NATO STANDARD

ALP-10

NATO GUIDANCE ON INTEGRATED

LOGISTICS SUPPORT FOR
MULTINATIONAL ARMAMENT
PROGRAMMES
Edition C Version 1
OCTOBER 2017

NORTH ATLANTIC TREATY ORGANIZATION

ALLIED LOGISTICS PUBLICATION

Published by the
NATO STANDARDIZATION OFFICE (NSO)
© NATO/OTAN
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 NORTH ATLANTIC TREATY ORGANIZATION (NATO)

NATO STANDARDIZATION OFFICE (NSO)

NATO LETTER OF PROMULGATION

23 October 2017

1. The enclosed Allied Logistics Publication ALP-1 0, Edition C, Version 1, NATO

GUIDANCE ON INTEGRATED LOGISTICS SUPPORT FOR MULTINATIONAL
ARMAMENT PROGRAMMES, which has been approved by the nations in the Life
Cycle Management Group (AC/327), is promulgated herewith. The recommendation
of nations to use this publication is recorded in STANREC 4808.

2. ALP-10, Edition C, Version 1, is effective upon receipt and supersedes ALP-1 0,

Edition 2 which shall be destroyed in accordance with the local procedure for the
destruction of documents.

3. No part of this publication may be reproduced, stored in a retrieval system, used

commercially, adapted, or transmitted in any form or by any means, electronic,
mechanical, photo-copying, recording or otherwise, without the prior permission of the
publisher. With the exception of commercial sales, this does not apply to member or
partner nations, or NATO commands and bodies.

4. This publication shall be handled in accordance with C-M(2002)60.

Edvardas MAZEIKIS
Major General, LTUAF
Director, NATO Standardization Office
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RESERVED FOR NATIONAL LETTER OF PROMULGATION

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RECORD OF RESERVATIONS

CHAPTER RECORD OF RESERVATION BY NATIONS

Note: The reservations listed on this page include only those that were recorded at time of
promulgation and may not be complete. Refer to the NATO Standardization Document
Database for the complete list of existing reservations.

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RECORD OF SPECIFIC RESERVATIONS

[nation] [detail of reservation]

Note: The reservations listed on this page include only those that were recorded at time of
promulgation and may not be complete. Refer to the NATO Standardization Document
Database for the complete list of existing reservations.

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TABLE OF CONTENTS

1. GENERAL........................................................................................................ 1
1.1 Aim ............................................................................................................... 1
1.2 Applicability .................................................................................................. 1
2. DEFINITIONS .................................................................................................. 1
3. POLICY AND PROCEDURES ......................................................................... 1
3.1 General ........................................................................................................ 1
3.2 Systems Engineering and Utilisation/Support Relationship .......................... 2
3.3 ILS Elements: ............................................................................................... 4
3.4 Life Cycle Cost (LCC)................................................................................... 7
4. PROGRAMME RESPONSIBILITIES AND ILS MANAGEMENT ...................... 8
4.1 General ........................................................................................................ 8
4.2 Organisation ................................................................................................. 8
5. IMPLEMENTATION ......................................................................................... 9
ANNEX A GLOSSARY OF TERMS ...................................................................... A-1
ANNEX B PHASED ARMAMENTS PROGRAMMING SYSTEM (PAPS) ............. B-1
ANNEX C INTEGRATED LOGISTICS SUPPORT CONSIDERATIONS IN THE
MULTINATIONAL ARMAMENT PROGRAMME ...................................................... C-1
ANNEX D INTEGRATED LOGISTICS SUPPORT CONSIDERATIONS IN THE
NON-DEVELOPMENTAL ACQUISITION PROCESS ............................................. D-1
ANNEX E ILS PLAN TEMPLATE ......................................................................... E-1
ANNEX F PROJECT MANAGEMENT ILS RESPONSIBILITIES ......................... F-1

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1. GENERAL

1.1 Aim

The aim of this document is to provide general guidance on the policy, implementation
and responsibilities for the application of Integrated Logistics Support (ILS) in
multinational armament programmes within NATO.

1.2 Applicability

This guidance applies to armament programmes whereby two or more NATO nations
collectively manage the logistics support of the materiel solution/component, in the
form of one or more Systems-of-Interest (SOI), through its life cycle stages, as
described in the Handbook on the Phased Armaments Programming System (PAPS,
AAP-20) document. It includes commonly, co-operatively, multinationally, as well as
jointly funded armament programmes, and may also be applied to national armaments
programmes. While ILS can be applied to all armament programmes, the level of
implementation will be dependent on the degree of innovation and complexity of the
materiel solution, support environment, and the availability of resources such as
funding and specialized personnel.

Decisions on support requirements have the greatest impact on system performance,

life cycle cost and supportability when taken early in the period of the life cycle of a
programme and a system. ILS disciplines shall plan and develop Logistics support
requirements and ensure SOI quality in terms of Reliability, Availability, Maintainability,
Supportability and Testability (RAMST). ILS of the SOI shall include the whole
composite of hardware, software, data, communications, personnel, procedures, tools
and facilities. ILS can provide the tools to accomplish that objective in a structured and
integrated way, however to obtain that objective, the provision of front-end funding for
ILS activities is required to reduce overall life cycle costs.

2. DEFINITIONS

ILS is the management and technical process through which supportability and
logistics support considerations of materiel (hardware or software) solutions are
integrated from the early stages and throughout the life cycle of an armament
programme and by which all elements of logistics support are planned, acquired,
implemented, tested and provided in a timely and cost-effective manner.

Other terms used in this guidance are explained in Annex A.

3. POLICY AND PROCEDURES

3.1 General

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System operational availability to improve the military capabilities of the alliance is a

primary objective of multinational armament programmes. It is NATO policy to ensure
that financial and other resources required to maintain operational availability receive
the same emphasis as those required to achieve performance objectives and timely
delivery of the system. These resources should include those necessary to design
desirable support characteristics into the system, implement them through
manufacturing or integration, as well as those to plan, develop, acquire and evaluate
their support. Performance-based agreements, including contracts, should include
appropriate ILS performance requirements.

ILS is structured around the life cycle management model used in the Phased
Armaments Programming System (PAPS). The model portrays the total life span of a
system commencing with considerations in the Pre-Concept Stage and extending
through the Utilisation Stage to its eventual withdrawal in the Retirement Stage. The
stages and approval documents used in the PAPS are shown in Annex B.

The ILS process should begin at the Concept Stage of the life cycle of the armament
programme and continue for the life of the system. The primary objective of the ILS
programme should be to achieve the required system operational availability at
minimum life cycle cost. Early ILS activities should focus on designing desirable
support characteristics and on determining support requirements. Subsequent activity
focuses on equipment support requirement evaluation and preparation of provision of
support resources. The scope and level of detail should be tailored to meet specific
programme needs at each stage of the system life cycle. Annex C lists the ILS
considerations for each stage of an armaments programme.

The full ILS process, as described, would be applied in its entirety to a complex
armament programme involving the incorporation of new technologies, design
development, integration and manufacturing. However, not all armament programmes
proceed in perfect accordance with the “regular” stage life cycle model as described in
AAP-20, Section 3. Stages may be by-passed or deliberately conducted in parallel,
such as production of end items while sub-system continues to evolve. The ILS
process would apply in all cases, but some ILS activities may be undertaken out of
sequence or may not be appropriate to all programmes.

Some military needs can be satisfied by utilizing the Accelerated Fielding process that
is described in the PAPS, Chapter 4. The procurement of “off-the-shelf” items is one
such alternative and is the one that ALP-10 will highlight. Such acquisitions are referred
to as non-developmental items and are normally identified within the Concept Stage.
Therefore, the Development and Production Stages would not be carried out as
described in Annex C. ILS considerations for non-developmental items are described
in Annex D.

3.2 Systems Engineering and Utilisation/Support Relationship

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Systems engineering is an essential element throughout the lifecycle of multinational

armament programmes. Associated ILS activities such as operating doctrine,
development of support functions, monitoring and testing, training and personnel
management are concurrent with the equipment acquisition and systems engineering
effort. ILS should be involved early in the systems engineering process to influence the
design and facilitate supportability of the system by maximizing the availability,
effectiveness, and capability of the system.

