techn iques.

The journeys begun: .. With the civil sector onboard the new working

is being felt just about everywhere12


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Chapt er 4 Do we need CALS any more?

Is CALS out of the p ictu re? Do we still support CALS? These are tw o ofthe most frequently asked qu estions. The answ er to the first question isNo. Even thou gh some nations have transitioned beyond the initial aims ofCALS, they still continu e to apply th e basic concepts. For those nationswhove just have begun th e journ ey, CALS is extremely imp ortant. And inNATO, CALS is recognized as an imp ortantcontributor to the way ah ead.

The answer to the second question is Yes,NATO will continu e to sup port CALS effortinto the foreseeable futu re. The fact is thatwe today h ave CALS tools and guidesavailable for use. We are applying these toNATO p rocesses, and are sup porting thedevelopment of international CALSstandard s for information management. Inall of this, we will make sure that th etransition to the d igital environment for the

futu re will be smooth.Some other important qu estions have also been raised. Do

we really have any u seful results from CALS? Have we saved any m oney,time, and resources? Where is the CALS-system th at everyone talks about?Actually, we have realized tremend ous su ccess from CALS. CALS hascreated a vibrant, enthu siastic, global comm un ity that has a d eepun derstand ing of some very tough issues. These range from DigitalInformation Man agement, ap plicable Information Systems, associatedInformation Resources, and the n eed for reengineered Business Processes

capable of shap ing our futu re business enterprise. Along with this, CALS-people have started the h uge m igration and change from m ore than 600-years usage of paper based information. The good n ews is, our m onetarybenefits (estimated profits) can be counted in $billions wor ldw ide.However, one hard lesson for all of us is that it takes 3-4 times longer thanexpected to change the w ay p eople work, and w e have been less thatsuccessful in our task of educating top -level executives in u nd erstand ingthe hu ge potentials we have available.

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CALS!!

Whatsthat?

IsntCALSdeadandburied?

Hav ew ehadanyusefulresults?


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What w e have learned from CALS

We have learned a lot of things from CALS. We know th at the indu strialworld is a dyn amic environm ent requ iring p rocesses that are extremelyflexible. It is almost impossible to env ision an organization remainingcompetitive over time withou t any changes occurring to its business orresources. It is also equ ally imp ossible to envision Information Technologyas stable over time. New comp uters and software are d eveloped based onmarket requirements, and th e ability of organ izations to absorb these newtechnologies. We need to ensure that th is type of flexibility is built into thebusiness environm ent. We have also d iscovered that when information istreated as a resource, we can cover this gap. CALS has given u s a newfocus on information; we are now treating it as a precious resource for thefutu re. The information w e are add ressing is:

Stable information, which has a conceptu ally stable structure bu twh ere instantiations change all the time. Here p rodu ct andgeographical information fit p erfectly.

Dynamic information, wh ich could be sensor-data, experiences,and p rocess-based information. In this realm, organizations havenu merous typ es of structures, wh ich n eed to be considered .

Treat informat ion as an asset .. Use w hat is available today, be open

to the po ssibi lities of tomorrow .14


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Chapter 5 Whos doing it?

Will you be in good company?

Yes, many organisations are realizing the ben efits of the intelligenthan d ling of information in ord er to give them flexibility, and a competitiveedge. This is a good p lace for you to start. You w ill find yourself in goodcomp any on the journey an d you can be sure your comp etitors and felloworganisations h ave already started.

CALS is intern ational and covers both the p rivate and pu blic sectors.Some of the largest companies and defense institutions in the w orld areembracing its principles, as well as some of the smallest. In fact, sma llerorganizations can often adap t faster because they have less to change.

Several major projects have ad opted CALS in ord er to hit their ambitiouscost, timescale and performance targets.

Why are they doing it?

Because they have seen the w ay things are moving and dont want to be

left behind . The world is chan ging: we can an d m ust d o things differently.You m ust be prep ared to p rovide your customers with better prod ucts,delivered faster, at a lower pr ice and more efficiently because yourcompetitor is. They h ave realized th at by m aking it possible for functionsand organisations to work togeth er, there is a real business mu ltipliereffect. Said d ifferently, it provid es time, qu ality, cost an d flexibilityadvantages.

Any enterp rise, small, med ium orlarge, wanting to d esign, build, deliverand support p roducts in a better wayshould consider taking theplunge.

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D oes it make business sense?

In a w ord , YES. It is being increasingly recognised w orldw ide as a m eansof getting and keeping th e comp etitive edge. You can be su re that if youdont do it. Your p artners an d comp etitors will.

The d ecision to ad opt new techniques should always be based on abusiness case, not technology driven. Technology is only an enabler.Organizations that have ap plied the ap proach successfully have started byidentifying one or tw o key business drivers and focused on th ese. The twomost common drivers tend to be custom er satisfaction and businessperformance.

