the link - defence logistics magazine
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THE LINKDefence Logistics Magazine
IN THIS ISSUE
New Multi-Role HelicoptersFor The ADF
KC-30A: The Next Generation Tanker/Transport Aircraft
ISSUE 4 Oct 2008
to train, fi ght and win
strengthening communication along the logistic chain
LOGISTICS
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THE LINKDEFENCE LOGISTICS MAGAZINE
The Air Force’s C130 Hercules are now in their
50th year of serving Australia. The Army’s Iroquois
– the ‘Hueys’ – provided the soundtrack to the
Vietnam war and the Sea Kings have been an
integral part of maritime support. Operations and
exercises alike depend on support from the air.
The various aircraft operated by Navy, Army and
Air Force provide logistics capability to deliver
personnel, materiel and supplies where they are
required in a timely manner. This issue of The Link
focuses on the aviation aspects of Defence logistics.
Looking to the future, the Australian Defence
Force has now taken delivery of all four capacious
Globemaster C-17A aircraft and these are serving
us well in the MEAO. Soon we will see the new
KC-30A multi-role tankers in our skies and there
will be replacement helicopters for a number of
the existing squadrons in the three services.
These new capabilities will continue to reinforce
the outstanding role of aviation in logistics
support of our servicemen and women.
The Link is published twice annually in hard
copy and online. Its purpose is to publish articles
that add to the logistics body of knowledge and
inform the Defence and wider community of the
role of logistics and logisticians in achieving the
ADF’s mission.
I thank the contributors to this issue of The Link
and invite readers with an interest in Logistics
Transformation to look out for the next issue or,
better still, submit an article for publication.
Regards,
Major General Grant Cavenagh,
Commander Joint Logistics
Logistics Planning—The wisdom to realize when working on plan A, you’ll run into conflicts in executing plan B and being properly prepared, and successfully executing plan E.
Capt John P. Laverdure, Scott Air Force Base, HQ Air Mobility Command, 1996
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The Link is published twice yearly by Headquarters Joint Logistics Command.
The Link : Defence Logistics Magazine is a professional logistics journal published twice annually in hard copy and online by Joint Logistics Command.
Its objectives are:
• To publish articles in engaging, non-technical language that add to the logistics body of knowledge, and enhance the profession of logistics and the image of logisticians
• To inform the Defence and wider community of the strategic role and scope of logistics in supporting operations and the raise, train, sustain functions of the Australian Defence Force
• To reinforce the harmonisation of all aspects of logistics that enable the Australian Defence Force to train, fight and win
• To highlight advances and achievements in Defence logistics
Submissions for The Link are most welcome. Writers’ guidelines are on the Joint Logistics Command intranet site or can be requested from the editor.
The views expressed in The Link are the contributors and not necessarily those of Joint Logistics Command or the Department of Defence.
Editor: Ms Terry Foster Headquarters Joint Logistics Command CP4-2-011 Campbell Park Offices Department of Defence Canberra ACT 2600 Tel: 02 6266 4538 Email: [email protected]
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THE DEFENCE BuSINESS MODEL 2
MAINTENANCE ENHANCEMENT PrOjECT DELIvErS FOr uNITS 3
ExPLOSIvE OrDINANCE BrANCH—On Time And On Target 6
IrOquOIS: HErOES OF vIETNAM 8
FLEET uTILITy 11
AIr LOGISTICS TO THE MIDDLE EAST 13
A quESTION OF BALANCE: LOADMASTErS IN THE rAAF 15
KC-30A: THE NExT GENErATION TANKEr/TrANSPOrT AIrCrAFT 18
jOINT LOGISTICS uNIT (SOuTH): A PrOFILE 20
HOOrAy FOr HErCuLES—50 years Of Serving Australia 21
NEw MuLTI-rOLE HELICOPTErS FOr THE ADF 23
HOMEwArD BOuND AND THE BASEL CONvENTION 25
C-17A: THE HEAvy LIFTErS 27
COMPLIANCE AND ASSurANCE—Defence Accounts in Good Shape 28
ACCELErATED INvENTOry OPTIMISATION PrOGrAM 30
jOINT ELECTrONIC FuEL MANAGEMENT PrOjECT 31
DLC uPDATE 34
CONTENTS
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Major General Grant Cavenagh Commander Joint Logistics
Defence logisticians undertake activities across
disparate and challenging environments and within
a wide range of organisational contexts all focussed
on supporting the warfighter. The challenges
associated with delivering consistent quality logistic
outcomes under these conditions are immense
and are amplified by the very size of the Defence
organisation itself.
The Defence Management Review Team was
established in August 2006 to undertake a detailed
examination of the organisational efficiency and
effectiveness of the Defence organisation
As a consequence of the Defence Management
Review, work commenced on redefining the
relationships, responsibilities and processes within
Defence culminating in the launch of the Defence
Business Model in July 2008. It forms the critical
plank in the Defence reform agenda.
Importantly for Defence logistics, the Defence
Business Model clearly articulates the
responsibilities of logistics—enabling agencies
who contribute to the planning and conduct of
operations and identifies VCDF (CJLOG) as the
Defence-wide Business Process Owner (BPO)
for logistics. This latter role, combined with my
existing responsibilities as the Strategic J4 and Joint
Logistic Capability Manager, complete the trifecta of
accountabilities I see as essential for the delivery of
cohesive logistic outcomes across Defence.
Key logistics business processes have been
identified within the horizontal Logistics
Management element of the Defence Business
Model. These processes are applicable across
all Defence enabling-agencies and will ensure
the common application of logistic procedures
relating to:
• Storage,distribution,accounting,
management and disposal of inventory
items and including the transactional activity
undertaken within logistics information
systems and logistic assurance
• Explosiveordnancemanagementand
accounting
• Development,acceptanceandsustainment
of logistic information systems
• Development,clearanceandpublicationof
defence logistic doctrine, policy and procedures
• Logisticinputstothecapabilitydevelopment
process
• LogisticSkilling
• Internationallogisticrelationships,arrangements
and agreements
• Nationallogisticarrangementsandagreements
We are clearly in the early stages of implementation
of the Defence Business Model and the business
processes. I see the Logistic Management business
processes as a significant step towards overcoming
the challenges associated with delivering consistent
logistic outcomes across Defence.
I am confident that the clear identification of
accountability and responsibility, both for business
processes and enabling organisations, will deliver
an enduring reward—improved logistic capability,
capacity and cohesion.
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JOINT FORCE CAPABILITYApplication: operations, support to civil agencies, shaping and engagement
G
UID
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TIO
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DEL
IVER
AB
LES
INTELLIGENCE & SECURITY SERVICES
BUSINESSPROCESSES
ADVICE
Defence Business ModelINTERNATIONAL ENGAGEMENTDefence diplomacy
SustainmentCEO DMO
MANAGEMENT CERTIFICATES
ASSURANCE
INTERNAL AUDIT
REVIEW
EVALUATION
INVESTIGATIONRECRUITING FOR THE ADF DEPSEC PS&P
GOVERNANCEResponsibility of all
PERFORMANCE CONFORMANCE
GOVERNMENT POLICY
LEGISLATIVE & REGULATORY FRAMEWORK
PLANNING & CONDUCT OF OPERATIONS CJOPS
Financial ManagementCFO
People ManagementDEPSEC PS&P
Logistics ManagementVCDF (CJLOG)
Business ManagementDEPSEC DS
Supplier ManagementCEO DMO
Knowledge ManagementDEPSEC SCG
External Stakeholder Management DEPSEC SCG
Change ManagementDEPSEC SCG
Risk ManagementDEPSEC SCG
Security ManagementDEPSEC IS&IP
POLICY & GUIDANCEstrategic DEPSEC SCG, financial CFO, joint capability management VCDF, preparedness management VCDF, people DEPSEC PS&P, workforce DEPSEC PS&P,
ICT strategy & architecture CIO , procurement CEO DMO, industry CEO DMO, security DEPSEC IS&IP
Security Services
DEPSEC IS&IP
Intelligence Raise, train,
sustainDEPSEC IS&IP
International Policy
DEPSEC IS&IP
Joint Professional Education &
TrainingVCDF
ArmyRaise, train,
sustainCA
NavyRaise, train,
sustainCN
Air ForceRaise, train,
sustainCAF
Capability Development
CDG
Logistics Support
VCDF (CJLOG)
ICT Systems
CIO
Support Services
DEPSEC DS
InfrastructureDEPSEC DS
Science & Technology
CDS
Military Strategic Effects &
CommitmentsVCDF
DEFENCE CULTURE & LEADERSHIP
AcquisitionCEO DMO
RESPONSIBILITY
STEWARDSHIP
PERFORMANCE MANAGEMENT
REPORTING
ACCOUNTABILITY
CONTROL FRAMEWORK
REPUTATION MANAGEMENT
ROLES
RISK ASSESSMENT
MAINTENANCE ENHANCEMENT PrOjECT DELIvErS FOr uNITS
Lieutenant Colonel R.D. Critchley SO1 Maintenance Policy & Process Directorate of Technical Regulation – Army
When your business is maintenance and there is
always equipment to maintain, putting the right
systems in place is the key to success. Sometimes
new systems are needed and sometimes you need
to use the existing ones better.
The Maintenance Enhancement Project (MEP)
was initiated jointly by Army and the Joint Logistic
Command to address shortcomings in the existing
maintenance system. The project aims to improve
how the MIMS Maintenance Module (MMM) is being
used, restore confidence in the value of automated
data and optimise the use of the MMM scheduling
functionality. The end result will be more efficient
servicing and maintenance of vehicles.
The MEP is now rolling out across all Army units and
Joint Logistics Command’s Business Units (JLUs).
A key feature of the project is the onsite mentoring
program designed to assist workshop managers
to better understand their role in the maintenance
process and improve their MMM competencies.
Specifically, the onsite program helps units set
up MMM’s automated maintenance scheduling
function – Maintenance Schedule Tasks (MSTs) –
for their A and B vehicle fleets. Through mentoring
and coaching, units are then able to use their skills
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Standard Jobs.
The implementation of the MEP at 4th Field
Regiment (4 Fd Regt) in Townsville came at a
particularly busy time. Not only were several
elements of the Regiment on operational
deployments, but also maintenance personnel were
busy preparing for the 3rd Brigade’s Combined
Arms Training Activity for 2008 (CATA 08) with their
efforts directed towards identifying, locating and
servicing the vehicles allocated to the Exercise.