Design and support decisions during system development and modification have the
greatest impact on performance, life cycle cost, and RAMST when accomplished early
in and throughout the systems engineering process.

One of the principal vehicles for achieving ILS objectives in this process is the Logistics
Support Analysis (LSA). LSA is a disciplined process which includes actions to define,
analyse, and quantify logistics support requirements, and to influence design for
supportability, throughout system development. It stresses simplicity and reduced
logistics requirements. The objective of an LSA is to enable optimum system
performance, continuity and availability to be achieved at minimum life cycle cost. The
LSA is conducted on an iterative basis throughout the acquisition cycle as studies,
trade-offs, service advice and test and evaluation lead to successive design
refinement. The LSA should be tailored to the level of complexity of the system to which
it is applied, as well as to the availability of resources within nations participating in the
armament programme. Any changes that affect the ILS elements may require the LSA
process to be performed again.

Information obtained from systems engineering sources is required to ensure that all
aspects of utilisation support are recognized and considered during the planning and
acquisition of the support elements (i.e. support equipment, repair parts, personnel and
training, facilities, communication, security, Information Technology (IT) framework,
supply and maintenance technical assistance, equipment and software publications).

During design within the Development Stage, the analysis is oriented toward assisting
the systems engineer in incorporating logistics requirements into equipment design.
This includes the incorporation in the design process of the key logistics-related design
objective, cost-effective supportability. The goal is to produce a system that meets
specifications and the operation and support of which is cost effective over its planned
life cycle.

As the armament programme progresses and designs mature to become stable, the
LSA process concentrates on providing detailed descriptions of specific resources
required to support a system throughout its Utilisation Stage by providing timely valid
data for all areas of ILS. This data is used to plan, acquire and position support
resources (personnel, funding and material) to ensure deployed systems meet their
availability requirements. During the later production and utilisation stages of the
armament programme field, feedback of operational use and maintenance data is used

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to review the continuing validity of the data to ensure that life cycle cost plans are being
realized.

LSA can be performed either by agencies of Governments participating in the

armament programme, contractors, or a combination of both. Contractors and
Governments are strongly urged to set up an organization to manage contractual ILS
activities.

The involvement of service field teams or maintenance advisory groups to provide

practical advice to designers and supportability under field conditions, including details
of existing facilities and skill levels, is an essential part of the LSA process.

3.3 ILS Elements:

The primary objective of any new armament programme is to provide a military

capability at minimum life cycle cost. Operational availability is one of the principal
determinants of military capability. For effective ILS management, the various support
aspects required to achieve system objectives are arranged into groups termed ILS
elements, which may be individually managed by technical specialists. It is important
to establish and maintain the inter-relationship between all ILS elements throughout
the system’s life cycle. This inter-relationship should be documented in the ILS Plan
(Template - Annex E) and maintained by the ILS manager. The ILS elements are:

3.1.1 Maintenance Planning

Maintenance Planning comprises the identification of hardware, software, network,

communication, security requirements, materiel, facilities, personnel, procedures,
processes, documentation and data needed to enable maintenance services for the
system and its support. The aim is to develop the maintenance concept based on
maintenance strategies and requirements, for the life of the system.

Maintenance Planning includes, but is not limited to the following:

 Levels of repair
 Repair times
 System Reliability, Maintainability, Testability characteristics
 Support equipment needs
 Training
 Manpower skills
 Inter-service, organic and contractor mix of repair responsibility
 Site activation
 Certification (e.g. safety and security)
 Establishment of maintenance programs using condition-based maintenance,
reliability-centered maintenance, and/or post production software support

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3.1.2 Supply Support

Supply Support ILS Element comprises all management actions, procedures, and
techniques necessary to determine requirements to acquire, catalogue, receive,
implement, store, transfer, issue and dispose of spares, repair parts, updates and
supplies. This includes initial provisioning for stock of spare parts and support, as
well as acquiring, distributing, updating and replenishing inventories in support of
supply chain management.

3.1.3 Personnel

Personnel ILS Element involves identifying, planning and supporting the availability
of qualified personnel required to operate, maintain, and support the system over its
life cycle.

3.1.4 Support and Test Equipment

The Support and Test Equipment ILS Element includes the identifying, planning and
ensuring the availability of equipment (fixed or mobile) required to support the
operation and maintenance of a system. Examples of support and test equipment
are: associated multi-use end items, maintenance equipment, tools, software support
and reporting environment, metrology and calibration equipment.

3.1.5 Design Influence/ Interface

The aim of this ILS Element is to participate in the systems engineering process to
impact the design from the early stages throughout the life cycle, facilitating
supportability to maximize the availability, effectiveness and capability of the system.

Design influence/interface consists of logistics-related design influence parameters

including, but not limited to the following:

 Reliability, availability, maintainability, supportability, and testability (RAMST)

 Human factors
o Soldier
o Machine
o Software
o Interface
o Usability
 System safety
 Survivability and vulnerability
 Hazardous material management
 Environmental factors such as assessment of air, water, and noise pollution
 Information Security (INFOSEC)
 Service Level and Operational Level Agreement (SLA/OLA)
 System compatibility

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 Standardization and interoperability

 Energy management
 Corrosion
 Non destructive inspection
 Transportability
 Handling and Storage

3.1.6 Technical Information and Data

Technical information and data is the information necessary to operate, maintain,

repair, support and dispose of a system throughout its life. The objective is to identify
the standard(s) to be used for the supply of information and data such as:

 Technical documentation, including Interactive Electronic Technical Manuals

(IETMs) Illustrated Parts Lists/Catalogues (IPL/IPC)
 System identification and classification
 System description and operation (system description can be provided in the form
of models, illustrations, source codes, textual descriptions, among others.)
 System servicing and maintenance
 Security documentation
 Diagnostic support
 Repair information
 Supporting flow, system and schematic diagrams
 Software and hardware documentation
 Network and communication documentation
 Training needs analysis data
 Factory Level Maintenance and Repair Applications Document

Technical information and data can be provided through various media to include
paper, fiche, graphics, video and digital. Data rights and data delivery, as well as use
of any proprietary data, should be addressed as part of this element and included in
the overall programme plan.

One of the most effective ways to collect, review, and analyse this data is through the
use of a resource planning software tool. This tool can be a data mine linking
technical information, financial information and supply information. The benefits for
the armament programme can be:
 Tracking operational availability through the life of the equipment
 Creating and monitoring performance criteria for the support of the equipment
 Maintaining a real time configuration management, supply and maintenance
databases
 Providing the capacity to assess engineering changes proposals, track
approved changes, with the inclusion of costing information
 Providing end item tracking and asset visibility
 Tracking and maintaining commonality with industry-supported engineering
activities

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3.1.7 Training and Training Support

Training and Training Support consists of processes, procedures, techniques,

training devices and equipment, used to train personnel to operate, maintain and
support a system, as determined by the training needs analysis.

The training needs analyses may consider the following:

o New equipment training

o Training aids, including simulators
o Training aids support
o Training courses
o Training type (e.g. Classroom, distance, on the job, etc…)
o Training environment

3.1.8 Facilities and Infrastructure

Facilities and Infrastructure consists of the permanent and semi-permanent real

property assets required to support a system. It includes studies to define types of
facilities (e.g. training, equipment storage, maintenance, supply storage, ammunition
storage, computer hardware/software systems, network and communication systems)
or facility improvements, location, space needs, environmental and security
requirements, and equipment.

3.1.9 Packaging, Handling, Storage and Transportation

This ILS Element consists of resources, processes, procedures, design

considerations, and methods to ensure that all systems, equipment, and support
items are preserved, packaged, handled, and transported properly, including
environmental considerations, and equipment preservation for storage.

3.4 Life Cycle Cost (LCC)

The goals of LCC analysis are to (1) identify the comparative overall costs of alternative
means of attaining system performance and availability objectives, and achieving
production schedules; (2) estimate the cost impact of various designs and support
options; (3) refine cost estimate of the selected design as it progresses in the life cycle.
The use of LCC is most effective during the early stages of the life cycle. Typically, by
the end of the Concept Stage roughly 85 percent of the system’s LCC has been
committed by design and logistics choices made within or prior to this period.