The reasons are t o:

Achieve customer satisfaction

Optimise programmes

Meet cost, time and performance targets

Establish efficient global opera tions

Maintain competitive edge

Reduce time to market

Enable better partnerships

CALS provides the framew ork for the m ost challengingbut most rewarding of business improvements-wherechanges hap pen to a combination of process, technology,people and organisations

Professor Norman Schofield

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All over the world

From its US beginnings the concept has spread mu ch further. Japan andSwed en in particular have made great strides, and many others are showing alot of interest. International conferences and exhibitions such as CALS ExpoInternational, CALS Europe and UK APLS, are well-attend ed annual events forsharing experiences and achievements.

Famous names

Some of the best-known worldwide companies have made sure they are not leftbehind. They have found that their projects can benefit greatly from electronicworking and they are now bringing these techniques into their supply chains.

Who are these organisations and what are they doing? Here are some specificexamples of their achievements:

British Aerospace, UK

British Aerospace has created Integrated Product Teams throughout the Eurofighterproject in a major change programme. Their investment in Product Data Management(PDM) systems, to manage information throughout the life of a project, has alreadyresulted in significant improvements to project costs and time-scales.

Hgglunds Vehicles, Sweden

Hgglun ds Vehicles has developed an internal information h and ling conceptthat enables them full freedom in sup porting multiple customers from thesame information collection, without having duplications or redundantinformation. Hgglund s Vehicles considers its information as one of the mostimp ortant resources they have, and treats it accord ingly.

The US Crusader Programme

The Crusader program d evelops the next generation Self-Propelled H owitzerand accompanying Resupply Vehicle for the United States Army. Thegovernm ent sp ecified their requirements for a Contractor Integrated TechnicalInformation System (CITIS) contract. The goal of the CITIS is to contain and

provide near r eal-time access to all contractor-generated data and Government-Furnished Information (GFI), including engineering, sup port and managementdata, in a geographically dispersed ind ustry/ government team environment.

UK MOD

The UK MOD has clearly expressed tha t digital information managem ent is animp ortant en abler required for reaching their goal of Smart Procurem ent. Ithas resulted in serious time and money investments needed to find su itableInformation han d ling solutions. This is being done in cooperation w ith keyplayers in the UK defense Ind ustry .

Global:....... Electronic busi ness i s truly international-allo w ing the

virtual enterprise to exist across great dis tances.17


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Chapt er 6 The main elements

People

This is about sha ring information and working better together in muchcloser relationships than realized before. They can be w ithin an ind ividualorganisation wh ere the various fun ctions mu st develop close workingrelationships. For example, between engineers involved in design,man ufacturing and prod uct supp ort, wh o need to use information createddur ing the earlier stages of the p roducts life. Alternatively, they can be in

d ifferent organizations em ploying close, partn ering-style relationshipsacross extended enterp rises.

There are several ind ividu al elements that make this environm entpossible.

Processes

It is nice to know w hat you d o, and how you d o it! Of cause, - but it isnot that simp le when th e organization is big and the nu mber of involvedparties are many. It is not only n ice, it is a necessity in tod ays fastchanging w orld. In th is constantly chan ging environm ent it is of theoutm ost importance to have a w ell-defined set of business p rocesses. Theseprocesses then h ave to be understood and agreed by all affected parties.That is one of the reasons w hy the N ATO CALS commu nity has p rod ucedthe N ATO CALS Throu gh Life Business Mod el. It represen ts a set ofgeneric process descriptions aimed for Defense System p rogram s. Knowwh at and how things are going to be d one is also the key to identify w hichinformation is needed in acquisition and sup port.

InformationThe key concept is create or cap ture information once and use it many

times. This can be m ad e possible throu gh a single, d igital, source ofinformation. Frequen tly data is held in many locations and on d ifferentsystems. It covers techn ical and business information gath ered from avariety of organisations, includ ing databases held by sub-contractors andsupp liers. Any au thorized person can find and use this information w hichwill grow throu ghou t the prod ucts life.

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A significant p art of the da tabase is prod uct information. Usuallymanaged by a process called Produ ct Data Managem ent (PDM). It containsinformation gathered throu ghou t a prod ucts life cycle, right down to anind ividual comp onent. This covers the design, developmen t, prototype,manu facture, maintenance and d isposal phases of the lifecycle. Itsflexibility allows the incorporation of produ ct up dates as and w hen th eyhap pen. Many organisations integrate the PDM with an EnterpriseResource Planning (ERP) system th at holds all finan cial, managemen t andother business information.

Going liv e:......... From paper exchange through electronic

transfer si tes to the CALS aim of sharing

complete product information.

