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Maritime Logistics Community News : Summer 2010
36 NAVY SUPPLY NEWSLETTER SUMMER 2010 acknowledgement of the SO(SM)'s knowledge of their own professional Supply duties but also necessitate a demonstration of the SO(SM)'s commitment to the Submarine Service; often seen onboard as an individual's commitment to qualification as a professional and competent submariner in watchkeeping roles. Similarly for the SO(SM) to be effective as the onboard logistics specialist they will need to be allowed to conduct their Supply duties and not become a watchkeeper tied to the control room. As a result the SO(SM) will need to qualify as a submariner. ROLES OF THE SUBMARINE SUPPLY OFFICER 9. Supply Department Organisation. The following submarine Supply Department is proposed. 10. Stores. The recent addition of SLIMs and a LSSN to COLLINS has been a positive step forward, however reporting compliance and governance has always been a problematic area, particularly when in Full Cycle Docking. Currently compliance and governance reporting rests with FLSE (West), however the presence of a complemented SO(SM) would allow the coordination and oversight of this important task to be clearly the responsibility of each submarine. The complexity and cost, together with the strategic importance of submarine availability, so often predicated on its logistics support, would suggest that investing in a SO(SM) will be a remarkably cost effective measure for ensuring more effective stores support and ultimately Operational Availability -- especially when considered with that of stores personnel complemented in other RAN platforms. The future benefit of having an SO(SM) would be a disaggregation of the compliance and regulatory reporting requirements from FLSE (West) to the submarines, which in turn will lead to simpler and more accurate reporting direct from the boats, with improved accountability and greater responsibility assumed by the onboard users rather than FLSE (West). 11. Logistic Planning for Deployments. An essential role which will require the SO(SM) to liaise with the submarine's command and external agencies. Forward logistic support considerations will become increasingly important, given the greater emphasis on projecting submarine forces into forward areas of operation. The SO(SM) would be responsible for demanding and coordinating port logistics services and the management of those deliverables during visits. Greater submarine autonomy in terms of logistic and maintenance support will emphasis the need for better pre-deployment preparation, contingency planning and forward deployment of logistic resources in order to deliver Operational Capability. Operational support, including professional knowledge of logistic management and the supply chain are fundamental issues to be addressed by an officer with appropriate knowledge and training. The SO(SM) would be the submarine's single point of contact in this area. 12. Catering and Hotel Services. Quality provision of these services is not only important for the maintenance of onboard morale and personnel health, availability of food is an important limiting factor on the submarine's endurance. Ensuring strict quality control and accurate resource consumption assists in minimising wastage and prolonging that endurance. In collaboration with FLSE (West), menu development, forward planning for replenishment and managing storing arrangements would be an important role for the SO(SM). 13. Financial Management. For all service fund activities FLSE (West) could retain its auditing role with the SO(SM) acting as the onboard treasurer. This would provide sufficient oversight and appropriate audit arrangements. Financial and cash management would be undertaken by the SO(SM) (where applicable) rather than the XO. Onboard pay advice and enquiries could also be managed by the SO(SM), alleviating workload from individuals and their divisional officers. The presence of both SO(SM) and LSSTD could afford the opportunity for the provision of enhanced canteen services to ship's company; mindful of accepted stowage constraints in the boat. Work Related Travel, Official Hospitality, Budgeting and tracking expenditure of Public Monies and Local Purchase responsibilities would naturally fall within the SO(SM)'s ambit. 14. Secretarial. In the absence of a complemented WTR, the SO(SM) would add considerable value, whilst contributing to better communication and improved secretarial standards by acting as the CO's Secretary. HR advice to the Command and officers would also be within the SO(SM)'s scope of responsibilities. A proposal for the implementation of the RAN Submarine Supply Officer (cont) ... Leading Seaman Stores Naval Submariner Paul Crockford (left), cross checks store replenishment requirements for HMAS Collins on Diamantina Wharf, Fleet Base West. Assisting with the replenishment requirements (background, left to right) Seaman Stores Naval Aaron Robson, Able Seaman Stores Naval Mandi McLeod and Seaman Stores Naval Sam Miles.