Early in the life cycle, the LCC analysis concentrates on quantifying the cost
implications of selected design alternatives, which provide the desired level of
performance. ILS activities at that stage focus on designing supportability
characteristics into the system and evaluating the life cycle cost of hardware, software,
support requirements, and other related costs. In later stages, evaluations are oriented

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toward identifying lower cost means of support to achieve availability objectives. In

particular, support elements costs such as personnel and spares are evaluated to
identify effective alternative policies using trade-off studies and regular audits, which
are carried out to test the continued relevance and validity of earlier decisions and
support plans.

LSA can provide valuable data for inputs to logistics simulations, cost effectiveness
models, trade-offs studies and LCC analysis. LSA and LCC analysis interface
throughout the life of the system to ensure that all data changes generated by iterative
LSA actions are evaluated to assess their consequences on acquisition, operation and
support cost.

Multinational armament programmes will be required to implement a LCC programme.

The purpose of this programme is to ensure that the developed system will have the
lowest possible life cycle cost consistent with performance and schedule requirements.
Toward this goal, operation and support cost estimates assist designers and
programme managers to focus their attention on those design aspects that drive costs.

4. PROGRAMME RESPONSIBILITIES AND ILS MANAGEMENT

4.1 General

Cooperation in the acquisition of military equipment is primarily the responsibility of the

nations participating in an armament programme. This cooperation is based on the
recognition of the sovereignty of the nations in making equipment decisions, while
providing the means of achieving and maintaining cooperation in research,
development and procurement efforts.

4.2 Organisation

A Project Group, or equivalent, is normally created at the end of the Pre-

Concept Stage or at the beginning of the Concept Stage. Any nation having an interest
to establish a multinational armament programme may participate. The primary task of
the Project Group is to identify, through concept studies, possible solutions to the
requirement set. The Concept Stage is usually characterized by the formal
establishment of a Project or Programme Steering Committee (or Board of Directors
in cases where a NATO Production and Logistics Organization is established). For a
NATO commonly funded armament programme, oversight of the programme will
normally be accomplished by a standing senior committee responsible for general
matters, with the NATO Infrastructure Committees being responsible for the financial
approval process.

A Project/Programme Steering Committee is a body composed of national

representatives established by a governmental arrangement (MOU) between two or
more nations in order to coordinate, execute and supervise a multination armament
programme. To carry out the programme, a management organization

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(Project/Programme Management Office, specific Agency or Project/Programme

Management Team) is established. A Policy Committee should establish a Working
Group on ILS responsible for co-ordinating the policy aspects with respect to the
implementation of ILS in the project.

A project/programme manager, on behalf of the participants in the armament

programme, has the overall responsibility for establishing and managing an ILS
programme that relates support to system availability objectives, system design,
acquisition, operations and support cost. The project/programme manager should be
supported by an ILS manager or staff officer, designated before development of the
project definition, to assist in executing ILS responsibilities and to maintain a
continuous interaction with the support community throughout the acquisition process.
Specific project/programme manager and ILS manager responsibilities are contained
in Annex E.

5. IMPLEMENTATION

Nations taking part in a multinational armament programme, agree in principle to

endeavour to apply these ILS guidelines and, where possible, to provide the resources
to implement them to an extent consistent with the nature of the system concerned and
the overall availability of resources. Agencies being involved in commonly funded
armament programmes should also endeavour to apply these guidelines. Nations are
encouraged to apply this guidance to national armament programmes as well. Doing
so, promotes a consistent approach to logistic support planning within Government,
agencies, and contractors and facilitates other nations joining programmes at a later
stage.

The MOU(s) for the armament programme and the terms of reference (TOR) or
statement of work (SOW) for the conduct of activities in the respective life cycle stages
of the programme should recognise the general applicability of, and make reference to
this ILS guidance document.

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ANNEX A GLOSSARY OF TERMS

Acquisition - The process through which a Governmental and/or NATO Organization

enters into a contractual relationship with a Supplier to obtain a product and/or service.

Availability (Operational) - A measure of the degree to which a system is either

operating or is capable of operating at any time when used in its typical operational
and support environment.

Common Funding - Regular contributions by NATO nations in accordance with a

preset cost-sharing formula, to a common fund administrated by NATO which is used
for the financing of NATO activities, assets or personnel (Examples: NATO Civil,
Infrastructure and Military Budgets).

Configuration - The functional and physical characteristics of materiel as described in

its technical documentation and later achieved in the product.

Configuration Management - A discipline applying technical and administrative

direction to configuration identification, documentation, control, status accounting and
audit.

Cost Analysis - A systematic procedure for estimating the aggregate cost of a

system/equipment, and for comparing the costs of alternative systems in order to
determine the relative economy and effectiveness of the alternatives.

Cost Effectiveness - A comparative evaluation derived from analysis of alternatives

(actions, methods, approaches, equipment, weapon systems, support systems, force
combinations etc.) in terms of the interrelated influences of cost and effectiveness
objectives and support costs of the system.

Design Interface – The relationship of logistics-related design parameters, such as

reliability and maintainability, to operational availability and support resource
requirements. These logistics-related design parameters are expressed in operational
terms rather than as inherent values and specifically related to system availability
objectives and support costs of the system.

ILS Manager/Staff Officer - An individual responsible for the execution of ILS within a
project/programme management organization.

ILS Plan - The formal planning document for the integration of the activities concerned
with logistics support. It is kept current throughout the project life. It sets forth the
concept of operational support, provides a detailed ILS programme to fit with the overall

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programme and results in the necessary ILS information required by decision making
bodies to make sound decisions in system development and production.

INFOSEC - The protection of information systems against unauthorized access to or

modification of information, denial of service to authorized users and provision of
service to unauthorized users (NSTISSI 4009 definition).

IT Infrastructure – All the hardware, software, network, facilities etc. that are required
to develop, test, deliver, monitor, control or support IT services. The term IT
infrastructure includes all of the Information Technology but not the associated people,
processes and documentation (ITIL v3).

Joint Funding - Funding, on a case-by-case basis, by two or more NATO nations of a

collaborative project or activity on a cost sharing basis governed by a Memorandum of
Understanding between the participating nations.

Life Cycle Cost (LCC) – Consists of all direct costs plus indirect variable costs
associated with the Life Cycle stages of the System of Interest.

Logistics Support Analysis (LSA) - The selective application of scientific and

engineering efforts undertaken during the acquisition process, as part of the system
engineering process, to assist in:

(a) Causing support considerations to influence design.

(b) Defining support requirements that are related optimally to design and to each
other.

(c) Acquiring the required support.

(d) Providing the required support during the operational phase at minimum cost.

During the later production and the in-service phase LSA is conducted on a repetitive
basis in order to meet life cycle costs, readiness and supportability objectives.

Maintainability - A characteristic of design and installation which is expressed as the

probability that an item will be retained in or restored to specified condition within a
given period of time, when the maintenance is performed in accordance with
prescribed procedures, conditions and resources.

Non-developmental system/item - A generic term that covers equipment available

which will meet an approved operational requirement with little or no development
effort required by defence organizations. Normally these sources are commercial
products or equipment developed and in use by defence organizations of other nations.
In most cases the equipment has to be adapted, modified, customised or improved to
meet requirements set.

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Project/Programme Manager - An individual charged, on behalf of the

Project/Programme Steering Committee, with the responsibility for design
development and acquisition of the programme or system and for the design,
development and acquisition of the integrated logistics support.

Reliability – The ability of an item to perform a required function under stated conditions
for a specific period of time.

Supportability – A measure of the degree to which all resources required to operate

and maintain the system/equipment can be provided in sufficient quantity and time
(ARMP-7 Edition 2)
SW Training environment – A controlled and limited deployment of an IT Service, a
release or a Process to the Production (Live) Environment. A Training environment is
used to train users to operate, maintain and support a software system (ITIL v3).

Systems Engineering - An engineering discipline whose responsibility

is creating and executing an interdisciplinary process to ensure that the customer and
stakeholder's needs are satisfied in a high quality, trustworthy, cost efficient and
schedule compliant manner throughout a system's entire life cycle.

System Life Cycle - The period divided into stages, ranging from the first
considerations on the need for a system in the Pre-Concept Stage through the
Concept, Development, Production and Utilisation/Support Stages down to the
Retirement Stage.

