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This edition of The Link comes at a time of

change within the Defence logistics community.

As an outcome of the Defence Management

Review, from 1 October, Joint Logistics Group

merged into a restructured VCDF Group.

We are now Joint Logistics Command, which

some may see as a return to the past, but I see

as a strong and positive move forward.

As John F Kennedy said, ‘Change is the law

of life, and those who look only to the past or

present are certain to miss the future’.

Although this change makes little impact on

the everyday operations of Joint Logistics,

nonetheless, it is part of the evolutionary nature

of a dynamic and progressive Defence Force

addressing the challenges of the future.

I will continue to develop my role as the

Defence Strategic J4 and now report to

Lieutenant General Ken Gillespie, VCDF.

In this edition of The Link we have focused

on Army logistics and future editions of the

magazine will focus on both Navy and Air

Force logistics.

I hope this issue will help broaden your

understanding of the broad sphere of

activities that occur under the umbrella of

‘Defence logistics’.

Regards,

Major General Grant Cavenagh,

Commander Joint Logistics

You will not find it difficult to prove

that battles, campaigns, and even wars have been

won or lost primarily because of logistics. Dwight D Einsenhower

DEFENCE LOGISTICS MAGAZINE

THE LINK

Welcome to the second edition of The Link.

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Defence personnel wishing to subscribe to The Link can email the Editor on JLC.Communications@defence.gov.au

The Link: Defence Logistics Magazine is published four times a year by the Headquarters Joint Logistics Command.

In addition to keeping Defence personnel informed about developments in the logistics field, and how this impacts on

operations and the day-to-day support of the Australian Defence Force, The Link promotes the concept of harmonised

logistics across Defence and highlights the role and contribution of Defence logisticians to the Defence mission.

Submissions for The Link are most welcome and should be emailed to the address below.

All photographs submitted must be high resolution and cleared for publication.

Staff Officer Communications

Editor, The Link – Defence Logistics Magazine

Joint Logistics Command

CP4-2-096

Campbell Park Offices

Department of Defence

Canberra ACT 2600

Tel 02 6266 4538

Fax: 02 6266 2368

JLC.Communications@defence.gov.au

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INTRODUCTION BY CJLOG 1

LOGISTICS INITIATIVES 4

A WINDOW INTO THE LOGISTICS BEHIND TALISMAN SABER 8

EXPLODING INTO THE TOP 25 16

ARMY LOGISTICS 18

ARMY RISES TO MEET LOGISTICS CHALLENGES 20

THE ARMY LOGISTICS TRAINING CENTRE 21

BIG WHEELS KEEP ON MOVING 22

PROFESSIONALISATION OF MATERIEL LOGISTICIANS IN THE DMO 24

AUSTRALIAN DEFENCE LOGISTICS CONFERENCE 26

AIR FORCE LOGISTICS CONFERENCE 30

EARTHQUAKE BRINGS HOME SEMINAR THEME 32

TREADING MORE GENTLY 34

GREEN VISION WINS AWARD 35

THE DEFENCE LOGISTICS COMMITTEE UPDATE 38

UPCOMING EVENTS 41

FAST FACTS 44

CONTENTS

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Major General Grant Cavenagh Commander Joint Logistics

LOGISTICS INITIATIVES

All of Defence’s logisticians—in Navy, Army and Air Force, Defence Materiel Organisation, Joint Logistics Command and the broader Defence organisation there are many thousands—should be pleased with the achievements over the last 12 months. First and foremost, we have worked together to continue support to Australia’s many operational forces in many parts of the world. Your collective focus on our ultimate objective—to ensure our forces have the logistic support necessary to meet this mission—is an achievement of which we can be justifiably proud. It takes a great deal of dedication, skill and flexibility to provide tailored logistic support to the great variety of operations in which we are involved.

This year has seen many exciting developments

in Defence logistics, all of which are positioning

our organisation to be more logistically capable,

robust and efficient. Given Defence’s high

tempo of operations, these developments are a

great credit to all those involved.

Some of the initiatives I wish to highlight are in

the areas of:

� Logistics enterprise system

development. The team within the DMO

Material Information Systems led by BRIG

Dave McGahey has made strong progress

towards the development of our new logistic

systems and in the ongoing operations

and upgrade of our current systems.

� Air Force has implemented a major

initiative to strengthen its overall

logistic management. The creation

of the Director General Logistics – Air

Force, and a network of senior logistics

appointments, is designed to ensure

the appropriate rigour and logistics

management oversight is in place to enable

the RAAF to transition from many of the

current aircraft to the future aircraft.

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� The establishment of a Navy logistics

directorate within Navy Headquarters has

enabled Navy to better manage strategic

issues associated with logistic systems,

policy and doctrine, and sustainment.

The current major challenge for Navy

logistics is the alignment of supply and

maintenance information architecture,

business processes and reporting

structures in preparation for the introduction

of the deployable Military Integrated

Logistic Information System (MILIS)

under JP2077 Phase 2B.2. Navy also

continues to develop its ability to effectively

manage and direct services and support

delivered by DMO through the Material

Sustainment Agreement process. Finally,

the establishment of the Maritime Logistic

Requirements Forum as a sub-committee to

the Naval Capability Committee will improve

the articulation of Navy’s logistic support

requirements to internal and external

stakeholders and provide greater direction

to present and future capability projects.

� Army has been undertaking significant

work to rapidly introduce and support

new equipment for operations while

pursuing its continued force expansion

and adjustments to bases. These

activities pose major logistic challenges.

� The DMO embarked on a major

logistics professionalisation drive

through structured programs to

increase the skill level and technical

competence of its workforce. Mr Warren

King, General Manager Programs, is

leading the charge through the DMO

Materiel Logistics Committee.

� Defence Science and Technology

Organisation (DSTO) has been developing

logistic support tools, which are

approaching the stage of being fielded for

initial evaluation and assessment, such

as the ‘VIPA – Vital Planning and Analysis’

program, which is designed to assist

logistic planners model forces for future

operations. Interesting work is also being

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done with ‘Logwiki’ which is providing a capability for sharing logistics information. It is primarily tied to the aide-memoir for the VIPA planning tool; however, greater use of the Logwiki is being developed as a business case by Joint Logistic Command’s Strategic Logistic Branch staff, with a view to being used for interactive continuous review of Joint Logistics Doctrine.

� The Defence Logistics Committee has continued to guide the development and management of logistics in Defence. Careful consideration has been given to Defence Logistic policy, systems to run our logistics, ensuring that logistic

lessons from operations are addressed,

and we continue to professionalise

Australian Defence logistics.

� Within Joint Logistics, special note should

be made of the endorsement of the

Defence Logistics Transformation Plan;

exceptional progress with the management

of inventory within Defence (thanks to

everyone across Defence who contributed

so much); operational contracts and supply

chain management; progression of a way

forward for warehousing, distribution and

maintenance; and a range of national and

international strategic logistic activities.

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� The work being done by the logistics team

within Joint Operations Command has

been outstanding. Increasingly close

cooperation across Defence is leading

to faster issue identification and resolution.

Importantly, bedding-in of roles and

responsibilities has made great progress.

The evolution of logistics in Defence continues

with the consolidation of explosive ordnance

management. While still in its concept stage,

activity is underway to create a focal point within

VCDF Group and Joint Logistics Command

for explosive ordnance management. This will

correspond, and be partnered, with the new

DMO Explosive Ordnance Division and each of the Service Headquarters.

Finally, thank you for your ongoing efforts, which are integral to logistics operating effectively. In running Australia’s most demanding and complex logistic business within Defence, we have achieved what we have only through the collective effort of everyone involved in the broader Defence logistic community.

Yours in logistics,

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In December this year, around 20

Australian Defence Force personnel

will travel to Hawaii to attend the

first Joint Planning Conference for

Talisman Saber 2009 (TS09).

This early planning is a timely reminder of the

logistics effort behind organising the biennial

Talisman Saber military training exercise.

The logistics supporting the 27,500 Australian

and United States personnel involved in

Talisman Saber 2007 (TS07) were extensive,

A WINDOW INTO THE LOGISTICS BEHIND TALISMAN SABER

with force elements deploying with their normal

complement of first and second line logistic

support.

The 17th Combat Service Support Brigade

(17 CSS Bde) deployed a Force Support Group

(FSG) to support Combined Task Force 661,

which focused on activity in the Shoalwater Bay

Training Area.

