Aerospace series - General Principles of Obsolescence Management of chemicals, materials and processes

Obsolescence is a significant risk factor for an organisation and/or a programme activity regarding the continuity of productions, services and maintenance in operational conditions of equipments and systems. It can appear in any phase of the product life cycle. Thus it is essential that the organisation determines the best strategy to be implemented in order to control these risks, implying its customers and suppliers in the definition of this strategy.
This recommendation is a document meant to be used as guidelines, for an organisation and/or a given programme, for the implementation of a coordinated management process of obsolescence risks related to chemical products and to their effects on products, especially on materials, processes and mechanical parts.
Can be subject to obsolescences:
—   all categories of equipments as well as their components;
—   materials and processes used to produce, operate or maintain a product;
—   all that can be bought, manufactured, repaired, be it done internally or externally;
—   means of production, test and maintain.
This document excludes obsolescences related to electronic components and softwares (for more information on that subject see EN 62402).

Luft- und Raumfahrt - Allgemeine Grundsätze des Obsoleszenzmanagements von Chemikalien, Werkstoffen und Prozessen

Série aérospatiale - Principes généraux de la gestion de l'obsolescence des produits chimiques, des matériaux et des procédés

Aeronavtika - Splošna načela upravljanja zastarelosti kemikalij, materialov in procesov

Zastarelost je pomemben dejavnik tveganja za organizacijsko in/ali programsko dejavnost v zvezi z nadaljnjo proizvodnjo, storitvami ter vzdrževanjem v delovnih pogojih opreme in sistemov. Do nje lahko pride na kateri koli stopnji življenjskega cikla izdelka. Zato je bistveno, da organizacija določi najboljšo strategijo, ki jo je treba uvesti za vzpostavitev nadzora nad temi tveganji ter v opredelitvi katere morajo biti upoštevani naročniki in dobavitelji.
To priporočilo je dokument, ki ga je treba v okviru organizacijske in/ali programske dejavnosti uporabljati kot vodilo za izvajanje usklajenega postopka upravljanja tveganj v zvezi z zastarelostjo, povezanih s kemičnimi izdelki in njihovim učinkom na izdelke, zlasti na materiale, procese ter mehanske dele.
Zastarelosti so lahko izpostavljeni naslednji elementi:
– oprema vseh kategorij in njeni sestavni deli;
– materiali in procesi za proizvodnjo, upravljanje ali vzdrževanje izdelka;
– elementi, ki jih je mogoče kupiti, proizvesti, popraviti (notranje ali zunanje);
– sredstva proizvodnje, preskušanja in vzdrževanja.
Zastarelost elektronskih sestavnih delov in programske opreme v tem dokumentu ni zajeta (za več informacij o tem glej EN 62402).

General Information

Status
Published
Publication Date
14-Aug-2018
Technical Committee
Current Stage
6060 - Definitive text made available (DAV) - Publishing
Due Date
15-Aug-2018
Completion Date
15-Aug-2018

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SLOVENSKI STANDARD
SIST EN 9278:2018
01-november-2018
$HURQDYWLND6SORãQDQDþHODXSUDYOMDQMD]DVWDUHORVWLNHPLNDOLMPDWHULDORYLQ
SURFHVRY
Aerospace series - General Principles of Obsolescence Management of chemicals,
materials and processes
Luft- und Raumfahrt - Allgemeine Grundsätze des Obsoleszenzmanagements von
Chemikalien, Werkstoffen und Prozessen

Série aérospatiale - Principes généraux de la gestion de l'obsolescence des produits

chimiques, des matériaux et des procédés
Ta slovenski standard je istoveten z: EN 9278:2018
ICS:
21.020 =QDþLOQRVWLLQQDþUWRYDQMH Characteristics and design of
VWURMHYDSDUDWRYRSUHPH machines, apparatus,
equipment
49.020 Letala in vesoljska vozila na Aircraft and space vehicles in
splošno general
SIST EN 9278:2018 en,fr,de

