1.     Dispatch Programme/Change Type: 

It’s not unusual for dispatch programmes to be restructured to require redo or new approach to some work orders already assessed.  The type of programme impacts objectives and work order selection to focus on support risks for changed part of system/equipment improvement in quality of support characteristics.  Modernisation using previously proven technology has less risks of goal attainment, and system versus equipment considerations can impact work order selection.  For example, more limited and focused readiness assessments may be more appropriate for connection interactions with equipment suppliers.  Additionally, substitute support concepts may be more limited for equipment level supply line connections due to fixed system support concept.  System readiness objectives may be to "hold the line" or they may be more ambitious with focus on early readiness assessments of system design/support objectives, such as reliability and turnaround time.  Systems and equipment with large dispatch demands or big operations/sustainment problems present greater potential for improvement.

2.     Dispatch Design Freedom

Amount of design freedom is key consideration in work order selection/phasing to influence selection of design characteristics created to achieve improvements in readiness &  support.  “Fast track” dispatch programmes tend to move up or back unique work order sets, but fast track programmes also tend to use existing technology and preplanned product improvement rather than employ new technology.  The point of design freedom thus shifts, existing for support but not mission systems.  Support requirements to be integral parts of system/equipment requirements and design can best be achieved if designers are oriented toward support objectives commencing with design efforts. When design freedom exists, dispatcher support plans must describe generation, control & approval of this type of information.

3.     Dispatch Time/Resources Available: 

Don't specify work order results not to be available in time to affect design unless potential improvements can be scheduled as part of preplanned product specifications.  "Fast track" dispatch programmes tend to reduce time to determine influence of design on work orders.  Readiness/support factors must be considered on front end of programmes, even while resources are constrained in practise.  If programme potential is limited, it may be possible to perform some work orders, such as early scoping/comparisons of driver identification utilising dispatch capabilities.  Another possible approach when potential is limited is to realise utility of work order type integration.  For example, comparison of type feeds driver identification prior to selection of targets for improvement. Approach loses precision since judgments are substituted for solid information on deleted tasks.  If dispatch capability is limited but new techniques exist, utilisation of work order type disparities could be accomplished by realisation of potential for specialised supply line connection expertise.

4.     Dispatch Work Order Completion: 

Work orders already accomplished can impact work order type selection. Assessments of driver identification and improvement initiatives have already have been completed by dispatchers as inputs to the preparation of programme initiation or other requirements records.  Work order quality must be assessed, and programme initiation or other requirements often prescribe objectives or boundary constraint assessment scope.  However, it is essential to test reality of objectives/constraints supporting specification prior to acceptance as hard boundary.

5.     Dispatch Procurement Considerations: 

Dispatchers must decide/specify utility of support work orders for system/equipment and write portion of supply line connection requirements into procurement processes.  It is very useful to allow addition/deletion of support work orders to provide more detailed definition of work order type/schedule.  Prospective dispatch tailoring process and cost/benefit improvement efforts must become factor in capability assessments of support programme performance.  For example, in technology demonstration procurement, dispatchers must specifically exclude certain work order support requirements.  If procurement programme is oriented toward smart deployment of system/equipment, then other work orders become equally important. Dispatchers have opportunity to refine support strategies by involvement of potential performing activities when supplier competition is present.  Dispatcher direction of supply line connections can provide opportunities for feedback from potential suppliers on selection/focus on item requirements to assure supply line connection dispatch does not include inappropriate request requirements.

6.     Dispatcher Requirements/Constraints Scope: 

Total support picture must be dispatched early as possible and requests structured to pose broad problem addressed by support programme, providing information on absolutely essential work orders.  Don't go into unnecessary detail in establishing requirements at too early of time, especially if scenarios are conceptual and design is still only crudely defined.  Structure requests in such a way so support constraints and design requirements are integrated with appropriate system/equipment specification description.  Properly structured requests require readiness/support inputs composed as more than just logistics portions of work order requirements list to be addressed. Establish support work order efforts/requirements as separate supply line connection status section items where possible so system/equipment deployment will not be accepted without concurrent delivery of required logistics products. Consider separate dispatch supply line connection section for support updates.

