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CONTENTS
Foreword xiii
Preface xv
Chapter 1. Introduction to Logistics 1.1
The Basis for Logistics / 1.1

The User / 1.3
The Logistician / 1.3
The Three Phases of Logistics / 1.4
Goals of ILS / 1.6
ILS Partners / 1.7
The Acquisition Cycle / 1.7
Logistics Phases and Acquisition Phases / 1.9
Conclusion / 1.9
Part I Defining a Supportable Design
Chapter 2. The Evolving System Requirement 2.1
Defining the Need / 2.1
Chapter 3. Creating the Design Solution 3.1
Definitions / 3.1
System Architecting / 3.1
Unmeasurables / 3.2
Safety / 3.3
Affordability / 3.3
System Architecting Methodologies / 3.4
Complexity / 3.5
System Architecting Results / 3.6
System Engineering / 3.6
System Engineering Process / 3.7
Conceptual Design Stage / 3.9
Preliminary Design Stage / 3.9
Detailed Design Stage / 3.10
Production and Delivery / 3.11
In-Service Sustainment / 3.12
Chapter 4. Reliability, Maintainability, Testability, and FMECA 4.1
Reliability Engineering / 4.1

Concept of Reliability / 4.2
vii
viii CONTENTS
Reliability Statistics / 4.3

Failure Rate (λi) / 4.4
Mean Time between Failures / 4.5
System Mission Failure Rate / 4.5
Mean Time between Critical (Mission) Failures / 4.6
Mission Success / 4.7
The Reliability Program / 4.8
Reliability Design and Evaluation / 4.9
Reliability Modeling / 4.9
Reliability Allocation / 4.10
Reliability Predictions / 4.11
Parts Count Reliability Prediction / 4.11
Part Stress Analysis Prediction / 4.12
Sneak Circuit Analysis / 4.12
Tolerance Analysis / 4.13
Parts Control Program / 4.14
Reliability Critical Items Analysis / 4.14
Effects of Functional Testing, Storage, Handling, Packaging, Transportation, and Maintenance / 4.14
Reliability Development and Production Testing / 4.15
Environmental Stress Screening / 4.15
Reliability Growth Test / 4.15
Reliability Qualification Test Program / 4.16
Production Reliability Acceptance Test Program / 4.16
Failure Reporting, Analysis, and Corrective Action System / 4.16
Maintainability Engineering / 4.17
Definitions / 4.18
Concept of Maintainability / 4.19
Maintainability Statistics / 4.20
Mean Time to Repair / 4.21
Mean Corrective Maintenance Time / 4.22
Mean Preventive Maintenance Time / 4.22
The Maintainability Program / 4.22
Maintainability Modeling / 4.22
Maintainability Allocations / 4.24
Maintainability Predictions / 4.25
Maintainability Analysis / 4.25
Maintainability Design Criteria / 4.26
Maintainability Demonstration / 4.27
Data Collection, Analysis, and Corrective Action System / 4.27
Testability Engineering / 4.28
Testability Goals / 4.29
Test Effectiveness Measures / 4.29
Testability Engineering / 4.31
Testability Requirements / 4.31
Test Design Trade-Offs / 4.32
Inherent Testability Assessment / 4.33
Testability Cost and Benefit Data / 4.33
Test and Evaluation / 4.33
Demonstration Planning / 4.36
Failure Modes, Effects, and Criticality Analysis / 4.36
Purpose of the FMECA / 4.39
Developing the FMECA / 4.39
Chapter 5. Supportability Characteristics 5.1
The Supportability Engineering Challenge / 5.1

Easy to Maintain / 5.2
Cost Effective to Maintain / 5.6
CONTENTS ix
Safe to Maintain / 5.7

Minimum Requirements for Manpower / 5.8
Maximum Use of Existing Personnel / 5.10
Minimum Requirements for Test Equipment / 5.10
Maximum Use of Existing Tools and Support Equipment / 5.10
Minimum Requirements for New Resources / 5.10
Maximum Use of Existing Facilities / 5.10
Maximum Use of Standard Parts / 5.11
Quickly Prepared for Shipment or Transport / 5.11
Transported by Standard Modes / 5.11
Interface with Existing Support Systems / 5.12
Restating the Requirements / 5.13
Chapter 6. Functional Supportability Analysis 6.1
Functional Then Physical / 6.1

Functional Supportability Analysis / 6.2
Comparison System / 6.3
Comparison Analysis / 6.3
Standardization Analysis / 6.8
Technology Benefit Analysis / 6.14
Support Infrastructure Analysis / 6.14
Comparison Analysis Revisited / 6.16
Chapter 7. System Safety and Human Factors Engineering 7.1
System Safety / 7.1

Human Engineering Program / 7.10
Chapter 8. Reliability-Centered Maintenance 8.1
History of RCM / 8.1

Preventive Maintenance / 8.1
Analysis Process / 8.3
Chapter 9. Software Support 9.1
Definitions / 9.1
Software Development / 9.3
Supportability / 9.7
Documentation / 9.11
Chapter 10. Availability 10.1
Concept of Availability / 10.1

Measures of Availability / 10.1
Availability Predictions / 10.2
Maintenance Facility Capacity / 10.9
Transportation/Shipping Time / 10.9
Administrative Delay Time / 10.9
Fleet Availability / 10.11
Prediction Methods / 10.12
x CONTENTS
Chapter 11. Cost of Ownership 11.1
System Life / 11.1

Cost Elements / 11.3
Acquisition Costs / 11.4
Operation and Support Costs / 11.4
Disposal / 11.6
Estimating Cost of Ownership / 11.6
Cost Estimation Models / 11.9
Modeling Concept / 11.9
Modeling Problems / 11.9
Estimating Techniques / 11.11
Using Life Cycle Cost and Through Life Cost Models / 11.11
Operational Availability and Life Cycle Cost / 11.11
Chapter 12. Logistic Support Analysis 12.1
Goals of the LSA Process / 12.1

The Logistic Support Analysis Program / 12.3
MIL-STD 1388-1A––The LSA Tasks and Subtasks / 12.3
Program Implementation / 12.34
Part II Developing the Support Solution
Chapter 13. Physical Supportability Analysis 13.1
Resource Identification Process / 13.1

Performing Level of Repair Analysis / 13.5
Creating the Physical Support Resource Package / 13.6
Applying the Physical Supportability Analysis Process / 13.10
Chapter 14. Level of Repair Analysis 14.1
Maintenance Planning / 14.1

Maintenance Philosophy / 14.1
Maintenance Concept / 14.2
Maintenance Plan / 14.4
Levels of Maintenance / 14.4
Concept of Level of Repair Analysis / 14.6
Level of Repair Program / 14.10
LORA Models / 14.12
LORA Philosophy / 14.16
Chapter 15. Logistics Support Information 15.1
History of the LSAR / 15.1

MIL-STD 1388-2B-Data Tables / 15.5
Data and Data Selection / 15.14
Using the LSAR / 15.15
Logistics Management Information / 15.17
Managing Development of the LSAR / 15.23
CONTENTS xi
Chapter 16. Manpower and Personnel 16.1
Determining Requirements / 16.1

Classification / 16.3
Planning / 16.4
Staffing / 16.6
Chapter 17. Support Equipment 17.1
Support Equipment / 17.1

Test Equipment / 17.5
Support Equipment Authorization / 17.8
Documentation / 17.9
Chapter 18. Provisioning and Supply Support 18.1
Spares Requirements / 18.1

Provisioning / 18.3
International Provisioning Systems / 18.15
Spares Procurement / 18.17
Dod Supply System / 18.17
Inventory Management / 18.20
Conclusion / 18.25
Chapter 19. Technical Manuals 19.1
Types of Manuals / 19.1

Operator’s Manual / 19.1
Maintenance Manuals / 19.27
Parts Manuals / 19.28
Manual Preparation / 19.30
Chapter 20. Training and Training Equipment 20.1
Training Phases / 20.1

Training Categories / 20.2
Training Concept / 20.3
Training Program / 20.5
Training Materials / 20.9
Training Support / 20.10
Training Equipment / 20.11
Documentation of Training and Training Equipment Requirements / 20.13
Chapter 21. Facilities 21.1
Types of Facilities / 21.1

Requirements Identification / 21.4
Requirements Justification / 21.8
xii CONTENTS
Chapter 22. Packaging, Handling, Storage, and Transportability 22.1
Definitions / 22.1
The PHS&T Program / 22.2
Transportability / 22.7
Packaging / 22.9
Handling / 22.15
Storage / 22.18
Modes of Transportation / 22.18
Part III Logistics Management
Chapter 23. Logistics Management Plans 23.1
Integrated Logistics Support Plan / 23.1

Integrated Support Plan / 23.2
Chapter 24. Contracts 24.1
Contracting / 24.1
Government Contracts / 24.1
Related Government Documents / 24.7
The Contracting Process / 24.8
Types of Contracts / 24.12
Cost Plus Fixed Fee / 24.13
Proposal Preparation / 24.14
Chapter 25. Logistics Management 25.1
ILS Organizations / 25.1

ILS Program management / 25.3
Conclusion / 25.15
Appendix A. Roadmaps to Success A.1
Appendix B. Joint Service Multiple Role Tactical Armored

Vehicle Program (JTAV) B.1
Appendix C. References C.1
Appendix D. Abbreviations and Acronyms D.1
Index follows Appendix D