2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

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SIST EN 9278:2018
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SIST EN 9278:2018
EN 9278
EUROPEAN STANDARD
NORME EUROPÉENNE
August 2018
EUROPÄISCHE NORM
ICS 21.020; 49.020
English Version
Aerospace series - General Principles of Obsolescence
Management of chemicals, materials and processes

Série aérospatiale - Principes généraux de la gestion de Luft- und Raumfahrt - Allgemeine Grundsätze des

l'obsolescence des produits chimiques, des matériaux Obsoleszenzmanagements von Chemikalien,

et des procédés Werkstoffen und Prozessen
This European Standard was approved by CEN on 6 May 2018.

CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this

European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references

concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN

member.

This European Standard exists in three official versions (English, French, German). A version in any other language made by

translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management

Centre has the same status as the official versions.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,

Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania,

Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,

Turkey and United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels

© 2018 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN 9278:2018 E

worldwide for CEN national Members.
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Contents
Page

European foreword ...................................................................................................................................................... 3

Introduction .................................................................................................................................................................... 4

1 Scope .................................................................................................................................................................... 6

2 Normative references .................................................................................................................................... 6

3 Terms and definitions ................................................................................................................................... 6

4 Objectives of the obsolescence management process ....................................................................... 8

5 What comes under the organisation ........................................................................................................ 9

6 What comes under the programme ........................................................................................................ 15

7 Connections between organisation and programme ....................................................................... 20

(informative) Example of an information exchange principle ................................................. 21

(informative) Criticality and acceptability scale: Risk mapping ............................................. 24

(normative) What comes under the programme versus What comes under the

organisation .................................................................................................................................................... 25

(normative) What comes under the organisation versus What comes under the

programme ...................................................................................................................................................... 27

Bibliography.................................................................................................................................................................. 29

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European foreword

This document (EN 9278:2018) has been prepared by the Aerospace and Defence Industries

Association of Europe - Standardization (ASD-STAN).

After enquiries and votes carried out in accordance with the rules of this Association, this Standard has

received the approval of the National Associations and the Official Services of the member countries of

ASD, prior to its presentation to CEN.

This European Standard shall be given the status of a national standard, either by publication of an

identical text or by endorsement, at the latest by February 2019, and conflicting national standards

shall be withdrawn at the latest by February 2019.

Attention is drawn to the possibility that some of the elements of this document may be the subject of

patent rights. CEN shall not be held responsible for identifying any or all such patent rights.

According to the CEN-CENELEC Internal Regulations, the national standards organizations of the

following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria,

Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia,

France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta,

Netherlands, Norway, Poland, Portugal, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland,

Turkey and the United Kingdom.
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Introduction

In the aeronautics and space fields, the component life time compared to the lengthy life cycle of

finished products and the arrival of new regulations drive organisations into structuring obsolescence

management.
This need has become important in these fields as a result of:

— the effort necessary for the qualification of materials and processes (due to a high level of

performance and security requirements, to the complexity of interactions between systems, to the

large number of industrial actors, to the multinational nature of programmes, etc.);

— the regulation requirement of conformity from the produced configuration to the qualified

configuration (for example of certification by an official organization).
These characteristics reinforce three aerospace industry priorities:
— traceability;
— stability of technical choices;
— anticipation of evolutions.

New regulations such as RoHS or REACH, creating potential obsolescences (related to authorization and

substance use restriction processes), force to take this obsolescence risk into account.

They created increasingly stronger concerns for organisations willing to express a need of information

from the aerospace industry information within themselves, and within each of their programmes and

with respect to their suppliers regarding necessary and accessible data that shall be supplied, shared

and tracked. For example, information exchange principles are given in Annex A.

Obsolescence risk is meant as a potential or proven event, resulting from the non-availability of a

product.
The submentioned differentiation will be observed in obsolescence cases:
— potential: obsolescence is predicted without a known deadline;
— proven: obsolescence is indicated with a known deadline;
— endured: obsolescence was unexpected, it is assessed.