7.     Dispatcher Design Drivers/Requirements: 

State order of importance of support parameters being requested to supplier source selection criteria.  This permits dispatch team to pursue smart efforts to provide the best support work order type selection for mission success. Suppliers must be made aware of supply line connections detailing obligation to fulfill applicable requirements, procedures, terms, conditions & information requirements stated within dispatcher procedures.  Consistent with degree of design freedom, dispatchers must ensure suppliers identify design attributes influencing readiness, procurement, operations, sustainment & logistics support resource demands.  Dispatchers must ensure suppliers identify support work orders utilised for assessments of requirements.

8.     Dispatcher Substitute Concept Evaluation: 

Encourage innovative dispatcher approaches used to pinpoint potential readiness, operations, sustainment & support requests so supplier can provide acceptable approaches to improve support cost/benefit equation by changing techniques for item support.  It must be possible to favourably evaluate supply line connection quality when support techniques are proposed with potential to improve system/equipment design meeting requirements of innovative/substitute support schemes to be  proposed. It is imperative supply line connection information structure, fixed constraints & definition of statements be identical for all competing suppliers. 

9.     Dispatcher Provision Procedures: 

In addition to specific provision requirements to be stated in supply support associated requirements, specific supply line connection section schedules, action status, identification and delineation of procedural/deliverable information applicable to unique solicitations must be provided. Requirements must be included in work orders when prescribed by dispatchers.  Specific elements must be included, cited and tailored to obtain exact parts components lists being requested. Work orders must make reference to technical specification packages in order to obtain product design and supply definition to support provisioning processes. Design Change Notices submitted during supply line connections must describe item type to be procured in formats in accordance with dispatcher design instructions. Design Change Notices for item types without procurement potential must validate support items and assign technical specifications made during the logistics support process.  When specified, design/reliability characteristics of item proportion to be deployed must be provided.

10.   Dispatcher Part Component Incorporation:

Dispatch procedure rules place orders for concurrent advantages realised by installed components such as timely availability of components, integrated configuration, quality control & quantity breaks due to economy of scale. Provision of solid supply line connection results covering work order support is contained within established dispatch standards to serve purpose of providing assessment results for input to follow-on work orders in future stages of system/equipment service life. Dispatchers provide assurance of input into materiel procurement programme processes, establishing supply line connection codification of dispatch experience for use in future procurement programmes.

 
 
The purpose of this report is to create Logistics Support plan to integrate all equipment upgrade/repair work order tasks, identify dispatch responsibilities & activities, and outline approach toward accomplishing field-level mission requirements. Here we present inclusion of the following elements of information, with range/depth of information for each element tailored to the acquisition phase of critical equipment.

Dispatch structure & authorities applicable to logistics support plan can be described by detailing associations between line, service, staff & policy organisations. Identification/assignment of each logistics support work order task and how each will be performed are subject to many applicable major tradeoffs. Schedule interactions with system engineering activities impacting estimated start and completion points for each logistics support programme activity or task must be identified.

Work Order Breakdown Structure identification of items to be acted upon will be performed and documented.  Identification of logistics support candidate lists & selection criteria must include all items recommended for review, items not recommended & appropriate rationale for selection or non-selection.

Dispatch techniques for design requirements related to equipment item support must be disseminated to suppliers and controls levied under such circumstances. Efforts directed at update/validate of logistics support information must include configuration control procedure requirements for end items of support equipment provided by supplier.

New creation of applicable procedures must evaluate status/control of each work order task with identification of organisation unit with authority/responsibility for executing each task. Controls for identifying and recording design problems or deficiencies affecting supportability, corrective actions required & status of actions taken to resolve problems must be employed.

We recommend Information collection systems to be used by performing activity must document, disseminate, and control logistics support design specs alongside description of subsystem to be used and identification of validated status when independent applications are deployed.

Efforts must include description of how information from work orders tasks will interface with other logistics support system oriented factors to include consideration of equipment criticality and required reporting interactions with the following programmes, as applicable:

1.     System/Equipment Design Programme

2.     System/Equipment Reliability Programme

3.     System/Equipment Maintainability Programme

4.     System/Equipment Engineering Programme

5.     System/Equipment Standardisation Programme

6.     System/Equipment Parts Control Programme

7.     System/Equipment Packaging Transit Programme

8.     System/Equipment Initial Provisioning Programme

9.     System/Equipment Train/Test Programme

10.   System/Equipment Survivability Programme

 
 
Situation: What was general situation or circumstances you were faced with?

