B-2 Engine Auxiliary Inlet Door Performance Based Logistics

Program: B-2 Main Engine Auxiliary Inlet Door (EAID) Performance Based Logistics (PBL) Strategy Organization: 423rd Supply Chain Management Squadron (SCMS), and 429 SCMS/Enterprise Commodity Council (ECC) Scope The ECC has developed a Cross-Functional Team (CFT) comprised of members of the 423rd SCMS, B-2 AFLCMC Program Office, and 531 CMXG squadron. The B-2 EAID team is seeking information towards developing a PBL support strategy to improve supply chain efficiencies, material availability, and supplier base of the B-2 EAID and its subcomponents. The CFT plans to utilize Key Performance Indicators (KPI) to measure Contractor performance to meet critical goals in support of the warfighter mission.

Background The EAIDs are vital components of the B-2 Spirit and are used to prevent air flow separation to reduce power loss at low aircraft speeds. Ahead of each air intake inlet is a serrated slit-like auxiliary inlet which removes the turbulent boundary layer air, preventing it from entering the engine. This boundary layer air is then mixed with the exhaust to cool its temperature and reduce the infrared signature of the aircraft, part of its low observable system. The B-2 is a multi-role, long-range, high-altitude bomber, capable of flying intercontinental missions without refueling, then penetrating present and predicted sophisticated enemy defenses. Current EAID end-item depot activation and repair constraints are impacting 100% of scheduled aircraft Program Depot Maintenance (PDM). A 100% PDM task to replace EAIDs with serviceable assets was signed in 2017 but has been deferred since 2019. The B-2 Spirit is scheduled to be in service through 2058. Developing Strategy The

objectives of this PBL contract are to: (1) improve and sustain readiness; (2) Improve piece part supportability; (3) Activate, increase throughput, and maximize capability within the OO-ALC depot; (4) Improve demand planning and forecast collaboration, and (5) Gain increased OEM end item and tooling engineering support. Under a performance-based approach, end-item sustainment is managed through integrated packages driven by output performance metrics (availability and reliability) rather than input-based measures. To establish clear accountability, this strategy will be structured under a single product support integrator. Flexible sustainment that incorporates direct vendor delivery, technology insertion, reliability-centered maintenance, process improvement engineering, and public/private partnering will be needed to achieve mission support

objectives outlined above. It is anticipated the performance-based support and measurement will be tracked on an end-item level to include 100% of the material needed to successfully overhaul each B-2 EAID end-item. The CFT seeks to develop a contract that will support the following strategic

requirements: Complete material support for AF/DLA managed items 10-year Long-Term Contract (LTC), fixed price agreement (five-year base with one five-year option) Develop and maintain an accurate Bill of Material (BOM) OEM Engineering, technical, and tooling support Specific incentives/disincentives applied to OEM performance Enhanced and preserved depot workforce Full transparency of AF demands and depot repair

requirements Update technical data procedures and specifications Improve repair/testing processes Repair and restore tooling Improved demand planning & forecast collaboration Increased end-item availability and reliability Increase potential vendor base to alleviate DMSMS constraints As part of this requirement, it is expected the Contractor will accept the responsibility of identifying and developing new (AF engineering approved) sources of manufacture and working with the 423rd SCMS, B-2 AFLCMC Program Office, and 531 CMXG maintenance squadron to ensure all parts are available upon demand. The CFT is asking for feedback from the OEM, Northrop Grumman Corporation (NGC), representatives regarding the performance-based support for the B-2 EAID and components through the construct of a US Air Force (USAF)/DLA contractual relationship. The CFT is looking to NGC to help shape the strategy of this effort through their open comments/feedback on the topics/questions below.