Obsolescences of chemicals and their effects on products, especially materials, processes and

mechanical part are tackled in this general recommendation, developed within the “Programme

Management” working group to which representatives of aerospace and armament industries

participated.
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The obsolescences related to chemicals originate in:

— new regulations or evolution of existing laws (environment, health, safety, etc.);

— evolution for suppliers: changes of reference, evolutions of products, manufacturing processes,

formulation, rationalising of product ranges, manufacturing halts, etc.;

— supplier failure: bankruptcies, evolution of industrial organisation, industrial accidents (fire,

flooding, etc.);
— import – export obligations (ITAR, export controls, export licence, etc.);

— market laws or industrial rules (volume of production too low, ageing technology, etc.);

— etc.
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1 Scope

Obsolescence is a significant risk factor for an organisation and/or a programme activity regarding the

continuity of productions, services and maintenance in operational conditions of equipments and

systems. It can appear in any phase of the product life cycle. Thus it is essential that the organisation

determines the best strategy to be implemented in order to control these risks, implying its customers

and suppliers in the definition of this strategy.

This recommendation is a document meant to be used as guidelines, for an organisation and/or a given

programme, for the implementation of a coordinated management process of obsolescence risks related

to chemical products and to their effects on products, especially on materials, processes and mechanical

parts.
Can be subject to obsolescences:
— all categories of equipments as well as their components;
— materials and processes used to produce, operate or maintain a product;

— all that can be bought, manufactured, repaired, be it done internally or externally;

— means of production, test and maintain.

This document excludes obsolescences related to electronic components and softwares (for more

information on that subject, see EN 62402).
2 Normative references
There are no normative references in this document.
3 Terms and definitions
3.1
obsolescence
impossibility in supplying a product from original manufacturers
Note 1 to entry: Such a product is qualified as obsolete.

Note 2 to entry: An obsolescence can have different origins: regulations, technical evolution, supplier's failure,

industrial evolutions, etc.

Note 3 to entry: The supplying impossibility can be permanent, temporary or potential.

3.2
programme

coordinated set of technical, administrative and financial tasks, intended to design, develop, produce

and use a product, satisfying a need under the best economic conditions, as well as ensuring its support

and considering the constraints of a withdrawal
[SOURCE: EN 9200]
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3.3
organisation
set of facilities and persons with responsibilities, powers and relations
EXAMPLE Company, society, firm, business, etc.
[SOURCE: according to EN ISO 9000]
3.4
process

set of related resources and activities contributing to obtain a defined result and which transform input

elements into output elements
[SOURCE: according to EN 9200]
3.5
product
result of activities or processes

Note 1 to entry: Products mean here finished products (aircraft, equipment, etc.), components they are

constituted of (composed, referenced article of the product, etc.), components constitutive of their processes

(e.g. surface treatment).
[SOURCE: according to EN 9200]
3.6
chemical
preparation or a mix of substances
3.7
supplier
organisation or person who provides a product or a service
Note 1 to entry: The supplier can be understood as the subcontractor.
[SOURCE: according to EN ISO 9000]
3.8
supply chain

totality of the organisation functions and its suppliers enabling to ensure the availability of materials,

parts, assemblies, equipments as well as industrial means and competences necessary to the

manufacture and operation

Note 1 to entry: According to the IAQG, supply chain is translated into French by chaine de fournisseurs.

3.9
use case – point of use

description of the use of a product or a substance, including its operating, control and operability

conditions, its interfaces, its main functions and requirements, etc.

