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Assignment no3
Contents
Definition of logistics supply analysis.........................................................................2
Introduction................................................................................................................ 2
Level of Repair Analysis (LORA)..................................................................................3
Whole-life cost............................................................................................................ 3
Introduction
The planning for ILS for a system may be contained in an Integrated Logistics Support
Plan (ILSP). ILS planning activities coincide with development of the system acquisition
strategy, and the program will be tailored accordingly. The Logistics Support Analysis
(LSA) process is tailored in accordance with the maturity of the system/equipment
design. The LSA provides a foundation for the ILS program by generating source data
and maintenance plans, which will direct other ILS elements such as training, technical
publications and provisioning1. Typical Logistic Support Analysis (LSA) tasks that are
performed are as follows:
Life Cycle Cost Analysis (LCC);
Level of Repair Analysis (LORA);
Maintenance Task Analysis (MTA);
Meantime to Repair Analysis (MTTR);
Reliability, Maintainability and Availability (RAM);
Spares (Optimization) Modelling and Analysis (SM);
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Aim
The aim of this paper is to highlight the LSA processes form the basic building block for
the maintenance management system, supply management.
Scope
This paper will concentrate on Level of Repair Analysis (LORA) and LCC as both a
fundamental tasks of Logistic Support Analysis (LSA) to achieve effective supply
support.
Whole-life cost
Whole-life cost is one of the elements of the LSA which is often used for option
evaluation when procuring new assets and for decision-making to minimise whole-life
costs throughout the life of an asset. It is also applied to comparisons of actual costs for
similar asset types and as feedback into future design and acquisition decisions.
The primary benefit is that costs which occur after an asset has been constructed or
acquired, such as maintenance, operation, disposal, become an important consideration
in decision-making. Previously, the focus has been on the up-front capital costs of
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creation or acquisition, and organizations may have failed to take account of the longerterm costs of an asset. It also allows an analysis of business function interrelationships.
Low development costs may lead to high maintenance or customer service costs in the
future.