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STRENGTHENING COMMUNICATION ALONG THE LOGISTIC CHAIN
THE LINK
Department of Defence
Department of Defence
Department of Defence
Logistics Professionalisation
Australian Defence Strategic Logistics Strategy
Defence Logistics Transformation milestone
THE LINKA U S T R A L I A N D E F E N C E L O G I S T I C S M A G A Z I N E
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The Link: Australian Defence Logistics Magazine is a professional logistics journal published twice annually in hard copy and online by Joint Logistics Command.
Its objectives are:
• Topublisharticlesinengaging,non-technicallanguagethataddtothelogisticsbodyofknowledge,andenhancetheprofession of logistics and the image of logisticians
• ToinformtheDefenceandwidercommunityofthestrategicrole and scope of logistics in supporting operations and the raise,train,sustainfunctionsoftheAustralianDefenceForce
• TohighlightadvancesandachievementsinDefencelogistics
• TosupporttheprogramoflogisticsreformintheAustralianDefenceOrganisation
Submissions for The Link are most welcome. Writers’ guidelines are on the Joint Logistics Command intranet site or can be requested from the editor.
TheviewsexpressedinThe Link are the contributors and not necessarily those of Joint Logistics Command or the DepartmentofDefence.
MsTerryFoster Editor,The Link POBox7913 CAnBErrABCACT2610
Phone: 0262664538
Email: [email protected]
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“Learning is the only thing the mind never exhausts, never fears, and never regrets.”LEONARDO DA VINCI
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THE LINKA U S T R A L I A N D E F E N C E L O G I S T I C S M A G A Z I N E
Air Vice-Marshal Margaret Staib, AM, CSC
Commander Joint Logistics
Late last year I launched the Australian Defence
Strategic Logistics Strategy. Positioned in the context
of the reforms described in the Defence White Paper
2009 and the Strategic Reform Program, the Australian
Defence Strategic Logistics Strategy is an overarching
strategic document with a five year outlook for
Australian Defence Logistics.
In addition to our Australian Defence drivers, the
Strategy was developed in order to meet the challenges
of globalisation and future trends in global commercial
logistics. It articulates where we are going in Australian
Defence Logistics and is underpinned by eleven themes
that articulate how we are going to get there. There
is an article about the Australian Defence Strategic
Logistics Strategy in this issue of The Link.
One of the eleven themes is Logistics Workforce
Planning. The demands of tomorrow’s logisticians will
differ greatly from those of today and to meet these
demands, the Australian Defence Organisation is
committed to professionalising its workforce. In this
spirit I welcome you to the April 2011 edition of The Link
with its focus on the up-skilling and professionalisation
of the Australian Defence Logistics workforce.
Regards,
Defence Strategic J4
Air Vice-Marshal Margaret Staib
Commander Joint Logistics
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Contents
Logistics professionalisation 1
Preparing for the Next Wave: The Future Logistician and the Global Supply Chain 4
Learn, Unlearn, and Relearn 6
Logistics Learning for Coalition Operations 8
The Future of Logistics Education for the ADF 10
The Future of Logistics, the Human Factor: Art versus Science 12
Women Moving Forward Mentoring Program 14
Explosive Ordnance Workforce – Rationalisation of Common Training 16
Australian Defence Strategic Logistics Strategy 2010-2015 18
Recognition through Certification 22
Managing Global Supply Chains 23
Defence Signs Memoranda of Understanding with Border Security Partners 24
Australian Defence Logistics Conference 2010 26
Exercise Tests More Than Defence 28
Coming Up 30
Defence Logistics Committee Update 31
1
The demands on the skills and knowledge of Defence logisticians are as changing as the context in which we work.
The increasing complexity of operational platforms,
communications mechanisms, deployment strategies
as well as reliance on foreign allies and private industry
will certainly impact on the way logistics support is
provided in the future. To complement the changing
nature of operational and platform support delivery,
business management practices must be redesigned
and matched with enhanced corporate skill sets to
ensure sustainment and supply chain resilience for
totally effective logistics support to operations.
Logistics Workforce Planning is one of the eleven
Strategic Logistics Themes described in the Australian
Defence Strategic Logistics Strategy. Now and into the
future, Defence requires highly motivated, educated
and professional logisticians who are masters of their
Logistics professionalisation
“Defence requires highly motivated, educated and professional logisticians who are masters of their trade, capable of managing complexity in an ever changing environment and comfortable working at an operational level with joint, combined, interagency, non-government, private and multinational partners. ”
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Air Vice-Marshal Margaret Staib, AC, CSC Commander Joint Logistics Defence Strategic J4
trade, capable of managing complexity in an ever
changing environment and comfortable working at
an operational level with joint, combined, interagency,
non-government, private and multinational partners.
Furthermore, the characteristics of the future Australian
Defence logistics model will require leaner and more
efficient work practices that harness new technology
to increase visibility while reducing the requirement for
labour intensive activities such as stocktaking.
trade, capable of managing complexity in an ever
changing environment and comfortable working at
an operational level with joint, combined, interagency,
non-government, private and multinational partners.
Furthermore, the characteristics of the future Australian
Defence logistics model will require leaner and more
efficient work practices that harness new technology
to increase visibility while reducing the requirement for
labour intensive activities such as stocktaking.
To equip today’s logisticians for tomorrow we need
to work towards developing a strong program of
skilling and professionalisation against the existing
logistics proficiency framework while expanding our
understanding of the skilling impacts of future platform
and operational requirements.
Professionalisation is more than just training or skilling.
It is the ongoing commitment of logisticians to engage
with industry innovation combined with a personal
drive to deliver continuously improved logistics to
global Defence operations. It is the enduring belief
that through open and frank discourse we can create
innovative solutions to supply chain challenges in
the globalised environment and deliver to our nation
a modernised and efficient logistics workforce that
demonstrates mastery of technology and unparalleled
determination in delivering excellence in its field.
Achieving an industry standard of professionalism
provides all of us an important benchmark by which we
can ensure our logisticians are comparable to industry
standard. Much like the Certified Practicing Accountant
status has done to the accounting field, a professional
logistics accreditation standard assures Defence,
and other industry employers, that an individual has
personally committed to a high standard of professional
development and contribution to logistics literature. It is
this standard to which I wish our logisticians to aspire.
Make no mistake – I am not under the impression that
our logistics capability should become the same as a
commercial counterpart. Our business is substantively
different to a commercial operation that operates
under a ‘just in time’ construct. We are never just
in time; we are always just in case. Our slow stock
movement inventory and requirement to achieve the
highest level in safety and security should always set
To equip today’s logisticians for tomorrow we need to work towards developing a strong program of skilling and professionalisation ... while expanding our understanding of the skilling impacts of future platform and operational requirements.
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organisations across the globe and engage in
meaningful professional discourse that will promote
innovation in our logistics practices. The academy
concept is in its infancy and I keenly anticipate
feedback from those taking up this new opportunity
for professional development.
The world in which we operate is innovating and
modernising rapidly. We need to be engaged with
the changes in our field in order to position ourselves
to respond rapidly to Defence requirements in a
global and interoperable environment. It is because
of this requirement that I am passionate about
understanding and engaging in industry trends and
ensuring my logisticians are at the forefront of industry
conversations on innovations in our field. The upgrade
of Defence platforms in our generation will result in
unparalleled shifts in both acquisition and sustainment
logistics models and the logistics function needs to
respond to this generational opportunity to strengthen
the Australian Defence capability.
I encourage all logisticians to engage with the
professional programs available to them.
the benchmark in the broader industry. Despite these
differences there is much that we can learn about
how the private sector operates even if we determine
that certain practices, because of our uniqueness, are
unable to be applied.
I have instigated a number of programs to ensure
that Defence logistics continues its path
towards professionalism.
The Logistics Postgraduate program is particularly
important to me. The program provides a unique
development opportunity for selected logisticians
and will result in original academic research in the
field of logistics. I am delighted that this program
is underway with Ms Judy Doyle and Commander
Matthew McCormack as the first two successful
candidates. I eagerly await the production of their
research on their chosen topics looking at the impact
of the increasingly globalised supply chain and the
accelerated advent of information communication
technology in Defence logistics.
While the Logistics Postgraduate program is open
to all Defence logisticians, two other programs are
available only to personnel within Joint Logistics
Command (JLC) at this stage – the JLC Certified
Practicing Professional Logistician program and
the development of a ‘supply chain academy’ for
senior logisticians. The JLC Certified Professional
Logistician program provides all JLC logisticians
with the support to achieve professional accreditation.
