Academic literature on the topic 'Logistics. Military supplies. Integrated logistic support'

One of the main directions of logistic support of the Armed Forces of Ukraine is medical support which is aimed at life safeguard and health of military personnel, well-timed and efficient provision of medical care in the event of injuries, injuries and diseases, fast renewal of combat power and ability to work in different conditions of its handling and at different period of time. The readiness of medical service of the Armed Forces of Ukraine to the medical support of the troops depends on the well-timed organization of medical supplies and the refilling of medical supplies full and complete. The qualitative and efficient allocation of medical equipment and medical supplies is a determining factor in this process. The aim of the work – reasoning of the irregularity of distribution logistics in the unified logistic system of the Armed Forces of Ukraine and the study of the main aspects of management of the distribution of medical supplies from the position of military pharmaceutical logistics. To get the purpose of the research, the analysis of domestic scientific sources and the current normative and legal base of Ukraine have been carried out. Research methods are: information search, comparison, systemization, semantic analysis, synthesis and modeling. In the conditions of logistic support of the Armed Forces of Ukraine and other components of the security and defense forces of Ukraine, the logistic function of the distribution of logistical equipment, inventory, military equipment and services (food, bath and laundry services, etc.) should ensure the activity of troops (forces) in peacetime and war time. It is the guarantee of the ability to ensure the defense of the state and appropriate response to military threats to the national security of Ukraine, efficiently using available potential and resources. Distribution logistics from the position of military pharmaceutical logistics is the management of all functional subsystems of the medical supplies and health services of the Ministry of Defense of Ukraine in order to optimize the distribution of the material flow (purchased medical supplies) from the supplier to the final consumer (according to the applications of the Military Medical Clinical Centers of the Regions). Same, distributive logistics in the structure of a unified logistic support system of the Armed Forces of Ukraine does not carry a commercial component, and its functions consist in planning, organization of distribution, control and regulation of the logistic process of distribution of material and technical means (including medical equipment and supplies), inventory, military equipment, services (catering, bath and laundry service, etc.). According to the authors, the term «marketing logistics» is not possible to use as a single system of logistic support of the Armed Forces of Ukraine, and in its subsystems. To sum it up, it was suggested to use the term «distributive logistics». On the basis of theoretical generalization of the data of scientific literature and normative legal acts, the main aspects of management of the distribution of medical equipment and supplies from the standpoint of military pharmaceutical logistics are studied. The functions of distributive logistics are defined, the model of the current logistic chain of distribution of medical equipment and supplies in the medical service of the Armed Forces of Ukraine is constructed. It is noted that in order to ensure the qualitative and efficient distribution of medical equipment and supplies, a regulatory and legal framework which regulates the division of powers between institutions and units of medical supplies and defines the responsibility for their implementation in the current conditions of the reformation of the Armed Forces of Ukraine.

Logistics support is essential for armed forces in terms of successful accomplishment of tasks. It is a process which consists in providing supplies, which include armament and military equipment as well as combat and material assets The article presents the general principles of NATO logistics, basic terms and definitions, logistic support issues and logistic systems in the Polish Armed Forces.

The past 25 years has seen the increasing use of commercially contracted firms to provide logistic support to Western armies, especially in the British, US, and Australian militaries. The resulting integration of civilian and military logistic personnel and systems to form a joint military-civilian/ public-private integrated logistic system has required a number of adjustments and changes in order for the product to be efficient, effective, and functional and remains a dynamic and ongoing process. In 2018, commercial logistic support is now at the point where certain militaries are deploying non-military logistic contractors forward into 1st and 2nd line logistic support roles. This article will briefly describe the western military trend to commercial logistic contracting, highlighting key points and considerations of which any military will require awareness, if contemplating a similar expansion. It will also emphasise that this growth of civilian contracting has been predicated on low intensity, counterinsurgency conflicts such as deployments in Iraq and Afghanistan. 1st and 2nd line commercial logistic support hence remains completely untested in the event of a potential peer or near-peer conflict. The untested nature of commercial contracting in a forward support role is the greatest potential critical vulnerability of militarycivilian integrated logistic systems, especially in the context of a potential NATO Article V -type conflict. The lessons for the Polish military as it considers greater integration of military and civilian logistics as part of a modernised force structure are clear.

