THE LINKDefence Logistics Magazine
IN THIS ISSUE
Strategic Logistics Reform Program
ISSUE 5 July 2009
to train, fight and win
strengthening communication along the logistic chain
LOGISTICS
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THE LINKDEFENCE LOGISTICS MAGAZINE
Logistics underpins all the Australian Defence Force
achieves in operations at home and overseas. For
the first time, the decisions behind a Defence White
Paper have been informed by a well considered
Logistics Companion Review and I thank everyone
who contributed to its development.
The Defence White Paper 2009 signals the start of
long overdue and significant, deep and strategic
reform to every part of our organisation—reform
that will be driven by substantial new investment
into logistics in order to realise savings that will be
reinvested into current and future capability
The Strategic Reform Program is about improving
the way we work, making our processes more
efficient, our governance more effective and it’s
about building more robust costing methods
and more responsive systems. This is precisely
what we are aiming to achieve with the proposed
logistics developments.
This issue of The Link introduces some of the
proposed logistics reforms. Their implementation
will be the theme of the Australian Defence Logistics
Conference in July. Future issues will keep readers
informed of our progress.
Major General Grant Cavenagh,
Commander Joint Logistics
If you don’t like change, you’re going to like irrelevance even less.
General Eric Shinseki, Chief of Staff, U.S. Army
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The Link is published twice yearly by Headquarters Joint Logistics Command.
The Link: 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-technicallanguagethataddtothelogistics body of knowledge, and enhance the profession of logistics and the image of logisticians
• ToinformtheDefenceandwidercommunityofthestrategicroleandscopeof logistics in supporting operations and the raise, train, sustain functions of the Australian Defence Force
• ToreinforcetheharmonisationofallaspectsoflogisticsthatenabletheAustralian Defence Force to train, fight and win
• TohighlightadvancesandachievementsinDefencelogistics
Submissions for The Link are most welcome. Writers’ guidelines are on the Joint Logistics Command intranet site or can be requested from the editor.
The views expressed in The Link are the contributors and not necessarily those of Joint Logistics Command or the Department of Defence.
Headquarters Joint Logistics Command CP4-2-011 Campbell Park Offices Department of Defence Canberra ACT 2600 Tel: 02 6266 4538 Email: [email protected]
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LOGISTICS REFORM DELIvERING SAvINGS AND NEw CApAbILITIES 2
DEFENCE STRATEGIC LOGISTICS REFORM pROGRAM—A COORDINATED AppROACH 3
FuTuRE STORAGE AND DISTRIbuTION pROjECT —HELpING DELIvER LOGISTICS REFORM 5
TECHNOLOGy DRIvES buSINESS pROCESS IMpROvEMENTS 7
vIpA—TwO yEARS ON 10
ExpLOSIvE ORDNANCE LOGISTIC REFORM 13
REFORMING TECHNICAL REGuLATION OF ExpLOSIvE ORDNANCE 15
REFORMING THE MANAGEMENT OF DEFENCE INvENTORy 17
wHITE pApER LOGISTICS INFRASTRuCTuRE INITIATIvES 20
pARARI, AuSTRALIAN ExpLOSIvE ORDNANCE SyMpOSIuM 22
REbuILDING AIR FORCE LOGISTICS—THE LOGISTICS bRANCH AIR FORCE 23
LOGISTICS REFORM ACROSS ARMy 26
MuTuAL LOGISTICS SuppORT ARRANGEMENTS 29
QuEEN’S bIRTHDAy HONOuRS 32
DLC upDATE 33
CONTENTS
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Major General Grant Cavenagh Commander Joint Logistics
This is an exciting time for everyone involved
in Defence logistics.
In May this year, the Prime Minister released the
Defence White Paper: Defending Australia in the
Asia Pacific Century: Force 2030. The White Paper
explains how the government plans to strengthen
the foundations of Australia’s defence so that we are
ready to meet the challenges of an uncertain future.
Defenceplanningisinherentlylong-term
and complex. The White Paper projects the
government’s view of the future, the strategic risks
ahead and how the nation plans to respond.
Developing the White Paper has involved a
fundamentalre-examinationofcapabilityforfuture
Australian Defence Force commitments. The result
is a plan that outlines where government sees
us operating, and the level of preparedness and
sustainment expected.
For the first time the Defence White Paper was
supported by a series of comprehensive companion
reviews, which were prepared to provide valuable
input into the development process. The Logistic
Companion Review provided a significant platform
for a range of current initiatives. I must thank all
those across Defence who assisted with work
supporting the White Paper and the associated
projects that have helped us get to this point.
Through the Defence Strategic Reform Program,
government has committed to a wide ranging
program of Defence logistics reform including
operational support infrastructure to support two
new amphibious ships (entering service from
2014);modernisingofDefence’swarehousing
anddistributionsystem;introducingleadingedge
technology to improve the management of our
inventory;andstrengtheningmanagementof
explosive ordnance and fuel as strategic capabilities.
Collectively, this logistics reform program is the most
ambitious and comprehensive in modern history—
the largest investment in logistics since World War II.
The reforms will address many looming logistics
challenges—infrastructure, information and
communications technology, visibility of assets,
preparedness and accounts. An overall outcome
will be the strengthening of logistics business
processes with a consequent increase in efficiency
and effectiveness.
This is not a ‘blank cheque’ exercise however.
Delivering these reforms will come only from
realising savings and efficiencies in our current
logistics business—real savings, real change and
real efficiencies that will provide the dollars
needed for reinvesting in modern, progressive
streamlined logistics. A variety of savings have
been identified—some are derived from process
change while other savings will flow from the use
of modern technology and facilities—but there is
scope for all personnel involved in logistic support
to review their own actions and investigate the
possibility of further savings.
As professionals, we are looking at the
implementation of a very demanding logistics reform
agenda—demanding, but at the same time very
exciting. It promises to be a tremendous opportunity
for Defence logisticians as we work together to
implement logistics reform for Force 2030.
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DEFENCE STRATEGIC LOGISTICS REFORM pROGRAM— A COORDINATED AppROACH
Lieutenant Commander Ed Lawler, RAN Defence Strategic Logistics Review Program, Strategic Logistics Branch, Joint Logistics Command
The Australian Defence Force has been at a high
operational tempo for some time and, in all likelihood,
will continue to be so. Effective delivery of logistics
support is essential to operational success and
has been achieved, but in a more costly fashion
in comparison to contemporary industry practice.
Accordingly, there are significant opportunities for
deep reform to improve logistics affordability through
the adoption of better business processes, optimal
use of technology and introduction of modern
purpose-builtfacilitiestoprovidethenecessary
efficiencies and productivity gains.
All major elements of this broad logistics reform
agenda being pursued by Defence are incorporated
into the Defence Strategic Logistics Reform
Program. This ensures a coordinated approach to
Defence logistics reform and remediation activities.
It covers logistics systems that extend from front line
soldiers, sailors and airmen on operations globally to
logistics bases and personnel in Australia.
The Defence Strategic Logistics Reform Program
elements have been formulated against the
backdrop of the emerging trends in commercial
logistics and assessment as to how these trends
might impact Defence logistics. This has provided
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today to meet future requirements. The Defence
Strategic Logistics Reform Program includes all
elements of the Logistics Companion Review
supporting the 2009 Defence White Paper, the
results of the 2008 Defence Budget Audit and agreed
remediation activities. Defence Strategic Logistics
Reform is coordinated as part of the Defence
Strategic Reform Program approved by government.
The Defence Strategic Logistics Reform Program
focuses on the most compelling areas in need
of close attention, through deep reform, and
identified where investment is essential to maximise
productivity gains and provide improved logistics
support to Defence.
The program is being progressed under six streams.
All reform and remediation activities have been
grouped under these streams. These are:
LOG1 Consolidation and rationalisation of
Defence’s existing wholesale storage
and distribution.
LOG 2 Delivery of significant business
improvements through the remediation of
high priority logistics information shortfalls.
LOG 3 Improvement of materiel logistics
sustainment and preparedness.
LOG 4 Delivery of adequate explosive ordnance
importation, wholesale and retail storage
facilities and a supporting distribution
network, to provide an effective and
efficient Explosive Ordnance capability.
LOG 5 Improvement of the strategic
management of fuel.
LOG 6 Reform the management of
Defence Inventory.
We already have significant reform activities
underway. We have a range of logistics assurance
activitiesinprogress;wearere-engineeringour
base services logistics contracts and have a
future storage and distribution project established.
Defence has the Joint Electronic Fuel Information
Management System and the Electronic Supply
Chain Manual in contract. We are progressing
the Defence Materiel Entitlement System. We
have invested in three years of research and
development by DSTO to deliver an operational
logistics planning tool that is now ready to be
‘operationalised’. This will provide Joint Operations
Command and the Services capacity to model and
then deliver the most cost effective logistics solution
to support operations.
The collective program of logistics reform,
together with the work already underway such
as implementation of the Weapons, Munitions
and Explosives audit, Mulwala remediation and
continuance of the logistics assurance and
governance activities, national and international
engagement, will be lead by Commander Joint
Logistics, and orchestrated by Director General
Strategic Logistics, under the umbrella of the
Defence Strategic Logistics Reform Program.
Further information can be found at the DSLRP
website located in the Joint Logistics Command
website. Your questions can be forwarded to
DSLRP [email protected] and they will be
answered promptly.