The supply chain academy program raises the
professionalisation bar higher for our future logistics
leaders. Working in partnership with consultancy firm
Accenture, JLC is introducing an online environment
where our senior logisticians can interact with
counterparts from leading private and government
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We need to be engaged with the changes in our field in order to position ourselves to respond rapidly to Defence requirements in a global and interoperable environment.
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Preparing for the Next Wave: The Future Logistician and the Global Supply Chain
Judy Doyle’s enthusiasm for logistics
professionalisation has led her to pursue a Masters
of Philosophy under the Logistics Postgraduate
Sponsorship Program. Judy is going to investigate
logistics of the future—the proposal title is ‘Preparing
for the Next Wave: Supply Chain Globalisation’. The
following is a synopsis of her proposal.
The term ‘global supply chains’ is commonly used
today in the logistics field. Today’s supply chains
are becoming increasingly complex and globally
connected, and require logisticians to embrace new
technologies. Within Defence, the Strategic Reform
Program (SRP) acts as a catalyst for these changes,
as it demands greater efficiencies.
The study will assess emerging trends in materiel
logistics support concepts, as well as analyse the fact
that the logistician of the future will need decision-
making support tools in order to assess new support
concepts. Judy will compare Defence logistics to
industry models and identify synergies, as well as look
at current supply chain systems compared to those
of the future Defence Force and how to build a bridge
between the two.
Finally the study will examine the ways in which Key
Performance Indicators (KPIs) are appropriate in
Defence and what skills future logisticians will require.
Judy Doyle Logistics Postgraduate Sponsorship Program recipient
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The Link put the following questions to Judy.What is your connection to Logistics?
It makes me seem old to start and count the
numbers, but I have been working the logistics
field for over 20 years. For the last four years, I
have been working in the DMO looking after
logistics professionalisation. Those four years
have been exceptionally rewarding as we were
able to see the materiel logistics profession be
established and be nationally recognised through
formal qualifications. Prior to that (apart from a minor
divergence into secondary maths teaching), I was a
Logistics Officer in the RAAF; my career started at
ADFA in 1986 (the year it opened).
Why is this study important?
The fact that Joint Logistics Command (JLC) has
offered two postgraduate sponsorship (there will also
be a PhD student starting in 2012) demonstrates
the commitment that exists to the development of
the logistics workforce. Sponsoring postgraduate
positions will encourage an increased level of
original academic work. This recognises that the
logistics environment is increasingly complex
with supply chain globalisation and the advances
in information technology being just two aspects
that are dramatically changing the way things are
done. Leading organisations need to constantly
look for ways to improve their effectiveness, in this
age of the SRP this is particularly essential. In my
opinion these are some of the factors that makes
this study important.
What is it about this topic that has made you so enthusiastic about taking on this challenge?
Most people who have had any dealings with me
over the last four years will know that I am passionate
about logistics professionalisation. I know that
statement that we never stop learning sounds trite,
but I truly believe it and consider that
there is real value in stepping outside of the pace of
a hectic work environment to do it. The chance to
pursue a research based degree was particularly
appealing as it offers a level of academic freedom
and provides the opportunity to contribute to
the logistics knowledge base. Coming from
DMO, I’ve observed (arguably from afar), the
challenges that many of my logistics colleagues are
facing with the introduction of new capabilities. I’m
really interested in exploring how the technological
advances will change the nature of logistics support
in the future and in particular consider how well
prepared the Australian Defence Organisation (ADO)
is to capitalise on these more innovative practices
and recognise the impacts they will make. It’s a
really interesting field that I can see has value across
the ADO and that’s what makes me enthusiastic
about this challenge (and it is a challenge).
What can this study contribute to Defence Logistics?
I’d be thrilled if it was a lot, but I have a lot
of work to do for that to be a reality. As indicated
previously, the key aim of a research degree is
to create knowledge about something we don’t
know. At this stage it is too early to say what that
new knowledge will be, as I need to research what
is already out there. I will be focusing on what
work has been done on the complexity of logistics
support for future capabilities and considering
how we can best manage in this ever changing
and demanding environment and see if we need to
make any changes. If we don’t, that’s fine too, but the
world is changing too quickly for us not to pause and
consider in depth the impact of what lies ahead of us.
One other thing on a personal front, I am very
thankful for being given this opportunity. There are
not many organisations that offer the opportunity
for full time study and I am very aware of that fact.
Already at this very early stage I can see it as being
very rewarding—very hard work, and somewhat
intimidating at times, but I know that it will help me
to grow professionally.
The Link looks forward to publishing the results
of Judy’s analysis when it is complete.
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Jayne Melling Education and Training Officer, Strategic Logistics Branch, Joint Logistics Command
As we all know change is part of our everyday lives
and this applies not only to our personal lives but also
our roles within the Australian Defence Force. The
Education and Training team from the Directorate of
Strategic Logistics Policy, Strategic Logistics Branch
worked throughout 2010 in conjunction with numerous
organisations to ensure that the learning available to
Logistics personnel was current and relative to their
present working environments.
This included the revision of the Logistics suite of
eLearning courses available to all personnel through
Campus. The ‘Introductory Module on Logistics
in Defence’ (IMLD) and the ‘Logistics Support to
Capability’ packages have been updated and the
‘Support to Operations’ package is currently being
amended and is due to be re-released on Campus mid-
year. In addition, significant instructional design work is
being undertaken on the IMLD through a partnership
with Defence Learning Services. This will result in a far
more user-friendly, concise and tailored package.
A new eLearning course, the ‘Coalition Logistics
Education Package’ (CLEP) was added to the suite
and released on Campus in February 2011. Logistic
Officers (03-05) who deploy as a part of, or to provide
support to, a coalition operation will benefit most
from this package. Similarly the package provides a
broader application to all personnel involved in joint
and coalition operations and is available to all Defence
staff on Campus.
Last year the ‘Operations Contract Management
Course’ (OCMC), introduced as a pilot in 2009,
came to fruition. The OCMC is a four day attendance
course, targeted at Defence members whose role
involves contract management in the Joint Operating
Environment, both in deployed situations and in
support roles in Australia. This course is primarily
aimed at the management of offshore service contract
management and delivery, and is designed to meet
the contractual needs of Joint Logistics Command
Supply Chain Branch, Head Quarters Joint Operations
Command and deployed logistics personnel involved
in contract support. Two courses were programmed to
be delivered in 2010 but due to demand, three courses
were conducted. Two courses will be conducted in
Learn, Unlearn, and Relearn
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2011, the first at Randwick Barracks 5–8 April and the
second in September at a location to be determined.
Currently the Education and Training team is working
towards having the OCMC cross-credited to other
qualifications which were nationally endorsed in
December 2010. Defence, in consultation with
the Transport and Logistic Industry Skills Council,
has developed two higher level qualifications in
Deployment Logistics:
TLI50510 Diploma of Deployment Logistics•
TLI60210 Advanced Diploma of Deployment •
Logistics.
These nationally recognised qualifications have been
developed for most logistics occupations. Previous
recognition was based on specific trades/occupations
such as warehousing, supply etc, however there was
very little recognition for service officers, warrant
officers and civilian equivalents as they moved from
specialist roles into broader logistic managerial/
operational jobs. At these higher levels there is a
convergence of skills such as planning, organising,
managing, advising, reviewing and administering and
fewer specialist skills.
The two diplomas cover the skills required to deploy
personnel and resources in support of operations.
These qualifications are contained in the Transport and
Logistics Training Package and support recognition
arrangements for both Defence and civilian companies
working in a deployed logistic context. More detailed
information can be found at the Transport and Logistic
Industry Skills Council website: http://www.tlisc.com.
au/index.php?menuID=158
The Education and Training team from the Directorate
of Strategic Logistics Policy continues to review the
training needs within the logistics domain, making
available to personnel the opportunity to learn,
unlearn and relearn.
Tell us about the other hats you wear
All Reservists (Active and Specialist) should recently have received mail asking about your civil skills (formal, self-claimed, experience) for the Civil Skills Data e-survey.
It is very important that you complete this survey as it helps the Australian Defence Force better identify people with specific skills that can be drawn upon for emergencies, exercises and deployments.
You will receive a half day pay for preparing and completing the survey and it will also help your Reserve career.
There’s still time for you to complete the survey. Make sure you have all your paperwork ready – licences, degrees and other qualifications – before you start.
If you have any questions about the survey, or any of the information collected, please email your query and PMKeyS number to [email protected]
You can complete the survey on your own or a Defence computer, but you should complete it as soon as you can.
