Hot Links: Aerospace and Defense Supply Chain Optimization

  • 11/11/2016
Service parts Management connected

The Aerospace and Defense (A&D) industry walks a tightrope, balancing the unique complexities of the global service supply chain while seeking to optimize equipment availability, deliver more efficient service, and lower the total cost of ownership of its complex assets.

Managing service parts poses unique challenges within A&D, including the high cost of maintenance and logistics, and costly penalties associated with SLA non-compliance. To address the challenges specific to their industry, A&D contractors and OEMs have embraced several approaches, including adopting commercial service parts management solutions. Among many benefits, these solutions allowed for:

  • Increased equipment uptime and part availability
  • Reduced inventory investment
  • Lowered procurement, repair, and expediting costs

In four complementary (and complimentary!) White Papers, PTC outlines how service parts management solutions can be used to solve some of the most pressing supply chain issues in A&D:

  1. PTC Service Parts Management Capabilities for Aerospace & Defense outlines how the complexity and high value of the equipment being serviced places unique requirements on the provisioning of spare parts inventory. Any service parts management solution must take into consideration a variety of different demand streams for spare parts - those that must be forecasted (for example unscheduled removals and failure repair) as well as a number of scheduled demand and maintenance events. 
  2. Military Supply Chains: Five Principles for Managing Uncertainty covers five fundamental principles for operational excellence in the military supply chain. The DoD has made many improvements to military logistics over the last decade and a half. Organizations have been realigned to consolidate similar functions. Processes have been improved, transaction level information systems have been upgraded, and competition has been introduced by outsourcing activities to commercial providers. Yet, despite 15 years of progress, many challenges persist and truly effective supply chain management has not been attained. The White Paper recommends adopting Lean philosophies, creating a supply chain information infrastructure, and more. 
  3. PTC Solution Capabilities for Commercial Aviation addresses the complexity and high value of equipment that is being maintained in commercial aviation and the need for high levels of fleet availability. The requirement to balance and maximize customer service while minimizing inventory levels across a multi-echelon distribution network often involving many thousands of service parts and a constantly evolving install base and configurations, is, of course, a complex task. Commercial aviation needs are outlined and addressed via PTC’s many service parts management capabilities.
  4. Emerging Requirements for Optimization of Military Asset Management details how the entire spectrum of the military asset management practices is being profoundly affected by changes in organizational doctrine, information technology, real-time asset visibility, and decision support capabilities. Procurement, repair, spares allocation, and logistics practices will all be impacted significantly. Correspondingly, the White Paper discusses four interrelated trends in the evolution of materiel management that will have far-reaching implications and challenges for asset management: dynamic collaboration, resource sharing, asset visibility, and demand blurring. 

Visit our new Aerospace and Defense page here and learn more from a PTC expert here



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Tags:
  • CAD
  • Service and Parts
  • Aerospace and Defense

About the Author

General Howard Brent Baker

Major General H. Brent Baker, (Retired) VP Worldwide Federal Aerospace and Defense

In his role at PTC, Maj. Gen. H. Brent Baker Sr. (Retired) is responsible for strategic planning and business development in the worldwide FA&D market vertical with a specific focus on gaining first-to-market competitive advantage in the adoption of technology and smart, connected enterprise solutions.

General Baker was most recently Vice Commander, Air Force Materiel Command, Wright-Patterson Air Force Base, Ohio. The command employs some 80,000 people and manages $60 billion annually in research, development, test and evaluation, while providing the acquisition management services and logistics support required to develop, procure and sustain Air Force weapon systems.

He also directed policy and procedures affecting AFMC aircraft maintenance, munitions, supply, logistics plans, transportation and packaging methods, and logistics data systems. Finally, as the staff lead for logistics and life cycle sustainment issues, General Baker planned and coordinated product support and acquisition logistics for fielded and emerging Air Force weapon systems.

General Baker entered the Air Force in 1979 as an enlisted member and was commissioned in 1985 through Officer Training School after graduation from Southern Illinois University. He has had numerous assignments, such as the Director of Logistics, Headquarters Pacific Air Forces, Joint Base Pearl Harbor-Hickam; Chief, Materiel Management Flight, 8th Supply Squadron, Kunsan Air Base, South Korea, and headquarters staff positions, including Chief, Supply Policy and Procedures, Headquarters Air Combat Command, Langley AFB, Virginia. General Baker also served as a presidential fuels flight officer at Joint Base Andrews, Maryland, and as the Commander, 18th Mission Support Group, Kadena Air Base, Japan. He served both as the Vice Commander and Commander, 95th Air Base Wing, Edwards AFB, California, and as the Commander, Air Force Global Logistics Support Center at Scott AFB, Illinois, and Commander, Ogden Air Logistics Complex at Hill AFB, Utah.

In addition to achieving several educational distinctions in the military for strategic studies, anti-terrorism, and logistics technology, General Baker (ret) holds a Bachelor of Science degree in industrial technology from Southern Illinois University, Carbondale and a Master of Science degree in administration from Central Michigan University, Mount Pleasant.