While preparations for the Exercise were the
workshop’s top priority, the team at 4 Fd Regt
were keen to improve the operational availability
of unit equipment by improving their maintenance
processes by transitioning to MSTs.
Using MSTs helps units tip the balance from
reactive breakdown maintenance to proactive,
preventative maintenance by allowing units to
forecast scheduled maintenance up to 15 months
in advance. By helping units to plan their
maintenance activities, the MEP ultimately aims
to increase the operational availability of Army
equipment for operations and exercises.
“Before the MEP, we relied on other units bringing
their vehicles in for servicing at the correct time,”
Tanya Bell, a Production Clerk at 4 Fd Regt in
Townsville said. “We used a whiteboard to monitor
upcoming scheduled maintenance, but it wasn’t
reliable enough. We found that far too many jobs
were coming in at the same time and we were
getting behind. That just wasn’t feasible with so
many people on deployment or courses.”
“Fortunately, the MEP team was able to work flexibly
around our preparations for CATA 08, so we were
able to take the time to learn how to use MMM
more effectively. We expected that we would begin
seeing the benefits of the MEP flowing through to
the workshops after six to eight months, so we were
surprised when we were able to use the methods
introduced by the MEP team to get vehicles
serviced for the Exercise.”
At the 5th Battalion, Royal Australian Regiment
(5 RAR), where 16 maintenance personnel
manage a total of 120 vehicles, forecasting their
maintenance liability 15 months in advance has
helped the ASM identify intense periods of activity.
“Over the years, our method of manually managing
maintenance has resulted in log jams where we find
ourselves doing 20 major services on M113s in a
single month,” WO1 Brian Bosworth, ASM 5 RAR
explained. “As a result of the MSTs being loaded
into the system, we can now look forward and plan
for those intense periods or shift work to meet the
unit’s needs. Of course we could do this before
using spreadsheets and whiteboards, but having
the MSTs allows a much more flexible, and hopefully
less labour intensive, method.”
To enable the use of MSTs, teams in each location
completed the data entry activities necessary for
units to use the MMM scheduling functionality.
So far, the MEP onsite teams have loaded more
than 3,500 MSTs into MMM.
The MEP is also busy working with JLUs, who play
a key role in the maintenance process. During the
initial rollout, the MEP developed a JLC business
model to help Army and the JLUs better understand
how their maintenance activities interface. Now that
JLC business processes have been documented,
MEP mentoring teams are completing onsite
activities with JLU staff and dependent units to
smoothly implement MSTs for unit vehicles serviced
within JLUs.
To maintain the benefits of the MEP after onsite
activities have finished, the project has developed
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a range of process support tools available to all
units. These include a Maintenance Management
Process Model, which was developed to
promote a standardised maintenance process,
and a Maintenance Performance Improvement
Tool (MaPIT) that aims to promote continuous
improvement. The MaPIT is set to be trialled in
selected units before being rolled out more widely.
Back at 4 Fd Regt in Townsville, where staff were
looking forward to reaping the long-term benefits
of switching to MSTs, the short-term impact of the
MEP speaks for itself.
“We didn’t really expect that having the MEP team
come through and set up scheduling for us would
help us with our top priority at the time, which was
servicing the vehicles needed for CATA 08,” Tanya
Bell said. “But we found that having our monthly
schedule in front of us allowed us to prioritise our
work. It helped us see the big picture and we
were able to get all the vehicles needed for the
exercise serviced.”
“We now have more control over when servicing
happens and can manage our workload more
effectively. In just one month, we are already
reducing our backlog and we’ve done all this
month’s servicing without asking other areas
for support.”
AT A GLANCE: THE MEP’S KEY ACHIEVEMENTS TO DATE
• ImprovedMMMdataintegrityby
loading more than 3500 Maintenance
• ScheduledTasksfor46units
• IncreasedMMMcompetencyby
providing coaching for equipment
operators
• CreatedaMaintenanceManagement
Process Model and multimedia
support tools to promote a
standardised maintenance process
• Developedacompliancetoolto
sustain the improvements
• DevelopedaJLCBusinessModel
to foster an understanding of JLC
business processes
• ImproveduseofMMMwillultimately
provide improved information to
support decision-making and improve
the operational availability of Army
equipment.
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Directors, Explosive Ordnance Branch, Joint Logistics Command
Explosive Ordnance and Weapons (EOW) is a topic
that creates general excitement! In comparison, the
mention of governance of EOW tends to make all
but the keenest eyes glaze over. Governance in this
case is identifying the possible risks associated with
EOW, then putting in appropriate controls to make
sure these arrangements place the right amount
of EOW into the right hands, in the right place, in
the right condition, and at the right time for the
Australian Defence Force to conduct its operations
and activities.
However if these governance arrangements are
not in place and operating as planned, then safety
of our personnel and the community, and the
reputation of Defence is at risk.
Following the theft of a number of rocket launchers,
Defence conducted an exhaustive security audit
of its weapons, munitions and explosive ordnance
in 2006/07. This audit, and the subsequent
review of Defence policy and procedures for the
management of Explosive Ordnance (EO),
identified a number of areas where Defence
could implement improvements.
The review recommended that in his capacity as
Joint Capability Manager, the Vice Chief of the
Defence Force, through Commander Joint Logistics
be the single point of accountability to ensure the
efficient and effective management of the Explosive
Ordnance domain.
Overseeing governance of EOW is just one of
the responsibilities of AIRCDRE Bill Hayden, the
Director General Explosive Ordnance Branch in
Joint Logistics Command, established following
recommendations of Defence reviews of
management of EOW.
The new branch brings together the existing
Directorate of Ordnance Safety, Directorate of
Explosive Ordnance Services and Joint Proof and
Experimental Unit and complements their extensive
technical expertise with a new Directorate of
Explosive Ordnance and Weapons Governance.
One of the governance issues faced by the new
branch is not a lack of policies—the reality is quite
the opposite. Bringing all of these governance
requirements into a single, cohesive framework,
and ensuring they are effective, efficient and being
complied with, is a major undertaking and has
been tasked to the new Directorate of Explosive
Ordnance and Weapons Governance. Once
developed and in place, the new framework
will assist the various stakeholders by ensuring
clear lines of accountability and consistency
are established for the whole EOW life cycle
within Defence.
The smooth, coordinated operations of the new
branch were recently demonstrated when Capability
Manager for 81mm mortar (Chief of Army) directed
introduction of US-sourced 81mm ammunition.
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Between the purchaser of the new ammunition,
Defence Materiel Organisation (DMO) and the end
user, Army, there are a series of mandatory steps to
ensure legal compliance and provide confidence the
ammunition can be used safely.
Not surprisingly there was pressing need for the
new mortars, so DMO promptly placed the order
with the US-supplier whilst the combined efforts
of EOB were engaged to ensure all of the correct
processes were implemented. The key steps
involved in introducing this new ammunition to
service were:
• DirectorateofExplosiveOrdnanceServices
(DEOS) arranged for the necessary licences
and permission to land and unload a C-17A
with a large volume of ordnance to be in place
in accordance with the Defence publication
DEOP103 and all involved knew what was
required;
• Theimportationmetthestringentrequirements
of the Australian Customs Service and the
Australian Quarantine Inspection Service;
• Thenewmortarammunitionwassafely
unloaded and transported by DEOS and
Defence contractor Thales to a secure Defence
EO depot;
• Themortarammunitionwasassessedfor
Ordnance Safety – S3 (see inset);
• Rigoroustesting,bothmannedand
unmanned, was conducted to ensure the
mortar ammunition was safe to handle and
fire and the ammunition performed technically
as expected; and
• Thefinalstagewaspresentationofevidence
that demonstrated the new ammunition was
ready for use having met all the technical
integrity requirements, including safety, to
the satisfaction of the independent Ordnance
Safety Review Board.
In response to Army’s immediate requirement for
the new mortar ammunition, Explosive Ordnance
Branch pulled out all stops. Remarkably from the
time the C-17A first landed in Australia to when
certification was approved took just one week.
It is great when a plan comes together.
Mission completed successfully!!
Testing
Testing of EOW is the core business at
Defence’s Joint Proof & Experimental
Unit sites. A sample of the imported
mortar ammunition was sent to the test
establishment, where unmanned firing of
all of the new 81mm type ammunition took
place. These tests were undertaken to
determine firstly, that the rounds were safe
to handle, and secondly, safe to fire. Testing
of the ammunition was performed under
extreme temperatures, both high and low.
Once the ammunition had passed all of the
required unmanned tests, manned firing
tests were used to confirm that the rounds’
trajectories matched the range tables for the
ammunition. It was only after thorough testing
that the ammunition was considered ready for
operational use.
Ordnance Safety - S3 - Safety & Suitability for Service
The Directorate of Ordnance Safety (DOS)
is primarily concerned with the S3 aspects
of EO, Safety and Suitability for Service.
Assessment of safety involves appraisal
of the ammunition’s design, evaluating the
risks of deploying the item in prescribed
environments throughout its anticipated
service life and the acceptability of this risk
in meeting the operational requirement.
‘Suitability for service’ requires evidence
the ammunition or associated elements
of a weapon or equipment are capable
of functioning as designed and will not
be unacceptably degraded by the service
environments encountered throughout the
anticipated service life.
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Explosive Ordnance Design Assessment
Certification of an item of EO for ADF use is based upon the engineering rigour of arguments presented
in an Explosive Ordnance Design Assessment (EODA). The EODA certifies that technical integrity
requirements, including safety and testing, have been met.
Munitions Branch in DMO’s EO Division presented their EODA 81mm mortar ammunition to DOS for
independent review by the Ordnance Safety Review Board (OSRB). The OSRB conducted an independent
review and in this case was satisfied with the EODA and provided its endorsement for operational use of
the ammunition.
