Situation - DoD is interested in a description of the general situation or circumstances you were faced with

We have simplified/streamlined procurement & delivery logistics for equipment deployment  to installations. We were doing regularly scheduled repair/upgrade operations on major Fleet equipment when we discovered contracts requiring more attention to get better deals with suppliers.

What was the Logistics situation/problem the organisation faced?

--Example: An equipment service Route was losing traction rapidly & work order dispatch was required to ensure repair/upgrade operations would lead to future mission success.

What was the Logistics question the organisation was trying to answer?

--Example: How do we enter into route contracts strategically based on quote dispatch between installations? 

We have introduced the complications/problems with the suppliers that needed to be addressed & resolved by the organisation.

We took the initiative to apply for contracts to fund route service scenarios. It's often difficult to quote equipment supply contracts required to meet deployment scenarios & it's important to meet work order deadlines for repair/upgrade jobs critical to future success of  operations dependent on the condition & performance of the Fleet.

We were responsible for training new route service dispatchers to help installations explore equipment repair/upgrade job options, write route service work orders, apply for contractors & learn how to conduct  deployment scenario searches.

We worked with dispatchers to schedule supplier conference calls for installations & teach dispatchers route service contract quote grouping techniques through daily interactive equipment work order sessions.

Most of our activities incorporated assessments of route patterns signal dispatch & deployment scenario simulations based on the state of equipment condition & performance metrics. We worked with several installations to create new techniques to deal with suppliers.


Task - DoD wants outline of specific tasks that you were required to undertake to address a real-world situational problem

Route service contract repair schedules need to be coordinated with installations to rebuild the existing work orders and return the Fleet equipment to service by speeding up repair/upgrade jobs.

We Stressed the high-level equipment repair/upgrade strategy we took to deal with the supplier conference calls complications set forth in the Situation & asked the following Questions:

What was the specific Logistics task the organisation had to achieve?  

What was operational success to look like and what were the goals Logistics operations met?

Was it a recommendation for advanced Logistics techniques? Contract Quote Inquiry? Supplier conference call Implementation?

--Example: The organisation may decide to fulfill one part of an equipment component procurement routing process or everything from contract quote inquiry to work order decisions implementing equipment repair/upgrade jobs.  

We researched procurement contract options & found several possibilities for addressing supplier requirements. Each had different quote schedule deadlines & different windows of time for which the work order strategy could be used.

We created a new equipment repair/upgrade training programme working with dispatchers to create work order materials & schedule training topics to better assess conference calls with suppliers. 

 Our goal was to be sure the dispatchers received all the route service information required to effectively advise installations how to deal with suppliers, while also making the equipment repair/upgrade job training enjoyable & interactive.

The work order routing programme required a lot of attention. Existing installations had no route service plans, no Fleet component quote scheduling materials & little dispatcher assistance.

We were given limited resources & little time for determining the Fleet component equipment we would need to achieve mission success, but nothing more. We oversaw all phases of the route service scheduling process, with the specific responsibility of initiating & constructing work order routing techniques to meet deployment scenarios.  

We had to choose & research a topical deployment scenario through the construction of Fleet equipment component catalogues, secure dispatcher interviewees & schedule all future route service repair/upgrade activities. Our objective was to identify route service patterns & develop detection mechanisms for condition & performance metrics detailed in fleet inspections to ensure proper disposition of work orders.

Action - DoD needs explanation of particular actions carried out to complete tasks, including how you interfaced w/ outside sources

To coordinate work orders, we interfaced with installations & told them we’d have to work with the route service contract providers. We developed a plan & briefed Supervisors on the plan creating quote groups to schedule the repair jobs.

We documented & reported our progress so the chain of command knew exactly where we were on the route service repair work orders each day, working with installations to purchase the right fleet component equipment & tools. To maintain continuity between installations, we used written contracts, direct vouchers & material-requisition purchases to promote new interactions with suppliers.

We have Outlined specific Logistics tactics taken to link work orders detailing route service repair/upgrade jobs for equipment critical in meeting mission requirements to the high-level strategy outlined in the Task section.  We have answered the following questions in the written section memos:  

What Logistics actions did the organisation take to accomplish tasks & how was the solution created?

–Example: Contract Procurement quote systems were created to filter current fiscal work order requirements based on XYZ variables…

 What Logistics process strategy was used & how were work order filter problem-solving techniques approached? 

--Example: Work order Records & Files for each repair/upgrade  job were audited & focus reviews conducted for critical equipment.

