General Atomics Aeronautical: Partnering with DoD Presented To: 2011 DoD Maintenance Symposium & Exhibition Baron Asher Predator-Reaper Logistics & Sustainment Manager 1
GA-ASI Family of Aircraft 2
Ground Control Stations Current GCS (Ground Control Station) MACGCS (Multi-Aircraft Control GCS) STORM Cockpit Advanced Cockpit 3
Deployed Basic System Overview Ground Control Station (GCS) Two Line-of-Sight (LOS) C-Band Data Links 3 5 aircraft Beyond Line-of-Sight (BLOS) Ku SATCOM Data Link Engine Stand Wing Handlers Fuselage Stands Basic Tool Kits Ground Support Equipment (GSE) 4
Customer Base 5
Round-the-Clock Demand Every second of every day, over 60 Predator-series aircraft are airborne worldwide 450000 400000 350000 300000 250000 200000 150000 100000 50000 Calendar year 2006 80,000 hours Calendar year 2007 130,000 hours Calendar year 2008 0 235,000 hours Calendar year 2009 295,000 hours Calendar year 2010 375,000 hours Calendar year 2011 Flying over 40,000+ hrs/month 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Annual Flight Hour Growth 6
DoD Maintenance Support Structure USAF: Contractor Logistics Support (CLS) GA-ASI (UAS System & CICP) & Raytheon (MTS) O-to-D Level Maintenance O-level is both Blue-suit and contractor (competitive) Depot-level FSRs @ most locations Transitioning from Transactional CLS to PBL Standing up Organic Depots US Army: Interim Contractor Support (ICS) Full Contractor-supported PBL for initial sites Transitioning in phases to 100% soldier maintenance Participating in Organic Depot Stand-up 7
Partnering Opportunities OEM Perspective Extensive data collection and analysis Strategic review of key technical, legal & business practices Leverage organic resources and talent pools Re-allocation of company resources DoD Perspective Process and technology advancements Title 10 Compliance: 50/50 dollars Core Workload Hours Resource stability and growth 8
Partnering Priorities 1. Serve the War Fighter 2. Protect the Product 3. Support the Customer 4. Protect the Company 5. Be good Stewards 9
Partnership Concerns 10
Recommended Path to Partnership 1. Get started early Joint workshops with the experts Define the Partnership structure Start reviewing partnership drafts ASAP 2. Repair Data Analysis (Phase-1) Item identification and forecasting Match items to the designated Depots 3. Pick some winners Categorize by system risk, design maturity, supply depth, documentation levels and data rights 11
Recommended Path to Partnership 4. Repair Data Analysis (Phase-2) Detailed analysis by Logistics Elements Gap Studies with the appropriate Depots 5. Business Case Analysis Map NRE and Stand-up costs against workload goals 6. Depot Source of Repair Determination Allocate with achievable funding and BCA justification 12
Recommended Path to Partnership 7. Depot Maintenance Activation Working Group Duplicate OEM first to ensure quality and build confidence Resolve key stand-up issues: Documentation: Contractor-format or TO s? Re-manufacture or Repair-only 20-year expert vs. depot new-hire Automated Test Equipment: OEM ATE requires waivers Calibration, sustainment & maintenance responsibilities Quality Assurance Alignment Information Exchange and IT System Interfaces Supply Chain Stand-up Engineering Disposition and FSR support 13
Recommended Path to Partnership 8. Issue Stand-up Contracts (Lead Time Away) Documentation, training & provisioning Facilities modifications & workforce allocations 9. Activation and Certification Train the Trainers @ the OEMs Establish supply chain networks First article walk through/line Certification 10. Make the Partnership the Priority 14
How to get there Make War Fighter Support #1 If readiness falls, you ve failed Get in front of the problem Don t wait for Title-10 emergencies Get the Facts Maintain a detailed Repair Data Analysis program Include Data Rights and Documentation Levels Talk to the troops in the depots Understand what stand-up will really require Live in the fiscal present Plans that assume unlimited funding are bad ideas looking for a desk to land on 15