Overview of the role

Develop and deliver the support services that keep engineered assets working better and for longer.

Details of standard

Occupation summary

This occupation is found in the engineering sector, working in industries where there is a strong dependency on long life, high reliability assets, with high support costs such as aerospace, defence, space, machine tools, transportation and built environment (buildings and infrastructure) etc. Assets may include helicopters, aircraft, engines, trains, ships, buildings etc. This occupation is found within asset manufacturers, asset support providers and asset user organisations.

The broad purpose of the occupation is to develop and deliver the support services that keep engineered assets working better, for longer at lower net cost of ownership. These services include asset design optimisation and upgrade, maintenance planning and provisioning, operational health monitoring, installed maintenance (reactive and preventative), fault finding and isolation, installation and removal, inspection, overhaul and repair, safety testing and ongoing safety compliance assurance, transportation, spares provisioning, support resource logistics and decommissioning TES-Specialists will undertake activity that spans the full scope of TES as defined in BSI publication PAS-280. This includes:

1) innovation of business strategy, proposals and commercial arrangements for viable TES offerings

2) creation and implementation of engineering services spanning avoidance of asset wear and tear, containment of operational impacts from asset deterioration, recovery of asset performance, health and useful life (maintenance and repair) and operational optimisation based upon asset performance monitoring

3) implementation and operation of the engineering support services created in 2) and

4) eventual retirement of those services.

In their daily work, an employee in this occupation interacts with asset designers, manufacturers, owners (e.g. leasing companies), regulators, users and maintainers to deliver effective and commercially viable support services, ensuring safe, available, reliable and affordable long term asset operation. They may be office based, providing remote technical support, factory based providing operational maintenance services or customer based providing technical or physical services at the assets location.

An employee in this occupation will be responsible for leading, coaching or supporting teams in the development, implementation and operation of complex engineering services. Developing and selling business cases for diverse stakeholders within supplier, integrator and customer organisations. Negotiating and managing budgets and resources. Technically leading programmes of work. Managing regulatory compliance including safety accountability.

Typical job titles include:

Asset value manager Life cycle engineer Maintenance specialist Service analyst Service engineer Service manager Service specialist Service value manager Support service designer Support service engineer

Entry requirements

typically a Degree in a science, engineering, business or management discipline (2:1 or higher), or a minimum of two years relevant practical experience in a TES related area and/or industrial or other professional body qualifications.

Occupation duties

Duty Criteria for measuring performance KSBs

Duty 1 Select optimal Through Life Engineering Service (TES) solutions to maximise asset capability, reliability, availability and sustainability at minimum capital and operational cost

Business Case Value (gross value versus costs)

K1 K2 K3 K4 K6 K9 K11 K12 K13

S1 S2 S3 S4 S5 S6

B1 B2 B3 B4 B5

Duty 2 Select optimal business models, revenue models and contractual models for effective delivery and risk management of sustainable, profitable services

Realizable economic value created; commercial viability for all stakeholders

K1 K2 K3 K8 K9 K10 K11 K12 K17 K18

S1 S2 S3 S4 S10 S12

B1 B2 B3 B4

Duty 3 Establish TES contracts for service delivery including risk and reward sharing (setting objectives, constraints, key performance measures and penalty clauses to ensure effective collaborative working across the whole delivery eco-system)

Delivery performance: negotiation skills, equitable net value distribution

K1 K2 K3 K4 K8 K9 K10 K13

S3 S6 S12

B2 B3 B4 B5 B6

Duty 4 Design TES supply chains for service delivery (integrating component, system, owner, operator and consumer interactions for optimum value in use outcome per unit of support cost)

Delivery performance: viability and sustainability

K1 K2 K3 K4 K6 K7 K8 K9 K10 K13

S3 S7 S8 S9 S10 S12

B2 B3 B4 B5 B6

Duty 5 Prepare organisations for TES delivery (or receipt) including organisational design (scenario planning, capacity testing, risk mitigation etc.)