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FuTuRE STORAGE AND DISTRIbuTION pROjECT—HELpING DELIvER LOGISTICS REFORM
Lieutenant Colonel David Hooper Supply Chain Branch, Joint Logistics Command
After16yearsabsencefromourlogistics
environment, my reaction was evident for all to
see on first viewing a Defence warehouse and its
operation.Thewell-wornphrase‘somethingsnever
change’ stayed with me as I commenced work on
the Future Storage and Distribution project in early
2008 as one of the broad reforms proposed for the
new Defence White Paper.
The opportunity to be involved in a project to
reshape Defence’s base logistics landscape over
the next 20 years was compelling. Further, the
synergy of vision among the Defence and industry
professionals that created, guided and delivered the
various submissions to achieve White Paper status
was overwhelmingly unified. From the highest level
of Defence down it was acknowledged—the time for
change, investment and modernisation has arrived.
The May 2009 release of the White Paper with
Government’s endorsement of Defence’s Future
Storage and Distribution Strategy was vindication
of the vision and also marks a major milestone
in the professional lives of Defence logisticians.
The opportunity to move Defence warehousing
and distribution to a new paradigm of modern,
purpose-builtfacilities,operatingonleading-
practice technology and underpinned by genuine
performance-basedcontractingishereforusto
seize and implement.
Joint Logistics Command’s storage and distribution
network is a cornerstone in Defence’s logistics
solution, and of prime importance for national
security. It houses much of the materiel needed
to support current and future operations, as well
material to support Australian Defence Force
raise, train and sustain activities. The storage
and distribution infrastructure must align with the
national distribution grid, including rail, road, air and
port access with an infrastructure that supports the
ADF’s ability to provide efficient surge for operations
and mounting base activities.
Few would dispute that Defence’s current logistics
footprint is widely dispersed, costly and inefficient,
falling short of contemporary commercial practice.
Facilities are dated, with World War II vintage
warehouses in many locations which have suffered
from a lack of investment over a considerable period.
There are currently 24 major sites around Australia
supporting the Defence storage and distribution
network.The24siteshave201warehouseswith
583,285 square metres of warehousing storing
over101millionitemswithavalueofover$5billion.
In 2008, there were nearly 500,000 consignments
moved within the network. The network is large
and complex and presents significant opportunities
for efficiencies.
Throughout 2008, various aspects of Defence’s
logistics network were reviewed in a number of
studies including the Defence Budget Audit. All
the studies concluded that there was significant
opportunity to rationalise the storage network and
win significant savings through investment in new
facilities and the introduction of new business
processes utilising optimised technology.
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by Joint Logistics Command, was required to:
a) ensurethatthesupplychaininfrastructure
supported the Concept of Operations for
ADFcapabilities;
b) leverage‘BetterPractice’commercial
standards;and
c) providesupportinasustainable,effective
and efficient manner that would optimise the
storage and distribution footprint of the ADF.
The proposed JLC strategy to reduce the logistics
footprint from 24 ‘wholesale’ sites across Australia
to seven was confirmed as both operationally and
commercially feasible with the site locations being
Darwin, Townsville, Amberley, Bandiana, Edinburgh,
Perth and Moorebank. A minimum footprint will
need to be retained at a further seven sites (Hobart,
Puckapunyal, Oakey, Williamtown, Richmond,
NowraandWallangarra)tomeetcustomer
operational requirements.
This improved model also incorporates better
practices such as bar coding and storage
management and planning enabled by an integrated
commercial Warehouse Management System
(WMS).(Althoughstandardcommercialpractice,
DefencedoesnothaveaWMS.)Themodelis
capable of accommodating alternative stocking
strategies for relevant segments of the inventory
such as vendor managed inventory. Unutilised
space will be reduced to a maximum of five per cent
above required capacity. The improved model also
allows for strategies to handle slow moving stock
more efficiently and effectively.
The new model requires a significant capital
investmentofapproximately$482milliontoenact
the site rationalisation plan. This could be achieved
through either traditional Defence build and operate
solution, or through one of a number of Public
PrivatePartnership(PPP)models,includingaPPP
arrangement for the building, maintenance and
operation of the facilities whilst delivering Defence’s
storage and distribution requirements. In all, five
procurement options have been considered and
further work is being undertaken to determine which
option provides the best value for money.
Underpinning these improvements is the need
for a revised contracting approach to govern the
contractor’s service delivery within the base logistics
environment.Whilethecurrent(revised)contract
reflects initial steps towards Performance Based
Contracting, the next contract, envisaged as part
of Defence’s future strategy, will represent ‘best
practice’performance-basedcontracting.The
deliveryandexecutionofanewperformance-based
contract will ensure Defence is well positioned to
reapthebenefits(andsavings)envisagedforthe
new environment.
In conclusion, Defence’s Future Storage and
Distribution Strategy will address today’s outdated
WWII storage infrastructure, outdated technology
and high operating costs by comparison with
benchmarked relevant commercial practice. It
willmoveDefencetoamodern,leading-practice
system-drivensupplychainnetwork,managed
through measurable and industry recognized KPIs
and standards. As such, it will be capable of cost
effectively discharging service delivery obligations
to meet existing and future ADF operational
requirements projected for the next 20 years to 2030.
The observation that ‘some things don’t change’
can no longer be justified when it comes to
discussing Defence Logistics.
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TECHNOLOGy DRIvES buSINESS pROCESS IMpROvEMENTS
Selby Dyer, Director Logistics Information Systems Management, Joint Logistics Command
The Defence White Paper has identified a number of
technology-basedinitiativestoimprovehowwedo
business and how we manage our inventory. Known
asAutomatedIdentificationTechnology(AIT),
these initiatives will help Defence modernise and
introduce industry best practice to its warehouses
and retail centres. AIT will bring major efficiency and
productivity gains to how we procure, store, record
and distribute our inventory.
What is Automated Identification Technology?
AIT refers to a family of technologies and devices
that store, capture, aggregate, and transfer data
to information systems.
These include an ever increasing range of software
and hardware components within three discrete,
butinter-relatedtechnologies:
1. AIT data storage media/labels-barcodes,
radiofrequencyidentification(RFID),card
technologies(magnetic,opticalandsmart),
and global positioning systems.
Linear Barcode Two-dimensional Barcode
Passive RFID Tag Active RFID Tag
2. Input devices or terminals, and associated
AIT specific software-usedtocollect,filter
and aggregate the data stored on the AIT storage
media and pass that data to Defence LIS.
Handheld Reader for Barcodes or Passive RFID tags
Door/Gateway Reader for Active and Passive RFID tags
Omni-Directional Reader for Active RFID tags
3. Data transmission systems -usedto
transfer data into and out of Defence Logistics
Information Systems (including RFID, wireless
networks, the Defence Restricted Network and
theDefenceSecretNetwork).
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AIT reduces administrative and logistics costs
by automating routine, repetitive tasks, thereby
increasingdataaccuracy(eliminatingerrors),
speeding the collection and transmission of data,
and making the entire data entry and collation
process far more efficient. AIT can also provide
newcapabilities,suchasa24-hourdatacapture
capability for tracking equipment and consignments,
because manual tracking is cost prohibitive.
In the logistics domain AIT is essential to achieve
end-to-endvisibilityofthesupplychain.Thisinturn
will provide trust and confidence in the logistics
system for both the war fighters and business
managers at all levels.
The alternative is this:
How Will Defence Implement AIT?
The2006DefenceAITStrategy(DAITS)outlinesthe
current state of AIT enabled Logistics Information
System(LIS),thefuturestateofAITenabledLIS
and implementation issues that Defence is likely
to encounter on the way. The Strategy led to the
development of three critical enabling documents
that, in essence, answered the ‘what’, ‘why’, and
‘how’ questions about AIT:
1. AIT Standards – detailing the media and
hardware standards to be adopted by Defence,
with an emphasis on using international
or commercial standards where possible,
NATO standards as the next preference, and
Australian local or military standards where no
alternativeexists;
2. AIT Schema – providing asset and inventory
managers with a guide to assist in determining
the most appropriate AIT for their particular area
ofresponsibility;and
3. AIT Roadmap – providing the overarching
guidance on the initiatives required to apply AIT
to the Defence logistics system. This document
covered existing AIT initiatives and sought to
identify the additional initiatives required to fill
capability gaps in the supply chain.
All of these documents were used to develop the
Joint Logistics Command input into the Logistics
Companion Review to the Defence White Paper.
The initiatives put forward now form an integral
part of the Defence Strategic Logistics Reform
Program, which aims to increase the efficiency and
effectiveness of the provision of logistics support to
the warfighter.
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AIT Initiatives
Small Arms and Associated Items. It is planned
to use AIT to automate processes for the issue,
receipt, and stocktake of small arms and associated
items at the unit level. This will initially be trialled
on a range of small arms, weapon attachments,
and complete equipment schedules held by Unit
Armouries in the Puckapunyal Military Area.
RFID for Parachutes. This will provide a solution
for automated identification and tracking of
parachutesandwillbetrialledinitiallyat176Air
Dispatch Squadron in Richmond.
Ground Support Equipment (GSE) Tracking.
Active RFID tags will be used to monitor the location
of GSE on airfields. This will initially be trialled at
RAAF Base Williamtown.
RFID for Containerised Stores.
An RFID capability will be introduced to manage
containerised contingency stock to reduce, and
ultimately remove, the requirement to destuff or
open containers for stocktaking purposes. This will
initially be trialled on contingency stores and inactive
items of stock.
Dimensional and Weight Data – This project
will capture and record dimensional and weight
measurements for Defence inventory. Not an AIT
initiative as such, but a critical enabling activity for
the Warehouse Management System which will
improve how we handle and manage our stock.
