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Product Support Business Model (PSBM)

ALCL 118


Defines the hierarchical framework in which the planning, development, implementation, management, and execution of product support for a weapon system component, subsystem, or system platform will be accomplished over the life cycle. The PSBM effectively describes the methodology by which DoD will ensure achievement of optimized product support through balancing maximum weapon system availability with the most affordable and predictable total ownership cost. The model provides a clearly delineated description of the roles, relationships, accountability, responsibility and business agreements among the managers, integrators, and providers of product support.

General Information


The PSBM encompasses the strategy for product support planning, implementation, management, and measurement over the life cycle of a weapon system component, subsystem, or platform. It is designed to fulfill life cycle management and product support requirements and including opportunities to create/expand partnerships, incentivize the organic sustainment community, and manage long-term affordability. PSBM roles and responsibilities are portrayed, consistent with their level of accountability and responsibility, in Figure 4 of the DoD Product Support Manager (PSM) Guidebook.  For another graphic representation of the PSBM with hyperlinked definitions for each of the activities and organizations as well as an overview video, see the PSBM Job Support Tool (JST).

The Product Support Strategy (PSS) evolves with the maturation of the system through its life cycle phases. Reviews and revalidations of the strategy should be performed at a minimum of every 5 years or prior to each change in the strategy to ensure alignment across the system, subsystem and component levels in support of best-value outcomes.

Two Fundamental Axioms

According to the DoD PSM Guidebook, the PSBM recognizes two fundamental axioms of product support:

  1. With rare exception, every PSS is dependent on both organic and commercial industry support. The intent of the PSM is to determine through a considered analysis the best blend of public and private resources, and the partnering relationship between those entities, to achieve an effective PSS that delivers Warfighter operational readiness.
  2. The objective of the PSS is to achieve Warfighter operational readiness outcomes. Achieving these outcomes is dependent on optimizing the Integrated Product Support (IPS) Elements that comprise the support strategy. The PSM should determine the appropriate performance metrics for the IPS Elements that will, in aggregate, achieve the top-level Warfighter operational outcomes. These performance metrics ensure achievement of the outcomes required for the objective weapon system, subsystem, and components."


Roles and Responsibilities

The PSM provides product support subject matter expertise to the Program Manager (PM) serving in the role of Total Life Cycle Systems Manager (TLCSM).  In accordance with DoDI 5000.91, PSMs will be assigned for all covered systems (Acquisition Category (ACAT) I Major Defense Acquisition Programs and their Middle Tier of Acquisition (MTA) equivalents) and ACAT II programs; PSMs are encouraged for all other programs. In accordance with DoDI 5000.66, PSMs for covered systems will be designated as Key Leadership Positions (KLPs).

Product Support Integrators (PSI) are charged with integrating all sources of product support, both public and private, defined within the scope of a Product Support Arrangement (PSA). The PSI role is assigned within the scope, direction, and oversight of the PSM. (Note that the PSI is assigned at the discretion of the PSM; not all programs will require a PSI). PSIs accomplish their product support role through use of one or more Product Support Providers (PSP). PSIs are responsible for the activities and output of one or more PSPs within a specific IPS Element or across multiple ones. There may be a system-level PSI that manages subsystem level PSIs. A PSI may also perform the function of a PSP. A PSI may be either a government or commercial entity.

The PSPs are assigned responsibilities to perform and accomplish the functions represented by the IPS Elements which, per the Product Support Business Case Analysis (BCA) process and consistent with statute and policy, comprise the range of best value or statutorily assigned workloads that achieve the Warfighter support outcomes. This can be done at the program, portfolio, or enterprise level.