DOD INSTRUCTION 5000.91
P
RODUCT SUPPORT MANAGEMENT FOR THE ADAPTIVE
ACQUISITION FRAMEWORK


Originating Component: Office of the Under Secretary of Defense for Acquisition and Sustainment

Effective: November 4, 2021

Releasability: Cleared for public release. Available on the Directives Division Website
at https://www.esd.whs.mil/DD/.

Incorporates and C ancels: Appendix 3D of DoD Instruction 5000.85, “Major Capability Acquisition
(MCA),” August 6, 2020

Approved by: Gregory M. Kausner, Performing the Duties of the Under Secretary of
Defense for Acquisition and Sustainment

Purpose: In accordance with (IAW) the authority in DoD Directive (DoDD) 5135.02, this issuance:
• Establishes policy, assigns responsibilities, and prescribes procedures for product support
management to establish product support factors early in the requirements development and acquisition process to achieve effective and efficient weapon system capability and life cycle management.
• Prescribes procedures for program managers (PMs), product support managers (PSMs), and life
cycle logisticians (LCLs) to implement the adaptive acquisition f ramework (AAF) tenets to:
o Emphasize sustainment.
o Make data driven decisions.
o Tailor product support.

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ABLE OF CONTENTS 2
TABLE OF CONTENTS

S
ECTION 1: GENERAL ISSUANCE INFORMATION .............................................................................. 5
1.1. Applicability. .................................................................................................................... 5
1.2. Policy. ............................................................................................................................... 5
SECTION 2: RESPONSIBILITIES ......................................................................................................... 6
2.1. Under Secretary of Defense for Acquisition and Sustainment (USD(A&S))................... 6
2.2. Assistant Secretary of Defense for Sustainment (ASD(S)). ............................................. 6
2.3. Director, Defense Logistics Agency (DLA). .................................................................... 6
2.4. Under Secretary of Defense for Personnel and Readiness................................................ 7
2.5. USD(R&E). ....................................................................................................................... 7
2.6. DoD CIO. .......................................................................................................................... 8
2.7. Under Secretary of Defense for Intelligence and Security. .............................................. 8
2.8. Director, Cost Assessment and Program Evaluation (CAPE). ......................................... 8
2.9. DoD Component Heads. ................................................................................................... 8
SECTION 3: MANAGEMENT PRINCIPLES AND COMPONENT OVERSIGHT OVERVIEW ...................... 10
SECTION 4: GENERAL PRODUCT SUPPORT PROCEDURES OVER THE PROGRAM’S LIFE CYCLE ...... 11
4.1. Product Support Management......................................................................................... 11
4.2. Life Cycle Product Support. ........................................................................................... 12
4.3. The PSS and the LCSP. .................................................................................................. 12
4.4. Product Support Analysis. .............................................................................................. 14
4.5. PS BCA. .......................................................................................................................... 15
4.6. Product Support and the IP Strategy. .............................................................................. 15
4.7. Performance-Based Life Cycle Product Support. ........................................................... 16
4.8. Sustainment Metrics........................................................................................................ 16
a. Sustainment KPPs. ....................................................................................................... 16
b. Key System Attributes and Additional Performance Attributes. ................................. 17
c. RAM-C. ........................................................................................................................ 17
4.9. Cybersecurity, Intelligence, and Product Support. ......................................................... 18
4.10. Independent Logistics Assessment (ILA) and SR. ....................................................... 18
4.11. Additional Product Support Activities: ......................................................................... 18
a. Materiel Management and Materiel Storage. ............................................................... 18
b. Unique Test, Measurement, and Diagnostics Equipment (TMDE), Tools, and Support
Equipment. .................................................................................................................. 18

c. Facilities and Real Property. ........................................................................................ 19
d. Core Capability. ........................................................................................................... 19
e. Corrosion Prevention and Control. .............................................................................. 19
f. DMSMS. ....................................................................................................................... 19
g. Preservation and Storage of Unique Tooling Plan. ...................................................... 19
h. Counterfeit Material Prevention .................................................................................. 20
i. Demonstrating and Evaluating Performance. ............................................................... 20
SECTION 5. PRODUCT SUPPORT MANAGEMENT FOR THE URGENT CAPABILITY ACQUISITION
(UCA) PATHWAY .......................................................................................................................... 21
5.1. Overview. ........................................................................................................................ 21
5.2. Product Support Management for the UCA Pathway. .................................................... 21

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a. Disposition Analysis. ................................................................................................... 21

b. Disposition Determination. .......................................................................................... 21
SECTION 6. PRODUCT SUPPORT MANAGEMENT FOR THE MTA PATHWAY .................................... 22
6.1. Overview. ........................................................................................................................ 22
a. MTA Rapid Prototyping Pathway. ............................................................................... 22
b. MTA Rapid Fielding Pathway. .................................................................................... 22
6.2. Product Support Management for The MTA Rapid Prototyping Pathway. .................... 23
a. Operational Needs. ....................................................................................................... 23
b. Demonstrating and Evaluating Performance. .............................................................. 23
c. Transitioning Rapid Prototyping Programs. ................................................................ 23
6.3. Product Support Management for the MTA Rapid Fielding Pathway. .......................... 24
a. Operational Needs and PSM Input in Requirements Development. ............................ 24
b. Demonstrating and Evaluating Performance. .............................................................. 24
c. Contract, Acquisition, and Funding Strategies. ........................................................... 24
d. Transitioning Rapid Fielding Programs. ...................................................................... 24
SECTION 7. PRODUCT SUPPORT MANAGEMENT FOR THE MAJOR CAPABILITY ACQUISITION (MCA)
PATHWAY ...................................................................................................................................... 26
7.1. Purpose. ........................................................................................................................... 26
7.2. Product Support Management for the MCA Pathway .................................................... 26
a. Product Support Development, Implementation, and Tracking. .................................. 26
b. Product Support Assessments and Reviews. ............................................................... 26
SECTION 8. PRODUCT SUPPORT MANAGEMENT FOR THE SOFTWARE ACQUISITION PATHWAY ..... 28
8.1. Purpose. ........................................................................................................................... 28
8.2. Product Support Activity. ............................................................................................... 28
a. Product Support at Program Inception. ........................................................................ 28
b. Product Support in the Planning Phase. ....................................................................... 29
c. Product Support Requirements in the Execution Phase. .............................................. 30
d. Product Support Security Requirements. ..................................................................... 30
e. IT Service Management. .............................................................................................. 30
SECTION 9. PRODUCT SUPPORT MANAGEMENT FOR THE DEFENSE BUSINESS SYSTEM (DBS)
ACQUISITION PATHWAY ................................................................................................................ 31

9.1. Purpose. ........................................................................................................................... 31
9.2. PSM Activity within the Business Capability Acquisition Cycle (BCAC) .................... 31
a. Capability Need Identification. .................................................................................... 31
b. Solution Analysis Phase. .............................................................................................. 31
c. Functional Requirements and Acquisition Planning. ................................................... 32
d. Acquisition Testing and Deployment. ......................................................................... 32
e. Capability Support. ...................................................................................................... 32
SECTION 10. PRODUCT SUPPORT MANAGEMENT FOR THE ACQUISITION OF SERVICES PATHWAY . 33
10.1. Purpose. ......................................................................................................................... 33
10.2. Product Support Input. .................................................................................................. 33
GLOSSARY ..................................................................................................................................... 34
G.1. Acronyms. ...................................................................................................................... 34
G.2. Definitions. ..................................................................................................................... 35
REFERENCES .................................................................................................................................. 36

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F
IGURES
Figure 1. Adaptive Acquisition Framework ................................................................................ 10

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ECTION 1: GENERAL ISSUANCE INFORMATION 5
SECTION 1: GENERAL ISSUANCE INFORMATION
1.1. APPLICABILITY .
This issuance applies to the OSD, the Military Departments, the Office of the Chairman of the
Joint Chiefs of Staff and the Joint Staff, the Combatant Commands, the Office of Inspector
General of the Department of Defense, the Defense Agencies, the DoD Field Activities, and all
other organizational entities within the DoD (referred to collectively in this issuance as the “DoD
Components”).
1.2. POLICY.
The DoD will conduct comprehensive product support and sustainment planning for defense
systems across the program’s life cycle.

