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This article is adapted from a presentation given at the Williams Foundation seminar on ‘Next Generation Autonomous Systems’ delivered in Canberra in April 2021. Militaries using autonomous weapons will, if we are optimistic about the technology, necessarily look very different in twenty, thirty years in the future.
2] The integration between military and civilian sources of logistics and support are now extolled as underpinning the ADF’s ability to respond to crises in the future. [3]. This paper presents the exemplar concept of national support as an approach upon which a future civil-military relationship in Australia is based.
As 2018 draws to a close, a year in which Logistics In War consolidated, it’s a good time to reflect on what were the most popular or relevant articles to the readers. Before I mention the articles, I thought it best to also reflect on the key themes covered on the site this year.
This article is adapted from a presentation given at the Williams Foundation seminar on ‘Next Generation Autonomous Systems’ delivered in Canberra in April 2021. Automation offers military logisticians tremendous advantages and has to be a part of their future. By David Beaumont. Automated and autonomy in logistics.
Our success as military logisticians rests directly with our ability to quickly and decisively understand the needs and requirements of our commanders. The military logistician must also clearly identify risks and threats to ensure that orders/instructions are made on an informed basis. Logistics mantra #2: Are you sure?
Automation offers military logisticians tremendous advantages and has to be a part of their future. It’s a fallacy to think military logistics is only now advancing on an automation. It’s a fallacy to think military logistics is only now advancing on an automation.
In ‘The Arm behind the Spear’ , the first Logistics In War Primer , David Beaumont presents an introduction to logistics in force design, including the ‘tooth to tail ratio’, and two cases which highlight challenges in achieving a balanced force. in establishing priorities (between them).’.
Of course additional funding and attention can improve the capability and capacity of any military force to sustain itself in peace and on operations. When capability and attitude are misaligned, and where understanding is deficient, it is inevitable that the investment of time, effort and resources into military readiness is wasted.
This could have come from a deployment, or as a consequence of serving in the different units and headquarters of the military. This interest in professional mastery is not restricted to military circles, and I have observed that many professions have started to take an interest, especially in the last decade or so.
The ADF had smart people, well-intentioned leaders both military and civilian, and was supported as best as possible from a Department that grappled with a complex and complicated mix of national circumstances in preceding years. This article will describe the impact of strategic resourcing and logistics problems on operations.
Equally, these anecdotes present the ADF experience as one defined by collective complacency and hubris at a policy level. This series of articles aims to address this gap by showing how logistics problems accumulate and metastasise into operational preparedness shortcomings. What are we talking about?
This article was recently published at [link] and has been reproduced here with permission. The two articles discussing ‘Sustaining machines’ can be found here and here. We have seen in some militaries over-reliance on commercial IT systems which leaves their logistics system vulnerable to adversary cyberattacks.
At the seminar there was little pretence that a military of the size and resources of the ADF could sustain its strategic and operational ambitions independent of its allies. Other articles will be published at The Central Blue and here as part of the #SelfSustain series.
In ‘Burning incense at a new altar’ and closing Logistics In War for 2017, I reflected on the state of interest in military logistics and why it was important to the profession of arms right now. More personnel – whether military or partners from industry – were engaged in sustaining battle than participating in front-line combat.
This post, shared with the Australian Army’s ‘Cove’ , gives three reasons why military professionals should write. I have read many articles on why, as a member of the profession of arms, it is important that we write. By David Beaumont. Logistics in War has been online for two years.
By David Beaumont This article, and the series which follows, are an updated version of a presentation given at the Australian National University titled ‘ Logistics preparedness and mobilising the national support base: the effectiveness of ADF strategic logistics prior to Operation Warden 1999 ‘.
Equally, these anecdotes present the ADF experience as one defined by collective complacency and hubris at a policy level. This series of articles aims to address this gap by showing how logistics problems accumulate and metastasise into operational preparedness shortcomings. What are we talking about?
We believe that in a contested and competitive strategic environment, at a time where preparedness will differentiate a relevant military from one not so, true logistics interoperability will be a strategic strength. This understanding is of vital importance, as we are unsure where and when military power will be required.
In this article, US Army logistician Jessica McCarthy examines a challenging, contemporaneous, issue for many Western militaries – how much contractor support is enough? . A great site containing forward-thinking articles examining the character of contemporary and future warfare, it is well worth following. .
This post, shared with the Australian Army’s ‘Cove’ , gives three reasons why military professionals should write. I have read many articles on why, as a member of the profession of arms, it is important that we write. By David Beaumont. Logistics in War has been online for nearly one and a half years.
This article, and those that follow, will highlight different aspects of the ADF’s approach to strategic logistics so to make some sense of the complexities that lead to logistics ‘unpreparedness’. Force Structure Review 1991, and the Defence Efficiency Review of 1996 also pushed the organisation to move in radical directions.
Of course additional funding and attention can improve the capability and capacity of any military force to sustain itself in peace and on operations. When capability and attitude are misaligned, and where understanding is deficient, it is inevitable that the investment of time, effort and resources into military readiness is wasted.