FOREWORD
Throughout the industrial, government, and academic sectors, the field of logistics is continually
evolving and assuming a higher degree of importance than in the past. The complexity of systems
is increasing with constantly changing requirements and the introduction of new technologies on
a continuing and evolutionary basis. Frequently, the life cycles of many systems are being extended
while the life cycle of individual technologies are becoming shorter. Globalization requirements
and international competition are increasing significantly from year-to-year, and the challenges
of being able to first introduce new systems into the inventory and then maintain such throughout
their respective life cycles are greater than ever before. The logistics for a given system (or mix
of systems) is life-cycle oriented, and the implementation of program-related requirements in this
area necessitates a highly interdisciplinary approach. While the past is replete with instances
where logistics requirements have been relegated primarily “downstream” in the system life
cycle, often resulting in a costly approach, today's environment requires that logistics be
addressed as an integral part of the system design process from the beginning.
This currently changing emphasis within the broad spectrum of logistics requires that the prac-
titioner in the field be not only knowledgeable of the various elements of system maintenance and
support (e.g., procurement and supply support, transportation and handling, support equipment,
personnel, data/information, facilities) but also be familiar with the overall system life-cycle and
its many diverse activities, the design and manufacturing processes, the customer environment,
and so on. The interfaces and interactions are numerous throughout the life cycle, and design
and/or management decisions made in any specific phase will have an impact on the activities and
resource requirements in each of the other phases of the life cycle. Thus, the logistics practitioner
must first demonstrate expertise in the various facets of logistics, and also be conversant with the
many other facets of a given program. The logistician must be technically competent, must be
knowledgeable of available design and analysis tools/models and their application, and must be
able to effectively communicate with other internal project personnel, suppliers, and customer
contract and operational personnel across the board. Responding to this overall challenge requires
that the practitioner in the field have a basic educational foundation in the principles and concepts
of logistics, supplemented by continuing education and training in key areas of the discipline.
This third edition of the Integrated Logistics Support Handbook by James V. Jones constitutes
a significant contribution to the logistics literature. The handbook is very nicely organized into
three distinct parts: Part I introduces many key terms and definitions, defines the requirements for
a system and its support infrastructure, covers critical aspects of the system design process, and
discusses many of the tools, analytical techniques, and models utilized throughout the system
design process, with the design for supportability as a key objective. Part II, which builds upon
the baseline provided in Part I, describes development of the required maintenance and logistic
support infrastructure (e.g., supply support, support equipment, transportation requirements, etc.).
Basically, this part deals with the proposed “solution” for the problem identified in the first part.
Part III addresses logistics management and those activities required to ensure that the objectives
stated in the first part of the handbook are successfully implemented. In its totality, the handbook
provides a valuable roadmap for those who wish to pursue further study in the field.
The author, James V. Jones, is an internationally recognized logistics expert and has conduct-
ed many workshops and training programs both throughout the United States and in Asia,
Australia, and Europe. He has consulted extensively and has established an excellent reputation
as a consultant in the field, working with defense contractors, government agencies, and throughout
xiii
Copyright © 2006 by The McGraw-Hill Companies, Inc. Click here for terms of use.
xiv FOREWORD
various facets of commercial industry. Much of his experience is reflected throughout this excel-
lent handbook and its organization. Jim is to be congratulated for this accomplishment.
Finally, this edition is the first offering in a new series provided through the SOLE Logistics
Press, and is an invaluable addition to the logistics library. It serves as an excellent guide not only
for the practicing logistician, but also for those outside of the field seeking additional knowledge
in logistics. It is readily adaptable for practitioners at all levels of expertise, and the material pre-
sented allows for an easy understanding of the details of the profession.
BENJAMIN S. BLANCHARD, FELLOW, CPL

Virginia Polytechnic Institute & State University
Co-Editor, SOLE Logistics Press
ANTHONY E. TROVATO, CPL

Raytheon Technical Services Company
Co-Editor, SOLE Logistics Press
PREFACE
Integrated Logistics Support (ILS) is an internationally accepted analysis methodology and man-
agement process, which today is applied to virtually every major acquisition program in both the
military and civilian sectors. The guiding principles of ILS form the basis for achieving the high-
est level of capability within an acceptable cost of ownership. There is a fine balance between the
performance and supportability characteristics of a system that must be underpinned with a rea-
sonable investment in both the system design and the necessary support infrastructure. ILS has
proven to be the best approach to achieve this balance.
Eleven years since publication of the second edition of this text, we have seen a dramatic
change in the acquisition philosophy of governments and corporations. In the 1990s most buyers
dictated minimum requirements through a series of complex standards, handbooks, and specifi-
cations. Many of these standards formed the basis for the concepts and practices described in that
earlier work. Today, most of these standards, handbooks, and specifications have been cancelled,
replaced, or greatly relaxed to encourage a more flexible approach to acquisition. In writing this
third edition, I decided to retain references to many of these requirements documents even though
they are no longer mandated. This decision was based on the fact that the requirements of a major-
ity of these documents are still valid and provide a point of reference and basis for continuity.
New requirements documents such as MIL HDBK 502, Acquisition Logistics, and MIL-PRF
49506, Logistics Management Information, have been included to illustrate that the transition
from earlier procurement practices has not changed the basic application of ILS. There are also
some promising initiatives, for example performance-based logistics (PBL) and product life cycle
support (PLCS), which should provide long-term solutions to many of the problems that have
plagued support of systems.
Also included in this third edition are corrections and the results of suggestions that I have
received from many students and attendees at workshops and seminars, and the points that read-
ers have taken the time to correspond with me about over the past few years. To these individu-
als, my collective appreciation and thanks.
Logistics is a challenging profession. It is my hope that readers of this third edition will find
herein some small aid in meeting these challenges.
JAMES V. JONES
Logistics Management Associates
Irvine, California
xv
INTEGRATED
LOGISTICS SUPPORT
HANDBOOK
CHAPTER 1
INTRODUCTION TO LOGISTICS
Logistics is the applied science of planning and implementing the acquisition and use of resources.
Logistics is the most important thing in the world. It is what creates and sustains civilization.
Without logistics, the world as we know it would cease to exist.
Logistics Support is the application of knowledge and resources to achieve a measurable objec-
tive or outcome.
Integrated Logistics Support (ILS) is the disciplined and unified management of all activities nec-
essary to produce a supportable system design and a reasonable support capability to achieve a pre-
determined set of measurable objectives within an acceptable cost of ownership.
If you asked 100 people to define logistics you would probably get 100 different answers. Why?
Because its definition lies in the context of the definer’s concept of its application. Depending on
what a person does, and what their roles are in life, logistics can be defined in an infinite number of
ways. In the retail sales industry, logistics centers on physical storage, movement, and distribution of
products from point of wholesale purchase to point of retail sale. The automotive industry considers
logistics as the entire process from source of raw materials through the manufacturing process that
results in cars for purchase.
THE BASIS FOR LOGISTICS
Logistics is a straightforward, universally standard set of actions that are proven to achieve the defi-
nitions stated above. Figure 1.1 identifies the five parts of this set of actions that provide the method-
ology to meet the requirements.
Definition of Need
All logistics actions are based on meeting a completely defined, predetermined need. Without this
final objective, logistics will never be successful. A typical need might be for a person to buy a new
set of clothes to attend a party because their current wardrobe does not contain the correct items.
The need might be stated as “I need to buy a new set of clothes so that I am comfortable when
attending a fancy party next week.” This definition of need contains several specific statements
including: (1) new set of clothes, (2) comfort for the person, (3) a fancy party, and (4) must be pur-
chased before the date of the party. These are the four statements that form the basis of the need.
However, there is some room for interpretation of the requirements. First, does the term new mean
the clothes must be of the latest fashion, or does it simply mean clothes that have never been worn
before? Second, does comfortable mean that the clothes must fit comfortably, or that the person
should feel comfortable within the group by having the right clothes? Third, to some people a fancy
party means wearing real shoes and a shirt with collar and tie rather than flip-flops and sweatshirt;
to others a fancy party means tuxedo. Finally, the only really measurable requirement at the start
is the date of the event.
1.1
1.2 CHAPTER ONE
• Definition of need
• Identification of limits
– Minimum
– Maximum
• Determination of terminal objectives
• Measurability
– Tangible
– Intangible
• Assessment
– Before
– During
– After
FIGURE 1.1 Basis for logistics.
Identification of Limits
There must be limits to any endeavor. Typically, these limits take the form of ranges of maximum
and minimum acceptability for the situation. These limits may be imposed by external factors, or they
may be created internally. In the case of the example of clothes for a party, the maximum limits are
probably based on the person’s available budget to purchase anything and the amount of time they
have for shopping. Minimum limits would possibly include the types of materials, styles, and possi-
ble sources for purchase. It could also include ideas such as not too flashy or appropriately tailored.
Determination of Terminal Objectives
There must be a stated set of terminal, or final, objectives that are used to guide all logistics activities
through their application. For a corporation, these terminal objectives may be based on profitability
and share price. In the case of the example of the person requiring clothes for the fancy party, the ter-
minal objectives may be receipt of positive compliments on the attractiveness or appropriateness of
their new clothes. The person may have a mental image of actually arriving at the party and being in
conversation with other partygoers in an enjoyable event. The terminal objectives could also contain
a desire to avoid negative or undesirable situations such as someone making a detracting comment on
the inappropriateness of their new clothes.
Measurability
Meeting the predefined need can only be achieved if measurable criteria are established to gauge the
ability of the process to produce the desired final result. These measurable criteria normally consist
of both tangible and intangible characteristics. Tangible characteristics are those that can be measured
by anyone to determine if they have been met. Such things as price, quality, and fit are very measur-
able. In the example of the person requiring clothes, each of these areas of price, quality, and fit have
clearly measurable criteria of acceptability. Intangibles tend to be more personal and subjective, but
still clearly understandable to the person who is making the decisions although not necessarily mea-
surable to anyone else. These attributes include looks good, feels good, and value for money. A list of
both tangible and intangible criteria must be prepared so that the logistics process can measure its
progress toward meeting the terminal objectives.
INTRODUCTION TO LOGISTICS 1.3
Assessment
An assessment process is necessary to determine the success or failure of any endeavor. This assess-
ment compares progress with the measurable criteria developed for the terminal objectives.
Assessment must be continuously applied to any activity. This means that there must be a conscious
effort to measure the ability to attain terminal objectives before, during, and after all activities.
Assessment before starting procurement may simply be checking to see that all the things required to
initiate the activity are in place. Assessment during the process focuses on near-term success of short-
term needs that eventually lead to overall success. Assessment after completion is the final examina-
tion to assure that all terminal objectives have been met. In the example of the person requiring
clothes for the party, before procurement assessment would consist of verification of the budget avail-
able to purchase any clothes, ensuring that the person really wants to attend the party and identifica-
tion of what other partygoers might be wearing. During procurement the person would match the
items in shops for sale with the criteria set before starting to make sure no maximum limit is
exceeded or minimum limit not attained. There could also be assessment during the actual party
where minor adjustments might be made to more closely meet the anticipated need of social accep-
tance. Then there is the final assessment where after the event the results are compared with the ter-
minal objectives to determine complete success of the logistics process.
THE USER
Basic logistics requirements never change because the User’s needs never change.
Over 2000 years ago there was a charioteer who was given the mission to carry a very important
message from one city to another. History has not provided the names of individual chariot drivers,
so we will improvise and call this specific driver Joe T. Roman. Joe drove his chariot along one of
the famous Roman roads connecting the two cities. The road that he chose had not been maintained
very well and had several large holes where stones had become dislodged. As he drove his chariot
over one of the holes in the road, the right wheel was knocked loose and was damaged. Joe T. Roman
had a broken chariot, and he needed to fix it in a hurry so that he could complete his mission. To
replace the broken wheel he had to scout around the local area to find a replacement. After finding
the replacement wheel he had to devise a method of raising the chariot off the ground, so he cut a
long stout sapling to use as a lever and found a large rock near the road to use as a fulcrum. Then he
discovered that it was impossible to simultaneously raise the chariot and replace the wheel, so he
had to enlist the assistance of a farmer who happened to pass by. Luckily, Joe had experience in
changing the wheel on his chariot, so he used this prior training to complete the repair of his chariot.
In short, Joe T. Roman needed repair parts, tools and support equipment, technical know-how, and
additional help.
Now we jump to the present. Joe T. Roman’s descendent, Joe Snuffy, has just joined the Army.
He is put through eight weeks of basic training and sixteen weeks of advanced individual training as
a tank mechanic, and is assigned to a tank battalion. Joe Snuffy needs repair parts, tools and support
equipment, technical know-how, and help to repair tanks.
The User and his requirements never change; only the complexity of his equipment changes. The
difference is that because of the change in equipment complexity, today we plan to provide the User
with what is needed in advance of the need, rather than requiring the User to acquire what he needs
when the need occurs.
THE LOGISTICIAN
The logistician is responsible for applying the appropriate concepts, techniques, and analyses neces-
sary to assure achievement of predefined supportability and support requirements and objectives.
Probably the best logistician I have ever met, or will ever meet, is my wife. She is responsible for
our home and all the things that are required to sustain our family life. To list every logistics task,
1.4 CHAPTER ONE
what she does would actually fill this text, but, as a logistician, she plans for the shelter, feeding, and
livelihood of our family. Meals are planned, prepared, and served on a predetermined schedule. Clean
clothes are always available when needed, and replaced as required. Our house is always clean, in a
state of good repair, and all appliances are functional. Automobiles are operational and ready for use.
Scheduled visits to doctors and dentists are handled as standard occurrences. Our children attend
school on time and extracurricular activities on a regular basis. In short, she plans, acquires, and pro-
vides the resources necessary for a successful home. And very importantly, she does it within a set
budget of both time and money. She is the consummate logistician.
Why then, do we need to discuss the subject of logistics any farther? Well, my wife is the logisti-
cian for our family only. If she were to attempt to manage more than just our household she would be
presented with a whole new set of challenges which would require more coordination, more planning,
more resources, and a far more formal management approach. When logistics moves from the per-
sonal application to the larger nonpersonal arenas, logistics becomes a formal set of disciplines which
work together to meet a common goal. I can imagine my wife being tasked to manage 50 households.
To do this, she would require several assistants who would each be assigned individual responsibili-
ties. One assistant would be responsible for planning meals and buying food. Another assistant would
be responsible for preparation and serving of meals. And, yet another would be responsible for clean-
ing and replacement of clothes. And so on until each of the tasks she had previously accomplished
for our family would be divided into separate areas, each with its own responsible person. To achieve
the end goal of providing support, each of the separate areas would have to coordinate their activities
to ensure overall success without duplicating efforts or wasting resources. This example can be
enlarged to encompass 1000, 100,000, and 1,000,000 homes, and then, eventually, the world. As the scope
of the example grows, the areas of responsibility are enlarged and then divided. Where my wife sim-
ply pays the electricity bill to provide electricity to our home, in the entire world example, there
would be a segment that would be responsible for generation of electricity, another responsible for its
distribution, and another for procurement of fuels for the generator that creates electrical power. The
magnitude and scope of responsibilities are endless.
THE THREE PHASES OF LOGISTICS
Since logistics is such a broad issue, it is necessary to focus our discussion as it relates to contempo-
rary logistics activities. Generally speaking there are three basic phases, or stages, in the application
of logistics to a given set of equipment, functional requirements, physical requirements, and use.
These are shown in Fig. 1.2. Each logistics phase has its own distinct purpose.
Functional
requirements
Physical
Use
definitions
FIGURE 1.2 Logistics phases.