DATABASE

PEOPLE

PROCESSES

DATA

PEOPLE

PROCESSES

DATA

CONCEPTUAL DATA MODEL

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Working together

Agreemen ts are needed for the sharing of information. One way this isbeing don e with contractors is throu gh a Contractor Integrated TechnicalInformation Service (CITIS). A CITIS is a m echan ism or a service thatallows a complete, controlled, electronically shared data environmen t to beused . This service (CITIS) is usu ally confirmed in a contract, whichdescribes all the tools, ru les and requ irements necessary to operate whenusing shared digital information.

First things f irst

The integration of PDM and Compu ter Aided Design and Manufacture(CAD/ CAM) allows for the storage of all produ ct information. Even w hena p roduct is little more than a gleam in th e designers eye, you can beginstoring information about it and continue throu ghout th e design anddevelopment stages. The resulting d atabase will allow you to test theprodu cts likely performance, manufacturability, testability andsup portability. Possible incomp atibilities and m isfits will have been ironedout in the electronic world. The information generated from this database cantake many forms, including CAD mod els, drawings, reports and specifications.

What you see is w hat you ge tCAD/ CAM systems offer real benefits, particularly the new 3D systems.

Sharing the d esign h elps both sup plier and customer (in particular theeventu al user) to ensure that the p roduct will be fit for its intend edpu rpose. It also aids integration. This is especially imp ortant w hen p artsare manu factu red at d ifferent p hysical locations, by different su pp liers, foreventual assembly elsewhere.

Getting it together

Electronic Commerce allow s businesses to trade throughelectronic communications and computer systems usingElectronic Data In terchange, e-mai l , anda whole range of other technologies. Although there isnothing new here as companies have been using ElectronicCommerce for d ecad es, the telep hone for example,not everyone is taking full advantage of these low costinitiatives.

Direct access:.... With electronic communication it can be l ike

youre in the same room.20


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Concurren t Engineering uses get-it-right-the-first-time method s and

parallel working to d eliver better, cheap er produ cts more qu ickly. Designand man ufacturing timescale, and hence time to market, are redu cedbecause man y activities are carried out at th e same time. Your equ ipment isalso more likely to meet the requ irement because ad vances in technologyhave not overtaken it.

Hand in hand

Breaking d own barriers in the app roach to equipm ent d esign,development, procurement and management mu st be extended to thesup por ting organizations. The mechan ism for achievemen t is the

Integrated Project Team (IPT). This concept brings together customers,equipment and supp ly man agers, engineers, designers, finance andcontract staff from across all participa ting organisations. This leads toshared and fully und erstood goals.

World Wide Web - connecting pe ople

One of the most significant ad vances in recent years is the d evelopmentof the Internet. This is someth ing that could n ot have been foreseen just afew year s ago. Comp anies (especially small and m ediu m sized) more and

more va lue it as a way of exchan ging vital comm ercial docum ents such asorders and invoices. It has mad e Electronic Comm erce afford able for everybusiness. The d evelopment of the Intern et as an information source, and asa market place is currently experiencing a grow th that is second to noth ingin the human civilization. We have just seen the start of something th at israpidly changing our futu re


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Mana ging Defence Systems In The Information A ge

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Chapt er 7 Whats in it for me?

This is all v ery w ell but...

Why shou ld I get into this? Ive got a business to run! Why introd uce morerisk and cost? The simple answer is that p otential benefits are enormou s,whether for the enterprise as a whole, a business unit, or an ind ividual project.

All companies want to deliver high qu ality, competitively priced p roductsand services to the market place as fast and as inexpensively as possible.They also want to provide effective and econom ical sup port . This is howyou w in and keep custom ers. Electronic integrat ion is a key ingred ient tomaking th at a reality.

Cost and timesavings are possible in design, manu factu ring, andthrou ghou t the operational sup por t of the system. There are big savings tobe had , particularly du ring the in-service ph ase. Savings of 50 per cent onthe time to introduce a p rodu ct have been d ocum ented. There have alsobeen examp les of significant red uctions in manufacturing an d assemblytimes, together with imp roved qu ality, less rework and lower sup port costs.They also allow for the ad ded a ttractions of smaller stockhold ing and less

waste in manufacture. All this can be achieved by:

introducing more efficient ways of working;

using information technology to support the creation, sharing and exchangeof complex design and technical information between designers, productionengineers, sub-contractors and operational users and maintainers.

... Ive got a project to manage

Thats why you should be thinking very hard about what all this means toyou. There is mu ch to gain (just imagine what bringing in a project on time and

within budget could mean for your organisation and your personaldevelopment). This means und erstanding the requirements and m anaging theimplementation of the changes.

