We are problem solvers.
Since 1984, Dayton Aerospace has provided senior-level, hands-on support to government and industry customers worldwide. Our team possesses the background and expertise necessary to develop tightly focused products to support all phases of the DOD acquisition life cycle.
Dayton Aerospace helps government and industry teams…
Develop successful acquisition strategies and guide effective industry capture planning
Build integrated, cohesive RFPs and innovative proposals that result in executable programs
Achieve performance, cost and schedule objectives and optimize availability and service life
Perform critical analysis to solve unique technical, programmatic, and financial challenges
Our Experts at a Glance
Prior senior military, government civilian, or high-level industry executives—involved with all US military services
Average 30+ years of experience in all technical and management disciplines essential to weapon system acquisition and sustainment
Former product, logistics and test center commanders
Hands-on experience as program executive officers (PEOs), system program directors (SPDs), product support managers (PSMs), and key program managers
Led functional offices at the program, center, and command-levels as director of contracting, law center director, chief engineer, and more
Effectively managing a fleet is an exercise in managing competing priorities. Operators demand availability to meet mission and training requirements and capability necessary to maintain technological relevancy, ensure survivability, and achieve mission effectiveness. Juxtaposed with availability and capability demands is the demand for safety—achieved, in part, through required heavy maintenance. Changing threats, new missions, and fleet age make the competition between these priorities all the more dramatic...
Can a recently growing defense budget or maintenance and supply chain initiatives such as CBM+ reverse the trend of lower mission capable rates ? It’s unclear— and that’s the point. Today’s product support managers (PSMs) must have decision-quality information to know the net result of strategies chosen. Until then, a fundamental, overarching question remains invariably unanswered: What is the product support strategy’s quantifiable impact on overall aircraft availability and at what marginal cost?