All parts of our weapons systems program must execute smartly, and we constantly are examining steps that can reduce schedule risks and improve quality of product. The program is considered a high priority in part to ensure the resources we need to execute the program are not endangered. We are always reviewing our ongoing affordability initiatives.
Completed Training Tasks Promotion Prep
Plan Execute Command of Smart Process/Deploy in all Phases of Action for Unmanned Fleet Project Squad
Top 10 Objectives Present Framework for Future Unmanned Force Structure
- Navy Begins Investing in UUV and USV Unmanned Undersea and Surface Vehicles at Greater Pace
- Current Proposed Unmanned Solution for Distributed Force Expands Fleet Architecture
- Unmanned Fleet Comprised of Both Manned/Unmanned Surface, Undersea, and Air Platforms
- Navy to use Unmanned Armed Robotic Patrol Boats to Escort and Defend Warships Moving through Sensitive Transit Lanes
- Navy Wants Unmanned Surface Combatant to Supplement Manned Force to Add Sensors and Weapons to Current Package
- Surface Developmental Squadron will Prepare for Arrival of MUSV and LUSV into Fleet
- Unmanned Surface Vessels Concepts and CONOPS to be Developed to Decouple Mission Capability from Manned Force Structure
- Navy Planning Aggressive Unmanned Ship Prototyping, Acquisition Effort to Supplement Manned Force
- Navy Looking to Bolster Fleet of Unmanned Surface and Subsurface Systems with New Platforms and Upgrades
- Future Surface Combatant Force Analysis of Alternatives will Define Makeup of Each Piece of – MUSV, LUSV”
Top 10 Training Experience Action Framework for Continuous Visible Credible Signal of Success Marks of Fleet Readiness Program Executive
Rapid prototyping or acquisition of a key warfighting component; Innovative management that results in a new vendor supplying needed consumable parts that are mission critical; adaptable leadership in environmental compliance that is recognized by a local community.
Speedy (velocity) and accurate achievement of a critical milestone in the Sailor or Marine 2025 Transformation Plan; Questioning (skepticism) of a key recruiting shortfall that results in a new policy or procedure; Self-reporting of an ongoing issue in personnel supply chain management that results in a faster, more robust throughput in training capacity.
Making visible a key finding in an ongoing audit for the benefit of the rest of the DON team; Creating a budgetary procedure that results in greater collaboration in making strategy drive the POM process; Management advances in the area of real property assets that builds greater trust between the Navy and Marine Corps team.
Building an artificial intelligence and machine learning strategy for the DON that collaborates with private industry; innovative data hygiene procedures and training for the entire workforce that provides more local ownership of information management solutions; information security practices that are discovered and shared throughout the DON
1. Implemented the Performance to Plan (P2P) mandate to increase fleet readiness and a rapid data-driven decision making process for senior leadership.
2. Created machine-learning models for determining the monthly number of mission capable jets per squadron by incorporating manning-training-equipment datasets from Naval FA-18 squadrons.
3. Executed a workshop and published a Fastlane Playbook that provided reduction in documentation and delivery of critically needed capabilities faster than originally planned.
4. Developed a Virtual Reality (VR) prototype that could be demonstrated for key members to better understand Command capabilities
5. Developed desk guides for a wide range of accounting functions, resulting In tremendous time savings as staff not having to spend as much time providing training.
6. Educated senior leaders on the commercially available technology that would be quickly adopted to replace large, inundated systems
7. Converted to both the memorandum accounting system Command Management System, and Standard Budgetet Reporting System across major General Fund appropriations.
8.Created performance monitoring process that allowed the funding/"Grantor" organizations to discretely track and report Cost, Schedule and Deliverables of Working Capital Fund Performers in a near real time fashion improving program status
9. Worked on areas requiring improvement by deep diving into the DFAS process & comparing data to internal systems such as SABRS & Standard Accounting and Reporting System - Field Level (STARS-FL) toidentify steps & processes requiring improvement
10. Assembled a writing and illustration process to develop and publish a graphic novel series that explores future moral, tactical, and leadership challenges in warfare relying solely on the talent of individual Marines, to improve the currency of professional military education (PME)
Top 10 Reasons You Need Fleet Readiness Office
1. The Digital Twin is an amazing tool that will positively impact much of how we do business at the Department of Defense can be utilised to improve the following keyword searches
2. We will describe the field of engineering since it illustrates how digital twin impacts the design of a product.
3. No product is of any use unless it enters into the supply system to get it out to the field
4. in order to deliver a product to the field, you need Logistics. puts the product in the right quantity, in the right place ant the right time
5. Now the product is in the field. your product is almost ready to be used. but first you have to train.
6. Now you are ready to use your product. but to remain in a high state of readiness you must plan to sustain the product or your operations won't last very long.
7. Artificial intelligence will play a part in almost every area of the military. The key to artificial intelligence is training the agents to work together
8. Autonomous systems are a great example of what becomes possible to do in the field with artificial intelligence
9. Multi-domain operations is the ultimate concept in military affairs. in one way or another, all the keyword searches contribute to being ready to 'fight tonight'.
10. Digital Twin is essential to linking 'ever sensor, every shooter' what coordination is necessary in all operational theatres to execute Multi-domain battle.
Top 10 Promotion Target Level Track Skills
1. Digital Twin Link
"Digital Twin" link builder constructed to include predictive model of future state and behavior description of devices. Generates sensor readings to simulate real-time options for physical object/process based on historical data from other devices, can provide feedback as the product is refined, performance breakdowns and other situations that need attention.
2. Readiness Indicators
Readiness indicators integrate two distinct but interrelated levels.1) unit readiness—The ability to provide capabilities required by commanders to execute assigned missions. derived from ability of each unit to deliver the outputs for which it was designed. 2) Joint readiness—The commander’s ability to integrate ready combat and support forces to execute assigned missions
Training scenarios are deterministic used to teach how to schedule tasks and how to trade off time, cost and performance. Advanced scenarios introduce uncertainty and risk management used to teach how to plan a complex project, including a risk management plan and how to monitor and control the project during its execution in dynamic mission space.
