Increasing global demand across many sectors has meant that products are remaining in service longer than initial life cycle expectation, leading to obsolescence, supply chain issues, technical knowledge gaps, and much more. In addition, companies are attempting to balance the service maintenance of these aging products with support for newer products, while reacting to margins squeezed by growth in costs.

This evolving situation has created the problem today where decisions regarding programme futures are not made within the optimum timeframe. This hesitation to make a decision is in fact a decision in itself, to allow the current trajectory to unfold, which often leaves businesses in a less than optimal situation financially. Additionally, on the occasions when decisions are made regarding a programme future, it is often with a flawed decision framework or appreciation.

My research aims to identify a systematic approach to life cycle strategic decision making, through the use of simple tools and the analysis of routine data collected by companies. An initial forum reviewing historical data, existing research, and industry expert testimonials validated the initial hypothesis with the development of an early decision framework.

This framework and the decision-making driven by it, is an area that is now being researched. Utilising existing case studies available, as well as recording impacts of decisions being made from today over the next 2 years and the impact of those decisions against the criteria used to make them, the research intent is to identify the optimum framework, data requirement, and cadence to achieve superior financial performance relating the product life cycle strategy.

I will be presenting a summary of the research conducted to date, conclusions, and ongoing research requirements.

Mark Clayton

Associate Director, Value Stream Leader

Collins Aerospace

Programme 2025