D-A183 948 COMPUTER AIDED LOGISTICS SUPPORT - A PROGRAM OVERVIEW /(U) ASSOCIATION OF SCIENTISTS AND ENGINEERS OF THENAVAL SEA SYSTEMS COMMAND WASHINGTON DC

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COMPUTER AIDED LOGISTICS SUPPORT -A PROGRAM OVERVIEWby: 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

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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

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ABSTRACT

The Computer Aided Logistics Support (CALS) Program is achallenging Department of Defense-wide initiative to achievemajor improvements in supportable weapons system designs andlogistic technical information. These improvements will resultfrom 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 AidedLogistics Support Program, from top leyel DOD objectives todesk-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; methodsand approaches for integrating logistics and technical datarequirements into the design and engineering process; proposalsfor re-defining and streamlining data requirements andacquisition to maximize use of automated technologies; andtransferring technical and logistics information in digitalform. Current computer demonstration projects and candidateCALS software are described.

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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

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ABBREVIATIONS

ADEPT - Analysis-Based Data Exchange for Publications andTraining

AIM - Authoring of Instructional MaterialCAD/CAM - Computer Aided Design/ManufacturingCAE - Computer Aided EngineeringCAISD - Computer Aid for Instructional Systems DevelopmentCALS - Computer Aided Logistics SupportCDRL - Contract Data Requirements ListDDN - Defense Data NetworkDOD - Department of DefenseDTNSRDC - David Taylor Naval Ship Research and Development CenterFMPMIS - Fleet Modernization Program Management Information

SystemIDA - Institute for Defense AnalysisIDSS - Integrated Diagnostic Support SystemILS - Integrated Logistic SupportIMA - Intermediate Maintenance ActivityLAN - Local Area NetworkLSA - Logistic Support AnalysisLSAR - Logistic Support Analysis RecordMAP - Manufacturing Automation ProtocotNBS - National Bureau of StandardsR&M - Reliability and MaintainaoilitySAMIS - Ship Alteration Management Information SystemSEAADSA - Naval Sea Systes Command Automated Data ActivitySHARP - Standard Hardwace Acquisition and Reliability ProgranSUPSHIP - Supervisor of ShipbuildingTLRN - Technical Logistics Reference Network

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1.0 INTRODUCTION

The Department of Defense (DOD) has launched a ComputerAided Logistics Support (CALS) Program that has a largepotential impact on the scientific and engineering communityinvolved in weapons system R&D, acquisition, and life cyclesupport activities. When fully implemented for weapons systemsacquisitions in the 1990s, CALS will redefine the business ofacquiring, generating, and using weapons system technicalinformation in as profound a manner as CAD/CAM is redefining theweapons system design and manufacturing business today. Thispaper presents a description of the CALS Program with particularemphasis on its implementation within the shipbuilding and shipsystem acquisition and support context. Beginning with a broadsummary of the overall DoD CALS Program, the paper presents themore detailed management and architecture planning activitiesbeing conducted by the Naval Sea Systems Command (NAVSEA), andconcludes with a detailed description of NAVSEA CALS developmentand demonstration projects.

2.0 DOD CALS PROGRAM

Program Background

In April 1984, the Under Secretary of Defense (Research anjEngineering), and the Assistant Secretary of Defense (Manpower,Installations and Logistics) jointly tasked the Institute forDefense Analyses (IDA) to develop a DoD-wide strategy andrecommended master plan for Computer-Aided Logistics Support(CALS).

The Joint Industry-DoD CALS Task Force recommended(reference (1)) that, working in cooperation with the defenseindustry, other government agencies, and professional andindustrial associations, the Department of Defense should takeimmediate, positive action making use of current and emergingcomputer technology to:

o Design more supportable weapon systems.

o Transition from paper-based to digital logistics andtechnical information.

o Routinely acquire and distribute logistics andtechnical information in digital form for newweapon systems.

The strategy recommended by the CALS Task Force provided a* phased program of individual initiatives designed to support

achievement of these CALS objectives.