When we first joined forces with DoD years ago, we were given the impossible task of creating dispatch training materials and processes to promote innovative logistics supply line component models detailing mission success cost/benefit trade-off values critical for smart planning of operations. One of our main goals was to quickly implement new equipment upgrade /repair testing requirements requested by commanders in the field swamped with constantly changing demands for service/support critical to achieving ambitious goals of the Force.

Our objective was to ensure equipment upgrade/repair operations we were preparing schedules for would meet & exceed DoD mission requirements for the Fleet & new work order routing techniques for supply line connections would now become standardised in policy so testing requirements could be dispatched without a hitch. 

The supply line product was ready to launch & everyone at DoD was eager to have the orientation finalised, dispatched & deployed immediately. We were under lots of pressure from critical field-level demand signals for future materiel requests critical to mission success  and many factors converged on us to kick-start our efforts to get this project done quickly so expanding contract quote schedules could be met.

We have simplified/streamlined existing DoD procurement & routing logistics for equipment deployment to installations. We were doing regularly scheduled repair/upgrade operations on major Fleet equipment when we discovered contracts requiring more dispatch attention to get better deals with suppliers.  Equipment service supply line connection routes was losing traction rapidly & work order dispatch was required to ensure repair/upgrade operations would lead to future mission success.  We created new mechanisms based on standardised testing designed to enter into supply line connection contracts strategically based on quote dispatch between installations.

We took the initiative to apply for contracts to fund supply line route service scenarios. It's often difficult for DoD to quote schedule values for equipment acquisition contracts required to meet deployment scenarios. We quickly realised the importance of meeting work order deadlines for repair/upgrade jobs critical to future success of operations dependent on condition & performance of the Fleet. We were responsible for training new supply line connection route service dispatchers to help installations explore equipment repair/upgrade job options, write service work orders, apply for contractors & learn how to conduct equipment deployment scenario searches.

We worked with dispatchers to schedule supply line connection conference calls with contractors for installations & teach dispatchers route service contract quote grouping techniques through daily interactive equipment upgrade/repair sessions utilising detailed work orders. Most of our activities incorporated standardised testing assessments of supply line route patterns signal dispatch & equipment deployment scenario simulations based on state of condition & performance metrics under investigation by DoD. We worked with several installations to create new techniques to deal with suppliers.


Task: What specific tasks did you undertake to address a real-world situational problem?

During initial real-world, mobile operations, we worked really hard on establishing new supply line connection scheduling mechanisms to get the dispatch training models created & collaborated with existing equipment upgrade/repair divisions stocked with DoD trainers/testers who were not yet fully briefed on new logistics plans for work order routing technical specifications for critical part components.

We were originally right on schedule to meet supply line deadlines organised by new grouping of equipment upgrade/repair contract quotes by dispatchers. By chance, we overheard in several Congressional Briefings we were extremely attentive to that DoD required an accelerated launch of the supply line product for immediate implementation to meet unanticipated field-level demand signals detailing mission requirements tasking the fleet.

DoD test commanders in the field were now caught scrambling to get new equipment upgrade/repair instructions incorporated into day-to-day operations as soon as logistics resource dispatch assignment was possible to support our supply line connection team. We were initially focused on part component purchase but conceptual advances quickly expanded our efforts into scoping promotion of bigger goals applicable to major weapons system acquisition programme scheduling.

Supply line connection route service contract schedules need to be coordinated with installations by dispatchers to rebuild the existing work orders and return the Fleet equipment to service by speeding up upgrade/repair jobs.  We stressed the high-level equipment upgrade/repair strategy we took to deal with the supplier conference calls complications set forth in the Situation & asked what logistics task/goals were required to achieve operational success, what implementation properties would look like at DoD and defined what goals Logistics operations had to meet.

We researched existing DoD procurement contract process policies & found several possibilities for addressing supplier requirements. Each had different quote schedule deadlines & different windows of time for which the work order strategy could be used. Options included dispatcher fulfillment of limited section standardisation sequence of an equipment component procurement routing process or everything from contract quote inquiry to work order decisions implementing equipment repair/upgrade jobs.  

We created new standards for equipment upgrade/repair site collaboration programmes to be utilised by DoD in order to dispatch work order materials so critical information could be utilised immediately & train/test topics would be expeditiously scheduled to better assess conference calls with suppliers.  Our goal was to be sure the dispatchers received all the supply line connection information required to effectively advise installations how to deal with suppliers, while also making the equipment upgrade/repair work order job training enjoyable & interactive.