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ECTION 2: RESPONSIBILITIES 6
SECTION 2: RESPONSIBILITIES
2.1. UNDER SECRETARY O F DEFENSE FOR ACQUISITION AND SUSTAINMENT
(USD(A&S)).
The USD(A&S), as the Defense Acquisition Executive (DAE):
a. Oversees the issuance, maintenance, framework, and comprehensive guidance on life
cycle management and product support strategies (PSSs).
b. Issues and maintains the requirements for the development of the PSS and the content and
approval process of the l ife cycle sustainment plan (LCSP).
c. Coordinates with the Under Secretary of Defense for Research and Engineering
(USD(R&E)) to:
(1) Implement Section 2443 of Title 10, United States Code ( U.S.C.).
(2) Ensure that engineering and product support activities are seamless ly integrated.
2.2. ASSISTANT SECRETARY OF DEFENSE FOR SUSTAINMENT (AS D(S)).
Under the authority, direction, and control of the USD(A&S), the ASD(S):
a. Approves the program LCSP for Acquisition Category (ACAT) 1D and special
interest programs.
b. Ensures sustainment attributes are included in capabilities designs to ensure the cost
effective readiness throughout the service life of weapon system s.
2.3. DIRECTOR, DEFENSE LOGISTICS AGENCY (DLA).
Under the authority, direction, and control of the USD(A&S), the Director, DLA:
a. Supports product support management processes with supply chain information for:
(1) Storage and distribution facilities, locations, and capacity.
(2) Logistics support activity supply chain planning and execution, in coordination with
the Military Departments , to maintain efficient inventory levels.
b. Collaborates with PMs on:
(1) Using DLA storage and distribution capacity and public-private partnership
arrangements.

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ECTION 2: RESPONSIBILITIES 7
(2) Transferring U.S. Government-owned inventory from commercial to DLA facilities.
(3) Coordinating national stock number assignments with PMs and PSMs, who provide
the data necessary for the relevant life cycle management command to coordinate with DLA to
support stocking, storing, and issuing of parts through the standard supply system.
2.4. UNDER SECRETARY OF DEFENSE FOR PER SONNEL AND READINES S.
The Under Secretary of Defense for Personnel and Readiness provides policy and oversight for
product support training for Defense Acquisition System (DAS) programs.
2.5. USD(R&E) .
The USD(R&E):
a. Advises the Secretary of Defense and the DAE on technology and program protection
risks, including adversary risks to DoD-sponsored programs, research, technology, systems, and
capabilities throughout the life cycle of a system.
b. Provides DoD- wide policy framework and direction for technical and engineering
protections to manage the risks to research, programs, and systems from hardware, software,
cyber, and supply chain risk management (SCRM) vulnerabilities, and battlefield loss reverse
engineering throughout the life cycle of a system.
c. Establishes policy and provides procedures for the Program Protection Plans IAW DoD
Instruction (DoDI) 5000.83.
d. In coordination with DoD Chief Information Officer ( CIO), establishes policy and
procedures to manage information communications technology and SCRM for systems
throughout the systems’ life cycles.
e. Coordinates with the USD(A&S) to ensure the seamless functioning of product support
governance e.g., systems engineering plan, reliability, availability, maintainability, and cost
(RAM-C), LCSP, for:
(1) Technical activities such as in Paragraph 2.q. of DoDD 5137.02.
(2) Completing technical assessments, especially in the areas of reliability and
maintainability, among others.
(3) Transferring emerging technologies from research into acquisition programs and
sustainment pursuant to DoDI 5000.92.

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2.6. DOD CIO .
a. Establishes policy and provides oversight, review, and assessment of programs’
information and c ommunications t echnology and SCRM.
b. Establishes policy and provides oversight for interoperabilit y, information technology (IT)
products and services for hardware and software, and the IT systems used to manage product
support technologies.
c. Ensures cybersecurity and cyber threat considerations are integrated into the AAF.
d. Coordinates with the USD(R&E) and the USD(A&S) to ensure that cybersecurity policies
and standards are integrated into the DAS IAW DoDD 5000.01.
e. Supports and informs the USD(A&S) on all IT and cyber infrastructure acquisition
matters and investment decisions, including IT-intensive software systems, such as business
systems, to ensure that cybersecurity policies and standards are integrated into the DAS IAW
DoDD 5000.01.
2.7. UNDER SECRETARY O F DEFENSE FOR INTELLIGENCE AND SE CURITY.
The Under Secretary of Defense for Intelligence and Security oversees intelligence support to the
acquisition life cycle and oversees DoD intelligence support to cybersecurity.
2.8. DIRECTOR, COST ASSES SMENT AND PROGRAM EVALUATION (CAPE) .
The Director, CAPE:
a. Advises the USD(A&S) on schedule, resource allocation, affordability, systems analysis,
cost estimation, and the performance implications of product support management decisions.
b. Establishes policies and prescribes procedures for the collection of cost data and cost
estimates for programs using any acquisition pathway at any point in the life cycle, as
appropriate.
2.9. DOD COMPONENT HEADS.
The DoD Component heads:
a. Establish requirements, budget, and acquisition and sustainment processes to support
development, deployment, and operational use of:
(1) Weapon systems, including embedded software and software applications.
(2) Upgrades of weapon systems, including embedded software and software
applications.

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ECTION 2: RESPONSIBILITIES 9
b. Through their C omponent A cquisition E xecutive (CAE), serve as decision authority for
programs within the AAF, unless such decision authority has been retained by the DAE or
another designated official for a system. As the decision authority, the CAE:
(1) Oversees and makes key decisions for the AAF programs IAW this issuance and
related Component policies.
(2) Designates PSMs. All covered systems and ACAT II programs will be supported by
a PSM, no later than at program initiation , throughout the life of the system. IAW DoDI
5000.80, all programs using the middle tier of acquisition ( MTA) pathway will also be assigned
a PSM. Assignment of a PSM is encouraged for all other programs.
(3) Approves LCSPs for all ACAT 1B or 1C programs and below , unless this
responsibility is delegated to a designated official.

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ECTION 3: MANAGEMENT PRINCIPLES AND COMPONENT OVERSIGHT OVERVIEW 10
SECTION 3: MANAGEMENT PRINCIPLES AND COMPONENT
OVERSIGHT OVERVIEW
DoDD 5000.01 establishes policy and assigns responsibilities for managing all acquisition
programs in the DAS. DoDI 5000.02 describes the AAF that supports the DAS with the
objective of delivering effective, suitable, survivable, sustainable, and affordable solutions to the
end user in a timely manner. To achieve this objective, the DoD utilizes the AAF comprised of
acquisition pathways, each tailored for the unique characteristics and risk profile of the capability
being acquired. The PSM will tailor the program’s product support approach depending on the
pathway(s) used during development. Figure 1 depicts the various AAF pathways and associated
key events.
Figure 1. Adaptive Acquisition Framework


December 2019
xx
Cybersecurity
Path
Selection
Defense
Business
Systems
Middle Tier
of
Acquisition
Acquisition
of Services
Major
Capability
Acquisition
Urgent
Capability
Acquisition
OPERATIONS AND SUSTAINMENT
Business Capability Acquisition Cycle
< 2 years
Software
Acquisition
Rapid
Prototyping
Capability
Need
Identification
Solution
Analysis
Functional
Requirements and
Acquisition
Planning
Acquisition,
Testing, and
Deployment
Capability
Support
Planning
Phase
I1I2…
MVP MVCR Rn
OD Rapid
Fielding
10
Materiel
Solutions
Analysis
Technology
Maturation and
Risk Reduction
Engineering and
Manufacturing
Development
Production
and
Deployment
MDD MS A MS B MS C IOCFOC
ATP ATP ATP ATP
In In In
Execution Phase
OD
≤ 5 years
< 1 year
DD
Tenets of the Defense Acquisition System
1. Simplify Acquisition Policy
2. Tailor Acquisition Approaches
3. Empower Program Managers
4. Conduct Data Driven Analysis
5. Actively Manage Risk
6. Emphasize Sustainment
DoDD 5000.01: The Defense Acquisition System
DoDI5000.02: Operation of the Adaptive Acquisition Framework
Legend:
ATP: Authority to Proceed DD: Disposition Decision FOC: Full Operational Capability
I: Iteration IOC: Initial Operational CapabilityMDD: Materiel Development Decision
MS: Milestone MVCR: Minimum Viable Capability ReleaseMVP: Minimum Viable Product
OD: Outcome Determination R: Release
≤ 5 years
PLAN DEVELOP EXECUTE
1
Form
the
Team
2
Review
Current
Strategy
3
Perform
Market
Research
4
Define
Require-
ments
5
Develop
Acquisition
Strategy
6
Execute
Strategy
7
Manage
Performance