The Armed Forces (AF) health care system of Ukraine today requires further improvement and development in the direction of unification and interoperability with the medical services ofNATO member countries. One of the important tasks facing the medical service of the Armed Forces ofUkraine, according to the Main Provisions of Logistics Provision of the Armed Forces ofUkraine, is the creation of a single effective system of resource management. The effectiveness of such a system is determined by the quality and reliability of the information used to control the flow processes. The aim of the work–а study of the singularities of the medical support of the troops in the integrated information network of logistic support of the Armed Forces of Ukraine. To achieve the purpose of the research, the analysis of the domestic and foreign scientific literature, the current regulatory framework of Ukraine was conducted. Research methods are: information search, contrast, arrangement and modeling. While conducting a study of the existing integrated information network of logistics support for military units and units of the Armed Forces of Ukraine it was found that this is one of the largest and most complex nodes. It was found that each node of the logistic information network is connected to other nodes of the transverse and longitudinal canals. The transverse canals connect the nodes inside the echelon, and the longitudinal canals connect the nodes between the echelons. Thus, the information network is a hierarchical network. It has been determined that the set of logistic support nodes is divided into three groups according to the research of foreign military scientists can be called: executives, operators and consumers. It is established that according to the current legislation in the information network of logistic support of the Armed Forces of Ukraine, the Main Military Medical Directorate, as a body managing the medical service of the Armed Forces of Ukraine, is on par with the Main Logistics Department of the General Staff of the Armed Forces of Ukraine. A study was conducted to study the peculiarities of the medical provision of troops in the integrated information network of logistical support of the Armed Forces of Ukraine. On the basis of theoretical generalization of data of scientific literature and normative-legal acts, the model of the current information network of logistical support of military units and units of the Armed Forces of Ukraine was constructed. The necessity to develop national decision support software in military logistics for the needs of the Armed Forces of Ukraine is identified.

Constant demand for new naval and commercial vessels has created special conditions for the Government-owned Soviet shipbuilding industry, which practically has not been affected by the world shipbuilding crisis. On the other hand, such chronic diseases of the centralized economy as lack of incentive, material shortage and poor workmanship cause specific problems for ship construction. Being technically and financially unable to rapidly improve the overall technology level and performance of the entire industry, the Soviets concentrate their efforts on certain important areas and have achieved significant results, especially in welding and cutting titanium and aluminum alloys, modular production methods, standardization, etc. All productivity improvement efforts are supported by an army of highly educated engineers and scientists at shipyards, in multiple scientific, research and design institutions. Discussion Edwin J. Petersen, Todd Pacific Shipyards Three years ago I addressed the Ship Production Symposium as chairman of the Ship Production Committee and outlined some major factors which had contributed to the U.S. shipbuilding industry's remarkable achievements in building and maintaining the world's largest naval and merchant fleets during the five-year period starting just before World War II. The factors were as follows:There was a national commitment to get the job done. The shipbuilding industry was recognized as a needed national resource. There was a dependable workload. Standardization was extensively and effectively utilized. Shipbuilding work was effectively organized. Although these lessons appear to have been lost by our Government since World War II, the paper indicates that the Soviet Union has picked up these principles and has applied them very well to its current shipbuilding program. The paper also gives testimony to the observation that the Soviet Government recognizes the strategic and economic importance of a strong merchant fleet as well as a powerful naval fleet. In reviewing the paper, I found great similarity between the Soviet shipbuilding productivity improvement efforts and our own efforts or goals under the National Shipbuilding Research Program in the following areas:welding technology, flexible automation (robotics), application of group technology, standardization, facilities development, and education and training. In some areas, the Soviet Union appears to be well ahead of the United States in