Communications provides all the tools needed to support planning and execution of operations, including terrain analysis, route management and global distribution of tactical and operational information. Integration capabilities digitize operations, providing a continuous, real-time platform for situational awareness and staff functions, including , planning, intelligence to provide edge on battlefield.
Logistics process of planning, implementing, and controlling efficient, effective flow and storage of goods, services, and related information from point of origin to point of consumption for purpose of conforming to customer requirements. Management function provides functioning controls to assure system meets performance requirements.
Maintenance is compilation of tasks carry out in an installation, in order to avoid, analyse and outweigh the degradation of time or usage provoked in equipment/systems forming installation. Both passage of time and the usage of equipment, systems and installations generate different mechanisms of degradation
7. Systems Engineering
Systems engineering seeks balanced design in the face of opposing interests and multiple, sometimes conflicting constraints. Identify and focus efforts on assessments to optimize overall design and not favor one system/subsystem at the expense of another. Engineer types are balanced one against another to produce a coherent whole not dominated by the perspective of a single discipline.
8. Functional Requirements
Functional requirements concerns the design of complex systems. describe the desired end function of a system operating within normal parameters to assure the design is adequate to make the desired physical/behaviour of product reaches potential of the design in order to meet user expectations. Technical requirements can be performance factors, accessibility, versatility, control and backup.
Purchasing coordinates integrated long-term and tactical process of supply activities inducing part ordering, inventory control, supplier performance, and supplier selection. Responsible for sourcing equipment, goods and services and managing vendors across multiple categories of spend, search for better deals and find more profitable suppliers.
10. Budget Estimates
Budget is fiscal plan for a defined period include planned resource quantities, costs/expenses, assets, liabilities and cash flows to express strategic plans of activities or events in measurable terms. Budget can be used to predict the future with focus on variables, inputs and outputs comprise business case models
1. The programme must use a digital model to develop depictions of the system to support all programme uses, including requirements assessments, architecture, design and cost trades; design evaluations; optimisations; system, subsystem, component, and subcomponent definition and integration; cost estimations; training aids and devices development; developmental and operational tests and sustainment.
2. Models and simulations must be used, to the greatest extent possible, in systems engineering and program/project risk management; cost and schedule planning; and providing critical capabilities to effectively address issues in areas including but not limited to interoperability, joint operations, and systems of systems across the entire acquisition life cycle.
3. The responsibility for planning and coordination programme use of models, simulations, tools, metrics, and the engineering job sites belongs to the programme administration; the performance of the actual tasks may be delegated to the programe systems engineer and other program staff as appropriate.
4. Programmes should identify and maintain model-centric technology, methodology/approach and usage preferably in a digital format e.g., digital system models, that integrate the authoritative technical metrics and artifacts generated by all stakeholders throughout the system life cycle. Unless impractical, the programme should develop the digital system models using standard model representations, methods, and underlying information structures.
5. The digital system models are a collaborative product of systems engineering and design engineering efforts. The program should construct the digital system modes by integrating metrics consumed and produced by the activities across and related to the programme.
6. The digital system models must include, but should not be limited to, the technical baseline, parametric descriptions, behaviour definitions, internal and external interfaces, form, structure, and cost. This information must be traced at a minimum from operational capabilities through requirements, design constructs, test, training, and sustainment. The programme should validate the digital system models baseline at appropriate technical milestones.
7. Systems engineers should use models to define, understand, evaluate, communicate, and indicate the project scope, and to maintain an authoritative source about the system. When captured digitally, the system model may be used to produce technical documentation and other artifacts to support programme decisions. It is expected that a properly managed, digitally based system model will be more accurate, consistent, and sharable.
8. Models, simulations, tools, methodology, and data employed in acquisition activities must have an established level of trust, and the programme must use the activities with an acknowledged level of risk appropriate to the application. The development of models, construction of simulations, and/or use of these assets to perform programme definition and development activities and Materiel Development Decision and requires collaboration among all project stakeholders and is led by the systems engineer.
9. The programme directorate must ensure sufficient training in the appropriate use of models, simulations, tools, data, and the engineering job site. The programme must identify metrics that show the link between training and the appropriate use of activities that result in benefits to the programme, especially in the areas of early identification of defects, cost avoidance, and risk reduction.
10. The programme should update the digital system models throughout the program life cycle and maintain configuration management i.e., version controls. These updates will provide continuity among all programme stakeholders, including the program model developers, simulation uses, and other engineering and programme administration activities.
Completed Promotion Project Subject Area Summaries
1. Digital Shop
2. Digital Twin
8. Multi Domain Agents
10. Training Simulation
11. Artificial Intelligence
12. Mission Command
17. Virtual Reality
- Digital Shop
2. Digital Twin
Digital Twins is one of the top strategic enterprise trends today. Digital Twin Builder system is designed to autonomously build digital twins directly from streaming data in the edge environment. The system is built for the emerging AI network world in which real-world devices are not just interconnected, but also offer digital representations of themselves, which can be automatically created from, and continually updated by, data from their real-world counterparts. Digital twin is becoming increasingly relevant to systems engineering and, more specifically, to model-based system engineering. A digital twin, like a virtual prototype, is a dynamic digital representation of a physical system. However, unlike a virtual prototype, a digital twin is a virtual instance of a physical system “Twin” that is continually updated with performance, maintenance, and condition status data throughout the physical system’s life cycle
Ambitious plans are in the works to pair stealth fighters with unmanned aerial vehicles that could serve as robotic wingmen in high-end combat. Missions could include a variety of tasks such as reconnaissance, electronic jamming, and marking or destroying targets. “The idea behind the remote carriers is that you will have a manned mothership, accompanied by drones that are flying in the swarm, which are having to perform different tasks depending on the mission. Getting tools right is especially challenging for robots that will be autonomously navigating in complex scenarios such as airstrips and other high-traffic workspaces. These areas often have tight spaces and continuously changing obstacles that require complex routes. The challenge is creating tool to handle these issues with the end-user in mind.