Based out of Rockhampton, the FSG was

tasked to provide designated levels of 3rd line

support to all exercise participants.

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With around 8,000 personnel within the Shoalwater Bay/Rockhampton area, their contribution to TS07 provides a window into just one element of the logistic support behind the exercise.

While TS07 is becoming a bit of a dusty memory for most ADF personnel involved, at the 17 CSS Bde, the wrap-up and assessment of how they handled the exercise will inform how they approach their raise, train and sustain role within Defence.

According to LTCOL James Sowerby, Senior Operations Officer on Headquarters 17 CSS

Bde, what many people don’t realise is that for major exercises such as Talisman Saber, the logistics component is usually one of the first elements in and one of the last ones out.

“The first elements of our deployment went into Rockhampton about a month prior to the commencement of TS07, with the last elements departing around a month after the exercise was completed,” says LTCOL Sowerby.

This allowed the FSG to facilitate the reception, staging, onward movement and integration (RSO&I) of forces involved in the exercise

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and coordinate the redeployment of exercise participants at the conclusion of the activity.

The FSG was responsible not only for the transportation and handling of equipment, munitions and stores, but also for the establishment and operation of a post office, cash office, canteens and catering.

In addition, the FSG was responsible for the establishment of a Health Support Company, with full surgical capability, in the bush at Shoalwater Bay.

17 CSS Bde also provided logistic over-the-shore support via their Amphibious Beach Team, and their Watercraft Section of LCM8’s which provided personnel and cargo transportation from ships, such HMAS Kanimbla, HMAS Manoora and HMAS Tobruk, to shore.

Most of those stationed in Rockhampton for the duration had limited time for recreation. But if you were transiting through or preparing to go into the Bay, and managed to catch an NRL game or a movie at the outdoor movie theatre in the main mess facility at Rockhampton, you’ve got the FSG to thank.

Logistics planning for TS07 was conducted throughout the exercise planning cycle, including the concept development, initial, mid and final planning conferences.

Uncertainty surrounding the commitment of forces for the activity and the level of support that would be provided by various elements meant that detailed planning continued right up to the start of the exercise and required forces to be reactive to a number of late requests during the exercise.

These ‘late requests’ were made in the few months and weeks preceding TS07 and resulted in FSG providing fuel and rations to isolated RAAF rebroadcast stations, the forward delivery of tents and stretchers to US forces to establish their camps, supplying oils and

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lubricant to the United States Marine Corps

(USMC) Abrams Tanks, and the provision of

canteen services to USMC personnel.

At peak periods, the FSG numbered around 800

personnel from the formation.

“Of course Talisman Saber is about combined

joint operations and our HQ was located with

a number of key enablers including a small

Navy Logistic Support Element, US contracting

cell, elements of the Combined Movements

Coordination Centre and various liaison officers.

The FSG also provided liaison officers to

various agencies, including US Combat Service

Support HQ,” says LTCOL Sowerby.

The Air Force had a small contingent operating

from Rockhampton airport and this enabled

some capabilities to be integrated into key

FSG capabilities, such as the Primary Health

Care facility and the kitchen operation based

at the Defence Support - Central Queensland,

Western Street facilities in Rockhampton.

According to MAJ Phillip Hoglin, the Plans

Officer of 17 CSS Bde, a good example,

from a logistics perspective, is how catering

was approached.

“Our Force Support Group has enough cooks

to cater for around 500 personnel, but with

augmentation from the RAAF and US Marine

and Navy personnel, we boosted the capability

of the main kitchen at Western Street to cater

for up to 2,000 personnel,” says MAJ Hoglin.

As part of the exercise planning process, a

number of FSG positions were filled by other

services or by US forces. A number of these

were filled by elements outside the 17 CSS

Bde, which helped produce the combined

effects required. This included the collocation

of the Forward Maintenance Area and RSO&I

personnel from both Australian and US forces, a

shared ammunition storage area and collocating

the US surgical team with the Australian Health

Support Company.

One of the most challenging aspects of TS07

was establishing procedures that met both

Australian and US governance and accounting

procedures – particularly for cost recovery

purposes.

As all services provided to the US had to

be paid for by the US, a comprehensive

accountancy system was put in place that

provided full transparency of costs, including

breakdowns and tracking of transactions in

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tandem with a financial approval system which

included financial delegates from both the

Australian and US forces.

The collocating of the US and ADF contracting

cells allowed procedures and authorisations

to be established in detail prior to the first

‘multi-lateral support request’ from the US to

the Australians. These procedures are well

practiced on operations, but usually entail

Australians asking the US for stores, services,

and equipment; very rarely the other way round.

“The short duration of the exercise meant that

Logistic Information Management Systems

infrastructure, such as the set up of a Joint

Operations District within the Standard Defence

Supply System (SDSS), was not established for

the exercise,” says LTCOL Sowerby.

Another challenge was the allocation of priority

for scarce assets such as tentage. Joint Logistic

Command went to considerable effort to provide

camp stores required by exercise participants

on TS07.

Stores for the 2,400-person camp established

at Defence Support - Central Queensland,

Western Street, Rockhampton, were

supplemented by hiring marquees from civilian

companies. The infrastructure at Western Street

was also enhanced through the hire of semi-

trailer mounted shower and toilet facilities.

The exercise provided an excellent opportunity

for the FSG to deploy on an activity of suitable

size and duration to test a number of 3rd line

Combat Service Support and Command and

Control functions.

The incorporation of activities such as combined

RSO&I, contracting support, 3rd line distribution,

amenities support and level 3 health support

allowed the FSG to exercise most of the

functions associated with 3rd line CSS in a

scenario with a large enough dependency to

test and validate its processes. The conduct of

new activities such as Combined RSO&I has

enabled the formation to establish procedures

for this type of activity.

As a consequence 17 CSS Bde is in the process of refining procedures to incorporate lessons learnt.

As planning teams from HQ Joint Operations Command head off to Hawaii in December to commence the first stage of the planning process for TS09 , they will go with the confidence that the logistics behind Talisman Saber were executed with professionalism, agility and reliability. �

First Line Support

pertains to resources and

activities under the control

of the unit commander for

the provision of combat

service support to the unit.

Second Line Support

pertains to resources and

activities under the control

of a brigade commander

for the provision of combat

service support to units

organic to the brigade.

Third Line Support

comprises support provided

to a force by combat service

support elements not organic

to combat formations.

Fourth Line Support

is provided by logistic

or administrative

organisations outside the

theatre of operations.

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Mission for TS07The mission was to provide 3rd line Combat Service Support to Combined Task Force 661 units and other designated dependencies for the duration of TS07.

Key specified tasks included:

� Conducting Combined RSO&I for forces passing through Rockhampton

� Regulating the redeployment for forces from Shoalwater Bay Training Area (SWBTA)

� Providing the Logistic Component Commander for Combined Task Force 661

� Provision of level 3 health support

� Provision of force level distribution support

To achieve this mission, the 17 CSS Bde deployed a Force Support Group (FSG) that consisted of the following:

� HQ FSG (based at Rockhampton)

� A Composite Force Support Battalion (FSB), based at Rockhampton, consisting of:

• HQ FSB

• A HQ Force Maintenance Area

• A Road Transport Squadron

• A Terminal Squadron

• Elements of a Force Supply Company (Rations Pl and a Kerb Side refuelling point)

• A Reception, Staging, Onward Movement and Integration (RSO&I) Squadron

• A Logistic Support Company

• A personnel services Pl (Postal/Cash office/amenities)

• Air dispatch and parachute rigging personnel

� A Composite Health Support Company (HSC) based in SWBTA consisting of:

• A level 3 (surgical) health capability

• A Force Supply Company (Ammo Storage Area, Bulk Fuel Installation, Kerb Side Refuelling Point, Refuelling Point Aviation)

� A HQ Force Maintenance Area (based in SWBTA)

During the Ex 17 CSS Bde also participated in a number of trials, including:

� RFID, in particular interoperability of Australian and US systems.

• Personnel Tracking System (17 CSS Bde lead activity)

• Force level contract management capability.

