system. Tis system is expected to revolutionize the way the sustainment community supports the Army as it pro- vides improved accountability, accuracy and timeliness and enables economies of scale. Te standard Army supply system will be folded into GCSS-A. Making COTS IT already part of that system will enable better management, oversight and tracking, not
to mention lessening the
burden on Soldiers. Another critical element for
integrated
product support is technical data with the objective to identify, plan, resource and implement management actions. Te ultimate goals are to operate, install, maintain and train on the equipment to maximize its effectiveness and availabil- ity; effectively catalog and acquire spare and repair parts, support equipment, and all classes of supply; and define the system’s hardware and software configu- ration baselines to effectively support the warfighter with the best capability at the time it is needed. Without technical data, hardware sustainment can’t function. A
lesson learned when procuring COTS IT is the need for project managers to acquire the appropriate technical data and technical documentation to enable provisioning of repair parts in the stan- dard Army supply system.
CONCLUSION While COTS IT presents a unique set of challenges for organic item management, using proven and standard practices at the unit level that Soldiers are familiar with, coupled with creative solutions at the depot level, could be an effective and efficient solution.
In the past 12 years alone, more than 1 million pieces of COTS IT hardware have been pushed to the field. With sustain- ment accounting for nearly three-quarters of the lifetime costs for a weapon system, total life cycle system management must be thought through before the first piece of equipment is ever fielded. Shortcuts in the beginning of the life cycle can cause havoc on the back end when sustainment kicks in. By forging strong partnerships
and
reaching
across
the aisle while
embracing smart approaches between the acquisition and sustainment communi- ties, the Army will meet the challenge of lessening the burden on Soldiers at the same time it is equipping them with next- generation communication technologies.
For more information, go to PEO C3T’s website at
http://peoc3t.army.mil/c3t/ or the CECOM website at https://www.
army.mil/cecom.
MR. DAN J. QUINN is the product support manager for PEO C3T’s PM for Mission Command at Aberdeen Proving Ground, Maryland. He has an M.S. and a B.S. in information technology from the University of Maryland University College, and an associate degree in general science from the University of South Carolina. He is Level III certified in life cycle logistics and Level II certified in project management, and is a member of the Army Acquisition Corps (AAC).
MR. ALLEN J. HARDISON is the deputy director for the CECOM Integrated Logis- tics Support Center’s C3T Directorate. He has an M.S. in management from the Florida Insitute of Technology and a B.S. in management from Southern University. He is a member of the AAC, and is Level III certified in life cycle logistics and program management.
ALWAYS VIGILANT
The Army’s well-established supply support and depot repair model is now being replicated for JBC-P, the Army’s command and control and situational awareness capability.
CHIEF WARRANT OFFICER 5 ERNEST “JOE” SYLVESTER is the PEO C3T senior adviser for product support and readiness in the Readiness Management Division. He is the first chief warrant offi- cer 5 assigned to PEO C3T through a joint initiative with the Ordnance Corps and the assistant secretary of the Army for acqui- sition, logistics, and technology to place senior warrant officers with various PEO headquarters.
ASC.ARMY.MIL 69
ACQUISITION
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176