Use Phase
It is easiest to describe the logistics phases by starting with the Use phase. Any activity related to the
product, when in the possession of the User, is encapsulated in the Use phase. Some people call this
the in-service phase. This is where logistics began historically with Users such as Joe T. Roman pro-
viding their own support. As equipment became more complex the User’s organization began to sup-
ply all users from a common source. This is where the formal logistics support organization had its
origins as a User-owned organization charged with the responsibility of providing support to all the
users within the organization. The support systems of today evolved from this beginning. Figure 1.3
shows the support it provided through four typical commodities or product-based sources: supply,
maintenance, transport, and training. Logistics activities in the Use phase focus on operation and
maintenance of equipment. This includes all the supply, maintenance, training, transportation, and
other activities attendant to use of the equipment.
Physical Requirements Definition Phase
As equipment became more complex and the lead times for acquiring support became longer, the
need for early planning and acquisition of resources that could be procured and prepositioned for the
User became evident. This required that the physical requirements for support of new equipment
be defined prior to the User receiving the equipment. The physical requirements definition phase of
the logistics cycle is where the concept of logistics technical disciplines began. Individual organiza-
tions responsible for identification and procurement of spares, preparation of technical documenta-
tion, identification and procurement of tools and support equipment, and development of training
courses evolved. Each of these organizations had its own rules and standards, and was independent
of other organizations. This obviously led to mass confusion, waste of money and resources, and ulti-
mately to Users not having what they required to operate and maintain assigned equipment. The solu-
tion to this problem was to devise a management structure to organize the individual organizations
into a single cohesive, cost-effective process for identification, procurement, and rationalization of
all resources that the User would require into a single Integrated Logistics Support package. Hence,
the name ILS and the goal of planning and acquiring support resources in anticipation of the User’s
needs. Part II of this text provides a detailed discussion of all aspects of physical support develop-
ment for an acquisition program. This phase begins with the creation of the physical design and ends
when the system and all required supports are delivered as a single package to the User.
Functional Requirements Phase
The last phase to discuss, and the newest formal logistics phase, is the functional requirements phase.
This is where supportability characteristics and requirements for the system are developed before a
physical design exists. This activity is most commonly called supportability engineering, or front-end
Supply Maintenance
Operational
logistics
support
Training Transport
FIGURE 1.3 Operational logistics support types.
1.6 CHAPTER ONE
analysis. Regardless of the name, it is the process of setting goals, thresholds, constraints, and objec-
tives for the design of the product that will later, after the design is completed, result in the most cost-
effective equipment possible. This phase has been the hardest to gain understanding because the
traditional logistics disciplines have historically focused on the physical characteristics of a system.
Today, logisticians participate in the development of requirements for the design before it physi-
cally exists. These requirements are used as guidelines or constraints during the design of the system.
This is conceptual logistics, which must address the functional aspects of the new system because
there is nothing physical at this point in the development of the system. Part I of this text describes
that process of defining User requirements and then participating in the systems engineering and
design engineering processes to ensure that the final design solution meets all performance, support-
ability, and cost of ownership terminal objectives.
GOALS OF ILS
The goals of the ILS are based on the overall aims of the organization. Figure 1.4 lists the goals of ILS
as stated by the buying organization such as the Department of Defense (DoD) or any corporation that
is making a capital investment. The Buyer’s reasons for applying ILS are to cause logistics support
considerations influence the design of a system, identify and develop support requirements that are
related to and supportive of readiness objectives of the system, to acquire the necessary support, and
to provide the required support for the minimum cost. The ILS organization is an integral part of the
engineering effort that designs military systems. Logistics engineers work hand-in-hand with other
engineers to ensure that support is considered in the design process. Logistics analyses are conducted
to identify ways in which the design can be changed to improve support or supportability. Additional
analyses are performed to identify the resources that will be required to support the system when it is
used. Logistics support resources are the biggest expense associated with a military system over its
useful life, so it is imperative that ILS plan for the most economical use of these resources.
The goals for any Seller organization to apply ILS are complementary to, but different from those
of the Buyer. The Seller’s ILS goals are listed in Fig. 1.5. First, and foremost, the Seller must make
• Achieve lowest cost of ownership