The 17th Combat Service Support Brigade

17th Combat Service Support Brigade support during TS07

� Fresh water distribution - 1,410,000 litres

� Bulk Fuel Distribution (all types) - 711,925 litres

� Cargo movement - 1,432 x 20ft platforms (11,480T) and 73 float loads

� Personnel processed through RSO&I Company - 4,400 (1,800 Australian & 2,600 US)

� Contracts facilitated by FSG approx $2M

� Fresh ration expenditure approx $1.1M

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Command Center keeps units wired during Exercise Talisman Saber 2007

Maj. Steve Cosby gives a tour of the 3rd Marine Logistics Group (Forward) Combat Operations Center (COC) to Australians in Rockhampton,

Australia June 23. The COC acts as a communications hub to give commanders and their staff the means to share information across vast

networks. The COC also allows for the oversight of logistics throughout the battlefield. Cosby is the communications officer for 3rd MLG (FWD)

ROCKHAMPTON, Australia (June 27, 2007) -- Just 15 years

ago you could walk into a logistics

unit’s Combat Operations Center

(COC) and you would see Marines

talking to units in the field on

PRC-77 radios, passing information

on “yellow canary” note pads, and

displaying logistical data on flip

charts or over-head projectors.

Now that information is projected across

multiple flat-screen TVs. Rows of computer

work stations are wired together to numerous

networks creating a collaborative environment

the command, its subordinate combat logistics

units as well as higher, adjacent and supported

units on the battlefield can utilize.

Over the past year, 3rd Marine Logistics

Group (MLG) has been working to integrate

technologies and coordination cells, which have

proven useful in Operations Iraqi Freedom and

Enduring Freedom, into their COC.

The following story is reproduced with the kind permission of the US Marine Corps News (article by Combined Joint Information Bureau Talisman Saber 2007, MCB Camp Butler).

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Combat Logistics Regiment 37, 3rd MLG

(Forward), commanded by Col. Paul E.

Greenwood, was deployed to Rockhampton,

Australia in support of 3rd Marine Expeditionary

Brigade (MEB), participating in the Combined

Joint Exercise Talisman Saber 2007, and used

this exercise as an opportunity to implement

these capabilities.

With the technology now available, it is easier

for logisticians to work with the other services

and coalition forces to fix problems that arise

and get supplies and equipment where they

need to be much faster. One example of this

occurred during the exercise, when tanks were

running low on petroleum, oil and lubricants.

If this situation occurred in the past, a call

would be made back to Okinawa, Japan and

the needed supplies would be flown on the

next available plane. This process would take

from five to seven days. Now, the problem with

the tanks was fixed in less than two days. The

items were located at an Australian tank unit in

Darwin (a town approximately 3,000 kilometers

from Rockhampton), and the Australian Defence

Force flew the supplies to Rockhampton and

delivered it by tactical vehicles directly to the

logistic unit in support of the tanks.In addition

to new technologies, coordination cells such as

the Marine Air Ground Task Force Deployment

Distribution Operations Center (MDDOC), that

pull together subject matter experts; service,

agency and coalition representatives, harness

these technologies to coordinate and expedite

getting the supplies and distributing them to the

units in the field.

The MDDOC, which is a relatively new concept for 3rd MEB and III Marine Expeditionary Force, has seen much success, according to Chief Warrant Officer 2 Tikishia Smiley, the information management officer for the COC.

“It has been used extensively and proven itself in Iraq and is working great during this exercise,” Smiley said.

The MDDOC is just as beneficial and easy to use for commanders in the COC as it is for unit leaders on the battlefield, according to Smiley. Leaders can send their requests for supplies via secure radios or by a hand-held personal digital assistant. The MDDOC then shows the status of the request as it changes in a shared environment viewed by all.

“We’ve gone from systems that update status once-a-day to systems that update in real time,” she said. “That gives our commanders much more visual information to help them make better decisions.”

The MDDOC and other tools used in the COC are not just reserved for a combat environment. Humanitarian and disaster relief operations can also benefit from the use of the system, according to Lt. Col. Roni Meyerhoff, the executive officer of 3rd MLG (FWD).

“The Marines here are setting the base for MDDOC exploits,” he said. “We are setting the stage for distributive operations for future exercises and operations throughout the Pacific region.” �

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In recognition of 2007 as the International Year of Women in Engineering, Engineers Media (the publishing arm of Engineers Australia) has compiled a list of Australia’s 25 most influential female engineers based on nominations submitted by members of Engineers Australia.

After many distinguished years in the field of explosive ordnance, I’m sure CAPT Jacqui King, RAN, Director Ordnance Safety, Joint Logistics Command, will pardon the puns when we say congratulations for shooting onto this list and exploding into the Top 25.

Women engineers currently represent less than 10% of engineering in Australia, which is one of the lowest participation rates of women across all professions.

The ‘25 Most Influential Female Engineeers’ list was compiled by the peak industry body to increase awareness of the contribution women make to engineering, and the personal and professional opportunities the profession offers women.

According to CAPT King, although the profession is male-dominated, she has never felt being a female presented any major obstacles in her career.

EXPLODING INTO THE TOP 25

“Although one of the biggest hurdles I faced

back in the early 1980s was getting the financial

support to study engineering. Unfortunately

most scholarships were not open to women.

Thankfully Defence was interested in employing

female engineers.

As an explosive ordnance engineer I often

found myself as the first female engineer in

a very masculine work place but invariably

after a short time, if I showed respect for the

knowledge of others (and some selective

hearing), I would be accepted into the team.

Sometimes finding a reason to put on the

overalls and get dirty helped to break the ice

too,” says CAPT King.

In October 2006 CAPT King was appointed

as the chair of the NATO Munitions Safety

Information Analysis Centre (MSIAC) Steering

Committee, a NATO Project which provides

technical support to its 12 member countries in

the field of munitions safety across the life cycle

(cradle to grave).

“This appointment has been a career highlight

and has provided me with the opportunity to

know and work with scientists and engineers

with such a wealth of experience and wisdom

Photo by Stefan Postles

CAPT King holds the following qualifications:

• Bachelor of Engineering with Distinction in Chemical Engineering

• Masters of Science in Explosive Ordnance Engineering

• Lead Auditor under the ISO 9000 Quality Management System

• Masters in Business Administration

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EXPLODING INTO THE TOP 25

in munitions safety that I cannot help but be inspired,” says CAPT King.

However, CAPT King adds that attaining her current position, the most senior post within her engineering specialisation, has also been a career milestone.

The Director Ordnance Safety has responsibilities which are Defence wide. CAPT King has a delegation as the Defence technical regulator for explosive storage and transport as well as being responsible for setting standards and developing Defence policy relating to the handling and safe design of explosive ordnance.

She also chairs Defence’s two main technical committees relating to explosive safety, namely the Ordnance Safety Review Board and the Explosives Storage and Transport Committee as well as representing Defence at the Australian Forum of Explosive Regulators (AFER). A primary role of AFER is to advise federal, state and territory governments on all aspects of regulation of explosives safety.

“Although this may sound like I am an engineer who has moved into management, that is not true. The output from the Directorate and the committees I am involved with is engineering

based. We are developing technical frameworks

and standards that underpin explosive safety

as well as assessing compliance with those

technical standards.

“Our objectives are to ensure that, when

explosives and munitions are designed,

manufactured, tested, handled, stored,

transported, used or disposed of, safety and

suitability are integral to that activity.

“Success for us is having explosives go

bang only where and when we intend them

to,” says CAPT King.

CAPT King is exceptionally proud of the

dedicated and highly skilled team in

Ordnance Safety.

“My team is comprised of some of the most

experienced professionals in ordnance

safety in Australia with an enormous degree

of commitment and professionalism ” says

CAPT King.

The complete list of ‘The 25 Most Influential

Women in Engineering’ can be found in

the October edition of Engineers Australia

magazine. �

The Directorate of Ordnance Safety is recognised in the Australian Defence Organisation as the centre of excellence for explosive ordnance safety, developing policy and providing assurance that explosive ordnance is safe and suitable for service through the Ordnance Safety Review Board. The Director Ordnance Safety is also the Defence Technical Regulator for storage and transport of explosive ordnance.

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The current high operational tempo is giving Army’s logisticians the opportunity to rise to meet the challenges this presents.

“While we’re very busy and some capabilities are under pressure due to our high operational tempo, it is positive to see that our land force logistics structures and doctrine are sound and that we are successfully sustaining a range of different operations,” says COL David Mulhall, Director Logistics—Army.

“Army’s logisticians enable our land combat forces to do their job—we are very much part of the combined arms and services team. In the battlespace, that means providing transport, supply, maintenance and health support—either as an integral part of combat and combat support units, or at formation and force level. This means that many of our officers and

soldiers are operating in areas of threat,” says

COL Mulhall.