What w e are talking abou t are shorter time scales, improved quality, andlower cost. This is mu sic to every managers ears. For the Governm ent projectmanager and anyone dealing with them, the direction is clear. Governmentprocurement instructions should require all new projects to have a strategy forThrough Life Information Management-it should no longer be a case of shall Ior shant l? but more how do I?


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23

Well...all righ t

Thats the sp irit, stay focused on th e benefits. Having a p roject teamformed from both su pp lier and customer staff means less conflict and lessnot inven ted here syndrome. They are more likely to be workingtogether to a shared (and un derstood) aim.

In harmony: ...... Working together encourages shared goals and

understanding.

What you could get

Competitively priced prod ucts and services

Reduced lead time

Redu ced w hole life cost

Lower supp ort costs

Improved op erational efficiency

The right information at the right time

Better customer/ supp lier relationships

Streamlined stock holding

Better decisions

People with enhanced skills and und erstanding

Reducing paper w ill save both time an d m oney, as will electronicworking which means less need for visits to sup plier or custom er prem ises.Taking ad van tage of this synergistic interaction betw een all team p layers

will yield better d ecisions.


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24

Chapt er 8 What is it going to cost?

It all depen ds

It really does. It depen ds on w here you are starting from, your size andwh ere you w ant to go. Perhaps the most important qu estion you need toask is what is the cost of not going ahead . The answ er cou ld be yourbusiness or your p roject. And most imp ortant ly, all investment should bejustified with a sou nd business case, where a Life Cycle perspective shou ld

be the base.

From little acorns

If you are a multi-national manu facturer and sup plier of complexindu strial prod ucts, the investment might ru n into hu nd reds of millions ofdollars. There are several examp les of organ izations that have invested onthis scale. The main costs come from new hard ware and softwaredevelopment, training and comm un ications program mes, and n ewaccomm oda tion for the integrated project teams.

But thats them, for you it could m ean a m uch smaller investmen t. Someorganisations have started w orking differently with just a modem , a faxmachine, a laptop and a coup le of mobile ph ones. That could be all it takesto get you on the right road.

Whatever the size, those wh o have d one it obviously thought it w asworth the effort. Perhaps they h ave had a good h ard look at the benefits wehave alread y outlined . Remem ber it does not come free -personal comm itment is essential.

Whats the cost? . N ot negligible.

But the price of not

meeting the challeng e

could be your business.


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Chapt er 9 So how do I go about it?

So far so good

You have already started by read ing this book. You must be interestedto have got th is far. Next, you need to consider some of the suggestedfurther read ing or by contacting the add resses given at the end . Theseinclude organisations d edicated to furthering your un derstand ing of theprinciples.

The vis ion thing

In practical terms you h ave to start asking yourself some hard questionsabout your current operations, your organization, your prod ucts andsystems, about your customers and supp liers, the indu stry you are in andyour comp etitors. Most importantly you need a vision about where youwant to go. But it doesnt hav e to be d one in one big bang approach. Smallfixes and qu ick w ins could be obtained using read ily ava ilablecommercial prod ucts and a bit of logical thinking.

Part of the business

Your overall business strategy or project plan shou ld include theeventu al migration to a fully electronic working environm ent, but not froma pu rely technical persp ective. Remember tha t technology is only anenabler. Those who have had early success have started by iden tifying oneor two key business drivers and set about imp roving these. Early successesestablish the credibility needed to move on.

Implementing change is a business issue, and it has to be driven from thetop by p eople who really un derstand and are comm itted. But beware,major business imp rovement p rogrammes always take longer toimp lement than env isioned . So, when considering h ow long it is going totake, dont expect an overn ight solution. It is abou t changing the w ay wedo things, not just about new technology, and that takes time.

A lesson learned from successful business improvemen t programmes isthe imp ortance of planning, and of commun icating you r objectives to allthose involved . Foremost, you must first secure supp ort for your newvision through consultation.


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26

Manage change

How d o you start? Establishing w here you w ant to be (the vision) is agood p lace. Making sure you h ave a good un derstand ing of your bu sinessor project objectives. Knowing w hat the new w ay of working could do foryou is vital. You w ill need an imp lementation stra tegy and a clear set ofgoals and objectives.

You w ill also need an idea of the up -front costs (software and hard ware,accomm odation costs, training and recru itment) and the benefits you

expect. You n eed to know that th e investment in time, money and effort isgoing to be w orthwh ile.

Someone, ideally in line management, is going to have to m ake it allhap pen . They will need a clear role, objectives, responsibilities andau thority. Depen ding on the size of the change, they will requ ire adedicated supp ort team and a properly structured and phased p lan w ithkey milestones. Continu al commitment and leadership m ust accomp anythis from th e top of the organ isation.