CIVILSKILLSDATASkills in Reserve
Visit www.civilskillsdata.com today
It’s time to complete the Civil Skills Data e-survey
MGDMO0138_CSD FPC Magazine.indd 1 1/04/11 2:40 PM
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Logistics Learning for Coalition OperationsGroup Captain Phillip Gunnell Strategic Logistics Branch, Joint Logistics Command
Winston Churchill is reputed to have remarked during
World War 11 that the ‘only thing in war worse than
having to fight with allies is having to fight without allies.’
Australia has always fought within a structure of
alliances and coalitions. The difference being that
an alliance represents a formal obligation for mutual
support, while a coalition is an ad hoc arrangement.
Therefore, an understanding of the nuances of
logistical support to coalition operations is a necessary
skill for any ADF logistician. With increasing global
intersection of political, economic and social interests
it is likely the need for coalition cooperation in the
successful prosecution of warfare in the 21st century
will only increase.
ADF CAMPUS–The Coalition Logistics Education PackageTo assist future ADF Logistics Officers posted to
Coalition operations, an eLearning program has been
developed, titled the Coalition Logistics Education
Package (CLEP) which is now available on Campus.
The CLEP is useful to Logistics personnel and non-
logisticians serving within, or providing logistics
support to, a Coalition Operation.
The CLEP covers the Defence organisations of each
of the Quadrilateral Logistics Forum countries (United
States, United Kingdom, Canada and Australia) and
compares Defence capabilities. In addition, the package
details each country’s logistics support to capability
and examines over 50 of the highest priority training
objectives contained within the Coalition Logistics
Education Framework (referred to below).
Leaders of the Quadrilateral Logistics Forum (L-R): Major General Jeff Mason (UK), Lieutenant General Kathleen Gainey (USA), Major General Mark McQuillan (Canada) and Air Vice-Marshal Margaret Staib.
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This package is one of several measures to enhance
the awareness and knowledge of Coalition logistics
officers to the force capabilities and logistics support
practices of traditional Coalition allies. The examples
of Coalition operations in Iraq and Afghanistan at the
very beginning of the 21st century highlight inter-
dependence. Therefore, it is in your interest and your
effective contribution to Coalition Operations that you
become more familiar with the Force capabilities and
organisation of our traditional allies. By using this three
hour, non-assessable package, you will gain particular
insight to, and knowledge of the nuances of Coalition
Logistic Support to Operations.
Background to the Development of the Coalition Logistics Education PackageThe Quadrilateral Logistics Forum was established to
accelerate the resolution of key logistics interoperability
issues. In 2004 the senior joint logisticians of Australia
(AS), UK, Canada (CA) and the US agreed that better
harmonisation of national activities was needed to
produce effective solutions to multinational logistics
problems. To help execute direction from the QLF
Principals, it was agreed that the officers of the
Multinational Office (MNO) of the US Joint Chiefs
of Staff Director for Logistics would be used as a
coordinating agency.
Coalition Logistics Education Framework (CLEF)
describes the skills, knowledge and attributes required
of a logistician in the Coalition operating environment.
This framework provides a level of agreement for
training and education between allies to improve both
interoperability and delivery of the operational logistics
effects for the Joint Force Commander (JFC). The
CLEF identified ten major functional competencies,
broken down into 32 Areas of Competence and 130
Training Objectives.
Coalition Logistics Education Package (CLEP)
is an eLearning product developed simultaneously
with the CLEF. Both products have been developed
by an Australian led QLF Working Group and
transitioned into NATO Community through a NATO
Senior Logistics Steering Board chaired by the ADF
Commander of Joint Logistics (AVM Margaret Staib)
on the 20 Oct 11.
Feedback. Any feedback on the package would
be appreciated. Please direct your email to
“An understanding of the nuances of logistical support to coalition operations is a necessary skill for any ADF logistician.”
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The Future of Logistics Education for the ADF
Academia needs to take leadership in this area but at
present it is the industry bodies such as The Chartered
Institute of Logistics and Transport in Australia (CILTA)
and The Supply Chain and Logistics Association of
Australia that are calling for changes in future education
for logistics professionals and practitioners.
Certainly the economic impact of logistics justifies
more effective education. The 2009 Transport and
Logistics Industry Skills Council (TLISC) claimed that
Australian supply chain industry employs an estimated
500,000 staff.
Elizabeth Barber Lecturer in Logistics, University of New South Wales Canberra Campus
There is still great debate concerning the required
curricula of future logistics courses. One school of
thought suggests that required skill sets should vary by
industry whilst another school opposes such a notion
arguing that logistics education should be broad and
encompassing to satisfy industry’s diverse needs.
There is strong evidence that logistics and supply chain
management across Australian universities is somewhat
fragmented being delivered in departments as diverse
as industrial engineering, production, marketing and a
management science. Across these departments little
research has been undertaken to project the future
evolution of logistics’ educational needs.
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The sector contributes $90 billion annually to the
economy yet this is with a shrinking labour pool and
poor retention rates, ageing workforce and extreme
transport infrastructure pressures. Within this climate the
Australian Bureau of Transport and Regional Economics
(BTRE) predicts bulk freight movements to increase,
interstate bulk freight to double and container traffic to
triple over the next decade.
It is little wonder that the growth of logistics courses in
colleges and universities has been unprecedented in
the past decade.
Both undergraduate and postgraduate courses
world-wide have multiplied but many fail to reflect the
multi-disciplinary nature of the discipline. One university
that does seem to have satisfied its industry and
students is the US Army Logistics University in Fort
Lee Virginia. It has seven pages of course offerings
ranging from Strategic Deployment Planning, Armament
Systems Maintenance to Joint Logistics Courses.
As one of the most dynamic industries in the
world today, the logistics industry needs to have
professionals well educated and the ADF which is
fully reliant on support from procurement to disposal
of its assets needs an up to date and confident
logistics core to ensure its success. Because of
the large component of logistics activities that are
outsourced by the ADF, a strong and dedicated
course on Performance Based Logistics is required
to ensure these contracts are well managed. Further
the seemingly ever increasing involvement of the
ADF in humanitarian aid in our region calls for a
broad Humanitarian Logistics subject, one of which
is currently under development at Australian Defence
Force Academy (ADFA) to be ready for delivery in 2012.
Dedicated courses such as those given at Fort Lee
would be unsustainable in our small military force but
the quality of logistics education needs to be superior
and thus future needs in education should be gained
from the wide spectrum of subjects given from a
range of universities, for example, ADFA specialises in
procurement and logistics management; the Institute
of Transport and Logistics (ITLS) at Sydney University
provides superior education in transportation. The
dynamics of the industry and the needs of the logistics
in the ADF require that personnel should keep abreast
with their changing requirements by filtering the range
of offerings from a range of universities. Perhaps
a radical option to achieve this would be a central
educational cell within the ADF to negotiate with all
Australian universities to fulfill the dynamic and diverse
logistical education needs that cover in house training,
affiliations with industry associations and the academic
education of the ADF in the future.
“The growth of logistics courses in colleges and universities has been unprecedented in the past decade.”
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The Future of Logistics, the Human Factor: Art versus Science
The physical, economic and cultural facets of our world
have changed and will continue to do so. Increasing
globalisation and ever longer and more complex supply
chains, the discipline of logistics has become even more
sophisticated and adaptable. Furthermore the countless
manifestations of statistics and analysis pervade our
world and profoundly affect the social, economic and
cultural outlooks of societies and individuals.
Yet, the human factor, the wild card, the uncontrollable
risk or the invaluable reward that glues and connects
the interactions with these amazing scientific
advancements and breakthroughs is forgotten.
Logistics can be modelled, analysed, visualised and
optimised, but has it been humanised?
The term logistics comes from the Greek logos,
meaning ‘speech, reason, ratio, rationality, language,
phrase’. The word logistics has its origin in the French
verb loger to ‘lodge or quarter’. At its core, logistics
is imbued with humanness and yet has evolved to
become the language of commerce. It is this collision
of science and art, the intersection of the material
world with the human factor, the physical or cognitive
property of an individual or social behaviour which is
specific to humans and influences the functioning of
systems that will be the real challenge.
While globalisation, technology, security, terrorism,
natural disaster and sustainability will be key future
components of the discipline of logistics, it is the
evolution of the language that poses the greatest
opportunity? What is the best way to learn any
language? It is commonly agreed that immersion
is the best approach.
Adam Voak Institute for Supply Chain Management, Victoria University
As you learn more about the culture in which the
language is spoken, individual words and phrases
are given colour and valuable clues to context are
revealed. It is for this reason that you will see a rise in
the art of logistics, a new language that will articulate
an immersion for the pursuit of humanness within our
systems, the emotive connection to a possible future
and a focus on design thinking.
In the future, logistics will be a symphony of science
and art. It will evoke an ability to humanise the
systems and frameworks of commerce. Logisticians
of the future will need to be creative, adaptive, and
innovative. They will have a deep understanding of
social accountability and responsibility and be able to
cope with the unpredictability associated with change.