Inventory Barcoding – It is planned to identify and
label all suitable items within the Defence inventory
down to unit level. Barcoding will be extended
across the inventory as an enabler to the use of
Automated Data Collection devices.
Automated Data Collection to Units – The
project will provide the mobile hardware and
supporting infrastructure required to read and write
AIT media down to unit level. This will increase data
accuracy, and bring efficiencies in stocktaking and
inventory handling.
Asset Management System – The system will
provide the hardware and software required to
receive and manage AIT data.
The four AIT documents referred to in this article
are available on the JLC website at: http://intranet.
defence.gov.au/jlc/sites/SLB/comweb.asp?page=3
3789&Title=Implementation.
Alternatively, the documents can be navigated to as
follows: VCDF Group > JLC > SLB > DLISM > DLIS
> Implementation Program / Automatic Identification
Technology Capability Management Office.
Gateway Reader for Active and Passive RFID Tags.
Handheld Reader and Active RFIS Tag.
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Commander Grahame Falls, RAN Deputy Director Strategic Logistic Developments, Strategic Logistics Branch, Joint Logistics Command
COTS / MOTS solutions
There were commercially available logistics planning
tools assessed by the key users prior to embarking
onthisdevelopmentalproject;however,nonewere
considered suitable for the ADF’s requirements.
Invariably, these tools required a significant number
of trained personnel to operate and would require
substantial software tailoring.
In contrast to other ADF capability procurement
activities, the VIPA project has been extremely
agile to meet the customer requirements whilst
delivering the capability on time and at very good
value for money.
What is VIPA and what does it do
The key requirement for VIPA was to deliver a
system which permits the rapid capacity for
planners to:
• calculatedeployment/re-deploymentanddaily
sustainmentrequirementsforagivenforce;
• calculatetheOperationalViabilityPeriod;
• determinethefeasibilityofdeploymentand
sustainment for a planned logistics distribution
network;and
• conductbroadlogisticcourseofactionanalysis
including comparing relative efficiencies
and effectiveness of alternate distribution
arrangements.
VIPA has three key modules to build an Order
ofBattle(ORBAT);definemissionprofiles;and
logistically characterise activities, designate
movement nodes, modes and assets to determine
sustainment requirements.
Mature VIPA
Sincethedeliveryoftheprototypein2007,VIPA
development continued through a DSTO lead,
user-centred,rapidprototypingprocesswith
support from the ADF logistics community and
sponsorshipfromStrategicLogisticsBranch(SLB).
VIPA Early days
TheVitalPlanningandAnalysis(VIPA)toolhasbeen
under progressive development since late 2006 in
order to provide logistic planners at the strategic,
operational and high tactical levels with a robust
tool suite to assist in immediate and deliberate
logistics planning. The project was a collaborative
undertaking between the Defence Science and
TechnologyOrganisation(DSTO)andtheJoint
LogisticCommand(JLC)usingJointLogisticsMinor
Capital funding.
The primary driver behind VIPA development was
the need to improve planning accuracy and reduce
the decision support times by automating the
‘number crunching’ to calculate daily sustainment,
deployment and redeployment volumetrics. It was
also required to compare and optimise distribution
plans and calculate strategic lift requirements using
smart algorithms.
VIPA was subject to a bespoke development
processes resulting in the rapid delivery of version
1.0prototypetoHeadquartersJointOperations
Command(HQJOC)SupportBranchforuser
acceptancetestinginDecember2007.Following
positive feedback from senior logistic planners, the
CommanderJointLogistics(CJLOG)directed
that VIPA development continue apace and be
migrated to a mature systems environment at
the earliest opportunity.
vIpA—TwO yEARS ON
“VIPA promises to propel logistic planning and decision makingintothe21stcentury”
Brigadier David Saul, Director General
Strategic Logistics, March 2009
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This relationship with the logistics user community
has shaped VIPA to meet the ADF’s needs, policies
procedures and data requirements.
VIPAversion1.1wassubsequentlydeliveredover
the period July 2008 to March 2009 to five ADF
sites(HQJOCSupportBranch,JMOVGP,HQ1Div,
17CSSBdeandSLB).
Feedback from joint logistics planners has confirmed
that VIPA will not only deliver against its original
capability requirements but also exceed expectations.
VIPA can greatly assist the logistics planner to
answer the Commander’s short notice questions on
feasibility analysis for possible contingencies, or the
‘what if’ questions. Many of these questions can be
answered within one hour with higher accuracy and
confidence than at present. The logistics planner
can also highlight to the Commander
the various risks and options within a proposed
course of action.
VIPA Future Developments
The success of VIPA and its positive feedback from
the logistics planning community has lead to further
development requirements.
VIPA version 2.0 is currently planned to develop the
ORBAT Editor, Mission Profiler, Distribution Planner,
Aide Memoire Data Service, Supply and Demand
Modelling, Problems Panel, Load Calculations,
Medical Calculations, Risk Analysis Tool, Explosive
Ordnance Calculations, and the VIPA Workbench.
These development priorities were established
following stakeholder engagement and refinement
by HQJOC as the primary user.
VIPAversion1.1hasalsobeenincludedasakey
element of in JP2030 Phase 8 Joint Command
SupportEnvironment(JCSE).Thiswill:
• integrateVIPAintotheJointPlanningSuite;
• allowtheconductoflogisticplanningTraining
Needs Analysis and deliver a comprehensive
Trainingpackage;
• roll-outVIPAontheDefenceRestricted
Network(DRN)andDefenceSecretNetwork
(DSN)tothebroaderlogisticplanning
communityfromearly2010;
• providethrough-lifesustainment;and
• managefutureVIPAdevelopments.
Future VIPA versions should include planning at
a greater degree of fidelity necessary for lower
operational and higher tactical level planners.
Force Structure Force StructureSustainment
Mission Profile
Get Aide Memoire Data Calculate Sustainment
ORBAT Editor
Mission Profiler
DistributionPlanner
Scheduling and Planning Algorithm
Optimised inventory holdings by location supports a more effective/efficient maint System
Servicing ReviewMEPMMIPMPIT
Train LEAN PractionersLEAN Army Wksp
Review of Preventative
Maint
Review of Non-Tech Inspections
DMO Modelling Army Internal Review
DefineForce
DefineActions
DefineDistribution
Network
AnalyseResults
DefineOVP
Aide MemoireDatabase
SustainmentEngine
Effective support to Air Force outputs
Air Force Logistics Effect
Director of Supply CapabilityGPCAPT Sue McGready
Director of Technical CapabilityGPCAPT Peter Yates
Inventory Management
Land Materiel Maintenance
Interrelationship Between Materiel Maintenance and Inventory Management
LEAN Principles
VIPA Services
EO SAFETY SYSTEM
Lead TRA (Technical Integrity)
Technical Regulator EO Storage and Transport (DOS)
EO LIFE CYCLE
Platform Integration Disposal
Environmental TRAs
LAND
AIR
MARITIME
VIPA PROCESS FLOW
LOGISTICS BRANCH - AIR FORCEDrive improved Governance and Strategic Management of Air Force Logistics Capabilities
ARMY STRATEGIC REFORM PROGRAM IMPLEMENTATION
- Efficient - Effective
support concepts
Workforce sponsorship
Supply compliance
Customer/Supplier Agreements
- MSAs - CSAs
Supply chain development
DGLOG-AF
AIRCDRE Ian Smith
Long-Term Remediation of Land Materiel Maintenance & Culture of Army Maint pers
Immediate return: Increased productivity Reduced resource usage
Optimising holding and establishing appropriate size for each line item
Reducing holdings and returning equipment to stock or pools
All Army Wksp
Tank B/Hawk R2 All Fleets
Gen Stores Inventory
Repairable Inventory
Obsolete/obsolescent
AFVSPO ENGSPO
Cbt ClothingTranche One
BOP Tranche Two
ConsumablesTranche Three
RTS OPS
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d L
ogis
tics
Pol
icy
and
Pro
ced
ures
DEFENCE ASSETS
Compliance and Assurance Measurement Improvement
Base Accountabilities
Reducing the Cost of Ownership – Materiel Management
DEFENCE CAPABILITY
“With the requisite data, VIPA can reduce the logistics planning effort from three weekstothreedays”
Group Captain Hayden Marshall,
Director Logistics Plans, HQJOC February 2009
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Module developments may include a maintenance
calculator, movements planner, cost reports and
functionalityforcollaborativeplanningandreal-time
interfaces with other Defence information systems
or other external information services.
At the end of the day it’s all about the Data
Logistics planning tools are totally dependent on
a critical mass of data to support planning. Whilst
the population of VIPA’s Aide Memoire Data Service
(AMDS)coversmostcommonelementstosupport
trials and user testing, it remains incomplete
in range and depth for present day operations
planning. Data requirements include information
about organisational units, facilities, equipment,
people types, supply items and containers.
To improve the availability of accurate and verifiable
data for current and future ADF constructs, the
Defence Logistics Planning Data Management
Framework(DLPDMF)hasbeenestablishedto
ensure data is better managed.
SLB is leading the implementation and management
of the DLPDMF, including establishment of business
rules for data identification, validation, management
and review by July 2009. JP2030 Phase 8 JCSE
will provide support to implement the DLPDMF
business rules with data collection and population
of the AMDS from July 2009.
Conclusion
The VIPA project has progressed a long way in
the last two years, with the delivery of a very
successful and mature system to efficiently and
effectively conduct logistic planning at the strategic
and operational levels. However, more work is
required to enhance it capabilities through VIPA
version 2.0, and to populate and validate the
critical data repository.
