DoD Programs routinely face a backlog of open cases for parts that are unprocurable owing to obsolescence or DMSMS. Problematic parts range from bolts and valves to complex computer electronics. […]
The team here at GDCA has always looked forward to attending the DMSMS conference each December as a capstone to the year. It was a magical time when DMSMS wonks obsessed with DMSMS solutions and obsolescence […]
In the following Q&A format, Holger Wussman, chief executive officer for Kontron Electronics, an electronic manufacturer service provider, gave his feedback to Tania Scroggie for the article “Why Obsolescence Management […]
Why Obsolescence Management Processes are Crucial to Support Corporate Strategy Since I began working at GDCA, I have had the opportunity to work closely with original equipment manufacturers (OEMs) to […]
Working with a second source of supply is a favorable alternative in obsolescence management. Sanctioned by the original equipment manufacturer (OEM) with original IP, a second source of supply rebuilds […]
In embedded computing, product pruning is the selective removal of certain products that no longer contribute to the health and growth of a company. Product families that are generating little […]
COVID-19 has changed the industry landscape in ways we are still trying to understand, and companies must respond—or be left in the dust. Although change is never easy, often the […]
Once component EOL notices have been issued and COTS embedded boards are discontinued, the processes for keeping your embedded systems vital drastically changes and so must your overall thinking about […]
When you need an embedded board that is still in production, it is easy to call the OEM, order what you want, and receive delivery. Because everything needed to produce […]
In general, defense sustainment and counterfeit avoidance has been left to DMSMS teams and logistics or engineering tactics. However, so far the solution has primarily been to develop standards, authentication and anti-counterfeit technologies. These responses have been critical, but have largely remained reactive and have not produced the dynamic collaboration crucial to maintaining a healthy, proactive supply chain. Instead, each player is left facing inward — focusing on solutions from their own particular positions in the supply chain — but without the resources to truly be proactive.
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