• Influence design decisions to improve
supportability and support
• Identify and limit cost and support drivers
• Identify and develop support resources
FIGURE 1.4 Goals of ILS (as stated by the Buyer).
• Profit
• Revenue
• Increase technical capabilities
• Increase market share
• Meet customer requirements
FIGURE 1.5 Goals of ILS (as stated by the Seller).

a profit to stay in business. Profit only comes from revenue. The Seller also strives to continually
improve on their technical capabilities which should enhance their market share. These can all be
realized while meeting their customer’s requirements.
This is an important point. Everyone does ILS. However, each organization must realize why it is
being applied and the terminal objectives that are being sought through its application.
ILS PARTNERS
The overall ILS organization that develops the support for a system is composed of two partners that
must work together as a team to achieve the goals of the ILS program. These partners are an element
of the Buyer (in the US military this is the DoD) which establishes a need for the system and the Seller
and the government contractors, who design and produce the system. The actual element of DoD,
which acts for the government, depends on the specific system. It could be any branch of the military
or an organization within a branch that is charged with the responsibility of acquiring military weapon
systems. For the purposes of this text, the terms DoD and the government will be used to generically
signify any government or DoD organization acquiring military equipment. The success of the ILS
organization depends on the ability of both partners to work together to achieve the goals of the ILS
program.
In the commercial industry there is also a partnership in providing support to systems, which is
more economically based on the seller providing both a system and the long-term support for an
acceptable price to the Buyer. The technical disciplines identified above may not be as rigidly distinct
as in the military, but the end products are just as necessary.
THE ACQUISITION CYCLE
ILS begins with the acquisition planning for an item of equipment and continues throughout its use-
ful life. This evolutionary process is the same for all items, whether a small, simple piece of equip-
ment or a major, complex system. The acquisition cycle can be divided in several distinct phases, and
depending on the source, there are several different sets of names that can be given to each life cycle
phase. Each phase can be subdivided based on the unique requirements of each project. Figure 1.6
illustrates the phases of the acquisition cycle: presystem acquisition, system acquisition, and
sustainment.
Pre-system System
Sustainment
acquisition acquisition
Buyer activities Design, development,

Operation and
necessary before or procurement and
support ending
any procurement then testing followed
in disposal
can begin by delivery
FIGURE 1.6 System acquisition phases.
1.8 CHAPTER ONE
Presystem Acquisition Phase
The acquisition cycle begins with the presystem acquisition phase where the need for new equipment
is identified. This need may be based on an evaluation of an existing equipment that can no longer
perform its mission or it can be based on a new type of mission for which an item of equipment does
not exist. The purpose of this phase is to fully define the new need, develop a complete mission pro-
file for the new equipment, identify in gross terms the resources that exist or must be developed to
fulfill the need, and establish priorities for continuing the acquisition process. There is an underlying
element to this phase and that is the continually evolving baseline of technologies available for incor-
poration into any system. It is important that this evolving technology baseline be continually
assessed to determine the applicability of available technologies to the new User requirement. This
phase also contains all the Buyer activities necessary to launch any procurement. When the need has
been fully defined, along with resource identification and establishment of priorities, the next step is
to develop alternative approaches for fulfilling the need. All the possible alternative approaches to
fulfill the need are identified. The positive attributes and risks involved with each alternative are eval-
uated to ensure that the alternatives selected are capable of fulfilling the need. The result of the phase
is selection of the most feasible alternative, or alternatives, for further study. If an alternative cannot
be identified, then the cycle reverts back to the start of this phase for redefinition of the need.
System Acquisition Phase
The alternative or alternatives developed during the presystem acquisition phase must now be com-
pletely explored to determine if the alternative actually fulfills the need. Up to this point, the alterna-
tive has been a general approach to solve the need. After all, that is why it is called a concept. The
purpose of this phase is twofold: (1) to take the concept and transform it into an actual, functioning
item and demonstrate that it actually works, and (2) to validate that the item will fulfill the need
defined during the preconcept phase. Failure of all alternatives to pass system acquisition phase
returns the process back to the presystem acquisition phase for identification of more alternatives.
The alternative or alternatives that pass the first step of this phase proceed to actual acquisition. There
are typically five options available to a procurement project to purchase a system that meets the need
identified in the presystem acquisition phase. These are listed in Fig. 1.7. The modification program
takes a system that is already in the possession of the User and modifies or upgrades its capabilities
and then returns it to the User to meet the new requirement. When modification is not acceptable, then
the next option is to purchase an existing item with no changes, normally called an off-the-shelf pro-
curement. This type of procurement minimizes development time and normally accelerates delivery
of the system to meet the need. A modified off-the-shelf program takes an existing design and then
modifies it prior to production. This may be a high risk program since off-the-shelf items have been
designed for other uses, and it may cost more in terms of time and money to develop this type of sys-
tem rather than going straight to a new design. An integration program takes existing items and inte-
grates them into a new system to meet the predefined need. Most complex systems of today,
especially predominately software systems, use this procurement option. One of the problems with
1. Modification program
2. Off the shelf program
3. Modified off the shelf program
4. Integration program
5. New design program
FIGURE 1.7 Procurement options.

this option is incompatibility of the existing items selected for integration. The final option is a new
design program. The new design program typically has the longest acquisition phase, may be the most
expensive, but normally produces a system that most closely meets the need for a reasonable cost of
ownership. The first step of this phase is sometimes called engineering and manufacturing develop-
ment (EMD), full scale development (FSD), or full scale engineering development (FSED). During
this step, the equipment undergoes sufficient engineering processes that develop an equipment design
that meets all the requirements of the need and performs in the field. As will be shown in later chap-
ters, a large percentage of ILS activity occurs during system acquisition. Actual manufacturing of the
new equipment occurs during the last step of this phase. This is the first appearance of the complete,
operationally ready equipment. The design of the equipment is frozen at the start of production and
cannot be changed thereafter without formal approval of the government. As systems are manufac-
tured, the system along with its required support package is deployed so that the User has the capa-
bility to perform assigned missions.
Sustainment Phase
After the equipment is manufactured and deployed, the User assumes ownership and operation
and support begins. The equipment is fielded and starts fulfilling the need identified during the
presystem acquisition phase. As the equipment functions in its intended environment, its capa-
bility to fulfill the need is continually evaluated. The equipment’s performance is also evaluated
as new needs arise. This ends the circle of one acquisition cycle and begins another. The sus-
tainment phase also includes disposal of items that are no longer serviceable and of waste and
by-products from the maintenance and support of systems. When a new item of equipment is
fielded, the item being replaced is phased out and disposal begins for the old item. This phase
continues until all of the old equipment is purged from the User’s inventory or redistributed to
fulfill other needs.
As stated, the acquisition cycle is a never-ending circle of events that continually addresses new
needs as they are identified. ILS participates in each phase of acquisition. Subsequent chapters will
address how ILS provides input to the planning for and use of support resources required to sustain
equipment operational capabilities.
LOGISTICS PHASES AND ACQUISITION PHASES
We have now discussed two different types of phases that address logistics and acquisition. It is
important to understand that these two different concepts are interdependent. The logistics phases
identify different types of logistics activities and the acquisition phases pertain to stages in the life
of a system. Figure 1.8 illustrates how the logistics phases apply to the acquisition phases. The logis-
tics functional requirements phase starts in the presystem acquisition phase and continues until engi-
neering drawing for the final design has been created which is normally sometime during system
acquisition phase. The physical requirements phase starts where engineering drawings are available
and continues until the system has been delivered to the User. The Use phase continues thereafter
through the completion of the acquisition cycle. There is obviously some overlap between phases
and each program will be slightly different. App. A, Roadmaps to Success, illustrates how all these
activities work together to achieve the goals of the ILS program.
CONCLUSION
Integrated Logistics Support is a universally applied concept and methodology. It is extremely flex-
ible and applicable to any situation. It is both science and art. It is a science because of its measurable
1.10 CHAPTER ONE
n
isitio
qu
ac
Ac
- Functional
e
Pr
qu
requirements
isit
ion
Physical
Use
definitions
Su
sta
inm
en
t
FIGURE 1.8 Combining the logistics and acquisition phases.
results but also an art because its application may be different in every situation. It is this complex
mixing of both science and art that makes it one of the most powerful processes available to meet the
requirements of the User, Buyer, and Seller.
Part I of this text presents the concepts applied by supportability engineering during the early
stages of the acquisition process. This part starts with identification of the User need and continues
through the systems engineering and design engineering processes to produce a supportable design.
The focus of this part is to illustrate how measurable supportability characteristics should be devel-
oped for any system during its acquisition.
Part II takes over where Part I ends with a physical design and demonstrates how a reasonable and
cost-effective support solution should be developed and delivered. This part discusses how each of
the logistics technical disciplines participates in developing the final support solution for a system.
Part III contains basic concepts and practices for managing the application of ILS to a specific pro-
gram. It discusses planning, contracting, and the management process.
In this chapter we have discussed the basic concepts of logistics, ILS, logistics phases, acquisition
phases, and other areas that provide a starting point for the remainder of this text. ILS is a total pack-
age concept with each of its parts interdependent to meet a common goal.
P ●
A ●
R ●
T ●
I
DEFINING A SUPPORTABLE
DESIGN
CHAPTER 2
THE EVOLVING SYSTEM
REQUIREMENT
Each acquisition must begin with identification of the requirements for the system. This identifica-
tion includes the intended use of the system, the environment where the system will be used, the rate
of usage, concerns pertaining to support of the system and potential costs of ownership. The impor-
tance of this identification cannot be overstressed. Failure to perform this identification properly will
almost always result in an inappropriate system. Therefore, due diligence must be applied to this ini-
tial process. It is the first step toward success of any acquisition.
DEFINING THE NEED
The first step in identification of the system requirement is to define the need for the system. Not,
what is the system, but what does it have to do? Figure 2.1 illustrates the questions which must be
answered as the initial step in defining the need. The answers to these questions form the basis for
supportability engineering. This list of questions represents the minimum input information neces-
sary to establish the basis parameters that delineate the ultimate criteria for system success. Throughout
this text, this list will be continually referenced since the answers to the questions represent the final
acceptability of the system to meet the User’s need.
Answering the questions posed in Fig. 2.1 is not a simple activity. Typically, no single person
or organization has all the correct answers. Experience has shown that most people or organiza-
tions have guesses or assumptions which they use as answers, but different organizations working
on the project have made different guesses or assumptions which they do not share or compare.
This results in confusion of project goals and parameters. The answers developed on a project nor-
mally result from coordination among all the stakeholders, arbitration where differences occur, and
finally, agreement of all parties. The answers to each question are important; however, it is the first
question, addressing how the system will be used, that is most important. The actual use of the sys-
tem creates requirements for support and, therefore, is the focus of supportability engineering.
Let’s look at two examples that will be used in following chapters in this text.
The automotive industry takes flat sheets of steel and transforms the sheets to different body parts
for a car. This is done by a stamping process. The stamping process is performed by a complex sys-
tem called a transfer press. A transfer press is a large, complex, and expensive system. It contains sets
of stamping dies which are raised and lowered hydraulically pressing the sheets of metal into a series
of shapes until the final desired shape is produced. Figure 2.2 illustrates this process. The shaping of
one car panel may require up to six different die sets. The stamping process is one of the initial steps
in car production that feeds the assembly plant. A single car model may require up to 50 different
sizes and shapes of parts created by a single transfer press.
Therefore, it must be capable of producing a large number of different parts at a specific rate to
assure a smooth flow of parts to the assembly line. The overall need for the transfer press can be
stated as: “The transfer press must be capable of producing the parts for assembly at a rate of
2.1
2.2 CHAPTER TWO
• How will the Users actually use the system?