Note 1 to entry: It must not be confused with the point of use which is the location of use of a component in a

product.
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3.10
substance

chemical element and its compounds in the natural state or obtained by any manufacturing process

[SOURCE: according to GIFAS REACH Guide]
3.11
life cycle

this describes the whole series of developments of the product throughout its life starting from the

expression of its need until the disposal, whatever the form is
Note 1 to entry: The life cycle includes the following phases:
— initial statement of requirement;
— feasibility;
— definition;
— development;
— production;
— use;
— withdrawal.
[SOURCE: according to EN 9200]
4 Objectives of the obsolescence management process

The aim of this process is to ensure that the product, subject of the programme, can be manufactured

and supported throughout its life cycle (maintenance, spares, reparations, etc.). It enables to anticipates

obsolescences and minimise their impact and their cost on the products of the organisation (actual and

in the near future).

The process consists in scheduled and coordinated actions intended to ensure the availability of a

product during its operating life, through technically and economically practicable means of

replacement.

The process shall include the strategic vision of the operators of the supply chain (this vision can differ

from an operator to another), the organisation-supplier balance of power (suppliers’ certification) as

well as global environment (media pressure, brand image).

All the actors of the supply chain are responsible for obsolescence management throughout the life

cycle of a finished product with regards to customers or users. In particular, a purchaser shall state to

his suppliers the requirements to which he shall himself comply.

However, beyond these considerations, the key of obsolescence management is the circulation of

information so that information received by any operator of the organisation, programme or supply

chain can be reported, centralised in one unique focal point, and then treated, analysed, made used of

and finally passed on at programme or service levels.

The aim of this process is to give priority as far as possible to proactive treatment above reactive

treatment (endured).

Detectability is especially important and belongs to the organisation and the programme. In the

aerospace field, action plans to be implemented in order to resolve obsolescences are often long and

costly. Thus, an obsolescence detected early enough allows an easier implementation while ensuring a

safety margin. Furthermore, the sooner the impacts are identified, the sooner it is possible to make sure

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that all applications are taken care of, and, in this way, to avoid “bad surprises” when the time comes to

implement the replacement solution or to stop the current solution.

Obsolescence risk management is part of a process that is similar to risk management as described in

the EN 9239, given in the following Figure 1 as a reminder.
Setting up the framework of risk
Stage 1
management
Stage 2 Identifying
Assessing
Stage 3
Stage 4 Treating
Capitalising
Stage 6
Figure 1 —Main stages of risk management

This process relates both to the organisation (then including, for example, all obsolete products at the

same time) and the programmes (affected by their own obsolescences).

One of the issues is optimising the structure between actions carried on by the organisation and those

dealt with by each programme. Another issue is to share the efforts between various programmes

within one organisation, or even between several organisations.

The organisation is the owner of the obsolescence management process, and the programme is in

charge of the development of this process within an obsolescence management plan meeting in

particular the customer’s requirements.
5 What comes under the organisation
5.1 General
The following tasks come under the organisation:
1) formalising the obsolescence management policy;
2) defining an obsolescence management process;
3) defining a strategy following the criticality of obsolescences;

4) keeping an up-to-date reference document of substances, technologies, processes and products;

5) monitoring and alerting;
6) contractualising obsolescence management.
Monitoring
and
Stage 5
Controlling
Communicating
Stage 7
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The organisation shall implement a structure in order to deal with these tasks. It defines

responsibilities, organisation and operating modes. This structure relies on multidisciplinary

competences (technics, finance, purchase, logistics, legal, etc.), and on the quality reference framework

of the organisation and the norms it imposes itself (for example following EN 9100). This structure

manages obsolescences for the totality of the products put on the market by the organisation including

those entrusted to its suppliers.
5.2 Formalising the obsolescence management policy

Obsolescence management is part of a global approach of risk management and quality assurance.

The organisation shall assess the impacts of obsolescence risks:
— for its products and programmes:
— performances;
— operating security (reliability, maintainability, availability, safety);
— costs and schedules;
— difficulties of remanufacturing;
— etc.
— as well as for itself:
— its image;

— its control of conformity with laws and regulations, especially in the environmental field;

— etc.
The organisation must formalise its obsolescence management policy relating to:
— orientations chosen for proactivity regarding obsolescence;
— technologies to be favoured, search for technological breakthroughs;
— competitive advantages (patent registrations, etc.);
— purchase policy;
— etc.
5.3 Defining an obsolescence management process

The organisation is in charge of defining anobsolescence management process, respecting the

recommendations of this document.

