SD-19 Parts Management GuideIn todays acquisition environment-characterized by rapidly changing designs, increased risk for Department of Defense DoD weapon systems and equipment acquisition contracts due to an increase in the use of commercial part types, offshore manufacture of parts, and Diminishing Manufacturing Sources and Material Shortages DMSMS-the need for contractors to have an effective Parts Management Program PMP is greater than ever before.The PMP is an integral part of the acquisition process for design, development, modification, and support of weapon systems and equipment.

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Integrated Product Teams

IPTs work toward the common goal of developing or producing a military system or equip- ment. They are cross-functional teams formed for the specific purpose of delivering a product for an external or internal customer. IPT members should have complementary skills and be committed to a set of performance objectives, a common purpose, and an approach for which they hold themselves mutually accountable. IPTs are essential to the implementation of parts management.

Members of an IPT represent the technical, manufacturing, business, and support functions critical to developing, procuring, and supporting the product. When these functions are repre- sented during parts management activities, teams can consider alternatives more quickly, and in a broader context, and reach faster and better decisions.

Once on a team, the IPT member no longer functions solely as a member of a particular functional organization who focuses on a given discipline. Instead, he or she functions as a

team member who focuses on a product and its associated processes. Each individual should of- fer his or her expertise to the team and acknowledge the expertise of other team members. Team members work together to achieve the team's objectives.

The following factors are critical to formation of a successful IPT:

•  All functional disciplines influencing the product throughout its lifetime should be repre- sented on the team.

•  A clear understanding of the team's goals, responsibilities, and authority should be estab- lished between the business unit manager, the program and functional managers, and the IPT members.

•  Resource requirements such as staffing, funding, and facilities must be identified.

These factors can be defined in a team charter that provides guidance.

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