Focused logistics will provide military capability by ensuring delivery of the right equipment, supplies, and personnel in the right quantities, to the right place, at the right time to support operational objectives. It will result from future improvements in information systems, innovation in organizational structures, reengineered processes, and advances in transportation technologies. Logistics is critical not only to employing the force, but also, even more importantly to building the everyday readiness of the force. At the tactical level, we only need to look at the various elements of readiness reporting reviewed by senior leaders to discern that the fundamentals of logistics directly affect the majority of elements defining readiness across the services—personnel, equipment, and supply readiness—which in turn directly affect the ability of the services to meet the recurring needs of ongoing deployments and generate the forces needed for warNetworksInstead of a single, central super
Computer that could be blown up, hacked, or have its communications jammed, the coordinating intelligence is distributed across multiple mini-servers carried by robotic vehicles and, potentially, individual soldiers. If one server is destroyed or loses communications, there are still others on the platoon network. “We want all the intelligence we can get. “We want to access all the sensors that we can get.” But we’re learning it doesn’t need to overload the network by sending everyone every piece of data. Instead, the AI needs to be smart enough to send each user only as much information as they need: While an intelligence analyst might need high-res pictures of the target, for example, a cannoneer might just need the right coordinates to shoot at.
6. Multi Domain Agents
Navy and Marine Corps are working together to advance a new operating concept aimed at maintaining maritime superiority. The concept, formally known as expeditionary advanced base operations is “all about distributing lethality across the battle space in support of a larger maritime campaign. Distributed problem solving artificial intelligence facilitate agent cooperation work where distribution of capability, information, and expertise make no single agent solution to tasks possible. As a simple example of distributed capability, we will use the example of distributed sensor network establishment for monitoring a large area for vehicle movements. In this kind of problem, the overall task of monitoring cannot be done in a central location since the large area cannot be sensed from any single location. The establishment problem is thus to decompose the larger monitoring task into subtasks that can be allocated appropriately to geographically distributed agents.
Product Design is an issue of information processing in which the information that characterises requirements for product to be converted into knowledge about a product. One of the challenges designers deal with in product design is a lack of detailed information. At start of design process, less is known about the design problem at hand. Establishing field agents for product/process design creates agent-based tools to construct market places among members of a distributed design team to coordinate set-based design of a discrete build product. Designers of components are empowerd to "Buy" and "Sell" desired characteristics engineers are motivated to assume. A component that needs more latitude in a given characteristic, i.e. more weight can purchase increments of that characteristic from another component, but may need to sell another characteristic to raise resources for this purchase.
Prototyping is an integral part of Design Plans and User Experience design in general because it allows us to test our ideas quickly and improve on them in an equally timely fashion. Digital prototyping can be used by design teams at any time in the design cycle, from conceptual design to production. It’s a means of understanding performance and a step toward design optimisation. Digital prototyping brings form and function together to solve a problem or drive innovation. The entire development team may use a simulation that represents product function under operating conditions. It’s a logical alternative to developing each aspect of product design and engineering separately.
The Navy faces high-tempo operations, budget pressures, and a fragile industrial base that has resulted in a maintenance backlog and reduced readiness of Navy ships. Having a stable and predictable budget is crucial to the Navy’s ability to execute contracts and maintenance actions required to keep our Navy in the fight. Delaying planned activities has drastic downstream impacts – injecting instability in the industrial base and creating large cost impacts and inefficiencies that can extend beyond the duration of the uncertainty. Navy has undertaken a multipronged approach focused on increasing accountability and improving productivity.
10. Training Simulation
Training now means more than mock squad grass drills behind the barracks. Technology is finally getting to a point where soldiers can enter a simulated world and run through combat-like scenarios on the actual terrain where they will fight, whether that’s boots on dirt, flying in the skies or firing from remote platforms. Traditionally, Simulation training aboard Marine Corps Fleet Systems has relied predominantly on "Modeling the Expert" for complex behavioural tasks—accomplished through on-the-job observation and hands-on experience in Mission space of systems. In the absence of comprehensive instructional design and attention to instructional abilities of the expert who is being modeled, this approach may have important limitations with respect to the quality of the training experience. The overall training programme, not just one component, must be effective, with Simulators selected and designed to meet operational requirements.
11. Artificial Intelligence
Each individual drone and ground robot needs its own narrow AI to navigate over terrain, analyze data from its sensors, and communicate with the rest of the force. But the most important AI is an overarching artificial intelligence to coordinate the whole platoon – an AI that doesn’t reside in any one physical location, but exists in a wireless space. AI can maximize integration of complex communications networks for warfighters and ensure the message gets through to save the battle and win the war. There are significant risks to consider with such a powerful capability. Mitigation of network attack or data breach of the Artificial Intelligence capability can manage exposure of every tactical, operational, and strategic vulnerability to enemy exploitation. Another risk could be the loss of control of the Artificial Intelligence capability system, causing the system to deny all warfighter communications capabilities.
12. Mission Command
Commander responsible for development of target nominations, establishment of fire support coordination measures, electronic order of battle, integration of air defense, and the role of the supporting arms coordination center. Unless otherwise stated in the initiating directive for the amphibious operation or the establishing directive, commanders will identify the events and conditions for any shifts of the support relationship throughout the operation during the planning phase and forward them to the establishing authority for approval. The establishing authority will resolve any differences among the commanders
DoD finds itself at an important juncture with an opportunity to make a revolutionary improvement to meet warfighter needs. By leveraging broader acquisition process and oversight changes within the functional capabilities construct, DoD is positioned to increase the efficiency, speed, and effectiveness of technology insertion from all defense industry participants into programs. With an updated industrial base strategy, DoD can address the Gap between technology innovation and product acquisition in a new and effective way by leveraging top-level, capabilities-based perspective of leaders to affect broad, high-impact insertions of technology to benefit the warfighter.
Field level operators identify a buying need & must ask the Purchasing Office to identify sources, develop procurement descriptions or specifications, obtain quotes from potential suppliers, and share the information with the department. This contracting effort was a focused effort to define the configuration so we could proceed to the next step. We came out of it with something that was good enough to be costed. And it brought customer and contractor along at the same time.
Readiness recovery objectives are enabled by predictive battlefield tracking. Right now, battlefield tracking is a very isolated set of observations. But if you could aggregate those observations together you would have a much better sense of predicting where something might be going. Current readiness systems only include commander’s best estimate for equipment status. Estimates have traditionally been utilised usually for overall equipment assigned to the unit and not individual pieces of equipment.