improving the shipbuilding process. Most noteworthy among these is the stable long-and medium-range planning that is possible by virtue of the use and adherence to the "Table of Vessel Classes." It will be obvious to most who hear and read these comments what a vast and significant improvement in shipbuilding costs and schedules could be achieved with a relatively dependable 15year master ship procurement plan for the U.S. naval and merchant fleets. Another area where the Soviet Union appears to lead the United States is in the integration of ship component suppliers into the shipbuilding process. This has been recognized as a vital step by the National Shipbuilding Research Program, but so far we have not made significant progress. A necessary prerequisite for this "supplier integration" is extensive standardization of ship components, yet another area in which the Soviets have achieved significantly greater progress than we have. Additional areas of Soviet advantage are the presence of a multilevel research and development infrastructure well supported by highly educated scientists, engineering and technical personnel; and better integration of formally educated engineering and technical personnel into the ship production process. In his conclusion, the author lists a number of problems facing the Soviet economy that adversely affect shipbuilding productivity. Perhaps behind this listing we can delve out some potential U.S. shipbuilding advantages. First, production systems in U.S. shipyards (with the possible exception of naval shipyards) are probably more flexible and adjustable to meet new circumstances as a consequence of not being constrained by a burdensome centralized bureaucracy, as is the case with Soviet shipyards. Next, such initiatives as the Ship Production Committee's "Human Resources Innovation" projects stand a better chance of achieving product-oriented "production team" relationship among labor, management, and technical personnel than the more rigid Soviet system, especially in view of the ability of U.S. shipyard management to offer meaningful financial incentives without the kind of bureaucratic constraints imposed in the Soviet system. Finally, the current U.S. Navy/shipbuilding industry cooperative effort to develop a common engineering database should lead to a highly integrated and disciplined ship design, construction, operation, and maintenance system for naval ships (and subsequently for commercial ships) that will ultimately restore the U.S. shipbuilding process to a leadership position in the world marketplace (additional references [16] and [17]).On that tentatively positive note, it seems fitting to close this discussion with a question: Is the author aware of any similar Soviet effort to develop an integrated computer-aided design, production and logistics support system? The author is to be congratulated on an excellent, comprehensive insight into the Soviet shipbuilding process and productivity improvement efforts that should give us all adequate cause not to be complacent in our own efforts. Peter M. Palermo, Naval Sea Systems Command The author presents an interesting paper that unfortunately leaves this reader with a number of unanswered questions. The paper is a paradox. It depicts a system consisting of a highly educated work force, advanced fabrication processes including the use of standardized hull modules, sophisticated materials and welding processes, and yet in the author's words they suffer from "low productivity, poor product quality, . . . and the rigid production systems which resists the introduction of new ideas." Is it possible that incentive, motivation, and morale play an equally significant role in achieving quality and producibility advances? Can the author discuss underlying reasons for quality problems in particular—or can we assume that the learning curves of Figs. 5 and Fig. 6 are representative of quality improvement curves? It has been my general impression that quality will improve with application of high-tech fabrication procedures, enclosed fabrication ways, availability of highly educated welding engineers on the building ways, and that productivity would improve with the implementation of modular or zone outfitting techniques coupled with the quality improvements. Can the author give his impressions of the impact of these innovations in the U.S. shipbuilding industry vis-a-vis the Soviet industry? Many of the welding processes cited in the paper are also familiar to the free world, with certain notable exceptions concerning application in Navy shipbuilding. For example, (1) electroslag welding is generally confined to single-pass welding of heavy plates; application to thinner plates—l1/4 in. and less when certified—would permit its use in more applications than heretofore. (2) Electron beam welding is generally restricted to high-technology machinery parts; vacuum chamber size restricts its use for larger components (thus it must be assumed that the Soviets have solved the vacuum chamber problem or have much larger chambers). (3) Likewise, laser welding has had