Delivery performance: robustness of preparation, residual risk levels

K1 K2 K4 K6 K7 K8 K9

S2 S3 S5 S6 S12

B5 B6

Duty 6 Deliver TES education and training (preparing suppliers and customers throughout the supply chain for collaborative, outcome based contracting rather than transactional contracting)

Delivery performance: credibility & impact with target audience

K1 K2 K4 K6 K7 K8 K9

S2 S3 S5 S6 S12

B5 B6

Duty 7 Implement technology and methods to enable the capture and analysis of data to provide exploitable TES insight

Improvement opportunity identification rate

K1 K2 K6 K7 K8 K9 K15 K16 K17 K18 K19

S5 S9 S10

B2 B3

Duty 8 Plan TES asset and service delivery (demand forecasting, capacity planning and project management)

Delivery performance: robustness of plan and delivery performance

K1 K2 K4 K6 K7 K8 K9 K11 K17 K18

S7 S8 S9 S10 S11 S12

B2 B3 B4 B6

Duty 9 Design the integrated TES asset and service (create verified and validated service and product integrated designs)

Delivery performance: design robustness and residual risk prediction

K1 K2 K3 K4 K5 K6 K7 K8 K9 K10 K11 K12 K13 K14 K15 K16 K17 K18 K19

S1 S2 S3 S4 S5 S6 S7 S10 S11 S12

B1 B2 B3 B4 B5 B6

Duty 10 Prepare and implement product and service delivery systems

Delivery performance: maturity / readiness levels prior to service delivery

K1 K2 K7 K8 K9 K14

S8 S9 S10 S11 S12

B2 B3 B4 B5 B6

Duty 11 Manage product and service operational delivery

Delivery performance: Key Performance indicators (including financial performance of service offering)

K1 K2 K5 K6 K7 K8 K9 K11 K12 K14 K15 K16 K17

S3 S6 S8

B2 B3 B4 B5 B6

Duty 12 Undertake product and service decommissioning

Delivery performance: end of life financial performance of the service, risk management, customer satisfaction measures

K1 K2 K6 K19

S1 S2 S3 S5 S6 S8 S9 S10 S11 S12

B1 B2 B3 B4 B5 B6

Duty 13 Undertake asset design and upgrade (for optimal operational life and supportability)

Delivery performance: product uptime versus down time, product cost of ownership

K1 K2 K3 K5 K6 K7 K8 K9 K10 K11 K12 K13 K14 K15 K16 K17 K18 K19

S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12

B1 B2 B3 B4 B5 B6

Duty 14 Undertake asset operational support (technical issue investigation, management and logistics support to maximise asset operational availability)

Delivery performance: service value delivery / cost of delivery

K1 K2 K3 K5 K6 K7 K8 K9 K10 K11 K12 K13 K14 K15 K16 K17 K18 K19

S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12

B1 B2 B3 B4 B5 B6

Duty 15 Undertake asset monitoring and surveillance (health prediction, monitoring and management for minimum operational disruption risk)

Delivery performance: disruptive events prevented versus disruptive events incurred

K1 K2 K3 K5 K6 K7 K8 K9 K10 K11 K12 K13 K14 K15 K16 K17 K18 K19

S1 S2 S3 S4 S5 S6 S7 S8 S9 S10 S11 S12

B1 B2 B3 B4 B5 B6

Duty 16 Undertake asset maintenance planning and execution (implement policies and capabilities to maximise asset health recovery / cost)

Delivery performance: cost of support

K1 K2 K3 K5 K6 K7 K8 K9 K10 K11 K12 K13 K14 K15 K16 K17 K18 K19

B1 B2 B3 B4 B5 B6

Duty 17 Innovate and implement processes, tools and methodologies to enable effective TES delivery

Timeliness of capability, robustness of capability, cost effectiveness of capability