• What are the minimum performance requirements?
• Where will the system be used?
• How frequently will the system be used?
• Under what circumstances will the system be used?
• How will the User measure system success?
• How will the User measure system failure?
• Are there any limitations on system use?
• Are there any limitations on system characteristics?
• Are there any economic issues or constraints?
• Are there any environmental issues or constraints?
• Are there any support limitations?
FIGURE 2.1 Critical starting questions.
500 cars per day.” This is the measurable output statistic for the system and establishes a minimum
performance requirement. If the transfer press cannot output panels in quantities sufficient to feed
the assembly operation, the entire car production rate is slowed. Everything that is done during
acquisition of the stamping machine must enable it to achieve this requirement. There are many
other facts that must also be addressed; one of the most important is the cost of the transfer press
and the cost of operating the press. These costs are amortized into the cost of each part produced
by the machine. The transfer press must operate efficiently. Any defect that stops its operation cre-
ates a break in the flow of parts to the assembly activity. Therefore, the transfer must be very reli-
able and also easy to restore to an operable condition when a defect occurs. Supportability
engineering focuses its activities on both the cost of the transfer press and the ability to support it.
The second example is a main battle tank used by the Army. A tank is also a very complex and
expensive system. Its purpose is to be capable of defeating opposing forces, especially the opposing
force’s tanks. The requirements for the main battle tank therefore focus on the capabilities of any
opposing forces and attributes that the tank must have to overcome any opposition. This situation is
quite different from the transfer press of the automotive industry. The desired output is not as explic-
itly measurable in terms of production quantities.
Flat steel Transfer Shaped

sheets press car parts
Input to Stamp Move to Stamp Eject final

die #1 shape 1 die #2 shape 2 shape part
FIGURE 2.2 Transfer press operations.
THE EVOLVING SYSTEM REQUIREMENT 2.3
Definition of the need for the tank must start with a study of the tactical mission that the tank must
perform to defeat opposing forces. The tank will potentially meet several different types of opposing
force equipments on the battlefield. These may include tanks, infantry, aviation, artillery, and anti-
tank mines. These are commonly grouped into potential threats to its survival and mission success.
The need for the tank can be summarized as: “The tank will be capable of closing with and defeating
opposing threat forces through mobility and superior application of firepower.” This brief description
of the need for the tank conveys the requirement for the tank to be highly mobile with an accurate and
lethal gunnery system. Figure 2.3 shows these high-level requirements for the tank.
Mobility requirements must be further defined to determine distance, time, and terrain, which will
lead to engine horsepower, transmission, track suspension system, and driving controls. The require-
ment for superior firepower must be expanded to consider munitions, cannon, sight system, fire con-
trol system, and gunnery controls. Underlying the obvious requirements for mobility and firepower
is another: survivability. The tank must be capable of surviving a combat situation. This mandatory
characteristic will define the size, shape, and construction of the tank body. As the tank body increases
in size, its weight also increases. An increase in weight increases the requirement for engine horse-
power to improve mobility, etc. Each of these requirements is interrelated. There is one other require-
ment required for operation and that is to communicate. An unspoken requirement for the tank is its
ability to operate for some period of time without failing. A tank should never break down in the mid-
dle of a combat mission. This leads to supportability engineering, which is an integral participant in
the systems engineering process that will develop the tank design.
Environmental Issues
The environment in which the system is to be used must be explicitly described. The specific condi-
tions to which the system will be subjected have a very significant bearing on its operability. Different
environments pose different stresses on a system. Environmental issues can be divided into two cat-
egories: physical environmental effects on the system and system effects on the environment. Both
of theses issues must be considered prior to start of development or procurement of a system.
Physical Environment
The effects of the physical environment where a system will be used can have a significant effect on
its ability to operate efficiently. Figure 2.4 lists the typical areas that must be considered. The temper-
ature range of the location where the system will be operated has a direct impact on its success. If the
location is very hot, the system will probably require some type of cooling, or if it is very cold, the sys-
tem may require heating. If there are many locations where the system will be used, then it may require
both heating and cooling with a capability to monitor and adjust the temperature. Humidity of the envi-
ronment of operation must also be considered. High levels of humidity lead to corrosion of metal com-
ponents and interfere with electronic assemblies. Extremely low humidity causes accelerated
deterioration of materials such as rubber gaskets or adhesives. Airborne particles can pose additional
concerns for proper system operation. Particles such as dust may require a filtration element to remove
Main battle tank

requirements
Mobility Firepower Survivability Communicate Supportability
FIGURE 2.3 Main battle tank requirements.

