D-A183 948 COMPUTER AIDED LOGISTICS SUPPORT - A PROGRAM OVERVIEW /

(U) ASSOCIATION OF SCIENTISTS AND ENGINEERS OF THE

NAVAL SEA SYSTEMS COMMAND WASHINGTON DC
UNCLASSIFE R CALOGERO ET AL MAR 87 F/G 1217 NL
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COMPUTER AIDED LOGISTICS SUPPORT PROGRAM OVERVIEW -A

by: Mr. Robert Calogero, and Mrs. Joyce DeTolla

ASSOCIATION OF SCIENTISTS AND ENGINEERS OF THE NAVAL SEA SYSTEMS COMMAND *DEPARTMENT OF THE NAVY *WASHINGTON, D.C. 20362

87
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COMPUTER AIDED LOGISTICS SUPPORT - A PROGRAM OVERVIEW

MR. ROBERT CALOGERO - D)IRECTOR

MRS. JOYCE DETOLLA - LOGISTICS MANAGEMENT SPECIALIST

LOGISTICS PLANS AND APPRAISAL DIVISION (CEL-PA)

OFFICE OF THE CHIEF ONGINEER FOR LOGISTICS

NAVAL SEA SYSTEMS COMMAND

MARCH 1987

Aceio., For 'i

NTIS CRA&I (COPY
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 ABSTRACT

The Computer Aided Logistics Support (CALS) Program is a

challenging Department of Defense-wide initiative to achieve
major improvements in supportable weapons system designs and
logistic technical information. These improvements will result
from a transitioning away from a paper-intensive weapon system
- -- "support process to a largely automated and integrated operation
- witn substantial implementation of CALS by 1990.

This paper presents a description of the Computer Aided

Logistics Support Program, from top leyel DOD objectives to
desk-top* CALS software for use in NAVSEA. Discussed in this
paper are both management and technical issues of this inter-
services program; management of the NAVSEA CALS program; methods
and approaches for integrating logistics and technical data
requirements into the design and engineering process; proposals
for re-defining and streamlining data requirements and
acquisition to maximize use of automated technologies; and
transferring technical and logistics information in digital
form. Current computer demonstration projects and candidate
CALS software are described.

//

i
 TABLE OF CONTENTS

Page

1.0 INTRODUCTION . . . . . .. .. .. .. .. .. .. 1

2.0 DOD CALS PROGRAM . . .. .. .. .. .. .. .... 1

3.0 NAVSEA CALS PROGRAM.... . . . . . . . . . . 6

4.0 NAVSEA CALS PROJECTS AND DEMONSTRATIONS ... . 8

5.0 . .. .. ..
CONCLUSION....... ..... . . . . . 12

REFERENCES . . . . . . . . . . . . . . . . . . . 1.3

LIST OF FIGURES

Figure

Standards for Automation of Logistics . . . . . . 14

Technical Information
2 Navy CALS Impleumentation Management ......... 15

3 Generic CALS, of the Future............16

4 SSN-21L Demonstration Project Milestones . . . . . 0

iiX
 ABBREVIATIONS

ADEPT - Analysis-Based Data Exchange for Publications and

Training
AIM - Authoring of Instructional Material
CAD/CAM - Computer Aided Design/Manufacturing
CAE - Computer Aided Engineering
CAISD - Computer Aid for Instructional Systems Development
CALS - Computer Aided Logistics Support
CDRL - Contract Data Requirements List
DDN - Defense Data Network
DOD - Department of Defense
DTNSRDC - David Taylor Naval Ship Research and Development Center
FMPMIS - Fleet Modernization Program Management Information
System
IDA - Institute for Defense Analysis
IDSS - Integrated Diagnostic Support System
ILS - Integrated Logistic Support
IMA - Intermediate Maintenance Activity
LAN - Local Area Network
LSA - Logistic Support Analysis
LSAR - Logistic Support Analysis Record
MAP - Manufacturing Automation Protocot
NBS - National Bureau of Standards
R&M - Reliability and Maintainaoility
SAMIS - Ship Alteration Management Information System
SEAADSA - Naval Sea Systes Command Automated Data Activity
SHARP - Standard Hardwace Acquisition and Reliability Progran
SUPSHIP - Supervisor of Shipbuilding
TLRN - Technical Logistics Reference Network