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The Task Force recommended that a DOD policy beestablished that will both direct and encourage the integrationof existing "islands of automation" and facilitate thetransition of logistics processes within DOD and industry from apaper-based to a digital mode in an orderly way. The policyshould stress the need for each DOD component to develop aphased plan for:

o Demonstrations and incentives to integrate R&M intoCAE/CAD, and to automate supportability designanalysis.

o Adoption of DoD-wide interfacing standards and neutra.data formats.

o Instituting pilot programs to integrate selectedlogistics functions into segments of a CALS processwhile concurrently requiring that weapon program newstarts plan to utilize digital support data.

o Establishing DOD-wide coordination toward a pianneuCALS architecture.

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

A Deputy Secretary of Defense memorandum of 24 September1985 approved the Task Force, established a top-level CALSImp±ementation Steering Group and provided CALS implementingguidance to the Military Departments and DOD Agencies(reference (2)).

Congress has maintained continued interest in theappilcation of advanced computer technologies to reducing t;costs and increasing the effectiveness of logistics support.Specific recommendations, indications of this interest haveinciuded:

o The Defense Procurement Reform Act of 1984 contained anumber of provisions with impact on logisticstechnical data. Key among them is tne requirement forDoD to establish a Department-wide locator systeta forengineering drawings and technical data.

o The Senate Appropriations Committee Report on the DODAppropriations Bill of 1985, requested a report fromthe Navy on potential for expansion of CAD/CAtechniques at Naval shipyards and engineering centers.

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o The House Appropriations Committee Report on the DoDAppropriations Bill, 1986, expressed concern for thepotential lack of integration of multiple dataautomation initiatives being pursued by the Servicesand directed DoD to establish common electronicpublishing standards and specifications, develop anoverall plan for compatible automated digital systeisfor use within DOD and for a 50% reduction in the useof paper technical documents.

CALS Technical Background

A fundamental premise upon which the CALS Program is baseuis the recognition that the computer technology exists today tosupport dramatic improvements in the way the IntegratedLogistics Support (ILS) discipline is imposed throughout theweapon system life cycle. Computer-based solutions that werepreviously too expensive and difficult to use as replacementsfor current paper-based process are now affordable andW user-friendlyn. Almost all of these maturing computertecnnologies are directly applicable to the DoD logistics

infrastructure. Although by no means complete, any list ofthese technologies would include:

o High-resolution color graphicso Optical disk main storageo Local area networkso Wide Area Networks/Intelligent Gatewayso Electronic publishingo High speed, high quality laser printerso Expert systems softwareo Fourth generation program development and database

management toolso OCR-based input deviceso Voice recognition systems.

One major thrust of the DoD CALS Program is to provideincentives to weapon systems contractors and direct DoDcomponents to use these technologies to improve weapon systemdesign and support. While this objective is laudable, thereexists a danger in limiting the scope of CALS to uncontrolledtechnology proliferation. The danger is in perpetuating andexpanding the "islands of automation' that already exist to someextent today. A private industry analogy to this problem is thedifficulty that automobile manufacturers have faced in turningfactory automation initiatives into a truly Computer IntegratedManufacturing environment. General Motors Corporation hasenacted a comprehensive solution to this problem through itsManufacturing Automation Protocol (MAP), a set of datacommunication standards that will integrate each automate]process. An integral thrust of the DoD CALS Program will

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involve a similar solution process. Through a coordinatedeffort between DOD, the National Bureau of Standards (NBS), andindustry, the DOD CALS Program will research and evolve a set offunctional, database, and computer technology standards forindustry and DoD use when CALS is fully implemented.

As part of the NBS support for the DoD logisticsenvironment, NBS has established the following logical groupingof standards for automating logistics technical information:

o Information Exchange - those standards which descriuethe transfer of information between different systems and themedia on waich transfer occurs.

o Information Services - those standards which defineservices pertaining to the location, verification, organizationand presentation of information.

o Appiications Systems - those standards which referspecifically to the complex application areas of automatedmanutfacturing, office automation, and business automation.

o Programming Environment - those standards relating totine process of creating, testing, and documenting programs.