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They brought out a kind of couch for me to lie on, but would not at first
believe that I would eat their food. However, after a little persuasion
they made some tea (for the people are beginning to use tea quite
freely) and some curry and rice—quite palatable. I began to eat of
course with my fingers, native fashion; but as soon as I did so, they
saw that something was wrong, and raised a cry of Karandi! (spoon);
and a boy was sent off, despite my protests, to the cabin of a rich
neighbor half a mile off, and ultimately returned in triumph with a rather
battered German-silver teaspoon!
I felt doubtful about doing another twelve miles to Ratnapura;
however thought best to try, and off we went. But the rest had done
little good, and I could not go more than two miles an hour. At 4 p.m.,
after walking about four miles, we came out into flat land—a good
path, little villages with clumps of palm and banana, lovely open
meadows, and tame buffalos grazing. Thence along the side of the
Kaluganga, most lovely of rivers, through thickets of bamboo and
tangles of shrubs, and past more hamlets and grazing grounds (though
feeling so done, I thoroughly enjoyed every step of the way), till at last
at a little kind of shop (kadai) we halted, about 6 p.m. Got more tea,
and a few bananas, which was all I cared to eat; and then went in and
lay down on a trestle and mat for an hour, after which we decided to
stay the night. Kalua stretched himself near me; the men of the place
lay down on the floor—the women somewhere inside; the plank
shutters were built in, and lights put out. I slept fairly well, and woke
finally at the sound of voices and with dawn peeping in through the
holes in the roof. Had a lovely wash in a little stream, and an early
breakfast of tea, bananas, and hot cakes made of rice, coco-nut, and
sugar—and then walked four miles into this place (Ratnapura), where
at last we came to a road and signs of civilisation.
The rest-house here is comfortable; have had another bath, and a
good solid breakfast, and made arrangements for a boat to start with
us this evening down the river to Kalutara (60 miles).
Sunday, Jan. 4th.—After walking round the town yesterday, and
getting fruit and provisions for our voyage, we embarked about 6 p.m.,
and are now floating lazily down the Kaluganga. The water is rather
low, and the speed not good; but the river is very beautiful, with
bamboos, areca-palms, and other trees, leaning over in profusion.
Ratnapura (the city of jewels) is only a small town—hardly so big
as Kurunégala—just about one long street of little booths and cabins, a
post-office, court-house and cutcherry, and the usual two or three
bungalows of the English agent and officials standing back in park-like
grounds in a kind of feudal reserve. The town derives its name from
the trade in precious stones which has been carried on here for long
enough—rubies, sapphires, and others being found over a great part
of the mountain district. In perhaps half the little shops of Ratnapura
men and boys may be seen squatted on the floor grinding and
polishing jewels. With one hand they use a bow to turn their wheels,
and with the other they hold the stone in position. The jewels are also
set and offered for sale—often at what seem very low prices. But the
purchaser must beware; for the blessings of modern commerce are
with us even here, and many of these precious stones are bits of
stained glass supplied wholesale from Birmingham.
This boat, which is of a type common on the river, consists of two
canoes or “dug-outs,” each twenty feet long, and set five or six feet
apart from each other, with a flooring laid across them, and a little
thatched cabin constructed amidships. The cabin is for cooking and
sleeping—a fire and cooking pots at one end, and mats laid at the
other. At the front end of the boat sit the two rowers, and the
steersman stands behind. We have a skipper and four crew (an old
man, Djayánis; a middle-aged man, Signápu; and two lads, Duánis
and Thoránis). The name of the skipper is Pedri. About two miles
below Ratnapura we drew to the shore and stopped below a temple;
and Pedri and the old man went up to offer money for a favorable
voyage! They washed a few coppers in the river, wrapped them in a
bo-tree leaf, which had also been washed, sprinkled water on their
foreheads, and then went up. They soon came back, and then we
started.
RICE-BOATS ON THE KALUGANGA.
(A clump of bamboos on the right.)
Hardly any signs of habitation along the river. Now and then rude
steps down to the shore, and a dark figure pouring water on its own
head. The river varying, a hundred yards, more or less, wide. At about
seven it got too dark and we halted against a sandbank, waiting for the
moon to rise, and had dinner—rice, curried eggs, and beans, and a
pineapple—very good. Then got out and sat on the sand, while the
boys lighted a fire. Very fine, the gloom on the tall fringed banks,
gleams from the fire, voices of children far back among the woods,
playing in some village. After a time we went back on board again, and
sat round teaching each other to count, and laughing at our mistakes—
ekkai, dekkai, tonai, hattarai—one, two, three, four. The Cinghalese
language (unlike the Tamil) is full of Aryan roots—minya, man; gáni,
woman; and so on. The small boy Thoránis (12 years) learnt his “one
two three” in no time; he is pretty sharp; he does the cooking, and
prepares our meals, taking an oar between times. The man Pedri
seemed good to the lads, and they all enjoyed themselves till they got
sleepy and lay in a row and snored.
Started again at moonrise, about midnight; after which I went to
sleep till six or so, then went ashore and had a bath—water quite
warm. Then off again; a few slight rapids, but nothing much. We go
aground every now and then; but these boats are so tough—the
canoes themselves being hollowed trees—that a bump even on a rock
does not seem to matter much. The lads quite enjoy the struggle
getting over a sandbank, and Duánis jumps down from his perch and
plunges through the water with evident pleasure. The old man
Djayánis steers—a shrewd-faced calm thin fellow, almost like a North
American Indian, but no beak. See a monkey or a kite occasionally; no
crocodiles in this part of the river, above the rapids; some large and
handsome kingfishers, and the fruit-crow, whose plumage is something
like that of a pheasant.
Kalua enjoys the voyage. It suits his lazy sociable temperament,
and he chats away to Pedri and the crew no end. His savage strength
and insouciance are splendid. All over Adam’s Peak he walked
barefoot, with no more sign of fatigue than if it had been a walk round
a garden,—would lie down and sleep anywhere, or not sleep, eat or
not eat, endure cold or heat with apparent indifference; yet though so
complete a savage physically, it is interesting to see what an attraction
for him civilisation, or the little he has seen of it, exerts. He is always
asking me about Europe, and evidently dreaming about its wealth and
splendor. All the modern facilities and inventions are sort of wonderful
toys to this child of nature; and though I think he is attached to me, and
is no doubt of an affectionate disposition, still it is partly that I am
mixed up in his mind with all these things. I tried one day to find out
from K. his idea of god or devil, or supreme power of any kind; but in
vain. His mind wandered to things more tangible. Many of the
Cinghalese however have rather a turn for speculations of this kind;
and at one hotel where I was staying the chamber-servant entertained
me with quite a discourse on Buddha, and ended by ridiculing the
Christian idea that a man can get rid of the results of sin by merely
praying to God or believing in Jesus.
We have now passed the nárraka-gála (bad rock) rapid, which is
about half-way down the river, and is the only rapid which has looked
awkward, the river narrowing to five or six yards between rocks, and
plunging over at a decided slope. We went through with a great bump,
but no damage! The sun and smells on board are getting rather trying;
this dried-fish smell unfortunately haunts one wherever there are
native cabins. But we shall not be long now before reaching my
landing-place, a little above Kalutara.
There are a good many boats like ours on the river, some laden
with rice going down, others poling upwards—sometimes whole
families on the move. Quantities of ragged white lilies fringing the
shore.
Jan. 6th.—Kalua and I left our friends and their boat in the
afternoon, and spent Sunday night at P——’s bungalow. P. is manager
of a tea plantation—a bit of a Robinson Crusoe, living all by himself—
native servants of course—with two dogs, a cat, and a jackdaw (and at
one time a hare!) sharing his meals. Some of these planter-fellows
must find the life a little dreary I fancy, living isolated on their
plantations at a considerable distance from European neighbors, with
very small choice of society at the best, and prevented no doubt by
their position from associating too closely with the only folk who are
near them—their own employees. The more kindly-hearted among
them however do a good deal for their workers in the way of
physicking and nursing them when ill or disabled, advising them when
in difficulties, etc.; and in these cases the natives, with their instinct of
dependence, soon learn to lean like children on their employer, and the
latter finds himself, after a few years, the father (so to speak) of a large
family. There are 200 Tamil coolies permanently employed on this
plantation, and a hundred or two besides, mostly girls and women,
who come in to work when wanted from neighboring Cinghalese
villages.
GROUP OF TAMIL COOLIES, OR WAGE-
WORKERS.
But the system, like the commercial system wherever it is found to-
day, is pretty bad and odious in itself, and is no doubt in many cases a
cover for shameful abuses. The Tamil coolies—men, women, and
children—come over in gangs from the mainland of India. An agent is
sent out to tout for them, and to conduct them by sea and land to their
destination. On their arrival on the tea-estate each one finds himself so
many rupees in debt for the expenses of transit! An average wage is
6d. a day, but to keep them up to the mark in productiveness their work
is “set” for them to complete a certain task in a certain time, and if they
do not come up to their task they get only half pay; so that if a man is
slow, or lazy, or ill, he may expect about 3d. per diem! Under these
circumstances the debt, as may be imagined, goes on increasing
instead of diminishing; the estate is far up country, away from town or
village, and the tea company acts as agent and sells rice and the other
necessaries of life to its own coolies. Poor things, they cannot buy
elsewhere. “Oh, but they like to be in debt,” said a young planter to me,
“and think they are not doing the best for themselves unless they owe
as much as the company will allow.” He was very young, that planter,
and perhaps did not realise what he was saying; but what a suggestion
of despair! Certainly there may have been some truth in the remark; for
when all hope of ever being out of debt is gone, the very next best
thing is to be in debt, as much as ever you can. At the end of the week
the coolie does not see any wage; his rice, etc., has forestalled all that,
and more; only his debt is ticked down a little deeper. If he runs away
to a neighboring estate he is soon sent back in irons. He is a slave,
and must remain so to the end of his days. That is not very long
however; for poor food and thin clothing, and the mists and cool airs of
the mountains soon bring on lung diseases, of which the slight-bodied
Tamil easily dies.
“I dare say 3d. a day seems a very small wage to you,” said the
planter youth, “but it is really surprising how little these fellows will live
on.”
“It is surprising, indeed, when you see their thin frames, that they
live at all.”
“Ah, but they are much worse off at home; you should see them
when they come from India.” And so the conversation ended.
And this is how our tea, which we set so much store by, is
produced in Ceylon and other places. These plantations are sad-
looking places. Commercialism somehow has a way of destroying all
natural beauty in those regions where it dwells. Here the mountain
sides are torn up, the immense and beautiful forests ravaged from
base to summit, and the shaly escarpments that remain planted in
geometrical lines with tea-shrubs. You may walk for miles through such
weary lands, extending rapidly now all over the mountain region from
the base to near the tops of the highest mountains, the blackened
skeletons of half-burnt trees alone remaining to tell of the old forests,
of which before long there will be but a memory left.
It is curious, when one comes to think of it, that such huge spaces
of the earth are devastated, such vast amounts of human toil
expended, in the production of two things—tea and wine—which to say
the least are not necessaries, and which certainly in the quantities
commonly consumed are actually baneful. If their production simply
ceased, what a gain it might seem! Yet the commercial policies of the
various nations stimulate these, and always to the neglect of the
necessaries of life. They stimulate the stimulants. We need not be
hypercritical, but there must be something peculiar in the temper of the
modern nations that they make such tremendous sacrifices in order to
act in this way.
TAMIL GIRL COOLIE, PLUCKING TEA.
On each tea-plantation there are the “lines” (rows of huts) in which