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ECTION 4: GENERAL PRODUCT SUPPORT PROCEDURES OVER THE PROGRAM’S LIFE CYCLE 11
SECTION 4: GENERAL PRODUCT SUPPORT PROCEDURES OVER THE
PROGRAM’S LIFE CYCLE
4.1. PRODUCT SUPPORT MANA GEMENT.
a. Product support is critical to achieving and sustaining warfighter readiness and lethality
and must begin at program inception to ensure effective and affordable readiness outcomes.
Product s upport management is the organization and coordination of life cycle activities,
products, processes, and data required to achieve defined program supportability cost, schedule,
and performance objectives. Product support management includes planning, cost estimating
and budgeting, developing, implementing, and managing an effective PSS that addresses all
12 integrated product support (IPS) elements to accomplish materiel and system readiness for
systems covered by Section 2337 of Title 10, U.S.C. (covered system s), major systems, sub
systems, components, and embedded software.
b. Product support also involves selecting product support integrators (PSIs) and product
support providers (PSPs) as appropriate to execute the PSS, IAW the product support
arrangements.
c. The 12 IPS elements that comprise the PSS are:
(1) Product support management.
(2) Design interface.
(3) Sustaining engineering.
(4) Maintenance planning and management.
(5) Supply support.
(6) Support equipment.
(7) Technical data.
(8) Training and training support.
(9) IT systems continuous support.
(10) Facilities and infrastructure.
(11) Packaging, handling, storage, and transportation.
(12) Manpower and personnel.
d. The PM is the single point of accountability for DoD systems support and total life cycle
systems management for all programs; however, the PSM is responsible to the PM for life cycle

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product support. The PSM supports the PM in the development of a performance-based life
cycle PSS required for all covered systems in the DAS, IAW DoDD 5000.01 and DoDI 5000.02.
e. PSMs will:
(1) Be a part of the life cycle logistics functional workforce, meet all LCL certification
and training requirements, and be a Military Service member or DoD civilian employee.
(2) Report to and provide system product support subject matter expertise to the PM for
the development, implementation, and execution of the system’s PSS.
(3) Perform the functions set forth in Section 2337(c)(2) of Title 10, U.S.C., for covered
systems.
(4) Develop, update, and implement a detailed LCSP.
(5) Conduct life cycle logistics management and product support activities for the AAF
pathways IAW DoDD 5000.01 and DoDI 5000.02.
(6) Collaborate with the chief engineer and systems engineers to provide sufficient
program supportability and cost data and analysis to the PM, CAE, and USD(A&S) to enable
effective operation, management, and tracking of reliability, availability, and maintainability
(RAM) and operating and support ( O&S) costs. All cost estimates and analysis will be
completed IAW DoDI 5000.73.
4.2. LIFE CYCLE PRODUCT S UPPORT.
Product s upport planning and PSS development begins prior to program initiation , and the
resultant method of executing product support (i.e. the product support soluti on) is re-evaluated
and updated throughout the program’s life cycle. The PM, with the support of the PSM, will
begin life cycle product support planning by conducting early risk identification, mitigation, and
product support analyses that inform best value solutions. The PSM must have input into
systems engineering requirements, design, maintenance planning, and contract development.
The PSM will collaborate with the lead systems engineer, who is responsible for executing a
comprehensive reliability and maintainability program, to ensure implementation of reliability
and maintainability through design, development, test, production, and sustainment. The PM
and the PSM must consider total life cycle costs, schedule, performance, and risks when making
programmatic decisions, including decisions impacting life cycle product support .
4.3. THE PSS AND THE LCSP .
a. The PSS is the overarching strategy to meet sustainment requirements. The PSM will
document the initial PSS within the acquisition strategy at program inception, and then in the
LCSP, at M ilestone A or an equivalent decision event for covered systems pursuant to
Section 2337 of Title 10, U.S.C. The LCSP is the detailed product support plan, including

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sustainment metrics, risks, costs, and analyses used to deliver the performance-based best value
strategy covering the IPS elements.
b. The LCSP is the primary program management reference governing operations and
support planning and execution from program inception to disposal. An LCSP is required for all
covered systems and is the principal document establishing the system’s product support
planning and sustainment, pursuant to Section 2337 of Title 10, U.S.C. For covered systems, a
detailed LCSP will include:
(1) A comprehensive PSS;
(2) Performance goals, including:
(a) Sustainment key performance parameters (KPPs).
(b) Key system attributes.
(c) Other appropriate metrics.
(3) An approved life cycle cost estimate for the system.
(4) Results of the Product Support Business C ase Analysis (PS BCA).
(5) Affordability constraints and key cost factors that could affect the system’s O&S
costs and proposed mitigation plans.
(6) Sustainment risks, SCRM, and diminishing manufacturing sources and material
shortage (DMSMS) risk management and proposed mitigation plans.
(7) Engineering and design considerations, including DMSMS resilience, that support
cost-effective sustainment for the system.
(8) A technical data and intellectual property (IP) management plan for product support.
(9) Major maintenance and overhaul requirements for the system’s life cycle.
(10) A plan to leverage enterprise opportunities across programs and DoD Components.
c. A tailored LCSP may be used for all systems that are not covered by Section 2337 of Title
10, U.S.C. (non-covered systems), as approved by the LCSP signature authority. At a minimum,
a tailored LCSP will include:
(1) Actions for achieving supportability and sustainment requirements.
(2) Methods to identify individuals responsible for sustainment planning.
(3) Required elements of sustainment planning.
(4) Timing of sustainment planning activities in the acquisition process.

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(5) Measures and metrics to assess compliance with the LCSP.
(6) Actions to continuously monitor PSIs’ and/or PSPs’ performance and ensure
compliance with the LCSP.
(7) The content and implementation status of the product support solution (including any
sustainment contracts) to achieve and maintain the product support .
(8) Description of IP (e.g., technical data and software deliverables and associated
license rights) necessary to enable cost-effective product support.
(9) Identification of PSPs and PSIs.
(10) Results of the PS BCA .
(11) Core depot analysis (see Paragraph 4.11. of this issuance) .
(12) Predictive analysis and modeling tools to improve materiel availability (A
M) and
reliability, increase operational availability (A
O), and reduce O&S costs.
(13) A b ed-down plan defining system quantity by year until system retirement and
disposal.
d. The PSM will implement the PSS via the LCSP through arrangements with various public
and/or commercial PSIs and/or PSPs. The PSM will use product support analysis data, as
described in Paragraph 4.4. of this issuance, to support the PS BCA (see Paragraph 4.5. of this
issuance), PSS, and LCSP. The PSM will conduct a PS BCA to assess courses of action being
considered and document the recommended course of action in the LCSP that achieves readiness
goals, manages risks, and is cost-effective. The PSM will collaborate with users, syste ms
engineers, cost analysts, and other stakeholders to develop risks and assumptions unique to the
systems. The LCSP will be reviewed and updated as necessary, following approval or
revalidation of the PS BCA and before sustainment reviews (SRs) are condu cted, to incorporate
program bed- down plans through retirement and disposal of the system, and other updates as
warranted.
4.4. PRODUCT SUPPORT AN ALYSIS .
The PSM will establish a cross-functional team of subject matter experts (SMEs) to develop
accurate assumptions, capture data, and perform data analysis to develop and refine the product
support analysis, also referred to as the supportability analys is. This analysis will support DoD
Component engineering and product support solutions. As a program prog resses through
development, the PSM will use the team of cross-functional SMEs to ensure product support
analysis activities are executed to develop accurate logistics product data, reduce redundancy,
and form a baseline for developing product support documentation (e.g., technical manuals,
training manuals). The PSM will work with the cross -functional team to conduct a thorough
analysis using analytical tools and modeling techniques to facilitate informed decisions on
supply support, manpower, training, m aintenance and maintenance planning, and other IPS