Testability - A design characteristic to determine the operational condition of a system

or component by identifying or isolating any actual or potential malfunction, security
breach or compatibility issue.

Threshold - A quantitative requirement against which acquisition programme

achievements are measured.

Trade off (Analysis) - The determination of the optimum balance between system
characteristics (cost, schedule, performance and supportability).

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ANNEX B PHASED ARMAMENTS PROGRAMMING SYSTEM (PAPS)

APPROVAL DOCUMENTS STAGES

PRE CONCEPT

TOR or MOU /
STAGE APPROVAL DOCUMENT
FOR CONECEPT STAGE
CONCEPT

PROGRAMME MOU /
STAGE APPROVAL DOCUMENT
FOR DEVELOPMENT STAGE
DEVELOPMENT

PROGRAMME MOU /
STAGE APPROVAL DOCUMENT
FOR PRODUCTION STAGE
PRODUCTION

PROGRAMME MOU /
STAGE APPROVAL DOCUMENT
FOR UTILISATION/SUPPORT STAGE

UTILISATION / SUPPORT

PROGRAMME MOU /
STAGE APPROVAL DOCUMENT
FOR RETIREMENT STAGE
RETIREMENT

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ANNEX C INTEGRATED LOGISTICS SUPPORT CONSIDERATIONS IN THE

MULTINATIONAL ARMAMENT PROGRAMME

The following are ILS considerations for each stage of the life-cycle of a multinational
armament programme. The grouping and listing of activities are not to be used as an
all inclusive checklist or model of the single correct approach to ILS activities, because
all programmes have unique materiel requirements and schedules. Therefore, the
activities described below are not necessarily complete and may differ for specific
armament programmes.

1. Pre-Concept Stage

The purpose of the Pre-Concept Stage is to identify and document

stakeholder requirements (e.g., Force Goals). Also important, is the
identification of risk areas (at a high level) to the capability delivery. This
provides focus for research and industry capability/capacity to ensure
delivery to an acceptable timescale and affordable cost.

ILS activities to be accomplished during the stage

Define supportability concept and objectives

2. Concept Stage

The Concept Stage starts after a decision is made to fulfill a capability

gap with a materiel (hardware and/or software) solution and end with
the requirements specification for the materiel solution. The Concept
Stage is divided into two phases, the Study Phase and the Programme
Establishment Phase. The main thrust of the Study Phase is to conduct
an evaluation of alternative technical concepts for satisfying the
identified capability need and to identify the most promising technical
concepts for further evaluation. At the beginning of the Programme
Establishment Phase, the participating nations will seek establishment
of a NATO Programme, form a Steering Committee and establish a
management organization to carry the Programme to completion. The
result of this phase is an agreed set of specifications and a proposed
programme that can be used as the basis for entering the Development
Stage.

ILS activities to be accomplished during the Study Phase

a) Identify support resource constraints of alternative technical options

considered. (e.g. broad limitations dictated by national maintenance
concepts, level of skill available to the future users or maintenance
workers, capabilities of national supply systems, etc)

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b) Estimate for each alternative the life-cycle costs and the gross
percentages of the total costs that will have to be allotted for operations
and support, in order to facilitate the participating nations’ understanding
of the operations and support costs involved.

c) Incorporate logistics experts in the project group or establish a logistics

working group.

d) For each alternative solution being evaluated, identify and take into
account potential logistics support, manpower and training requirements
or constraints. Draft an ILS Plan with milestones and costs for critical
requirements for each alternative.

e) Develop system availability objectives and establish tentative thresholds

for later incorporation into measurable standards of availability criteria.

f) Assess each potential solution’s impact on reliability, compatibility,

maintainability and utilisation support arrangements in general.

g) Consider the extent of logistics support require for the new

system/equipment, including provision for adequate technical and
training documentation, support equipment, training devices, etc. The
scope and depth of these considerations will have to be refined as the
project matures and proceeds through each stage of the life-cycle, taking
account of existing utilisation support resources and facilities.

h) For commonly funded projects, identify the ownership and territorial host
nation(s) of the SOI and the related support matters such as facilities and
personnel.

i) Identify options for cooperative logistics activities; avoid early decisions

that might preclude cooperative logistic schemes.

j) Determine logistics related standardization objectives and decide on

application of standards and STANAGs.

ILS activities to be accomplished during the Programme Establishment

Phase

a) If not yet arranged for, establish a Joint Logistics Working Group in the
framework of the Project/Programme Steering Committee to coordinate
the policy aspects of the application of ILS in the project.

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b) Provide support element experience factors, challenges and objectives

to be used in the design synthesis of all system engineering input
elements.

c) Establish a consistent set of measurable objectives and thresholds for

RAMST and other logistics support parameters.

d) Develop logistics support milestones for inclusion in the overall

programme plan. These should include milestones for development of
support hardware and software, training plans (including courses and
facilities, if required) and funding options for facilities construction
required.

e) Define measurable supportability and support cost objectives that are

optimally related to system/equipment design and to each other. The
following are examples of supportability issues upon which specific
objectives can be based:

(1) Maintenance manpower and man-hour constraints.

(2) Personnel skill level constraints.

(3) INFOSEC constraints.

(4) Operation and support cost constraints.

(5) Target percentages of system failures correctable at each

maintenance level.

(6) Mean down-time in the operational environment.

(7) Turn-around time in the operational environment.

(8) Standardization and interoperability requirements.

f) Develop a common logistics support concept with a special emphasis on

maintenance and supply requirements necessary to provide an
operational ready and serviceable system at the beginning of the
Utilisation Stage.

g) Continue in-depth analysis of systems specifications with a view to their

logistics implications and focus on the logistics concerns.

h) Initiate studies into possible options for collaborative support, including

consideration of NAMSA or other appropriate NATO agencies or
industry. Ensure that there are no legal, contractual and/or intellectual

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property right restrictions for establishing a collaborative logistics

support.

i) Establish baseline life-cycle costs for the selected alternative. Identify

funds and the mode of funding (commonly or jointly) for preparatory
logistics activities which aim at the implementation of logistics plans.

j) Identify manpower and facilities requirements of the new project.

k) Decide on kind of technical documentation and computer facilities.

l) Foster the optimum use of standard parts and components.

m) Ensure that logistics considerations have been integrated into the

statement of work, specifications, requests for proposal, source selection
evaluation criteria and contracts.

3. Development Stage

During this stage detailed engineering and prototype development/

fabrication is conducted to ensure full validation of the selected technical
approach, including complete system integration to the point where
production contract action can be taken. The Development Stage is the
last opportunity to give initial effect to the development of the SOI for
common activities of training and logistics support, for which the relevant
planning will have already been considered.

ILS activities to be accomplished during the stage

a) Verify by test and evaluation the attainment of the objectives for RAMST
and other logistics support parameters.

b) Continue to consider possible systems for collaborative in-service

support including consideration of NAMSA or other appropriate NATO
agencies or industry.

c) Devise and finalize a formal document that specifies logistics support

arrangements to be agreed upon by the participants.

d) Ensure the development status and production lead times of support

elements, including facilities construction and training equipment, are
commensurate with support capability objectives and deployment needs.

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e) Ensure allocation of funds for preparatory logistics activities which aim at

the implementation of logistics plans at the beginning of the Utilisation
Stage.

f) Ensure that NATO standardization and interoperability requirements are

reflected in ILS planning.

g) Refine manpower and facilities requirements of the armament

programme.

h) Workout the necessary common procedures to perform logistics

activities.

i) Take steps to ensure that ILS considerations are given appropriate

weight in requests for criteria for source contractor selection and contract
provisions. Contract requirements clearly define a baseline operational
scenario, baseline maintenance concepts, NATO peacetime availability
and wartime deployment objectives and support schedule objectives. ILS
programme and data requirements should be tailored to meet these
objectives.

j) Ensure that the test and evaluation of the planned logistics support is
conducted and that operational objectives are met. This may be
demonstrated through a contractual utilisation reliability assessment.

k) Initiate decision making for the organization of the multinational

equipment utilisation support to be performed in the Utilisation Stage.
l) Develop maintenance plan.