limited use in U.S. shipbuilding. An interesting theme that runs throughout the paper, but is not explicitly addressed, is the quality of Soviet ship fitting. The use of high-tech welding processes and the mention of "remote controlled tooling for welding and X-ray testing the butt, and for following painting" imply significant ship fitting capabilities for fitting and positioning. This is particularly true if modules are built in one facility, outfitted and assembled elsewhere depending on the type of ship required. Any comments concerning Soviet ship fitting capabilities would be appreciated. The discussion on modular construction seems to indicate that the Soviets have a "standard hull module" that is used for different types of vessels, and if the use of these hull modules permit increasing hull length without changes to the fore and aft ends, it can be assumed that they are based on a standard structural design. That being the case, the midship structure will be overdesigned for many applications and optimally designed for very few. Recognizing that the initial additional cost for such a piece of hull structure is relatively minimal, it cannot be forgotten that the lifecycle costs for transporting unnecessary hull weight around can have significant fuel cost impacts. If I perceived the modular construction approach correctly, then I am truly intrigued concerning the methods for handling the distributive systems. In particular, during conversion when the ship is lengthened, how are the electrical, fluid, communications, and other distributive systems broken down, reassembled and tested? "Quick connect couplings" for these type systems at the module breaks is one particular area where economies can be achieved when zone construction methods become the order of the day in U.S. Navy ships. The author's comments in this regard would be most welcome. The design process as presented is somewhat different than U.S. Navy practice. In U.S. practice, Preliminary and Contract design are developed by the Navy. Detail design, the development of the working drawings, is conducted by the lead shipbuilder. While the detail design drawings can be used by follow shipbuilders, flexibility is permitted to facilitate unique shipbuilding or outfitting procedures. Even the contract drawings supplied by the Navy can be modified— upon Navy approval—to permit application of unique shipbuilder capabilities. The large number of college-trained personnel entering the Soviet shipbuilding and allied fields annually is mind-boggling. According to the author's estimation, a minimum of about 6500 college graduates—5000 of which have M.S. degrees—enter these fields each year. It would be most interesting to see a breakdown of these figures—in particular, how many naval architects and welding engineers are included in these figures? These are disciplines with relatively few personnel entering the Navy design and shipbuilding field today. For example, in 1985 in all U.S. colleges and universities, there were only 928 graduates (B.S., M.S. and Ph.D.) in marine, naval architecture and ocean engineering and only 1872 graduates in materials and metallurgy. The number of these graduates that entered the U.S. shipbuilding field is unknown. Again, the author is to be congratulated for providing a very thought-provoking paper. Frank J. Long, Win/Win Strategies This paper serves not only as a chronicle of some of the productivity improvement efforts in Soviet shipbuilding but also as an important reminder of the fruits of those efforts. While most Americans have an appreciation of the strengths of the Russian Navy, this paper serves to bring into clearer focus the Russians' entire maritime might in its naval, commercial, and fishing fleets. Indeed, no other nation on earth has a greater maritime capability. It is generally acknowledged that the Soviet Navy is the largest in the world. When considering the fact that the commercial and fishing fleets are, in many military respects, arms of the naval fleet, we can more fully appreciate how awesome Soviet maritime power truly is. The expansion of its maritime capabilities is simply another but highly significant aspect of Soviet worldwide ambitions. The development and updating of "Setka Typov Su dov" (Table of Vessel Classes), which the author describes is a classic example of the Soviet planning process. As the author states, "A mighty fishing and commercial fleet was built in accordance with a 'Setka' which was originally developed in the 1960's. And an even more impressive example is the rapid expansion of the Soviet Navy." In my opinion it is not mere coincidence that the Russians embarked on this course in the 1960's. That was the beginning of the coldest of cold war periods—Francis Gary Power's U-2 plane was downed by the Russians on May 1, 1960; the mid-May 1960 Four Power Geneva Summit was a bust; the Berlin Wall was erected in 1961 and, in 1962, we had the Cuban Missile Crisis. The United States maritime embargo capability in that crisis undoubtedly influenced the Soviet's planning process. It is a natural and normal