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elements. Pursuant to DoDI 5000.88, supportability analyses will be included in the evolution of
the digital authoritative source of truth which is managed and maintained throughout the life of
the program.
4.5. PS BCA.
a. The PS BCA is a structured methodology and document that aids decision making by
identifying and comparing product support alternatives, examining the mission and business
impacts (both financial and non- financial), risks, and sensitivities. The PS BCA is the summary
of the analysis, assumptions, performance, risks, and costs of analyzed courses of action, and the
rationale for the selection of the recommended course of action. T he warfighter’s requirements
and the PSS is used to structure the PS BCA. The PS BCA will include alternatives that balance
cost effective readiness and organic sustainment requirements. The PS BCA development
process is iterative in nature and the results of the PS BCA and detailed planning may lead to
subsequent PSS refin ement.
b. The output of the PS BCA helps determine a best value solution for meeting the PSS. The
PM uses recommendations from the PS BCA to support sustainment funding requirements in the
programming, planning, budgeting, and execution process. The PM and PSM will revalidate the
PS BCA based on changes ( to systems, hardware or software, constraints, and operational
environment) or every 5 years, whichever occurs first. The PS BCA provides O&S cost
projections associated with the PSS, as reflected in the LCSP, which informs the PM’s program
objective memorandum (POM) input, in time to allocate funds required for the PSPs and the
PSIs to execute sustainment activities.
c. As the program progresses, the PSM will use supportability analyses, operational data,
and forecasting (prognostics) to develop updates to the PS BCA to ensure the product support
solution is still satisfying the PSS as critical parts, system configuration, and concept of
operations (CONOPS) changes occur over the program life cycle.
4.6. PRODUCT SUPPORT AND THE IP STRATEG Y.
The PM and PSM will coordinate with IP SMEs, including consultation as appropriate with the
Component’s IP representative identified pursuant to DoDI 5010.44, in the development of
product support input into the IP s trategy. The IP strategy addresses the acquisition of tailored
data deliverables and license rights to enable competition for life cycle product support and
organic depot maintenance. Flexible mechanisms such as priced data options and specially
negotiated license agreements should be considered to address uncertainty and changes in
support requirements over time. The IP strategy identifies, and acquisition contracts should
secure, sufficient technical data, manuals, and publications to enable informed G overnment
decisions to acquire maintenance and repair through G overnment organic capability and/or
contractor-provided solutions .

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4.7. PERFORMANCE-BASED LIFE CYCL E PRODUCT SUPPORT.
a. The PM, with the support of the PSM, will develop and implement an effective
performance-based life cycle PSS (synonymous with performance-based logistics strategy) that
will deliver an integrated and affordable product support solution designed to optimize system
readiness for the warfighter. The perfo rmance-based life cycle PSS will be the basis for all
product support efforts and lead to a product support package to sustain warfighter requirements.
b. At the program level, all product support solutions will be performance based. Product
support solutions will include an appropriate mix of product and process metrics with threshold
values to monitor performance that may be adjusted as needed to satisfy warfighter requirements.
The PSM will employ effective planning, development, implementation, and management in
developing a system’s product support arrangements in support of the product support solution.
c. While performance- based product support arrangements may be a key component of a
program’s performance-based lifecycle product support solution, this does not mean that all
arrangements with industry will be performance-based logistics contracts. Performance- based
logistics contracts are utilized when analysis indicates they can effectively reduce cost and
improve performance. Performance -based logistics contracts will be structured to specific
program needs and may evolve throughout the life cycle.
d. The PSM will maximize the best use of public and private sector capabilities through
Government and industry partnership initiatives when developing the PSS.
4.8. SUSTAINMENT METRICS.
The PM and PSM will use RAM and O&S cost metrics to conduct analyses to develop cost
targets and develop strategies for providing product support at an affordable cost. The PSM will
coordinate with the requirements developers to influence these metrics during requirements
development. The PSM will track metrics through the initial contract and system development
process. Once the program transitions from development to production or sustainment, the PM
and PSM will track and incentivize PSIs’ and PSPs’ performance against these and other
operational sustainment metrics.
a. Sustainment KPPs.
The sustainment KPPs, as defined in the Joint Capabilities Integration and Development System
(JCIDS) Manual Sustainment KPP Guide, consist of two complementary KPPs: A
M and AO. AM
and AO are defined in compliance with Section 118 of Title 10, U.S.C.
(1) A
M.
A
M is a measure of the percentage of the total inventory of system operationally capable
of performing an assigned mission at a given time. A
M is based on the entire system inventory,
including attrition reserve and prepositioned systems. This KPP will cover the timeframe from
placement into operational service through the planned end of service life. The A
M KPP has

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direct impact to the acquisition as the quantity to be procured is informed by the sustainment
strategy impacts to fleet availability.
(2) A
O.
A
O is a measure of the degree to which a piece of equipment or weapon system can be
expected to work properly when it is required ; that is, the percent of time the equipment or
weapon system is available for use. A
O requirements derive directly from CONOPS or
operational mode summary mission profile.
b. Key System Attributes and Additional Performance Attributes.
The key system a ttributes and additional performance attributes (i.e., RAM and O&S cost) in
JCIDS are the following:
(1) Maintainability (Corrective Maintenance and Maintenance Burden).
Corrective maintenance, and the required maintenance burden, impact to design, and the
program’s A
O and O&S cost.
(2) Reliability.
Mission reliability and logistics reliability measure whether a program is meeting
required performance parameters. They are the design metrics that have the most significant
impact on the program’s A
O and O&S cost.
(3) O&S Cost.
Establishing and monitoring O&S c ost estimates during development ensures that the
projected total life cycle cost associated with availability and reliability is considered in
balancing the design decisions for a program.
c. RAM-C.
(1) The PSM will work with systems engineers and users to develop the RAM -C
rationale r eport to ensure supportability, maintenance, and training are incorporated into the
design through early user assessments; and to incorporate user feedback into supportability
planning. This collaboration will ensure sustainment thresholds are valid and feasible. M ore
detail on the RAM-C rationale report may be found within relevant engineering instructions
(e.g., DoDI 5000.88) and in Annex D paragraph 2.4 of the JCIDS Manual , Enclosure B.
(2) The PSM will ensure contracts, arrangements, and agreements with PSIs and PSPs
require sustainment activities and that performance metrics are iteratively reported. This
provides the PM the ability to assess cost, schedule, performance, and supportability metrics over
the program’s life cycle. The PM and PSM will utilize ADVANA (and /or any future successor
systems) and s ervice visibility and management of O&S costs to support SRs that track
sustainment metrics and O&S costs across the program’s life cycle.

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4.9. CYBERSECURITY, INT ELLIGENCE, AND PRODUCT SUPPORT.
The PM and PSM will coordinate, as applicable, with the DoD CIO Community to ensure the
PSS and any PSIs or PSPs incorporate cybersecurity over the program’s life cycle, IAW DoDI
5200.44. The PM and PSM will utilize, as applicable, Intelligence Community provided data
sources IAW DoDI 5000.86, other relevant intelligence instructions, DoDD 5250.01, and
updated program protection plan and life cycle mission data plan. The PM and PSM should
coordinate with systems engineers to ensure PSIs and PSPs conducting sustainment activities,
including SCRM, do not compromise the program’s security or integrity.
4.10. INDEPENDENT LOGIST ICS ASSESSMENT (ILA) AND SR.
a. The ILA identifies features that are likely to drive future O&S costs, changes to system
design that could reduce such costs, and effective strategies for managing such costs. ILAs are
conducted prior to key acquisition decision points, m ilestone decisions, and the full rate
production decision.
b. SRs are governed by Section 2441 of Title 10, U.S.C., and are required for all active and
in service covered weapon systems . SRs begin at 5 years after initial operational capability and
repeat every 5 years thereafter. SRs end 5 years before a covered system’s planned end of
service date. The SRs will focus on statutory sustainment elements and track O&S cost growth.
SRs satisfy the requirement for ILAs after a program has achieved initial operational capability .
4.11. ADDITIONAL PRODUCT SUPPORT ACTIVITIES:
a. Materiel Management and Materiel Storage.
The PM, through the PSM, will evaluate and select materiel management solutions that
balance support goals, total supply chain costs, and performance factors IAW DoDI 4140.01,
DoDI 4140.69, Volume 5 of DoD Manual 4140.01, DoDI 4245.15, and DoD Manual 4140.70.
The PSM will use existing organic storage and warehousing facilities (DLA or other similar
organic warehousing and storage) to the maximum extent practicable before establishing
additional capacity at either organic or private warehouse or storage facilities. Additional
requirements for DMSMS, SCRM, and materiel, equipment, and inventory management are
detailed in DoDI 4140.01 , DoDI 5000.64, and DoDI 5200.44. Serialized item management
instructions are detailed in DoDI 8320.04.
b. Unique Test, Measurement, and Diagnostics Equipment (TMDE), Tools, and
Support Equipment.
The PM, through the PSM , will minimize unique TMDE, tools, and support equipment by
using Military Department- or DoD-approved families of TMDE, tools, and support equipment
in DoD field and depot operations to the maximum extent possible.