4. Production Stage

The purpose of the Production Stage is to manufacture and test the

system and its related support and enabling systems, in accordance with
production specifications, and deliver the needed materiel solution, in a
tested and operationally ready and logistically supportable condition, to
the users.

ILS activities to be accomplished during the stage

a) Assure production items meet design and operational availability and

supportability requirements.

b) Validate and deliver ILS elements to meet deployment needs. Ensure

that logistics support arrangements will be implemented prior to the start
of the Utilisation Stage.

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c) Correct supportability deficiencies and validate corrective actions

through follow-on test and evaluation, if required.

d) Finalize and endorse a formal document which addresses the multi-

nationally organized utilisation support and its essential elements.

e) Verify the availability of:

 Technical publications.
 Tools and test equipment.
 Initial provision of spares.
 Software licences and support software licences.
 Manpower and facilities required for equipping the first and
subsequent operational organization.

f) Update maintenance plans. Make sure, that the user is presented with
full briefings and explanations of the system and its peculiarities.

5. Utilisation Stage

This period covers the operational utilization of equipment. After

equipment fielding, ILS will continue for the entire life cycle of an item.
Although the project/programme manager and ILS manager may be
discontinued, system user/command ILS responsibility will continue.

ILS activities to be accomplished during the stage

a) Establish and maintain the ILS management system and arrange

appropriate funding, controls and resources. Conduct periodic reviews
as necessary of the ILS management system to ensure optimum
operation.

b) Determine supportability requirements and life cycle cost implications of

proposed changes.

c) Analyse and assess anticipated and actual in-service performance data

feedback of the system and its logistics support.

d) Identify and develop RAMST and life cycle cost improvements in fielded
equipment and support systems.

e) Identify deficiencies and updates in the system and evaluate by

design/support trade-offs prior to making modification decisions.

6. Retirement Stage

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The Retirement Stage is to demilitarize and dispose of the SOI at the end
of its useful life and remove related operational and support services.
Demilitarization and retirement requirements are addressed in the
preceding stages. Disposal should be carried out in a way that is in
accordance with all legal and regulatory requirements relating to safety,
security, and the environment. Environmental considerations are
particularly critical during retirement, as there may be international
treaties or other legal considerations requiring intensive management of
the system's demilitarization and retirement.

ILS activities to be accomplished during the stage

a) Terminate support activities required in the Utilisation Stage in

accordance with the Disposal Plan

b) Analyze ILS elements as applicable for the system of interest in the

retirement stage and document them in the ILS plan for implementation.
Consider the following:
 Backward supply chain
 Removal of support and enabling systems
 Disassembly of the SOI into manageable elements to facilitate its
removal for reuse, recycling, reconditioning, overhaul, archiving or
destruction
 Removal of the SOI from the operational environment for reuse,
recycling, reconditioning, overhaul or destruction
 Specification of containment facilities, storage locations, inspection
criteria and storage periods if the SOI is to be stored
 Destruction of the SOI, as necessary, to reduce the amount of waste
treatment or to make the waste easier to handle

c) Ensure the ILS data and information for the SOI is archived, for possible
future use, in an appropriate manner.

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ANNEX D INTEGRATED LOGISTICS SUPPORT CONSIDERATIONS IN THE

NON-DEVELOPMENTAL ACQUISITION PROCESS

The following are the two stages and associated ILS activities for non-developmental
acquisition, which replace the development and production stages of the life cycle
model.

1. Concept Stage

In a non-developmental system item acquisition there is only one

milestone: the non-developmental system/item buy decision which is
based on the determination that an “off-the-shelf” alternative is available,
meets operational requirements, and can be supported in a cost-effective
manner.

ILS activities to be accomplished prior to the non-developmental

system/item buy decision

(a) Perform user/market survey to assess the supportability of the

system/item, to include the manufacturer’s technical support base,
publications, warranties, parts availability, reliability, maintainability, etc.

(b) Incorporate support considerations into system specifications.

(c) Ensure appropriate weighting of supportability in source selection criteria.

Calls for bids should contain clauses inviting the manufacturer to describe
the various facets of supportability including reliability, maintainability,
testability and life cycle costs.

(d) Estimate, for each possible alternative, the life cycle costs and the gross
percentages of the total costs that will have to be allotted to operations
and support.

(e) Identify critical supportability test issues and include plans for contractor
compliance tests, preproduction tests and initial production tests.

(f) Complete actions relative to the deployment plan, personnel and training
requirements.

(g) Complete the ILS plan to include:

- A tailored LSA programme to assess alternative means of support;

- Development of ILS elements;

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- Identification of methods to overcome potential deficiencies in organic

support.
- Draft ILS statements of work;

- Planning for contractor support where mandated.

2. Acquisition/Deployment Phase

After the non-developmental system/item buy decision, the ILS manager

may be constrained by the span of time between contract award and
delivery of production items. This span of time is frequently less than the
development and delivery of support elements. This difficulty may be
overcome by contractor support or other interim mechanisms capable of
providing required support capabilities.

ILS activities to be accomplished after non-developmental system/item

buy decision

(a) Implement LSA programme.

(b) Initiate materiel fielding actions at time of non-developmental

system/item buy decision.

(c) Monitor accomplishment of contractually required support.

(d) Monitor, test and evaluation to ensure support deficiencies are identified
and corrected. Expedite correction of support deficiencies revealed by
initial using units.

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ANNEX E ILS PLAN TEMPLATE

Cover Page
Signature
Table of Contents
Update and Revision Log

1. General
1.1. Introduction
1.2. System Description
1.3. Program Management
1.4. Milestone Schedule
1.5. Applicable Documents
2. Supportability in the Acquisition Program
2.1. Operational and supportability requirements
2.2. Acquisition strategy
2.3. Performance based logistics
2.4. ILS/Supportability funding
2.5. Supportability Analysis strategy
2.6. Supportability T&E
3. ILS element plans
3.1. Maintenance Planning
3.2. Supply support
3.3. Personnel
3.4. Support and test equipment
3.5. Design influence/ interface
3.6. Technical information and data
3.7. Training and training support
3.8. Facilities and infrastructure
3.9. Packaging, handling, storage, and transportation
4. Supportability in fielding and operational life
4.1. Initial fielding
4.2. Program transition
4.3. Post production support
4.4. Post fielding support analysis
4.5. Disposal

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1. General – General information on the acquisition program and top-level

supportability issues.

1.1 Introduction – A short introduction may be appropriate to introduce the

reader to the purpose of the ILS Plan, provide any background, and
describe the overall approach taken in developing the document.

1.2 System Description – Describe the overall materiel system including its
physical configuration and functional requirements. The ILS Plan may
include pictures, tables, charts, graphs, and so on.

1.3 Program Management – The organization for managing the acquisition of

the system should be described. Identify the Program Manager (PM) and
all participating organization along with the responsibilities of these
organizations. Describe the different teams which may be involved,
including specifics points of contact.

1.4 Milestone Schedule – The milestone schedule serves as a tailored map

for the acquisition program. It shows where and when it started, where it is
going, and how and when the ILS tasks will be completed. The milestone
schedule should be updated before each program review and anytime
significant changes are made. A typical chart will show all mandatory
milestones and significant intermediate goals along the way. This section
may contain selected milestones.

1.5 Applicable Documents - List the applicable documents which can provide
additional information and guidance with regard to the acquisition program.

2. Supportability in the Acquisition Program - Describe the strategies for

attaining ILS objectives within the context of the overall acquisition strategy. A
description of the operational requirements, supportability objectives, acquisition
strategy, Life Cycle Cost (LCC) and funding issues, Supportability Analysis
strategy, and the supportability T&E concept will provide essential information to
ensure that supportability is thoroughly planned.

2.1 Operational and supportability requirements - Briefly describe the mission

scenarios and requirements, operational environment, security
requirements, transportability requirements, employment, concepts,
deployment plans, and combat service support force structure.
Requirements documents should provide the needed details (for example,

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annual operating days, annual number of missions, mean mission duration)

to input to the SA process. Define the proposed system readiness
objectives and supporting RAM thresholds for both peacetime needs and
wartime requirements. Specify anticipated or fully mission capable (FMC)
requirements. Update SRO information to reflect requirements generated
during studies and evaluations. As system designs mature and available
technology is utilized, FMC and other requirements must be validated.
Determine and indicate applicable readiness reporting system, forms and
frequency.