They will also need the ability to combine empathy and
rationality to meet user needs and to drive business
success. Inspiration, ideation and implementation will
no longer be vague concepts.
They will form the foundation of a new vocabulary
of competence, which will combine the intuitive/
emotional, the art with the rational/analytic, the
science. The logistics professional of the future will
need to evoke a holistic interdisciplinary approach to
foster human-centred enterprises, and to design the
systems in which we live and in which we aspire to live
in. The ultimate focus is a move away from the ‘how’ to
the ‘why’?
The logistics professional of the future will need to evoke a holistic interdisciplinary approach to foster human-centred enterprises, and to design the systems in which we live and in which we aspire to live in.
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Megan Hobson Professional Development & Events Manager Chartered Institute of Logistics and Transport Australia
Under contract from the Australian Logistics Council
(ALC), Chartered Institute of Logistics and Transport
Australia (CILTA) will present the third session of the
highly successful mentoring program, Women Moving
Forward. The previous two sessions have involved
more than 130 women from over 100 companies
and government agencies across Australia, including
participants from the Department of Defence.
This program has become the largest, most effective
mentoring program for women in the transport and
logistics (T&L) industry and is being offered with the
financial support of the Australian Federal Government
under the Nation Building Program.
Women Moving Forward (WMF) incorporates a high
quality, self-paced and cost effective mentoring
program, targeting the retention and development of
women. It identifies what women want in their personal
and professional lives and helps get them there. It is
open for all women in T&L, undertaking any role, in any
region, in any T&L company.
Guest speakers involved in the previous sessions have
come from a wide range of backgrounds exposing
the participants to a variety of experiences both from
within and outside the T&L industry. Speakers have
included Air Vice-Marshal Margaret Staib, Captain
Stephanie Moles RAN, Michael Blucher (the third half
sports motivation), Natasha Stott-Despoja (former
Senator and Leader of the Democrats), Tania Whyte
(Linfox), Ivan Backman (former Chairman of the ALC),
Diane Ricardo (Billabong), Hal Morris (CILTA) and
Maureen Frank (Emberin).
In designing the WMF program, the goal was to reach
out to women around Australia in the T&L industry. We
wanted to put them in touch with other women and
support their development by offering a personal and
professional mentoring program.
The WMF program has been created to incorporate
the ‘my mentor’ product, which is a stand-alone
product that utilises CDs, DVDs and a workbook
to present 12 Modules. CILTA has combined it with
live teleconference interviews with guest speakers,
weekly newsletters, a secure website for blogging
and confidential discussions as well as personalised
assistance from the Program Coordinator. This has
enabled us to build a really unique program meeting
the needs of many of the women in our industry.
Women Moving Forward Mentoring Program
Connie Clark, Joint Logistics Command receiving her ‘Women Moving Forward Program’ certificate from CILTA Victoria Section Chairman, Hans Anneveldt.
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Program Facilitator, Melinda Buker said, “The program
has given me the unique position of working with
women who are doing the program and hearing of
their hopes and successes. It’s been very humbling
and they never cease to inspire me; especially when
it comes to the passion and dedication that they have
for the industry. And of course, the guest speakers
are fantastic. The advice and real-life experiences that
they are happy to recount, and their willingness to be
honest and personal is a testament to their leadership.
The program is simply a great combination of elements
and it continues to grow and get better”.
A number of Defence personnel have participated
in the program. Connie Clark of Joint Logistics
Command completed the program in December
2010 and gave it a resounding endorsement saying,
“I would recommend all levels of Defence Personnel
to complete this amazing program.” (Connie is
pictured receiving her Graduation Certificate).
Current participant Dianne Neale of the Joint Proof &
Experimental Unit said, “I am very impressed with the
program. It certainly provides food for thought and
gives you the strategies for moving forward.”
The first 70 participants to register for the next session
will receive an Australian Government subsidy of $200,
reducing the price to $595 (incl gst).
The next session commences Thursday, 23 June
2011. Registrations for the June 23rd program will
close COB, 3 June 2011. Further information is
available at www.cilta.com.au .
Inquiries:
Megan Hobson, CILTA Professional Development
& Events Manager, [email protected]
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Explosive Ordnance Workforce – Rationalisation of Common TrainingJohn Ekman Deputy Director Performance, Explosive Ordnance Branch, Joint Logistics Command
Workforce. It can be described as the core capability
of any organisation. Take away the workforce from a
warship, tank or aircraft and what do you have left? An
expensive asset that is not able to be utilised for the
purpose it was built for. The same can certainly be said
of the Explosive Ordnance (EO) domain in Defence.
The Australian Defence Strategic Logistics Strategy
2010 notes that ‘EO is a critical element of the ADF
that delivers lethal effects.’ All the ‘spokes in the wheel’
which enable Defence to deliver ‘lethal effect’ centre
on its workforce.
That workforce must be skilled, qualified and their
knowledge current and broad, encompassing
areas including safety, security, storage, transport,
distribution, testing and end-use.
The Defence Explosive Ordnance Training School
(DEOTS), situated at Orchard Hills in New South
Wales, was established in 2005 as a result of the
2003 EO Training Rationalisation Project. Under a
Memorandum of Agreement between Navy, Army,
Air Force, Defence Material Organisation and Joint
Logistics Command (JLC), the DEOTS is responsible
for shaping and influencing EO Training Defence wide,
the development of common EO curriculum, as well
as the delivery of agreed common EO logistics and
engineering training.
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While much work had been done on the rationalisation
of EO training post 2003, it was reported to the
Defence Explosive Ordnance Committee (DEOC) in
October 2009 that rationalisation had, for a number
of reasons, not progressed as intended. Enter the
Common EO Training Delivery Working Group.
With the full support of DEOC, the working group
has reinvigorated the rationalisation program. The
first task of the working group was to address EO
Reconnaissance (EOR) and EO Disposal (EOD)
rationalisation from three delivery points to one.
EOR/EOD was identified as a critical capability for
current joint land operations by CDF in August 2009.
It was suggested to DEOC that the rationalisation
of instructors, equipment and training capabilities
would lead to improvements in ADF EO capability,
commonality of doctrine, tactics, techniques,
procedures and interoperability. It was also
acknowledged that there would be potential to realise
savings, make efficiency gains or deliver significant
business improvements. Interestingly, the concept
of a single EOD school catering to the needs of the
services, ‘in the interests of economy and efficiency’,
was first proposed in 1966, and again in 1977.
By December 2010, the three Services, along with
guidance from JLC and other key stakeholders, had
defined the requirement for EOR/EOD rationalisation.
An implementation plan is currently in the final process
of being approved by DEOC members. Over the
coming 12 months resources (people and equipment)
will be relocated, and the DEOTS will move into more
expansive accommodation with improved IT capability
and extra classrooms at Orchard Hills. 2012 will see
the culmination of this effort with the first groups of
EOR/EOD students progressing through rationalised,
common courses.
The working group has now shifted its focus
onto Logistics/Engineering common EO training
rationalisation, with a view to implementation at a
single point of delivery by 2013.
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Australian Defence Strategic Logistics Strategy 2010-2015Group Captain Andrew Hayes Directorate of Strategic Logistics Policy and Reform, Strategic Logistics Branch, Joint Logistics Command
Future support to operations in the global contextThe Australian Defence Strategic Logistics Strategy
(ADSLS), published in November 2010, is intended
to articulate the challenges faced by Defence in the
logistics environment over the next five years and
what must be put in place at the strategic level to
enable the Groups and Services to provide effective
support for operations.
Why the strategy was developedThe document outlines the key strategic logistics
themes, and their supporting objectives, which must be
realised in order to achieve the vision of a robust, flexible
and responsive logistics system capable of providing
future support to operations in the global context. The
themes provide the underpinning logistics capability to
the ADF. Whilst the strategy provides a five year outlook,
it establishes the foundations that support the Defence
White Paper 2009 and the program of logistics reform
needed to enable Force 2030.
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Importance of the strategyIn the next two decades the ADF will be confronted
with challenges of combat, security, engagement, relief
and reconstruction activities. Opponent capabilities
will range from improvised explosive devices to high-
technology weaponry.
The Defence Logistics System must transform to
meet the challenges of globalisation and future
trends in commercial logistics. Globalisation will be
a significant factor in the way that Defence conducts
its logistics business. The continual development of
freer movement of information, capital and trade and
the rapid development of, and access to, technology
and communications will clearly impact the Defence
supply chain.