IrOquOIS: HErOES OF vIETNAM
Dr Chris Clark Office of Air Force History
Late in the afternoon of 18 August 1966, the
atmosphere within the newly-constructed Australian
base at Nui Dat, South Vietnam, was electrified
by news that a company of 6 Battalion, Royal
Australian Regiment (6 RAR) was heavily engaged
in a rubber plantation four kilometres from the base
perimeter. A short time after what quickly became
famous as the Battle of Long Tan had begun, the
108 men of D Company were desperately fighting to
repel an enemy force later assessed as numbering
about 2500 men. Against such overwhelming odds
the Australian infantry could do little more than
withdraw into a defensive position, shielded from
the enemy attack by blinding rain and supporting
artillery fire from the Task Force base.
At the height of the three-hour action, an urgent
radio request was received from the beleaguered
company position for a resupply of ammunition.
Out among the rubber trees the diggers were
getting down to their last rounds. Two UH-1 Iroquois
helicopters of No 9 Squadron, Royal Australian
Air Force, were soon in the air and headed east at
tree top level, despite the torrential rain and failing
light. By 1800 hours, the aircraft arrived overhead
of D Company’s headquarters and began dropping
ammunition boxes (wrapped in blankets to cushion
their fall) through the trees to the men below.
This was a critical juncture in the battle, as by then
there was within the entire company no more than
100 rounds left to fire at the surrounding Viet Cong.
Within the Australian experience of operations
during the Vietnam War, there was no demonstration
of the value of helicopters in resupplying troops in
the field as dramatic as that afforded at Long Tan.
It was a surprisingly early instance as well, coming
barely two months after the Australian Task Force
Troops of B Company 7 RAR unload rations and supplies in a jungle clearing during Operation COOpAROO, June–July 1967.
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arrived in South Vietnam and commenced setting
up its operational base in the centre of Phuoc Tuy
Province. Even so, it was not the first time that
the RAAF Iroquois had been called on to provide
direct logistic support to the infantry. The very first
occasion had actually come on the day after 9
Squadron’s main party arrived in-country in June,
when the unit received an urgent request to deliver
ammunition to Nui Dat for the newly-arrived 5 RAR.
Despite still being in the process of assembling
most of its aircraft and establishing its own base,
the mission was accomplished.
Utilising helicopters added a whole new dimension
of speed and mobility to the age-old problem
of maintaining adequate logistical supply on the
battlefield. The concept was not completely new,
however, even within Australia’s small armed forces
of the period. Although the Iroquois had entered
service with the RAAF only in late 1962, in May
1964 four of these aircraft from No 5 squadron were
deployed to Malaysia. There the Air Force gained
valuable experience in providing support for army
counter-terrorist operations close to the Thai border,
by positioning patrols and resupplying troops in
remote locations―though never in situations where
they were at risk from enemy ground fire.
It was in Vietnam that the Iroquois demonstrated
both its value in delivering men and supplies at the
‘pointy end’ of operations and also its immense
vulnerability when used in this way. On 29 July 1967
the RAAF had its first member wounded in action,
during a resupply mission. When enemy gunfire
hit the cabin of the Iroquois making the delivery,
a number of empty jerry cans were blasted out of
the helicopter―including the can on which an army
Warrant Officer happened to be sitting. Although the
army man was uninjured, the RAAF crewman was
not quite so lucky, receiving a fragmentation wound
in the leg.
In the complex environment of Vietnam, resupply
missions were rarely routine. For example, during
one mission in March 1971 to deliver stores and
ammunition to South Vietnamese regional forces
in the Long Hai hills, an army officer, Captain John
Hartley, went along as liaison officer and to assist
with free-dropping the stores. When the aircraft was
heavily engaged while hovering, both Hartley and
the crewman in the cabin were seriously wounded,
and both pilots had close shaves from bullets which
flicked their clothing or struck body armour. The
aircraft itself was badly damaged and forced to
land after managing to move 3000 metres away,
from where the crew were subsequently rescued.
Artist Bruce Fletcher’s painting of Long Tan in the Australian War Memorial portrays the aerial resupply of D Company with a blanket-wrapped box of ammunition being lowered from above. In reality, the boxes were free-dropped from 30 feet.
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Hartley survived his injuries to become Deputy Chief
of Army and then Land Commander as a Major
General in the 1990s.
Being employed close to operations meant,
inevitably, that resupply missions would sometimes
be fatal. During Operation Overlord in June 1971,
Iroquois A2-723 crashed and was destroyed by
fire. While two of the crew escaped with relatively
minor injuries, the aircraft’s captain, Flight Lieutenant
Everitt Lance (a veteran of the Korean War with
service in both the South African and Canadian
air forces), and the gunner, Corporal David Dubber,
were both killed. By the time 9 Squadron was
withdrawn from Vietnam at the end of 1971, the unit
had seven of its helicopters destroyed or written off
and another 37 damaged, 23 by ground fire.
Although the Iroquois proved a valuable delivery
vehicle in the logistical supply chain, it was not
ideally suited for this role―at least in the ‘Bravo’
model of the UH-1 with which 9 Squadron was
initially equipped. The small size of the aircraft’s
cabin and also its less powerful engine meant that
the UH-1B had fairly limited carrying capacity,
especially with the in-theatre requirement to carry
two side-door gunners as additional crew. Further,
9 Squadron in 1966 had only eight aircraft on
strength in total, of which only six would normally be
available at any one time. In these circumstances, it
was clearly the capacity to make timely and difficult
deliveries, rather than getting in large quantities, that
really mattered.
This situation was radically changed in 1968,
after the Australian government added a third
battalion to its Task Force in Vietnam and also
doubled the number of helicopters on 9 Squadron’s
establishment. What was more, these aircraft were
now all upgraded to the newest ‘Hotel’ model of the
Iroquois design. These were stretched ‘versions’
of the B model, and were not only bigger but
also more powerful and faster, with twice the lift
capability. Once the new UH-H aircraft arrived, and
in double the original quantity of UH-1Bs, the lift
capacity of 9 Squadron effectively quadrupled.
In Vietnam, therefore, the Iroquois became a
defining factor in the way in which all Allied
ground forces operated. The fact that troops on
operations could be sustained with the supply of
their requirements in the field―rations, fresh water,
ammunition and replacements for damaged vital
equipment such as radios―all contributed to enabling
those troops to remain effective in operations for
longer than would otherwise be possible or militarily
prudent. Of all the statistics recorded among
9 Squadron’s achievements in Vietnam―sorties
flown, passengers carried, etc―the importance
of the nearly 12 000 tons of freight delivered by
Iroquois helicopter should never be overlooked
or underestimated.
Images courtesy of the Australian War Memorial
A supply helicopter delivers fresh water to Fire Support Base ‘Balmoral’ hours after the base was attacked on 26 May 1968
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FLEET uTILITy
Lieutenant Angus Hamilton, RAN Flight Commander, 817 Squadron Flight 2
Maritime support is not the most overtly glamorous
role in naval aviation and, as such, it often remains
unsung. The versatility of an aircraft like the Sea
King Mk 50 provides commanders at sea with
a flexible yet powerful logistics asset which
significantly enhances the operational effectiveness
of the Fleet.
The Royal Australian Navy operates the Sea King
Mk 50 helicopter in the maritime support role. This
encompasses a wide variety of tasks ranging from
direct logistic support to Fleet units to amphibious
operations in support of the army and tactical
employment in the maritime warfare environment.
The Sea King’s versatility also enables it to conduct
other niche roles such as search and rescue, fast
rope insertion of boarding parties, deployment of
paratroopers, water bombing of bushfires and aero
medical evacuation.
817 Squadron based at Nowra on the NSW South
Coast operates and maintains all six aircraft in the
RAN Sea King fleet. 817 Squadron’s operational
output is provided in the form of Ship’s Flights
embarked in HMA Ships Kanimbla, Manoora,
Success and Tobruk for specific deployments and
exercises. Additionally, the Squadron frequently
operates from shore bases in response to
government tasking, especially in support to the
civil community in times of disaster.
The Sea King has seen service in the RAN for over
30 years with the first aircraft entering service in
1975. Initially the type was employed in the anti-
submarine warfare (ASW) role and operated in
squadron strength from Australia’s last aircraft
carrier HMAS Melbourne. In 1995, the then
obsolete ASW equipment was removed and the
aircraft type was reconfigured in its current
maritime support role.
The Sea King is extremely well suited to this role,
particularly because it has a large cabin area which
can accommodate up to 16 passengers in modern
crashworthy seating. Alternatively the cabin can
be rapidly reconfigured to carry three stretchered
casualties with supporting medical personnel or an
internal cargo loading. Additionally, loads of up to
6,000lbs can be under slung to the aircraft.
The Sea King is also endowed with long range
and endurance and this, combined with its ability
to operate low level over the sea at night or in low
visibility conditions, makes it an ideal maritime
search and rescue platform.
Employment of the Sea King in the sphere of logistic
operations falls broadly into two primary areas: Fleet
Support and Army Support. This is often related
(although not exclusively) to the platform from which
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the aircraft is operating. When embarked in HMAS
Success, the Fleet’s ‘Battle Tanker,’ the Sea King
comes into its own in the delivery of dry stores
between Fleet units in a process known as vertical
replenishment (VERTREP). VERTREP involves the
continuous delivery of under-slung loads to the
receiving ship. Loads transferred in this way cover
the entire spectrum of stores from fresh or frozen
food to engineering spares and ammunition.
The combination of Success and the Sea King in
the VERTREP role results in an ability to transfer
stores at a rate that greatly exceeds the capacity
of the more traditional heavy jackstay transfer
between ships. It can also be very flexible as
the ships involved can operate some distance
apart giving tactical and navigational freedom of
manoeuvre to their captains. Alternatively, VERTREP
can be conducted at very close range while
Success delivers fuel to the receiving ship during
replenishment at sea (RAS) operations.
Another fundamental logistics role of the Sea
King in the area of Fleet Support is ‘Log Helo’.
Essentially Log Helo is the Fleet communications
role. It involves the movement of personnel and
urgent stores between the ships of a task group
and shore bases. This is an often underestimated
task of the maritime support helicopter because
of its apparently administrative nature. However,
Sea King Mk 50 Vital Statistics
Overall Length 22.19 m
Height 4.91 m
Basic (empty) Weight 5909 kg
Maximum Weight 9450 kg
Cruise Speed 100 kts (220 km/hr)
Engines 2 x Rolls Royce
Gnome engines
Each producing
1400 SHP
Crew 4
Passengers Up to 16
Armament 1 x 7.62mm
machine gun
the importance of the Log Helo role, for example
in facilitating face to face command level meetings
at sea or in providing rapid delivery of an essential
stores item to repair a vital ship’s system, can be
critical in meeting command objectives.