The work order routing programme for installations required a lot of attention. Existing DoD policy had no supply line connection route service plans, no Fleet component quote scheduling materials & little dispatcher assistance to carry out field-level testing. We were given limited resources & little time for determining the Fleet component equipment we would need to achieve mission success, but nothing more. We oversaw all phases of the supply line connection status scheduling process, with the specific responsibility of initiating & constructing work order routing techniques to meet deployment scenarios.  

We decided to choose & research DoD requirements for topical deployment schedule scenarios through the construction of Fleet equipment component catalogue standards, secure dispatcher interviewees & create potential for advancing immediate adoption all future upgrade/repair work order routing activities. Our objective was to identify route service patterns & develop supply line connection detection mechanisms for field-level demand signal condition & performance metrics detailed in fleet inspections to ensure proper disposition of work orders.


Action : What actions did you take to complete tasks, including how outside sources were utilised?”

We reached out to Senior Levels at DoD to ask if we should be also be working on supply line connection status adaptations of the work order routing models to meet new mission requirements relayed by field-level demand signals. After checking, we quickly found out our answer.  Yes, dispatch logistics training materials would also need to be incorporated into real-world mobile operation ahead of schedule.

Some operational field-level divisions had forgotten to pass critical upgrade/repair contract quote information along to our team.  We requested help from DoD as to how our logistics materials could be immediately updated without additional resources. With the arrival of more resources, we were able to locate qualified dispatchers quickly and scheduling processes were codified. DoD signalled that approved field site teams could begin work as soon as we had each supply line section created & approved.

To coordinate upgrade/repair work orders, we interfaced with installations & told them dispatchers would have to work with the route service contract providers most heavily involved in supply line connections. We developed a plan & briefed DoD supervisors on new testing standards for creating quote group return models to schedule upgrade/repair jobs.  We documented & reported our progress so the chain of command knew exactly where we were on the service route work orders each day, working with installations to purchase the right fleet component equipment/tools so continuity between installations could be maintained in order to promote new interactions with suppliers.

We have outlined specific Logistics tactics taken to link work orders detailing route service upgrade/repair jobs for equipment critical in meeting mission requirements to the high-level strategy outlined to meet DoD field-level demand signalling requirements in the Task section.  We created equipment deployment schedule scenario decision-making features for mode status updates & maintained frequent contact with installations to ensure dispatch of work order jobs for engaging route service supplier quote inquiries  to ensure installation buy-in & mission success.

Supply line connection scheduling timelines required us to create contract quote groups organised by deadlines, dispatch purposes & windows of time in which they could be utilised by DoD based on the status of equipment condition & performance metrics under investigation based on field-level demand signals. We worked on testing materials needed for the supply line connection dispatch training binder & created a deployment schedule for new daily work order training activity standards.

We arranged conference call connections between DoD and suppliers before the installation work order creation sessions to agree on plans for the route service schedules, brainstorm & plan deployment schedule scenario activities, gather required equipment upgrade/repair materials & delegate responsibilities for the field-level demand signal dispatch sessions.

We brainstormed with every external reporting source we could find along with established DoD materials to come up with potential ideas for the dispatch training binder. We explored many potential leads to gauge implementation feasibility & eventually agreed on a topic: Scheduling Automated Equipment Upgrade/repair Work Order Routing Mechanisms for Supplier Sourcing Quote Tickets.

DoD gave us the assignment of creating innovative Logistics techniques for scheduling equipment repair/upgrade operations, so we exhaustively researched subject matter related to every aspect of supply line connection status updates to learn all the required background information. Once we had a basic understanding of the subject matter announcements were posted online for testing of our dispatch techniques, requesting the participation of interested parties within existing DoD administrative structures.

We filtered large scheduling volumes of standardised Fleet equipment component returns reported by DoD, focusing on upgrade/repair work orders for route service scenarios by entering quotes into supply line connection processing systems to reveal the most important patterns required for mission success. Equipment condition & performance criteria was defined based on field-level demand signals & ranked for building new dispatch detection train/test sessions between DoD and potential suppliers.

 
Result: What was the outcome of your actions in terms of  benefits & learning points resulting from experience?