iii
AMLMAa
 1.0 INTRODUCTION

The Department of Defense (DOD) has launched a Computer

Aided Logistics Support (CALS) Program that has a large
potential impact on the scientific and engineering community
involved in weapons system R&D, acquisition, and life cycle
support activities. When fully implemented for weapons systems
acquisitions in the 1990s, CALS will redefine the business of
acquiring, generating, and using weapons system technical
information in as profound a manner as CAD/CAM is redefining the
weapons system design and manufacturing business today. This
paper presents a description of the CALS Program with particular
emphasis on its implementation within the shipbuilding and ship
system acquisition and support context. Beginning with a broad
summary of the overall DoD CALS Program, the paper presents the
more detailed management and architecture planning activities
being conducted by the Naval Sea Systems Command (NAVSEA), and
concludes with a detailed description of NAVSEA CALS development
and demonstration projects.

2.0 DOD CALS PROGRAM

Program Background

In April 1984, the Under Secretary of Defense (Research anj

Engineering), and the Assistant Secretary of Defense (Manpower,
Installations and Logistics) jointly tasked the Institute for
Defense Analyses (IDA) to develop a DoD-wide strategy and
recommended master plan for Computer-Aided Logistics Support
(CALS).

The Joint Industry-DoD CALS Task Force recommended

(reference (1)) that, working in cooperation with the defense
industry, other government agencies, and professional and
industrial associations, the Department of Defense should take
immediate, positive action making use of current and emerging
computer technology to:

o Design more supportable weapon systems.

o Transition from paper-based to digital logistics and

technical information.

o Routinely acquire and distribute logistics and

technical information in digital form for new
weapon systems.

The strategy recommended by the CALS Task Force provided a

* phased program of individual initiatives designed to support
achievement of these CALS objectives.

1
 The Task Force recommended that a DOD policy be
established that will both direct and encourage the integration
of existing "islands of automation" and facilitate the
transition of logistics processes within DOD and industry from a
paper-based to a digital mode in an orderly way. The policy
should stress the need for each DOD component to develop a
phased plan for:

o Demonstrations and incentives to integrate R&M into

CAE/CAD, and to automate supportability design
analysis.

o Adoption of DoD-wide interfacing standards and neutra.

data formats.

o Instituting pilot programs to integrate selected

logistics functions into segments of a CALS process
while concurrently requiring that weapon program new
starts plan to utilize digital support data.

o Establishing DOD-wide coordination toward a pianneu

CALS architecture.
For each of these thrusts a plan of action was developed.

A Deputy Secretary of Defense memorandum of 24 September

1985 approved the Task Force, established a top-level CALS
Imp±ementation Steering Group and provided CALS implementing
guidance to the Military Departments and DOD Agencies
(reference (2)).

Congress has maintained continued interest in the

appilcation of advanced computer technologies to reducing t;
costs and increasing the effectiveness of logistics support.
Specific recommendations, indications of this interest have
inciuded:

o The Defense Procurement Reform Act of 1984 contained a

number of provisions with impact on logistics
technical data. Key among them is tne requirement for
DoD to establish a Department-wide locator systeta for
engineering drawings and technical data.

o The Senate Appropriations Committee Report on the DOD

Appropriations Bill of 1985, requested a report from
the Navy on potential for expansion of CAD/CA
techniques at Naval shipyards and engineering centers.

2
 o The House Appropriations Committee Report on the DoD
Appropriations Bill, 1986, expressed concern for the
potential lack of integration of multiple data
automation initiatives being pursued by the Services
and directed DoD to establish common electronic
publishing standards and specifications, develop an
overall plan for compatible automated digital systeis
for use within DOD and for a 50% reduction in the use
of paper technical documents.

CALS Technical Background

A fundamental premise upon which the CALS Program is baseu

is the recognition that the computer technology exists today to
support dramatic improvements in the way the Integrated
Logistics Support (ILS) discipline is imposed throughout the
weapon system life cycle. Computer-based solutions that were
previously too expensive and difficult to use as replacements
for current paper-based process are now affordable and
Wuser-friendlyn. Almost all of these maturing computer
tecnnologies are directly applicable to the DoD logistics
infrastructure. Although by no means complete, any list of
these technologies would include:

o High-resolution color graphics

o Optical disk main storage
o Local area networks
o Wide Area Networks/Intelligent Gateways
o Electronic publishing
o High speed, high quality laser printers
o Expert systems software
o Fourth generation program development and database
management tools
o OCR-based input devices
o Voice recognition systems.