Army support is generally conducted from the
LPAs (Kanimbla or Manoora) or HMAS Tobruk.
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The Sea King is highly effective in the support of
such operations by contributing to the airborne
assault through its considerable troop lift and load
carrying abilities. This is a complementary capability
to that provided by the water borne assault; the
aircraft providing a rapid, reactive capability whereas
the landing craft provide a more sustained heavy
lift effort.
The Sea King is also equipped with a surface search
radar optimised for over water operations which,
uniquely among Australian support helicopters,
allows it to be tasked for maritime surface search
and force protection of the amphibious ships from
attack from the sea.
After over 30 years at the forefront of Fleet
operations the Sea King is to be replaced by six
MRH 90 helicopters in 2010–2011. That is not to
say that the Sea King is past its use-by-date, as the
(approximately) 200 Sea Kings still in military service
around the world attest. In the short-term, the Sea
King will soldier on as the workhorse of the Fleet
and will have been in RAN service for at least
36 years when it finally reaches retirement.
The first Navy MRH 90 has already been delivered
and is currently undergoing initial trials. It represents
a step change in technology with the inferred
increase in capability and supportability that comes
with such a generational change. It will continue
to provide the RAN with a logistic and Army
support capability beyond the next decade as it
operates from HMAS Success and the two Landing
Helicopter Dock ships on order (Canberra and
Adelaide) and due to enter service from 2013.
AIr LOGISTICS TO THE MIDDLE EAST
Major Maurice Young Officer Commanding Joint Movement Control Office – Sydney
The focal point for air logistic support to Australia’s
commitments in the Middle East is housed within
Warehouse 40, one of many similar structures
spread over the Defence National Storage and
Distribution Centre (DNSDC) site in Sydney. There
are no signs drawing attention to this nondescript,
pre-World War II vintage building, nor are there any
particularly high tech processes undertaken in its
cavernous interior. Yet every couple of hours, seven
days a week, a truck pulls into the warehouse and
discharges its cargo, initiating the air supply chain
processes for the deployed troops. Warehouse
40 houses the Middle East Area of Operations
Cargo Consolidation Point – the CCP.
TenixToll Defence Logistics (TTDL) provide the
warehousing team which manages the cargo
operations of the CCP, reporting through the
DNSDC Operations Cell. Working closely with
them are representatives of 1st Joint Movements
Group (1JMOVGP). While the TTDL and 1JMOVGP
personnel within the CCP have separate masters,
they collaborate to ensure the CCP doesn’t become
a supply chain bottle neck. Each day, the TTDL
Team Leader and the 1JMOVGP Movement Control
Quick Facts
Over the last two years, the ADF has consigned
over four million kg of cargo by air on 265
flights from Australia into the Middle East to
support Operations in Iraq and Afghanistan.
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every piece of cargo in that dusty warehouse is
accounted for and allocated a lift asset.
While the TTDL staff have the arduous task of
receipting cargo, entering cargo into the Cargo
Visibility System (CVS) and raising a Movement
Request, it is the MC representative who plays
ring master. The MC Rep is usually a Sergeant
or Corporal, with a Movements trade in the
Army’s Royal Australian Corps of Transport or Air
Movements mustering within the Air Force. Their
function is to coordinate movements and ensure
that the liability (cargo) fits the asset (strategic lift).
Most recently CPL Cameron Wilson, a 27-year-old
originally from Moranbah in Queensland, filled this
role. He has been in the Army since 2000 and has
been with Joint Movement Control Office Sydney
(JMCO-SYD) since 2007.
Each day, CPL Wilson will take a walk through
the warehouse with the TTDL Team Leader. They
identify cargo that has been given a priority by Joint
Operations Command (JOC) and also gauge the
ability of the current lift schedule to move the cargo
to the Middle East within the next few days. Once
complete, CPL Wilson will allocate cargo to a lift
asset and TTDL staff will then pack the cargo on
pallets and prepare the cargo for movement.
A range of external factors will influence CPL
Wilson’s decisions, from cargo which will enter the
pipeline from alternate locations, high priority cargo
which is scheduled to arrive in the future, to late
notice changes to numbers of personnel deploying.
To complicate matters, he needs to ensure that
weapons, ammunition, secure items, cold chain
and safe-hand packages are included in his plan.
All these items are managed by separate agencies
and as a result CPL Wilson learns to juggle email,
phones and faxes with the dexterity an acrobat
would be proud of. “Working in the CCP certainly
reinforces the doctrine that flexibility is a key
principle of movements!” he joked.
Roughly half the sustainment cargo destined for the
Middle East is consigned via RAAF assets, while the
remainder is consigned on an aircraft contracted
by 1JMOVGP on behalf of Chief Joint Operations.
Since 2004 this aircraft has been contracted from
Strategic Aviation, who use a HiFly Airbus A330-300
to service the major sustainment requirements of
the ADF. This versatile airframe can carry up to
250 personnel and a total payload of 30 tonnes
across the strategic pipeline. The configuration is
a constant balance between numbers of personnel
and amount of cargo, and late notice additions to
personnel requirements often results in CPL Wilson
having to make an immediate prioritisation call to
remove cargo.
As the A330 is a commercial airframe, it is limited
in the amounts of Explosive Ordnance and oversize
cargo it can carry. Demand for these items
remains high, and this is where the RAAF C130
and C-17A fleet come into their own. These flights
will leave from either Richmond or Amberley,
so CPL Wilson must ensure appropriate cargo
is ring-fenced for these flights and dispatched
by truck in a timely manner.
It’s not a one-man show by any means, but soldiers
like CPL Wilson are at the forefront of the ADF’s
logistical interface with contractors and other
government agencies. A stint at the CCP is not
for the faint-hearted; it is a high profile and closely
monitored operation that connects the NSB to
the soldiers conducting operations on behalf of
Australia. Whether CPL Wilson is moving ASLAV
tyres, ammunition or even AFL football packs at
the behest of the Defence Minister, he does so
knowing that he is elbow deep in a complex yet
crucial movements system ensuring the soldiers on
the ground in the Middle East have what they need
when they need it.
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A quESTION OF BALANCE: LOADMASTErS IN THE rAAF
Terry Foster Deputy Director, Communications Joint Logistics Command
Air Force Loadmasters are good at balancing—
balancing people’s needs and wants and balancing
aircraft. The first is more challenging. A good
teacher can teach how to calculate aircraft weight
and balance figures. But people skills, including
prioritising for others and empathy, are more difficult
to pass on.
It’s up to loadmasters to plan and supervise
the loading of cargo, passengers and fuel so
that aircraft fly effectively, efficiently and, most
importantly, safely.
During World War II many transport aircraft
crashed because of improper weight distribution
and balance. As aircraft size and loads increased,
calculation of weight and balance became more
important. In time, crew members were especially
trained to calculate aircraft weight and balance;
the role of the loadmaster was born. The term
‘loadmaster’ is believed to have been created
by the Douglas Aircraft Company, with the term
first appearing in the flight manuals for the C 124
Globemaster II aircraft in 1949.
Flying ‘101’ states that fixed winged aircraft are
supported in flight by their wings. For an aircraft to
become and remain airborne, the wing must move
through the air at a specified angle known as the
‘angle of attack’. To maintain the correct angle of
attack the aircraft’s centre of gravity must be within
a range specified by the aircraft’s designers. Being
too nose-heavy or too tail-heavy can compromise
the angle of attack, destroy lift, cause the aircraft to
stall and cease to fly.
It’s not just the weight of the cargo that the
‘loadie’ needs to consider. During the flight, fuel
consumption reduces the weight of fuel on board
which sees the aircraft’s centre of gravity moving
forward or aft.
That’s not just during the critical and obvious
stages of take-off and landing but, for example,
its also critical if the aircraft needs to dump fuel in an
emergency situation so it can make a safe landing.
This scenario is called ‘zero fuel weight’ and is
calculated for every flight. But you cannot just move
the load around willy-nilly to make the calculations
work; some of the cargo may be hazardous and
needs to be stowed correctly, perhaps isolated from
other freight and passengers. And everything needs
to be soundly secured so it does not move until it
needs to.
Calculations become more complex when an
aerial drop is planned. Imagine what happens to
the centre of gravity of the aircraft as a pallet is
loaded firstly within the cargo compartment and
then jettisoned after hours of flight and fuel burn.
Calculations are even done in case the load gets
stuck during the jettison.
While laptop tools help loadies compute the
parameters of load placement, they are still required
to be able to perform the complex calculations
‘longhand.’ Loadie trainees initially undergo six
weeks of ground school where they are taught and
then complete what seems endless numbers of
longhand manual load plans before being allowed
anywhere near a laptop.
In addition to the calculations, load and crew
planning, documentation and supervision of loading
and unloading aircraft, the loadmaster is essentially
the ‘go-to’ person on board the aircraft. The
loadie is responsible for the safety of passengers
and troops on board; briefs them on the use of
seat belts; facilities; and emergency equipment;
and ensures they know how to respond in an
emergency. This is done in a professional manner
and, so as not to startle passengers, often with
a dose of humour.
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One part of the ‘Herc’ brief many of you will have
heard goes along the lines of, “After an emergency
landing, once the aircraft comes to stop, get out
of your seat, get up that ladder and get out that
hole, and if you are slow doing any of that, get out
of my way.” Or another, “If you’re airsick please use
the white bags and if you do: please accept it as a
memento of your flight with 37 Squadron which you
can take home. But don’t leave it on the aircraft!”
The busiest time for the loadie is during the two
hours before ‘doors’ (departure) time. However,
during flight there’s plenty to be done. After take-
off, in-flight and before landing checklists need to
be completed. Monitoring aircraft systems, cargo,
passengers and other crew members fills in a lot of
time. These tasks are even more complex during
tactical operations, particularly when operating in
the Middle East.
Then there are the many who have taken off in
Hercs—but never landed in one. Loadies refer
to them as ‘meat bombs’—parachutists. The
majority of para tasks now are basic training
drops for the Army.
Trust plays a big part in any crewed environment
but even more so in the back of a large transport
aircraft. And that goes both ways between the
‘drivers’ and the loadies.