Fortunately, our logistics training materials were incorporated into day-to-day DoD equipment upgrade/repair operations right when they were needed by teams in the field thanks to our ambitious, diligent work and advancement of new dispatch testing standards.  If we had not heard about the early launch & new work order routing resources were not requested from DoD, we would have experienced major delays in launching our supply line product. DoD Officials were very pleased with our efficient efforts to route work orders required to group equipment upgrade/repair contract quote schedules & timeliness of our supply line product launch.

In the end, the installation logistics dispatch training we initiated for DoD was a solid success. It was well-organised & work order jobs for equipment repair/upgrade operations stayed on schedule. The Defence community has provided valuable feedback & field-level demand signal dispatch trainees reported that promoting work order details required for success of equipment upgrade/repair operations was an informative & fun training paradigm.  

We quickly put together a last-minute response for presentation to DoD decision makers & aimed to update work orders for equipment upgrade/repair service materials & fiscal supply line connection requirements for equipment component deployment scheduling scenarios accordingly. The Logistics dispatch train/test events we designed for DoD were successful on multiple levels, including field-level demand signal assessments of fleet condition & performance metrics.

The Fleet equipment component upgrade/repair catalogue examples highlight not only our ability to meet multiple supply line connection route service deployment deadlines in the procurement pipeline, but also to promote organised dispatch schedules, take initiative to transform existing DoD policy & be flexible when handling last-minute adjustments to logistics problems & changes in operational work order dispatch requirements.

We have been specific as possible in describing work order routing requirements for upgrade/repair job logistics strategies for dispatchers at key installations, providing precise Fleet equipment Component Condition & Performance metrics and field-level demand signalling outcomes that have resolved the complications addressed in the Situation Section. Dispatch techniques addressed several Logistics problems/objectives to ensure schedule lessons learned by DoD administrators were appropriately detailed.

The supply line connection conference call sessions with contractors we created for installation inquiry into procurement pipeline quote schedules have been a huge success. The work order training activities engaged & entertained dispatchers at multiple installations, while educating them about basic supply line connection status update techniques designed to resolve route service issues involved in deployment scenarios for Fleet Equipment Components. The lesson plans submitted to DoD built upon one another & dispatcher performance improved as the Logistics training progressed.

Our persistent pursuit of innovative Logistics techniques designed to modernise existing supply line connection status updates between DoD and contractors detailing Equipment component upgrade/repair job work orders for route service contract quotes with the suppliers finally paid off. Descriptions of our dispatch train/test techniques have attracted numerous interested parties & we have continued to correspond with promising outside sources of information & successfully scheduled more installation conference call connections with suppliers.

We have led creative efforts to promote innovative supply line connection logistics tactics in testing of deployment schedules for multiple route service dispatch patterns involving equipment component condition & performance metrics based on field-level demand signals critical to mission success. DoD leaders will now be able to use this presentation of our techniques as the basis for developing advances in organisation-wide policies that maximise the fiscal & operational goals of the Force.
 
 
Here we interpret/discuss results of recent supply line risk surveys undertaken at DoD. Supply line connections incorporate wide range of very significant & inherent risks and opportunities. Logistics risks and opportunities apply to activities within field-level organisations as well as outside DoD at suppliers & suppliers’ suppliers.

Highlighted risks and opportunities can affect the entire supply line. For DoD, it is clear that supply line connection processes can greatly influence field-level performance & predictability of performance. DoD field-level divisions of all sizes have recognised requirements to put logistics strategies/capabilities in place to identify & prioritise risks and opportunities within and across established internal supply line connection processes.

For some DoD field-level operators, supply line connection performance can be a real competitive differentiator. For others, supply line connection processes are likely to affect most logistics considerations in some form or fashion. For example, procurement processes contain many major risks and opportunities in supplier product services, sourcing/outsourcing, contract administration control, establishing purchasing execution and so on.

In assigning Logistics Simulations to current and future risk-sensitive real-world, mobile operations, DoD tends to become preoccupied with risks from the most high-profile missions. But for other missions, supply line connection risks are many and can sometimes be considerably more routine/controllable than some of these high-profile scenarios. These areas of risk include:

1.     Supply line connection interruption risks

2.     Supply/Demand planning & integration risks

3.     Purchase quality/quantity risks

4.     Equipment Transit security risks

5.     Field Level satisfaction & service risks

6.     Contract follow-through structural risks

7.     Product Support Process inefficiency risks

8.     Product Field-level introduce & time phase risks

9.     Dispatcher skills & qualifications risks

10.   Information integrity/availability risks