Logistics support to operations relies on extended
and complex supply chains and therefore needs to be
understood in terms of the overall system. Success will
depend on aligning the efforts of Defence agencies,
the industrial base, non-government agencies national
support, and our interagency and multinational partners
to further develop and refine the logistics system.
Implications for defence capability and future operationsThe Defence Logistics Vision is to create a robust,
flexible and responsive logistics system capable of
providing future support to operations in a global
context. The system that will be progressively built
will function at the very heart of the ADF’s capability.
To support the delivery of the Vice Chief of Defence
Force’s output of ‘provide and coordinate logistics
support to operations, exercises and the Raise,
Train, Sustain’ function we have to continue to
build our logistics system around the key Strategic
Logistics Themes and Objectives stepped out in
the Australian Defence Strategic Logistics Strategy
2010-2015 document.
Additionally, by investing in infrastructure, technology
and our workforce through the Strategic Reform
Program we will transform Defence’s logistics
infrastructure, business systems and processes,
information and communications technology, and
materiel maintenance services to be global leaders in
joint logistic solutions for the ADF.
The Australia Defence Strategic Logistics Strategy is available at http://intranet.defence.gov.au/jlc/ sites/_home/ComWeb.asp?page=50900
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Article to come
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Article to come
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Recognition through Certification
Megan Hobson Professional Development & Events Manager The Chartered Institute of Logistics & Transport Australia
The Certified Professional Logistician (CPL) program
provides a benchmark of excellence for measuring
capability and proficiency within the profession
of logistics and supply chain management and
represents the hallmark of logistics professionalism.
The Chartered Institute of Logistics & Transport
Australia (CILTA) is proud to be involved in this valuable
program. We are proud to endorse and support the
CPL, which ensures logisticians are recognised for
their work and ongoing commitment to the profession.
Logistics as a term now embraces warehousing,
freight, transportation and distribution, through to
supply chain management. Today, professionalism of
a high standard is required to manage these complex,
disparate functions in a seamless and integrated
supply chain framework – with a clear understanding
of the need to track not only the movement of the
physical goods or services, but the related flows of
finance and information.
Individuals attaining the CPL are able to demonstrate
that they have the capability to effectively master the
technology and leadership skills required across the
broad range of activities that today constitute logistics.
The CPL is a professional qualification that aims to
provide a definitive standard for measuring capability
and professionalism within the logistics profession.
CPL status enhances your professional credibility
within the industry and also enhances the profile of
the logistics profession. Success of your application
entitles you to use the post nominals CPL.
To qualify as a CPL, an applicant must have, and be
able to provide evidence of, relevant work experience,
qualifications and an active professional involvement
in logistics and supply chain management. There are
nine Exposure Areas used in the assessment including
work experience, education, professional development
and professional membership of supply chain
associations, such as CILTA.
The overall process involves:
establishing that you have attained at least 400 •
points of combined experience, education and
professional involvement
agreeing to abide by CILTA’s code of conduct•
assessment for CPL status requires payment of •
$AU500 (including GST) to CILTA. Thereafter, the
review of your annual CPD activity, to maintain
your accreditation, involves a fee of $AU75
(including GST).
To check your eligibility to become a CPL and to apply
online please visit www.cplinstitute.com
Additionally, we also offer the Certified Transport
Planner (CTP) program for Transport Planners. The CTP
is a professional qualification that provides a definitive
standard for measuring capability and experience in
the Transport Planning profession. It brings together
the breadth and depth of skills required of a modern
Transport Planner and unifies many disciplines - such as
Engineering, Town Planning, Geography and Economic.
CTP status indicates professional recognition, from
peers and employers, of significant experience and
capability to plan, implement, manage and improve
transport planning initiatives.
Applicants are invited to visit the website www.
ctpinstitute.com to test your eligibility and apply
online to become a CTP.
For further information please contact Megan Hobson,
Professional Development & Events Manager, CILTA on
mobile 0459 363 271 or email [email protected]
®
Certified Professional Logistician
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Managing Global Supply ChainsWing Commander Neil R. Collie Commanding Officer, Joint Logistics Unit (South)
The supply chain, global supply chain and supply chain managementThe ‘global supply chain’ construct is an extension
of the ‘supply chain’ construct used to describe
the upstream and downstream flows of products,
services, finances and information from a source to
an end-user. Academic and training texts typically
describe supply chains in the form of linear models.1
In a linear model, supply chains are characterised by
a series of nodal points that represent stakeholder
facilities, where static value-add activities occur, such
as raw material production, manufacture, assembly,
storage and distribution planning.2
A number of entities pass through these nodal points,
notably products and services intended for the end-user
(the boxes) but also importantly the information and
data flow (the bytes) and financial transfers (the bucks)
required to make the enterprise work. The human input
consists of the workforce that manages and operates
the supply chain (the bodies) and the knowledge and
skills (the brains) required by the workforce.3
The key point about supply chains is that each product
or service that moves downstream will follow its own
path, with multiple products and services flowing—not
unlike a river joining with its tributaries—towards the
customer. The alternative ‘rope’ metaphor describes
individual supply chains as fibres that are progressively
braided into a rope at the business end, namely the
customer. In a global supply chain, nodal points are
typically located in several different countries. In
simple terms, the supply chain model is ‘globalised’
by locating the nodal points in different countries and
separating those countries by an international border.
Global supply chains have emerged as a direct result
of commercial globalisation, that is, the worldwide
integration and coordination of economic activities
supported by global communications, a global
financial system and global logistics services.4 In this
context, stakeholders seeking to reduce costs are
able to exploit both their own advantages and the
comparative advantages offered by other countries,
such as lower labour costs, access to technology and
production capacity.5 Understandably, global supply
chains are complex, not least because of issues of
culture, distance, the requirement for intermediaries at
key nodal points, differing standards of infrastructure,
border crossing regulations and so on.6
This is an abridged version of an article that
appeared in the Australian Defence Journal, Issue
183, 2010, pages 77-83. The full article can be read
at http://www.adfjournal.adc.edu.au/UserFiles/
issues/183%202010%20Nov_Dec.pdf
This article is reproduced here with the permission
of the Australian Defence Journal.
Story continued on page 33
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Defence Signs Memoranda of Understanding with Border Security PartnersAlyson Williams Deputy Directory National Logistics, Strategic Logistics Branch, Joint Logistics Command
One of the key themes emerging from the Australian
Defence Strategic Logistics Strategy is the need to
harness support from the National Support Base
through enhanced relationships with other Federal,
State and Territory Government Departments.
Good working relationships with other Government
agencies are critical to the support and enhancement
of ADF operations.
In keeping with this theme, in November 2010,
Defence signed individual Memoranda of
Understanding (MOUs) with the Department of
Agriculture, Fisheries and Forestry (DAFF) and the
Australian Customs and Border Protection Service
(Customs). While each agency has a separate
mandate in protecting our national security, close
cooperation in a whole-of-Government approach
ensures greater protection of Australia’s national and
economic interests.
Managed by Commander Joint Logistics as
the Defence Strategic J4, these MOUs reflect
Defence’s commitment to its role as a responsible
citizen ensuring our compliance with the legislative
requirements that protect our nation’s borders.
Compliance with our statutory and national obligations
is critical in protecting Defence’s reputation and
maintaining our corporate relationships.
The Secretary of Defence Dr Ian Watt and The Secretary of The Department of Agriculture Fisheries and Forestry (DAFF) Dr O’Connell
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The DAFF-Defence MOU Concerning Quarantine
Procedures, Fees and Requirements for Defence
is a revision of the MOU signed with the Australian
Quarantine Inspection Service (AQIS) in 2005. (Note,
AQIS is part of DAFF.) The new MOU has been revised
to reflect increased operational tempo as well as
organisational and procedural changes pertaining to
quarantine. Signed by both Departmental Secretaries,
the agreement is an affirmation by both agencies of
the continued assurance to work together to protect
Australia’s biosecurity.
The MOU on the Collaborative Working Relationship
Between Defence and Customs is the first over-
arching agreement on border protection matters
between the two departments (outside of Border
Protection Command and maritime operations).
The Defence-Customs MOU is the mechanism
under which all other Customs-related department-
to-department cooperative arrangements will sit.
Separate annexes can be developed to identify a
range of objectives and activities for specific focus
areas such as staff secondments, technical assistance
agreements, or research and development projects.
The aim of both of these agreements is to formalise
the working relationship between Defence and its
federal partners and to allow closer understanding
of the roles and responsibilities of each in their
day-to-day operations. The MOUs will assist the
ADF in effectively and efficiently maintaining its high
operational tempo through minimising damage to
returning ADF equipment as well as preventing risks
to Australia’s biosecurity. Strengthening the respective
staff relationships at the strategic and operational
levels across agencies will also serve to enhance
support to the future force. Nurturing and promoting
strong cross-agency relationships makes it much
quicker and easier to ‘get the job done’.