Figure i portrays this NBS taxonomy and shows thespecific appiications of standards in each group. Thesestandards will form the basis for a CALS "control architecture"tnat w111 make the different hardware and softwareconfigurations transparent to the users of digital logistics andtechnical information.

In summary, the technical objectives of CALS are two-foia;(I) rapidly inject current and emerging computer technologiesinto the weapons system logistic business, and (2) define acontrol system that builds "digital bridges" betweentechnologies.

DoD CALS Management Structure

The DOD CALS Program Management structure is led by a DoDCALS Steering Group consisting of senior DOD, service, andagency executives. The group reports to the ASD (A&L) on aquarterly basis. The DOD CALS Steering Group receives technicalsupport from staff elements of the Office of the Secretary ofDefense, the Services, the Defense Logistics Agency, the DefenseCommunications Agency, and the Joint Logistics Commanders. TheOSD CALS office, under the direction of the chairman of the DoDCALS Steering Group:

o Coordinates CALS integration efforts.

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o Coordinates development of common data interctiangestandards.

o Develops evaluation documentation for Service programcompatibility, commonality, and consistency.

o Provides an interface with industry.

o Responds to Congressional interest in the DoD CALSprogram.

Military Department/Agency Initiatives

The DEPSECDEF September 1985 "CALS Action Memorandum"formally committed DoD to the CALS Program and provided initialCALS implementation guidance to the services and agencies. Inparticular, the memorandum directed DOD components to developimplementation pians that emphasized the following tasks:

o The designation or establishment within the MiiitaryDepartment and Agencies of a central organization witribroad responsibility for all aspects of CALSimplementation, including information systemarchitecture, information exchange standards, andresource oversight of related data automationmodernization and demonstration projects.

o Comprehensive plans for modernization of governmentinformation processing capabilities, commencing witnkey logistic technical information repositories,communication nodes, and publishing centers, toachieve an early capability to accept, process,access, and distribute contractor logistic technicdiinformation in electronic form.

o Establishment of a schedule with specific milestonesfor revising applicable military specifications andstandards to provide for acquisition of logistictechnical information in digital form. First priorityduring the next two years should be given tospecifications and standards for engineering drawingsand technical manuals. The interim data exchangestandards identified above will be included in nearterm implementation of these specifications tofacilitate hardware independence.

o Implementation of demonstration projects over the nextfour years in which engineering drawings, technicalmanuals, and logistic data for selected weapon systemsand equipment will be created, stored, distributea toDoD users, and updated using electronic formats. Tnedemonstrations will emphasize data integration, and

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will oe structured both to demonstrate the advancespossible in tne performance by government and industryof 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 recommendationsshould be explored through these demonstrationprojects.

o Review of current new weapon system acquisitionprograms to take advantage of near term and long ternautomation opportunities for tne production, delivery,and ise of product definition data and logistictechnical information. All new major weapons systemsapproaching production by the end of this decade or

beyond should oe reviewed now, and plans and contractrequirements should be structured for receipt anddistribution of logistic technical informationproducts in digital form. Less-than-major systemsshouid follow this lead to the extent feasible.

o Identification of long haul communications and widearea networking requirements for CALS implementation.The Defense Communications Agency will review peacuand wartime requirements with the Military Departmentsand Agencies, and will plan to include the necessarycapabilities in the Defense Data Network (DDN).

o Establishment of a technology development program.The Defense Advanced Research Projects Agency willwork with the Military Departments and Agencies toidentify and prioritize technology issues associatedwitri CALS implementation.

In response to the implementing guidance, the NavyDep:rtment estaolisned a CALS Senior Navy Steering Board (SNSbunuer tne direction of the Assistant Deputy Chief of NavalOperations (Logistics). (The Navy CALS Implementationnonagement structure is depicted in Figure 2). The CALS SNSH,working closely with NAVSUP (PML 550), the lead SYSCOM CALSCoordinator, promulgated a draft Navy CALS Implementation Planin July 1986. The Navy CALS Plan is currently undergoing finairevisions to be responsive to the DoD CALS Coordination Office.NAVSEA has had significant input to the Navy CALS Plan and hasoeen established as the CALS Manager for shipbuilding and snipcombat system applications.