The loadie is the captain’s representative in the back
of the aircraft. They must satisfy themselves that all
is in order and no doubt exists in the calculations,
preparation of the dangerous cargo, security of the
load or in any other area.
The line between the two areas is colloquially known
as the ‘245’—where the world of the pilots, flight
engineers and navigators stops and the loadies’
domain begins.
245 is actually the bulkhead between the cockpit
and the cargo compartment and on an E Model
Herc was 245 inches aft of a point on the nose.
Loadies refer to a load in the aircraft by the inches
it is from the nose of the aircraft.
As well as carrying freight and personnel to and
from exercises and operations our ‘Hercs’ are part
of the nation’s first response in disaster relief and
humanitarian assistance.
Think Bali Bombing. Think Boxing Day Tsunami.
Think Cyclone Larry. In the 50 years that Hercs
have been in service in Australia, there have been
loadmasters dealing with disasters by opening their
cargo doors and often their hearts to outstretched
arms of citizens in distress.
Loadies have spoken of their feelings of despair for
people and their predicaments during these times.
Often they are the first contact with the devastation
and need to kick into facilitator mode by getting
the victims settled whilst getting the supplies and
workers off the aircraft and dealing with what to
do next. They have assisted in the birth of children,
rescue of people, stabilisation of patients and in the
return home of fallen comrades always with dignity,
respect and compassion.
With such a complex role, what are the most
important skills of the loadmaster? With 26 years
of loadmaster experience behind him flying on four
types of helicopters, two types of Hercules and
Boeing Business Jet 737, Warrant Officer Rob
‘Swanny’ Swanwick now Squadron Warrant Officer
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and VIP 737 Loadmaster at No. 34
Squadron Canberra, does not hesitate in
answering ‘communication, participation,
negotiation and patience.’
According to WOFF Swanwick, an effective
loadmaster has to balance the competing needs
and expectations of aircrew, maintainers, Air
Movements, Joint Movements Coordination Centre,
86Wing and customer units. Murphy’s Law has
many applications when it comes to arrival at Air
Movements Sections of cargo and passengers
for loading. This can delay departure time and
arrival time. Being able to communicate calmly
and with authority assists in the management of
expectations, reduces stress and underpins safety
for everyone concerned.
WOFF Swanwick was the MEAO Deployed
Loadmaster Leader in March 2007 when the
communication skills of his section members were
tested. Their job became one of the few jobs in
Australia where you can tell the Prime Minister and
Chief of Defence Force what to do, and have them
comply without hesitation. During Prime Minister
Howard’s and Air Chief Marshal Houston’s visit to
the MEAO in March 2007 the aircraft experienced
an emergency immediately after take-off when the
cargo area filled with smoke and fumes.
The loadies, WOFFs Andrew Greer and Scott
Willacott, needed all on board to follow their
instructions to don oxygen masks and adopt the
crash position quickly and without question while
they got on with their emergency procedures to
clear the cargo area of fumes and prepare it for
landing. All, including the PM and CDF, did so and
after landing evacuated the aircraft safely. The
PM thanked both at the time and later in a letter
to the crew. He expressed his admiration for their
professional commitment and how they put
their passengers’ safety first in a calm but
authoritative manner.
The lot of a loadmaster is a hectic and unpredictable
one. For about the last five years Hercules loadies
have been constantly deploying to the MEAO on
four month rotations with some now up to their 5th
or 6th rotation. When back from the MEAO, and
after a couple of weeks leave, loadies are straight
back into the normal squadron operations.
‘Normal’ is hardly the right word to describe what
happens. There’s always the need to continue
professional development and the continual
recurrencies to be achieved for trade and
deployment. Also Army, Navy and Air Force units
have ongoing requirements for transport within
Australia and overseas. There are the jobs you know
about and can plan well in advance. Of course,
there are many more last-minute tasks that a loadie
can be awoken from his sleep to attend to.
Generally, the call from the duty Operations Officer
will sound a lot like this,
“not sure how much or how many; just two
aircraft ready for anything, and two on four-hour
standby and two on twelve, so pack a bag for
three days (it’s never three days) and get in
here. The maintainers have prepared the jets
with full fuel and the ‘bears’ (Air Movements)
will have pallets, paperwork and rations ready
for departure. Oh, you didn’t have anything
planned did you?”
You roll out of bed and hear from the other side,
“We’ll be right, just stay safe.” You begin the
practice of kissing of your loved ones goodbye
once again, telling your son you’re sorry you can’t
watch his soccer game but, like last time, you
promise you’ll make it up to him or you explain to
your half asleep daughter that you’ll celebrate her
birthday with her when you get back (and answer
her immediate question with, “I don’t know darling,
soon.”) Your skill of calculating balance has begun
to kick in again.
On the drive in to the squadron your mind races
and you stop to consider the competing needs
of your personal life, the ADO, and someone in
a far off place needing help. You ask yourself who
gets priority. On that drive you do what thousands
of loadies have done over the years; your mind
switches back to deciding how to position the
load. And without knowing it, you’ve answered
the question.
It’s all about balance.
Warrant Officer Swanwick contributed to this article.
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KKC-30A: THE NExT GENErATION TANKEr/TrANSPOrT AIrCrAFT
Squadron Leader Leon Sallway Staff Officer Logistics, KC-30A Transition Team, Headquarters Air Lift Group
The KC-30A, based on the Airbus A330-200,
is the first wide-body civilian airliner derivative to
be operated by the Air Force, representing a giant
step into the future. Innovative logistical support
measures are required to support progression
to the Final Operational Capability (FOC) of the
weapon system.
The step-up in capability from the B707 to the
KC-30A can be likened to the historical transition
from piston engined, propeller driven aircraft that
operated on grass runways, to the technologically
advanced jet aircraft that required a strengthened,
sealed runway. A large aircraft like the KC-30A
requires longer and wider runways, taxiways
and parking areas than other current types. It
also requires substantial refuelling and catering
support— far in excess of what has been
required previously.
In the AAR role, the KC-30A has a fuel capacity
of 100 tonnes and can offload fuel to numerous
aircraft types, including other KC-30As, using
its pod and boom refuelling systems. In the Air
Logistics Support (ALS) role it has seating for 270
passengers, has the capacity to accommodate 34
tonnes of cargo in under-floor cargo compartments,
and can carry these loads on international sectors.
The KC-30A is larger in length, wingspan and height
than both the B707 and the C-17A. Its refuelling
points and cargo compartment door sill are five
and three metres off the ground respectively, both
significantly higher than any other aircraft in the Air
Force fleet and beyond the reach and safety limits of
extant Ground Support Equipment. The passenger
capacity of the KC-30A (118 more than the B707)
implies a need to be able to administer increased
numbers of people within Air Movements terminals.
Provision of in-flight catering in the quantities and
The Royal Australian Air Force KC-30A is the next
generation of multi-role aircraft due to commence
entry into service in 2009. Replacing the now retired
Boeing 707 (B707), the KC-30A will be operated
by 33 Squadron which has relocated to RAAF
Base Amberley in Queensland. Once in service,
this aircraft will be one of the most advanced Air
to Air Refuelling (AAR) aircraft in the world and its
introduction provides a quantum leap in strategic
Air Force capability. The size and capacity of the
KC-30A present a number of logistical challenges
in regards to airfield facilities, ground support
equipment, passenger handling and cargo loading.
These are some of the challenges for the Air Force
KC-30A Transition Team (KC-30A-TT), who are
working towards the introduction of an effective
capability for the ADF.
Image courtesy of EADS CASA
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format required for large numbers of passengers on
long haul operations is standard for civilian carriers
but a new consideration for the Air Force.
The KC-30A cargo carrying capability will provide
flexibility and efficiency to ALS operations. The
aircraft can accommodate extant military (463L)
cargo pallets, civilian pallets and containerised
Unit Load Devices (ULDs), or a combination of all
three. ULDs are currently not in use within the ADF.
However, should they be adopted, the efficiencies
will equate to a significant volumetric advantage
over palletised cargo systems, and reduced aircraft
loading times contributing to overall faster terminal
turnaround times.
The Defence Materiel Organisation (DMO)
acquisition process is well underway through
Project AIR5402. The first (prototype) aircraft has
commenced ground testing in Madrid, Spain,
following installation of the military avionics refuelling
systems and software. The second aircraft
commenced conversion at the Qantas Australian
Conversion Centre at Brisbane Airport in June
2008. The Logistics Support Analysis process is
well underway to enable development and delivery
of the KC-30A Support System including training,
technical data, spares and support and
test equipment.
Working closely with the Project, the Air Force
KC-30A-TT are responsible for coordinating the
transition of the weapon system into service.
Coordination and resolution of KC-30A tasks
and support requirements is an ongoing process
facilitated via functional working groups. Each group
comprises representatives from Command, Force
Element Groups (FEG), DMO and support agencies,
who provide subject matter expertise to the
planning process. Outcomes of the working group
process are reported against the formal KC-30A
Capability Transition Plan.
The KC-30A requires a quantum leap in many
logistical areas. Whilst the inherent capability may be
available, there is a need to learn how to best exploit
the potential of this aircraft. Thus the logistics to
support this capability will evolve as understanding
of the KC-30A develops. The Air Force KC-30A
Transition Team continues to respond to the
challenges presented by the introduction of this
modern and innovative capability.
KC-30A Multi-Role Tanker Transport technical specifications
Manufacturer European Aeronautic
Defence and Space
Construcciones
Aeronauticas S.A.
(EADS CASA)
Role Air-to-air refuelling,
long-range troop transport
Engine 32,659kg thrust
Airframe Length: 58.8m
Height: 17.4m
Wingspan 60.3m
Weight 233 tonnes (maximum
take-off weight),
180 tonnes (maximum
landing weight)
Refuelling 111 tonnes offload
performance, 65 tonnes
at 1000nm from base with
2 hours on station
Capacity
Image courtesy of EADS CASA
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KjOINT LOGISTICS uNIT (SOuTH): A PrOFILE
Major Esther de Ridder Operations Officer Joint Logistics Unit (South)
The clothing store at Joint Logistics Unit (South)
will need to make some room for green uniforms
at RAAF Base Edinburgh soon.