There are around 8,000 - 10,000 logisticians in

Army at any given time. This includes a large

number who are part of the Defence Material

Organisation and Joint Logistic Command, who

also contribute directly to the sustainment of

deployed forces.

The high operational commitment and

increasing technical sophistication of Army’s

equipment has placed a number of specialist

and technical trades under pressure.

“We are addressing this issue with a very

active trade transfer program and targeted

retention bonuses for critical trades. Indeed,

our recent recruiting and retention results are

quite impressive. While it remains a tough

competition to attract young men and women

into some specialist trades, we’re hitting or well-

ARMY LOGISTICS

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comprehensive training regime that is competency-based and which is superior in structure and delivery to that found in many civilian organisations,” says COL Mulhall.

Defence also provides many opportunities for tertiary study, either on-campus or through distance education.

“I’ve been very fortunate I’ve been able to do an amount of study along the way. I feel my personal development needs have been well-catered for,” says COL Mulhall.

Soldiers wanting to work in logistics are initially trained with all other recruits through the Army Recruit Training Centre, Kapooka, at Wagga Wagga, and then undergo trade training at the Army Logistic Training Centre in Bandiana, Victoria. �

exceeding recruiting targets in other areas. For example, we’re now recruiting around 170% of our target for riflemen. Experience has shown that a number of these soldiers will later trade transfer, with a number flowing through to logistic trades,” says COL Mulhall.

The ongoing training opportunities offered through Defence is a key benefit promoted through recruiting.

From training in technical trades, right through to logistics and supply chain management study at a degree and masters level, COL Mulhall is conscious of the positive benchmarking Defence logisticians are achieving against peers outside Defence.

“Professionalisation of our logistic workforce is key. Army has in place a rigorous and

COL David Mulhall (third from left) at Camp Victory, Baghdad in June 2006, when he was Chief of Plans (Logistics), with his team.

The two other Australian officers are WGCDR David Potter (front centre) and MAJ Les Robinson (behind COL Mulhall) pictured with

United States officers from the Army, Navy and Marines.

A quick review of the career of COL David Mulhall is a living example of professional development through a Defence career.

After completing Officer Cadet School in Portsea, Victoria, Mulhall trained as a road transport specialist, which was the basis for his career path in logistics, including command of the 1st Combat Service Support Battalion in Darwin and a six-month stint as Chief of Plans (Logistics), Multi-National Force – Iraq.

Further studies have included 15 months studying advanced operational logistics at the British Army’s School of Logistics in the UK, 12 months study at the Army Command & Staff College, and in 2008, a further 12 months study at the Centre for Defence and Strategic Studies at Weston Creek, Canberra.

Through this on-campus study, together with other Defence-sponsored distance education, COL Mulhall has attained a Masters of Engineering in Integrated Logistics Management, a Masters of Defence Studies, a Post-Graduate Diploma in Transportation Planning and Managament, and a Bachelor of Professional Studies.

COL Mulhall was appointed a Member of the Military Division of the Order of Australia in the 2007 Queen’s Birthday Honours List, and awarded the US Army Bronze Star Medal for his service on Operation Iraqi Freedom (Operation Catalyst).

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Significant changes in the provision of logistic support over the last 20 years have driven the need for commensurate improvements in training and, in particular, specialised logistic training.

Also, the current high operational tempo brings

with it an increased demand for soldier trades

that provide logistics functions.

Since its formation at the end of 1995,

the Army Logistic Training Centre (ALTC)

has been responding to this growing need by

providing a wide range of high quality logistic

and trade training courses and aligned

trade management.

Located outside Albury/Wodonga, with out-

posted training campuses at Puckapunyal,

Victoria and Townsville, Queensland, the ALTC

strives to train to sustain, in order to develop

soldier-tradesmen, combat service support

practitioners and military logisticians.

According to Commandant, Army Logistic

Training Centre, COL David Shields, the Centre

is proactively addressing the current and

forecasted support generated by the changing

Army rises to meet logistics challengesstrategic environment and the increased emphasis on logistic self-reliance.

“Changes in the delivery of logistic health and personnel services support, coupled with the introduction of integrated Combat Service Support units at formation and force levels have always been drivers behind our course development.

“In addition, our courses also address changes in the provision of Base Logistic support, along with the application of Integrated Logistic Support in the Materiel Acquisition Cycle,” says COL Shields.

ALTC’s focus is firmly set on implementation of the Enhanced Land Force.

Complex warfighting and an Urban Operations mindset are essential elements of this project.

“Inculcating Army’s core behaviours and having our staff and trainees live up to the ‘I’m an Australian Soldier’ initiative provide the foundations for our education and training success,” says COL Shields.

Ensuring that lessons learned from current operations are reflected in training is a major goal.

Similarly, keeping ahead of the training requirements for new capability, whether Rapid Acquisition or as part of the Defence Capability Plan, is a significant part of ALTC’s training development.

According to COL Shields, perhaps the major training goal for the future is to develop a logistic chain manager course.

“This would see personnel from the logistic, health and personnel services corps coming together at the rank of sergeant to captain to learn how to employ our Logistic Information Systems (LOGIS) and to manage the supply, materiel and personnel chains. There is still significant analysis required to take the proposal forward, and resources are tight, but this is an essential step to reinforce the professionalism of our line managers,” says COL Shields. �

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The Centre has five specialist schools of training:

a) Army School of Logistic Operations (ASLO) provides professional development and career progression courses for Officers, Warrant Officers and Junior and Senior Non-Commissioned Officers from Army’s logistic corps. The School also educates officers from countries across the South-West Pacific and ASEAN regions. Computer-based training, use of simulation and exploitation of technology are continually being enhanced. Use of Subject Matter Experts and Visiting Lecturers ensures that students are abreast of the latest trends in Military Logistic Theory and Practice.

b) Army School of Electrical and Mechanical Engineering (ASEME) conducts electrical, mechanical and building trade training for the Army and the Royal Australian Air Force. It is responsible for Initial Trade Training and Specialist Equipment Maintenance Training and Technical career development courses.

c) Army School of Transport and Ordnance (ASTO) trains up to 3,000 soldiers and officers annually and is unique in its wide dispersion, complex structure and wide range of training. The school has three wings:

Supply Wing, Bandiana is responsible for Supply, Ammunition and Warehousing courses and specialist trade training.

Transport Wing, Puckapunyal is responsible for Movements and Driver training including Initial Employment Training (IET), Basic and Advanced Road Transport courses, Motorcycle training and Specialist Plant and Support courses.

Maritime Wing, Townsville is responsible for maritime training and conducts Fitter Armament training, Fitter Marine Engine training, Watercraft Maintenance and Supervisor courses.

d) Army School of Administration and Health (ASAH) is responsible for a variety of courses including Medical, Nursing, Psychology, Clerical and Finance training.

e) ADF Chaplains College (ADF CC) provides initial training for newly recruited clergy in the delivery of their pastoral skills within the military environment in addition to specialist pastoral skills. The ADF CC also conducts the Character Leadership Course, providing training in the spiritual aspects of character and leadership for the three Services.

f) Development Group determines the structure and requirements of Army’s Logistic trades, and the content of training that underpins them in addition to providing training in the spiritual aspects of character and leadership for the three Services.

Principally centred in Albury-Wodonga, the Army Logistic Training Centre consists of a management school, four trade training schools, and a training development group. ALTC also conducts training in Darwin, Townsville, Brisbane, Sydney, Canberra and Puckapunyal. The Centre employs 570 instructional and administrative staff with an additional 900 Defence and contract staff providing selected support activities from instruction to area maintenance.

The ALTC conducts 252 different courses, from one day to three years in duration, qualifying up to 6,000 students annually in competencies that range from management to those that underpin Army Logistic trades. �

The Army Logistics Training Centre

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With the Wet season in Darwin making training on the ADF’s new M1A1 Abrams tanks difficult, the issue of how to transport up to 46 tanks from the Top End to Port Augusta, South Australia, presented Defence with quite a challenge, especially in having to ensure that 1 Armoured Regiment’s training and preparation for operations could continue unabated.

In the past, the 63-tonne Abrams tanks would have been moved by road to the training ranges, such as the El Alamein Camp (Cultana Range) near Port Augusta, but this has been a slow and manpower intensive process.

By comparison, having the ability to transport the Abrams by rail, over long distances, presents a much safer option and is less

BIG WHEELS KEEP ON MOVING

wearing on both personnel and equipment. A

further benefit to Australia is that there is less

wear and tear on our national roads.