3.0 NAVSEA CALS PROGRAM

Management

Tne Deputy Cnief Engineer for Logistics (CHENG-L) is theCommand Manager for the NAVSEA CALS program and providesoversight and guidance for CALS reiated programs. SpecificNAVSEA CALS Program responsibilities of CHENG-L include:

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o Be responsible for Command-wide oversight, policy,integration, and management of the overall NAVSEA CALSprogram;

o Represent NAVSEA on the Senior Navy Steering Board andat other high activities for all CALS matters:

o Establish methods to screen all command efforts whichfall under the scope of CALS, and coordinate thoseCALS efforts being executed by various directorates;

o Establish a means to ensure integration andinteroperability of all CALS efforts includingdevelopment, adaptation, tailoring, and implementationof standards, formats, and specifications asappropriate; and proof of principle through use ofdemonstration programs;

o Establish a working group to guide the implementationof CALS within NAVSEA activities:

o Develop and maintain a command CALS program plan andoverall NAVSEA CALS architecture;

o Issue a POA&M to establish the necessary guidance forCALS development and implementation.

CHENG-L also has management direction over the Lead CALSDevelopaent library, the David Taylor Naval Ship Research anaDevelopment Center (DTNSRDC). DTNSRDC's planned role is to testproposed CALS standards and software and ensure that datastandards, data storage, and data communication are compatibleand meet the requirements for the DoD-wide CALS architecture.

CALS Architecture

The overall objective of CALS is to integrate and improvethe logistics function through the efficient application ofcomputer technology. Implicit in this objective is asubstantial shift from current paper intensive processes to ahighiy automated mode of operation. The major CALS challenge isto develop compatible information system architectures in DODand industry that can be rapidly implemented without incurringexcessive costs. These architectures must be responsive to thetnree major CALS objectives described in the DOD CALS ProgramBackground section.

The OSD CALS office is currently developing "core" CALSrequirements packages to guide individual service CALSacchitecture development. In an effort to support DoD planningactivities in this area, NAVSEA has developed a "Generic CALS uLthe Future" map that defines a preliminary vision of a CALSarchitecture oriented to the shipbuilding and ship supportenvironment (see Figure 3). As can be seen, this map

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specifically addresses the three CALS objectives and displaysthe digital interfaces envisioned to transition to a *paperless"way of doing business. Following ieceipt of additional DoD/Navyguidance (expected in early 1987), NAVSEA will refine this mapinto a comprehensive CALS architecture. The approvedarchitecture should define the CALS system of the 1990's. Allfuture NAVSEA implementation activities will be aimed atachieving this *end state" capability.

DoD has recognized that the process of deriving a CALSarchitecture is complex and requires significant mobilization ofDoD components and industry. To gain valuable momentum for theCALS Program while the process takes place, two other managementefforts are underway. These efforts are (1) the identificationand integration of proposed or ongoing technical informationautomation projects, and (2) the planning and execution of leadweapon system demonstration programs. These initiatives, whichare the primary focal points of NAVSEA actions today, arediscussed in the succeeding section of the paper.

4.0 NAVSEA CALS PROJECTS AND DEMONSTRATIONS

Lead NAVSEA Projects

The CALS Senior Navy Steering Board implementation pianningefforts included the identification and classification ofplanned and ongoing Navy automated technical informationprojects that could be used as CALS 'test beds' for furtherarchitecture planning. Twenty-seven Navy projects were selectedas cure CALS Baseline Projects in the draft Navy CALSInpiementation Plan. NAVSEA is the lead SYSCOM for twelve ofthese projects. Each of the projects is briefly sunmarized intue following paragraphs.

Navy Integrated CAD/CAM

Tnhis project will facilitate CAD/CAM system integration Dyusing a single set of specifications and reduced duplicativestaff management effort in their development.

