Logistics Management Series, GS-0346 TS-78 January 1987
The ILS manager plays a role in a system's development from the earliest stages and continues
this involvement through the subsequent stages of acquisition and transfer into operational use.
The manager's responsibilities include developing logistic concepts during the earlier stages,
developing the ILS Plan, assuring that commitments are fulfilled, coordinating the resolution of
support deficiencies, and analyzing support effectiveness.
Foreign Military Sales
The sale to a foreign government by the United States of a defense system requires extensive
planning, analysis, and coordination. The logistics work performed to accomplish such a sale is
referred to as foreign military sales work, security assistance, or international logistics. The sale
item may be a weapon system such as an aircraft, missile system, or tank. Depending upon the
requirements of the foreign country, the sale may also include the provision of such services as
training, facilities, and long- or short-range support.
Foreign military sales work is usually carried out on a "case" basis. The work involves the
analysis of the sale requirements to determine what is needed to provide the item itself (e.g.,
production requirements), schedules for delivery, price and availability, spare parts needed,
training required, specific purposes for the system's use, facilities required, test equipment
needed for support, and types and levels of maintenance required. These determinations are
based on information which is gathered from functional and program specialists in such areas as
supply, production, inventory management, procurement, maintenance, transportation, training,
and funding. Schedules for delivery of items and services are planned to assure that sufficient
time is allowed to meet preset deadlines. In conjunction with financial management specialists,
decisions are made on the level of funds that must be maintained by the foreign government in
the sale account and how those funds will be managed. Additionally, the work involves
coordination with military advisory groups both in the foreign country and in the United States
concerning available facilities, local maintenance and supply capabilities, manpower resources,
and other support needs available in the country.
The progress of sales activities is monitored through formal and informal reports and through
contacts with foreign representatives, U. S. Government personnel, contractors, and functional
specialists. The work involves the identification of problems (e.g., lags in time, insufficient or
unavailable spare parts, poor facilities, and ineffective training). Further, it involves the
determination of resolutions to these problems and the coordination of ongoing activities with
functional and program specialists to assure that deadlines are met; obligations for production
and delivery of goods, services, and equipment are met; training is provided; and payment is
made.
The coordination and fulfillment of the sales case requirements often necessitate travel to the
foreign country for negotiations and discussions of sale requirements and problems. Often these
visits are for the purpose of evaluating local facilities and support capabilities. Based on an
analysis of the data gathered, determinations are made on the necessity for further planning and
future action on material and service requirements, mission requirements and changes, and other
modifications needed because of local customs, security, environment, and political, social, and
economic implications.
U.S. Office of Personnel Management 10