function of a state-controlled economy with its state-controlled industries to act to bring about the controlled productivity improvement developments in exactly the key areas discussed in the author's paper. As the author states, "All innovations at Soviet shipyards have originated at two main sources:domestic development andadaptation of new ideas introduced by leading foreign yards, or most likely a combination of both. Soviet shipbuilders are very fast learners; moreover, their own experience is quite substantial." The Ship Production Committee of SNAME has organized its panels to conduct research in many of these same areas for productivity improvement purposes. For example, addressing the areas of technology and equipment are Panels SP-1 and 3, Shipbuilding Facilities and Environmental Effects, and Panel SP-7, Shipbuilding Welding. Shipbuilding methods are the province of SP-2; outfitting and production aids and engineering and scientific support are the province of SP-4, Design Production Integration. As I read through the descriptions of the processes that led to the productivity improvements, I was hoping to learn more about the organizational structure of Soviet shipyards, the managerial hierarchy and how work is organized by function or by craft in the shipyard. (I would assume that for all intents and purposes, all Russian yards are organized in the same way.) American shipyard management is wedded to the notion that American shipbuilding suffers immeasurably from a productivity standpoint because of limitations on management's ability to assign workers across craft lines. It is unlikely that this limitation exists in Soviet shipyards. If it does not, how is the unfettered right of assignment optimized? What are the tangible, measurable results? I believe it would have been helpful, also, for the author to have dedicated some of the paper to one of the most important factors in improvement in the labor-intensive shipbuilding industry—the shipyard worker. There are several references to worker problems—absenteeism, labor shortage, poor workmanship, and labor discipline. The reader is left with the impression that the Russians believe that either those are unsolvable problems or have a priority ranking significantly inferior to the organizational, technical, and design efforts discussed. As a case in point, the author devotes a complete section to engineering education and professional training but makes no mention of education or training programs for blue-collar workers. It would seem that a paper on productivity improvement efforts in Soviet shipbuilding would address this most important element. My guess is that the Russians have considerable such efforts underway and it would be beneficial for us to learn of them.

This article presents an analysis of the process of optimizing the process of managing the integrated supply chain in the system of logistics of military units of the National Guard of Ukraine. The paper optimizes the process of managing the integrated supply chain in the logistics system of military units of the National Guard of Ukraine is considered as an interconnected and interdependent set of organizations, resources and knowledge flows involved in ensuring supply and value formation. A general model of creating an integrated value formation system is proposed, which is a sequence of actions and strategies, the implementation of which is necessary for the successful reorganization of the existing supply chain for the military units of the National Guard of Ukraine. Within the framework of the offered model the reflected processes consist in optimization of coordination of various functions. Emphasis is placed on the need to create a logistics center that functions as an information adapter in order to rationally manage the flow of the supply process. This article highlights new tasks, the solution of which requires employees to supply the highest level of intellectual and creative potential. The work for the military units of the National Guard of Ukraine offers criteria for selecting decisions on the use of internal and external sources. The article develops a model for estimating the structure of total costs in the supply chain, which acts as a link that is connected between consumers and suppliers. The main factor in the use of information systems for the successful functioning of the supply chain in this article considers the need for almost perfect connections, both within the company of the stakeholder of the military unit, and between them. Emphasis is placed on the fact that the created model changes the very basis of decision-making, using an approach that stimulates the reduction of aggregate costs in the supply chain and increase the overall competitive advantage in the movement of materials and information from supplier to military units. The article proposes a system for measuring efficiency, which is not only applicable at several levels of organizational management, but also able to integrate multi-level operational activities to achieve the goals of organizations in the supply chain.