Computer-Aided Technical Information System (CATIS)

Quality optical disk and related technology for applicationaboard nuclear powered submarines and at their principal shoredtid afloat support sites. Specific applications to beconsidered include engineering drawings and technical manuals.The desired result is eliminating the inefficiencies of currentshipboard and repair facility technical data storage, retrievaland use processes.

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Authoring of Instructional Material (AIM)

The objective of AIM is to develop an automated prototypesystem for the development, generation, preparation, andproduction of instructional materials for courses. The systemproject will evaluate various automated instructionaldevelopment processes and compare their effectiveness toconventional methods of curriculum development.

Computer Aid for Instructional Systems Development (CAISD)

Current methods of developing and maintaining trainingcurricula are largely manual. Automation of training curriculalife cycle maintenance will reduce the time required to generatechanges, 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 theintegrated development of training and technical manualmaterials. It emphasized the iogical, coherent development ofdata materials, and creation of audit trails to assure thecurrency, consistency, and relevancy of data products to relatedsource data. The outputs will be in formats compatible withCATIS, CALSA, and other CALS requirements.

Automated Ship Documentation

This project will apply advanced data managemaent,reproduction, and distribution techniques for the creation ofintegrated, automated logistics data repositories. Automationof ships logistics technical data will permit update andretrieval of source ships data to support ships corrective andpianned maintenance, provisioning, configuration control andtraining functions.

Tecnnical Logistics Reference Network (TLRN)

The TLRN is a distributed processing system which isaccessed through microcomputers tnroughout the country. TLRNhas complete information on any part or component within theFederal Supply System that can be retrieved by various indexkeys or technical characteristics defined by the user.

Fieet Modernization Program Management Information System(FMPMIS)

FMPMIS is a modernized automated data processing systemdesigned to support :.Leet planning, programming, budgeting andexecution of ship class military and technical alterations.FMPMIS repiaces the Ship Alteration Management InformationSystem (SAMIS).

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

The SEAADSA LAN supports central design agency activitiesfor Naval shipyards, weapon stations, ordnance stations,SUPSHIPs, PERA, and NAVSEA headquarters. DDN will be used asthe long distance network to connect these LANs. SEAASDA isresponsible for NAVSEA comaputer design, programming andequipment specification and selection.

Integrated Diagnostic Support System (IDSS)

This provides a maintenance capability matched totechnician skill and availability for the detection andunambiguous isolation of all faults know or expected to occur inweapon systems. Anticipated IDSS benefits include a douoling oftechnician productivity and reduction of MTTRs by 90%.

Standard Hardware Acquisition and Reliability Program (SHARP)

SHARP involves the development and testing of functionallystandard modules designed to utiiize new materials required tosupport high concentrated power and thermal dissipation of newVHSIC/VLSI components. The program incorporates CAD/CAM andrelated tools and will improve operational readiness. It willalso reduce development production and support costs orapplicable weapon systems.

Ship CAD/CAM

Tnis project will install CAD/CAM stations at Navaisnipyards, ordnance stations, SUPSHIPs, and engineering units tosupport the design, maintenance, and modification of snipweapons systems and equipments. This is expected to producesubstantial improvements in ship acquisition and logisticssupport costs, time and product quality througn reductions incinange orders, improved product design and decreases in draftingand bills of materials preparation efforts.

A major FY-87 objective of NAVSEA CHENG-L will be to assessand integrate these lead NAVSEA CALS Projects into the evolvingCALS architecture. The other major FY87 activity directly underCHENG-L control is the SSN-21 demonstration project discussed inthe following section.

SSN-21 CALS Demonstration Project

The SSN-2i class submarine program provides an idealopportunity for an end-to-end CALS demonstration. The SSN-21 istne firsL submarine design in which the Navy has taskedcontractors to introduce producibility as a major considerationduring the up-front design process. Two major processes haveoeen used to this end--modular construction and computer-aided

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engineering and design. The SSN-21 program will serve as leadplatform for demonstrating major portions of a total CALSprocess. This baseline will be augmented by selected projectsfrom the above list which will eventually be integrated into theSSN-2i baseline system. The baseline will be used to validatespecific technology applications within a total CALS process foreventual transfer of principle and application to other NAVSEAprograms.