This process shall allow for each product and programme to identify obsolescences and find a solution

adapted to each product and programme. It shall aim at anticipating obsolescences in order to minimise

their effects on the finished product (cost, availability delays, quality, etc.).

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The organisation should:

1) establish a culture within the organisation regarding the consideration given to obsolescence;

2) determine and implement processes to be respected for obsolescence management;

3) implement synergies between programmes for the identification and treatment of obsolescences;

4) assess necessary budgets and ensure financing in order to implement processes;

5) establish the obsolescence management process systematically;

6) include, in the programme management plan, the obsolescence managements (see EN 9200);

7) ensure the availability and control of competences and resources necessary for the operation of this

process;

8) have the information necessary for risk assessment and decision making available;

9) determine criteria and methods necessary in order to guaranty the efficiency of operation and the

control of these processes;

10) monitor, measure (with performance indicators, when it makes sense) and analyse this process;

11) implement a feedback enabling the durability and sharing of the results of obsolescence treatment

with the distinct programmes.

The objective is to provide the organisation with an overview of all the information reported in order to

synthesise it and create synergies between programmes. Thus technical and commercial consequences

resulting from a programme can be reduced since the efforts will be shared.

Gathering and sharing experience with other organisations is a recommended approach.

5.4 Defining a strategy following the criticality of obsolescences
5.4.1 General

In order to deal with obsolescences, the obsolescence management process leads to a risk analysis

establishing a criticality and resulting into the choice of a strategy. This risk analysis can rely on the

recommendations of EN 9239 – risk management. A criticality scale is given as an example in Annex B.

The strategies are:
— proactive;
— reactive;
— a combination of the two latter.
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5.4.2 Proactive strategy

A proactive strategy consists in anticipating the actions necessary in order to have a solution when it

shall be applied. To these ends, the organisation shall:
— define the strategies and products considered as critical;

— identify among these technologies and critical products, the programmes likely to use the, including

for suppliers (data consolidation), (see 6.4);
— strengthen a monitoring perimeter for this strategy;
— gather and assess information within this perimeter:
— organise the information reporting process from suppliers (see 5.6);

— establish the competences in order to assess obsolescence risks even in lack of information.

— prepare treatment solutions:
— approve replacement solutions;
— approve new solutions;
— qualify Supplier – chemical product pairs.
— implement the selected solutions.

Information shall be shared amongst organisations in order to implement joint actions (consortium,

lobbying, professional groupings, etc.).

The schedule of the preparation of treatment solutions depends on the criticality of the obsolescence

concerned, of the provisional schedule for the complete development of the qualified solution and of the

estimated date of obsolescence.
NOTE The term “proactive” shall be translated into French by “anticipatif”.
5.4.3 Reactive strategy

Reactive strategy consists in reacting only when the obsolescence is proven and the need confirmed.

When these two conditions are fulfilled, the organisation shall:
— release information:
— internally: release alerts for the action/reaction of programmes;

— to suppliers potentially concerned, respecting confidentiality rules (through programmes if

required);

— between organisations: for sharing and action (solution of joint replacement, etc.).

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— identify treatment solutions:
— implement replacement or reuse solutions;
— operate storage solutions;

NOTE 1 Storage can be a solution. If it relates to products with an expiry date, the analysis shall be

carried out in relation with the operating life and specific needs (ending programme, applicability on

various programmes of the organisation, etc.). It can also be a transitory solution, giving time to qualify a

permanent solution.
— develop, qualify and implement new solutions;
— qualify supplier – chemical product pairs.