One major thrust of the DoD CALS Program is to provide

incentives to weapon systems contractors and direct DoD
components to use these technologies to improve weapon system
design and support. While this objective is laudable, there
exists a danger in limiting the scope of CALS to uncontrolled
technology proliferation. The danger is in perpetuating and
expanding the "islands of automation' that already exist to some
extent today. A private industry analogy to this problem is the
difficulty that automobile manufacturers have faced in turning
factory automation initiatives into a truly Computer Integrated
Manufacturing environment. General Motors Corporation has
enacted a comprehensive solution to this problem through its
Manufacturing Automation Protocol (MAP), a set of data
communication standards that will integrate each automate]
process. An integral thrust of the DoD CALS Program will

...... .........
involve a similar solution process. Through a coordinated
effort between DOD, the National Bureau of Standards (NBS), and
industry, the DOD CALS Program will research and evolve a set of
functional, database, and computer technology standards for
industry and DoD use when CALS is fully implemented.

As part of the NBS support for the DoD logistics

environment, NBS has established the following logical grouping
of standards for automating logistics technical information:

o Information Exchange - those standards which descriue

the transfer of information between different systems and the
media on waich transfer occurs.

o Information Services - those standards which define

services pertaining to the location, verification, organization
and presentation of information.
o Appiications Systems - those standards which refer
specifically to the complex application areas of automated
manutfacturing, office automation, and business automation.

o Programming Environment - those standards relating to

tine process of creating, testing, and documenting programs.

Figure i portrays this NBS taxonomy and shows the

specific appiications of standards in each group. These
standards will form the basis for a CALS "control architecture"
tnat w111 make the different hardware and software
configurations transparent to the users of digital logistics and
technical information.

In summary, the technical objectives of CALS are two-foia;

(I) rapidly inject current and emerging computer technologies
into the weapons system logistic business, and (2) define a
control system that builds "digital bridges" between
technologies.

DoD CALS Management Structure

The DOD CALS Program Management structure is led by a DoD

CALS Steering Group consisting of senior DOD, service, and
agency executives. The group reports to the ASD (A&L) on a
quarterly basis. The DOD CALS Steering Group receives technical
support from staff elements of the Office of the Secretary of
Defense, the Services, the Defense Logistics Agency, the Defense
Communications Agency, and the Joint Logistics Commanders. The
OSD CALS office, under the direction of the chairman of the DoD
CALS Steering Group:

o Coordinates CALS integration efforts.

4
 o Coordinates development of common data interctiange
standards.

o Develops evaluation documentation for Service program

compatibility, commonality, and consistency.

o Provides an interface with industry.

o Responds to Congressional interest in the DoD CALS

program.

Military Department/Agency Initiatives

The DEPSECDEF September 1985 "CALS Action Memorandum"

formally committed DoD to the CALS Program and provided initial
CALS implementation guidance to the services and agencies. In
particular, the memorandum directed DOD components to develop
implementation pians that emphasized the following tasks:

o The designation or establishment within the Miiitary

Department and Agencies of a central organization witri
broad responsibility for all aspects of CALS
implementation, including information system
architecture, information exchange standards, and
resource oversight of related data automation
modernization and demonstration projects.

o Comprehensive plans for modernization of government

information processing capabilities, commencing witn
key logistic technical information repositories,
communication nodes, and publishing centers, to
achieve an early capability to accept, process,
access, and distribute contractor logistic technicdi
information in electronic form.

o Establishment of a schedule with specific milestones

for revising applicable military specifications and
standards to provide for acquisition of logistic
technical information in digital form. First priority
during the next two years should be given to
specifications and standards for engineering drawings
and technical manuals. The interim data exchange
standards identified above will be included in near
term implementation of these specifications to
facilitate hardware independence.

o Implementation of demonstration projects over the next

four years in which engineering drawings, technical
manuals, and logistic data for selected weapon systems
and equipment will be created, stored, distributea to
DoD users, and updated using electronic formats. Tne
demonstrations will emphasize data integration, and

&- 44.,. -
 will oe structured both to demonstrate the advances
possible in tne performance by government and industry
of specific system design. Data exchange standards,
coiamon data element formats, component designation,
reference numbering techniques, communication requirf-
ments, safeguards for classified and proprietary data,
and other issues developed in the CALS recommendations
should be explored through these demonstration
projects.

o Review of current new weapon system acquisition

programs to take advantage of near term and long tern
automation opportunities for tne production, delivery,
and ise of product definition data and logistic
technical information. All new major weapons systems
approaching production by the end of this decade or
beyond should oe reviewed now, and plans and contract
requirements should be structured for receipt and
distribution of logistic technical information
products in digital form. Less-than-major systems
shouid follow this lead to the extent feasible.

o Identification of long haul communications and wide

area networking requirements for CALS implementation.
The Defense Communications Agency will review peacu
and wartime requirements with the Military Departments
and Agencies, and will plan to include the necessary
capabilities in the Defense Data Network (DDN).

o Establishment of a technology development program.