The apparent wide-range of Blockchain services can be collapsed into couple of topics: supply line optimisation and streamlining network marketing processes. Blockchain solutions have information about how many times a resource was used as reward and for what segment of equipment, so you can see in what operational theatre the discount effect is greatest. Robots can write and pass comments on it. Because blockchain is based on shared consensus among different suppliers, the information on the blockchain is reliable. Over time, suppliers build up a reputation on the blockchain which demonstrates their credibility to one another. Furthermore, because trust can be established by the supply line connections, third party monitor of routing intersections between two suppliers will no longer be necessary.
17. Virtual Reality
VR training kit includes a range of virtual and constructive training systems, as well as supporting systems like drones and GPS trackers that enhances the whole continuum of training. The suite begins with an Interactive Tactical Decision Game, where a small unit leader could be presented with a situation, see the available resources, and start to map out a plan. Sandtable then allows the small unit leader and up to three teammates to view three-dimensional terrain with AR goggles and begin to think through the positions of machine guns In the Virtual Battlespace, where each Marine is represented by an avatar, and the Marines can run through scenarios with as many repetitions as they want.
Top 10 Works In Progress Summaries
1. Networks Building
2. Response Tactics
3. Logistics Framework
4. Depot Tech
5. Mission Command
6. Operations Structure
7. Robot Systems
8. Digital Design
9. Data Strategy
10. Innovation Teams
- Networks Building
DoD has revolutionized its process for developing and delivering tactical network capability. With state-of-the-art network technology available, our operations have developed better business practices, leveraged soldier-driven experimentation, aligned resources and science and technology efforts, and is shaping and influencing industry research and development while capitalizing on advancements in technology.
The Integrated Tactical Network fills critical communications gaps at battalion and below echelons, including providing commanders with multiple communications options and the ability to share information more easily with mission partners through a secure but unclassified environment.
The surface navy's Cooperative Engagement Capability will serve as a critical foundation for the time-critical combat-systems networking component of the new vision, especially for linkage with joint systems. and provides a real-time data picture to shipboard, airborne, and ground-based air defense systems
Computers, displays, and networks are being developed to link shipboard sensors, weapons, and electronic support systems to give the seagoing service better situational awareness than it has ever had before.
Navy gets to augment existing plans to field new information-management systems and networks based on commercially developed processing, routing, switching, and systems-management technologies to enable future ship sensors, communication systems, and weapons to support the Navy's long-advertised "network-centric warfare" concept.
These program components address offensive, defensive, and offshore support operations and serve as an integrated architecture of information networks for combat, command, control, communications, computer, intelligence, surveillance, and reconnaissance (C4ISR) missions. It will also provide connectivity to joint-service and national sensor and battle-management systems.
The main benefits of the system that didn’t previously exist are the redundancy in communications, unprecedented situational awareness for units and a secure but unclassified capability for lower echelons unburdening units and allowing for greater information sharing with coalition partners.
2. Response Tactics
Mission Command is all about giving troops the tools to make rapid decisions in order to disrupt the enemy and defeat a larger adversary by getting inside their decision cycle, moving so quickly that their cohesion is disrupted and they begin to fall apart.
It’s mainly about grouping people around a product, to improve it and maintain its effectiveness. At the same time, team self-organization is encouraged by choosing targets to be reached or problems to be solved, rather than assigning tasks to be carried out. This method makes it possible to focus the workforce on projects that provide added value to partners.
An important part of this approach is the ability to change with the situation with added timeliness of adaptation.The added capabilities are achieved in different ways depending on the attribute that must be changed. Agility in infrastructure may mean procuring multiple pathways for data and designing automated or low-work methods for switching between them. Better analysis comes through data management able to provide comprehensive data in an environment populated with modern tools and a workforce trained to use them.
Addressing the capability surprise challenge is very similar to addressing the needs that have created the Joint Urgent Operational Needs Statement process, meeting a challenge to provide the operational warfighter with a capability that is lacking in the face of an unexpected adversarial threat and to answer that threat in as short a time period as possible. The process generally entails looking for a solution to a known enemy capability for which we do not have a response.
When it comes to urgent surprises, hostilities are most likely already under way, and solutions to unanticipated threats from our adversary are needed and being pursued.
Emergent surprises are different from urgent surprises in that they are often proactive responses to estimated threats during low tempo conditions. There is assumed to be some time period where you can prepare a response before you expect to have to address it under operational conditions. There is a limited time period we have to prepare the new response, test and train with it, and then deploy it in anticipation of the enemy’s threat.
In times of active conflict, efforts to prepare for emergent surprises will merge with efforts to prepare for urgent surprises, especially for early-stage initiatives. In this type of scenario units could find themselves both preparing new capabilities to rapidly field against surprises as well as proactively pushing new capability to the field in anticipation of estimated new capabilities of adversaries.
3. Logistics Framework
Theatre flexibility in response is the strength of deployed carrier strike groups. Dynamic maneuver allows them to move within and between regions to project power and provide credible deterrence. However, dynamic maneuver depends on rapid logistics support—the sustained operations of carrier onboard delivery aircraft and the flow of high-priority parts and personnel they guarantee. The current logistics framework must adapt to support the Navy’s strategic vision.
The Navy should continue and deepen efforts that ease the logistics requirements of current and future platforms. It should modify current and future systems to improve efficiency and reduce costs, pursue new technologies with a high logistics impact that can generate major tactical and operational advantage, and critically evaluate the logistical impact of future ship and aircraft requirements
Change must be made that ensures logistics capabilities by designing procedures and acquiring systems that adjust to changing requirements across a widely distributed force constantly and with domain-wide visibility, highlighting the needs, resources, and capabilities of the force. An understanding of the changing requirements must be achieved in the absence of direct input from the supported force through predictive capabilities enabled through improved artificial intelligence and machine learning capabilities.
Future logistics command and control systems can ensure agility by operating despite an enemy’s efforts to disrupt communications. This can be done by developing the means to transfer logistics data systems seamlessly from digital-based processes to analog-based processes and back. This requires both technological and training/concept change across the force, not exclusively in the logistics enterprise
4. Depot Tech
A key enabler of sustaining the force is organic industrial base: maintenance depots, manufacturing arsenals and ammunition plants. When the force needs equipment or parts manufactured, repaired, upgraded or modernized, industrial workers at the organic industrial base deliver.