More information on the MOUs can be gained from
the Directorate of National Logistics on 02 6266 5371
or on the Strategic Logistics Branch website at:
http://intranet.defence.gov.au/jlc/sites/SLB/
comweb.asp?page=61491&Title=MOUs
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Australian Defence Logistics Conference 2010
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More than 450 Defence logisticians were encouraged to be innovative in their
approach to logistics reform by speakers at the annual Australian Defence Logistics
Conference held in July 2010. Conference host, Commander Joint Logistics AVM
Margaret Staib invited speakers from industry, international Defence organisations
and the Australian Defence Organisation to share their experiences and insights.
Dell Computers, renowned for their rapid supply chain was represented by former
RAAF-logistician Mr Clayton Noble and Mr Vignesh Arumugam. General Manager
Supply Chain and Logistics Bluescope Steel, Mr Ingilby Dickson focused his
presentation on the OH&S aspects of logistics innovation.
A large number of delegates nominated Ms Geneviève O’Sullivan, Director General
Materiel Systems and Supply Chain, Department of National Defence Canada as
the stand-out presenter of the conference. Like Australia, the Canadian Department
of National Defence has recently overhauled the disposal of obsolete inventory,
and when Ms O’Sullivan shared freely of a review of supply chain operations in her
country, many of the lessons learned resonated with her audience.
Navy, Army and Air Force were each asked to nominate a ‘Young Turk’ of logistics
to address the conference. LTCDR Rebecca Levitt, RAN, MAJ Paul Firth and
SQNLDR Jason Bowles made the most of the opportunity to share their views
on improving Service logistics and all acquitted themselves very well under the
questioning of conference delegates.
BRIG David Saul’s final task in uniform was a reprise of his role as Master of
Ceremonies for ADLC. BRIG Saul was warmly farewelled with applause, his clever
combination of wit and protocol will be hard to match in the future. The annual
Australian Defence Logistics Conference is the premier professional development
opportunity for Australian Defence logisticians. ADLC11 will be held at Australian
Defence Force Academy on 7 and 8 July 2011.
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Exercise Tests More Than DefenceAndrew Mannix General Manager, Defence Logistics BAE Systems Australia
One of Australia’s largest ever Defence exercises was
held in North Queensland in August and September
2010, to test the Army’s ability to fight and operate in
a modern, complex battlespace.
It also proved to be a valuable test of the relationships
between Defence and major contractor BAE Systems.
Exercise Hamel, involved more than 6 000 Defence
personnel, and took place in the region around
Townsville. All logistics support was provided through
Joint Logistics Unit – North Queensland (JLU(NQ)) which
is supported under the Defence Integrated Distribution
System (DIDS) contract by BAE Systems Australia.
For BAE Systems, warehousing activity in support
of Exercise Hamel increased by an estimated 200%
while maintenance activity rose by 20% above the
standard workload.
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In order to meet the demands of Hamel, BAE
Systems surged labour to assist with numerous
manual tasks, many of which were performed in
a field environment. The company also appointed
a special Liaison Officer which enabled various
customers to receive priority attention and alert
BAE Systems to any changed priorities.
The company met all contract requirements during
Exercise Hamel. Importantly, it did not record any lost
work day injuries or receive any customer complaints.
The planning and execution of Exercise Hamel
was seen as a success both within JLU(NQ) and
throughout the ADF. BAE Systems was pleased to
play a significant role behind the scenes in support of
the JLU, as it strives to build upon its reputation as a
trusted logistics provider.
Supporting ADF personnel and associated
equipment on deployed operations is a complex
and at times arduous activity, key to the success
of personnel deployed in harms way is the
commitment to the trained force here in Australia.
BAE Systems is an integral part of the team and
has demonstrated a commitment to provide timely
and dedicated support in support of the ADF. This
was evident during EX Hamel, the largest exercise
activity carried out by the Defence Forces for many
years. BAE Systems responded to the myriad of
requests in a positive and responsive manner, and
while working in partnership with JLU(NQ), JLU(SQ)
and JLU(N) provided a dedicated and proactive
support as part of the logistics team in support of
the Exercise–a job well done.
– Director General Supply Chain, Joint Logistics Command BRIG Peter Daniel
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Coming Up
Australian Defence Logistics Conference 2011Hosted by Commander Joint Logistics, the annual
Australian Defence Logistics Command will be held
on 7 and 8 July at Adams Hall, ADFA, Canberra.
Registration
The conference is sponsored by Joint Logistics
Command and free registration for the two-
day event is open to all ADF and Defence ADF
personnel. http://intranet.defence.gov.au/JLC/
Information
Further information can be accessed via:
http://intranet.defence.gov.au/JLC/
Defence+Industry 2011Hosted by DMO, Defence + Industry 2011 will be
held at the Adelaide Convention Centre, 28 to 30
June 2011.
There is a conference dinner on Wednesday 29
June at the Adelaide Convention Centre.
Registration
Registrations are available online via:
http://www.defenceandindustry.gov.au/news.
php/article/id/4
A range of passes are available, with a three day
pass costing $1100 for Defence personnel, and
a one day pass costing between $480 and
$600 – depending on which day you go.
Information
Further information is available via:
http://www.defenceandindustry.gov.au/
Parari 2011 10th Australian Explosive Ordnance SymposiumThe 10th Annual Explosive Ordnance Symposium will
be held at the Sofitel Hotel, Brisbane Queensland
on 8 to 10 November 2011. Delegates proposing to
submit papers should submit and abstract by 29
April 2011 to be considered for the program.
Registration
Delegates fee for the symposium is $800 and
registrations close 2 September 2011.
Information
Register your interest at www.parari.com.au
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DEFLOGMAN PART 2, VOLUME 1, CHAPTER 5
Roles and Responsibilities of Working Groups and Committees Supporting the Defence Logistics Committee
A new policy which assists Defence in its
understanding of the linkages between the Defence
Logistics Committee and its subordinate committees
and working groups. The policy contains basic
information enabling a reader, unfamiliar with these
supporting groups, a better understanding of their
roles and responsibilities.
DEFLOGMAN PART 2, VOLUME 2, CHAPTER 1
Introduction to the Defence Fuels Manual
A new policy to form an introduction to the Defence
Fuels Manual (DFM). The purpose of the DFM is
to provide policy and broad procedural guidance
for those organisations and staff responsible
for the procurement, management, treatment,
storage, quality surveillance and distribution of POL
across Defence.
Defence Logistics Committee UpdateThe role of the Defence Logistics Committee (DLC) is to provide a strategic focus on, and to be an advocate for, the
vital place of logistics in Defence capability. CJLOG chairs the DLC, which meets every three months.
The DLC’s roles and responsibilities, membership, agendas, papers and minutes are available via the Intranet (DRN)
under VCDF Joint Logistics Command Strategic Logistics Branch Committees/Working Groups.
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DEFLOGMAN PART 2, VOLUME 2, CHAPTER 5
Capabilities and Limitations of the Australian Petroleum Industry
A new policy to address the need to increase the
overall understanding of Defence with regard to the
Australian petroleum industry, its commercial fuel
supply chain and how it relates to Defence.
DI(G) LOG 4-1-003
Defence Inventory and Assets Manual
A revised policy to support the issue of DEFLOGMAN
Part 2 Volume 5 Defence Inventory and Assets
Manual. When released, the Defence Inventory and
Assets Manual will provide the obligations and policy
for the management of Defence inventory and assets
within the new prescribed governance framework.
It brings together all current Defence policy that
supports inventory and asset management, as well
as additional policy to support new capability being
introduced into Defence.
DEFLOGMAN PART 2, VOLUME 5, CHAPTER 3
ADF Requirements Determination and Management of Reserve Stocks
A revised policy which sets out the obligations and
policy under which ADF requirements determination
and management of reserve stocks is to be
implemented across Defence based on Capability
Managers’ assessments of materiel liability and
priority to meet operational contingencies.
DEFLOGMAN PART 2, VOLUME 5, CHAPTER 6
Defence Materiel Entitlements
A revised policy which sets out the obligations and
policy for the effective and efficient implementation
of a Defence Materiel Entitlements framework to
support the CDF Preparedness Directive.
DEFLOGMAN PART 2, VOLUME 5, CHAPTER 7
Defence Policy on Obsolescence Management
A revised policy which sets out the obligations
and policy under which an effective and efficient
obsolescence management framework is to
be established.