2.2 Acquisition strategy - Describe the anticipated acquisition approach.

Initially it may consist of several methods, depending on whether system
requirements might be met by a system modification, a foreign materiel
system, a new development, or commercial item. Define contractual
approaches and incentives for these areas.

2.2.1 Support risks: Identify risk associated with system support alternatives. As a
minimum, the following areas should be addressed:

 What are the effects of changing the level of maintenance/repair

capability?
 Are there items or subsystems in the inventory that can be used to
reduce development risk/requirements?
 How will the proposed materiel system be integrated into the Service’s
structure at maturation? (The system must be designed to fit into the
appropriate Service’s support structure planned for the fielding time
frame to reduce changes needed).

2.2.2 Personnel requirements: Describe actions to reduce requirements for a high

degree of skill to operate , support and maintain the system. Describe any
anticipated approaches or incentives to reduce Operations & Support (O&S)
cost requirements. Identify the goals and actions to reduce quantity and
skill level of personnel operating and maintaining the materiel system.

2.2.3 Source selection: Describe how ILS and supportability will be addressed in
the source selection process. Include any plans to consider estimated cost
of operation, maintenance, and support, in addition to anticipated
acquisition cost, when making the source selection evaluation.

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2.2.4 Elements of support in acquisition: Briefly describe the ILS requirements

which will be included in solicitation documents and contracts. If
accelerated acquisition is a possibility (for example, pre-planned product
improvements or commercial items), identify those items that may need to
be accelerated and how they will be accomplished. Identify any non-
standard budgeting or funding actions.

2.2.5 Planned deployment and employment: Describe the planned operational

concepts.

2.3 Performance based logistics (PBL) – Discuss the PBL strategy and
implementation, to include the use of performance based contracts rather
than transaction based contracts.

2.4 ILS/Supportability funding

 Describe studies and investigations to be conducted and updated in

determining, by ILS element, total life-cycle cost estimates to include an
identification of the scope and depth of studies to be conducted.
Include plans for transition of support to item managers and the
respective sustainment command.
 State support models and modifications to be used in cost estimating
and limitations and assumptions to be made in modeling.
 Provide coordination channels and reporting schedules.
 State results (dollars/type funds) of cost estimating, by ILS element,
major function, operation and maintenance. Include total requirements.

2.5 Supportability Analysis (SA) strategy

2.5.1 Describe the SA to be conducted in the acquisition effort. Identify the

specific types of analyses required. Identify how the SA process is being
accomplished and any actual or potential problems.

Include brief descriptions of the following:

 SA required: Describe how the SA selected will be tailored to specific

acquisition program needs and stages.

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 SA application to ILS elements: Describe how Logistics Management

Information (LMI) will be used to provide input for development of ILS
elements.
 Structure of the LMI data products: Specify the hardware and software
indenture level and level of maintenance for which the LMI will be
generated and documented. Identify the planned degree of LMI
tailoring.
 SA data verification: Identify how data will be verified for adequacy and
accuracy and who will be responsible for such verification.
 Identify the source of data for SA.

 Describe controls to assure the SA does not include duplicate,

incoherent or redundant data requirements.
 Describe results of the SA. This should summarize results of
analyses performed in prior phases.

2.6 Supportability Test & Evaluation – Briefly describe the planned

supportability T & E concept, scope, and objectives, and how they will be
met during developmental and operational testing. List the organizations
(for example, logistician, testers, independent evaluator, and so on) that will
identify supportability test issues. These issues and objectives will be
summarized in the ILS Plan and incorporated into the Test and Evaluation
Master Plan. Information developed should consider, but not be
limited to the following:

2.6.1 Peculiar test requirements that are directly related to the ILS Plan.

2.6.2 Anticipated critical supportability issues and their impact on the support
planning.

2.6.3 Testing and evaluation necessary to assess actions taken to resolve critical
issues.

2.6.4 Training, manpower, and skills required to accomplish T&E.

2.6.5 Dates for initiation and completion of actions required to resolve

supportability issues.

2.6.6 The interface between the LMI and the test data collection systems.

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2.6.7 T&E of built-in or supporting automatic operating, testing, and maintenance

equipment (and associated software, if applicable).

2.6.8 How completed test results will affect planned test actions, criteria,
requirements, and so forth.

2.6.9 Provide a summary of significant actions and activities to include the

following:

 Proposed test locations.

 Data collection procedures and data uses.
 Organizations and responsibilities involved in the T&E efforts.

2.6.10 Plans for the Logistics Demonstration (LD), verifying the LMI and
components of the system support package, draft/final equipment
publications, all test, measurement, and diagnostic equipment, the
maintenance allocation chart, the repair parts/special tool list, recovery
tools,etc. The LD should be accomplished as soon as feasible after a
representative engineering development unit/software release is available
(during military suitability or feasibility testing for Non Developmental Items
(NDI)). LD must be completed in a timely manner so that the source and
availability of the system support package components can be established
prior to the developmental and operational testing).

2.6.11 Identify the requirements and methods to be used for providing a

representative engineering development unit/software release for LD (for
example, dedicated or on a time-phased sequential claimant basis).

3. ILS element plans - Provide details on plans for each ILS element. The bulk of
the ILS Plan will be in this subsection which explains issues and requirements in
detail for each of the ILS elements. Each ILS element needs full consideration in
the ILS Plan. If the area is not applicable, provide supporting rationale. Each ILS
element will include consideration of the relevant personnel requirements and
constraints.

3.1. Maintenance planning

3.1.1. Describe the maintenance concept for the system including all levels of
maintenance. Identify tradeoffs to be performed and maintenance
considerations peculiar to the system.

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3.1.2. Identify maintenance tasks required to sustain the end item at a defined
level of readiness, include all critical and high driver tasks. The LMI data
product format can be used to provide part of the maintenance planning
data.

3.1.3. Describe the general overall support concepts contained in the CD or

resulting from logistic studies. Identify proposed or actual skills, tools,
test, security procedures, measurement, and diagnostic equipment,
support equipment, and so on, to be available at each level of
maintenance. Include analysis of possible design for discard of
components and repair parts.

3.1.4. Indicate strengths and weaknesses of each support alternative and the
effect of the support concept on the system design, acquisition and O&S
costs, and on affected ILS elements.

3.1.5. For systems being acquired for multi-national use, address the
feasibility and desirability of centralized repair and supply support by a
single nation, the predominant user in a geographical area or the one with
centralized support capability.

3.1.6. Describe maintenance environment.

 Describe the maintenance environment, limitations, constraints, and

requirements projected for the deployment timeframes. Provide
sufficient detail (turnaround time, direct productive annual maintenance
man-hours to support SA. Include logistic support parameters stated in
the requirements documents. Use LMI data when available.
 State the nature and extent of maintenance to be performed by each
level of maintenance to include battle damage expedient repair
procedures. Discuss alternative approaches when applicable. Identify
tradeoff criteria used for selection of the preferred alternative.
 Identify the organizational and logistic support structure that will be
responsible for providing direct and general supply support and
maintenance support.
 Identify depots, special repair activities, or other support activities
scheduled for special support missions. Identify the depots that will be
responsible for depot repair/overhaul of those components comprising
the total system.
 Identify the need for maintenance float items.

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 Identify all depot maintenance studies applicable to the materiel system.

Report the latest status of each of the studies. If studies have not been
initiated, indicate plans to accomplish this task.
 Describe efforts to minimize potential safety problems during
maintenance.
 Where applicable, describe maintenance concepts, requirements and
procedures for
 Nuclear hardness maintenance and surveillance procedures
contemplated to assure the nuclear hardness of the system throughout
its life cycle.
 The Nuclear, Biological, and Chemical (NBC) contamination
survivability maintenance procedures must be maintained throughout
the life cycle of the system.

3.2. Supply support

Describe the proposed supply support concept(s), supply support limitations,

constraints, and system-peculiar requirements for not only the end item, but also
for the support equipment and TMDE. Consider the following areas:
3.2.1. Identify any potential deviation from standard supply support
procedures. Evaluate the impact of deviation on readiness, cost,
manpower, and so forth.