Imagine a smart depot—one that anticipates when weapons systems, subsystems, and components require maintenance; provides visibility into the entire maintenance and sustainment enterprise; produces critical components on demand; and improves tracking of on-field part performance. Future smart depots will leverage sensors, advanced connected technologies, and autonomous systems to dramatically improve readiness and optimize supportability.
Depot Base must be optimized to support current unit readiness across the force, maintain the ability to surge, and modernize and retool to sustain the next generation of equipment. From machinery and advanced manufacturing, to technical competence within the workforce, we are resourcing the organic industrial base and implementing new processes and systems to ensure these facilities keep pace with a modernized military.
5. Mission Command
In joint doctrine, the term mission command clearly refers to a way of command—the “conduct of military operations through decentralized execution based upon mission-type orders,” These orders convey “commander’s intent” and focus on “the purpose of the operation rather than on the details of how to perform assigned tasks. Mission Command is one of many ways of command. It requires a clear communication of overall purpose and delegates as much subsequent decision making as possible to subordinates.
Most crises are dynamic, rapidly changing and unpredictable with extraordinary strategic implications. A mission command system allows troops to rapidly respond to a changing situation and seize opportunities by using their initiative, experience and ability to ensure that crisis officer intent and the organization’s response priorities are met. It also facilitates a rapid initial response to a crisis, prior to the activation through traditional means of the crisis management teams across the organization.
Future operational environment demands a need for organizational agility, changing the prerequisites for mission command. The future C2 concept under development, encompasses centralized and decentralized command in fixed and temporary organizations. Centralized approaches may be preferred when it comes to prioritization of technologically advanced exclusive resources. On the other hand, dynamic situations demand rapid decision making and seizing the opportunity given in the moment.
Mission command’s flexibility of action during execution accounts for complexity and uncertainty while preventing the commander from being overloaded with constant decision-making. Subordinate commanders react to immediate opportunities or threats — such as fires being extinguished — without having to wait for decisions from above. Lastly, it is more resilient: If communications are disrupted or key personnel are unavailable, commanders have enough information to act without the need to wait for reestablished communications
6. Operations Structure
The ability to collaboratively plan military operations with the help of state-of-the-art information technology has become a requirement for command and control systems.. Driving this requirement has been a variety of factors including the realization that emerging technology will enable interaction between dispersed military commands on a scale previously unattainable.
Beyond the technological capabilities is the changing nature of force employment, making the close collaboration of these commands an operational necessity. As our increasingly smaller and burdened forces struggle to adapt to new and nontraditional missions, the ability of the military to rapidly share and act upon information on a theater-wide and global basis has become an imperative.
The primary advantage of flattening an organization is to improve the flow of information from those who have it to those who are in a position to act on it. In general, reducing the number of management layers not only speeds up the flow of information from initial acquirer to ultimate user since it has fewer stops to make along the way but can also increase its accuracy since there are fewer opportunities for distortion, either inadvertent or deliberate.
But middle management can serve functions involving the aggregation, filtering, and transmission of information required to be precise. It provides leadership to subordinates, performs various specialized functions, and serves as a training ground for future high-level leaders. In considering whether a flatter structure is appropriate, the services must look carefully at these functions as well.
7. Robot Systems
The use of unmanned platforms will be critical to the future of logistics and other types of operations. Unmanned platforms that support ground distribution will complement unmanned aerial platforms and soon surface fleet action to deliver vital sustainment to widely distributed forces.
In addition, unmanned platforms that can evacuate troops without sacrificing high-cost combat platforms and additional combat capability will be critical in the dispersed battlefield. Every facet of military logistics must embrace unmanned platforms, from unmanned sea-based ship-to-shore connectors to platforms for the refueling of ships to the use of unmanned platforms for aerial refueling.
Navy wants future unmanned fleets to be low-cost, high-endurance, reconfigurable ships based on solid designs, with enough capacity for carrying various modular payloads— particularly anti-surface warfare (ASuW) and strike payloads, meaning principally anti-ship and land-attack missiles. Navy wants future unmanned fleets to be capable of operating with human operators in the loop, or semi-autonomous with human operators on the loop, or fully autonomously, and to be capable of operating either independently or in conjunction with manned surface combatants.
8. Digital Design
Digital engineering is an initiative that will transform the way the services design, develop, deliver, operate, and sustain systems. This digital effort will serve as an integrated digital approach to utilize authoritative sources of system data and models as a continuum across disciplines to support lifecycle activities from concept through disposal.
Digital engineering is the art of creating, capturing and integrating data using a digital skillset. From drawings to simulations and 3D models, engineers are increasingly using advanced technologies to capture data and design in a digitised environment. Through progressive applications, the art of digital engineering enables designers to explore possibilities and develop innovative solutions in a virtual environment.While 3D models are considered as the most comprehensible form of digital engineering, it is the computable data behind the model that opens the window to vast possibilities and opportunities.. Once the design is finished, the digital information can be utilised by the construction and operations teams, allowing them to unlock its potential by manipulating the data for their advantage and for the community they are building for.
9. Data Strategy
Navy will unleash new policies to transform the way data is handled so information can be harnessed for technologies like artificial intelligence, analytics and other forward-facing technologies.
We have seen an exponential growth of data from various formats, data structures, and sources. Technological advancements in big data and analytics now make it possible to not only to help warfighters on the battlefield but also to make better use of the vast and growing amount data across each phase of the lifecycle to help inform the lifecycle processes.
DoD’s vision is to build an enterprise capability that securely leverages data and analytics to enable insights and achieve faster and better data-driven decisions. By capturing and continuously assessing data as the design evolves, potential improvements and options can be compared and optimized in short periods of time
Military services recognize the current way they label, sort, store and organize data is making the military vulnerable, keeping it from making better informed decisions and missing out on advanced technologies. So we are going to start using our data to make decisions, and then we are using our data to prove the decisions we made were sound.
Portions of the data management implementation plan will be rolled into the Navy’s business operations plan to fit data management into the broader construct. We are establishing metrics to monitor data quality, accessibility, timeliness and completeness of the department’s data, which can then be used to measure other military aspects, such as readiness.
