When you’re responsible for sustainment planning and readiness based sparing for a sophisticated, multi-echelon A&D organization, you need advanced systems and processes to help with your planning and forecasting activities. You can’t afford to rely on a basic or homegrown service parts management (SPM) solution when you’re working with a complex network in a high-stakes environment.
Some of the leading aerospace and defense (A&D) organizations rely on intuitive SPM solutions to drive results. These A&D leaders agree on the following 5 SPM best practices:
1) Calculate TSLs in order to increase system availability
Accurate service parts forecasting is challenging, especially in a high-stakes A&D environment. When you’re working with a mix of fast and slow-moving parts with sporadic demand, you need to have an intuitive service parts management solution to help with forecasting and calculating target stocking levels (TSLs).
Your system should be able to project TSLs at each location and optimize inventory levels, while making parts available at the right time, with the right part, based on budgets.
PTC has developed sophisticated methods for determining location-driven TSLs. These methods are controlled by contractual levels of availability and cost constraints, by location or contract.
2) Ensure your SPM solution supports your readiness-based sparing efforts
The high value and mission critical nature of A&D equipment that is being serviced dictates the need for high availability of spare parts. Low spare parts availability will result in compromised equipment availability and the additional costs of failure recovery.
Readiness-based sparing (RBS) involves analyzing organizational needs and stocking spare part levels and locations in a way that ensures organizational readiness. A&D leaders know a sophisticated SPM solution is necessary for supporting their complex RBS efforts.
3) Optimize the maintenance of complex assets with SCOR
The supply chain operations reference (SCOR®) model is recognized worldwide as the best method to ensure highly complex assets are maintained appropriately—especially those in A&D that are subject to extreme stress and environmental conditions.
According to APICS, the SCOR model describes the stages of fulfilling a customer’s demand. It is separated into 6 primary management processes: plan, source, make, deliver, return, and enable.
Top A&D organizations utilize the SCOR model, along with their SPM solution, to effectively manage every phase of their service lifecycle.
4) Deliver immediate value with commercial off the shelf (COTS) software
Warfighters need support now. Rather than eliminating an existing system and starting from scratch with a new one, A&D organizations can now deploy solutions with a “wrap-and-extend” approach. This creates unprecedented efficiencies in cost and time for organizations that can’t afford to have downtime.
Additionally, Servigistics can be tightly integrated with an organization’s existing systems—reducing the amount of resources needed for implementation and training.
5) Improve solution adoption and enable the digital thread
The future state of the A&D industry is tied to the Third Offset Strategy—a plan that relies on a crucial combination of technology and people. By using software specifically designed to enable the digital thread, organizations can improve interactions between their systems (MROs, bill of materials, etc.) and people with the tactical power of technology.
Does your SPM solution support these initiatives? Now that you’ve seen some SPM tactics of top A&D organizations, does your inventory management software help you meet these objectives? If not, maybe it’s time to implement a solution that will support your efforts.
To see more expert insights on service parts management for A&D, check out our infographic.
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.