Goldenrules

Rememberitisabusinessissue

Toplevelcommitmenttochange

Takeitonestep atatime

Consultw idely

FitInformationManagmentconcep

tstothe

organisation-nottheotherwayround

Find and promotequickw ins


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27

Getting the measure

Knowing how far you have come is a key ingredient, so you h ad betterbe prepared to measure performance.

Where to?You need a clear idea w here you wan t to be.

Benchmarking against best-practice organ isations w ill help you setrealistic business oriented targets. Benchmarking is now an establishedpractice.

Dont worry, help is readily available from a nu mber of organisations.You w ill find some u seful ideas at th e end of this gu ide.

Getting there

Establish a bu siness/ project strategy which includes a clearly-defined Throu gh Life Information Management vision

Establish commitment and leadership

Identify costs and benefits to assess the return on investment

Establish w ho w ill manage and execute the imp lementation

Produce a structured p hased p lan

Monitor performance through meaningful targets

Where to? .......... You need a clear idea

w here you w ant to be.


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Chapt er 10 The difficult bits

Tell it like it is

Take a deep breath-no one is saying its going to be easy. There are n oovernight fixes and there are obstacles to overcome. New ways of workingrequ ire new w ays of thinking. While open ness is the key,un derstand ability, security, intellectual p roperty m atters and standard s arealso of great concern to many businesses.

Security

The whole approach is based on sh aring d igital information. If you arepu tting all your prod uct information in one d atabase, and are grantingd irect access to outside sup pliers and custom ers, you w ill have genuineconcerns abou t who is dipping into you r information. Some of it couldhave national security implications. Much will be comm ercially sensitive.

There will always be things youwill not want an y outsiders to see

and still less to have the ability toinfluen ce. Security systems can be p ut in

place to prevent u nw anted access, forexamp le, procedu res, firewalls, electronic

signatures and cryptograph y.

The security classification of information needs to be carefullyconsidered at th e beginning of each project, particularly when d ealing w ithgovernm ent p rojects. Dont get too esoteric abou t it, a pragm atic approachis needed .

You should review p olicy relating to the security of your information totake accoun t of the risks associated w ith the new ways of working. Youneed to assess the level of risk involved, from both accidenta l andmalicious d amage, and balance this against the necessary p recautions.

New ways of working call for a new app roach to safeguard ing andreleasing information to others. Many are find ing that th is new ap proach ismore than w orth the effort in imp roved bu siness processes and increasedprofitability.

Unw elcome v isi t ors:..... There are many w ays to ens ure you

only s hare w ith those you w ant.


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Its mine. No, its mine.

Though there are Intellectual Property p roblems in this informationintensive environment, they can be overcome by using app ropr iate contractconditions and confidentiality agreements.Shared database systems will need p roper accesscontrols and au dit trails. How ever, wh en and w herethis is d one prop erly, distinct advan tages over p aper-based systems are realized.

Intellectual Property Rights (IPR) issues includesuch things as labeling and marking information by

electronic tagging to make clear who owns what,and un der w hat terms and cond itions it is beingreleased. In many areas the necessary method s ofprotection are a lready being u sed satisfactorily inthe electronic marketp lace.

All together now

If all participan ts are to comm un icate properly, they need to speak acommon electronic langu age. Ideally, this means tha t neu tral standard s areessential for the storage an d exchan ge of information. Some internationallyrecognised stan dard s already exist. They are regulated by organizationslike the International Stand ard s Organisation (ISO). Other stand ard s arestill being d eveloped.

The rapid increase of Internet and web technologies has mad e comm oncommun ication stand ard s widely and cheap ly available. They are beingexploited to satisfy many of the data exchange requ irements.

You can find out m ore about th e stand ard s cur rently in existence bycontacting som e of the add resses at the back of this book.

Keep control : .... Rules and controls are needed to keep the

database content ordered and access regulated

Keeping i t safe

Identify threats, risks and securityrequirement

Select ap prop riate security measures

Establish respon sibilities to man age,and control, secur ity issues


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30

Chapter 11 More difficult bits

The challenge o f change

Moving to the new environment means change. Change more thananyth ing affects people. People need to be p repared for the effects ofchange. Key to this is good communication and careful managem ent ofpeop les expectations. These are two essential ingred ients to chan gingtheir attitud es and behavior. The vision is the creation of a new way ofdoing things and a new culture.

People will want to know how they will be affected. Are theirjobs safe? Will they be able to cope? Do they have to learn newskills and behavior? Can they contribute to the change process?

Organ izational changes can mean that the familiar workingand career patterns are threatened. Being part of a mu lti-disciplinary, cross organizational team may mean membershaving to cope with new reporting structures. The d isapp earanceof a familiar career path can be worrying for some.