The Defense Advanced Research Projects Agency will
work with the Military Departments and Agencies to
identify and prioritize technology issues associated
witri CALS implementation.

In response to the implementing guidance, the Navy

Dep:rtment estaolisned a CALS Senior Navy Steering Board (SNSb
unuer tne direction of the Assistant Deputy Chief of Naval
Operations (Logistics). (The Navy CALS Implementation
nonagement structure is depicted in Figure 2). The CALS SNSH,
working closely with NAVSUP (PML 550), the lead SYSCOM CALS
Coordinator, promulgated a draft Navy CALS Implementation Plan
in July 1986. The Navy CALS Plan is currently undergoing finai
revisions to be responsive to the DoD CALS Coordination Office.
NAVSEA has had significant input to the Navy CALS Plan and has
oeen established as the CALS Manager for shipbuilding and snip
combat system applications.

3.0 NAVSEA CALS PROGRAM

Management
Tne Deputy Cnief Engineer for Logistics (CHENG-L) is the
Command Manager for the NAVSEA CALS program and provides
oversight and guidance for CALS reiated programs. Specific
NAVSEA CALS Program responsibilities of CHENG-L include:

....
 o Be responsible for Command-wide oversight, policy,
integration, and management of the overall NAVSEA CALS
program;
o Represent NAVSEA on the Senior Navy Steering Board and
at other high activities for all CALS matters:

o Establish methods to screen all command efforts which

fall under the scope of CALS, and coordinate those
CALS efforts being executed by various directorates;

o Establish a means to ensure integration and

interoperability of all CALS efforts including
development, adaptation, tailoring, and implementation
of standards, formats, and specifications as
appropriate; and proof of principle through use of
demonstration programs;

o Establish a working group to guide the implementation

of CALS within NAVSEA activities:

o Develop and maintain a command CALS program plan and

overall NAVSEA CALS architecture;

o Issue a POA&M to establish the necessary guidance for

CALS development and implementation.

CHENG-L also has management direction over the Lead CALS

Developaent library, the David Taylor Naval Ship Research ana
Development Center (DTNSRDC). DTNSRDC's planned role is to test
proposed CALS standards and software and ensure that data
standards, data storage, and data communication are compatible
and meet the requirements for the DoD-wide CALS architecture.

CALS Architecture

The overall objective of CALS is to integrate and improve

the logistics function through the efficient application of
computer technology. Implicit in this objective is a
substantial shift from current paper intensive processes to a
highiy automated mode of operation. The major CALS challenge is
to develop compatible information system architectures in DOD
and industry that can be rapidly implemented without incurring
excessive costs. These architectures must be responsive to the
tnree major CALS objectives described in the DOD CALS Program
Background section.

The OSD CALS office is currently developing "core" CALS

requirements packages to guide individual service CALS
acchitecture development. In an effort to support DoD planning
activities in this area, NAVSEA has developed a "Generic CALS uL
the Future" map that defines a preliminary vision of a CALS
architecture oriented to the shipbuilding and ship support
environment (see Figure 3). As can be seen, this map

rA
specifically addresses the three CALS objectives and displays
the digital interfaces envisioned to transition to a *paperless"
way of doing business. Following ieceipt of additional DoD/Navy
guidance (expected in early 1987), NAVSEA will refine this map
into a comprehensive CALS architecture. The approved
architecture should define the CALS system of the 1990's. All
future NAVSEA implementation activities will be aimed at
achieving this *end state" capability.

DoD has recognized that the process of deriving a CALS

architecture is complex and requires significant mobilization of
DoD components and industry. To gain valuable momentum for the
CALS Program while the process takes place, two other management
efforts are underway. These efforts are (1) the identification
and integration of proposed or ongoing technical information
automation projects, and (2) the planning and execution of lead
weapon system demonstration programs. These initiatives, which
are the primary focal points of NAVSEA actions today, are
discussed in the succeeding section of the paper.