10. Innovation Teams
Tactical innovation leverages expert warfighters in combat units to experiment. While external actors promote a culture of innovation in national security it does little to directly help tactical units solve their most pressing problems.
Innovation at its foundation involves adopting an ambitious set of goals to innovate within the organisation. Innovators exhibit similar qualities to the individuals that the innovation cell aims to employ – being proactive, analytical and creative problem solvers who think outside the box to keep innovation cell at the forefront of pursuing innovation to address future threats and to modernise its capability.
Along with the benefits to the capability, embracing innovation and adaptation also capitalises on the immense amount of talented, highly educated and highly trained people in its workforce.
The most damaging phrase is ‘We’ve always done it this way’.” This imperative for forward thinking, particularly in times of disruption and change, means that the innovation cell needs innovators at all ranks and skill sets. Must invest in supporting people to challenge the status quo.
Innovative ideas from all levels are helping to reshape and modernise the force. “No rank has a monopoly on good ideas”. You don’t need to develop a ground-breaking new project to channel an innovator’s forward process. Continuous improvement or incremental change contributes equally as transformational change. Let’s focus on how our team can bring innovation into everyday work.
Top 10 Skills Demonstrate in S.T.A.R. Interview Format: [S] Situation [T] Task [A] Action [R] Result
S.T.A.R. Interview formats are based on the premise that the most accurate predictor of future performance is past performance in a similar situation. This method of interviewing is different from traditional interviewing techniques by trying to elicit a more specific example from a candidate.
In this technique evaluators determine which skills are necessary for the position and ask very pointed questions to determine if the candidate possesses those skills. If presented with behavioral interview question make sure your response is specific and detailed. Tell them about a particular situation that relates to the question, not a general one.
Describe a situation and task you had to accomplish, the action you took to resolve the task and the result of the situation. The following are the different skills employers look for in a candidate as well as an explanation and an example of the type of question that may be asked.
Ability to influence the actions and opinions of others in a desired direction; to exhibit judgment in leading others to worthwhile objectives. Give me an example of a time when you used facts and reason to persuade another person to take action. Be specific. Describe a time when you guided or directed others to obtain a recognized objective.
2. Response to Uncertainty
Ability to withhold actions or speech in the absence of important information; deal with unresolved situations, frequent change, delays or unexpected events. Sometimes it is necessary to work in unsettled or rapidly changing circumstances. When have you found yourself in this position? Tell me exactly what you did.
3. Organization & Planning
Ability to organize or schedule people or tasks, to develop action plans leading to specified goals, and to plan effectively. Time management has become a necessary factor in personal productivity. Give me an example of any time management skill you have learned and applied at work. What resulted from the use of the skill?
4. Problem Solving
Ability to use a systematic approach in solving problems through analysis of problem and evaluation of alternate solutions; use logic or other problem solving tools in data analysis or in generating solutions. Identify the analytical tools with which you feel competent, then give me an example from any time in your working history which shows your ability to use analytical techniques to define problems or design solutions.
5. Decision Making
Ability to take action solving problems while exhibiting judgment and a realistic understanding of issues; able to use reason. Describe a major work problem which you have faced and describe your method of dealing with it.
6. Policies & Procedures
Ability to relate to routine operations in a manner that is consistent with existing solutions to problems; conform to established policies and procedures; log work activities. When have you found it necessary to use detailed checklists/procedures to reduce potential for error on the job? Be specific.
Ability to convey understanding, both written and orally, in an organized, well-thought out manner with all levels of individuals in an organization. Describe a time when you had to inform others of an idea or project you were proposing.
Ability to troubleshoot, solve problems, apply technical knowledge, and interact with others effectively. Provide an example of your ability to figure out a difficult problem. What were the actions you took and the process that helped you decide on those actions?
9. Conflict Resolution
Ability to mediate tense interactions among two or more parties (i.e. client and service provider, team members, etc.) When were you successful at helping two parties resolve their differences in a work situation? Provide a detailed example.
10. Goal-Oriented Activities
Ability to have a purpose or direction in the work that one does. Provide an example of how you set a goal, work towards it completion, and finished the project.
S.T.A.R. [Situation-Task-Action-Result] Interview
Give a description of the general situation or circumstances you were faced with
Sense and respond logistics capabilities involve predicting what will be needed and responding quickly to anticipated or unanticipated needs to maintain military capabilities.
Combat support logistics is not simply an information system; instead, it sits on top of functional logistics systems and uses information from them to translate combat support process performance and resource levels into operational performance metrics. It also uses information from logistics information systems to track the parameters necessary to control performance. It includes the battlespace management process of , directing, coordinating, and controlling forces and operations.
Sense and respond combat support logistics operational components have not been paid much attention and the current and projected technology apparatus is limited. Moreover, it is not clear how these components can be incorporated or function within a military logistics or combat system.
We have been developing tools to provide for better sense and respond logistics for installations. We were doing combat service on major Fleet Deployments when we discovered outdated logistics training materials that needed new parts.
Establishment of logistics process performance and resource-level control parameters is required to achieve the desired operational objectives. Execution of the plan and tracking of control parameters against actual process performance and resource levels to achieve specific operational effects.
–What was the problem the organisation/project faced?
–What was the question the organisation was trying to answer?
We have introduced the complications/problems that needed to be addressed and resolved by the organisation
We took the initiative to apply for combat support logistics service scenarios. It's often difficult to put the right pieces into place for meeting scenarios, and it's important to meet deadlines.
We were responsible for helping to train new combat support agents to help installations explore deployment options, write service requirements, apply for support and learn how to conduct a scenario search.
We worked with agents to regularly scheduled conference calls for installations to teach the agents logistics service techniques through daily interactive sessions. Most of the activities we planned incorporated development of route signal pattern agent dispatch & scenario simulations. We worked with several installations to create short training scripts.
Progress on the networks has been steady, but the area of information systems and technology requires increasing application of modern capabilities. The emerging modernized logistics information systems emphasize mostly business process improvements, with little focus on combat support logistics challenges and requirements.
Additionally, combat support systems are not being coordinated and tested in an integrated way with operations and intelligence systems. The architecture and requirements for combat support logistics information systems will need to be more closely coordinated.