Weve alw ays done it like thatResistance is inevitable, so all these issues need careful

handling. The success of your change program me (and hence the future ofyour bu siness) could depend on getting these things right.

You will need to determine your current core skills and identify the newskills that w ill be required. Next you need a plan to close any gap between thetwo by retraining and / or recruiting. Staff may need to be relocated. They willcertainly have to be prepared for working in new w ays and new teams.

Training and coaching

Training is a vital element in understanding change. Prop er a llowance forappropriate training shou ld be made to cover awareness, techn ical skills,assessment and development of comp etencies, change an d new ways ofworking.

Considerable effort shou ld be taken to help th ose who w ill be working aspart of an Integrated Project Team to become m embers of mu ltid isciplinarygroup s. You w ill need to establish aw areness and training p rogrammesand internal sup port groups.

What about me?:. One of the hardest jobs will be to overcome the

genuine staff fears and concerns - Can I cope?

Is my job at risk?


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Imp lementation and the training that goes with it should not be treated

as a one-off event but part of a continuou s process. Training, coaching andcoun seling will have to be provided th roughou t the change programm eand beyond. Your aim should be continuous bu siness imp rovement, andthat includ es improving you r staff (and yourself - no escape h ere!).

Measuring resu lts

All organizations w hich have successfully implemented these changeshave h ad effective follow-up programmes w hich monitored th e results andtook fur ther training action where necessary.

Communication

People will want to know what is going on and its up to you to tellthem . You w ill need to tackle fears and worries head-on. New sletters,briefings, Intranets and mu lti-media, face-to-face m eetings, presentations,road shows, video an d interest groups are some of the techniques you w illneed to consider. You w ill already h ave a comp any comm unicationsnetw ork, use it and imp rove it as necessary. Remem ber, check to see thatthe messages are getting through and that they are consistent andun derstood. The team leader has a crucial role in comm un ications,

motivation and project control.

To mo v e forw ard in t he Defense Sect or requires a shared v ision

and common understanding

Denis Lidstone Director of the Joint CALS Task Force UK

People matters

There will be an increase in white-collar skills

Greater requirement for a multi-skilled workforce

Change programm es require investment intraining aw areness camp aigns

Business improvement p rogrammes require newskills and attitud es to leadership

Creation of skilled team lead ers is essential

Communication up, down and sideways

Successful business improvemen t will lead to anew w orking culture.


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Chapt er 12 The future environment

Where is i t all l eading?

So you have settled t he qu estions of security an d pr otocols, your staffis on you r side, the techn ology and software is in p lace. So wh at d oes itall feel like, this brave n ow w orld?

Perhap s the m ost noticeable consequ ence is that ev erything is a lotfaster. Prod uct design and ma nu factur e, d ecision making, design

mod ifications have all speed ed u p. Information is shared a cross anydistance, allow ing teams to solve problems and respon d to requ estsfaster than ever before. The key is that they kn ow they are all workingfrom the sam e inform ation. Your bu siness can m ove faster w ith moreaccur acy, and that is a real business mu ltiplier.

Impr ovemen ts in electronic commu nications allow w ork to be carriedout a t any location in the w orld, or any grou p of locations. Singleintegrated p roject teams spa nn ing disciplines, compa nies and n ationscan m ake and sup port p rodu cts better and faster. A continu ous flow ofaccur ate and up -to-the-minu te inform ation is cru cial to the process anddu plication (and therefore w aste) mu st be avoided.

Many w ill find them selves w orking in Virtual Teams, brough ttogether from arou nd the w orld, to perform certain tasks. These virtualenter p rises will use sp ecific expert ise. Some w ill exist only in the initialpr oject stages; other s for the w hole lifetime of the p roject. The d ata w illreside in a nu mber of linked d atabases but r emain accessible toauthorized p eople wherever they arelocated.

As we integrate people,processes and technology,new ways of working willbecome comm onp lace.The key stakeholders w illbe integrated throu ghshared informationthroughout the projectlife-from concept to disposal


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Who benefits?

Where are th e benefits most likely to be felt?

People

A positive team culture enables customer an d su pp lier to benefit fromshared knowledge and experience, bringing a cooperative app roach toproblem solving. Technical and team-building tra ining brings motivatedand emp owered staff. Close working w ith people from other organ isationsmean s they can share skills and experience, learning from one anoth er.

Process

All activities are integrated u sing comm on source information allowingconcurrent working. Early involvement of the suppliers and manufacturerswill make full use of concurrent engineering and optimize through-life support

Information

Electronic sharing/ exchan ge of information br ings significanttimesavings. 3D mod eling an d PDM offers man y opp ortun ities forimp roving the d esign process and redu cing its cost. Technology makes itpossible to employ methods that speed u p m anu facture and redu cestockhold ings. Design changes can easily be incorporated into technicalpu blications in electronic form. Sup por t of the in-service product becomesfaster, cheap er and betters throu gh rap id access to accurate information.