DEFLOGMAN PART 2, VOLUME 5, CHAPTER 8
Automatic Identification Technology
A revised policy which sets out the obligations and
policy for the consistent application of Automatic
Identification Technology (AIT) by Defence logistics
organisations, which will facilitate the re-use
of identifiers between Information Technology
applications and systems. The adoption of AIT
standards ensures re-use of manufacturer, supplier,
distribution carrier and Defence generated identifiers.
DI(G) LOG 4-1-005
Logistics Support to Operations and Exercises Manual
A revised policy to support the issue of DEFLOGMAN
Part 2 Volume 8 Logistics Support to Operations
and Exercises Manual. When released, the Logistics
Support to Operations and Exercises Manual will give
Defence personnel a policy framework for providing
logistics support to the ADF during operations
and exercises.
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DEFLOGMAN PART 2, VOLUME 8, CHAPTER 1
Overview of Logistics Support to Operations
A new policy which, through provision of context to
DEFLOGMAN Part 2 Volume 8 Logistics Support
to Operations and Exercises Manual, provides
the obligations and policy framework under which
effective and efficient logistics support is provided to
ADF operations and major exercises.
DEFLOGMAN PART 2, VOLUME 8, CHAPTER 5
Amenities Support to Forces Deployed on Operations and Major Exercises
A revised policy which sets out the obligations and
policy under which effective and efficient ADF amenity
provision is to be conducted for deployed forces.
Amenities embrace all the activities and functions that
contribute to the long-term sustainment of wellbeing
and morale of deployed forces.
Much of the materiel comprising the inputs to
Australian Defence Force (ADF) capability is acquired
overseas. Hence, the reality is that Defence has been
managing global supply chains in one form or other
for some time. The support to imported capability
has traditionally involved large amounts of Defence
control and ownership. However, over the last two
decades—and driven by a series of Defence reviews
aimed at increasing efficiency and reducing costs—
internal ownership and control of logistics and support
functions in Defence has progressively been released.
Defence’s confidence in its own ability to outsource
non-core logistics functions has increased to where
third-party provider support has become the norm.
Nevertheless, while much of the responsibility for
various activities within the Defence supply chain
may have been outsourced, Defence remains
accountable for the combined effect. Complex supply
chains obviously require skilled management and
supply chain management (SCM) has emerged as a
recognised business discipline that:
… encompasses the planning and management
of all activities involved in the sourcing and
procurement, conversion and all logistics
management activities. Importantly, it also includes
coordination and collaboration with channel
partners, which can be suppliers, intermediaries,
thirdparty service providers and customers. In
essence, SCM integrates supply and demand
management within and across companies.7
Managing Global Supply Chains Continued
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The role of Commander Joint Logistics (CJLOG) as
the senior military officer accountable for the oversight
and assurance of the Defence logistics capability8
effectively makes CJLOG the senior Defence SCM.
CJLOG provides either direct management or oversight
of the Defence supply chain ‘in order to ensure
effective integration and coordination of Defence
logistics support for all domestic and operational
requirements’.9 In executing this responsibility—and in
order to remain fully accountable—CJLOG must be
able to achieve complete supply chain visibility.
An increasing number of Defence acquisitions involving
original equipment manufacturers (OEMs) are to be
provided under a ‘global fleet support arrangement’.
These are common in the airline industry, where a
complete logistics solution package is often offered
the customer airline, typically incorporating research
and development, spare parts pooling and warehouse/
inventory management.10 The logic is that an OEM
can achieve economies of scale across an entire (and
often globally-dispersed) fleet, much of which would be
expected to flow to the customer.11
Where a global fleet support arrangement is proposed,
a robust business case analysis (BCA) must support
the proposal. This should comprise a full analysis
and comparison of the options. It must define the
performance requirements that all support solution
options must achieve and, as accurately as possible,
estimate and compare the total cost of ownership
over the capability life cycle. The BCA should include
a full analysis and comparison of explicit and implied
Defence supply chain tasks, including the training
requirement, the costs associated with equipping
personnel to execute those tasks and the costs
associated with necessary changes to the Defence
supply chain infrastructure.
There are also certain specific risks and concerns
that must be considered and, if necessary, mitigated
which include:
the perceived limited Defence influence on •
contractor and other customer behaviour
allowable knowledge sharing•
the security and assurance of supply•
use of proprietary logistics information systems•
use of an OEM’s proprietary parts inventory •
codification system
the deployability of supply systems.•
Defence influence on the contractor and other customer behaviourOnce Defence commits itself to a global fleet support
arrangement, control over strategic fleet management
policy as it affects the Australian portion of the fleet
may be compromised or lost. By definition, a global
fleet support arrangement involves other customers
who have a stake in goods and services that are
part of the arrangement. Of concern is the potential
behaviour of other customers. Where their interests do
not necessarily align, the customer community may
operate in a condition known as ‘co-opetition’.12
Examples are where customers compete for more
than their fair share of the common resource. Some
competitors may indulge in selfish behaviour, such as
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stockpiling and the abuse of any priority system that
may exist. Two potential effects are of concern; loss
of control over inventory share (where others deplete
the inventory to satisfy their own national interests) and
loss of control over inventory apportionment (where
the OEM acts to regulate customer behaviour ‘for the
greater good’ as perceived by the OEM). Hence, any
partnering arrangement must include an examination
of the strategy to retain control over strategic fleet
management policy as it affects the Australian portion
of the global fleet. Also scrutinised should be the
strategy to ensure that Australian interests prevail in
conditions of ‘co-opetition’, particularly in relation to
pooled inventory share and apportionment.
Knowledge sharingShared information and trust are key requirements for
global fleet support arrangements to be successful.13
However, much of the customer data that an OEM
needs to determine maintenance and inventory
strategies may be classified or commercially sensitive.
Defence has to ensure that the proposed knowledge
and information sharing strategies are in place and,
wherever possible, be ready to release information that
it might have traditionally protected, as lack of trust
and insufficient knowledge sharing are the conditions
behind the failure of 50-70 per cent of commercial
partnering relationships.14
Use of proprietary logistics information systemsSeveral OEMs, including Lockheed Martin and Boeing,
offer proprietary logistics information systems (LIS) that
service a global fleet capability through a ‘hole-in-the-
wall’ concept. Under this concept, the customer inputs
demands on the pooled inventory via a discrete portal,
where the software is hosted either on the customer’s
or the OEM’s enterprise architecture. The use of
proprietary LIS and how it may or may not interface
with Defence’s LIS—and how much it may cost to
achieve this—is a major issue.
In isolation, and as a commercial prospect, proprietary
LIS appear an attractive proposition. However, a
number of difficulties emerge. Proprietary LIS raise
concerns as to security, Defence approved software
issues, licensing issues and so on, particularly if the
LIS need to be loaded on the Defence restricted or
secret communications networks. The central concern
is deployability into a hostile or austere operating
environment, where there is typically limited bandwidth
available for ‘reach-back’ by the deployed—and in all
likelihood secure—communications system.
Similarly, the initial and ongoing training liability for
personnel that operate individual or multiple proprietary
LIS, in addition to generic Defence LIS, may be
significant. It should also be noted that the use of
proprietary LIS goes counter to the Defence intention
to rationalise the range of current-use LIS and limit the
use of non-standard LIS in the future. The stated intent
by Defence for the new military integrated logistics
information system (MILIS), for example, is ‘to provide
a platform for a single system of standardised logistics
processes across Defence in order to provide end-to-
end visibility of the Defence supply chain and the removal
of the requirement for multiple logistics systems’.15
Hence, any proposal to use proprietary LIS in a global
fleet support arrangement should include scrutiny of
its capability to interface with the existing Defence
non-secure and secure communications and IT
systems, in particular MILIS. This scrutiny must elicit
any additional costs associated with the use of LIS,
including hardware, software, software licensing and
training. For deployable systems, the analysis should
aim to determine the estimated bandwidth requirement
and the potential for this to increase as and when
proprietary LIS hardware or software is updated.
Proprietary parts inventory codification systemIn certain global fleet support arrangements, some
OEMs favour the use of their own proprietary parts
inventory codification system. Problems associated
with such systems can compound with each additional
global support arrangement, particularly where each
OEM may insist that only ‘OEM genuine parts’ may
be used on ‘their’ system. The Defence inventory
could end up in the entirely unacceptable position
of being stocked with multiple ‘solely for the use of ’
brands of the same generic item, that may be codified
differently, located in separate storage locations and
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subject to a different inventory strategy. So the BCA
must include a full analysis of any proposal to use the
OEM’s proprietary parts inventory codification system.
The proposal must also include an assessment of the
system’s validity in accordance with extant Defence
policy and its legality under Australian law.