The implementation of the Hardened and
Networked Army initiative will bring a new
Battlegroup to South Australia. With the Battlegroup
will come its full retinue of Combat Support and
Combat Service Support. For the hardworking
team at JLU(S) this means new dependencies with
many new requirements, above and beyond those
green uniforms
There are Joint Logistics Command business units
at many of the aviation sites in Australia. Their role
is to provide supply chain support to the Navy, Army
or Air Force air platforms that operate from those
locations. Up until now, Joint Logistics Unit (South)
based at RAAF-Edinburgh has had a mainly RAAF-
focused on-base support role and will transition to
a more joint role with the establishment of an Army
Battle Group at the Base from 2011. This will be
similar to the establishment of the Army’s 9 Force
Support Battalion at RAAF Base Amberley in 2007.
RAAF Edinburgh is located some 30 km north of
Adelaide. The Base is currently home to 92 Wing’s
AP-3C Orion maritime patrol aircraft, which conduct
surveillance operations throughout Australia and on
operations, Aerospace Operational Support Group
that undertakes, amongst other tasks, research
and development, and 1 Airfield Defence Squadron.
These, and other key Air Force units, joint Defence
Units, Defence Support Group and Defence Materiel
Organisation (DMO) Program Offices are located at
this busy base of some 3,000 military, civilian and
contractor personnel.
RAAF Combat Support Group provides deployed
combat support, excluding aircraft technical
maintenance, to the Base and other forward
operating or point of entry airfields either in
Australia or overseas. JLU(S) is the main provider
for satisfying immediate and short-term logistics
requirements of ADF customers operating in South
Australia and out to Broken Hill, NSW (known as
the Central Region). JLU(S) also facilitates the
coordination of logistic support from other providers
in support of ADF operations within this region
of responsibility.
JLU(S), like the other JLUs, was formed in February
1998 as the result of a Commander Support
Australia Directive. The creation of JLU(S) saw the
drawing together of the local Army supply elements
such as the Adelaide Logistic Company, the Air
Force logistics elements from No 304 Air Base
Wing, and a small RAN element of Navy Engineering
Support - Adelaide into a single joint logistic unit.
The Unit’s roles and objectives are to:
• Plan,co-ordinateandmanagelogisticsupport
to the Central Region for ADF operations.
This includes the provision for a one-stop
logistics ‘shop’.
• Managesupplychaintoanagreedpoint.
• Co-ordinatesupporttooperationsby
the enabling groups.
• Establishtemporarysupportinfrastructure.
• Managecontractorsupporttooperations.
• Acquireandmanagejointitems,including:
- combat rations, and catering/mess equipment.
- clothing (combat and non-combat), and
personal equipment.
- common consumable items.
• ManageADFstrategicwarehousingand
distribution in Adelaide.
• Developandmanagelogisticsprocesses
within JLU(S).
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JLU(S) does not operate only from RAAF Base
Edinburgh, although this is where one of its two
main warehouses is based. At Warradale Barracks,
located some 60 minutes away across the city
centre of Adelaide, both materiel maintenance
activities and land fleet inventory operations,
including vehicle and equipment loan pool stores,
are managed and distributed. The warehouse
operations at RAAF Edinburgh have a predominate
inventory of aircraft spares to support the regional
demands and global holdings, allocated by Fleet
Managers operating from System Project Offices
across Australia.
In the long-term, future infrastructure developments
to support the Army’s Hardened and Network Army
activities will also see an expansion of Land Fleet
inventory to the Edinburgh warehouse requiring
streamlining and diversification of inventory.
Some warehouse space is being made available
though Defence’s Inventory Optimisation Program
where DMO and JLC have been systematically
identifying what is being stored that is no longer
needed and taking steps to dispose of these
items. In the longer term this will be supplemented
by additional warehousing within the Edinburgh
Defence Precinct.
Along with the new Battle Group, other essential
joint and enabling capabilities will be established
to sustain the increased capacity.
Commanding Officer at JLU(S), Wing Commander
Grant Pinder said, “The JLU South team will meet
the challenges of supporting this widening customer
base as they do our existing dependencies—
focused on our Customers, committed to our
People and responsive to our Stakeholders. In fact,
we are looking forward to some more green at
RAAF Edinburgh”.
HOOrAy FOr HErCuLES— 50 yEArS OF SErvING AuSTrALIA
Flying Officer Eamon Hamilton Public Affairs Officer, Air Lift Group
If you can recall an Australian Defence Force (ADF)
Operation of the last 50 years, there’s a fair chance
a common aircraft was found in each theatre – the
C-130 Hercules.
This year, the RAAF celebrates half a century of
operating the world’s most successful medium
combat airlift aircraft, which shows no signs of
slowing down yet.
Today, 24 of the aircraft are operated by No. 37
Squadron at RAAF Base Richmond, west
of Sydney, where the aircraft have been based since
first arriving on Australian shores.
For the ADF—and indeed, many western air
forces—the aircraft has proven to be an airborne
logistics workhorse. They are able to carry up to
20 tonnes of cargo or 120 troops (in the stretched
C 130J), land on semi-prepared airstrips, and
provide defensive countermeasures, allowing them
to operate in hostile environments.
Indeed, operating the RAAF’s Hercules comprises
a significant proportion of the RAAF’s logistics
personnel support. This not only includes the
ongoing logistics and through-life support
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conducted by No. 37 Squadron and Defence
Materiel Organisation’s Air Lift Systems Program
Office, but also Air Movements personnel – currently
held under RAAF’s No. 1 Airfield Operations
Support Squadron.
The effort of supporting tasks abroad also requires
extensive coordination from organisations such as
Joint Movements Group.
A prime example of the Hercules’ workhorse efforts
has been in the Middle East Area of Operations,
where RAAF C-130s have been continuously
deployed since February 2003. Supporting ADF
and Coalition forces in Iraq and Afghanistan as well
as other parts of the Middle East, RAAF Hercules
had completed 2,194 missions as of July 2008,
for a total of 14,737 flying hours. They have carried
20,760 tonnes of cargo, 93,559 passengers and
transported 2,283 medical patients.
Remarkably, many of the Hercules’ qualities in this
21st century operation were born out of the early
1950s. The United States Air Force was confronted
with a need to create an airborne logistics link when
the Korean War broke out in 1950. Throughout the
war, the workload was conducted by a series of
unpressurised, piston-engine aircraft.
A USAF Colonel remarked that the service required
an extremely rugged medium transport that could
land on unprepared airstrips, carry about 30,000
pounds of cargo, with a range of 1,500 miles.
Lockheed was one of several designers who
responded to the requirement with an aircraft whose
cargo dimensions were based on a railroad boxcar.
Designers then simply added wings, a nose, and
tail to the design, and to allow ease of loading and
unloading, the aircraft’s fuselage was placed low to
the ground. The design first flew in August 1954,
and reached USAF service shortly after.
Much like America, Australia was faced with the
same requirement for a rugged post-war airlift
aircraft to replace slower-flying Dakota transports.
The aircraft had to fly the long distances found in
Australia, be able to support the majority of cargo
loads in Australia’s inventory, and be able to support
Operations overseas from Australian shores.
Australia then became the first foreign operator of
the Hercules in 1958, sending crews from No. 36
Squadron to train on the C-130A.
The first of 12 aircraft arrived in Australia in
December 1958. Their continued work throughout
the 1960s, especially as an airborne logistics link to
Vietnam, saw the RAAF purchase another 12 of the
newer C-130E Hercules.
Today, the fleet comprises of 12 C-130Hs and
12 C-130Js, which replaced the C-130A and
C-130E respectively. Lockheed has adapted and
improved the aircraft to modern airborne operations;
however cargo dimensions and overall design
remains remarkably faithful to the first C-130As.
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NEw MuLTI-rOLE HELICOPTErS FOr THE ADF
Commander Peter Ashworth Maritime Support Helicopter Project Manager MRH Project Office Helicopter Systems Division, Defence Materiel Organisation
It is a challenging but exciting time in the Multi Role
Helicopter Program Office (MRHPO) as AIR9000
Phases 2/4/6 (acquisition and sustainment of
46 MRH 90 for Army and Navy) moves from
the achievement of In Service Date (ISD) on
18 December 2007 toward Type Certification
in mid-2009.
Of the 46 MRH 90 on order, six will be operated by
the Navy in the Maritime Support Helicopter role
and will replace the Sea King at 817 Squadron in
Nowra. The other 40 will be operated by Army in
the Air Mobile role and will replace the Black Hawk
helicopters. 5 Aviation Regiment in Townsville will
have two squadrons and 6 Aviation Regiment will
operate one squadron from Holsworthy. Army
Aviation Training Centre (AAvnTC) in Oakey will have
dedicated aircraft for the conduct of all training for
the MRH 90 capability.
The MRH 90 will provide the ADF the ability to carry
an increased payload compared to legacy systems.
With a rear ramp and increased cabin volume
(compared to current ADF Medium Lift Helicopters)
the MRH 90 can carry a standard NATO pallet and
seat up to 20 passengers. With several internal fuel
tanks and extended range external tanks, the MRH
90 will afford greater flexibility for Australia’s unique
operating environment.
The MRH 90 incorporates next generation
capabilities including fly by wire technology,
composite structure, forward looking Infra-red,
weather radar, helmet mounted sight and display
and rear ramp. MRH 90 maintenance will be
supported by the Interactive Electronic Technical
Publication (IETP)—a ‘next generation’ materiel
publication suite aiming for a paperless cockpit
in the years to come.
The advanced technology incorporated in the
MRH 90 will offer outstanding capability to Army
and Navy. But, as with all new capabilities, there
is a significant training liability. To ensure there are
qualified personnel to operate and support the
aircraft, significant training of Australian personnel
was conducted in France. This involved conversion
training for Qualified Flying Instructors and Qualified
Loadmaster Instructors as well as technicians
and ground crew to support MRH 90 operations.
Additionally, an MRH training facility in Townsville
has been completed to support Introduction into
Service Training, which commenced on 28 April
2008, and will continue until December 2011.
The first four Australian MRH 90 have now rolled off
the Eurocopter France production line. The first two
aircraft were delivered in December 2007 and a third
was delivered by an Australian C-17A in June 2008.