However, Defence has to not only consider

movement of the Abrams tanks, but also

ensure that the M88A2 Hercules Armoured

Recovery Vehicle can also be transported at

the same time.

One of roles of Strategic Logistics Branch is to

access national infrastructure to ensure it meets

Defence’s needs.

Joint Logistics Command Strategic Logistics

Branch (SLB) took the lead in delivering

this national infrastructure capability. Using

detailed information from the Strategic Logistics

Branch sponsored study into Australia’s

Rail Infrastructure, and working closely with

Army Headquarters and the DMO, Alan

Scheckenbach, the Deputy Director National

Logistics (Arrangements) within SLB, issued a

Request for Tender to Industry earlier this year.

Load testing at Bluebird Rail Operations, Adelaide

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Bluebird Rail Operations of Adelaide was

successful in winning the tender and has

undertaken to provide 16 specially modified

railway transport cars (to carry the tanks and

recovery vehicle), and one accommodation car

(to carry the security detail travelling with them).

According to Scheckenbach, the decision was

made very early on that Defence would not

enter into rolling stock ownership, and that a

leaseback arrangement offered the best value-

for-money option to Defence.

“Owning rolling stock is not our core business. It

is a very complex process to ensure strict safety

regulations standards are met on a continuing

basis. In addition, by industry standards, we

only needed a few wagons and to use them

only every now and then. Consequently, a

leaseback arrangement is a much better

avenue for us,” says Scheckenbach.

Bluebird has since confirmed the first 10

transport cars, and the accommodation car, will

be ready by 31 January 2008, just in time for

1 Armoured Regiment’s participation in Exercise

Southern Reach. The remaining six cars will be

delivered by mid-June 2008.

According to AIRCDRE Margaret Staib, Director

General Strategic Logistics, the outcome is the

most time and cost effective.

“Having this rolling stock available to us means

that Army can transport the Abrams tanks

to their southern training range quickly—

maximising training time—which is important

for battle readiness while at the same time

conserving their Heavy Tank Transporters.

“This solution is more cost effective and the

reduced use of the road network is a great

outcome for Australia’s national infrastructure,”

says AIRCDRE Staib.

For Alan Scheckenbach, together with Karen

Henkel—who has just joined the National

Logistics team—managing and overseeing the

contract, in concert with Bluebird, is the key

focus in the coming months to ensure the rail

cars are completed and ready for service early

in 2008.

“It will be very satisfying and rewarding to have

seen this job through from the beginning to a

successful conclusion,” says Scheckenbach.

Alan Scheckenbach joined the Joint Logistics

Group in May 2006 after working in DMO’s

Industry Division for several years.

Stop Press: A successful load test of both

the Abrams Tank and Recovery vehicle has

been completed and the results given the

‘thumbs up’ by key Defence stakeholders, thus

strengthening the confidence which Defence

has placed on Bluebird’s technical capabilities

in meeting our capability needs. �

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PROFESSIONALISATION OF MATERIEL LOGISTICIANS IN THE DMO

One of the principal reforms of the Defence Materiel Organisation (DMO) initiated by the Chief Executive Officer, Dr Stephen Gumley, is to professionalise the DMO workforce. This is in response to the Defence Procurement Review (‘Kinnaird Review’) which stressed the need for high-quality, highly skilled staff to deliver modern military capability in a ‘business-like manner’.

Many in the Defence community will already be familiar with the professionalisation programs that have been introduced within the DMO for Project Managers and Engineers. The Materiel Logistics Professionalisation Project has been established to develop a similar program for the DMO’s materiel logistics workforce.

The materiel logistics workforce is the DMO’s second largest job family (the engineering and technical job family is the largest) with approximately 1,800 staff. The term ‘materiel logistics’ identifies the particular kind of logistics that is conducted within the DMO. It recognises the responsibility for logistics support across the life cycle of capabilities, from the requirements stage, through acquisition and sustainment and finally to disposal. Materiel logistics is multi-faceted and complex and the decisions that are made by DMO logistics staff can significantly influence the overall life cycle cost of a capability. The Materiel Logistics Professionalisation Project recognises the value of the materiel logistics workforce and aims to deliver a program that supports the workforce now and in the future.

The Materiel Logistics Professionalisation

Project is a multi-stage project. The first

stage was to reinvigorate training in materiel

logistics. Much of this has been done. Many

logisticians will be familiar with the former

Integrated Logistics Support Awareness Course

(ILSAC) and the Standard Integrated Logistics

Support Course (SILS). These courses have

been updated and are now being offered

nationally to DMO staff, under the new titles,

Materiel Logistics Introductory Course (MLIC)

and Materiel Logistics Practitioners Course

(MLPC). Additional courses are also under

development, including a course for managers

and executives. These are interim courses.

One of DMO’s further goals is to pursue the

identification and development (as necessary)

of units of competency to underpin the work

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conducted by DMO logistics staff. This stage

is underway. It is intended to pursue national

endorsement of these competencies as they

will also be relevant to the wider Defence

community and industry.

A subsequent stage in the project will see

the units of competency packaged to form

Australian Qualification Framework (AQF)

qualifications at Certificate IV, Diploma and

Advanced Diploma level. All materiel logistics

training will then be reviewed to ensure that it

accords with these qualifications. A primary goal

of the Materiel Logistics Professionalisation

Project is to ensure that all training and

qualifications offered by the DMO add value

to the workplace. They are not just nice to

have—they will enable our workforce to perform

their job to a defined standard—a standard that

others aspire too.

The final stage of the project is the development

of a certification under a nationally recognised

framework. This will require the identification

of a professional body that supports the DMO

professionalisation agenda, has a competency

based certification program, and provides

ongoing professional development.

It is an exciting time for DMO materiel

logisticians. The project has an aggressive

schedule, all for the enhancement of the

materiel logistics profession. �

by Judy Doyle, Project Manager, Logistics

Professionalisation, Defence Materiel

Organisation

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In October, Chief of the Defence Force (CDF), ACM Angus Houston opened the 2007 Australian Defence Logistics Conference. CDF welcomed some 400 defence personnel to Australia’s premier gathering of Defence logisticians and others involved in logistics.

In his opening address, CDF gave delegates a

summary of the involvement of the Australian

Defence Force in expeditionary efforts in

the last 27 years, and highlighted the role of

logistics and logisticians in these operations.

Joint Logistics Command has sponsored and

conducted the Logistics Conference for the

last seven years. Previously the conference

was held at the Australian National Maritime

Museum, Darling Harbour in Sydney. However

as interest in the conference has increased it

has outgrown that venue.

Hosted by Commander Joint Logistics,

MAJGEN Grant Cavenagh, this year’s

logistics conference was held in friendly

AUSTRALIAN DEFENCE LOGISTICS CONFERENCE

Brisbane and was focused on Expeditionary Logistics Operations. The pleasant Brisbane backdrop was in stark relief to the main topic of discussion at the conference—logistics in coalition operations in the Middle East Area of Operations (MEAO).

Spread over two days, presentations at the conference illustrated the significant and complex logistics involved in coalition efforts in the MEAO and provided an update on tactical logistics and honest, interesting assessments of what is happening in Defence and the impact on logistics.

Australia’s coalition partners represented at the conference were the United States, United Kingdom, Canada and New Zealand. Australian Defence speakers included Deputy Chief of Joint Operations, RADM Rowan Moffitt and MAJGEN Jim Molan, Joint Warfighting Lessons and Concepts. Both drew on their current experience of operations to inform their frank presentations to the all-Defence audience.

In a similar vein, CAPT Mark Sackley, RAN (Chief Staff Officer Support, Fleet Headquarters), BRIG David Saul (Commander, 17 Combat Service Support Brigade) and

L to R: GEN Norton Schwartz (United States), MAJGEN Daniel Benjamin (Canada), COL Paul Stearns (United Kingdom),

MAJGEN Jim Molan (ADF), and MAJGEN Grant Cavenagh (ADF).

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GPCAPT John McGarry (Officer Commanding

86 Wing) provided first-hand insights into the

issues and logistics challenges faced in current

operations in the MEAO by Navy, Army and

Air Force. Consistent messages from these

speakers were the importance of planning for

the predictable aspects of sustaining operations

and being responsive to the dynamic nature

of changes that invariably occur in support of

these activities

BRIG Andy Sims (Director General Support,

Headquarters Joint Operations Command)

presented the ‘joint’ viewpoint, highlighting that

each Service has a unique and individual way

of delivering logistics and that generating the

required joint effect dictates that the respective

Service approaches are coordinated within the

designated command and control architecture.