4.0 NAVSEA CALS PROJECTS AND DEMONSTRATIONS

Lead NAVSEA Projects

The CALS Senior Navy Steering Board implementation pianning

efforts included the identification and classification of
planned and ongoing Navy automated technical information
projects that could be used as CALS 'test beds' for further
architecture planning. Twenty-seven Navy projects were selected
as cure CALS Baseline Projects in the draft Navy CALS
Inpiementation Plan. NAVSEA is the lead SYSCOM for twelve of
these projects. Each of the projects is briefly sunmarized in
tue following paragraphs.

Navy Integrated CAD/CAM

Tnhis project will facilitate CAD/CAM system integration Dy

using a single set of specifications and reduced duplicative
staff management effort in their development.

Computer-Aided Technical Information System (CATIS)

Quality optical disk and related technology for application

aboard nuclear powered submarines and at their principal shore
dtid afloat support sites. Specific applications to be
considered include engineering drawings and technical manuals.
The desired result is eliminating the inefficiencies of current
shipboard and repair facility technical data storage, retrieval
and use processes.

-&n-t
MM6tAN WL-.* -
Authoring of Instructional Material (AIM)

The objective of AIM is to develop an automated prototype

system for the development, generation, preparation, and
production of instructional materials for courses. The system
project will evaluate various automated instructional
development processes and compare their effectiveness to
conventional methods of curriculum development.

Computer Aid for Instructional Systems Development (CAISD)

Current methods of developing and maintaining training

curricula are largely manual. Automation of training curricula
life cycle maintenance will reduce the time required to generate
changes, improve quality of training materials and reduce costs.

Analysis-Based Data Exchange for Publications and Training

(ADEPT)

This project will apply expert system logic to the

integrated development of training and technical manual
materials. It emphasized the iogical, coherent development of
data materials, and creation of audit trails to assure the
currency, consistency, and relevancy of data products to related
source data. The outputs will be in formats compatible with
CATIS, CALSA, and other CALS requirements.

Automated Ship Documentation

This project will apply advanced data managemaent,

reproduction, and distribution techniques for the creation of
integrated, automated logistics data repositories. Automation
of ships logistics technical data will permit update and
retrieval of source ships data to support ships corrective and
pianned maintenance, provisioning, configuration control and
training functions.

Tecnnical Logistics Reference Network (TLRN)

The TLRN is a distributed processing system which is
accessed through microcomputers tnroughout the country. TLRN
has complete information on any part or component within the
Federal Supply System that can be retrieved by various index
keys or technical characteristics defined by the user.

Fieet Modernization Program Management Information System

(FMPMIS)

FMPMIS is a modernized automated data processing system

designed to support :.Leet planning, programming, budgeting and
execution of ship class military and technical alterations.
FMPMIS repiaces the Ship Alteration Management Information
System (SAMIS).

9
Naval Sea Systems Command Automated Data Activity (SEAADSA)
Local Area Network (LAN)

The SEAADSA LAN supports central design agency activities

for Naval shipyards, weapon stations, ordnance stations,
SUPSHIPs, PERA, and NAVSEA headquarters. DDN will be used as
the long distance network to connect these LANs. SEAASDA is
responsible for NAVSEA comaputer design, programming and
equipment specification and selection.

Integrated Diagnostic Support System (IDSS)

This provides a maintenance capability matched to

technician skill and availability for the detection and
unambiguous isolation of all faults know or expected to occur in
weapon systems. Anticipated IDSS benefits include a douoling of
technician productivity and reduction of MTTRs by 90%.

Standard Hardware Acquisition and Reliability Program (SHARP)

SHARP involves the development and testing of functionally

standard modules designed to utiiize new materials required to
support high concentrated power and thermal dissipation of new
VHSIC/VLSI components. The program incorporates CAD/CAM and
related tools and will improve operational readiness. It will
also reduce development production and support costs or
applicable weapon systems.

Ship CAD/CAM

Tnis project will install CAD/CAM stations at Navai

snipyards, ordnance stations, SUPSHIPs, and engineering units to
support the design, maintenance, and modification of snip
weapons systems and equipments. This is expected to produce
substantial improvements in ship acquisition and logistics
support costs, time and product quality througn reductions in
cinange orders, improved product design and decreases in drafting
and bills of materials preparation efforts.

A major FY-87 objective of NAVSEA CHENG-L will be to assess

and integrate these lead NAVSEA CALS Projects into the evolving
CALS architecture. The other major FY87 activity directly under
CHENG-L control is the SSN-21 demonstration project discussed in
the following section.