The central design agent for the SSN-21 (Newport NewsSnipbuilding) will be the lead activity for demonstrationpianning and execution. A multidiscipline, multi-organization(Navy and industry) "CALS TEAM" has been established to provideprogram and technical management support. The payoff sought isa CALS "template" consisting of generic functionalspecifications, architectural guidelines and validated standardswhich could be transferred to other Navy/Service requirements.

The specific SSN-21 demonstration approach will involve theautomated development and subsequent utilization and electronictransmission of information from design and ILS databases to arange of Navy and contractor personnel. A phased building-blockapproach is envisioned whereby CAD/ILS data exchange amongshipyards and Navy offices is demonstrated, as well ascontrolled database access upon request of personnel with accessto automaated systems. Moreover, the product model CAD/CAEdataoase wi±± be used in part to generate the automated ILSdatabase for subsequent expedited generation of the LSA/LSARprocess. An architecture, based on the planned informationsystem requirements of the SSN-21 and its Logistics Data Systen,wiii oe developed to satisfy information requirements of thefoliowing activities: NAVSEA, Supervisor of Shipbuilding, Fleetunits, training organizations, tne Navy centralizedconfiguration management system, IMAs, and private and puoilcshipyards. Specific demonstration elements include:

o development of the product definition model andincorporation of on-line R&M and testability anaiysisconsistent with the design process

o demonstration of tne use of the automated CAD/ILS database to generate technical publications and technicalillustrations

o use of neutral data formats for interchange of digitaldata

o automated LSA/LSAR consistent with the needs of tneSSN-21 logistics data system and the technologyenvisioned for its development and maintenance,including candidate Unified Data Base 2000, CALSA,COBOL and IDMS capabilities

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o automated production of training curricula information

using the ILS data base

o automated diagnostics authoring.

The major milestones planned for the SSN-21 demonstrationprogram are depicted in Figure 4.

NAVSEA (CHENG-L) is working closely with the AttackSubmarine Acquisition Program Directorate (PDS 350) and theSSN-21 Acquisition Manager (PMS 394) to achieve measurablein-house NAVSEA benefits through this demonstration project.Innovative methods of structuring the SSN-21 Contract DataRequirements List (CDRL) have been applied to allow severalspecific logistics and design data products to be transmitteddigitally to NAVSEA. The demonstration data base and networkwill consist initially of an ALTOS 3068 computer systememploying the UNIX operating system. The network will includetecininal access at CHENG-L, PDS-350, and PMS-394 offices.Additional links are planned for other NAVSEA offices as thedemonstration project progresses. Terminal access will besupported by sophisticated fourth generation data base softwareand by application of interim CALS data communication andtext/graphics standards.

5.0 CONCLUSION

Over tne iast fifteen months following DOD's formalcommit,.ent to the CALS program, great strides have been made inlaying tne groundwork for aggressive implementation of CALS. Asone of DoD's largest weapons system procurement activities,NAVSEA has played a major role in this implementation planningeifort. Although dedicated CALS funding at this point isrelatively small, FY 87 development and demonstration projectswill set the stage for major development efforts in the nextseveral years. As these efforts expand, all NAVSEAorganizations will play a larger role. Command awareness andsupport of the CALS Program is vital to making these effortssuccessful. The payoff for all of us involved in the ship andsniip system development, acquisition, and support business wiilbe substantial, particularly when we reflect on the frustrationsin dealing with the current "paper machine.' Tne CALS Programpromises to be an exciting and rewarding effort to which each ofus can contribute and from which we can better fulfili ourmission of building and supporting the most capable Navy in twworld.

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REFERENCES

1. Report of the Joint Industry-DoD Task Force onComputer Aided Logistics Support (CALS), June 19852. Deputy Secretary of Defense memorandum, Subject:Computer Aided Logistic Support, 24 September 1985

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