3.2.2. Describe plan, as applicable, for cataloging, acquisition, packaging,

preservation, receipt, storage, issue, and disposal of the following:

 Repair parts, ammunition, Petroleum, oils and lubricants (POL), and so

on.
 Major components and secondary items.
 Special and common tools and TMDE.

3.2.3. Include plans for reviewing and adjusting the usage and failure factors
based on SA/LMI, test data, and field experience data. Include support
planning not only for the end items being procured, but for any of the
following claimants receiving assets:

 War reserves; operational projects, operational readiness float, and

repair cycle float stocks.
 Decrement stocks (to include early mission Reserve Components
(primary mobilization)/ full Service mobilization war reserves).
 Other claimants, as appropriate.

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3.2.4. Include plans for

 Determining the range, quantity, and specific requirements for supply

support elements needed.
 Identifying long lead-time items and vendor supplied items.
 Identifying critical parts, services and equipment.
 Re-procurement.
 Identifying all Government-furnished equipment.
 Identifying all nuclear hardness critical items for both initial provisioning
and replenishment.

3.2.5. Describe method and type of supply support (for example, piece part,
assembly, module or fabrication concept of replacement of parts).

3.2.6. Address possible need for inter-service supply support agreements

3.2.7. Assess the effect of the acquisition schedule on provisioning efforts.

3.2.8. Provide necessary information to other supply supporting organizations,

which will provide piece-part, bulk stockage items, and so on. Early
submission of projected requirements is needed to permit increased
stockage of these items.

3.2.9. Identify requirements for basic sustainment material (BSM). BSM is the
material consumed in the operation, and will include, but not be limited to,
ammunition, POL, power sources (for example, batteries), data
processing paper and tapes, war reserve requirements, and other
consumable and bulk supplies. These requirements will include both
those for initial fielding and those projected for annual unit consumption
during peacetime (training) and wartime.

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3.3. Personnel

3.3.1. Describe the operator and maintenance manpower and personnel

impact (including burden on gaining commands) of the materiel system,
and how manpower and personnel (number and skill level) will be
provided to test proposed items. Include limitations, constraints, system-
peculiar requirements, and man-machine interface. Assess projected
force structure (at time of deployment) to meet both peacetime needs and
wartime requirements.

3.3.2. Describe skill requirements for personnel necessary to operate,

maintain, and support the end item. Consider the following:

 Present skills that may be used with little or no retraining.

 New skills required (skill evaluation and justification).
 Assigned duties.
 Task, skill, behavior, and man-machine interface analyses.

3.3.3. Define coordination with all ILS functions, and use of LMI as data
source. Define data requirements.

3.3.4. Identify system safety and human factors constraints to help minimize
problems with the human interface during system operation,
maintenance, and transport. Include any system safety and hazard
assessment requirements and results as applicable.

3.4. Support and test equipment

3.4.1. Describe procedures used to identify requirements for support

equipment.

3.4.2. Identify requirements for investigation of existing standard support

equipment in the inventory. Describe procedures for maximizing
selection of standard tools, TMDE, support equipment and environment,
to include vehicles, generators, and trailers. If modifications to current or
planned materiel systems are needed, summarize plan to assure
changes are completed by required time of need.

3.4.3. Identify major items of support-related hardware, to include any

requirements for scarce support resources.

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 Include the TMDE register and preferred items list for mandatory use of
specific items.
 Define procedures for establishing TMDE requirements during SA.
 Describe use of LMI for establishing materiel system unique support
equipment requirements by maintenance level.
 Identify requirements for TMDE registration and acquisition approval.
Indicate direction to be given to the contractor regarding the use of
common TMDE, including requirements for calibration and calibration
support.
 Identify calibration requirements of the system and its support
equipment.

3.4.4. Identify support equipment and TMDE peculiar hardware test,

development, and support requirements. Identify any environmental and
storage requirements needed for TMDE, automated test equipment, and
test program set.
 Define support equipment and TMDE peculiar T&E objectives, and
provide appropriate input to the test and evaluation master plan (and
coordinated test plan, if prepared).
 Identify requirements (and materials needed) for local fabrication of
tools, maintenance or test stands, or any other support items.
 Identify software changes to maintenance equipment where required
and interconnecting devices required to test systems on existing test
stands.

3.5. Design influence/ interface

3.5.1. Describe how ILS and Life Cycle Cost (LCC) will influence source
selection, system design, and acquisition decisions. Explain design
constraints related to ILS and any plans to ensure that ILS is fully
considered in design proposals and proposed engineering changes.
Describe the extent and nature of the ILS personnel participation in
design reviews and tradeoff studies. List and discuss any factors that
might influence design.

3.5.2. Describe climatic, environmental, and energy constraints and initiatives

and any related tradeoffs.

3.5.3. Describe use of the independent research and development program or

other supportability studies to identify new technologies

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3.5.4. Describe logistics-related durability and survivability (to include

corrosion protection, long-term storage, nuclear, biological, chemical
(NBC) resistance).

3.5.5. Describe component and major item standardization and

interoperability requirements.

3.5.6. Describe applicability of experience with similar materiel systems or

other lessons learned which might influence system design.

3.5.7. Describe any other areas.

3.6. Technical information and data

3.6.1. Identify equipment publications concept.

3.6.2. State requirements for publications updating and finalization.

Coordinate scheduling with the system production schedule. Describe
how the LMI will be used as source data in publication preparation to
assure compatibility between the repair parts list, support equipment and
tool lists, task allocation, skills, and the narrative operating and
maintenance instructions of equipment publications.

3.6.3. State evaluation criteria for validation and verification of publications,

and indicate quantities and types required in support of testing.

3.6.4. Identify actions, events, milestones, and schedules for preparation and
printing of final publications.

3.6.5. Describe plan for inter-service coordination on technical data

requirements for multiservice acquisition.

3.6.6. Describe plan for determining if a technical data package (TDP) will be
purchased, amount of data needed for example, no data or level 1
drawings for non-developmental items (NDI) with CLS versus level 3
drawings for organic maintenance/training), and what effect this will have
on the acquisition strategy and acquisition plan.

3.7. Training and training support

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3.7.1. Describe how training and training device requirements will be met and
who is responsible for meeting those requirements. Include description of
Government and contractor responsibilities and of training T&E
procedures. Provide information on training constraints and target
audiences.

3.7.2. Identify long-term training facilities programming requirements and

coordination needed.

3.7.3. Describe plan for acquiring the required training and training devices.

3.7.4. Describe institutional training requirements and plans unique to

operation and maintenance of hardware, software, human interface,
support items, and test equipment.

3.7.5. Identify any nonstandard packaging, handling, storage and

transportation (PHS&T) training requirements for movement and storage
of sensitive, classified, or hazardous components, parts, materials, or
ammunition.

3.8. Facilities and infrastructure

3.8.1. Describe all facility requirements for the use, storage, testing, training,
maintenance, and disposal of the system of interest and its support
equipment.

3.8.2. Describe known or planned maintenance, calibration, software setup,

storage, training, and personnel facilities requirements and constraints.
Also, address utilities requirements. Use the LMI output summary for
Special Facility Requirements (if available)

3.8.3. Describe the adequacy or inadequacy of existing facilities (both fixed

and mobile) for both the end item and its maintenance and support
needs.

3.8.4. Describe any modifications necessary to existing facilities (both fixed

and mobile) for inadequacies described above.

3.8.5. Describe any new facilities requirements for personnel using, testing,
training, operating, and doing field and depot maintenance.

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3.8.6. Identify program requirements (including responsibilities and funding)

and schedules required to provide necessary modified or new facilities
(fixed and mobile).

3.8.7. Describe any special security requirements for storage and use of
classified end items, components, manuals, data and information set, test
program set, etc. Include quantity and volume of materiel, security level
of materiel, and any electronic and INFOSEC countermeasures.

3.9. Packaging, handling, storage, and transportation (PHS&T)

3.9.1. Describe system-unique requirements, management responsibilities,

and procedures used to ensure that PHS&T requirements are identified
and met in a timely manner during the acquisition process.