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c. Facilities and Real Property.
The PM, through the PSM, will conduct planning for facilities mana gement of real property
investments (i.e., facilities and infrastructure) necessary for the system’s operations and support,
IAW DoDI 4245.14.
d. Core Capability.
The PM, with support of the lead Military Department, will conduct a core logistics analysis
pursuant to Section 2464 of Title 10, U.S.C. The core logistics analysis will identify and
quantify the workloads to support the program’s capabilities and help inform the necessary
technical data, computer software, and associated data rights required t o accomplish
maintenance. The core logistics analysis is part of the depot s ource of r epair decision process
governed by DoDI 4151.24.
e. Corrosion Prevention and Control.
On behalf of the PM, as part of the corrosion prevention and mitigation planning required by
Section 2228 of Title 10, U.S.C., the PSM will work with system s engineers to incorporate
DoDI 5000.67 required corrosion prevention and control planning to mitigate the impact of
corrosion on materiel readiness and O&S costs. Pursuant to Secti on 2366b of Title 10, U.S.C.,
the PSM will ensure that corrosion prevention and control is incorporated into life cycle
sustainment planning and will evaluate sustainment costs, including the costs related to corrosion
prevention, throughout the program’s life cycle.
f. DMSMS.
The PM, through the PSM, will develop, ensure funding , and execute a DMSMS
management plan and conduct proactive risk- based DMSMS management per that plan to
identify current DMSMS issues, forecast future DMSMS issues, program and budget for
resolving DMSMS issues, and implement those resolutions IAW DoDI 4245.15. Implementing
DMSMS issue resolutions will take into account a parts management process that considers
SCRM, supportability, loss of technological advantage, and obsolescence when selecting parts
used in DMSMS resolutions. In addition, the PSM will use both current and forecast ed DMSMS
issues in developing product roadmaps for supportability.
g. Preservation and Storage of Unique Tooling Plan.
For covered systems, preservat ion and storage of unique tooling plan, as outlined and
required by Section 815 of Public Law 110-417, is prepared to support Milestone C. The
preservation and storage of unique tooling plan must include the review cycle for assessing tool
retention across the life of the system. If a Milestone D ecision A uthority ( other than the DAE)
determines that preservation and storage of unique tooling is no longer required, a waiver will be
submitted to the DAE. The DAE is required to notify Congress that this requirement has been
waived.

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h. Counterfeit Material Prevention
The PM will implement a risk -based process to prevent counterfeit material from entering
into the DoD supply chain and to prevent the DoD from acqui ring counterfeit material, pursuant
to Section 818 of Public Law 112-81, and IAW DoDI 4140.67 and Sections 252.246- 2007 and
252.246- 2008 of the Defense Federal Acquisition Regulation Supplement.
i. Demonstrating and Evaluating Performance.
In support of the PM, the PSM will work with systems engine ers and the testing and user
communities to incorporate costs and manpower planning necessary to conduct user
supportability related demonstration and evaluation events into the program test strategy.
Developmental, live fire, and operational test and evaluation programs provide critical data that
are used to inform and support acquisition decisions regardless of acquisition pathway. All
acquisition programs must include an adequate and properly resourced developmental,
operational, and live fire test and evaluation program.

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ECTION 5. PRODUCT SUPPORT MANAGEMENT FOR THE UCA PATHWAY 21
SECTION 5. PRODUCT SUPPORT MANAGEMENT FOR THE URGENT
CAPABILITY ACQUISITION (UCA) PATHWAY
5.1. OVERVIEW .
a. This section describes :
(1) The application of product support planning, policies, and procedures to provide
supportability and sustainment applicable to the UCA pathway, as outlined in DoDI 5000.81.
(2) The elements of the PSS needed to achieve desired materiel readiness outcomes and
reduce total life cycle costs, should the disposition analysis and determination, pursuant to DoDI
5000.81, direct the capability being acquired to transition to a program of record (PoR).
b. Statutory product support requirements apply to a n acquisition using the UCA pathway
only to the extent provided in the applicable underlying statute.
5.2. PRODUCT S UPPORT MANAGEMENT FOR THE UCA PATHWAY.
The PM will coordinate with an LCL or consult with a Military Department PSM in developing
the PSS and should consider requiring data collection from the original equipment manufacturer
as part of the initial contract for the urgent capability. No later than one year after an urgent need
capability enters the operation and support phase (or earlier if directed by the DoD Component),
the DoD Component will appoint a disposition official, pursuant to DoDI 5000.81, to conduct a
disposition analysis. The PSM or LCL assigned by the DoD Component will advise the
disposition official on supportability and sustainment planning.
a. Disposition Analysis.
The PM and the PSM (or LCL) will use operational data, including an assessment of the
fielded urgent need capability’s operational utility, as well as user feedback concerning its
performance, to help inform the disposition official’s recommendation and highlight key risk
areas. The PSM or LCL will identify risks to inform any follow -on procurement and product
support performance metrics to incentivize future improvements in the capability’s design to
achieve A
O and control costs should it transition to a PoR.
b. Disposition Determination.
When the disposition offi cial recommends transitioning the capability to a PoR, the PSM or
LCL will use field operational data to conduct an economic l evel of repair analysis IAW MIL-
HDBK-502A and any other related analyses to develop a PS BCA.

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ECTION 6. PRODUCT SUPPORT MANAGEMENT FOR THE MTA PATHWAY 22
SECTION 6. PRODUCT SUPPORT MANAGEMENT FOR THE MTA
PATHWAY
6.1. OVERVIEW .
This section describes the application of product support planning, policies, and procedures to
provide supportability and sustainment applicable to the MTA pathway, as outlined in
DoDI 5000.80.
a. MTA Rapid Prototy ping Pathway.
Prototype programs are conducted IAW DoDI 5000.80. The objective of an acquisition
program using th e rapid prototyping pathway is to rapidly produce a prototype and provide for a
residual operational capability within 5 years of the program’s start date.
(1) In accordance with DoDI 5000.80, a PSM will be assigned to all programs using the
MTA pathway. The PSM will support the PM in developing and implementing a n LCSP, or a
tailored LCSP for non- covered systems.
(2) The PSM will provide dat a to support and inform designing for supportability
through input into the CONOPS and system performance and cost threshold and objective
metrics.
(3) The PSM will further influence design through coordination with users to assess
models or physical prototypes, to ensure maintainability and usability within an operational
environment. The PSM will provide user feedback, along with system and operational data , to
systems engineers to support the development of modeling tools to improve the prototype’s
design.
(4) To reduce risk to achieving A
O and total ownership costs to programs transitioning
into another acquisition pathway, PMs and PSMs will tailor their effort to the contracting
methods and strategies outlined in Section 4 of this issuance.
b. MTA R apid Fielding Pathway.
Pursuant to DoDI 5000.80, the objective of the rapid fielding pathway is to rapidly deploy
proven technologies. To expedite deliverables, the PM and PSM will develop agile processes
and structure teams to gather data, share information, and make rapid changes across all program
areas in time to meet materiel release and materiel support decision requirements within the rapid
fielding pathway’s timelines.
(1) In accordance with DoDI 5000.80, a PSM will be assigned to all programs using the
MTA pathway. The PSM will support the PM in developing and implementing a n LCSP, or a
tailored LCSP for non- covered systems.

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ECTION 6. PRODUCT SUPPORT MANAGEMENT FOR THE MTA PATHWAY 23
(2) DoD Components will develop an LCSP for covered systems, or a tailored LCSP for
non-covered systems, upon initiation f or each program using the rapid fielding pathway that will
consider life cycle costs. The LCSP will address logistics support and training; system, joint,
and coalition interoperability; and planning for cooperative opportunities, including foreign
sales.
(3) The PSM will use data from a prototype system transitioning into rapid fielding,
when applicable, to assess performance and risk. When a rapid fielding program is commercial
off-the-shelf, G overnment off-the-shelf, or non- developmental item( s) that have not gone
through a prototype development, the PSM will follow the guidance in Section 4 of this issuance
in order to develop realistic sustainment performance and cost thresholds and objectives.
6.2. PRODUCT SUPPORT MANAGEMENT FOR THE MTA RA PID PROTOTYPING
PATHWAY.
a. Operational Needs.
(1) The PM, with the PSM’s support, will coordinate with the contracting officer to
ensure contracts incentivize original equipment manufacturers to include suitability attributes in
prototype development and design specifications .
(2) The PSM will utilize appropriate product support analyses to support development of
a PSS that informs product support inputs into the acquisition and IP strategies.
b. Demonstrating and Evaluating Performance.
(1) In support of the PM, the PSM will work with systems engineers and the testing and
user communities to incorporate the costs and manpower planning necessary to conduct user
supportability related demonstration and evaluation events into the test strategy.
(2) The program’s schedule will include development and review timelines to ensure
logistics products ( e.g., technical data and computer software) used to conduct assessments,
evaluations, and sustainment ( e.g., supply chain, quality standards) are delivered in time to meet
user evaluation, verification, and supply support planning events.
c. Transitioning Rapid Prototyping Programs.
(1) To support the transition into another pathway or to continue to rapid fielding under
the MTA pathway, the PSM will submit the transition plan to the PM and use operational data to
track and measure trends related to system performance, reliability, and maintainability . The
transition plan will include all risk reduction activities and contract requirements (e.g.,
deliverables, escrow accounts, or deferred data) used to support the program’s transition .
(2) The PSM will conduct product support risk management activities in support of MTA
rapid prototyping activities to address the following considerations:
(a) Product support risks and cost drivers during transition to rapid fielding activities.