K1 K2 K5 K6 K7 K11 K12 K13 K14 K15 K16 K17 K18 K19

S2 S3 S6 S10 S11 S12

B1 B2 B3 B4 B5 B6



K1: Through life Engineering Service (TES) framework: the capabilities and activities that comprise a full TES delivery system as described in British Standards Institute PAS 280. Back to Duty

K2: TES value and risks: from the viewpoint of all parties in the supply chain, including increased value in use, decreased cost of use and risk transfer. Back to Duty

K3: Service models and business constructs: the wide variety of service models from basic spares services through to advanced pay for outcome services, including when and where they are applicable. Back to Duty

K4: Servitisation as a journey: the process steps, methods, risks and success factors involved in the journey from a product focus to a service focus. Back to Duty

K5: The fundamentals of deterioration and obsolescence: the physical initiators, drivers and consequences of deterioration. Deterioration prediction and detection methods. Deterioration recovery (repair) methods. The significance of product deterioration as the driver for the core through life services. The significance of managing product deterioration as a driver for sustainability and reduced carbon footprint throughout the life of an asset. Back to Duty

K6: Service value streams: their component service elements (avoid, contain, recover, convert) and how to configure them to meet differing needs depending upon the sector, product and business context. Back to Duty

K7: Product and Service life cycle: the life cycle of a product and service combination and the activities involved in the processes of planning, developing, preparing, utilising and retiring them. Back to Duty

K8: Supply chain design: the dynamics, interactions, mind-sets, motivations and incentivisation methods of complex networks of organisation’s involved in overall service delivery and consumption. Back to Duty

K9: Constraints: legal, commercial and other constraints that impact service design and delivery, including export control, intellectual property, health & safety and environmental. Back to Duty

K10: Contracting methods: alternative contracting arrangements [e.g. customer/supplier, risk and revenue sharing) and how they may be reformulated for different service and engineering product contexts. Back to Duty

K11: Value analysis: the alternative methods for value analysis, including value opportunity identification, value ranking, value realisation potential and competitive advantage analysis. Back to Duty

K12: Accounting and business cases: service accounting methods (e.g. International Financial Reporting Standard IFRS15) and their impact on service business valuation and financing options. Back to Duty

K13: Requirements management: service requirements of outcome, quality, quantity, timeliness, responsiveness, cost, data flows and how they can be translated into product requirements. Back to Duty

K14: Logistics management: techniques in product support services, including forecasting, provisioning, warehousing, transportation etc. Back to Duty

K15: Data capture: methods for acquisition of equipment utilisation & health data including Equipment Health Monitoring (EHM), inspection, maintenance and Internet of Things (IoT) technologies. Back to Duty

K16: Capability - Data Management: data management techniques for product service data flows (‘as designed’, ’as made’, ‘as configured’, ‘as operated’, ‘as maintained’), including the impact of big data (cloud) computing capability; cyber security considerations; data storage options. Back to Duty

K17: Data Analysis: service data mining, visualisation and analytics capabilities, e.g. reliability, sentiment, cost, correlation, causal factor, anomaly detection, statistical characterisation, trend analysis etc. Back to Duty

K18: Modelling and simulation: service modelling and simulation methods e.g. variability & sensitivity analysis, scenario modelling, simulation and artificial intelligence etc. Back to Duty

K19: Capability - Decision support: optimisation techniques and their applicability to supporting the human decision making process at the key decision points in the engineered product/service life cycle. For example intervention timing, logistics optimisation, life-cycle cost optimisation. Back to Duty


S1: Critical evaluation of Service solutions: research options and select optimal solutions within complex business contexts. Back to Duty

S2: Systems thinking: understand and integrate service system elements to achieve an optimised overall solution. Back to Duty

S3: Opportunity recognition: identify and prioritise opportunities to increase value or reduce risks and costs in the context of current or future products and services. Back to Duty

S4: Business model design: design business models and commercial constructs that enable effective, profitable and sustainable service delivery networks within complex business contexts. Back to Duty

