Figure 1: The PSBM highlights that the PSM is the Warfighter's principle product support agent...
Figure 2: Spectrum of Support Opportunities
The PSI selects the best mix and blend of sources to perform the product support functions (i.e., Product Support Providers) utilizing BCA value analysis as well as PSI discretionary decisions for lower tied supplier support. Decision(s) are made using a best value analysis consistent with the Product Support BCA. This is best understood by understanding the Product Support Business Model, displayed in Figure 1.
Figure 1: The PSBM highlights that the PSM is the Warfighter's principle product support agent responsible for integrating PSIs to achieve Warfighter requirements.
Source: Product Support Manager Guidebook
The framework’s bottom tier portrays the product support implementing agents, with Product Support Providers at the foundational level. Consistent with the model‘s emphasis on a performance/outcome based product support approach, there may be a requirement for one or more PSIs who are chartered with integrating sources of support, public and private, defined within the scope of their implementing product support arrangements, to achieve the documented outcomes. There is a clear need for entities (public or private) assigned the responsibility for delivering performance outcomes to be endowed with authority to integrate, manage, and provide oversight over the lower-level support functions that, in combination, achieve the specified outcomes.
A primary objective of the Product Support BCA process is to determine, for the individual IPS elements and, in the objective system, the optimum sources of support depending on capabilities, competencies, best value, and the qualitative efficiency and effectiveness of support. For each of the IPS elements there will be logical candidates, both public and private, to accomplish the required product support. In addition, within each of those IPS element support functions the work will further delineate into technical, hands-on, management, and quality tasks. DoD guidance expresses a clear preference for performance-based product support, unless there is compelling financial, statutory, or other factors compelling pursuit of a traditional transactional product support strategy.
The PSM may elect to assign product support integration responsibilities to one or more Product Support Integrators who will be assigned specified performance or support outcomes and, consistent with that assignment, given authority to manage the Product Support Providers and functions necessary to achieve those outcomes. The mix of PSIs and PSPs may include government or commercial organizations, as determined by the BCA process. The use of a performance based product support strategy can simplify the complex process of configuring the broad range of sustainment functions and product support providers to optimize achievement of required Warfighter capabilities.
The most likely candidates for the PSP roles include:
- The system‘s original equipment manufacturer or prime contractor;
- Commercial sector suppliers, vendors, subcontractors, support contractors, etc.;
- An organic agency, product, logistics command or materiel (e.g., DLA, NAVSUP Weapon Systems Support, depots, USTRANSCOM);
- Commercial sector logistics, maintenance, repair, overhaul (MRO), and transportation organizations; and
- The PM‘s own logistics organization.
As the PSM and the PSI execute the product support strategy, they must remember a key principle: Build Mutually Beneficial Partnerships. Effective product support provider networks must:
- Optimize public and private product support capabilities;
- Leverage core competencies;
- Create product support arrangements that are effective, equitable, transparent, bilateral, and long term.
Developing an effective product support strategy requires consideration of all the above factors and using decision support tools, including Business Case Analyses, to arrive at best value decisions and to develop the optimum support sourcing decisions, as illustrated below:
Figure 2. Spectrum of Support Opportunities
Product support strategies driven by MOU's with the Warfighter’s will vary across the spectrum of organic and commercial participation depending on:
- Age of system (phase in life cycle)
- Existing support infrastructure
- Organic and commercial capabilities
- Legislative and regulatory constraints
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