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ECTION 6. PRODUCT SUPPORT MANAGEMENT FOR THE MTA PATHWAY 24
(b) Product support risks and cost drivers after fielding of the prototype system.
(3) An LCSP ( or a tailored LCSP for non- covered systems) will be completed prior to
transitioning a prototype program to rapid fielding and document the transition plan in the LCSP ,
including sustainment performed by interim contract support as well as the timeline for those
activities to transition to an organic PSP or PSI or a best value mix of organic and contract PSI(s)
and/or PSP(s).
6.3. PRODUCT SUPPORT MANAGEMENT FOR THE MTA RAPID FIELDING
PATHWAY.
a. Operational Needs and PSM Input in Requirements Development.
The PM and PSM will track the rapid fielding system’s performance to measure reliability,
availability, maintainability, and cost metrics performance.
b. Demonstrating and Evaluating Performance.
The PM and PSM will track test results IAW DoDI 5000.80 para graph 3.2b ( e.g., reliability,
availability, maintainability, cost, or other metrics) and objectives metrics and follow risk
mitigation plans per the contract, system test plan, and acquisition strategy. The PSM, in support
of the PM, will work with the contracting officer to incentivize supportability through contract
requirements and use an iterative quality review process of product support and logistics related
deliverables. Data from both i nitial developmental test and evaluation and operational test and
evaluation will be used to inform and update initial product support analysis.
c. Contract, Acquisition, and Funding Strategies.
(1) In order to support the PM in developing realistic cost estimates that include IPS
elements, the PSM will provide operational data and PS BCA analyses to the business financial
manager and lead cost estimator to be used in estimates.
(2) The PSM will document the initial PSS in the acquisition strategy. Costs associated
with the initial PSS will be included in the funding and acquisition strategies.
(3) The PSM and PM will consider flexible mechanisms, such as priced data options and
specially negotiated license agreements, to address uncertainty and changes in long term support
requirements.
d. Transitioning Rapid Fielding Programs.
(1) In order to develop the transition plan when transitioning a rapid fielding program to
another AAF pathway, the PSM will use operational data to track and measure trends, then
identify areas to utilize sustainment cost and performance metrics to reduce or maintain O&S
costs. The transition plan will include all risk reduction activities and contract requirements
(e.g., deliverables, escrow accounts, or deferred data) used to support the program’s transition to
the new pathway.

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ECTION 6. PRODUCT SUPPORT MANAGEMENT FOR THE MTA PATHWAY 25
(2) To ensure funds are planned for and allocated to implement the PSS, the PSM should
work with the PM and business financial manager to provide product support input into the POM
for forecasted PSI and /or PSP activities at least 2 years before sustainment activities start. The
LCSP (or for a non- covered system the tailored LCSP ) will document the program’s transition
plan and include the PSS, including sustainment activities performed by a contractor and the
timeline for those activities to transition to an organic PSP or PSI, or a best value mix of organic
and contract PSI(s) and/or PSP(s)

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ECTION 7. PRODUCT SUPPORT MANAGEMENT FOR THE MCA PATHWAY 26
SECTION 7. PRODUCT SUPPORT MANAGEMENT FOR THE MAJOR
CAPABILITY ACQUISITION (MCA) PATHWAY
7.1. PURPOSE.
a. A program utilizing the MCA pathway may also be using other pathways to meet program
goals. T he PSM must emphasize supportability as a key consideration in the system’s design
and in the initial contract, to both reduce O&S costs and achieve operational outcomes.
b. The PSM supporting an MCA pathway program and a program developing software using
the software acquisition pathway for embedded software will use Section 8 of this issuance to
develop the software sustainment strategy and document it within the system’s LCSP.
c. The PSM supporting an MCA pathway program and product support for component
upgrades or capability solution insertion through the MTA pathway will detail the PSS in a
tailored format as part of the acquisition strategy within the overarching PSS and LCSP. The
LCSP will be updated at each milestone, full rate production decision, and prior to each change
in the PSS, or every 5 years.
7.2. PRODUCT SUPPORT M ANAGEMENT FOR THE MC A PATHWAY
a. Product S upport Development, Implementation, and Tracking.
Refer to DoDI 5000.85 for the phase descriptions and product support inputs over the life
cycle of MCA programs.
b. Product S upport Assessments and Reviews.
The PM and PSM will continually assess the product support approach for DoD Component -
level program product support assessments and technical reviews (e.g., systems engineering and
test) to ensure the system design and product support performance are integrated to achieve the
sustainment objectives and provide data to inform applicable modeling and simulation tools.
Assessments and reviews assist the PM, PSM, system operators and maintainers, resource
sponsors, and materiel enterprise stakeholders in taking corrective action to prevent degraded
materiel readiness or O&S cost growth.
(1) ILAs.
Pursuant to Section 2337a of Title 10, U.S.C., DoD Components will conduct ILAs for
major weapon systems before key acquisition decision points, including Milestones B and C and
the full rate production decision, to assess the sustainment strategy ’s adequacy and to identify
sustainment cost elements, factors, risks, and gaps that are likely to drive future O&S costs or
identify changes to system design that could reduce costs, and to develop effective strategies for
managing such costs. Additional guidance can be found in the Logistics A ssessment Guidebook.

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ECTION 7. PRODUCT SUPPORT MANAGEMENT FOR THE MCA PATHWAY 27
(2) SRs.
(a) Pursuant to Section 2441 of Title 10, U.S.C., DoD Components will conduct SRs
of covered systems (ACAT I programs) no later than 5 years after initial operational capability,
and then every 5 years thereafter, to assess the program’s performance and O&S costs. The SR
will be conducted in co njunction with revalidating the PS BCA and updat ing the LCSP. For
covered systems the SR process is used to satisfy the requirement to conduct ILAs after initial
operational capability is achieved.
(b) A SR will answer each of the statutory elements specified in Section 2441 of
Title 10, U.S.C. The Military Departments will conduct an i ndependent c ost estimate (ICE) of
the program IAW DoDI 5000.73. This ICE will be compared to prior ICEs to track O&S cost
growth against earlier estimates. Any critical growth above the parameters set in Section 2441 of
Title 10, U.S.C., will be addressed via a remediation plan or certification of necessary cost
increases in the SR. The SR briefings and any subsequent remediation plans and certifications
will be submitted to the congressional defense committees by the Military Departments at the
end of each f iscal year. SR briefings will also be uploaded into the Acquisition Information
Repository located in the Defense Acquisition Visibility Environment for future review at the
end of each fiscal year. The Government Accountability Office will select and assess SRs for 10
covered systems each year pursuant to S ection 802(d) of the National Defense Authorization Act
for Fiscal Y ear 2021.

