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You are not losing the tender on technology, but on Integrated Logistic Support

Does this sound familiar? Your organization is bidding on a Defense procurement with a product that has already proven itself in the commercial market. The technology is sound, the price is competitive, and the references are strong. Integrated Logistic Support feels like an additional factor, not a decisive one. Everything points to a good chance that you will win the tender.

The best product... and still rejected

And then comes the rejection. The feedback is vague, but clear enough: "Your support concept was insufficiently developed."

Confusion arises within the team. The product works, right? So what is missing?

Defense does not purchase a product, but a capability

This is the fundamental difference with the civilian market. Defense does not buy a standalone product. Instead, Defense acquires an operational capability that must remain deployable for twenty to twenty-five years.

This means that the focus is not only on:

  • Performance on day one
  • Technical specifications
  • Purchase price

Focus as well on:

  • Maintainability over the entire lifecycle
  • Availability under operational conditions
  • Risks to deployment and the safety of the end user

This is where Integrated Logistic Support (ILS) makes a difference.

Integrated Logistic Support is not an afterthought

At Defense, Integrated Logistic Support is not just an administrative requirement that comes afterward. It is an integral part of the design and therefore the evaluation. A bid is not only won based on what a system can do, but especially on how it will be maintained.

If you cannot provide concrete answers to questions such as the ones below, the operational risk increases. And that costs valuable points.

Defence organizations want well-founded answers to questions such as:

  • How will the system be maintained?
  • To what extent can Defense repair the system and make it operational again?
  • How does the system remain reliable and available for the end-user when needed?
  • How quickly can the system be operational again after a failure?
  • What happens when components become outdated or are phased out?

Why this happens mainly to civilian companies

Organizations entering the defense market from the commercial sector logically focus on what they know:

  • Performance
  • Price
  • Delivery time

However, for defense, factors such as:

  • Support concepts
  • ILS analyses and documentation
  • RAM justification (Reliability, Availability & Maintainability)

carry at least equal weight. Integrated Logistic Support is not a "nice to have" here, but a decisive selection criterion.

The harsh reality of defense procurement

In the procurement phase, there is a simple truth: if you cannot demonstrate how your system will be supported for life, the technology hardly matters.

This is not an exception, but a pattern we see time and again with companies looking to transition into Defense.

How do you adequately prepare for Integrated Logistic Support?

Companies that are successful in defense procurement do not wait until the end of the Integrated Logistic Support (ILS) process. They involve ILS early in the development phase and treat it as a design issue rather than just a documentation requirement.

This begins with clarifying the operational context: how and under what conditions will the system be deployed? From there, you work systematically towards understanding the implications for design and support. Not everything has to be perfectly detailed from day one, but it is essential to demonstrate that you have control over the lifecycle, risks, and practical usage.

Those who seriously and demonstrably incorporate ILS into design decisions will avoid (financial) surprises during the evaluation of tender proposals and significantly increase the chances of winning the contract.

Frequently Asked Questions about Integrated Logistic Support

Want to discuss your ILS challenge?

Contact our Team Manager ILS Okke Pieters. He's happy to help you get the most out of ILS for your business.

About the author

Okke Pieters

Team Manager ILS

I am Okke Pieters, Team Manager ILS at Etteplan. In various roles, I have closely experienced what it takes to set up and implement Integrated Logistic Support, as well as where things often go wrong in practice. In my current role, I work with organizations that want to enter the defense market, aim to use ILS as a distinctive competitive advantage, or are seeking the right balance between technology and support. Interested in Integrated Logistic Support? I regularly share insights and practical experiences. Follow me on LinkedIn or reach out to me for a meaningful conversation about your situation if you want to know more about ILS.