3.9.2. Describe anticipated PHS&T modes and constraints.

3.9.3. Identify system, component, part, and test equipment environmental

storage and climatic requirements (for example, humidity and static
control and grounding requirements).

3.9.4. Summarize actions necessary to resolve logistic problem areas

identified, to include the following:

 Tradeoffs of PHS&T requirements.

 Tradeoffs of PHS&T risk areas affecting LCC.

3.9.5. Describe PHS&T assets required and those expected to be available at

first unit equipped.

3.9.6. Identify current and projected changes of PHS&T systems and

procedures. Determine the interface with PHS&T equipment undergoing
parallel development, integration or testing.

3.9.7. Verify PHS&T test requirements have been identified and included in
the test and evaluation master plan.

3.9.8. Identify special care required during PHS&T (that is, removal of
sensitive components, calibration, special PHS&T requirements during
repair and movement).

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3.9.9. Identify actions taken to determine if containers are or will be available

for system shipment.

3.9.10. List the supply bulletin number(s) of the storage serviceability

standard that is appropriate for the materiel system.

3.9.11. Describe any unique transportation and transportability

responsibilities, requirements, and constraints, including those related to
unit and force deployability. Identify required strategic and tactical
transport modes and aircraft and rail/road/water vehicle type. Identify user
transportability limitations and restrictions including container
compatibility. When appropriate, discuss design or performance tradeoffs
for mobility, transportability, and rapid deployment.

3.9.12. Describe current transportation assets and those expected to be

available at deployment and identify current and projected changes to
transportation systems and procedures. Determine the interface with new
equipment undergoing parallel development or testing.

3.9.13. Identify transportability test requirements for inclusion in the test

and evaluation master plan.

3.9.14. For systems being acquired for multiservice use, the following
apply:

 Identify transportability requirements for shipment of equipment,

including special requirements of participating services.
 Describe loading and unloading configuration layout by appropriate
aircraft type when air transportation is to be used. Include weight and
cube.
 Identify lifting and tie-down requirements and procedures to ensure
these are included in final system configuration.

4. Supportability in fielding and operational life

4.1. Initial fielding

Briefly describe planning for initial fielding and achieving initial operational
capability. Summarize the procedure and schedule for preparation of all materiel
fielding documentation. Provide information on how fielding will be implemented.

4.2. Program transition

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If applicable, provide a description of how and when the program will be

transitioned from the program management office to the support organization.
Identify transition lessons learned applying to the current program. Show how
repair parts usage, skills, training, procedures, technical data, and so forth will be
obtained and used. Provide sufficient detail to assure that all necessary data is
provided in time to adequately provision, train, and maintain the system after
transition to Government support.

4.3. Post production support (PPS)

4.3.1. An initial post production support plan will be developed during the
early part of the Development stage. It will document resources and
management actions to ensure the sustainment of requirements and
logistic support at all levels following the cessation of the Production
stage for a system

4.3.2. A schedule for updating the PPS plan will be developed to ensure the
plan is maintained current. The PPS plan will be updated prior to the
production decision, at production phase-out, and at any other time a
significant change has occurred in the anticipated support timeframe.

4.4. Post fielding support analysis

It is important to ensure high readiness while minimizing support costs for a

system throughout its operational life. A plan must be developed for monitoring
support of the system after it is fielded. Describe the readiness and support data
to be collected; data sources; methods of data analysis; and procedures for using
the results to correct ILS problems or to enhance the supportability of the system.

4.5. Disposal

This portion of the ILS Plan is often neglected. It is important to plan for disposal
even though the system is expected to have a long service life. Although
salvage is of little economic concern, the potential environmental impact of
system components is the driver for the emphasis on disposal planning. And
disposal at any time during the life of a
system if a catastrophic failure or accident results in the need to scrap it.

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ANNEX F PROJECT MANAGEMENT ILS RESPONSIBILITIES

Appendix: 1 – Relationship of organizations/individuals having ILS responsibilities

The arrangements under which nations participate in one or more successive stages of
the life cycle of a jointly funded multinational armaments programme are set out in a
Memorandum of Understanding (MOU). This MOU contains arrangements for the
governmental organization which will be responsible for the implementation of the
memorandum. Prior to or starting with the Concept Stage the governmental organization
may consist of:

(a) A Policy Committee – a Project/Programme Steering Committee or Board

of Directors;

(b) An Executive Body – a Project/Programme Management Office (PMO),

headed by a Project/Programme Manager (PM) or an Agency headed by a
General Manager.

For a commonly funded programme, other standing committees, such as the

Infrastructure Committees, the Military Budget Committee and the NATO
Communications and Information Systems Committee, may be involved in the overall
decision making for the programme. The Executive Body responsible for the execution of
the programme is generally a project/programme management team within a NATO
agency (e.g. NACISA).

The Policy Committee, which makes its decisions unanimously and consists of
representatives from the participating nations, will be responsible for direction of the task
to be carried out. It will have authority over and issue directives to the head of the
Executive Body concerned. The Head of the Executive Body should have overall
responsibility for establishing and managing an ILS Plan that relates support to system
availability objectives, system design and acquisition, operations and support cost. That
person should be supported by the ILS Manager or staff officer to assist in executing ILS
responsibilities and to maintain a continuous interaction with the support community
throughout the acquisition process.

The Policy Committee should establish a Working Group on ILS responsible for co-
ordinating the policy aspects with respect to the policy aspects with respect to the
implementation of ILS in the project. The ILS Working Group will assist and advise the
ILS Manager in all activities, which will be carried out to develop, update and implement
the ILS Plan on behalf of participating nations. More specifically, members of the ILS
Working Group should be responsible for national staffing and co-ordination with other
Working Groups of all aspects of the ILS Plan prior to its implementation.

The Project/Programme Manager, General Manager or Project/Programme Team Leader

is responsible to the Policy Committee concerned for directing the Executive Body in the
efficient discharge of its duties and responsibilities which include:

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(a) The successful completion of the task as reflected in the MOU.

(b) The overall financial management of the budget of the executive body.

(c) The liaison with NATO agencies/bodies.

(d) The co-ordination of the day to day activity of the office/team.

7. In the ILS process most elements represent functional areas which are
individually managed by technical specialists. The ILS Manager’s role should be to co-
ordinate and interface these functional areas to achieve integration of all ILS elements
into an ILS Plan. Thus, responsibilities of the ILS Manager or staff officer are intended to:

(a) Develop an ILS Plan and monitor its implementation, integrate schedules
and identify inter-relationships among ILS elements and design activities;

(b) Establish internal procedures and techniques to assess ILS programme

management and execution of the project.

(c) Update the ILS Plan as the project/programme progresses through the
acquisition phases;

(d) Prepare ILS input for contractual documents and evaluate output of
contractor’s ILS organization;

(e) Coordinate all ILS efforts which influence equipment design from the
supportability viewpoint and monitor accomplishment;

(f) Maintain visibility of all essential ILS resource requirement assets, and the
extent to which budgeted resources are or will be available to meet these
asset requirements.

(g) Maintain current ILS management information (including detailed schedule

and LSA documentation) to support ILS planning and management
decisions.

(h) Interface and coordinate logistic support activities with other NATO
organizations (e.g. NAMSA, NATO military commands, and national
organizations).

(i) Ensure an orderly, timely and efficient transfer of overall logistic support
responsibilities and know-how to the system user or in-service support
organization.

A schematic structure portraying the relationships of the

organisations/individuals having ILS responsibilities is at Appendix 1.

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APPENDIX 1 to ANNEX F
Relationship of Organizations/Individuals Having ILS Reponsibilities

PROJECT
POLICY COMMITEE

WG WG WG
ON ON ON
…. …. ….

PROJECT MANAGER/
GENEREAL MANAGER/
PROJECT TEAM LEADER

CONTRACTS FINANCE ILS

MANAGER/ MANAGER/ MANAGER/
OFFICER OFFICER OFFICER

PROJECT MANAGEMENT OFFICE; OR

AGENCY OF PROJECT MANAGEMENT TEAM

INDUSTRY

PRIME CONTACTOR
INTERNATIONAL CONSORTUIM
JOINT VENTURE
ETC.

HEAD HEAD ILS

DESIGN ENGINEERING MANAGER

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