The afternoon of Day 1 of the Conference took

on a coalition hue, with presentations from

GEN Norton Schwartz, Commander, United

States Transport Command (USTRANSCOM),

MAJGEN Daniel Benjamin, Commander

Canadian Operational Support Command

and COL Paul Stearns, Assistant Director

Plans, Directorate of Logistics Operations

(representing MAJGEN David Shouesmith,

Assistant Chief of Staff United Kingdom

Logistics Command).

Achieving end-to-end asset visibility and

delivering the right materiel at the right time

and in the right place is the primary goal of all

logisticians–GEN Schwartz’s presentation drove

home the challenges that operational scale

creates for his organisation. USTRANSCOM

provides the synchronised transportation,

distribution, and sustainment to project and

maintain US military forces where needed

with the greatest speed and agility, the highest

efficiency, and the most reliable level of trust

and precision. GEN Schwartz’s role is that of

Distribution Process Owner and his organisation

is, in effect, the single manager for common use

transportation for US Forces. He manages the

distribution, without ‘owning’ the assets.

The scale of expeditionary operations for the

UK influences their approach too–expeditionary

cannot mean ‘bring everything that you might

possibly need’. Needs dictate the importance of

strategically placed stockpiles and responsive

supply systems. Like Australia, Canadian

expeditionary operations are achieved as a joint

force and there are similarities in the way their

supply chain functions.

Head Capability Systems, AVM John Quaife

chaired a session on new capability and

logistics, with Warren King, MAJGEN Tony

Fraser and Colin Sharp of Defence Materiel

Organisation presenting on JP 2048 Amphibious

Ships, new capability for Navy and Army

aviation and Defence’s many Land Projects,

including Land 121, ’Overlander’ project and

Land 116, ‘Bushmaster’ project.

An update on the keenly awaited Project

JP2077 was delivered by BRIG David

McGahey. Participants were shown the

effectiveness of track and trace by being

tagged and monitored for the duration of the

conference. The scope of projects currently

underway in Material Information Systems is

wide ranging and will offer greater visibility

of assets, improved mobility of systems and

capability that comes with enhanced networking

and connectivity.

Scientific research supports expeditionary

logistics and key projects were described by

Stephen Quinn from Defence Science and

Technology Organisation. From development

of knowledge management and planning tools

such as Logwiki (described in Issue 1 of The

Link) and VIPA (Vital Planning and Analysis),

to improved ration packs, DSTO’s scientists

impact significantly on operational logistics.

In closing the 2007 Conference, MAJGEN

Cavenagh reminded delegates of the value

that the Defence leadership places in logistics

and those responsible for it. He encouraged

delegates to continue efforts to promote

seamless logistics and thanked them for their

efforts to date. �

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AUSTRALIAN DEFENCE LOGISTICSCONFERENCE8 — 9 October 2007

Brisbane Convention and Exhibition Centre

South Bank Brisbane

1 Conference host, MAJGEN Grant Cavenagh. 2 BRIG Andy Sims (HQJOC). 3 Some 340 people attended the conference dinner and danced to the Qld

Detachment of the Navy Band. 4 Mr Gordon Johnstone (JLC), GEN Norton Schwartz (USTRANSCOM), Mrs Johnstone, CAPT Bruce Fraser, RAN (JLC),

CDRE Bob Richards, RAN (JLC). 5 COL Paul Stearns (UK), Ms Kathy Johnson-Casares (US).

1

2 3

4 5

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6 Conference Team having a well-earned break. 7 Delegates heading into the venue for another session. 8 Mr Phil Hulcombe (JLC), Mr Egon Kuster (DSTO), AIRCDRE Margaret

Staib (JLC); CMDR Arty Shaw, RN (JLC). 9 MAJ Sheree Martin (Army), LTCOL Todd Ashurst (Army), MAJ Tanya Bennett (Army), MAJ Jeanette Metcalf (Army), WO1 Vivianne

Northover (HQ1JMOVGP), LTCOL David Garside (JLC). 10 AB David Coits hits the high notes at the Conference dinner. 11 MAJGEN Cavenagh, GEN Schwartz.

6 7

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AIR FORCE LOGISTICS CONFERENCE

From 17 - 18 October 2007,

AIRCDRE Ian Smith AM, Director

General Logistics—Air Force

(DGLOG-AF) hosted the

2007 Air Force Logistics

Conference at Penrith to

discuss Partnering for Effective

Delivery of Logistics Support.

Approximately 200 delegates, from Sergeant

to Air Commodore, from the RAAF Logistics

Employment Group attended. Representatives

from the Royal New Zealand Air Force

(RNZAF), the United States Air Force (USAF)

and industry were also present.

Chief of the Air Force (CAF), AIRMSHL Geoff Shepherd AO, delivered the Conference keynote address on Tomorrow’s Air Force, stressing that our future logistics support capabilities need to be highly adaptive and responsive.

CAF emphasised that healthy partnerships were essential—with industry, internal Defence Service Provider Groups and coalition allies—to better assure our future logistics support. He encouraged the delegates to have a firm resolve for transformation of systems, processes and arrangements to enhance support responsiveness, agility and efficacy.

MAJGEN Grant Cavenagh, Commander Joint Logistics, provided the conference dinner address, where he too spoke on the strong collaborative nature of Defence logistics, the

Mr Egon Kuster, VIPA Technical Manager, Defence Science and Technology Organisation MAJ David Schlosser from the United States Air Force

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AIRCDRE Ian Smith addresses the RAAF Logistics Conference.

complexity of the challenges we face in support of the ADF and how effective logistics support for operations is dependent upon on successful partnering with the organic national support base and international elements.

A broad range of topics was covered at the conference including presentations from industry on third and fourth party logistics (3PL/4PL), logistics planning tools, partnering approaches within the USAF and RNZAF contract management, LEAN logistics, and updates on major projects that affect the logistics employment group such as the Supply Trades Restructure (STR) and JP2077 MILIS.

Since its origin, this annual conference has evolved to provide an excellent professionalisation opportunity for members of the Logistics Employment Group—from Air

Force Logistics Officers, Suppliers and Clerk Suppliers to Cooks.

The conference provides valuable opportunities for networking, mentoring and information sharing within the logistics profession—all adding to enhanced Air Force logistics support outcomes. �

For more information about the presentations at the 2007 RAAF Logistics Conference visit the LSA-AF website at: http://intranet.defence.gov.au/raafweb/Sites/LSA-AF/.

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The theme for this year’s Pacific Area Senior Officer Logistics Seminar (PASOLS)—held from 10 - 13 September in Tokyo, Japan—was brought into sharp relief on the last day of the Seminar when an earthquake hit Indonesia.

While delegates starting absenting themselves to make phone calls, and briefing notes were handed out to key affected representatives, the Seminar continued on the theme of Logistics Support to Humanitarian Aid and Disaster Relief Operations.

One of the most significant military logistics annual events, PASOLS brings together senior military logisticians from the Pacific, Asian and Indian Ocean area nations.

Given the number of relief operations that have occurred in the region in recent years—from the 2004 Tsunami to the recent earthquake in Indonesia—the topic of humanitarian aid and disaster relief (HA/DR) was one that was important to all member nations at the Seminar.

The Australian delegation was led by MAJGEN Grant Cavenagh, Commander Joint Logistics (CJLOG), and comprised AIRCDRE Margaret Staib, Director General Strategic Logistics, Joint Logistics Command (JLC); BRIG Andy Sims, Director General Support, Headquarters Joint Operations Command; Tony Rumball, Director of International Logistics, Strategic Logistics Branch (JLC); and LTCOL Neil Grierson, Military Advisor to CJLOG.

According to AIRCDRE Margaret Staib, dealing with any disaster or humanitarian aid relief situation is essentially a logistics operation.

“But of course, in these situations, we’re dealing with delivering supplies and assistance in a situation where the infrastructure and

distribution networks are either badly damaged or non-existent,” says AIRCDRE Staib.

In addition to the cooperation and assistance each nation can offer in times of need, there is also the issue of how military logistics fits into the wider picture of intergovernmental assistance.

“In some countries the military will be the first responder. However, in larger nations, such as Australia, Canada and the US, the military is just one part of the wider whole-of-government response to a situation,” says AIRCDRE Staib.

