Establishing quality of Mission/task execution is foundation of all operational planning. Smart design of tactics provides basis for preparing initial estimates of product support in completing logistics operation work orders. All field-level units receive orders from Site Visit Executive specifying critical operational mission implementation tasks.

Work Orders executed by Logistics teams parallel efforts of other functional area experts in identifying logistics tasks either specified, implied, or essential to mission. Specified tasks are stated explicitly in Site Visit Executive work orders. Contexts of implied directives are not always stated, but are required for realising mission success.

During planning, logistics teams must identify constraints or restraints with potential to limit field-level freedom of action and identify criteria to be met before taking certain actions e.g., boundaries, timing, coordination requirements, preconditions, mandated equipment levels, resource apportionments, and allocations.

Assumptions identify critical factors affecting course of action, assigned mission, or task. Logistics Teams resolve resource shortfalls affecting the assigned mission or task by changing equipment location, replenishment, modification to specify course of action, or assignment of work order tasks.

Planning for single missions or contingencies is relatively straightforward but rarely the norm. Multiple, concurrent operations frequently occur with requirements conflicting/competing for same resources and constrain preparations for response. Logistics planners accommodate potential or actual competing requirements for resources by apportioning or allocating available resources, establishing mobilisation priorities, and anticipating field-level demand signals.

Resources apportionment and allocation decisions establish how much of particular resource is available to Site Visit Executive charged with delineation of competing requirements; clearly fundamental feature of deliberate planning. In time-sensitive planning, apportionment sometimes blends into allocation for actual mobilisation of limited resources to meet multiple mission objectives.

Apportionment and allocation are processes dividing limited resources, but usually do not always satisfy projected consumption or provide desired sustainment levels. Resolution of shortfalls may require Site Visit Executive intervention to obtain increased apportionments and allocations or modifications to the concept of operations. Identification of potential apportionment support shortfalls in logistics plans is critical to ensure mission success factors spelled out in operational plans.

Site Visit Executive must establish mobilisation and location-specific priorities for apportioned or allocated logistics resources. These priorities determine what field-level units will receive what resources, when. Priorities are initially based on creation of operational concepts to be modified as new situations are presented.

Determining extent of field-level demand signals for assigned missions and tasks is utilised to determine resources, requirements, and shortfalls so uncertainty is reduced, but sometimes cannot entirely remove the impact of unanticipated support demands.

However, timely/smart discharge of Site Visit Executive work orders can minimise extent of surprise and potential effect on operations.  Additionally, planning gives Site Visit Executive opportunity to assess changes in operational area space of assigned forces & mission requirements so flexibility in planning addresses most unanticipated demands.

For all field-level equipment demand signals, logistics core capabilities provide Site Visit Executive with ability to accomplish defined logistics functions. Core organisational capabilities include individual, functional logistics operating systems to exist at each field-level tied together by Site Visit Executive, essential components to distinguishing expeditionary character.

Logistics doctrine indicates principles fundamental to all logistics operating systems for mobile, equipment deployment systems making up extent of functional resources and procedures. Functional resources consist of administrative organisations, dispatch staff, equipment assets & installation structure.

 Procedures include functional processes utilised not only for locating resources where they are needed but also determine application of defined resources to generate logistics capability. Logistic operating systems joined with Site Visit Executive work order execution address all logistics functions tasked at field-level operations.

Well-designed command /control of logistics enables Site Visit Executive to recognise requirements and provide resources required for mission success. Work Orders must provide visibility of both capabilities and requirements so Site Visit Executive can make smart decisions required for effective allocation of scarce, high-demand resources.

Additionally, command /control facilitates the integration of logistics operations with other field-level functions so Site Visit Executive has fully optimised time for planning, decision, execution, and assessment. Only when work orders effectively support logistics tactics can Site Visit Executive execute allocation  of capabilities to provide for shared real-time picture of field-level demand signals, anticipate requirements, prioritise resources, and provide for timely monitor of resource mobilisation.

Site Visit Executive is responsible for designated matters of logistics policy and work order execution. Logistics actions are coordinated with field-level units making up most essential tactical parts for ensuring mission success. Specific functions within administrative scope of Equipment Logistics Support Teams include:

1.   Coordination of equipment logistics for ground support & readiness requirements utilised for prepositioning

2.   Creation of logistics plans/programmes for field-level units representing  maintenance and supply policies/procedures

3.   Representation of  field-level requests for execution of maintenance, test equipment plans & integrated logistics support for subsystems  

4.   Provision of comments, directions, and recommendations on logistics support for equipment systems in design phases or procurement

5.   Implementation of programme requirements for expeditionary missions including, but not limited to equipment such as arresting gear, lighting systems & ground support parts.

6.   Determination of equipment priorities during Planning, Programming & System processes so materiel is routed correctly to ensure adequate field-level outfitting

7.   Function as field-level unit specialists in equipment maintenance,  supply, product support services, and other logistics functions

8.   Identification, monitor, and resolution of  installation, encroachment, compatible use zone & field-level criteria issues/problems

9.   Review of field-level activity operational processes, site evaluation reports, advanced installation functional components, reserve materiel required for range/target instruments

10.  Assist product support organisations in planning, programming, design execution & fielding of automated logistics processing of equipment


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02/11/2017 5:20am

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04/10/2017 1:07am

Logistics is how the producers of a product deliver the products to retailers that is what I first think of whenever someone mentions logistics. In my supply chain management class I have learned that there are other matters to do with logistics like what mode of transportation to use, the number of days it will take to deliver the product, and what facility they will use to store the products. I did not encounter any of the information that you put in your post so I think I should research more about logistics and supply chain. I will use this post of yours to further improve my knowledge about logistics so kindly post more about this subject to enlighten me. Your site can help may business management students with its content so keep up the good work.

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