New Sense and Respond Systems Systems are needed to constantly monitor combat support capacity, resource inventory, and process performance levels. Tools are needed to convert operational plans and status information into combat support resource requirements and resource levels and then into operational capabilities. Tools are also needed to inform workload decisions by expressing infrastructure status in terms of operational capabilities and estimating resupply, associated sustainment requirements.
Provide an outline of specific tasks that you were required to undertake to address a real-world situational problem
Sense and respond combat support attempts to strike a balance between a purely responsive system and a purely predictive one. Consider an example of munitions storage, handling, and delivery. At the strategic level, the emphasis is on the location and allocation of munitions prepositioning, based on an assessment of future needs.
At the tactical and execution levels, for a given network of munitions storage locations and transportation links, the emphasis is shifted to a more adaptive supply chain where units attempt to sense demand, consider delivery and production capabilities, and respond with timely supply of the warfighter’s requirements
Ultimate goal is to achieve operational objectives by maintaining established readiness levels. The effects of maintenance, transportation, and supply solutions are interrelated. Several solutions may be possible to effect change in levels of weapon system readiness. The prerequisite for choosing among the possible get-well actions is a robust data system with critical pieces of logistics information. Information extracted from these systems must be appropriate, timely, accurate, and automatically refreshed.
Emerging information system technologies offer the promise of faster, more informed option analysis. Response will be increasingly focused on emerging conditions or rates, rather than on work stoppages and out-of-stock occurrences.
nce combat operations commence, the logistics and installations support infrastructure must be controlled to ensure continued support for any operations that might come up. . The system must monitor actual combat support performance against the plan. The performance parameters and resource buffers established during execution planning will provide advance warning of potential system failure.
When combat support performance diverges from the desired level, the system must be able to detect the change and proactively modify the original plan, develop a get-well plan, and reassess the modified plan’s feasibility. Plan feasibility needs to be assessed continuously. Safety measures, inventories, and high-level metrics are key elements in combat support monitoring and control.
Logistics service schedules need to be coordinated with installations to rebuild the existing combat support structure and return the Fleet equipment to service.
We Stressed the high-level strategy we took to deal with the complication set forth in the Situation, and asked the following Questions:
–What was the specific task the organisation had to achieve?
Combat execution planning functions include monitoring theater and global combat support resource levels and process performance, estimating resource needs for a dynamic and changing campaign, and assessing plan feasibility. Because capabilities and requirements are constantly changing, these activities must be performed continuously so that accurate data are available for courses of action and ongoing ad hoc operational planning
The first step in planning is to estimate combat support resource needs based on the operational requirements, which are typically defined in terms of required sorties by weapon system type. It’s critical to incorporate uncertainty and potential actions by the adversary into the planning process. Given an uncertain set of operational scenarios and strategic goals, an agile and robust combat support system for execution planning and control should be able to meet a wide range of potential outcomes.
Planning output drives infrastructure configuration direction—there must be an ongoing awareness of combat support infrastructure and transportation capabilities to feed into operational planning and execution. For example, the speed and precision with which work sites can be assessed and prepared/configured improve with the amount of information available beforehand.
Knowing the precise configuration for various options, in turn, gives planners more speed and flexibility in the employment of forces in the face of changing objectives or constraints. The ability to reconfigure the support infrastructure quickly enables operational changes resulting from anticipated or unanticipated changes in a scenario.
–What was success to look like and what was the goal?
The greatest change required in modernized logistics systems is to reorient existing logistics systems toward combat-oriented ones. Current materiel management systems need to be structured to participate in the enterprise-wide sharing of data and culling of information. Stand-alone, single-function systems need to be replaced with systems that serve several functions for combat support leaders at all echelons and modern systems need to provide useful decision-making information.
–Was it a recommendation? Data Inquiry? Implementation?
Example: The organisation may decide to fulfill one part of a combat support process or everything from data inquiry to decision to implementation.
We researched options and found several possibilities. Each had a different schedule deadline and different window of time for which the strategy could be used.
We developed a new training program working with agents to create new materials, and also to schedule training topics and conference calls. Our goal was to be sure the agents received all the information required to effectively advise installations, while also making the training interactive.
The programme required a lot of development. Existing installations had no combat logistics support plans, no scheduling materials, and little agent assistance.
We were given limited resources and little time for determining the combat support we would need, but nothing more. We oversaw all phases of the logisitics service scheduling process, with the specific responsibility of initiating and constructing deployment scenarios.
We had had to choose and research a topical scenario through the construction of component menus, secure dispatcher interviewees, and schedule all future logistics activities. Our objective was to identify combat support service patterns and develop detection mechanisms.
Explain particular actions carried out to complete tasks, including how you interfaced w/ outside sources
When logistics performance is likely to adversely affect operational outcomes, action is necessary to correct the process performance or to adjust logistics resource levels to conform to the actual process performance, e.g., if transportation is slower than planned, additional resource levels at the deployed location may have to be authorized if transportation cannot be made quicker, as may be the case in high-threat environments.
Prediction capabilities are critical here, because the aim of sense and respond logistics capabilities is to identify problems before they have a negative effect on operational objectives.
Replan logistics or operational components of the plan to mitigate the portions of the plan that are outside control limits. This affects the plan and new control limits will need to be established and the process of tracking performance continued.
We established Command and control systems to quickly and accurately process numbers and rates of consumption into actionable correlated information packets. Using these actionable information packets, warfighters will be able to make decisions about priorities and positioning, leading to improved support architectures for varying deployed operations
Must figure out information that each group should consider in its decision-making, where that data stream will come from, and how frequently this information is updated. Presentation tools will need to become increasingly standardized with options for tailoring to meet specific theater requirements.
The system has been linked with network-centric operations based on highly adaptive reconfigurable demand and support networks that anticipate and stimulate actions to enhance capability or mitigate support shortfalls.
We have Outlined in written methodology the specific tactics taken that link combat support logistics service repair jobs to the high level strategy outlined in the Task section.
We have answered the following questions in the written reports
--What actions did the organisation take to accomplish tasks?
-How was the solution created and what did the organisation do?