This year, BRIG Andy Sims presented a paper Joint Task Force 632—Operation Pakistan Assist.

BRIG Sims provided a case study information brief on Humanitarian Assistance/Disaster Relief (HA/DR) support provided by the ADF as part of the Australian whole-of-government assistance to the Pakistan government following the earthquake in northern Pakistan in October 2005.

As the Commander JTF 632, BRIG Sims was able to provide PASOLS participants with both commander and logistician insights into the conduct of the operation and the lessons to be learned.

PASOLS is an important avenue for the exchange of logistics information throughout the Pacific region and for the fostering of regional cooperation, support and friendship. It is also provides an opportunity to pursue bilateral and multilateral initiatives.

One of the major works in progress arising out of PASOLS is the Mutual Logistics Support Handbook, which is sponsored by Australia.

For the purposes of the Handbook, military operations have been classified in three groups—Coalition operations, Humanitarian Assistance/Disaster Relief (HA/DR) operations

EARTHQUAKE BRINGS HOME SEMINAR THEME

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PASOLSFor the past 36 years PASOLS has been a significant event for military logisticians.

From its inception in 1971, PASOLS has seen substantial growth in both participation and successes. Up to 180 delegates, from 30 nations, have attended the Seminar.

PASOLS is an annual meeting sponsored by Headquarters United States Pacific Area Command (HQ PACOM) and is an apolitical, multinational, multiservice and defence department forum for senior logistics officers from the Asian, Pacific and Indian Ocean regions to exchange and discuss new ideas and review logistics initiatives introduced by their regional neighbours.

The next PASOLS meeting will be held in Christchurch NZ from 26 - 28 August 2008.

and United Nations operations—and these are the focus for Country Presentations and scenario-based group discussions with outputs being reflected in ongoing updates to the handbook.

The Mutual Logistics Support Handbook provides guidance for PASOLS member nations in developing logistic support arrangements with each other.

“Basically the handbook is designed to pre-empt possible problems before they occur,” says AIRCDRE Staib.

In each of these three classifications, the handbook provides guidance on the development and implementation of mutual logistics support relationships, and offers templates to facilitate the establishment of appropriate arrangements.

“By developing mutual logistics support arrangements, prior to the need arising, we can prevent inefficiencies, and allow rapid and effective support when and where it is needed,” says AIRCDRE Staib.

Additionally, in understanding the respective logistics systems of participating nations and where there may be incompatibilities, member nations can respond more efficiently in times of need. �

Strategic Logistics Branch, Joint Logistics Command, is driving this project, and a copy of the handbook is accessible on the web at www.pasols.org

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Within Joint Logistics Command (JLC), the Hazardous Materials and Environmental Section looks at the environmental management of logistics sites around the country and, in some cases, on deployment.

With 23 sites around the country supporting

maintenance, warehousing and distribution

facilities, JLC’s environment staff are working on

proactive measures such as energy efficiency

along with longer-term strategies such as

bushfire prevention and management.

Working closely with environmental officers

from the Defence Support Group (DSG), the

Defence Estate Policy & Environment Branch

and local and state environmental groups, JLC

staff coordinate the implementation of strategies

such as Land Management and Biodiversity

Conservation.

The Defence Environmental Vision states

that ‘Defence will be a leader in sustainable

environmental management to support the

ADF’s capability to defend Australia and

its national interests.’ This is supported

by the Defence Environmental Policy and

Environmental Strategic Plan.

DSG’s Estate Policy & Environment (EPE)

Branch is committed to continuous improvement

in Defence environmental management.

This branch works closely with the Groups

and Services, including JLC, to sustain

environmental stewardship of over three million

hectares of land with more than 700 leased or

owned properties, containing more than 25,000

built assets. �

Environmental observers United States Marine Corps LTCOL Shawn Lowry and Australian Army LT William Kimber discuss

the environmental impact of amphibious vehicles on Freshwater Beach at Shoalwater Bay Training Area. Talisman Saber 2007.

TREADING MORE GENTLY

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If you ask Wayne Nagle, he’ll tell you that anyone can turn from an `environmental vandal´ into an `environmental guru´ – and he should know – he claims to have grown up as an `environmental vandal´.

Nagle’s transformation into someone who has a ‘green vision’ for the environment in which he works, and the enormous amount of environmental conservation and restoration he has achieved while working in Defence, was recognised when Nagle received the CDF/Secretary’s Environmental and Heritage Award in September this year.

The award recognises, encourages and promotes excellence in environmental and heritage management in Defence.

Nagle was recognised for environmental achievements at the Port Wakefield Proof and Experimental Establishment, South Australia, assisting, coordinating and overseeing pest and weed control, pest animal control and upgrades to many of the Establishment’s internal roads.

He has worked to ensure endangered flora and fauna species present at the unit were preserved and from 2000 - 2006 he organised and coordinated Port Wakefield State School annual tree plantings, which will resume in 2008. He also provided substantial input into the Fire Strategy Plan and the writing of environmental procedures for the recently introduced Environmental Management System.

“My heritage of ‘environmental vandalism’ dates back to both my grandfathers—one cleared extensive tracts of gum forest on the Clarence River near Grafton, NSW, so he could farm dairy cattle; the other spent some time as a sleeper cutter going into the bush around Grafton and clear felling thousands of trees,” says Nagle.

Because of his family heritage growing up

around the timber industry, he knew how to

handle a chainsaw. So after joining the Army

at the age of 17, Nagle spent some of his early

career in the Army clearing positions for training

exercises in the early 1980s.

But in the mid-80s Nagle’s sister became

involved in environmental activism, particularly

the Daintree Forest campaign, and he watched

his hometown of Wauchope start to suffer as a

result of the declining timber industry.

As a result Nagle developed a growing

understanding of the importance of restoring,

preserving and maintaining the environment.

As a gun captain at the Port Wakefield Proof

and Experimental Establishment (P&EE PW)

since 1999, Nagle directs an integrated ADF

and Australian Public Servant gun team in the

firing of medium and large calibre weapons

used for the proof and testing of ammunition

and weapons.

GREEN VISION WINS AWARD

Wayne Nagle being presented with his award by Chief of the Defence Force, Air Chief

Marshal Angus Houston and Mr Nick Warner, Secretary, Department of Defence.

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Although he left the Army in 2003, Nagle stayed on in the same role as a civilian Defence member. Nagle’s responsibilities extend to the maintenance of proof range infrastructure such as fences, signs, roads, flagpoles, flags, and clearing fallen timber as well as general range maintenance.

It was in this sphere that he began to see what needed to be done to stop further environmental damage to the area.

The Port Wakefield P&EE site spans around 20 kms of coastline at the top of Gulf St Vincent in South Australia and totals around 5,000 hectares of land and around 4,600 hectares of sea and tidal flats.

Interestingly, one of the reasons why this site was initially chosen as a testing range was an environmental one—the large variances in tides allow testing to be conducted during high tides, and the collection of spent shells from the tidal flats during low tides.

Under the guidance of eminent environmentalist Dr Bob Anderson PhD, Senior Environmental Scientist with Kellogg Brown & Root, and with the encouragement of the then Officer Commanding, MAJ Warren Smith, Nagle put his passion for environmental management into action and took on responsibilities well above his substantive level.

It is also worth noting, although Dr Anderson has consulted to Defence over the years, much of the environmental management advice he has provided at Port Wakefield has been done on his own time.

Nagle was a charter member of the Unit Environmental Working Group and contributed greatly to the development and introduction of the Unit’s Environmental Management System.

According to Colin Hill, Operations Manager at Port Wakefield, Nagle’s notable efforts included the development and management of environmental plans to ensure that feral

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animals, noxious weeds and bushfire risks were

effectively contained.

“Nagle’s efforts ensured that endangered flora

and fauna species in the area were preserved

and the continuation of a revegetation program

already in place,” says Hill.

Recognising the link between sound

environmental management and the local

community, together with Dr Anderson, Nagle

was instrumental in organising for local

schoolchildren to come every year and conduct

replanting as part of the revegetation program.

Nagle believes educating children in how to

care for the environment is essential.

“We now have children who’ve been coming

out every year since they were in kindergarten

and they can really see the difference they are

making to the landscape,” says Nagle.

Nagle has been heartened to see more

echidnas returning to the area, which he

attributes to the fact that high-grade pesticides

are no longer used.

“Ants have returned to the site since we

stopped the widespread use of strong

pesticides and herbicides, and consequently the

echidnas have followed their food source and

come back to the area,” says Nagle.

