The Relationship Between SMS Software and Consultants

The relationship between SMS software and consultants is often misunderstood in business aviation. Some operators view software as a replacement for consulting support. Others rely heavily on consultants while treating software as a filing system. In practice, a Safety Management System in business aviation works best when SMS software and consultants serve distinct but complementary roles, each supporting different aspects of compliance, oversight, and operational improvement.

SMS software provides the structure, records, and repeatability required to operate an SMS day to day. Consultants provide expertise, interpretation, and strategic guidance, particularly during implementation, change, or audit preparation. Understanding how these roles interact is essential for operators seeking a sustainable and compliant SMS under FAA 14 CFR Part 5 and aligned with ICAO Annex 19 principles.

This article explains how SMS software and consultants fit together, why the distinction matters, and what effective collaboration looks like in real-world operations.

What Is the Role of SMS Software in a Safety Management System?

SMS software is a tool that supports the execution of an SMS. Its primary function is to provide a structured environment for managing safety data, processes, and records over time.

In a Safety Management System in business aviation, software typically supports activities such as hazard reporting, risk assessment, safety assurance tracking, internal audits, corrective actions, and safety promotion records. These functions align directly with the four SMS pillars described in FAA guidance and ICAO Annex 19.

Software does not design an SMS or make safety decisions on behalf of the operator. Instead, it enables consistent application of defined processes and provides traceability. This distinction is foundational and often misunderstood during early SMS adoption.

Operators exploring this topic often benefit from grounding in what an SMS actually is, how it differs from traditional safety programs, and how the four pillars function together in practice.

What Is the Role of an SMS Consultant?

An SMS consultant provides professional expertise in the design, implementation, and evaluation of an SMS. Consultants typically support operators by interpreting regulatory expectations, tailoring SMS frameworks to the operation, and helping leadership understand their roles within the system.

Consultants are often engaged during specific phases, such as initial SMS development, preparation for regulatory oversight, internal audits, or major organizational changes. Their value lies in experience, judgment, and the ability to identify gaps that may not be visible to internal personnel.

Unlike software, consultants do not operate the SMS on a daily basis. They advise, review, and recommend. Responsibility for SMS performance remains with the operator, including the Accountable Executive and designated safety roles.

Why This Relationship Matters in Business Aviation

Business aviation operations vary widely in size, complexity, and regulatory exposure. A single aircraft Part 91 operator faces different risks and expectations than a multi-aircraft Part 135 charter provider or a Part 145 repair station. This variability directly affects how SMS applies differently to Part 91, Part 135, and Part 145 operations, including the extent of documentation, oversight expectations, and resource allocation required to support the system.

In this environment, operators often seek efficiency while maintaining compliance. Misunderstanding the relationship between SMS software and consultants can lead to gaps such as undocumented processes, unmanaged hazards, or overreliance on external support.

FAA 14 CFR Part 5 places accountability squarely on the operator. While consultants and software may support compliance, neither transfers responsibility. Regulators and auditors expect the SMS to function continuously, not only during consultant engagement or audit preparation.

Understanding how these roles support each other helps operators build systems that endure beyond individual projects or personnel changes.

How SMS Software and Consultants Support Different SMS Pillars

Each pillar of a Safety Management System in business aviation benefits from both software and consulting support, but in different ways.

Safety Policy

Consultants often assist with developing the initial safety policy, defining roles, and aligning authority with responsibility. Software supports this pillar by maintaining policy records, version control, and acknowledgment tracking.

Safety Risk Management

Consultants help define hazard identification methods, risk criteria, and acceptance authority. Software enables consistent hazard reporting, risk assessment workflows, and documentation of mitigation decisions.

Safety Assurance

Consultants may conduct internal audits or help design assurance processes. Software supports ongoing monitoring by tracking findings, corrective actions, and performance indicators over time.

Safety Promotion

Consultants advise on training content and safety communication strategies. Software records training completion, safety meeting documentation, and promotion effectiveness.

This division of labor reinforces why neither element alone is sufficient.

How This Works in Real-World Operations

Consider a Part 135 operator implementing an SMS for the first time. A consultant may help define the hazard reporting process, risk matrix, and internal audit schedule. Once defined, SMS software becomes the mechanism through which employees submit reports, managers evaluate risk, and corrective actions are tracked.

Over time, the consultant’s involvement decreases, while software usage increases. The SMS becomes part of daily operations rather than a project. When an FAA review or third-party audit occurs, the consultant may reengage to review system performance and identify improvement areas, while the software provides the evidence base.

In a Part 145 repair station, consultants often help align SMS processes with maintenance-specific hazards and quality systems. Software then supports tracking of maintenance-related hazards, findings, and corrective actions across shifts and locations.

In Part 91 operations, consultants are often used more selectively. Software provides continuity in environments where safety responsibilities are secondary roles rather than full-time positions.

Common Misunderstandings About SMS Software and Consultants

Several misunderstandings commonly arise when operators evaluate SMS tools and services.

One misconception is that SMS software replaces the need for expertise. Software cannot interpret regulatory intent or tailor processes to operational realities. Without proper design, a well-organized system may still fail to meet expectations.

Another misconception is that consultants operate the SMS on behalf of the operator. While consultants may facilitate early activities, regulators expect internal ownership. An SMS that only functions when a consultant is present is unlikely to be viewed as effective.

A third misunderstanding is treating software as a compliance checklist. An SMS is a management system, not a collection of forms. Software supports processes, but those processes must be defined, understood, and followed.

What Good Looks Like When Implemented Correctly

When the relationship between SMS software and consultants is functioning well, several characteristics are evident.

The operator clearly owns the SMS. Roles and responsibilities are defined internally, and leadership understands its accountability under FAA 14 CFR Part 5.

Consultants are used strategically. They provide guidance during setup, change, or evaluation, but they do not replace internal decision-making.

SMS software is embedded in daily operations. Hazard reporting is routine, risk assessments are documented consistently, and assurance activities are tracked continuously.

Records are current and traceable. Data supports decision-making rather than existing solely for audits.

This balance allows the SMS to mature over time and adapt to operational changes. These characteristics closely align with what auditors look for in an SMS program, particularly evidence that the system is functioning continuously and is embedded in normal operational decision-making.

How Technology Supports the Consultant Relationship

Modern SMS platforms support the consultant relationship by providing transparency and consistency. When processes and records are centralized, consultants can review system performance more efficiently and provide targeted recommendations.

Technology also reduces dependence on individual knowledge. When workflows, criteria, and decisions are documented, transitions between consultants or internal personnel are less disruptive.

Importantly, technology enables continuity between consulting engagements. Improvements identified during reviews can be tracked and verified over time rather than addressed only during periodic assessments.

This alignment reinforces the operator’s responsibility while maximizing the value of external expertise.

Forward-Looking Considerations for Operators

As SMS expectations continue to evolve, the relationship between software and consultants will remain critical. Operators that treat SMS as an ongoing management function rather than a project are better positioned to meet regulatory expectations and manage operational risk.

Understanding the distinct roles of SMS software and consultants helps operators make informed decisions, allocate resources effectively, and build systems that support long-term safety performance in business aviation.