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ECTION 8. PRODUCT SUPPORT MANAGEMENT FOR THE SOFTWARE ACQUISITION PATHWAY 28
SECTION 8. PRODUCT SUPPORT MANAGEMENT FOR THE SOFTWARE
ACQUISITION PATHWAY
8.1. PURPOSE.
This section describes the application of product support planning, policies, and procedures to
provide supportability and sustainment for the software acquisition pathway, established by
DoDI 5000.87, which emphasizes information sharing a s early and often as possible across
functional areas.
8.2. PRODUCT SUPPORT ACTIVITY.
The PSM or LCL executes product support development on behalf of the PM. Effective product
support management for the software acquisition pathway involves early integration between the
requirements team, the development team , and users, seamlessly built into the acquisition
process. This will help ensure software acquired through this pathway is aligned with agile
development tenets and rapid capability delivery.
a. Product Support at Program Inception.
Product support management planning for software begins at program inception pursuant to
DoDI 5000.87.
(1) Agile process teams will share data real-time to rapidly incorporate required changes
to support continuous integration and continuous development.
(2) Software quality, security, and the development environment directly a ffect
affordability. Affordability goals are achieved over time as software quality increases and the
best value product support package is imp lemented.
(3) The PSM (or the LCL, when a PSM is not assigned ) is crucial in the software
development and delivery process, as the PM’s advocate for IPS element cost input into the
planning, programming, budgeting, and execution and POM process, to ensure funds are
available to execute future product support activities.
(4) The PSM track s software development impacts to the IPS elements. T he PSM will
collaborate with cross-functional teams via product owners to update the product support impacts
as they become known and incorporate appropriate user feedback. The PSM will work with the
PM and contracting officer to incentivize and track PSP and PSI performance for the software
development effort.

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ECTION 8. PRODUCT SUPPORT MANAGEMENT FOR THE SOFTWARE ACQUISITION PATHWAY 29
b. Product Support in the Planning Phase.
(1) Product S upport and the Capability Needs Statement.
The capability needs statement establishes operational outcomes and is a key input into
the PSS. Any updates to the capability needs statement should trigger updates to the PSS.
(2) Integration and Life Cycle Cost Considerations.
The PM and the PSM will approach software development and delivery IAW the
software acquisition pathway policy in DoDI 5000.87 and this issuance in order to assess life
cycle costs and impacts to continuous, iterative software developm ent and delivery.
(3) Product S upport Requirements in the Acquisition Strategy.
The PSM will coordinate with the PM to ensure that the acquisition strategy inc ludes
those activities that facilitate the achievement of the product support performances outcomes .
When the software acquisition pathway is the acquisition program’s only pathway, the PSM will
document the PSS within a tailored LCSP and update it over the software life cycle. When an
acquisition program combines the software acquisition pathway wi th the MCA or the MTA
pathway, the PSM will document the PSS for the software within the overarching LCSP (either
as an annex to the LCSP or within the body of the LCSP).
(4) User Assessment Planning.
In support of the PM, the PSM will coordinate with the lead software developer to
identify and pre-plan for user participation in product support -related user assessments of the
software technical manual, source codes, training materials, and supportability.
(5) Requirements for Product S upport Input into the IP Strategy.
The PM will ensure the PSM work s with the lead software developer and organic
software engineer to identify the relevant software contract data requirements, as well as
appropriate data rights, source code, and licenses that will support effective product support,
including maintaining competition and allowing potential transition to another software
developer, if applicable , and ensure that these are reflected in the program’s IP strategy.
(6) Software Development Cycle Impacts to Product S upport Activities and Documents.
(a) The PM and PSM will work with the product owner to plan for software
evolution impacts to logistics products throughout the program’s life cycle.
(b) The PSM will work with the users, lead software developer, and organic software
engineering organizations, beginning at program inception, to ensure the U.S. Government
procures the appropriate technical data, computer software , and associated license rights required
to support life cycle management.

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ECTION 8. PRODUCT SUPPORT MANAGEMENT FOR THE SOFTWARE ACQUISITION PATHWAY 30
c. Product S upport Requirements in the Execution Phase.
The PSM will coordinate with the users and stakeholders to track P SPs’ and PSIs’
performance. The PSM will also ensure the product support solution plans for disposal costs at
the software system’s retirement.
(1) Software PSS and LCSP.
(a) Software standalone programs will utilize a tailored LCSP.
(b) When a software program is embedded with a MCA or MTA program, software
requirements will be documented in the MCA program’s or MTA program’s LCSP.
(c) The PSS will document product support arrangements, recommended PSIs and
PSPs, and detail the software disposal strategy.
(2) Software Development Team and PSM Team Alignment.
Advance and ongoing coordination throughout the product life cycle must occur between
users, the product owner, and the PSM, to identify impacts to the PSS from evolving software.
d. Product S upport Security Requirements.
The PSM must be aware of the impacts security has on product support . The PSM will
coordinate with the i nformation s ystem s ecurity manager and the lead system s engineer to track
program protection plan and cybersecurity risks based on product support implications and
continuous delivery of capability and authority to operate.
e. IT Service Management.
The PSM will detail the IT service management process, tools, and performance measures
related to software (e.g., Service Desk) within the PSS, IAW DoDI 8440.01 and the DoD
Enterprise Service Management Framework as it applies to the nuances of their program.

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ECTION 9. PRODUCT SUPPORT MANAGEMENT FOR THE DBS ACQUISITION PATHWAY
31
SECTION 9. PRODUCT SUPPORT MANAGEMENT FOR THE DEFENSE
BUSINESS SYSTEM (DBS) ACQUISITION PATHWAY
9.1. PURPOSE.
a. Product support management for a covered DBS, IAW DoDI 5000.75, is the joint
responsibility of the PSM or the LCL, the functional lead, and the PM. The DoD or Component
senior leader with business function responsibility (functional sponsor) will designate a
functional lead to collaborate with the PM to manage the delivery of the DBS and DBS support
activities.
b. The PSM will collaborate with the functional lead to develop the capability support plan
IAW DoDI 5000.75, ensuring that the DBS ’s performance and cost goals are met throughout the
DBS’s life cycle.
9.2. PSM ACTIVITY WITHIN THE BUSINESS C APABILITY A CQUISITION C YCLE
(BCAC)
a. Capability Need Identification.
The PSM will work with the PM to ensure the capability need identification phase of the
BCAC addresses requirements across the DBS’s life cycle, including:
(1) Describing the business problem(s).
(2) Defining the DBS capability need.
(3) DBS capability performance measures.
(4) Desired end state for the DBS capability.
(5) Future capabilities.
(6) Life cycle costs.
(7) Historical and operational data analysis to inform business capability requirements –
business problem or opportunity.
b. Solution Analysis Phase.
(1) Business process reengineering will be conducted during the solution analysis phase.
The PSM will support business process reengineering by keeping aware of business processes
that are being reviewed and optimized that may impact logistics and sustainment operations.
When a business process is optimized or before the optimized business process is finalized the
PSM will assess any sustainment implications to the optimized business process, such as
training, manpower, required key system attributes , etc.

DoDI 5000.91, November 4, 2021
S
ECTION 9. PRODUCT SUPPORT MANAGEMENT FOR THE DBS ACQUISITION PATHWAY
32
(2) The PSM will conduct historical and operational data analysis to inform RAM costs,
economic analysis, schedule, resource planning, initial acquisition strategy, capability
implementation plan, and cybersecurity strategy.
c. Functional Requirements and Acquisition Planning.
(1) The PSM will incorporate product support considerations into market research and
recommend inclusion into resulting contracts. In assessing market offerings, the PSM will
consider sustainment costs and performance implications from the various alternatives identified.
(2) The PSM will conduct historical and operational data analysis to provide input into
the initial capability support plan, market research analysis, and draft request for proposal. T he
PSM will also provide input into the acquisition strategy, cybersecurity strategy, and capability
implementation plan.
d. Acquisition Testing and Deployment.
(1) The PSM will participate in the DBS contract award source selection. Due to the
primarily commercial-off-the-shelf/non-developmental item nature of acquisitions accomplished
using this pathway, the PSM will ensure that product support infrastructure is considered within
the source selection to identify product support risk and technology maturity, and to determine
the extent to which the existing product support infrastructure can be leveraged.
(2) During testing and deployment the PSM will assess the evolving design/integration
effort for implications to the IPS elements.
(3) The PSM will e nsure training packages are complete, help desk and other product
support infrastructure is in place and accessible, appropriate technical data licenses have been
procured and are active, and locations receiving the DBS are prepared to receive it (e.g. , facilities
impacts have been assessed).
e. Capability Support.
The PSM will manage DBS product support related metrics throughout the DBS’s life cycle,
related to the DBS’s performance, to ensure performance requirements and cost goals are
achieved and customer satisfaction is acceptable. The PSM will iteratively monitor performance
metrics and implement corrective action(s) when needed to optimize the DBS’s sustainability
and/or reduce cost.