Deployability of supply systemsDefence cannot assume that a Middle East area of
operations (MEAO) support model is appropriate or
valid for all capability employment scenarios. The
MEAO model is appropriate where predominantly
US-based OEMs are available to service their major
customer and have established reasonable support
structures which the ADF can access. However,
in prosecuting Australia’s other ‘principal Defence
tasks’,16 the availability of OEM services cannot be
based on an assumed US military presence. The BCA
must include an analysis of the deployability of supply
systems in the context of all four ‘principal Defence
tasks’, including an assessment of Defence’s capacity
to act independently within any constraints imposed by
the global fleet support arrangement.
The BCA should also include an assessment of:
the potential cost of making the OEM available •
in the area of operations (AO) in the absence
of other global fleet support arrangement
customers,
an austerity threshold that defines the point •
beyond which the system may not be sufficiently
rugged to operate effectively,
a contractor hazard threshold that defines a point •
beyond which contractors or personnel employed
by the OEM cannot proceed due to unacceptable
physical risk,
a communications infrastructure threshold that •
defines a point beyond which the deployed
communications infrastructure cannot support
OEM communication and IT requirements, and
the capability unique logistics and support •
footprint required in an AO.
Addressing global fleet support concernsThe challenges faced by Defence are also being
faced by the US, UK and others. In the case of the
Joint Strike Fighter (JSF) project, technology transfer
and ‘operational sovereignty’ are serious issues in
the UK.17 Other potential partners are struggling with
similar concerns.18 Italy, for example, shares the UK’s
unease over potential loss of industrial, technological
and operational sovereignty and the legality of spares
ownership arrangements.19 It is understood, through
informal discussion with USAF and RAF logisticians,
that both the US Department of Defense and the UK
Ministry of Defence (MODUK) have stipulated that
all proprietary LIS must interface with their national
military LIS. Both are also understood to be insisting
they must maintain national inventory visibility and
accountability, and retain control over the training
liability for logistics and support personnel.
Faced with multiple national and global fleet support
arrangements, the British have developed the ‘Purple
Gate’ integrated distribution solution. It is based on
five principles: the control of materiel and equipment
entering the joint supply chain; centralised control
and consolidation of the flow of materiel; a common
standard consignment tracking method; agreed
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standards of physical and documentary consignment
preparation; and access to joint supply chain transport
and materiel-handling facilities to enable onward
movement to air and sea ports of embarkation.20
The impetus for ‘Purple Gate’ stemmed from
dissatisfaction as to the level of uncontrolled and
independent distribution activities in support of
individual platforms in the Middle East and was
developed as a method to reimpose supply chain
discipline. ‘Purple Gate’ thinking has already been
subject to Australian Defence scrutiny as a potentially
useful model21 and could be extended in an Australian
context to encompass the three mutually-dependent
networks—logistics control, logistics information and
logistics physical—described in the ‘Future Joint
Logistics Concept 2025’.22
The way forwardThis ‘triple network’ thinking is likely to be further
explored in the forthcoming ‘Future Joint Logistics
Concept 2030’ as a pathway to achieving the
‘synchronised and integrated, robust and flexible,
innovative and responsive’ Defence supply chain that
is at the heart of the vision for Defence logistics to
2030, which foresees a ‘robust, flexible and responsive
logistics system capable of providing future support
to operations in a global context’.23
Not unlike the MODUK supply chain, Australia’s
Defence supply chain comprises ‘traditional’ products
and services, sourced via bilateral or multilateral/
coalition agreements, OEM national or global fleet
support arrangements or local contracting within an
AO from third party providers or host nation support.
To return to the rope metaphor mentioned earlier,
there has to be a point at which the various fibres that
represent the individual supply chains are integrated
into the rope that is the Defence supply chain.
The further development of this model should be
strongly encouraged and supported across Defence,
with particular attention to developing sound
integration parameters that may then be applied as
Defence supply chain policy.
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ConclusionThis article has described the supply chain and
global supply chain constructs and has emphasised
the need for effective and integrated supply chain
management under global fleet support arrangements.
It is not proposed that Defence should avoid global
fleet support arrangements. However, any proposal to
provide capability support through such arrangements
must be critically assessed. Defence must also
exploit the work that has already been done overseas
in addressing some of the concerns regarding
global fleet support arrangements, acknowledge
the importance of current work being conducted in
Australia and encourage future work in this area.
NOTESJ.T. Mentzer et al, ‘Defining Supply Chain 1. Management’, Journal of Business Logistics, Vol. 22, No.2, 2001, p. 1.
ProductionPlanning.com website, Supply Chain 2. Management, at <http://www.productionplanning. com/supplychainmanagement.asp> accessed 11 February 2010.
R. Tomasini and L.N. Van Wassenhove, Humanitarian 3. Logistics, Basingstoke, UK: Palgrave Macmillan, 2009, pp. 4-6.
P.S. Bender, ‘Global Supply Chains’, in J.A. 4. Tompkins and D. Harmelink (eds.), The Supply Chain Handbook, Raleigh, North Carolina: Tompkins Press, 2004, p. 31.
M. Kotabe and M.J. Mol (eds.), Global Supply Chain 5. Management, Northampton, Massachusetts: Edward Elgar Publishing, Vol. 1, 2006, p. xii.
P. David and R. Stewart, International Logistics: the 6. management of international trade operations, (2nd Edition), Mason, Ohio: Thomson Learning, 2008, pp. 23-4.
David and Stewart, International Logistics, p. 21.7.
CDF Directive No. 6/2008—Chief of Defence Force 8. Directive to the Defence Strategic J4, Canberra: Australian Defence Headquarters, 9 January 2009.
CDF Directive No. 6/2010—Chief of Defence Force 9. Directive to the Defence Strategic J4, Canberra: Australian Defence Headquarters, 27 May 2010.H. Wong, D. Van Oudheusden and D. Cattrysse, ‘Cost Allocation in Spare Parts Inventory Pooling’, Logistics and Transportation Review, Vol. 43, No. 4, 2007, pp. 370-86.
F.J.P. Karsten, M. Slikker and G.J. Van Houtum, 10. Spare Parts Inventory Pooling Games, Eindhoven, The Netherlands: School of Industrial Engineering, Eindhoven University of Technology, 2009, pp. 1-2.G.B. Dagnino and G. Padula, ‘Co-opetition Strategy: a new kind of interfirm dynamics for value creation’, Stockholm, Sweden: conference paper presented at The European Academy of Management Annual Conference, 9-11 May 2002, p. 2.
C. Sheu, H.R. Yen and B. Chae, ‘Determinants 11. of supplier-retailer collaboration: evidence from an international study’, International Journal of Operations and Production Management, Vol. 26, No. 1, 2006, pp. 24-49.
M. Jackson, S. Williams and D. Brook, ‘A Culture of 12. Commitment’, Defence Management Journal, No. 40, February 2008, pp. 18-23.
I. Peek, ‘Defence Pioneers the Next Generation of 13. Integrated Logistics’, Defence Magazine, May/ June 2007.
Defending Australia in the Asia Pacific Century: Force 14. 2030, Canberra: Department of Defence White Paper, 2009, p. 13.
A. Wilson, ‘F35 Jet Raises Tensions With US Over 15. Technology Sharing’, UK Sunday Telegraph, 30 August 2009, Section B, p. 7.
J. Gertler, F-35 Joint Strike Fighter (JSF) Program: 16. Background and Issues for Congress, Washington DC: report for the United States Government Congressional Research Service, 2009, pp. 13-4.
M. Nones, G. Gasparini and A. Marrone, Europe and 17. the F-35 Joint Strike Fighter (JSF) Program, Rome, Italy: Istituto Affari Internazionali, 2009, pp. 12 and 76-7.
UK Ministry of Defence, ‘The Purple Gate’, UK Joint 18. Service Publication 886—The Defence Logistics Support Chain Manual, Vol. 3, Part 3, 2008.
F. Kresse, ‘Purple Gate—Operational Supply Chain 19. Integration’, Melbourne: unpublished Joint Logistics Command (Supply Chain Branch) discussion paper, 2008.
Future Joint Logistics Concept 2025, Canberra: Joint 20. Logistics Command, 2007, pp. 8-9.
Australian Defence Logistics Strategy 2010 – 2015, 21. Canberra: Joint Logistics Command, 2010, p. 1.
Future Joint Logistics Concept 2025, Canberra: 22.
Joint Logistics Command, 2007, pp. 8-9.
Australian Defence Logistics Strategy 2010 – 23.
2015, Canberra: Joint Logistics Command,
2010, p. 1.
Wing Commander Collie assumed command of JLC
Joint Logistics Unit (South) at RAAF Edinburgh in
January 2011.
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