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Maritime Logistics Community News : November 2009
41 NAVY SUPPLY NEWSLETTER SPRING 2009 At the strategic level, Navy’s framework revolves around provision of guidance and execution of governance. This will involve: • Guidance: u establishing sustainment requirements for future, transition and in- service capabilities; and u the articulation of the requirements into the agreements with DMO and other Groups (these agreements must also reflect SRP savings initiatives and targets). • Governance: u performance management of the requirements ensuring they have been translated into action, product and service to sustain capability, and u ensuring customer demands are linked to preparedness requirements. The importance of providing guidance and undertaking governance can not be underestimated. Stating, understanding (in terms of whether the requirement is achievable, affordable and sustainable) and clearly articulating Navy logistic requirements for both projects and sustainment is the foundation of achieving final outcomes within allocated funding. Navy logistics requirements input to ADF policy is also vital as the policy must meet Navy requirements or at the very least not undermine them, and needs to be affordable and doable from the Navy resource perspective. Governance provides the assurance that the Navy’s requirements in projects, sustainment and policy are being met. It is performance measurement, analysis and management to ensure delivery of the support required for Navy. For Navy logistics, this new ‘guide and govern’ concept will present challenges, as it means accepting the discipline of stating well what you require, and then measuring and achieving adjustments from a supplier without determining their business. It means achieving a better understanding of our business and requirements in terms of preparedness, technical regulation, ILS certification and interim operational release and operational release, so they can be articulated to the Defence supplier agency. Further the Navy agreements, such as the Material Sustainment Agreement product schedules, must demonstrate an alignment of requirement with the funding and resource base but also capture the risk involved in not undertaking activities due to limited funding. Governance challenges will manifest in the development of meaningful and useful measures of performance and then formulation of the appropriate action when support of the effect or capability (whether operations or Raise, Train and Sustain) is deficient. Conclusion This is not the last word on the Navy Logistics Framework and particularly what the strategic level should be undertaking. It is merely the first step in aligning what Navy logistics does in the current environment and should be doing in the future environment. It will change as the environment and Navy requirements change. More importantly, it should change as more minds become involved in this space and discuss and develop, in greater degrees, the detail behind the Framework. Feedback is truly welcomed. ABB provides a fast, flexible and focused approach to 24 hour turbocharger service - Sole O.E.M. Service Provider for ABB turbochargers in Australia and the South Pacific Region - Full repair, maintenance and retrofit - Service exchange/reconditioning of bearings and pumps - Quality and lowest real cost through genuine spare parts and factory – trained personnel www.abbaustralia.com .au ABB Turbocharging. Serving Australia, PNG and the South Pacific with service you can rely on. Sydney Ph: +61 2 9821 0940 Fax: +61 2 9821 0941 Melbourne Ph: +61 3 9393 3000 Fax: +61 3 9393 3010 Per th Ph: +61 8 9455 9455 Fax: +61 8 9455 1715 Brisbane Ph: +61 7 3868 2722 Fax: +61 7 3868 2711