Further information
Detailed information about VIPA can be found on the
Logistics Wiki: http://logwiki.dsto.defence.gov.au/
display/LOGPEDIA/VIPA+Logistics+Planning+Tools
CMDR Grahame Falls, RAN
Deputy Director Strategic Logistic Developments
Strategic Logistics Branch
Joint Logistics Command
Phone: 02 6266 5484
Email: [email protected]
Dr Don Gossink
Head Planning and Logistics Discipline, C3I Division,
DefenceScience&TechnologyOrganisation
Phone: 0882596881
Email: [email protected]
Operational Logistics Planning using VIPA
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ExpLOSIvE ORDNANCE LOGISTIC REFORM
Mr Gordon Hooker Directorate of Explosive Ordnance Services
Mr David Morgan Directorate of Ordnance Safety, Explosive Ordnance Branch, Joint Logistics Command
The 2009 Defence White Paper identified that
‘the mounting of Defence operations relies upon
significant infrastructure support’ and that ‘a robust,
flexible and responsive logistics system is at the
heart of the ADF’s capability.’ The Strategic Reform
Program flowing from the White Paper outlines the
keyExplosiveOrdnance(EO)logisticelementsof
retail storage, wholesale storage and importation
to be remediated under wider Defence reform.
The Strategic Explosive Ordnance Infrastructure
Review(SEOIR),initiatedin2006-07toexamine
the infrastructure associated with the EO supply
chain, identified that much of the current EO logistic
infrastructure was not only beyond economical
sustainability—some facilities such as the EO Depot
atJenningsNSWwerebuiltintheearly1940s—but
also that some facilities do not align with wider
Defence preparedness enablers or were not built
onDefenceestatecapableoflong-termoperational
viability or capability evolution.
The proposed EO logistic reform is embedded
within the Defence Strategic Logistics Reform
Program(DSLRP)and,asanelementofthewider
2009WhitePaperStrategicReformProgram(SRP),
captures the three key EO logistic components
of(sea)importation,wholesalestorageandretail
storage that need to be addressed.
The proposed EO logistic reform will realise:
• AdedicatedEOlogisticsea-importation
facility that is collocated with an EO wholesale
storagefacility;
• redevelopmentofexistingwholesalestorage
facilities and the development of a new
wholesale ‘technology enhanced’ facility in
SouthAustralia;
Old Blending Tower, Mulwala Earth Covered Bunker (ECB)
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• therealignmentandredevelopmentoftheEO
retail supply chain towards EO ‘usage’ venues
(suchastrainingareasandranges)rather
than ‘home’ bases and barracks, through the
introductionofatwo-tieredretailstructure;
• thedevelopmentofaspecialisedEOlogistic
disposalfacilityatWoomera;
• thedisposalofEOlogisticestatedetermined
as no longer viable or sustainable within the
newEOLogisticSupplyChainmodel;and
• thepotentialforfuturerealignmentof
other specialised EO elements, such as
guided weapon maintenance, and some
proof and experimental activities with the
new wholesale facility.
Prior to the 2009 White Paper, the intent was to
deliver the SEOIR solutions through an initiative
entitled Project JERICHO. Since the release of the
White Paper and the establishment of the SRP,
Project JERICHO has been redefined to act as the
JLC Project Office for the oversight and reporting
of the DSLRP EO logistic infrastructure reform
deliverables. The proposed EO logistic solutions have
been agreed and these components are now being
developed into detailed implementation plans within
the DSLRP. This will lead to a reinvigorated and viable
EO logistic capability for many years to come.
However, it is not just reform to EO storage
and distribution facilities that is taking place—
enhancements to EO manufacturing and
maintenance infrastructure are also planned.
Defence Materiel Organisation is pursuing the
Mulwala Redevelopment Project, which is intended
to upgrade the propellant manufacturing capability
of the Mulwala Explosives Factory. The upgrade
involves establishment of a new propellant plant
(termedtheModernisedMulwalaFacility(MMF)),
establishment of a new ballistic test range,
development of several new solid gun propellants,
qualification of those propellants in accordance
with international standards, and certification of the
ammunition containing those propellants.
‘Qualification’ is the assessment of the energetic
material by the ‘National Authority’ that determine
whether the material possesses properties which
make it safe and suitable for use in its intended
role.TheDirectorOrdnanceSafety(DOS),asthe
National Authority for Australia for the Qualification
of Explosives, will assess the outcomes of the
explosives characterisation testing performed upon
new propellants produced at the MMF, primarily
in terms of how easily a propellant will detonate or
explode(sensitivity)andhowstablethechemical
propertiesofthepropellantare(chemicalstability).
DOS will be closely supported by Defence Science
and Technology Organisation energetic materials’
scientific personnel in assessing the ‘Qualification’
test reports.
In conjunction with the release of the Defence White
Paper, the Minister for Defence announced that in
the next four years the government would invest
$90mtoconstructanewGuidedWeaponsfacility
in Western Australia. The facility will augment the
current missile maintenance facilities situated in New
South Wales. Both facilities will ensure the high level
availability of reliable guided weapons to meet the
needs of the Australian Defence Force by improving
maintenanceturn-aroundtimes.Followinganinitial
scoping study, construction of the Guided Weapons
facility is expected to take around three years.
All of the above initiatives will provide quality
support to Defence capability and preparedness
requirements, along with assurance to the Australian
community that Defence EO logistic support to our
nation will be assured for the next 20 years at least.
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REFORMING TECHNICAL REGuLATION OF ExpLOSIvE ORDNANCE
Mr Arthur Ringer Directorate of Ordnance Safety, Explosive Ordnance Branch, Joint Logistics Command
Handling explosive ordnance (EO) is inherently
dangerous and technical regulation is designed
so that every effort is made to ensure that
explosive ordnance functions as it is supposed
to—exploding when and where intended. This
article explains the recent history of how technical
regulation of explosive ordnance in Defence
has evolved, and continues to evolve, and how
lessons learned from bitter experience are used
to further improve safety.
On the 5th of September 1975, two armament
workers at the RAN Armament Depot, Newington
in Sydney were killed when an arming device
for a torpedo functioned as designed and
exploded. The changes that flowed swiftly from
this tragedy saw improvements in documented
procedures; quality management systems for
organisations involved in the design, manufacture
or maintenance of explosive ordnance;
and organisational reform. The Australian
Ordnance Council was established to provide
an independent assessment of the safety and
suitability for service of explosive ordnance being
procured for use by the ADF.
The need for further reform was identified during
Gulf War 1 where a hazard, previously dormant,
was revealed as soldiers gained firsthand combat
experience—the unauthorised field modification
of explosive ordnance and weapons. Following
an incident involving grenades in January 1993,
a board of inquiry found that the cause of the
incident was the unauthorised modification of
safety pins; in other words, the configuration was
changed without test, trial or review.
At the time of that incident, the safety assessment
of explosive ordnance was conducted in
accordance with NATO agreed processes known
worldwide as ‘Safety & Suitability for Service’ or
S3 for short.
In 1994, Defence Operations Manual—Safety
Principles for the Handling of Explosive Ordnance,
OPSMAN 3, was published. This provided the
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ordnance. This was a watershed document
providing the Defence-wide requirements for
handling explosive ordnance. Several years later
these became known as technical regulation.
In July 1998, a soldier was involved in an
incident during a live fire and movement exercise
in Malaysia. The subsequent investigation
established that the cause of the accident was that
three grenades stored in a pouch attached to the
webbing were able to move about such that the
pin of one fell out and the grenade initiated. The
pouches used were not designed for the grenades
and hence did not adequately secure them. In this
case, the configuration, role and environment were
all changed from what was approved as a safe
weapon. The Vice Chief of Defence Force (VCDF)
at the time reaffirmed the importance of the safety
and suitability for service process.
Other events in the early 2000s led to each
Service taking steps to manage the technical
integrity of the materiel in ADF service that was
under its control. Explosive ordnance; however,
lay over inter-service boundaries and for
convenience all three Services agreed that the
storage and transport of all Defence EO should
be regulated by a joint organisation. In September
2007, Chief of Defence Force (CDF) directed
extensive reforms to the management of explosive
ordnance leading to changes which streamlined
the technical regulation of explosive ordnance.
Following a review into the Management of EO
in Defence during 2007, CDF issued Directive
4/2008 which appointed VCDF, through
Commander Joint Logistics (CJLOG), as the
single point of accountability to assure the
efficient and effective management of the EO
domain. CJLOG appointed the Director Ordnance
Safety as the technical regulator for the storage
and transport of all Defence explosive ordnance
and the single service Technical Regulatory
Authorities have appointed the Director General
Technical Airworthiness as the lead Technical
Regulatory Authority for the technical integrity
of explosive ordnance used by the ADF.
Working together, the Director General Technical
Airworthiness and the Director Ordnance Safety
have been striving to reform the technical
regulation of explosive ordnance and are currently
developing and implementing the EO Safety
System diagrammatically shown below.
In all that Defence does, it has an obligation to the
government, society and our own people to keep
the EO secure and to maintain high standards of
safety. Sadly, history has shown that incidents do
happen. Technical Regulation is constantly being
adapted and improved, and will continue to be
used to identify, analyse, assess, treat, monitor
and communicate risk in the areas of safety,
performance and environmental compliance.
Through diligent regulation and monitoring
Defence will continue working to minimise the
number and severity of EO-related incidents.