DoDI 5000.91, November 4, 2021
S
ECTION 10. PRODUCT SUPPORT MANAGEMENT FOR THE ACQUISITION OF SERVICES
PATHWAY 33
SECTION 10. PRODUCT SUPPORT MANAGEMENT FOR THE
ACQUISITION OF SERVICES PATHWAY
10.1. PURPOSE.
This section describes the application of product support planning, policies, and procedures to
provide supportability and sustainment in the acquisition of services , consistent with the Defense
Acquisition of Services pathway, DoDI 5000.74, which emphasizes collaboration of stakeholders
as early and often as possible across functional areas.
10.2. PRODUCT S UPPORT INPUT.
a. The PSM or LCL supports the PM in the planning, strategic sourcing, management, and
oversight of product support equities in contracts for services. The PM and PSM ( or the LCL,
when a PSM is not assigned ) use the services acquisition pathway to support enterprise solutions
for logistics products in order to implement efficiency, reduce costs, and eliminate redundancy.
The PSM will participate in acquisitions for services , IAW DoDI 5000.74 and this issuance.
b. The PSM will:
(1) Work with a cross-functional team that includes IP SMEs to review sustainment
deliverables and IP strategy requirements IAW DoDI 5010.44.
(2) Review the initial acquisition strategy and PSS while identifying appropriate
sustainment metrics, data quality standards, deliverables and deliverable schedules, and user
assessments of delivered logistics products.
(3) Perform market research on relevant sustainment performance metrics and delivery
of service alternatives and detail risk management of product support equities.
(4) Define sustainment requirements and ensure they are included in the p erformance
work statement and quality assurance s urveillance plan.
(5) Support the PM in developing the product support related areas of the acquisition
strategy, ensuring proper timing and receipt of services, as well preserving the ability to
transition to other service providers as needed.
(6) Support the acquisition strategy’s execution and participate in the source selection (if
possible) to ensure offerors address product support -related deliverables for quality and
performance requirements as part of the proposed technical service solution.
(7) Support the contracting officer in conducting sustainment related performance
management considerations including performance against sustainment requirements, quality
assurance assessment s, and identifying the root cause of failures.

DoDI 5000.91, November 4, 2021
G
LOSSARY 34
GLOSSARY
G.1. ACRONYMS.
ACRONYM

MEANING
AAF adaptive acquisition framework
ACAT acquisition category
AM materiel availability
AO operational availability
ASD(S) Assistant Secretary of Defense for Sustainment

BCA business case analysis
BCAC business capability acquisition cycle

CAE Component Acquisition Executive
CAPE cost assessment and program evaluation
CIO chief information officer
CONOPS concept of operations

DAS Defense Acquisition System
DAE Defense Acquisition Executive
DBS defense business system
DLA Defense Logistics Agency
DMSMS diminishing manufacturing sources and material shortage
DoDD DoD directive
DoDI DoD instruction

IAW in accordance with
ICE independent cost estimate
ILA independent logistics assessment
IP intellectual property
IPS integrated product support
IT information technology

JCIDS Joint Capabilities Integration and Development System

KPP key performance parameter

LCL life cycle logistician
LCSP life cycle sustainment plan

MCA major capability acquisition
MTA middle tier of acquisition

DoDI 5000.91, November 4, 2021
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LOSSARY 35
ACRONYM

MEANING
O&S operating and support

PM program manager
POM program objective memorandum
PoR program of record
PS BCA product support business case analysis
PSI product support integrator
PSM product support manager
PSP product support provider
PSS product support strategy

RAM reliability, availability, and maintainability
RAM-C reliability, availability, maintainability, and cost

SCRM supply chain risk management
SME subject matter expert
SR sustainment review

TMDE test, measurement, and diagnostics equipment

UCA urgent capability acquisition
U.S.C. United States Code
USD(A&S) Under Secretary of Defense for Acquisition and Sustainment
USD(R&E) Under Secretary of Defense for Research and Engineering
G.2. DEFINITIONS.
A complete Glossary of acquisition terms are maintained on the Defense Acquisition University
website. The Defense Acquisition University Glossary can be found at
https://www.dau.edu/tools/t/DAU-Glossary.

DoDI 5000.91, November 4, 2021
R
EFERENCES 36
REFERENCES
Chairman of the Joint Chiefs of Staff Manual for the Operation of the Joint Capabilities
Integration and Development System
1

Charter of the Joint Requirements Oversight Council (JROC) and Implementation of the Joint
Capabilities Integration and Development System (JCIDS), August 31, 2018
Defense Federal Acquisition Regulation Supplement (DFARS)
DoD Directive 5000.01, “The Defense Acquisition System,” September 9, 2020
DoD Directive 5135.02, “Under Secretary of Defense for Acquisition and Sustainment
(USD(A&S)),” July 15, 2020
DoD Directive 5137.02, “Under Secretary of Defense for Research and Engineering
USD(R&E),” July 15, 2020
DoD Directive 5250.01, “Management of Intelligence Mission Data (IMD) In DoD Acquisition,”
January 22, 2013, as amended
DoD Instruction 4140.01, “DoD Supply Chain Materiel Management Policy,” March 6, 2019
DoD Instruction 4140.69, “Engineering Support Instructions for Items Supplied by Defense
Logistics Agency (DLA),” September 30, 2016, as amended
DoD Instruction 4140.67, “DoD Counterfeit Prevention Policy,” A pril 26, 2013, as amended
DoD Instruction 4151.24, “Depot Source of Repair (DSOR) Determination Process,”
October 3, 2017, as amended
DoD Instruction 4245.14, “DoD Value Engineering (VE) Program,” October 26, 2012, as
amended
DoD Instruction 4245.15, “Diminishing Manufacturing Sources and Material Shortages
Management,” November 5, 2020
DoD Instruction 5000.02, “Operation of the Adaptive Acquisition Framework,”
January 23, 2020
DoD Instruction 5000.64, “Accountability and Management of DoD Equipment and Other
Accountable Property,” April 27, 2017, as amended
DoD Instruction 5000.67, “Prevention and Mitigation of Corrosion on DoD Military Equipment
and Infrastructure,” February 1, 2010, as amended
DoD Instruction 5000.73, “Cost Analysis Guidance and Procedures,” March 13, 2020
DoD Instruction 5000.74, “Defense Acquisition of Services,” January 10, 2020
DoD Instruction 5000.75, “Business Systems Requirements and Acquisition,”
February 2, 2017, as amended
DoD Instruction 5000.80, “Operation of the Middle Tier of Acquisition (MTA),”
December 30, 2019
DoD Instruction 5000.81, “Urgent Capability Acquisition,” December 31, 2019
DoD Instruction 5000.85, “Major Capability Acquisition,” August 6, 2020
DoD Instruction 5000.86, “Acquisition Intelligence,” September 11, 2020

1
Available at http://www.jcs.mil/; requires authorized log -in

DoDI 5000.91, November 4, 2021
R
EFERENCES 37
DoD Instruction 5000.87, “Operation of Software Acquisition Pathway,” October 2, 2020
DoD Instruction 5000.88., “Engineering of Defense Systems,” November 18, 2020
DoD Instruction 5000.92, Innovation and Technology to Sustain Materiel Readiness,
May 7, 2021
DoD Instruction 5010.44, “Intellectual Property (IP) Acquisition and Licensing,”
October 16, 2019
DoD Instruction 5200.44, “Protection of Mission Critical Functions to Achieve Trusted Systems
and Networks (TSN),” November 5, 2012, as amended
DoD Instruction 8320.04, “Item Unique Identification (IUID) Standards for Tangible Personal
Property,” September 3, 2015, as amended
DoD Instruction 8440.01, “DoD Information Technology (IT) Service Management (ITSM),”
December 24, 2015
DoD Manual 4140.01, Vo lume 5, “DoD Supply Chain Materiel Management Procedures:
Operational Requirements,” December 13, 2018
DoD Manual 4140.70, “DoD Supply Chain Materiel Management Procedures for Storage and
Material Handling,” October 12, 2017, as amended
DoD Enterprise Service Management Framework Edition III, March 4, 2016
Logistics Assessment Guidebook, Deputy Assistant Secretary of Defense for Logistics and
Materiel Readiness, July 1, 2011
MIL-HDBK-502A- Product Support Analysis March 8, 2013
Product Support Manager Guidebook, December 2019, Deputy Assistant Secretary of Defense
for Logistics and Materiel Readiness
Public Law 112-81, “National Defense Authorization Act for Fiscal Year 2012,”
December 11, 2011
Public Law 110-417, Section 815, “ Duncan Hunter National Defense Authorization Act for
Fiscal Y ear 2009”
United States Code, Title 10