the coolies live, and the “factory”—a large wooden building, with rows
of windows, a steam engine, and machinery for the various processes
concerned—withering, fermenting, rolling, firing, sorting, packing, etc.
The tea-bushes (a variety of the camellia) are not allowed to grow
more than three or four feet high. In Ceylon the plucking goes on
almost all the year round. As soon as the young shoots, with five or six
leaves, have had time to form since the last plucking, a gang of
workers comes round—mostly girls and women for this job—each with
a basket, into which they pluck the young leaves and the little rolled-up
leaf-bud, most precious of all. When taken to the factory the leaves are
first spread out to wither, then rolled by machinery (to look like buds),
then dried or baked by artificial heat. After this they are sorted through
a huge sieve, and the finest quality, consisting of the small leaf-bud, is
called Flowery Pekoe; the next size, including some of the young leaf,
is called Broken Pekoe; and the coarser leaves come out as Pekoe
Souchong, Souchong, etc. The difficulty with tea, as with wine, is that
no two yields are alike; the conditions of plucking, fermenting, firing,
etc., all make a difference in the resultant flavor. Hence a dealer, say in
London, who reckons to supply his customers with tea of a certain
constant flavor, has simply to make such tea as best he can—namely
by “blending” any teas which he can lay hold of in the market, and
which will produce the desired result. The names given in these cases
are of course mostly fictitious.
* * * * *
I may as well insert here one or two extracts from letters since
received from our friend “Ajax,” which will perhaps help to show the
condition of the coolies in the tea-gardens where he is now working.
He says:—
“One gets very fond of the coolies, they are so much like children;
they bring all their little grievances to one to settle. A man will come
and complain that his wife refuses to cook his food for him; the most
minute details of family affairs are settled by the sahib of the garden.
The coolies have a hard time, and are treated little better than slaves;
most willing workers they are. Still all I can say is that they have a
much better time than the very poor at home, such as the factory girls,
tailoresses, etc., and laborers. On this garden they have met with
exceptionally hard lines; the manager being an ill-bred man has had no
consideration for his men, and they have died in hundreds from
exposure to weather in the garden and houses, which had all crumbled
away from neglect. Many families of ten or eleven in number have
dwindled away to one or two. In one case, two little fellows of eight and
nine, living together on five rupees a month, are the only
representatives (of a former family)....
“I was sorry to leave (the former garden), very; I had got to know
the coolies, 300 of them at any rate who were under my charge, and
they had got to know me. Many of them wanted to come with me here,
but that is not allowed. Some said they would ‘cut their names,’ that is
take their names off the garden labor-register, and go wherever I went,
but of course they could not do that. I don’t know why they were so
anxious to come, because I know I worked them very hard all the time
I was there. I think my predecessor used to fine them and thrash them
a good deal, often because he did not know what they said, and could
not make them understand. I like the coolies very much, and one gets
quite attached to some of them; they seem instinctively polite; and if
you are ill, they tend you just like a woman—never leave one in fact.
The higher and more respectable class of Baboos are just as
objectionable, I think.”
CHAPTER V.
BRITISH LAW-COURTS AND BUDDHIST
TEMPLES.
Kurunégala.—I have come to the conclusion that the courts and

judicial proceedings out here are a kind of entertainment provided for
the oysters at the expense of the British Government, and that the
people really look upon these institutions very much in that light. Poor
things! their ancient communal life and interests, with all the local
questions and politics which belonged thereto, and even to a great
extent the religious festivals, have been improved away; they have but
few modern joys—no votes and elections such as would delight our
friend Monerasingha—no circuses, theatres, music-halls. What is there
left for them but the sensations of the police-courts? The district court
here is, I find, the one great centre of interest in the town. Crowds
collect in the early morning, and hang about all day in its vicinity, either
watching the cases or discussing the judgments delivered, till sunset,
when they disperse homeward again. Cooling drinks are sold, beggars
ply their trade, the little bullock-hackeries trot up and down, and the
place is as busy as a fair. There is no particular stigma in conviction by
an alien authority; there is a happy uncertainty in the judgments
delivered by the representatives of a race that has difficulty in
understanding the popular customs and language; and the worst that
can happen—namely relegation to prison life—affords a not
unpleasant prospect. Besides, these institutions can be used to gratify
personal spleen; cases can be, and frequently are, cooked up in the
most elaborate manner. Damages can be claimed for a fictitious
assault; and when an injury has really been done, the plaintiff (and this
I find is a constantly recurring difficulty) will accuse not only the author
of the mischief, but Tom, Dick, and Harry besides, who have had
nothing whatever to do with it, but who are the objects of personal
spite, in the hope of getting them too into trouble. The Cinghalese, as I
have said before, are a very sensitive people. Any grievance rankles in
their bosom, and in revenge they will not unfrequently use the knife. An
Eurasian friend, a doctor, says that he quite thinks cases might occur
in which a man who had been wounded or assaulted by another would
die out of spite in order to get the other hanged!—would connive with
his relations and starve himself, and not try to heal the wound. He says
however that the cases of ruptured spleen—of which we so frequently
hear—are genuine, as frequent fevers often cause immense
enlargement of the spleen, which then bursts for a comparatively slight
cause, e.g. a planter and a stick.
BULLOCK-HACKERY, COLOMBO.
The courts in this country are generally large thatched or tiled