Through researching the way in which the ADF has prepared and mobilised its logistics capabilities at the strategic level, I have been extremely fortunate to interview a range of senior military officers and public servants. All logistics processes at the strategic level are joint; moreover they require military and public service input.
As described in part one, this article is an edited component of a larger paper has been divided into three parts, each of which contains two key issues relevant to Defence (strategic) logistics. Details are shown below: Air Force Journal of Logistics – 65 articles. Management Science – 15 articles.
With 2017 drawing to a close, I am proud to present the five most read articles of the year. I do so with the caveat that with the growth of the site, the earliest articles drew less views than those released later in the year. It is less important that military forces are available than they are actually employable.
Air Commodore Hayden Marshall was, at the time of writing this article, the Australian Defence Force’s (ADF) Director-General Strategic Logistics at Joint Logistics Command. You may remember his leadership insights from the post ‘Surviving your time as a military logistician’. Questions to consider: .
Generally speaking, in UK Export legislation, technology is defined to be the data, know how or information required to enable the development, use, manufacture or production of weapons of mass destruction or military use. If yes, it may be subject to export controls in the UK Military List Is is technology related to explosive goods?
We believe that in a contested and competitive strategic environment, at a time where preparedness will differentiate a relevant military from one not so, true logistics interoperability will be a strategic strength. This understanding is of vital importance, as we are unsure where and when military power will be required.
As described in part one, this article is an edited component of a larger paper has been divided into three parts, each of which contains two key issues relevant to Defence (strategic) logistics. The ADF is presently undergoing the most significant recapitalisation of defence capabilities since WWII, across all three Services.
“In the two decades since the Australian deployment to East Timor as part of the International Force East Timor (INTERFET), much has been written about the operation predominantly from the national and military strategic perspectives.
By David Beaumont This article, and the series which follows, are an updated version of a presentation given at the Australian National University titled ‘ Logistics preparedness and mobilising the national support base: the effectiveness of ADF strategic logistics prior to Operation Warden 1999 ‘.
By David Beaumont This article, and the series which follows, are an updated version of a presentation given at the Australian National University titled ‘ Logistics preparedness and mobilising the national support base: the effectiveness of ADF strategic logistics prior to Operation Warden 1999 ‘.
These controls can cover military use items and items that have civilian uses as well. Export controls define the rules surrounding the release of certain types of data, information, products, technology, services and funds from a country.
National and provincial governments, as well as the military, donors and the humanitarian community, were mobilized and able to act. The country’s destroyed infrastructure presented a huge logistical challenge. A version of this article was first published in the Dawn newspaper. Photo: WFP/Rein Skullerud Preparedness is key.
These groups are not always based on gender — there are employee organizations on race, disabilities, military service and sexual orientation. View the Full Article on FreightWaves. To read the entire blog visit BlueGrace Logistics.
Items that were previously duty-free such as; specimens, and advertisement articles, if now valued over CYN 400 are also now dutiable. It is necessary to have a CR code present on the declaration forms (except personal belongings and documents) for the cargo issued by the Customs Authority of China. .
Defence presently engages with industry through a multiple of channels, with key agents being the Capability Acquisition and Sustainment Group (CASG), Joint Logistics Command (JLC) and a variety of other groups, units, functions, including the Services, responsible for their own component of the logistics process.
By David Beaumont This article, and the series which follows, are an updated version of a presentation given at the Australian National University titled ‘ Logistics preparedness and mobilising the national support base: the effectiveness of ADF strategic logistics prior to Operation Warden 1999 ‘.
This type of situation builds a direct relationship between the robot and the human worker and allows the robot to take on meticulous, challenging and hazardous tasks – such as searching for humans or animals in burning buildings or performing military battlefield operations. References. Brown, S.; Pierson, Ph.D.; Parnell, Ph.D. “
The following text is of a presentation given at a 2019 Wiliams Foundation conference, ‘Sustaining self-reliance’ As the original article cannot be found on other sites, it is provided here with some slight adjustments. Australias military history makes these concerns completely justifiable.
The pandemic has shown us the fragility of commercial supply chains; it gives us a reason to think about what a disruption to supply chains might have for the outcomes of military operations. Global supply chains provide the means to move munitions to the destination using a combination of military/commercial vessels and infrastructure.
More and more countries all over the world have started to implement export control laws to enforce restrictions on certain exports, brokering and transshipment, sale and transfer of military and dual-use articles, technology and know-how. The bad news is that the legal text of regulations and laws can be hard to interpret.
At present, shipping companies around the globe are now dealing with a significant employee shortfall in hiring and retaining crew members due to the Russia-Ukraine war. New opportunities will present themselves, and redundancies or obsolete practices will need to be retired. Shipping Industry News: The Ugly.
Between 2007 and 2010, during attempts to win firearms supply contracts with law enforcement and military agencies in Indonesia, Turkey, Pakistan, Bangladesh, Nepal, and Turkey, gun maker Smith & Wesson’s sales employees allegedly embarked upon a spate of unethical transactions, via third-party representatives, with foreign officials.
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