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An organization has submitted a proposal and has been awarded a contract to
design and manufacture a product. A manager has been assigned to supervise
this project but has not been able to do advance planning. Resources for LSA
have not been included in the project budget. Therefore, no mechanism is in
place to ensure that the product requested in the contract is indeed the
finished product delivered to the customer at the end of the contract period.
Without an LSA strategy, the manager is already behind even though the
project is just starting. There is no way to catch up because the project is
already in a crisis situation, constantly shifting personnel and resources. In
the meantime, other responsibilities are put on the back burner until their
due date has come or even passed.
Eventually, the manager goes to the customer and asks for more time and/or
more money, admitting that the job cannot be done in the originally quoted
time and for the originally quoted price. This situation is more than an
unfortunate occurrence. The manager may now have to deal with legal
repercussions. Lastly, if the program does produce a product, that product
will be delivered without adequate support.
This entire situation could be avoided by implementing an LSA strategy and
using proper planning. With LSA, the project can be completed and delivered on
time and within budget. Also, delivery of a product that meets all of the
customer's operational needs and cost expectations is an added benefit.
The key is timing: proper planning from the very beginning. Management must
plan out an LSA strategy well in advance of the project start date, so that
the proper personnel and equipment are in place on time.
Understandably, LSA is difficult to accomplish on some projects. Security
requirements, budget constraints, and the like can handicap an effective LSA
program. But ineffective LSA resulting from poor planning or ignorance is not
acceptable. Also, LSA personnel must be adequately trained to do analysis to
avoid project delays and cost overruns.
For an effective product design and development program, both the
customer and the contractor must contribute to a planned strategy for
creating the desired product.
For a particular product design, the customer should document overall
logistic requirements in an ILSP. Then the contractor should satisfy those
requirements with an LSAP, identifying the actual LSA program management,
technical resources, plans, procedures, schedules, and controls to accomplish
the desired product design.
Implement an LSA program by breaking it down into major areas of concern,
and then subdivide each of these areas into more and more specific tasks.
However, for LSA to impact product design, information gathered from the
various LSA tasks must be fed back into the design process. This is
accomplished by creating and keeping current a formal, standard reporting
mechanism: the LSAR.
The federal Government has developed a logistics program using LSA for
military acquisitions. The principles of this program can be applied to any
design process civilian or military. Specific LSA tasks are used to accomplish
this program, as well as a standard set of LSAR reporting forms.
Follow Best Practices
LSA is most beneficial when used with best practices during product design
and development. For example:
Begin LSA at the earliest possible point in the pre-concept phase.
Determine the customer's needs and wants before presenting a design and
- Present the customer with a detailed LSA Plan to
create the desired product as part of the RFP response.
Make sure both the customer and the contractor understand and agree on
design concepts and needs before actual design work begins.
Properly tailor LSA and the resultant LSAR tasks for the most
cost-effective and useful program.
Conduct periodic design and program reviews to keep the developing design
Use and keep current the common data base (through the LSAR) to inject
specialized LSA information back into the design effort.
Include maintenance issues and other support factors in the LSA
Make sure that the LSA/LSAR processes are based on
the most recent engineering design information. The results of LSA are only
as good as the initial data put into the process.
The interaction of the customer's Integrated Logistics Support Plan,
the contractor's LSA Plan, and the developing design is the process
known as LSA.
Primary Reasons For LSA Problems
Technical data not developed
Support considerations ignored in design
Impact of immediate costs stressed rather than the total cost of
Lack of periodic LSA reviews
Initial crucial customer information not presented
What Logistics Support Analysis Impacts
The Maintenance Support Plan
Support and Test Equipment
Transportation and Handling
Technical Design, Development, and Maintenance Data
Production and Support Facilities
Personnel and Training
Reliability and Maintainability
Proper LSA Planning Strategy Includes:
Understanding Program Requirements
- Integrated Logistics Support Plan
- LSA Plan
Proper and Sufficient Facilities and