halls, sometimes with glass sides, but often open to the wind, with only
a low wall running round, over which, as you sit inside, a crowd of bare
arms and heads and bodies appears. At one end sits the English
official, dutifully but wearily going through his task, a big punkah
waving over his head and helping to dispel the slumbrous noontide
heat; below him stands the mudaliar, who acts as interpreter—for the
etiquette properly enough requires that the transactions of the court
shall be given in both languages, even though the official be a native
or an Englishman knowing the native language perfectly; at the table in
the centre are seated a few reporters and proctors, and at the other
end are the prisoners in the dock, and the policemen in their boots.
The cases are largely quarrels, and more or less unfounded
accusations arising out of quarrels, thefts of bullocks or of coco-nuts,
and so forth. The chief case when I was in court some days ago was
rather amusing. A few days before, three or four men, having been
accused, possibly wrongfully, of burglary, and having (on account of
insufficient evidence) been acquitted, went off straight from the court to
an arrack shop and got drunk. They then made it up between them
that they would rob the man thoroughly that evening, even if they had
not done so before, and give him a good hiding into the bargain; and
taking to themselves some other congenial spirits went off on their
errand. They found the man asleep in the verandah of his cabin, and
tying him down gave him some blows. But—as it came out in the
evidence with regard to the very slight marks on the body—before they
could have hurt him much, the man, with great presence of mind, died,
and left them charged with the crime of murder! An old woman—the
man’s mother—with a beautiful face, but shaking with age, came
forward to give evidence. She said she was nearly 100 years old,
though the evidence on this point was not very clear. Anyhow, her
head was remarkably clear, and she gave her testimony well; identified
several of the prisoners, said they had broken into the cabin and
carried off valuables, and that one, the leader, had motioned her into a
corner of the cabin, saying, “Stand aside, old mother, or you’ll get hurt,”
while another had come up to her and said, “I think I had better take
those bangles from you, as they are no good to you now, you know.”
There were nine men charged with the offence, and they were
committed for trial in a higher court—very decent-looking
scaramouches on the whole, just about average types of humanity.
The English officials that I have seen here and at other places
strike me as remarkably good-hearted painstaking men; but one feels
the gulf between them and the people—a gulf that can never be
bridged. Practically all that a Government like ours does, or can do, is
to make possible the establishment of our social institutions in the
midst of an alien people—our railways, education, Bible missions,
hospitals, law-courts, wage-slavery, and profit-grinding, and all the rest
of it, in the midst of a people whose whole life springs from another
root, namely religious feeling. The two will never blend, though the
shock produced by the contact of two such utterly different civilisations
may react on both, to the production of certain important results.
Anyhow for a well-meaning official it must be depressing work; for
though he may construct a valuable tank, or what not, from the highest
motives according to his own lights—i.e. for the material welfare of the
people and the realisation of a five per cent. profit to Government—still
he never comes near touching the hearts of the millions, who would
probably pay much more respect to a half-luny yogi than to him and all
his percentages.
A.’s friend, Sámanáthan, comes to read English with me every day,
and teaches me a little Tamil in return. He is something of a dandy,
with his green silk coat and hair plaited down his back, and delicate
hands and manners—a fellow over thirty, with a wife and children, and
yet not earning any livelihood, but remaining on at home with his
parents, and dependent on them! And what seems to us most strange,
this is quite an admitted and natural thing to do—such is the familiar
communism which still prevails. He is very much of a student by
nature, and in his native town (in India) gives lectures, philosophical
and theological, free of charge, and which are quite popular. He is
reading S. Mark with me, and reads it pretty well, being evidently
familiar even with the more philosophical words, though doubtful about
the pronunciation of some. He is interested in the story of Jesus, and
thinks Jesus was no doubt a “sage”—i.e. an adept—or at any rate
versed in the arcane lore of the East. But he is much amused at the
Christian doctrine of the redemption, which I suppose he has got hold
of, not from Mark but the missionaries.
* * * * *
On the 10th of this month (January), F. Modder and I went off on
an excursion from here to Dambulla (35 miles), and thence to
Anurádhapura (42 miles). Dambulla is celebrated for its Buddhist rock-
temples, and Anurádhapura is the site of a very ancient city, now in
ruins amid the jungle.
Despite all sorts of reports about the length of the journey and its
difficulty—the chief difficulty being that of getting any exact information
—M. managed to secure a bullock-cart with springs, and two pairs of
bullocks; and we made a start about 6.30 p.m. A mattress in the cart
and a pillow or two made all comfortable. We sat and talked for a
couple of hours, then walked, and then went to sleep. With an average
speed of two miles an hour we reached the rest-house at Gokarella at
midnight, changed bulls, and immediately went on. Another six hours
brought us to the house of a Government medical practitioner—a
Cinghalese—where we got an early breakfast, and finally we reached
Dr. Devos’ house, at Dambulla, about midday.
CINGHALESE COUNTRY-CART.
(Thatched with palm-branches.)
The little bulls went patiently on during the night, the Tamil driver
chirruping “Jack” and “Pitta” to them (corresponding to our carters’
“Orve” and “Gee,”) which some cheerful English traveler is said to
have interpreted into the statement that the natives of Ceylon call all
their cattle either Jack or Peter; the stars shone bright—the Milky Way
innumerable. The road was bad, with occasional descents into dry
sandy torrent beds; jungle stretched all around (with here and there, M.
says, the remains of some town buried in undergrowth); but we slept—
M. slept, I slept, the driver slept, and occasionally even the good little
bulls slept. Once or twice we came thus to a total stoppage, all
sleeping, and then woke up at the unwonted quiet.
Just the first light of dawn, and a few strange bird-calls in the bush;
the great ficus trees with their mighty buttresses stretching white stems
up into the yet ghostly light; ant-hills, conical and spired, all along the
road-side; tangles of creepers, and then, as the sun rose, quantities of
butterflies. I know nothing of butterflies, but the kinds in this country
are very various and beautiful. There is one which is very common,
about four inches across, black and white, with body a bright red, and
underwing spotted with the same colour—very handsome; and one
day, when taking a sun-bath in the woods, an immense swallow-tail
hovered round me, fully ten inches across from tip to tip of wings.
Modder is a cheerful fellow, of Dutch descent probably, of about
thirty years of age, a proctor or solicitor for native cases, well up in
Cinghalese and Tamil, and full of antiquarian knowledge, yet can troll a
comic song nicely with a sweet voice. I find he is a regular democrat,
and hates the whole caste system in which he lives embedded—thinks
the U.S. must be “a glorious country.” He says he has often talked to
the Tamil and Cinghalese people about the folly of caste. At first they
can’t understand what he means—are completely at a loss to imagine
anything different, but after a time the idea seems to take hold on
them.
Found Devos at Dambulla—a fine clear-faced man of about thirty-
three, genuine, easy-going, carrying on a hospital in this slightly
populated district—just a large native village, no more—but the mails
come through this way, and a few English on their way to
Anurádhapura, and other places. Gangs of Tamil coolies also, from the
mainland of India, pass through Dambulla in going up country, and
have to be medically examined here, for fear of cholera, etc. Living
with Devos are two younger fellows, Percy Carron, who is also an
Eurasian, and a Cinghalese youth, both foresters—a small easy-going
bachelors’ household, and all very chummy together. Thought they
also treated their Tamil “boy” John well—actually called him by his
name, and did not shout at him. These fellows all talk English among
themselves, in a close-lipped, rapid, rather neat way. The other two
chaffed the Cinghalese a good deal, who was of the usual sensitive
clinging type.
In the afternoon we went up the rock to see the temples. A great
rock, 500 or 600 feet high, similar to that at Kurunégala. Half-way up
stretches a broad ledge, 100 yards long, commanding a fine view over
hill and dale, and between this ledge and an overhanging layer of rock
above are niched five temples all in a row. No façade to speak of, mere
stucco walling, but within you pass into large caverns full of rude
statues. The largest of the temples is 150 feet long, 40 deep, and 23
high in front—a great dark space with perhaps fifty colossal images of
Buddha sitting round in the gloom with their sickly smile of Nirvana,
and one huge figure, 30 or 40 feet long, lying down in illumined sleep;
all crudely done, and painted bright yellows and reds, yet rather
impressive. The sides too and roof of the cavern are frescoed in the
same crude manner with stories from the life of Buddha, and with
figures of the Hindu gods. Withal, a fusty smell, a thousand years old,
of priests none too clean, of flaring oil-lamps, of withered flowers and
stale incense, oppressed us horribly, and it was the greatest relief to
get out again into the open. Devos says the scene is very striking at
the great festivals, when multitudinous pilgrims assemble and offer
their lights and their flowers and their money, on benches each before
the figure they affect. Tomtoms beat, worshipers recite their prayers,
lights twinkle, and outside the light of the full moon pours down upon
the rock. Monkeys native to the rock are fed on this ledge in hundreds
by the priests.
Ceylon is of course mainly Buddhist, and all over the hilly part of
the island rock-temples of this sort, though smaller, are scattered—
some mere shrines with a single seated or recumbent image of
Buddha. They are commonly built among the woods, under some
overhanging brow of rock, and the story generally runs that the cavern
had in earlier times been occupied by some hermit-saint, or yogi, and
that the temple was built in remembrance of him. There is a little one of
this kind half-way up the rock at Kurunégala, and it is tended by a boy
priest of about thirteen years of age, who, barehead and barefoot, but
with his yellow priest-robe wound gracefully about him, attends in a
dignified manner to the service of the shrine. He is generally followed
by a little attendant (every one has an attendant in the East)—a small
boy of about nine—who turns out to be his khoki, or cook! This sounds
luxurious, but by rule the Buddhist priests should live the most
abstemious lives. They are supposed to have no money or
possessions of their own, and to be entirely celibate. Each morning
they go out with their begging bowls on their arm to get their daily food.
They go to a house and stand near the door, asking nothing. Then
presently the woman comes out and puts a little rice in the bowl, and
the priest goes on to the next house. When he has got sufficient he
returns, and his attendant cooks the food (if not already cooked) and
he eats it. For each priest has the privilege to choose a boy or youth to
be his attendant, whom he trains up to the priesthood, and who takes
his place after him. This perhaps explains the presence of the small
boy khoki above.
The Buddhist priests, like the Hindu priests, are drawn mostly from
the comparatively uneducated masses, but there is no need in their
case that they should be Brahmans. A vast tolerance, and gentleness
towards all forms of life, characterises the Buddhist institutions; but in
the present day in Ceylon the institutions are decadent, and the
priests, with a few exceptions, are an ignorant and incapable set. The
efforts of Col. Olcott however, on behalf of the Theosophical Society,
and of Sumángala, the present high priest of the island, a man of great
learning and gentleness, have done something in latest years to infuse
a new spirit into the Buddhism of Ceylon and to rehabilitate its esoteric
side.
At Kandy in one of the Buddhist temples outside the town there is
a standing figure of Buddha twenty-seven feet high, carved in the face
of the solid rock, and the temple built round it—rather fine—though
with the usual crude red and yellow paint. It belongs to the time of the
kings of Kandy, and is only about 150 years old. Many of the ordinary
cave-temples are extremely old, however—as old as Buddhism in the
island, 2,000 years or more—and likely were used for religious
purposes even before that.
After looking at the Dambulla temples, which are said to have been
constructed by the king Walagambahu about 100 b.c., we gained the
summit of the rock, whence you have a view over plains towards the
sea and of ranges of hills inland, not unlike that from the rock at
Kurunégala; and then descended, not without difficulty, the precipitous
side. Evening fell, and darkies came out with lamps to our aid.
The same night I pushed on by mail-coach to Anurádhapura,
leaving Modder behind, as he unfortunately had to return to
Kurunégala the next day.

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(McGraw-Hill Logistics Series) – Ebook

Contemporary Logistics 12th Edition, (Ebook PDF)

Logistics Transportation Systems Sarder

eTextbook 978-0132953467 Contemporary Logistics

Logistics Transportation Systems Md Sarder

Contemporary Logistics (12th Edition ) 12th Edition

Behavior Support (Teachers’ Guides) – Ebook PDF Version

Supply Chain Management: A Logistics Perspective 10th

(eTextbook PDF) for Supply Chain Logistics Management

Chapter 1. Introduction to Logistics 1.1

The Basis for Logistics / 1.1

Part I Defining a Supportable Design

Chapter 2. The Evolving System Requirement 2.1

Defining the Need / 2.1

Chapter 3. Creating the Design Solution 3.1

Chapter 4. Reliability, Maintainability, Testability, and FMECA 4.1

Reliability Engineering / 4.1

Reliability Statistics / 4.3

Chapter 5. Supportability Characteristics 5.1

The Supportability Engineering Challenge / 5.1

Safe to Maintain / 5.7

Chapter 6. Functional Supportability Analysis 6.1

Functional Then Physical / 6.1

Chapter 7. System Safety and Human Factors Engineering 7.1

System Safety / 7.1

Chapter 8. Reliability-Centered Maintenance 8.1

History of RCM / 8.1

Chapter 9. Software Support 9.1

Chapter 10. Availability 10.1

Concept of Availability / 10.1

System Life / 11.1

Chapter 12. Logistic Support Analysis 12.1

Goals of the LSA Process / 12.1

Part II Developing the Support Solution

Chapter 13. Physical Supportability Analysis 13.1

Resource Identification Process / 13.1

Chapter 14. Level of Repair Analysis 14.1

Maintenance Planning / 14.1

Chapter 15. Logistics Support Information 15.1

History of the LSAR / 15.1

Chapter 16. Manpower and Personnel 16.1

Determining Requirements / 16.1

Chapter 17. Support Equipment 17.1

Support Equipment / 17.1

Chapter 18. Provisioning and Supply Support 18.1

Spares Requirements / 18.1

Chapter 19. Technical Manuals 19.1

Types of Manuals / 19.1

Chapter 20. Training and Training Equipment 20.1

Training Phases / 20.1

Chapter 21. Facilities 21.1

Types of Facilities / 21.1

Chapter 22. Packaging, Handling, Storage, and Transportability 22.1

Part III Logistics Management

Chapter 23. Logistics Management Plans 23.1

Integrated Logistics Support Plan / 23.1

Chapter 24. Contracts 24.1

Chapter 25. Logistics Management 25.1

ILS Organizations / 25.1

Appendix A. Roadmaps to Success A.1

Appendix B. Joint Service Multiple Role Tactical Armored

Appendix C. References C.1