EO SAFETY SYSTEM
Lead TRA (Technical Integrity)
Technical Regulator EO Storage and Transport (DOS)
EO LIFE CYCLE
Platform Integration Disposal
Environmental TRAs
LAND
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REFORMING THE MANAGEMENT OF DEFENCE INvENTORyAir Commodore Peter Brennan Director General Logistics Assurance, Joint Logistics Command
What is governance? Governance is the process by which an organisation is led, managed and held to account. Governance encompasses organisational culture, values, accountability and stewardship and review mechanisms to provide confidence in performance and conformance. But why does Defence need a logistics governance capability? Read on.
Governance and Defence assets
The 2007-08 Defence Financial Statements
reported Defence assets totalling $56.9
billion with approximately $28 billion being in
Specialist Military Equipment (SME), Repairable
Items (RI), General Stores Inventory (GSI),
Explosive Ordnance (EO) and Fuel. However,
between Financial Year 2000-01 and 2007-08,
the Australian National Audit Office (ANAO)
maintained a qualification over inventory balances
against the Defence accounts.
In 2005 Logistics Assurance Branch (LAB) was
formed in what is now Joint Logistics Command
and, in conjunction with Defence Materiel
Organisation staff and a Chief Finance Officer led
‘tiger team’, undertook a targeted remediation
program to correct inventory balances. In FY
2005-06 the team reduced uncertainty across
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the Repairable Items (RI) balance by $1 billion,
removed the qualification over EO balances and
maintained clean balances for fuel. In FY 2006-
07, the team removed the qualification over RI
balances, established control over GSI quantities
and maintained clean balances for both EO and
fuel. Finally, in FY 2007-08 the team removed the
qualification over GSI balances and maintained
clean balances for RI, EO and fuel. These
results were achieved only with the considerable
assistance and efforts of the Groups/Services
supporting the targeted programs.
Logistics Governance Framework
The Inventory Assurance Strategy (the Strategy)
implemented in FY 2008-09 was to transition
to a ‘business as usual’ approach whereby the
assurance controls, procedures and processes
put in place over the three preceding years would
become part of our normal day-to-day business
without the need for a targeted tiger team
outcome. The Strategy is a comprehensive and
robust approach that will enable the gathering of
sufficient evidence to support the preparation of
‘true and fair’ Defence Financial Statements. The
Strategy comprises four layers encompassing
Business Process Management, Controls,
Stocktaking and Inventory Price Reform.
Logistics Reform
The Logistics Reform Program acknowledges the
responsibilities of Commander Joint Logistics
as the Strategic J4 and recognises the role
of Logistics Assurance Branch in providing
logistics compliance and assurance, performance
measurement, reporting and improvement of
Defence logistics processes and systems in
order to assure the effective and efficient use of
logistics resources. The Branch operates through
four Directorates accountable for coordinating
logistics compliance and assurance activity
across all Defence groups and Services, providing
logistics performance measurement and reporting
to Defence senior leadership, improving logistics
processes, championing reform to reduce the cost
of ownership to Defence, and ensuring Defence-
wide radiation safety and assurance.
Assurance is provided through a standard
business four-tiered structure whereby risks are
reviewed for management, functioning of controls
and operations are monitored, and results are
measured by those separate from day-to-day
activities at different levels. Across Defence,
this function is to be carried out by a team of
130 personnel (inclusive of LAB staff). In addition
to establishing an Inventory Assurance Program
and seeking to embed an enduring logistics
governance capability, LAB has established an
evolving radiation governance framework, is
coordinating an accelerated disposals program,
is focused upon remediating outstanding
inventory related ANAO Closing Audit findings,
has logistics and stocktaking policy drafted, and
is evolving supporting IT systems to both manage
and interrogate governance related data.
Evolution
The governance model used in logistics
assurance is detailed at Figure 1. The five key
activities of the Logistics Governance Framework
that establish a management assurance position
on inventory are Business Process Management,
IT Controls, Stocktaking, Inventory Price
Assurance and Reporting. Progress in each
of these areas has been an on-going journey
since 2005; audit findings are being addressed
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and reduced and data remediation activity
continues. Over that same time Defence has
transitioned from having no overall Defence 3rd
Party assurance teams to the use of an outside
contractor and finally to establishing and training
its own internal assurance teams.
IT controls were first introduced in 2005 using the
internationally recognised Sarbanes-Oxley variant
from the IT Governance Institute and continues
to evolve as test results emerge. Stocktaking in
Defence is built around a one (EO and Specialist
Military Equipment), two (Repairable Items, Plant
and Equipment, Heritage Assets and inventories)
and three (land, buildings and infrastructure)
year program cycle. Results to date continue to
be encouraging, with financial adjustments as a
percentage of our total asset base decreasing
over the last three years.
Pricing data continues to be addressed as
the focus has moved from legacy to ‘in year’
issues and significant effort remains in this area
due to the impact price discrepancies have on
the financial statements. Through a program
of improvement, over the last 13 months we
have disposed of over 10 million physical
surplus and obsolete items from stock and the
program continues. Further, we are about to run
a trial to ‘lock and hold’ life-of-type and slow
moving stocks so as to reduce the stocktaking/
management burden.
The Way Forward
The close scrutiny is being maintained—both
through our own internal assurance program
and with the assistance of the audits by the
ANAO. By addressing issues as they arise,
we are demonstrating commitment to the ongoing
reform of logistics governance. In March 2009
Logistics Assurance Branch implemented a
monthly reporting regime whereby evidentiary
work papers are produced around Fuel, EO,
RI and GSI to assist Defence management
in verifying inventory balances for the annual
Defence Financial Statements.
Governance and assurance is as much a journey
as a destination. The journey continues as part
of the Strategic Reform Program. The entire
supply and logistics community has a role to play
in its success. When combined with continued
investment in inventory management through the
Strategic Reform Program, Defence will be able to
attain a high standard of inventory controls.
Force Structure Force StructureSustainment
Mission Profile
Get Aide Memoire Data Calculate Sustainment
ORBAT Editor
Mission Profiler
DistributionPlanner
Scheduling and Planning Algorithm
Optimised inventory holdings by location supports a more effective/efficient maint System
Servicing ReviewMEPMMIPMPIT
Train LEAN PractionersLEAN Army Wksp
Review of Preventative
Maint
Review of Non-Tech Inspections
DMO Modelling Army Internal Review
DefineForce
DefineActions
DefineDistribution
Network
AnalyseResults
DefineOVP
Aide MemoireDatabase
SustainmentEngine
Effective support to Air Force outputs
Air Force Logistics Effect
Director of Supply CapabilityGPCAPT Sue McGready
Director of Technical CapabilityGPCAPT Peter Yates
Inventory Management
Land Materiel Maintenance
Interrelationship Between Materiel Maintenance and Inventory Management
LEAN Principles
VIPA Services
EO SAFETY SYSTEM
Lead TRA (Technical Integrity)
Technical Regulator EO Storage and Transport (DOS)
EO LIFE CYCLE
Platform Integration Disposal
Environmental TRAs
LAND
AIR
MARITIME
VIPA PROCESS FLOW
LOGISTICS BRANCH - AIR FORCEDrive improved Governance and Strategic Management of Air Force Logistics Capabilities
ARMY STRATEGIC REFORM PROGRAM IMPLEMENTATION
- Efficient - Effective
support concepts
Workforce sponsorship
Supply compliance
Customer/Supplier Agreements
- MSAs - CSAs
Supply chain development
DGLOG-AF
AIRCDRE Ian Smith
Long-Term Remediation of Land Materiel Maintenance & Culture of Army Maint pers
Immediate return: Increased productivity Reduced resource usage
Optimising holding and establishing appropriate size for each line item
Reducing holdings and returning equipment to stock or pools
All Army Wksp
Tank B/Hawk R2 All Fleets
Gen Stores Inventory
Repairable Inventory
Obsolete/obsolescent
AFVSPO ENGSPO
Cbt ClothingTranche One
BOP Tranche Two
ConsumablesTranche Three
RTS OPS
CLOSPO SMSPO ARMTSPOSmall ArmsLR 110
Com
mon
wea
lth P
olic
y an
d P
roce
dur
es
PerformanceMeasurement
Data Mining
Reporting
Analysis
Def
ence
Pol
icy
and
Pro
ced
ures
IT C
ontr
ols
Fram
ewor
k
Pric
e R
ecor
d A
ccur
acy
Qua
ntity
Acc
urac
y
Def
ence
Sto
ckta
king
Pro
gram
Sel
f Ass
essm
ent
Tool
Tier
Ass
uran
ce
Inve
ntor
y R
efor
m
Inve
ntor
y O
ptim
isat
ion
Trai
ning
Con
tinue
d Im
pro
vem
ent
ofD
efen
ce L
ogis
tics
Man
agem
ent
Pra
ctic
es
Ong
oing
Rem
edia
tion
ofK
ey A
NA
O/M
AB
Fin
din
gs
Doc
trin
e an
d L
ogis
tics
Pol
icy
and
Pro
ced
ures
DEFENCE ASSETS
Compliance and Assurance Measurement Improvement
Base Accountabilities
Reducing the Cost of Ownership – Materiel Management
DEFENCE CAPABILITY
Figure 1. Defence Logistics Governance Framework
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wHITE pApER LOGISTICS INFRASTRuCTuRE INITIATIvES
Group Captain Stephen Winterton Director Strategic Logistics Reform Program, Joint Logistics Command
The government recently announced its intent to
invest,overthenextfouryears,around$140million
in enhancements to logistics infrastructure in Darwin,
Townsville and Western Australia.