The last of the French assembled MRH is planned
to be delivered in an operational configuration by
C-17A in November. Concurrently, aircraft MRH#05
to MRH#12 are undergoing assembly at Australian
MRH 90 being loaded into RAAF C-17A in Marignane, France.
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Aerospace’s Brisbane facility. The first Australian
assembled MRH 90 is planned for acceptance on
17 December 2008. This is an important milestone
for the AIR 9000 Program, Australian Aerospace
and Defence.
Under the sustainment contract, operational
maintenance (OM) is provided by uniform personnel
for the three operational units. Australian Aerospace
(AA) will provide deeper maintenance (DM)
capabilities at Townsville and at Nowra. At Oakey,
AA will provide both DM and OM to the AAvnTC
and at the Aerospace Operational Support Group
(AOSG) in Adelaide, AA will support the test and
trials flying.
Included in the contract are significant Australian
industry capability requirements that promote the
provision of training, manufacture of composite
panels, engine assembly and testing, and the
development of some sub-systems and ground
support systems. Australian Industry participation
is expected to compete on a commercial basis
for funds in excess of $1.2 billion to supply critical
capabilities which add to the self-reliance
of the ADF.
Both the Commonwealth and AA have set up
respective sponsor and contractor authorised
engineering organisations (AEO) for continued
sustainment and support to the authorised
maintenance organisations. The continued
airworthiness of MRH 90 is supported by the AEO
with a foundation that stems right back to the
original equipment manufacturer, NATO Helicopter
Industries (NHI), and oversight from the joint military
aviation authorities for NH 90 (JMAAN).
The third and fourth MRH 90 were originally
scheduled to be delivered together to Australia by
a chartered Antonov (Transport Aircraft) late this
year. However, operational tasking provided the
opportunity to use an RAAF C-17A for the task; and
the delivery of an MRH 90 by RAAF C-17A in June
2008 has proven the ability to transport MRH 90 by
ADF Air Lift. The early delivery has provided greater
capacity for training and testing activities, which
are essential for the development of the capability.
The cooperation provided by the RAAF and other
Defence agencies involved in this activity was
outstanding. It was also the first time a C-17A
had transported the MNH90 helicopter.
MRHPO is currently planning for the delivery of the
fourth MRH 90 by C-17A in mid-November 2008.
MRHPO and industry are working to qualify the
MRH 90 for air lift in as close to an ‘operational’
configuration as possible as part of the continuous
expansion of the MRH 90 capability. Although not
a defined project specification, the MRHPO hopes
to reduce pre-flight preparation at the destination
to a minimum, ideally to less than one hour from
commencement of unloading to ready for flight.
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HOMEwArD BOuND AND THE BASEL CONvENTION
Dr Martin Lyons A/Safety & Environment Manager, Joint Logistics Command
What’s the relationship between Australian Defence
Force Extraction and an historic city in north-west
Switzerland?
The answer is to do with how the ADF handles
materials designated as hazardous waste. Batteries
containing lead or lithium are examples of used
equipment that can trigger international laws that
have their origin in the Swiss city of Basel.
Nestled on the river Rhine, the city of Basel can
trace it history back to the third century AD.
It burgeoned as an impressive walled city in the
Middle Ages, and currently its metropolis spans
areas of Switzerland, Germany and France. It’s a
significant industrial and finance hub, with its most
famous institution being the Bank for International
Settlements (BIS). The BIS was established in 1930
as a means of transfer for German reparations
payments. The banks’ involvement with Nazi gold
transfers is a subject of contention. Between 1940
and 1945, the German Reichsbank sold 1.3 billion
francs worth of gold to Swiss banks in exchange for
Swiss francs and other foreign currency.
In 1992, the city of Basel gave its name to the,
Convention on the Control of Transboundary
Movements of Hazardous Wastes and their
Disposal—the Basel Convention for short. It is
the most comprehensive global environmental
agreement on hazardous and other wastes. The
Convention has 170 parties and aims to protect
human health and the environment against the
adverse effects resulting from the generation,
management, movement and disposal of
hazardous wastes.
Australia is a signatory to the Convention and
supports its principles of minimising the amount,
and toxicity, of wastes generated and to prevent
transfer to less developed countries. To enable
Australia to comply with specific obligations under
the Basel Convention, the Department of the
Environment, Water, Heritage and the Arts (DEWHA)
Australian Light Armoured Vehicles are ready to start the journey back to Australia from Ali Air Base, Tallil, Iraq.
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administer and implement the Hazardous Waste
(Regulation of Exports and Imports) Act 1989.
The act reflects the intent of the Basel Convention
and gives specific directives by which Australian
organisations should conduct their activities.
Since the ADF’s operations require the movement
of a large variety of equipment and waste, our
specialists need to communicate with DEWHA
regarding activity that may trigger the act. The
movement of specific substances across borders,
such as occurs during force extraction, needs to
occur under the conditions of the Basel Convention
and with guidance (plus licensing) from DEWHA.
What is hazardous waste and what materials
might the ADF handle that are of interest to the
Convention? Not surprisingly, agreeing on precise
definitions and classifications has proved difficult
for the international community. ‘Destined for
final disposal’ is one way to describe waste.
Regulated wastes may include biomedical wastes,
used oils, certain inorganic and organic solvents,
asbestos dust and fibres, beryllium compounds,
heavy metals, explosives, flammables, corrosives,
toxins etc. Both lead acid vehicles and lithium
communications batteries may be considered
hazardous waste and specific, legal disposal
methods established.
After the ADF overseas Task Group has gone
through the process of deciding what is waste and
which component of that could be classified as
hazardous, they need to decide on an appropriate
course of action. Our first instinct may be to repack
all of our waste and return it to Australia. However,
the main objective of the Basel Convention is to
minimise the movement of hazardous materials
across borders. Therefore, it recommends treating
and disposing of waste as close as possible to the
place of generation. The Convention also states that
shipments to and from non-parties is illegal, unless
a special agreement has been reached.
This leads us to another important element of
the Convention – that wastes are to be disposed
of in an environmentally sound manner. The
Australian Defence Force takes its responsibilities
of environmental protection and being a good
international citizen very seriously. To ensure
continued capability, minimise risk to personnel
and uphold the principles of good stewardship, the
ADF looks to integrate many of the same objectives
held in the Defence Environmentally Strategic Plan
into operational instructions. Australian regulations
such as ‘National Environment Protection Measures’
and the ‘Environmental Protection and Biodiversity
Conservation Act’ give us direction on how we
might achieve those goals during force extraction.
That, however, can be the subject of a future article.
The Force Extraction Team are ‘full speed ahead’ to ensure a smooth withdrawal from southern Iraq.
The Australian Flag is lowered for the final time in a ceremony marking the withdrawal of the Army Training Team from the Counter Insurgency Centre of Excellence at Taji in Northern Iraq.
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C-17A: THE HEAvy LIFTErS
Terry Foster Deputy Director, Communications Joint Logistics Command
When it comes to heavy lifting it’s hard to beat the
capability of the Royal Australian Air Force’s four
Boeing C-17A Globemaster III aircraft of No. 36
Squadron.
Each aircraft is able to carry more than 70 tonnes of
cargo; about four times the payload of the RAAF’s
other combat airlift aircraft the C-130 Hercules. That
can translate into three Black Hawk or Sea King
helicopters, or five Light Armoured vehicles—or
even a M1A1 Abrams tank.
The first of four C-17A entered service in December
2006 and the fourth aircraft was delivered in March
2008. The $2.2 billion project was finalised within its
agreed timeframe and within budget. Commenting
at the handover of the final aircraft, then Chief of
Air Force Air Marshal Geoff Shepherd said, “This
success highlights the excellent cooperation
between the RAAF, Defence Materiel Organisation,
the Boeing Company and US Air Force”.
From the moment they arrived, the Globemasters
have been making a positive impact in support
of global operations, seeing sevice in Operation
CATALYST (Iraq), Operation ASTUTE (East Timor)
and a large number of Exercises.
Through involvement with a global C-17A ‘virtual
fleet’, RAAF has access to a large range of
resources within the international C-17A community,
including access to spares pools located in
continental US and other overseas locations,
extensive engineering and logistics support from
field service representatives located at Amberley,
and USAF and Boeing support staff in the US, and
significant C-17A training facilities in the US (the
ADF’s own simulator training facility is presently
being built at RAAF Amberley).
These resources have allowed RAAF to maintain
a high level of aircraft serviceability to meet the
operational tempo; providing essential airlift support
to a broad range of exercises and operations
around the globe.
In November 2007, floods from Cyclone Guba
devastated regional areas of Papua New Guinea
and it was with short-notice that one of the
new aircraft was dispatched to Port Moresby
International Airport with 14 pallets of medical aid.
The transport of wounded and injured ADF
personnel from Afghanistan in September 2008
was the first time that a RAAF C-17A was used in
an Aero Medical Evacuation (AME) capacity. The
aircraft is ideal for this role as it has the capacity to
accommodate several patients and their medical
support. In the Afghanistan mission, two AME teams
of medical specialists, doctors, nurses and medical
assistants—18 in all—took part in the retrieval of
the injured. As well as the extra space on board, the
extended range of the C-17A means less flying time
and fewer stops for the patients.
Having the C-17As on call has had positive financial
impact on other parts of Defence. In May 2007,
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costs when 36SQN carried equipment from the US
in support of Evolved Sea Sparrow Missile training.
More recently, operational tasking provided the
opportunity for a C-17A to bring a new Multi Role
Helicopter (MRH 90) from its manufacturer in
France to Australia. This meant MRH team had their
helicopter sooner than anticipated and could
bring forward in-country testing and training.
The challenge for November 2008 will be
transporting the next MRH 90 off the production
line in as close to ‘operational’ configuration as
possible to demonstrate the interaction between
the two capabilities.
In their short history, 36SQN has notched up some
noteworthy achievements. They flew the C-17A into
the semi-prepared, minimum length airfield
at Bradshaw as part of the official airfield opening –
a joint ADF/USAF activity. In conjunction with the
Heavy Air Lift Transition Team, the Squadron was
awarded the Guild of Air Pilots and Navigators
Award for high achievement.
The ongoing development of additional 36SQN
roles; such as airdrop, aero medical evacuation,
tactical flying (with enhanced aircraft self protection
systems such as the Large Aircraft Infrared
Countermeasures system); para drop, and further
load clearances for large ADF cargo, will significantly
improve the C-17A’s ability to support ADF
operations into the future.