Future w ay of w orking

Electronic interaction between all participants

Design optimization for build an d sup port costs

Product database enhanced/ maintained for life of project

All information captu red electronically-once

App ropriate skills/ resources at each ph ase of the projectlife cycle

Continuous awareness and training for teams

Common approach for supp ly chain management,procurement an d in-service sup port

Project optimization for performan ce, through life costsand in-service sup port

33


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Imagination-the only limit

Thats what h as been said, and it is true. In th e future environment man ythings are possible. A whole world of opp ortunity is opening up and wecan all find ways to exploit it. Will all this change th e way you do business?Will it make new business possible?

Well, not that long ago a su permarket was simply a p lace you w ouldvisit to bu y groceries. Than ks to electronic comm erce you can now orderon-line for delivery to your door, using a sup ermarket-provided credit cardand bank accoun t. You collect loyalty points for u se in a range of linkedbusinesses (petrol from the su perm arket filling station). And , of course

your spen ding p atterns and preferences are being an alysed for futu replanning. Where could your business go? Makes you th ink, doesnt it?

What Feeling

How you experience the new environment d epend s on your place in theenterp rise, but there is someth ing in it for everyone. All participants,customer, prime and sub-contractors, all sup pliers and the eventu al user,share an electronic database that is maintained and grown throughou t thelife of a p roject (perh ap s 30 or 40 years). Here are a few view points:

Purchaser

The customer feels in control, his confidence boosted because he cansee directly how his project is doing u sing real-time information. And heavoids su rprises throu gh evaluation and analysis of the evolving projectvia participation in the integrated p roject teams.

In-service user and support staff

Users and maintenance staff will no longer feel cut off from ad vice

dur ing in-service operations. They can have d irect on-line access to all thesupp orting information needed to help them with the job in hand . Thismight includ e techn ical docum entation an d spares availability (so theresan en d to grease-stained manuals). Electronic feedback of in-servicelogistics information gives a clear p icture of wh ats been d one, helping tomonitor and improve performance.


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Prime contractors

Prime contractors manage the evolution of produ cts against an electronicrepresentation of the requ irements. Commu nication with the customer an dsub contractors/ sup pliers w ill be interactive using shared information fordocuments and product configuration. The necessary infrastructure,technology coupled with his respon sibility for the evolving informationwill create the best opportu nity to delivering on time an d to bud get.

Sub contractors/suppliers

Sub contractors and sup pliers will be an integral par t of the whole

project team (integrated project team). They will interact electronically w iththe p rime and have direct access to evolving information held w ithin thePDM. This will help them p erform to their contract - e.g. data fornu merically controlled m achines, specifications for their deta iled design,electronic orders an d paym ents.

A new w orld: .... The future env ironment wi ll be a very di fferent

place- openi ng a world of opportunity for those

prepared to meet the challe nge .


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Chapt er 13 In conclusion

Is that all?

Just about- but it w as only a brief overview; you have more to learnbefore you are read y. Thats wh y we have includ ed d etails of guid es andorganisations that can tell you m ore.

Something for everyone

Yes, it all looks comp licated, but the p rinciples are stra ightforward . Thekey to getting started is to select wh at is app ropriate to you an d bu ild itinto your bu siness plans. Much of the technology is available now, so dontworry abou t it. The real challenge is to believe in it and manage it. Itdoesnt matter where you sit, company, business un it, project, or your size,small, mediu m, large. Theres someth ing here for everyone.

There is no need to feel alone. Somew here everything in th is book isalready being d one. But n o one organisation is doing it all, not yet anyw ay.That means there is a lot of experience out th ere and many organ isationswh o can and are prep ared to h elp. You w ill probably have experts within

your ow n organization, use them.

It is worth the effort because it offers ways to imp rove what you do,leading to imp roved efficiency, benefits and business opp ortunities. Ouronly ad vice is, dont han g abou t. Things are changing fast and the sooneryou start the better.

Just do it , ........... Implem ent the solu tion that is available today,

you cannot affo rd to w ait.


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Chapt er 14 Where can I get help?