The Port of Darwin has always been of vital strategic
importance to the Australian Defence Force and is
sustained by multiple transport systems providing
access to a variety of essential logistics support
services. More recently, the strategic importance
of Darwin was reinforced through the role it played
in mounting and supporting ADF and multinational
forces during Operation INTERFET in East Timor
in1999andsubsequentregionaldisasterrelief
and humanitarian assistance operations. Today,
Defence operations face competition with the
urban encroachment of residential and recreational
developments at the Darwin waterfront, as well as the
growth of commercial shipping, the cruising industry
and export trade, all of which restrict Defence access
to vital infrastructure at the Port of Darwin.
InDarwin,$20millionistobeinvestedinthe
enhancement of current Naval bulk fuel facilities
and the construction of new amphibious ship
loading facilities in the Port of Darwin. Specifically,
fuel pipelines at Fort Hill Wharf that support Navy
The changing face of the Darwin waterfront
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vessels’bulkfueloff-loadingtoandfromtheNavy
Fuel Installation at Stokes Hill will be upgraded to
ensure continued compliance with fire safety, and
occupational health and safety regulations. Over
recent years, Defence has lost over 60 per cent
of available berth space in the city wharf precinct
due to the decommissioning of Stokes Hill and
Iron Ore Wharves. With the exception of cruise
ships, all commercial shipping now uses East Arm
Port, which is not well suited to support warships
alongsidefornormalre-supplyactivitiesandis
becoming increasingly congested as new gas and
oil industries relocate to Darwin.
With the introduction into service of Defence’s
LandingHelicopterDock(LHD)amphibiousships
in2014,adequatefacilitiesneedtobedeveloped
to enable secure and unimpeded access to the
primaryside-doorloadingamphibiousshipsona
24/7basis,thatprovidesgoodroadandrailaccess
and proximity to Robertson Barracks. In conjunction
with the Northern Territory government, investment
in the construction of a hardened landing craft boat
ramp at East Arm Port will enable the LHDs to load
and offload vehicles, stores and equipment utilising
their organic watercraft as well as address the
challenges associated with the extreme tidal range
in Darwin.
Similarly, the Port of Townsville is key to sustaining
ADF operations. It provides necessary support to
forward deployed Major Fleet Units, and sustains
involvement in joint and multinational maritime
operations and exercises within the northern and
north eastern approaches. The Port of Townsville
development plans have identified the need to
upgradeBerth10toaccommodateHandymax
size(170-185m)commercialships.However,
this development would not accommodate the
Royal Australian Navy’s Landing Helicopter Dock
ships. To meet the introduction into service of the
LHDsin2014,over$30millionistobeinvestedin
Townsville over the next four years to upgrade an
existing wharf as well as provide improved aviation
fuel facilities to support current and future ADF and
multinational operations.
The enhanced upgrade will include lengthening
theexistingBerth10toapproximately230metres
and strengthening the berth to accommodate
the movement of heavy armoured vehicles and
equipment. Townsville will also be the beneficiary
of an enhanced naval aviation fuel storage facility.
These facilities will be capable of supporting aircraft
operation from the LHDs as well as other visiting
warships. Investment in new facilities will guarantee
the availability and supply of aviation fuel to Royal
Australian Navy ships for at least the next 25 years.
The construction of a Guided Weapons facility in
Western Australia was also included in the White
Paper. This maintenance facility will enable Defence
to improve missile operational availability and bring
new technology and industry to the West.
East Arm Port, Darwin
Future Landing Helicopter Dock ships
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KpARARI, AuSTRALIAN ExpLOSIvE ORDNANCE SyMpOSIuM
Elliott Bator Engineering Systems, Directorate of Ordnance Safety, Joint Logistics Command
A brief history and origin:
In1993,ColonelAlanHutchinson,thePresident
oftheAustralianOrdnanceCouncil(AOC)—the
forerunner to the Directorate of Ordnance Safety—
and Dr John Barclay from Australian Defence
Industries(ADI),decidedtoamalgamatethetwo
explosive ordnance seminars which had previously
been run individually by the AOC and ADI. It was
also decided to run the joint symposium every
alternateyear,startingin1993.Theproblemwas
to decide on a title for the symposium. So Colonel
Hutchinson asked his mother, a Latin scholar, for
a word meaning ‘to be prepared’. The suggested
Latin term ‘PARARI’ means just that. The AOC
and ADI agreed on the title and it endures today.
The 9th Australian Ordnance Symposium ‘PARARI’
will be held at the Stamford Grand Hotel, Glenelg,
Adelaide,SouthAustraliafromthe10thtothe
12thofNovember2009.‘PARARI’isconducted
everytwoyearsandisco-hostedbyTheDirectorate
of Ordnance Safety and Thales Australia.
The2007Symposiumbroughttogether365of
the world’s leading experts from the Explosive
Ordinance(EO)community.Inthekeynoteaddress,
MAJGEN Cavenagh said:
The work done by every person in this room is
fundamental for supporting our armed forces
and their ability to train, fight, and succeed in our
missions whilst keeping our people safe.
Interest in PARARI 2009 has been positive
thus far, raising hopes that it will be a
well-attendedsymposium.
The theme for this year’s symposium is ‘Preserving
Combat Power by Enhancing Munitions Safety’.
Given the high tempo and varied climatic nature
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REbuILDING AIR FORCE LOGISTICS—THE LOGISTICS bRANCH AIR FORCECommander Joint Logistics, Wing Commander Linda New and Squadron Leader Abraham Stander, Directorate of Supply Capability – Logistics Branch – Air Force
After a period of time in the wilderness, the
importance of Logistics to Air Force capability is
being recognised again at the highest levels with
theformationofLogisticsBranch-AirForceandthe
fusion of supply and technical capabilities in depth
within the Branch.
Inthedecadepriorto2007,theAirForceLogistics
landscape was fundamentally altered by continuous
reforms, including the Defence Reform Program
(DRP).ResponsibilityandaccountabilityforAir
Force Logistics, particularly in the supply field, was
markedly fragmented across a number of Defence
groups. This compromised the provision of timely,
effective and efficient support.
of Australia’s current operational deployments,
this theme was considered the most appropriate.
Australian personnel are currently operating in areas
of climatic extremes like Iraq and Afghanistan, which
more than ever before severely tests the reliability,
safety and effectiveness of munitions.
The main themes for discussion at PARARI 2009 are:
• EOknowledge;
• EOPolicy;
• FieldStorage;
• EODisposal;
• EODesignSafety;
• TacticalLogistics;and
• EOOperationalSafety.
The symposium is centred around the topics
ofEOtechnologiesandnewprojects;insensitive
munitionsdesignandtesting;explosivesdesign
anduse;manufacturing;testing;riskassessment;
environmentalconsiderations;Unexploded
Ordnancedisposalandmanagement;transport;
blastandquantitydistances;explosiveseffects
modelling;improvisedexplosivedevices;
explosives safety, and EO management and
policy development.
The call for papers and presentations for PARARI
2009 has been well received with a significant
number of papers being sent in from sources
external to Defence. At this early stage, around
41papersandpresentationshavebeensubmitted,
covering a broad range of subject areas. The
good news is that the majority have been from
international experts, suggesting that the financial
crisis may not be deterring attendance. It is
expected that a number of agencies within Defence
will also provide papers, further boosting the
numbers of papers.
Attendance over the two days will cost
approximatelyA$750.Thiscoversentrytoall
technical sessions, program, satchel, electronic
copy of symposium proceedings, symposium
dinner, cocktail mixer, morning tea, lunch and
afternoon tea throughout the event. There is a
well planned, interesting and inexpensive partner’s
programavailableforA$150,whichcoversatripto
the Adelaide Hills to visit an historic town, a winery
and a chocolate factory.
Further information is available via the following link:
http://www.thalesgroup.com.au/live/2009/index.htm
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TheAirForceLogisticsCampaign(AFLC)—2003
to2007—spearheadedanumberofinitiatives
to address this fragmentation, including the
development of the Air Force Logistics Support
Concept, Logistics Management Framework and
Supply Governance Model and the implementation
of the Air Force and Aerospace Systems Division
(ASD)MaterielSustainmentAgreement.
InJune2007,LogisticsBranch-AirForce(LOGBR-
AF)wasformed.Thisfollowedtheappointment
of Air Commodore Ian Smith AM as the Director
GeneralLogistics-AirForce.Onceagain,AirForce
Logistics had a seat at the Chief of Air Force’s table
as his principal advisor on all aspects of logistics
(supply,maintenance,andengineering).
ThestaffingofLOGBR-AFwasdrawnfromthe
DirectorGeneralTechnicalAirworthiness(DGTA),the
formerLogisticsSupportAgency-AirForce(LSA-AF)
and as a direct result of the release of the Air Force
Maintenance Management and Governance Review
(AFMMGR)foradditionalworkforceresponsiblefor
technical governance.
In 2009, a new responsibility was taken on by
LogisticsBranch-AirForce:toleadthechange
in the management of Air Force bases and forge
a stronger relationship with Defence Support
Group under the new Base Accountabilities Model
(BAM).Thismodelwillprovideforseparationof
accountabilities for capability, force generation,
operationalsupportandotherDefence-specific
outcomes from that of base support management
and services.
WiththeformationofLogisticsBranch-AirForce,
a new strategic direction for Logistics was achieved
with the formation of two new Directorates: the
Directorate of Technical Capability (headed by
GPCAPTPeterYates)andtheDirectorateofSupply
Capability(headedbyGPCAPTSueMcGready).
LOGBR-AFnowpresentsAirForcewiththeability
to seamlessly integrate supply, maintenance and
engineering in delivering Air Force capability.