COMPLIANCE AND ASSurANCE—DEFENCE ACCOuNTS IN GOOD SHAPE
Ed Lawler Director Logistics Compliance and Assurance, Joint Logistics Command
At the end of the Financial Year 2003/04, Defence
was in the position where the financial statements
submitted with the Annual Report were ‘qualified’
(see inset) This was the catalyst for concentrated
effort to work towards removing the undesirable
cloud over Defence’s accounts.
Now, four years down the track, that effort by
parties all across Defence has been successful
in having any qualification removed.
The Logistics Compliance and Assurance team in
Joint Logistics Command played their part in the
Qualification
In lay terms, qualification of the financial
statements means that in our annual report
to government, Defence was unable to attest
that that the financial statements were ‘true
and fair’ in all respects. In the main, this was
due to issues arising from the complexities
of applying accrual accounting practices
to management of vast inventory of stock
acquired over many years.
measured and sustained program of improvement in
managing its inventory stock holdings that Defence
has adopted.
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Their focus has been on:
• establishingtrained,competentcomplianceand
assurance teams across Defence;
• enhancingaccountabilityofthosemanagingour
inventory, including improved quarterly reporting
to the Defence Audit Committee;
• improvingfinancialawarenessandtheimpact
this has on overall inventory management
functions; and
• developinganimprovedSDSS(seeinset)
IT Controls Framework.
In financial year 2005/06, a program of positive
verification was conducted for ‘repairable’ items
which reduced the uncertainty in Defence’s financial
statements by around a billion dollars. This ‘positive
verification’ meant that each item needed to be
physically identified and checked to ensure it
was where it was supposed to be and in the
correct quantities. During 2006/07, the qualification
over the remaining two thirds of repairable items
was removed.
The aim of the 2007/08 Inventory Assurance
Program was to remove the remaining qualification
over general stores inventory—the vast range of
materiel held in our warehouses. With that in mind,
Compliance and Assurance teams spread out
across Defence sites and counted general stores
inventory in 145 warehouses.
As part of this massive undertaking, the teams
tested inventory controls and stocktaking processes
as they went, recommending improvements where
necessary. Then, satisfied that stock numbers were
consistent with records and that the systems and
processes were reliable, external auditors were
engaged to provide an independent review.
The result was the removal of the remaining
qualifications over the financial statements—
unqualified financial statements for financial
year 2007/08.
The task of inventory management is an ongoing
one and Defence reports its performance annually
to the government. Compliance and assurance
is, therefore, an ongoing business requirement if
Defence is to maintain qualification free financial
statements. The 2008/09 program is well underway.
For the soldiers, sailors and airmen/women of the
ADF, the ‘so what’ factor is that they are supported
by warehouses of supplies and materiel where the
inventory is sound and accurate and the systems
are in place to maintain that accuracy into the future.
More information about Joint Logistics Command’s
Compliance and Audit program can be found at
http://intranet.defence.gov.au/jlc/sites/DGLA/
comweb.asp
SDSS
The Standard Defence Supply System (SDSS)
is the enterprise inventory management system
used to manage the vast number of inventory
and asset items that Defence holds to support
its operations and the many platforms used and
operated by the ADF.
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Anyone who’s ever cleaned out a shed will
appreciate Defence’s Accelerated Inventory
Optimisation Program.
With too many surplus and obsolete items in its
warehouses, Defence has embarked on a clean-out
of mammoth proportions. Working together, the
Defence Materiel Organisation and Joint Logistics
Command have been systematically identifying what
is being stored that is no longer needed and taking
steps to dispose of these items.
The disposal process is routine and ongoing.
However, in recent years a backlog of surplus
materiel has built up in warehouses. Items such
as equipment that is no longer useful or that has
been superseded, spare parts for such equipment
and stock kept ‘just in case’ not only clutter up
space but also represent a drain on today’s
Defence resources as we count and care for
redundant stock.
The Accelerated Inventory Optimisation Program
and other planned inventory initiatives are designed
to ensure that the right stock, parts, etc. are
available in the right quantities in the right locations
at the right time. Such logistics reforms are
important precursors to the logistics companion
paper to the Defence White Paper.
Commencing at Defence’s largest warehousing
complex (Defence National Storage and Distribution
Centre, Moorebank), but now rolled out across all
JLC units, some 46,397 obsolete stock codes (or
item types) were identified in the first 26 weeks of
this concentrated program. The 3,579,000 items
that those codes represent were processed swiftly
for disposal. The program is expected to realise
a reduction in approximately 75,000 stock codes
by Christmas.
Optimising the current inventory reduces overall
cost of ownership, maximises use of existing
warehouses and provides greater accuracy in
determining the value of Defence assets. Based
on this sound foundation, further logistics reforms
involving smarter investment decisions and
improved warehousing and distribution will
result in better, more cost-effective logistics
management in Defence.
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jOINT ELECTrONIC FuEL MANAGEMENT PrOjECT
The Joint Electronic Fuel Management (JEFM)
Project is an initiative set up to improve the end-
to-end bulk fuel management across the entire
Australian Defence Force. The JEFM Project vision
is to establish a world-class integrated bulk fuel
management system where fuel management
decisions at all levels are based on high quality
reliable data. A system where our people are fully
trained and are committed to achieving sustainable
improvement in bulk fuel management and
reporting outcomes.
The primary objective of the JEFM project is
to procure and implement a commercial-off-
the-shelf, enterprise level, bulk fuels information
management system.
What does this mean for Defence?
A centralised process of fuel management across
all sites will be easier to use, produce quicker
reporting turn around times and improve data
quality and analysis for effective purchasing and
operational planning.
The system will be known within Defence as the
Joint Fuels Information Management System
(JFIMS). JFIMS will exist as a web-based application
on the Defence Restricted Network and will be
supported by the JFIMS Support Centre. The JSC
will be responsible for the management of user
account administration, help desk, fuel cards,
transactions from commercial service stations
and application maintenance.
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Overall responsibility of JEFM project resides with
Director General Materiel Information Systems and
the sponsor of the project is the Strategic Logistics
Branch of the Joint Logistics Command. Directorate
of Logistics System Sustainment will be responsible
for the overall management of the JSC.
Where will JFIMS be located?
JFIMS will collect data from all defence bulk fuel
installations and be located at a large number
of ground fuel sites across Australia, RAAF
Butterworth, HMAS Success and HMAS Sirius.
The introduction of JFIMS will not alter the physical
configuration of fuel facilities, although some
equipment will be upgraded.
Who will be operationally impacted?
Fuel operators and users will be issued with
new fuel cards and will input data into the JFIMS
intranet website rather than current spreadsheets/
databases. Fuelcard readers will be upgraded.
Joint Fuels and Lubricants Agency (JFLA) will have
significant changes in their business processes and
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The implementation of a new fuels information management system will provide the Australian
Defence Force with quality data to allow logisticians to better forecast fuel usage for operations
and predict future Defence fuel requirements.
Important dates:
• Oct/Nov 2008 – Detailed Design Review (DDR) and Support System
Detailed Design Review ( SSDDR)
- Mission and Support system design finalised
- PMSG to endorse DDR and SSDDR
- Supplier to commence build and test after completion on DDR and SSDDR
• March 2009 – Commence JEFM Pilot
- Trial implementation to test live system on limited sites
(JFLA, HMAS Edinburgh & RAAF Stirling bases) over a 2-month period
• July 2009 – Commence JEFM Rollout
- Rollout of JFIMS program across all sites over a 12-month period
For further rollout and training details, refer to the JEFM intranet website:
http://intranet.defence.gov.au/dmoweb/Sites/LAP/comweb.asp?page=14017&Title=JEFM
procedures when they move to the new web based
application system.
Navy, Army and Air Force will have direct access
to service fuel information via the JFIMS intranet
website (currently the Services liaise with JFLA
to access this information).
Benefits of JFIMS
JIFMS will assist logisticians make more effective
fuel purchasing decisions for bulk marine, aviation
and ground fuels. The improved user access, more
efficient transaction recording and greater visibility of
data, and improved reporting of stocks will result in
better overall coordination of fuel management.
Further information
EFM Project Team
or
Project Manager
SQNLDR Rosemary Johnson
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The Defence Logistics Committee (DLC) is a
sub-committee of the Defence Committee. The role
of the DLC is to provide a strategic focus on, and
to be an advocate for, the vital place of logistics in
Defence capability. CJLOG chairs the DLC, which
meets every two months.
The DLC’s roles and responsibilities, membership,
agendas, papers and minutes are available via
the Intranet (DRN) under VCDF > Joint Logistics
Command > Strategic Logistics Branch >
Committees/Working
DI(G) LOG 4-3-010
Defence Policy for the Management of Insensitive Munitions
A revised policy which supports the
management of insensitive munitions (IM).
IM is defined as those munitions which
reliably fulfil their performance, readiness and
operational requirements on demand, but
which minimise the probability of inadvertent
initiation and severity of subsequent collateral
damage to weapon platforms, logistic systems
and personnel when subjected to unplanned
stimuli. The policy applies to all personnel who
are responsible for the capability definition,
procurement and/or in-service management
of explosive ordnance within Defence.
ADF Force Extraction Cleaning Manual
Following a review of the relationship between
the Australian Quarantine Inspection Service
(AQIS) and Defence, an Army force extraction
cleaning and inspection procedures publication
has been completely updated, reformatted
and renamed, to be released as a tri-service
publication ADF Force Extraction Cleaning
Manual. This manual is designed to ensure
that all vehicles and equipment/kit cleaned in
accordance with its requirements are allowed
to land in Australia and not be re-exported
by AQIS. JLC Strategic Logistics Branch
is working with the DMO to arrange that
contractors supplying equipment to the ADF
which require cleaning will create a cleaning
document for inclusion in the operator’s manual
supplied with each vehicle/piece of kit.
THE LINKDefence Logistics Magazine
IN THIS ISSUE
New Multi-Role HelicoptersFor The ADF
KC-30A: The Next Generation Tanker/Transport Aircraft
ISSUE 4 Oct 2008
to train, fi ght and win
strengthening communication along the logistic chain
LOGISTICS
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