There are many organisations that would be happy to provide advice andguidance:

NATO CALS OfficeNATO HQ

Boulevard Leopold III

1110 Brussels

Tel : +32 2 707 3593

Fax: +32 2 707 3598

e-ma il : [email protected] to.beWeb add ress: http:/ / ww w.cals.nato.be

BelgiumJSM- CALS

Quartier Reine Elisabeth

Rue d Evere

B-1140 BRUSSELS

Tel: +32 2 701 66 15

Fax: +32 2 701 66 20

e-ma il: tack.w @js.mil.be

DenmarkHead of Div ision Command Denmark

Defence Comm and Denmark

Ind ustrial and Standard ization

Branch

P.O.Box 202

DK-2950 VEDBAEK

Denmark

Tel: +45 45 67 45 67

Fax: +45 45 67 33 09e-mail: m am [email protected]

FranceDGA/DPM/MCO

Cite d e lAir

26 Bd Victor 75015 Paris

F 00460 Armees

Tel:+ 33 1 45 52 75 18

Fax: + 33 1 45 52 53 87

EMA/DIV.OL

14 ru e Saint D ominiqu e 75007 Paris

00456 Armees

Tel: + 33 1 42 19 61 57

Fax: + 33 1 42 19 43 54

Germany

Bundesminis t erium der Verteidigung- R VIII 2 -

Postfach 1328

53003 Bonn

Tel + 49 228 12 51 21

Fax: + 49 228 12 51 59

Bundesamt fr Wehrtechnik und

Beschaffung

-ATI6-

Postfach 7360

D-56057 KoblenzTel: + 49 261 400 24 44

Fax: + 49 261 400 35 04

ItalySegredifesa

via XX Settembre

ROMA (Italy)

Tel: +39 06 482 8480

Fax :+39 06 482 8480


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NetherlandsMoD/NL/DGM/DMB

P.O. Box 20701

N L-2500 ES THE H AGU

Tel: +31 70 3 18 79 34

Fax: +31 70 3 18 81 45

NorwayNorw egian Defence HQ

Forsyningsstaben

Oslo Mil/ Hu seby

N-0016 OSLO

Tel: +47 2309 8403

Fax: +47 2309 7451e-mail: matd [email protected]

SpainSubdireccion General de Planes y

Programas

Ministerio d e Defensa

Paseo d e la Castellana 109

28016 MadridSpain

Tel + 34 915565390

Fax + 34 913955118

TurkeyM.S.B.

Teknik H izmet Da ire Bsk.ligi

ANKARA

Tel:00 90 312 402 5268

Fax: 00 90 312 417 54 88

Gnkur. Loj.Bsk.ligi

OBS S.

ANKARATel: 00 90 312 402 1806

Fax: 00 90 312 418 1438

e-mail: [email protected]

United KingdomUK CALS Indust ry Council

UKCIC Secretar iat

Victoria H ouse, Desborou gh Street,

High Wycombe,

Buckingham shire H P11 2NF

Tel: 01494 601066

Fax: 01494 459540

e-mail: execut ivequ kcic.org

Web add ress: http/ / ~ww .ukcic.org

Minist ry o f Defence, UK CALS Office

Defence Procuremen t Agency

MOD Abbey Wood , #68

Walnut2b

Bristol, BS34 8JH

Tel: 0117 913 1797

Fax: 0117 913 1923

e-mail: cals@d pa .mod .uk

United StatesOffice of the Deputy Under Secreta ry

of Defense for Logisti cs Reinvention

and Modernizat ion

(Skylin e II Blgd .)5203 Leesburg Pike, Suite1609

Falls Church VA 22041-3401

Tel: +1 703 681 3450

Fax: +1 703 681 1493


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Usefu l reading

The NATO CALS Office has d eveloped several useful prod ucts thatexplain fur ther th e details of introducing CALS. The main p roducts are:

NATO CALS Concept of Operations

NATO CALS Through Life Business Model

NATO CALS Data Model

NATO CALS Hand book

All these are available on the N ATO CALS Homep age:http://www.cals.nato.be

The UKCIC has p roduced CALS Execut ive and Imp lementation Gu ideswh ich give much m ore detail about the concepts and getting started. TheUKCIC w eb site is also an excellent w ay of viewing a lot of recent material.It can be found at http:/ / ww w.ukcic.org

The definitive gu ides to MOD CALS working are th e DefenceProcurement Management Guide (DPMG/ MULT/ 005) and the Chief ofDefense Procuremen t Instru ctions CDPI/ MULT/ 005). In the latest issuethey are both in the Acquisition Managem ent System (AMS). They are allavailable from MOD.

MOD UK has prod uced a gu idance document for CITIS-UK, the networkingservice that allows a comp lete electronic shared d ata env ironment. It isavailable from the MOD UK CALS Office on +44 117 913 1785.

Mr Jarl Magnusson, Director Information Policy Managem ent Swed ishDefence Material Administration, has produ ced a Hand book / Guide forInformation Policy. This is an up to date useful guid es giving good ad viceon Policy, goals an d plans. Email: [email protected]

The US has a vast nu mber of references concerning th ese topics. A goodplace to start is the US initiative for Reinven ting the Logistics for th e 21st

Century. http:/ / ww w.acq.osd.mil/ log/ lro/


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