NOTE 2 It is also possible not to start any specific action of treatment for proven obsolescences if the

operational requirements can be fulfilled thanks to, for example, the deflation of a park, a renovation or the

withdrawal of a close service, product policy, etc.

This choice of treatment relies on the knowledge of ending dates of the need of impacted products.

Risks to be monitored are the reassessment of this date (extended activity of the park, delayed

renovation, reviewed product policy, hardening of use conditions commanding more frequent

maintenance, etc.). The relevance of this choice must then be reconsidered.

5.5 Keeping an up to date reference document of substances, technologies, processes

and products

The organization should establish a reference document for substances, technologies, processes and

products considered as critical:
— used in ongoing programmes or existing products;
— to be used or not to be used, especially in new designs.

This document is kept up-to-date and supplied by monitoring (see 5.6) and feedback (see 6.6 and 6.7).

The organisation receives from each programme the relevant information (see 6.6), which will enable

to keep available the global list of use cases and points of use and common and specific requirements

for any critical substance, technology, process or product, on the reference document level.

The aim is to provide the organisation with an overview of information reported in order to synthesise

it and create synergies between programmes. Thus, technical and commercial consequences produced

by a programme can be reduced since efforts will be shared.

Likewise, feedback on the cases of obsolescence treatment shall be capitalized (see 6.7). This

information on the reference level will enable to:
— supply the strategy of the organisation and programmes;

— prepare the treatment of future obsolescences (monitoring and treatment modes).

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5.6 Monitoring and alerting

The organisation should implement a transversal obsolescence monitoring, whose perimeter covers the

totality of the submentionned reference framework. This perimeter is supplied by the monitoring

perimeters specific to each programme (see 6.4).
Different monitorings can be undertaken:

— regulation monitoring (following up environmental regulations: RoHS, REACH, ITAR,

radioprotection, HSE, etc.);
— customer monitoring (identification of customers’ requirements);

— supplier monitoring (sharing requirements with the suppliers, being proactive with them on the

subject of obsolescences, etc.);
— commercial and financial monitoring (suppliers);

— tactical monitoring: policy produced by suppliers (decision of halting a production),

interprofessional pooling;
— strategic monitoring (technological road map, market trends);

— internal monitoring: availability of the organisation’s resources (means, competences);

— monitoring of practices and crafts.

For these distinct perimeters, weak signals shall be taken into account in order to support a risk

proactive approach. For example, monitoring is likely to be alerted by the evolution of the financial

condition of a supplier, the evolution of order volumes and the perspectives concerning materials,

processes, mechanical parts, etc.

This monitoring comes under all the organisation operators, but a dedicated network should be

structured, covering the totality of monitoring perimeters and able to gather the maximum information

possible (common means), within the organisation or outside it (customers, suppliers, professional

unions, higher level organisations, etc.) in order to supply obsolescence management.

This network must be able to analyse these information and, when relevant, to alert at the earliest the

organisation in case of obsolescences proven and endured.

This monitoring may be passive or active, especially when orders are less frequent with a supplier.

Active monitoring consists in gathering and analysing information (ensuring at the utmost that data are

collected exhaustively) after the perimeter is defined. It includes interrogating the supply chain and/or

databases. To this end, a unique format of interrogation of the supply chain can be implemented. For

example, in respect to the REACH regulation Article 33, the RG.Aéro 000 714 provides with a protocol

acknowledged by the aerospace sector. The Safety Data Sheets (SDS) constitute an information source

as for the composition of chemicals. However these sheets are not exhaustive on the product

compositions.

Passive monitoring refers to the case in which the organisation receives information naturally and

analyses it.
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5.7 Contractualising obsolescence management
Contractual requirements should be developed throughout the supply chain.

Here a contractual requirement reference document should be defined for suppliers, in order to obtain

the information necessary to obsolescence management.
These obsolescences clauses specify:
— notification modes (means and schedules);
— participative fees for the solution in case the notification deadline w
...

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