SSN-21 CALS Demonstration Project

The SSN-2i class submarine program provides an ideal

opportunity for an end-to-end CALS demonstration. The SSN-21 is
tne firsL submarine design in which the Navy has tasked
contractors to introduce producibility as a major consideration
during the up-front design process. Two major processes have
oeen used to this end--modular construction and computer-aided

10
engineering and design. The SSN-21 program will serve as lead
platform for demonstrating major portions of a total CALS
process. This baseline will be augmented by selected projects
from the above list which will eventually be integrated into the
SSN-2i baseline system. The baseline will be used to validate
specific technology applications within a total CALS process for
eventual transfer of principle and application to other NAVSEA
programs.

The central design agent for the SSN-21 (Newport News

Snipbuilding) will be the lead activity for demonstration
pianning and execution. A multidiscipline, multi-organization
(Navy and industry) "CALS TEAM" has been established to provide
program and technical management support. The payoff sought is
a CALS "template" consisting of generic functional
specifications, architectural guidelines and validated standards
which could be transferred to other Navy/Service requirements.
The specific SSN-21 demonstration approach will involve the
automated development and subsequent utilization and electronic
transmission of information from design and ILS databases to a
range of Navy and contractor personnel. A phased building-block
approach is envisioned whereby CAD/ILS data exchange among
shipyards and Navy offices is demonstrated, as well as
controlled database access upon request of personnel with access
to automaated systems. Moreover, the product model CAD/CAE
dataoase wi±± be used in part to generate the automated ILS
database for subsequent expedited generation of the LSA/LSAR
process. An architecture, based on the planned information
system requirements of the SSN-21 and its Logistics Data Systen,
wiii oe developed to satisfy information requirements of the
foliowing activities: NAVSEA, Supervisor of Shipbuilding, Fleet
units, training organizations, tne Navy centralized
configuration management system, IMAs, and private and puoilc
shipyards. Specific demonstration elements include:

o development of the product definition model and

incorporation of on-line R&M and testability anaiysis
consistent with the design process
o demonstration of tne use of the automated CAD/ILS data
base to generate technical publications and technical
illustrations

o use of neutral data formats for interchange of digital

data

o automated LSA/LSAR consistent with the needs of tne

SSN-21 logistics data system and the technology
envisioned for its development and maintenance,
including candidate Unified Data Base 2000, CALSA,
COBOL and IDMS capabilities

, , r -
 o automated production of training curricula information
using the ILS data base
o automated diagnostics authoring.
The major milestones planned for the SSN-21 demonstration
program are depicted in Figure 4.
NAVSEA (CHENG-L) is working closely with the Attack
Submarine Acquisition Program Directorate (PDS 350) and the
SSN-21 Acquisition Manager (PMS 394) to achieve measurable
in-house NAVSEA benefits through this demonstration project.
Innovative methods of structuring the SSN-21 Contract Data
Requirements List (CDRL) have been applied to allow several
specific logistics and design data products to be transmitted
digitally to NAVSEA. The demonstration data base and network
will consist initially of an ALTOS 3068 computer system
employing the UNIX operating system. The network will include
tecininal access at CHENG-L, PDS-350, and PMS-394 offices.
Additional links are planned for other NAVSEA offices as the
demonstration project progresses. Terminal access will be
supported by sophisticated fourth generation data base software
and by application of interim CALS data communication and
text/graphics standards.

5.0 CONCLUSION

Over tne iast fifteen months following DOD's formal

commit,.ent to the CALS program, great strides have been made in
laying tne groundwork for aggressive implementation of CALS. As
one of DoD's largest weapons system procurement activities,
NAVSEA has played a major role in this implementation planning
eifort. Although dedicated CALS funding at this point is
relatively small, FY 87 development and demonstration projects
will set the stage for major development efforts in the next
several years. As these efforts expand, all NAVSEA
organizations will play a larger role. Command awareness and
support of the CALS Program is vital to making these efforts
successful. The payoff for all of us involved in the ship and
sniip system development, acquisition, and support business wiil
be substantial, particularly when we reflect on the frustrations
in dealing with the current "paper machine.' Tne CALS Program
promises to be an exciting and rewarding effort to which each of
us can contribute and from which we can better fulfili our
mission of building and supporting the most capable Navy in tw
world.

12

lq
 REFERENCES

1. Report of the Joint Industry-DoD Task

Computer Force on
Aided Logistics Support (CALS), June 1985
2. Deputy Secretary of Defense memorandum,
Subject:
Computer Aided Logistic Support, 24 September
1985

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