Nagle’s commitment continues to grow, with his current focus being on areas on the site, in both native bush and mangrove swamps, where weed species such as African Boxthorn, Horehound, Bridal Creeper and Calomba Daisy require further maintenance to establish effective control.

“The revegetation program means we are also restoring the bird corridors from the coast to the inland which is especially important as we have endangered bird species in the area,” says Nagle.

Nagle was nominated for the award by the Defence Support–South Australia Environmental Section, and he continues to work closely with Raya Giffard, the Regional Environmental Officer. He is also supported by LTCOL David Garside, the Joint Proof and Experimental Unit Commanding Officer; Dr Anderson; Tim Dixon, the Environmental Systems Manager; and Officer Commanding of the Unit, MAJ Andrew Langford.

According to Operations Manager, Colin Hill, without Nagle’s efforts, the P&EE Port Wakefield, would not have gained the high level of respect it continues to receive from State and Defence environmental groups. �

Wayne Nagle relocates a Sleepy Lizard (Tiliqua rugosa) from the middle of a service road at Port Wakefield.

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Since the last issue of The Link, the Committee has met on 27 June and 27 August. The frequency of the Defence Logistics Committee has now increased from one per quarter to a two-monthly program. This change was made in order to improve the flow of information across the Defence logistics domain.

In addition, the Commander Joint Logistics (CJLOG) is hosting a weekly Defence logistics operations video teleconference with the senior logisticians within the Australian Task Force Headquarters in the Middle East and Timor Leste, and across the Services and Groups. This initiative assists in keeping all stakeholders focussed on lead logistics issues, responsibilities and how support is being delivered.

THE DEFENCE LOGISTICS COMMITTEE UPDATE

CJLOG also called an extraordinary Defence Logistics Committee meeting for 28 November 2007 to focus solely on Joint Project 2077, Phase 2D and, in particular, to review the request for proposal documentation prior to its release on 6 December.

This Phase will support the standardisation and improvement of business processes across Defence and lay the architectural framework for further upgrades or replacement of the Logistics Information System (LIS).

In June 2007, responsibility for the management of Defence policy on Defence Hire of Light Aircraft for Travel on Duty passed to Defence Support Group, as the new policy sponsor. Further, Dangerous Goods (DG) training within the ADF will now be delivered through a joint training Memorandum of Agreement (MOA) with Commander Air Force Training Group, who is the Manager Joint Training DG. �

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DI(G)LOG 4-3-11

Government End-use Guarantees on Export and Import of

Defence and Related Goods and Dual-use Goods.

Revision provides policy guidance regarding end-user assurances provided to the Australian Government or a foreign government for defence and dual-use goods and technologies subject to export controls.

DI(G) LOG 4-4-004

The Export of Defence and Related Goods.

Revision updates the processes supporting the export of Defence and dual-use goods and technology which is administered by the Directorate of Defence Trade Control and Compliance. The revision also links this policy with DI(G) LOG 4-3-011 Government End-user Assurances for the Export and Import of Defence and Dual-use Goods.

DI(G) LOG 4-3-028

Supply Chain Management of Aeronautical Product.

New policy raised by the Director General Technical Authority-ADF in response to a Management Audit Branch recommendation. The policy mandates the processes to be carried out to support aeronautical product within Defence and provides policy guidance and management requirements for its procurement, receipt, inspection, storage, configuration management and disposal, including supporting training requirements.

DLC Policy Update

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DI(G) LOG 4-7-001

Australian Defence Force Postal Operations to

Deployed Personnel.

Revision reflects lessons from Operation Azure, clarifies the use of the ADF postal services, and adds additional information provided by Navy Headquarters following the cancellation of DI(N) ADMIN 18-2 Australian Postal Services in the RAN.

Note: A number of policies cleared by the DLC in 2007 have been held in abeyance pending advice from the First Assistant Secretary Governance and Implementation on new policy clearance processes for signature by the CDF and Secretary. The new process is now in place and policy is progressing for signature clearance.

The DLC’s roles and responsibilities, membership, agendas, papers and minutes are available via the Intranet (DRN) under VCDF, Joint Logistics Command and selecting Defence Logistics Committee from ‘Our Governance’.

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SECURITY IN GOVERNMENT CONFERENCE 20075 – 7 December 2007

National Convention Centre, Canberra

The Protective Security Coordination Centre (PSCC), a Division of the Attorney-General’s Department, is hosting the 20th Security in Government (SIG) Conference. This year’s theme is the Future of Security.

The national security environment has changed dramatically since the inaugural SIG in 1987. For the 20th anniversary of SIG it is timely to look ahead and examine the Future of Security.

With emerging threats of pandemics and bioterrorism, WMD proliferation and cyber-crime, and with environmental issues and natural disasters, all governments and the private sector must continue to develop effective and coordinated protective security arrangements.

This year’s conference will examine these issues and highlight the need to harness science, engineering and technology capabilities to better deal with this evolving security landscape and safeguard Australians and Australian interests.

In its 20th year, SIG continues to be the largest conference of its type in Australia. SIG 2007 will include an array of international and national speakers, a number of panel discussions and a trade exhibition that will deliver the latest developments in policy and technology in the protective security environment.

For more information go to www.ag.gov.au/www/agd/agd.nsf/page/National_securitySecurity_In_Government_Conference2007

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SEA POWER CONFERENCE 200829 – 31 January 2008

Sydney Convention & Exhibition Centre, New South Wales

The Royal Australian Navy’s Sea Power Conference 2008 carries the theme Australia and its Maritime Interests: at Home and in the Region. The conference will again be held as part of the biennial Pacific Maritime Congress and Exposition.

The Pacific 2008 Maritime Congress and Exposition involves three interrelated events:

• the RAN Sea Power Conference 2008, hosted by the RAN and organised by the Sea Power Centre—Australia,

• the Pacific 2008 International Maritime Conference, hosted by Engineers Australia, the Royal Institution of Naval Architects, and the Institute of Marine Engineering, Science and Technology,

• the Pacific 2008 International Maritime Exposition, conducted by Maritime Australia Limited.

Collectively, the conferences and exposition will offer an intensely fulfilling program for all those with a professional interest in maritime affairs.

Now in its fifth iteration, the 2008 Conference will explore the broad theme of Australia and its Maritime Interests: at Home and in the Region. Its aim is to examine maritime interests in the Indo-Pacific region and their impact on the roles and activities of maritime forces.

The guest speakers will present a range of perspectives in a creative and provocative way to generate greater discussion of the challenges facing navies in the early 21st Century.

The Conference program has been designed to permit delegates to visit the many industry displays in the Exposition itself, and to conduct informal professional discussions with exhibitors and fellow delegates. The Conference fee includes free access to the Exposition, and access to relevant presentations at the International Maritime Conference.

For more information go to www.seapower2008.com

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SINGAPORE AIRSHOW19 – 24 February 2008

New Changi Exhibition Centre, Singapore

Singapore Airshow, Asia’s largest aerospace and defence event, is a joint venture between the Civil Aviation Authority of Singapore and the Defence Science & Technology Agency. It is one of the top three air shows in the world and serves as a global marketplace and networking platform for the military and civil aviation community.

The six days of the event will include the Singapore Airshow Aviation Leadership Summit, Global Air Power Conference, International Defence Procurement Conference, C4I Asia Conference, Global Space and Technology Convention, aerobatic flying displays, Airport Pavilion and Integrated Land Defence Pavilion.

For more information go to www.singaporeairshow.com.sg

SIMTECT 200812 – 15 May 2008

Melbourne Convention and Exhibition Centre, Victoria

14 December – closing date for abstract submissions.

The theme for SimTect 2008 is Simulation – Maximising Organisational Benefits. This theme focuses on the opportunities simulation provides to deliver results in alignment with organisational objectives – such as an integrated analysis and communication tool suite for all business units, reducing the cost of ownership through simulation, or improving the quality of training and learning. It encompasses the cost-effective use of simulation for experimentation and analysis, concept and capability development, system design refinement and validation, process and systems modeling, and in the training of users. This applies to customers and suppliers alike, in all sectors—including defence, aerospace, mining, construction, manufacturing, transport, homeland security, education and business sectors.

For more information go to www.siaa.asn.au/simtect/2008/2008.htm

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FAST FACTS� Since 1 January 2006, 11,680 troops, and

3.1 million kg of cargo, have been moved

from Australia into the Middle East.