The Space Launch System (SLS) is the new NASA heavy lift launch vehicle in development and is scheduled for its first mission in 2017. SLS has many of the same logistics challenges as any other large scale program. However, SLS also faces unique challenges. This presentation will address the SLS challenges, along with the analysis and decisions to mitigate the threats posed by each

Bramon, Chris

Inman, Sharon K.

Jones, James V.

Neeley, James R.

Tuttle, Loraine

Watson, Michael D.

NASA Technical Reports Server

NASA Space Rocket Logistics Challenges
Chris Bramon, Presenter; James R. Neeley, James V. Jones, Dr. Michael D. Watson, Sharon K. Inman, 
Loraine Tuttle; NASA Marshall Space Flight Center/EO and Kennedy Space Center/GP
SpaceOps2014, May 5-9, 2014, Pasadena, California, USA
https://ntrs.nasa.gov/search.jsp?R=20140010951 2019-08-31T19:32:46+00:00Z
2Abstract
• The Space Launch System (SLS) is the new NASA 
heavy lift launch vehicle in development and is 
scheduled for its first mission in 2017.
• SLS has many of the same logistics challenges as 
any other large scale program. However, SLS also 
faces unique challenges.
• This presentation will address the SLS challenges, 
along with the analysis and decisions to mitigate the 
threats posed by each.
3Design Architecture 
4Traditional Approach for  “Logistics” 
• Concepts and processes of Integrated Logistics 
Support (ILS) provide a significant opportunity to 
minimize life cycle cost of ownership of a system. 
• Traditional application of ILS during the design, 
development, test and evaluation (DDT&E) of a 
system typically consists of two different, but highly 
related processes:
 Designing a supportable system.
 Developing a reasonable, responsive and cost effective 
support solution. 
5ILS During System Development
6Tailoring ILS 
• A simple comparison of traditional ILS concepts and 
processes with the unique circumstances of the 
SLS Program (SLSP) indicates that application of 
ILS must be drastically different to be effective. 
• SLSP is performing a comprehensive, but non-
traditional ILS program that will contribute to the 
program goals. 
• Specific details of SLS challenges and ILS tailoring 
are addressed in the remaining charts
7Supply Chain Impacts Due to Multiple Projects, Contractors, 
and Vendors 
8NASA SLS Common Challenges and Threats 
Challenge Threat
Integration of multiple 
geographically separated 
programs
Stakeholder communication, 
conflicting schedules, lack of 
commonality, gaps in 
requirements and funding
Integration of multiple 
geographically separated projects 
within a program and multiple 
contactors
Stakeholder communication, 
conflicting & complex schedules, 
lack of commonality, gaps in 
requirements, different goals, lack 
of flowed down requirements
Funding constraints Increased risk
9NASA SLS Unique Challenges and Threats 
Challenge Threat
Low manifest rates and 
frequencies (Up to four years 
apart)
Costly logistics solutions, 
increased risk for availability of 
skilled personnel resources
Architecture Block upgrade 
approach
Delay for operational phase, 
increased cost for changing 
support solutions:  LSA, 
resources, sparing philosophy 
Mixed new and heritage 
hardware
Obsolescence, parts marking, 
commonality
Multiple projects (elements) 
with individual milestone 
reviews
Limited personnel resources, 
design interface issues
Dictated flat funding 
constraints, no inflation allowed
Increased risk for adequate 
logistics support
10
NASA SLS Common Threats and Analysis 
Threat Analysis/Activities
Multiple Programs: Stakeholder 
communication, conflicting 
schedules, lack of commonality, 
gaps in funding.
Cross-Program Logistics Integration 
Team (LIT) established to provide 
communication and work 
concerns/issues
Multiple Projects: Stakeholder 
communication, conflicting 
schedules, lack of commonality.
SLSP ILS Team established for 
integration of Elements’ schedules, 
data, and analysis. 
Multiple prime contractors:  Different 
goals, lack of flowed down 
requirements.
Contractors included in SLSP ILS Team 
activities, tailored Data Requirements 
Descriptions (DRDs) implemented.
Schedules:  Conflicts, complexity. SLS Integrated Master Schedule (IMS) 
established with inter-relationships.  
Logistics Support Date (LSD) concept 
implemented.
Funding:  Increased risk. Implemented engineering bottoms-up 
life cycle cost (LCC) and identified 
program risks for mitigation.
11
NASA SLS Unique Threats and Analysis 
Threat Analysis/Activities
Low manifest rates: Costly logistics 
solutions, increased risk for 
availability of skilled personnel 
resources.
Minimal approach for first two flights 
(2017 & 2021).  Phased approach for 
30-year life cycle integrated logistics.
Block upgrade approach: Delay for 
operational phase, increased cost 
for changing support solutions:  
LSA, resources, sparing philosophy.
Risk assessments.
Hardware: Obsolescence, parts 
marking, commonality.
Materials assessment, sustaining 
engineering planning.
Milestone reviews: Individual project 
element reviews, limited personnel 
resources, design interface issues.
