Editor’s Note – Simplicity rather than Complexity
With these closing remarks the chairman of Defence Collaboration and Logistics closed the 2014 conference in Amsterdam. Over the course of three days attendees from Europe and North America, discussed ways to enable future collaboration between nations and the industries involvement in maintaining and improving defence capabilities.
In challenging times being idle is not an option. Even in time of austerity armed forces need to be able to defend their countries and make sure that every soldier and every piece of equipment is operationally ready. Maintenance division should not wait a year in order to get one specific spare part; projects should not wait for several years for lawyers to find a way to agree; air assets should not stay on ground because of a lack of fuel; coalition operations should not underperform because of non-standardized equipment and supply. There is a need of turning “ambition to action” and creating a more open dialog based on what to do and how to do it.
Following on the great examples on the 2014 conference, in 2015 we are bringing you the most innovative examples about:
Armaments plans and policiesMany believe that time of defence austerity is coming to an end. Several countries are already discussing raising their defence budgets. The capability development programs and armaments plans and policies available online show that many countries are transforming their armed forces to meet future challenges. There are a number of key programs and decisions now being made, these include replacing old platforms and acquiring new equipment, support and upgrades, reducing number of systems and increased system coordination, cost effective procurement in a life-cycle perspective and smart inventory management.
Collaboration as vehicle for globalizationThe Vice-President of the European Commission, Antonio Tajani said “We need to maximise the synergies between European civil and military programmes to ensure the most efficient use of resources”. International co-operation seems to be the main alternative for development, acquisition, support and upgrades. It is a cost effective way for doing “more with less’. There are a number of areas that collaboration is occurring, including: capabilities, human resources and education, training and exercises, operations and armaments. At the upcoming event we will present examples on international programmes managed in cooperation.
How can the defence industry helpDefence logistics activities include maintenance and support planning, supply support, life cycle management, spare parts and inventory management, maintenance and support, maintenance of facilities, test, measurement handling, support equipment, training and training support, transportation of equipment. All of these individual activities are areas where the defence industry can additionally assist the armed forces. The long discussed question is HOW and WHERE to start. The answer came from our 2014 delegates and ir is in the quote that started this editorial note.
Future defence LogisticsDefence Logistics remain an essential capability that has to be done more efficiently. Optimising inventory management and spare parts forecasting to increase asset visibility and material distribution, as well as sharing secure information across the channel of all involved stakeholders (military organisations, contractors, suppliers and other government organisations) are some of the challenges that the defence logisticians are facing right now. Similar to commercial logistics, successful defence logistics transformation lies in three key elements: people, processes and technology. Many countries have already done their defence logistics transformation meaning defining the process and the chain of command. The next thing in line is optimizing these processes which nowadays are impossible without good IT support.
Procurement and contractsThe most discussed model is procuring through Performance Based Contracts. PBC or PBL can provide quick access to enhanced capabilities can be considered across the entire value chain and allows high flexibility to optimize schedule, cost and performance. Success depends on transparency and early industry involvement. When done properly, it allows the military to reduce risk, increase commitment and transform operational need to procurement requirement.
Welcome to Defence Collaboration and Logistics 2015. Sincerely,
Goran Cvetanovski, Editorial Director