-What process was taken and how were data collection filter problem-solving techniques approached?
–Example: Network Interfaces were created to filter current requirements based on XYZ variables… Records were crunched and focus reviews conducted.
-How did the organisation approach data inquiry and how was installation buy-in and success ensured?
–Example: Created deployment scenario decision-making modes and Maintained frequent contact with installations to ensure dispatch of combat support logistics scripts.
We established networked response agents are required to crunch information and derive the optimal strategy for the best supply chain performance predictive modeling at multiple levels: strategic, tactical, and operational agent coordination mechanisms at multiple levels: strategic, tactical, and operational.
Learning must occur by comparing previously predicted trends with recorded data and information to improve future responses and AI infrastructure to integrate heterogeneous and collaborative agents implementing critical business policies and making operational decisions.
During the execution of contingency operations, its critical to track combat support activities, resource inventories, and process performance worldwide, assessing root causes when performance deteriorates, deviates from what is expected, or otherwise falls out of control.
Doctrine should delineate the roles and responsibilities of support organizations and include the reporting hierarchy and the communications network between groups. Once the “what” and “who” are delineated in doctrine, it’s critical to detail “how” the function will be executed by describing tasks performed by each organization.
Combat support communication networks must be modernized.. Many of the current systems tabulate data but do little to analyze and process those data into actionable information or to recommended alternatives.
Most analysis occurs after the fact. Data are gathered and then analyzed. Modern systems will need to respond to changes in rates, which are measured in real time. Current maintenance and supply information systems will need to be increasingly fashioned to become networkwide decision support tools. Information will need to be networked more, so that decisionmakers at every level see the same information set in near real time
To coordinate the jobs, we interfaced with installations and told them we’d have to work with the combat logistics service providers. We developed a plan, and briefed Supervisors on the plan, working with installations to schedule the work.
We documented and reported our progress so the chain of command knew exactly where we were on combat support logistics services each day, working with installations to start up the new equipment and tools.
Combat Support logistics service Scheduling timelines required us to create network interfaces organised by deadlines, purposes, and the windows of time in which they could be used. We identified and worked on materials needed for the training binder, created a schedule for the daily training activities.
We held conference calls before the installation sessions to agree on plans for the logistics service schedules, brainstorm and plan deployment scenario activites, gather required fleet component materials, and delegate responsibilities for the session.
We brainstormed with every external reporting source we could find to come up with potential ideas for the training binder. We explored many potential leads to gauge their feasibility, and eventually agreed on a topic: Scheduling Automated Routing Mechanisms for Fleet Component Sourcing Tickets.
We exhaustively researched the subject matter to learn all the required background information , and Once we had an understanding of the subject matter announcements were posted online for our methodology, requesting the participation of interested parties.
We researched large volumes of Fleet Component records, focusing on combat support service scenarios entering large amounts of data into logistics network interfaces to reveal the most important patterns, Criteria was defined and ranked for building the new service detection training.
Confirm the outcome of your actions in terms of delivered benefits & learning points gained from the experience
In the end, the installation training was a solid success. It was well-organised and stayed on schedule. The Defense community has provided valuable feedback, and trainees reported that it was an informative and fun training paradigm.
We quickly developed a last-minute response and then helped to update the service combat support materials. The training events were successful on multiple levels.
We were successful in establishing technology and innovation initiatives to support sense and respond logistics must have the ability to detect, organize, and analyze pertinent information and sense critical force structure conditions with filters for enterprise data to enable stable responses to disturbances in the military battlespace.
We created a system accessible to a wide audience to enhance leadership visibility over these resources. The system has enough automation to translate lower-level process and data into aggregated metrics, which can be related in most cases to operational requirements. We have now begun to take initial steps to implement the combat support command and control operational architecture.
The system senses when deviations in logistics system performance will affect operational performance-- critical to military activities. The system must be able to differentiate between insignificant degradations in performance and combat support shortfalls that will constrain operations.
We have answered the following questions in the submitted reports
–What was the result of organisational action? What was the outcome of all the work that was put into the project?
This is a large undertaking. Current and emerging information systems, which support day-to-day business processes, will likely supply the raw data needed to understand the levels and condition of materiel assets. However, in the emerging world of information systems, the “mountains of supplies” constructs should not simply be replaced with “mountains of data” but within a construct of “the right information to the right organization at the right time.”
–Did it address the problem/objective the organisation was trying to address, and were lessons learned appropriately detailed?
In the increasingly complex world of expeditionary operations, more of the data accumulation, analysis, and presentation will need to be accomplished automatically. This is an area in which agent-based analysis and alerting will be extremely valuable.
This timely, accurate information and an agile combat support system able to execute network configuration decisions will allow leaders to respond more quickly, or simply to make more informed decisions. Along similar lines, identifying and using appropriate sources e.g., ships, supply depots, or contractors for different commodities e.g., ammunition, fuel, or spares) and required services allow maximum employment of available
Combat Support Logistics training examples highlights not only our ability to meet multiple service deployment deadlines in the pipeline, but also to be organised, take initiative, and be flexible when handling last-minute problems and changes.
We have been specific as possible in developing the written methods for installations, providing precise logistics performance metrics and outcomes that have resolved the complications addressed in the Situation Section.
The sessions developed for installation inquiry into logistics pipelines have been a huge success. The training activities engaged and entertained dispatchers at multiple installations, while educating them about basic deployment scenarios for Fleet Components. The lesson plans built upon one another, and installations improved as the training progressed.
We have been at the front in development of tools to integrate and modify existing systems, and now the future direction is to do the same for others that require new system development. A thorough evaluation should consider all decision support tools for a particular function, with implementation focused on a smaller set of tools worldwide. This will reduce the number of systems and training programs required for each planning function and will permit an efficient transfer of information
Our research and persistent pursuit of advances in sense and respond logistics within the Defense community finally paid off: Our emails and announcements have attracted numerous interested parties, and we have continued to correspond with promising outside sources of information and successfully scheduled installation conference calls.
We have led efforts to prepare sense and respond logistics schedules for multiple service patterns involving the Fleet. DoD leaders will now be able to use this presentation of our techniques and protocol methods as the basis for developing advances in organisation-wide policies that maximise the operational goals of the force.