Integrated reviews.  Element 
supportability reviews.
Funding:  Increased risk for 
adequate logistics support.
Identification of budget risks.
12
Element Analysis Types and Data
• SLS Program Data Requirements Description 
(DRD) for “Element Logistics Support Data”:
 Maintenance Significant Items (MSI)
 Provisioning Requirements
– Long Lead Items, Interim Support Items
 Line Replaceable Units (LRUs)
 Maintenance Task Analysis (MTA)
 Level of Repair Analysis (LORA)
 Logistics Support Resources
13
Lessons Learned from Ares 1-X
• Supply chain responsibilities not clear between contracts.
• Supply Support process issues.
 Material quantities uncertain, real time demands constant.
 No processes ready to transfer material between programs.
 Inventory management was resource intensive: multiple databases, 
no accountability identified for parts. 
• Material distribution issues.
 Mystery shipments caused delays, processing received expedited 
shipments time-consuming and degraded intent.
• Receiving inspection issues, confusion over requirements.
14
Applying Lessons Learned
• Progress has been made to apply several Lessons Learned 
from Space Shuttle, Constellation Ares/Ares 1-X, and Space 
Station.
 Implemented NASA Agency “Program and Project Life-Cycle 
Logistics Support Policy”, NASA Policy Directive (NPD) 7500.1C.  
Includes Supportability, ILS and LSA.
 Established an engineering bottoms-up Life Cycle Cost capability.
 Established a Program ILS Team that includes Elements, 
contractors, and collaboration with launch site.
• Cross-Program Logistics Integration Team (LIT) includes the 
three NASA Exploration Programs.
15
Applying Lessons Learned (continued)
• Reliability, Availability, Maintainability, Supportability. Cost, 
and Testability considered.
• LRU remove and replace analysis.
• Collaboration on-going with launch site for streamlined 
shipping and receiving processes, common warehouse, and 
improved inventory management.
• Flight and ground hardware transfer points, processes, and 
procedures being addressed.
• Launch processing requirements for materials, fluids, etc., 
being worked, to include plans to fund the launch site to 
provide these items. 
16
Applying Lessons Learned (continued)
• Clarifying Supply Chain Management (SCM), subject matter 
expert study in-progress.
• Commonality (Standardization) included as evolving 
consideration for materials and parts.
• Supportability Engineering exists as a discipline of  Systems 
Engineering and Integration (SE&I) at Program level.
• Sustaining Engineering part of early planning.
• Maintenance planning and analysis included.
• Technical Performance Metrics (TPMs) include Launch 
Availability and Maintenance Down Time.
17
Initiatives
• Established and implemented SLSP ILS Team, 
includes Elements and contractors.
• Performed Program supportability assessments of 
Elements’ ILS and LSA plans and execution.
• Established PowerLOG-J as common LSA Record 
(LSAR) database with launch site.
• Modification of existing water barge for large item 
transport, avoidance of major new design effort.
18
Initiatives (continued)
• Supportability applied to Ground Support Equipment 
(GSE) along with flight hardware.
• Proposed efforts to evolve current integrated vehicle 
fault management (IVFM) model capability to include 
isolation capability to ambiguity group of 4-5 LRUs.
• Logistics Support Date (LSD) approach that 
addresses readiness of support infrastructure.
19
Decisions - Drivers
• Policy Drivers
 Maximize use of contractor Best Practices.
 Limited Program-imposed management and control 
plans.
 Architecture Block upgrade approach.
 SE&I Program Oversight and Insight with Elements.
• Key target is initial launch in December, 2017.
• Risk-based approach to affordability. 
20
Decisions (continued) 
• Process tailoring
 Ensure the vehicle support infrastructure is adequate, 
has everything we need….nothing we don’t.
 Ensure the design is successful within cost constraints.
 Integrate ILS efforts across the Elements for support of 
vehicle assembly and integration activities.
 Perform Logistics Support Analysis (LSA) under 
systems engineering to integrate an economical support 
approach.
21
Decisions (continued) for SLS Supportability Implementation
22
Decisions (continued)
• SLSP ILS Team Insight and Oversight
 Functional team within the SE&I Operations Discipline 
Lead Engineering (ODLE) organization.
 Includes capability to perform integration analysis and 
collaboration with the SLS Elements and launch site
• SLSP LSD is April 15, 2017.
• Identify and mitigate risks for Block 1.
• Implement life-cycle logistics support.
23
Conclusion
• SLSP is applying modified traditional and innovative 
concepts for supportability and logistics engineering.
• SLSP is applying lessons learned where possible.
• Path Forward: 
Ensure hardware availability for the first two test-
oriented flights in 2017 and 2021 and work toward 
design-in-supportability and ILS for maturing designs for 
a thirty-year program.
24


NASA Space Rocket Logistics Challenges

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