“Thisintegrationisvital”,saidAirCommodore
Smith, “to drive improved governance and
strategic management of Air Force logistics,
thatis‘bigL’logistics.”
Key benefits of a seat for Logistics at CAF’s table are:
• increasedseniorcommitteeawarenessand
influenceopportunitiesforAirForcelogistics;
• acknowledgementofaServiceProvider
Group relationship manager for Materiel
Sustainment Agreements and Customer
ServiceAgreements;
• specialistmemberexpertiseonjointlogistics
mattersinputatthehighestlevel;
• workforcecategoryandmusteringsponsorship
forbothtechnicalandsupplypersonnel;and
• alogisticsspecialistadvisortoCAFonAirForce
Logistics capability matters.
The diagram opposite shows the integration
between Supply and Technical Capability in
LOGBR-AF.
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TheroleofLOGBR-AFistodriveimproved
governance and the strategic effect of Air Force
logistics encompassing engineering, maintenance
and supply aspects.
ThisrolebuildsupontheformerLSA-AFactivities
and adds a significant boost via maintenance
governance and oversight.
The establishment of the One Star Logistics position
strengthens the critical logistics partnership within
Air Force with Director General Capability Planning,
Director General Technical Airworthiness, Assistant
Secretary Resource Planning, and across Defence
with DMO, DSG and JLC. The establishment of the
new O6 Director of Logistics Capability positions
withineachForceElementGroup(FEG)further
strengthens the relationship with Headquarters Air
Command and the FEGs.
AIRCDRE Smith keeps his two directors on their
toes progressing the many reforms and activities
essential for providing assured logistics support to
Air Force and Defence capability.
“There is so much work still to be done to rebuild
theAirForceLogisticscapability,”saidGroup
Captain McGready. “Our focus for this year is on
fusing the technical and the supply into an Air Force
Logisticseffect.”
“The potential capability benefits from linking the
strategic approach to engineering, maintenance
andsupplyareconsiderable,”saidGroupCaptain
Yates. “The key challenge in delivering sustainable
improvements across the Logistics domain is our
ability as a community to understand how technical
behaviours affect the supply chain and vice versa.
Theend-to-endstewardshipapproacharticulated
byDGLOG-AFprovidesthemeanstoresolvethis.”
“LogisticsBranch-AirForceiswellplacedfor
the future in relation to the White Paper and the
StrategicReformProgram,”saidAirCommodore
Smith. “Driving the logistics reforms that are
necessary to assure our current and future capability
isourprimaryfocus.”
See Page 31 for details of the Air Force Supply Conference 2009.
Force Structure Force StructureSustainment
Mission Profile
Get Aide Memoire Data Calculate Sustainment
ORBAT Editor
Mission Profiler
DistributionPlanner
Scheduling and Planning Algorithm
Optimised inventory holdings by location supports a more effective/efficient maint System
Servicing ReviewMEPMMIPMPIT
Train LEAN PractionersLEAN Army Wksp
Review of Preventative
Maint
Review of Non-Tech Inspections
DMO Modelling Army Internal Review
DefineForce
DefineActions
DefineDistribution
Network
AnalyseResults
DefineOVP
Aide MemoireDatabase
SustainmentEngine
Effective support to Air Force outputs
Air Force Logistics Effect
Director of Supply CapabilityGPCAPT Sue McGready
Director of Technical CapabilityGPCAPT Peter Yates
Inventory Management
Land Materiel Maintenance
Interrelationship Between Materiel Maintenance and Inventory Management
LEAN Principles
VIPA Services
EO SAFETY SYSTEM
Lead TRA (Technical Integrity)
Technical Regulator EO Storage and Transport (DOS)
EO LIFE CYCLE
Platform Integration Disposal
Environmental TRAs
LAND
AIR
MARITIME
VIPA PROCESS FLOW
LOGISTICS BRANCH - AIR FORCEDrive improved Governance and Strategic Management of Air Force Logistics Capabilities
ARMY STRATEGIC REFORM PROGRAM IMPLEMENTATION
- Efficient - Effective
support concepts
Workforce sponsorship
Supply compliance
Customer/Supplier Agreements
- MSAs - CSAs
Supply chain development
DGLOG-AF
AIRCDRE Ian Smith
Long-Term Remediation of Land Materiel Maintenance & Culture of Army Maint pers
Immediate return: Increased productivity Reduced resource usage
Optimising holding and establishing appropriate size for each line item
Reducing holdings and returning equipment to stock or pools
All Army Wksp
Tank B/Hawk R2 All Fleets
Gen Stores Inventory
Repairable Inventory
Obsolete/obsolescent
AFVSPO ENGSPO
Cbt ClothingTranche One
BOP Tranche Two
ConsumablesTranche Three
RTS OPS
CLOSPO SMSPO ARMTSPOSmall ArmsLR 110
Com
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PerformanceMeasurement
Data Mining
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DEFENCE ASSETS
Compliance and Assurance Measurement Improvement
Base Accountabilities
Reducing the Cost of Ownership – Materiel Management
DEFENCE CAPABILITY
Logistics Branch–Air Force
Drive improved Governance and Strategic Management of Air Force Logistics Capabilities
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LOGISTICS REFORM ACROSS ARMy
Major General Paul Symon, AO Deputy Chief of Army
These words from a renowned United States Marine
Corps officer endeavour to capture the expanse
of logistic activity in the early years of the previous
century,andstillresonatewithustoday;asdoes
his maxim that ‘an effective military organisation
must give its logistical staff the power and authority
of the initiative at the highest levels of the Army’.
Thorpe might have enjoyed serving in the Australian
Army in 2009, as it is in the very same vein that
Army’s logisticians have been charged with the
authority to drive logistics reform through Army and
contribute to complementary reform in supporting
organisations, such as Joint Logistics Command
(JLC)andtheDefenceMaterielOrganisation(DMO).
The Chief of Army, LTGEN Ken Gillespie, made it
very clear upon assuming command of the Army in
mid-2008thatheintendedtochallengethestatus
“Logistics... ‘embraces not merely the traditional functions of supply and transportation in the field, but also war finance, ship construction, munitions manufacture and other aspectsofwareconomy.’”
Lt Col George C. Thorpe,
Director General Pure Logistics,1917
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quo in order to improve the way Army undertook
its business and simultaneously ‘reduce the cost
of ownership’. The focus for much of this change
has centred on the Adaptive Army initiative, which
will deliver an Army that is better placed to respond
to a wide range of changing requirements. Army’s
logistics reform has been driven by Adaptive Army
and includes two main streams: a Combat Service
SupportForceModernisationReview(CSSFMR),
and several linked initiatives under the banner of
Materiel Management Reform.
The announcement of the Strategic Reform Program
(SRP)hasprovidedyetfurtherimpetusforreformand
is entirely compatible with the principles of Army’s
logistics reform. While still developing our approach
to the implementation of the SRP, Army has already
established an SRP Implementation Coordination
Team in Army Headquarters, with the supporting
streams to develop further over the next month.
The CSS FMR is responsible for developing the
force structure that will deliver effective support
to the Adaptive Army, both in barracks and in
a deployed setting, with an emphasis on the
retention of ‘technical control’ of CSS capabilities.
A key outcome is likely to be the consolidation of
specialist logistic capabilities at levels where the
retention of those capabilities can best occur, as
well as the redefinition of capability bricks and C2
structures to support the delivery of CSS effects in
the battlespace. The CSS FMR will be presented to
CASAC in mid 2009, for implementation between
2010and2016.
The materiel management reform initiatives depicted
in the diagram below cannot be implemented by
Army alone, due to the overlapping responsibilities
between Army, DMO and JLC for the management
of land materiel. Each one of these reform areas
represents a significant change to the way in which
Army has undertaken business in the past.
Adaptive Army is already foreshadowing a change
to the way in which Army views the ownership and
use of land materiel. We have known for some
time that there is far too much equipment spread
too thinly across Army, and that our maintenance
systems are not optimised to provide the level of
availability that we need to meet individual, collective
Force Structure Force StructureSustainment
Mission Profile
Get Aide Memoire Data Calculate Sustainment
ORBAT Editor
Mission Profiler
DistributionPlanner
Scheduling and Planning Algorithm
Optimised inventory holdings by location supports a more effective/efficient maint System
Servicing ReviewMEPMMIPMPIT
Train LEAN PractionersLEAN Army Wksp
Review of Preventative
Maint
Review of Non-Tech Inspections
DMO Modelling Army Internal Review
DefineForce
DefineActions
DefineDistribution
Network
AnalyseResults
DefineOVP
Aide MemoireDatabase
SustainmentEngine
Effective support to Air Force outputs
Air Force Logistics Effect
Director of Supply CapabilityGPCAPT Sue McGready
Director of Technical CapabilityGPCAPT Peter Yates
Inventory Management
Land Materiel Maintenance
Interrelationship Between Materiel Maintenance and Inventory Management
LEAN Principles
VIPA Services
EO SAFETY SYSTEM
Lead TRA (Technical Integrity)
Technical Regulator EO Storage and Transport (DOS)
EO LIFE CYCLE
Platform Integration Disposal
Environmental TRAs
LAND
AIR
MARITIME
VIPA PROCESS FLOW
LOGISTICS BRANCH - AIR FORCEDrive improved Governance and Strategic Management of Air Force Logistics Capabilities
ARMY STRATEGIC REFORM PROGRAM IMPLEMENTATION
- Efficient - Effective
support concepts
Workforce sponsorship
Supply compliance
Customer/Supplier Agreements
- MSAs - CSAs
Supply chain development
DGLOG-AF
AIRCDRE Ian Smith
Long-Term Remediation of Land Materiel Maintenance & Culture of Army Maint pers
Immediate return: Increased productivity Reduced resource usage
Optimising holding and establishing appropriate size for each line item
Reducing holdings and returning equipment to stock or pools
All Army Wksp
Tank B/Hawk R2 All Fleets
Gen Stores Inventory
Repairable Inventory
Obsolete/obsolescent
AFVSPO ENGSPO
Cbt ClothingTranche One
BOP Tranche Two
ConsumablesTranche Three
RTS OPS
CLOSPO SMSPO ARMTSPOSmall ArmsLR 110
Com
mon
wea
lth P
olic
y an
d P
roce
dur
es
PerformanceMeasurement
Data Mining
Reporting
Analysis
Def
ence
Pol
icy
and
Pro
ced
ures
IT C
ontr
ols
Fram
ewor
k
Pric
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ecor
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ccur
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Qua
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Acc
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Def
ence
Sto
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Pro
gram
Sel
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Tool
Tier
Ass
uran
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Inve
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Inve
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Trai
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Pol
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DEFENCE ASSETS
Compliance and Assurance Measurement Improvement
Base Accountabilities
Reducing the Cost of Ownership – Materiel Management
DEFENCE CAPABILITY
28
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andmission-specifictrainingrequirements.
