GROUND TRUTH: LESSONS LEARNED


However, product offices are under pressure to reduce the staff and Army operation and maintenance funding needed to implement the often substan- tial PBL contracts.


PBL contracts can provide significant benefits for all stakeholders; however, it is a complex relationship that must be actively managed by a knowledge- able program management, engineering, logistics and acquisition team to ensure that the PBL contract evolves with the life cycle of the program and meets the current and future needs of the stake- holders while managing the sometimes conflicting guidance.


CHECKING IT TWICE Fitzgerald Sherman checks wiring harnesses for M1 Abrams tanks against a checklist of items needed for the assembly area of the Combat Vehicle Repair Facility at Anniston Army Depot, Alabama. According to data on the ALLP, a system reliability model should encompass all hard- ware and non-hardware elements. (Photo by Jennifer Bacchus, U.S. Army Materiel Command)


Supportability and sustainment planning must be based on performance-based goals, metrics and demonstrated progress. It is essential to have contractor data for new items to understand performance levels. Complex relationships will exist between program offices,


contracting


offices, testing personnel and contractors. Reaching


agreement on performance


bases (ITFSBs). Te PMO then broke down the type of LARs by region. At one time during fielding, there were 243 CFSRs on two separate contracts. When one contract ended, the PMO was able to reduce that number to 78 by working with the remaining contractor. By deter- mining the amount of equipment and its location, the PMO was able to right-size the CFSR workforce and meet the PEO requirement of a 40 percent reduction by keeping one or two CFSRs per area.


Recommendation Delineate a program’s geographical foot- print and divide it into regions before identifying the locations where equip- ment is placed. Determine the amount of equipment at each location and the number of CFSRs, LARs and ITFSBs in


36 Army AL&T Magazine April-June 2016


each region. Identify the optimum ratio of CFSRs, LARs and ITFSBs to equip- ment to right-size the workforce for the assets to be managed.


PERFORMANCE-BASED LOGISTICS LL_607: Performance-based logistics (PBL) contracts must be managed by an informed team to ensure that they evolve with program life cycles and meet stakeholders’ needs while man- aging conflicting guidance.


Background Te Office of the Secretary of Defense continues to recommend that programs consider PBL contracts as a cost-effective means of


metrics, how to acquire and validate data and how to assess progress can be complicated.


Personnel with an Army program with PBL experience made the following observations:


1. It is difficult to compete a PBL con- tract without adequate technical data.


2. It is difficult to plan the competition for a PBL contract because it can take up to two years to compete.


3. Tere are many options associ-


ated with a PBL contract, including repeated or augmented depots and which metrics to use. It is difficult to determine the right mix of options and metrics over time.


sustaining weapon systems.


4. A cost-plus contract is necessary in the absence of technical data for the


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