S5: Recommendation and Decision making: optimise recommendations & decisions at significant points in the product/service lifecycle. Back to Duty

S6: Technical and commercial communication: use appropriate methods and means to facilitate communications between and within engineering and commercial stakeholder groups, ensuring effective integration of activity across the technical / commercial interfaces. Back to Duty

S7: Service Design: design an engineered product/service offering from requirements capture through to verification/validation. Back to Duty

S8: Service Delivery: manage and optimise delivery of the service to a defined process and monitor the service delivery metrics to identify both risks and opportunities. Back to Duty

S9: Service Data management: use specialist skills to define data requirements, acquire data and manage data flows within and between organisations within a complex service ecosystem. Back to Duty

S10: Service analysis and prediction: derive insight from available data, apply appropriate methodologies and approaches within the engineering and commercial domains to understand, model and predict causes and effects. Back to Duty

S11: Technical Issue management & engineering problem solving: use specialist knowledge, methodologies and approaches in the process of issue investigation, failure mode & root cause analysis, issue mitigation and solution implementation. Back to Duty

S12: Service change Management: plan and execute a programme of change within a complex service delivery system. Back to Duty


B1: Entrepreneurial mind-set: for example, a big picture and strategic thinker, willing to critically analyse the current state, identify opportunities and propose beneficial change. Back to Duty

B2: Value focused: clearly seeking value for the total service system, yet responsive of the needs for all parties to achieve a local value return. Back to Duty

B3: Pragmatic: a practical thinker, aware of and responsive to facts and evidence but willing to take managed risk where appropriate. Back to Duty

B4: Ethical: always operates in an ethical manner, respecting the rights and opinions of others and always seeking the zero harm outcome and approach. Personal commitment to professional standards recognizing obligations to society, the profession and the environment. Back to Duty

B5: Leader, champion & influencer: an enthusiast for services in the right context; willing to educate and support others on their journey to service value delivery. Back to Duty

B6: Integrator: encourages integrated activity to develop and deliver services. Back to Duty


English and Maths

Apprentices without level 2 English and maths will need to achieve this level prior to taking the End-Point Assessment. For those with an education, health and care plan or a legacy statement, the apprenticeship’s English and maths minimum requirement is Entry Level 3. A British Sign Language (BSL) qualification is an alternative to the English qualification for those whose primary language is BSL.

Other mandatory qualifications

Through-Life Engineering Services Masters

Level: 7 (integrated degree)

Professional recognition

This standard partially aligns with the following professional recognition:

  • The Institution of Engineering and Technology for Chartered Engineer (CEng)

    The experience gained and responsibility held by the apprentice on completion of the apprenticeship will either wholly or partially satisfy the requirements for registration at this level.

  • The Institution of Mechanical Engineers for Chartered Engineer (CEng)

    The experience gained and responsibility held by the apprentice on completion of the apprenticeship will either wholly or partially satisfy the requirements for registration at this level.

Additional details

Occupational Level:


Duration (months):



This apprenticeship standard will be reviewed after three years

Status: Approved for delivery
Level: 7
Degree: integrated degree
Reference: ST0740
Version: 1.0
Date updated: 09/12/2021
Approved for delivery: 21 August 2019
Route: Engineering and manufacturing
Typical duration to gateway: 24 months (this does not include EPA period)
Maximum funding: £17000
LARS Code: 499
EQA Provider: Office for Students

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Contact us about this apprenticeship

Employers involved in creating the standard: Rolls-Royce, BAE Systems, Leonardo, Bombardier Transportation (rail), Babcock International Group, Strategy2Results, Si2Partners, UV Light Technology Limited, Ishida Europe, NICKLIN Transit Packaging, BAE Systems, IMechE, GAMBICA, HVM Catapult Centres, Lloyds Banking Group, MOD - Ministry of Defence

Version log

Version Change detail Earliest start date Latest start date Latest end date
1.0 Approved for delivery 21/08/2019 Not set Not set

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