What type of Logistics approach was taken to carry out supplier quote inquiries & how was installation buy-in and mission success ensured?

–Example: Created deployment scenario decision-making modes & maintained frequent contact with installations to ensure dispatch of work order jobs for engaging route service suppliers.

Route service Scheduling timelines required us to create contract quote groups organised by deadlines, purposes & windows of time in which they could be used based on the status of equipment condition & performance metrics under investigation. We identified & worked on materials needed for the dispatch training binder & created a deployment schedule for the daily work order training activities.

We held conference calls with suppliers before the installation work order creation sessions to agree on plans for the route service schedules, brainstorm & plan deployment scenario activities, gather required equipment repair/upgrade materials & delegate responsibilities for the signal dispatch sessions.

We brainstormed with every external reporting source we could find to come up with potential ideas for the training binder. We explored many potential leads to gauge their feasibility & eventually agreed on a topic:

Scheduling Automated Equipment Repair/Upgrade Work Order Routing Mechanisms for Supplier Sourcing Quote Tickets

We were given the assignment of creating innovative Logistics techniques for equipment repair/upgrade operations, so we exhaustively researched the subject matter to learn all the required background information. Once we had an understanding of the subject matter announcements were posted online for our techniques, requesting the participation of interested parties.

We researched large volumes of Fleet equipment component records, focusing on repair/upgrade work orders for route service scenarios by entering quotes into contract procurement systems to reveal the most important patterns. Equipment condition & performance criteria was defined & ranked for building the new route service detection training.

Result- DoD must confirm outcome of your actions in terms of delivered benefits & learning points gained from the experience

In the end, the installation logistics training was a solid success. It was well-organised & work order jobs for equipment repair/upgrade operations stayed on schedule. The Defence community has provided valuable feedback & signal dispatch trainees reported that promoting work order details required for success of equipment repair/upgrade operations was an informative & fun training paradigm.  

We quickly put together a last-minute response & aimed to update the route service supplier materials & Fiscal requirements for Fleet equipment component deployment scenarios accordingly. The Logistics training events were successful on multiple levels, including assessments of fleet condition & performance metrics.

The Fleet equipment component upgrade/replacement catalogue examples highlights not only our ability to meet multiple route service deployment deadlines in the procurement pipeline, but also to be organised, take initiative & be flexible when handling last-minute logistics problems & changes in operational work order dispatch requirements.

We have been specific as possible in describing work order routing requirements for repair/upgrade job logistics strategies for dispatchers at key installations, providing precise Fleet equipment Component Condition & Performance metrics and outcomes that have resolved the complications addressed in the Situation Section.

We have answered the following questions in our section memos:

What was the result of organisational action? What was the outcome of all the Logistics steps that were put into the project?

What Logistics techniques were employed to produce condition & performance-based metrics used in identifying potential route service suppliers for Fleet Equipment Components?

Did the dispatch techniques address the Logistics problems/objectives the organisation was trying to address & were lessons learned appropriately detailed?

The supplier conference call sessions developed for installation inquiry into procurement pipeline quotes have been a huge success. The work order training activities engaged & entertained dispatchers at multiple installations, while educating them about basic supplier conference call techniques designed  to resolve route service issues involved in deployment scenarios for Fleet Equipment Components. The lesson plans built upon one another & dispatcher performance improved as the Logistics training progressed.

Our persistent pursuit of innovative Logistics techniques detailing Equipment Component repair/upgrade job work orders for route service contract quotes with the suppliers finally paid off: Descriptions of our techniques have attracted numerous interested parties & we have continued to correspond with promising outside sources of information & successfully scheduled more installation conference calls with suppliers.

We have led creative efforts to promote innovative Logistics tactics to prepare deployment schedules for multiple route service patterns involving equipment component condition & performance metrics. DoD leaders will now be able to use this presentation of our techniques as the basis for developing advances in organisation-wide policies that maximise the fiscal & operational goals of the force.


08/15/2016 12:19pm

Thanks for sharing this information with us. This information that you have shared here with us was much informative. There are many questions that you have answered here and they helped us a lot. I hope that you will keep on solving these problems even in the future.


We have discussed this in management class. I remember my professor telling us that using the S.T.A.R method in business courses is useful especially when you are a leader at an organization. This could easily make us finish tasks easily because it is an organized method. It is very similar to the POLC method in management. Thank you for this information!

12/16/2016 2:59am

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