Accordingly, Army intends to rationalise the amount
of equipment within units in order to establish robust
loan and training pools. To maximise flexibility,
we will need to establish appropriate sized pools
with robust priorities that allow dynamic access to
materiel when required. We also need to negotiate
with JLC to assist in the holding and management
of these pools on our behalf—we are in the very
early stages of negotiation.
Army is working particularly closely with DMO,
which performs the fleet management function
of all land materiel on behalf of the Chief of Army
as the Capability Manager. Some of the materiel
management reforms already underway in this area
include the review of inventory managed by DMO,
review of the performance measures and reporting
undertheMaterielSustainmentAgreements(MSA),
review of equipment preventative maintenance
regimes, and the conduct of a repair pool trial for
B vehicles. The latter two are both supporting
efforts in the broader reform of the land materiel
maintenance system. The review of inventory is
aimed at optimising holdings against classifications
thatsupporttheequipmentlife-of-typeforboth
training and operational contingencies.
Inside Army, we are reviewing the manner in which
we consume materiel to ensure it aligns with Chief
of Army’s intent to drive down the cost of ownership
and allow reinvestment in higher priority areas. The
first tranche of this reform has commenced with
changes to the way we hold, provision and consume
combat clothing and personal field equipment.
Simply put, we have too much consumable
inventory held across Army. This increases the
governance burden in units and ties up resources
that could be better employed elsewhere.
The reform of the land materiel maintenance
system has been ongoing for some time, with
Adaptive Army and the SRP providing the necessary
impetus to make genuine gains in this critical
area. In conjunction with the DMO and JLC, the
latter of which is responsible for the conduct
of base repair, Army is seeking to increase the
maintenance capacity within units, while at the
same time reduce the maintenance burden.
Supporting efforts to achieve this include the B
vehicle repair pool trial in Brisbane, the review of
preventative maintenance regimes, the renegotiation
of supporting maintenance contracts, and a LEAN
maintenance agenda that is to be rolled out across
the entire land materiel maintenance system. The
complicated nature of the land materiel maintenance
system necessitates a tightly coordinated effort
betweenallinvolvedGroupstoensuretheend-state
of increased operational availability for the required
land materiel is achieved.
The scale of reform across the logistics arena in the
next five years is unprecedented in today’s Defence
Force. The pressure to get this right is further
exacerbated by the expected level of resources to
be freed to support the future Defence Capability
Plan. I am confident that, with continued robust
debate and analysis, Army’s logisticians, and those
in supporting organisations, will achieve success.
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MuTuAL LOGISTICS SuppORT ARRANGEMENTS
Terry Foster Deputy Director, Communications, Joint Logistics Command
Australia’s defence logisticians pride themselves
on being able to provide the Australian Defence
Force with the necessary supplies and services
for operations and exercises worldwide. It’s good
to know that we can also get support from other
nations should the need arise.
The ADF has entered into a number of Mutual
Logistics Support Arrangements (MLSA)
with Defence organisations from a range
of other nations to formalise international
cooperation. MLSA are the principal strategic
level arrangements through which the ADF
effects military-to-military transfer of logistics
support during operations, exercises and other
contingencies, including Humanitarian Assistance
and Disaster Relief (HA/DR).
With an MLSA in place, Defence logisticians
supporting Australia’s operational commanders
can expeditiously request services and supplies
from the signatory Defence Force—and the ADF
can reciprocate as required. Examples might be
fuel, tyres, rations, spare parts. Reimbursement
is either by cash, exchange in kind or exchange
of equal value.
In April 2009, Commander Joint Logistics,
Major General Grant Cavenagh, on behalf of the
ADF, signed two new Mutual Logistics Support
Arrangements with Indonesia and Italy.
Major General Cavenagh said, “These and
our other formal international Logistics
Agreements and Arrangements give the ADF
greater flexibility in securing logistics services
and support in contingencies.”
Major General Montouri and Major General Cavenagh sign the Australian – Italian Mutual Logistics Support Arrangement.
30
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covers the exchange of mutual support in Military
Operations Other than War (MOOTW) including
HA/DR operations. Signing on behalf of TNI was
Assistant for Logistics to the Commander in
Chief, Major General Abdul Ghofur, SE. Australia
worked with TNI on tsunami relief in 2005, and the
ADF and TNI have a comprehensive training and
exercise program. The new MLSA will streamline
future requests for logistics support.
The MLSA is one of the first initiatives progressed
between the ADF and TNI under the Joint
Statement on Defence Cooperation signed
by the Chief of the Defence Force and TNI’s
Commander in Chief General Djoko Santoso in
January this year.
Major General Cavenagh signed the MLSA with
Major General Alessandro Montuori, Chief of the
Logistics Department, Italian Defence General
Staff while both were attending NATO meetings in
Brussels. The Italian Republic is a member of the
Multinational Interoperability Council (MIC) along
with the United States, Canada, United Kingdom,
France, Germany and Australia. It is intended for
the ADF to have logistics arrangements with each
of the MIC member countries.
The then Minister for Defence, Minister Fitzgibbon
and French Defence Minister Morin, when they
met in Canberra last September, highlighted the
particular benefit of a future MLSA for Australia-
France defence cooperation in the South Pacific.
Negotiations are progressing towards finalising
that Arrangement, as well as one with Germany.
Major General Cavenagh and Major General Abdul Ghofur sign for Australian Indonesia..
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AIR FORCE SuppLy CONFERENCE 2009
On the 8th and 9th of September this year, Air
Force’s Director of Supply Capability will host the
Air Force Supply Conference at RAAF Williams
(Laverton).TheConference,whichisconvenedby
the Director General Logistics–Air Force, is open to
all Air Force logisticians SNCO and above including
Logistics officers and members of the Movements,
Catering and Supply musterings.
The theme for this year’s Conference is ‘Centres of
Excellence-LogisticsBestPractice’.
The conference is a key element of the Air Force
Logistics Professional Development Program, which
is designed to offer professional development,
information dissemination, mentoring, and networking
opportunities to Air Force Logistics personnel.
For more information about the Conference contact:
Directorate of Supply Capability
Logistics Branch–Air Force
F3-G-096|FAIRBAIRNACT2609
Tel: (02)61287044
Fax:(02)61287053
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QuEEN’S bIRTHDAy HONOuRS LIST
Four Australian Defence Force logisticians have been recognised with Conspicuous Service awards in The 2009 Queen’s Birthday Honours List.
Conspicuous Service Cross
Lieutenant Colonel Harry Walden, Wing Commander
Carl Walker and Colonel Craig McConachy, were each
awarded The Australian Conspicuous Service Cross.
This award recognises outstanding commitment to
duty or outstanding application of exceptional skills,
judgmentordedication,innon-war-likesituations.The
Conspicuous Service Cross is the first level award of
the Conspicuous Service Decorations.
Conspicuous Service Medal
Warrant Officer Class Two William Shaw was
awarded the Australian Conspicuous Service
Medal which is awarded for meritorious
achievementordedicationtodutyinnon-warlike
situations to members of the Australian Defence
Force. The medal recognises commendable
achievementorcommitmenttodutyinanon-
combativecontextsuchaspeace-keeping
missions. This award is the second level award
of the Conspicuous Service Decorations.
Hearty congratulations are extended to all
award recipients.
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DLC upDATE
TheDefenceLogisticsCommittee(DLC)isa
sub-committeeoftheDefenceCommittee.
The role of the 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 two months.
The DLC’s roles and responsibilities, membership,
agendas, papers and minutes are available via
theIntranet(DRN)underVCDF>JointLogistics
Command > Strategic Logistics Branch >
Committees/Working Groups.
DI(G)LOG4-1-017 Management Requirements for ADF Combat Body Armour
This is a new policy which addresses the
requirement to implement control measures for
the storage of combat body armour and better
accounting measures for the control and issue
of prohibited items such as hard ballistic plates.
Implementation of the policy directives will further
assist with future logistic planning, control and
management. The directives also identify the
relevant stakeholders required to contribute to
the development of policy regarding the
management of combat body armour.
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THE LINKDefence Logistics Magazine
IN THIS ISSUE
Strategic Logistics Reform Program
ISSUE 5 July 2009
to train, fight and win
strengthening communication along the logistic chain
LOGISTICS
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