In a recent announcement by the Pentagon, officials declared that the Osprey program will be cut in conjunction with the President’s new defense budget proposal, which aims to save nearly $260 billion over the next five years. The Osprey program reductions would eliminate 24 V-22 Ospreys from future production and save a reported $1.75 billion through 2017.
The falling demand for military transport equipment due to the U.S. withdrawal from Iraq places a burden on manufacturers to plan around potential losses in light of new defense budget realities, and increases the need for distributors to address the future potential demand of obsolete parts.
Implementing DMSMS Product Into the Osprey Program
The recent budget cuts are not the first time that the Osprey program has faced an uncertain future. The program has been challenged by at least eight part malfunctions over the years that have risked sidelining the program with product shortages.
Perhaps the most critical period for the Osprey program occurred during the 2006-2007 troop surge in Iraq and continued military operations in Afghanistan, during which the V-22 Osprey became an essential tool for military operations. With the increased demand stemming from two ongoing wars, as well as continued concerns over potential display system malfunctions, the need to obtain product classified as DMSMS product became essential.
In order to ensure both the authenticity of the product and its performance according the manufacturer’s specification, the Harry Krantz Company worked in partnership with the program team and the test lab to develop a rigorous testing plan to bring quality DMSMSproduct into the Osprey program. By employing authentication best practices, full functionality testing at three temperatures and a 500 hour burn-in, we were able to ensure complete quality control over essential DMSMS product needed in the Osprey program.
Supplying obsolete products that support legacy programs is difficult, since many distributors are forced to excess legacy product after a period of time despite the product’s potential upswing in demand. With a low probability that V-22, a relatively young program will be supplanted by next generation technology, it is necessary to consider and plan for a potential for a revival of future program demand. Supporting this requires maintaining a thorough assessment of the distribution channel and qualifying supply sources to reduce the risk of acquiring inauthentic product components.
Avoiding disruptions to future production cycles requires an intelligent DMSMS management strategy that works to reduce the negative impact that obsolescence can have on a legacy program.
How are you maintaining your DMSMS management systems to support legacy programs and product obsolescence?