The key to the position is being able to deal with the inattention of DoD when finding solutions to equipment deployment is important. Don’t let a bad hour, day, week or month discourage you. If you let it affect your confidence, it is sure to decimate your work order correspondence over the contract procurement interface between installations. In a global DoD supply route structure such as it is, sounding discouraged will surely lead to inefficient equipment Deployment.
Dispatchers that have persevered have developed multiple problem solving & decision-making criteria for equipment deployment work order dispatch. The benefits of such process techniques include blocking confrontations that happen during when both DoD & dispatchers utilise unique problem-solving styles in the discussion of supply line route parameters related to addressing issues that arise over the contract procurement quote interface when multiple installations approach the same problem at different times. We have highlighted requirements for equipment condition/performance metrics & measures to be consistent with scheduled supply route links established for equipment resource sourcing.
DoD may focus on available work orders from the information at hand and see what can be learned from it. DoD should look for gaps in dispatcher knowledge & processes, and either try to fill or take account of them. This is where dispatchers assess past work order trends & try to present DoD with extrapolations from historical supply route instances. DoD may look at problems using intuition, gut reaction & emotion to try and anticipate how dispatchers will react. Dispatchers must try to take account of DoD responses to equipment deployment problems which do not fully understand dispatcher reasoning.
DoD may look at all the bad points of the dispatchers decision-making process. Dispatchers should look at criticism cautiously & defensively in design of supply routes. Try to see why it might not work. This is important because it highlights the points in equipment deployment plans that should be placed in a work order process suspense file. It allows you to eliminate or alter steps & prepare contingency plans to counter them. Further, this style helps to make dispatcher plans tougher & more resilient, in order to spot fatal flaws and risks before embarking on a course of action.
DoD may recognise the benefits of helping dispatchers think positively when assessing equipment deployment problems. It is the optimistic viewpoint that helps dispatchers to see all the benefits of work order decision and the value in it. This type of perspective helps DoD to keep going when it looks difficult if not impossible to establish supply routes & stands for creativity. This is where dispatchers can find creative solutions to work order problems. It is a freewheeling way of thinking, in which there is little criticism of ideas.
We have designed a whole range of creative supply route tools to help DoD here. Dispatchers must invest in standards for work order process control, usually used by DoD during contract procurement quote interface calls between installations. When running into difficulties because ideas are running dry, dispatchers direct activity into other types of work order project progress. When equipment deployment contingency plans are needed, dispatchers will ask for other techniques as well.
Dispatchers have determined several appropriate equipment deployment decision-making styles & supply route design processes & detailed for DoD series of Yes & No questions to ask for the dispatch of each work order and building contract procurement quote interface decision-making models based on the responses:
1) Is the technical quality of the decision required by DoD very important?
2) Are consequences of not coming up with a successful solution significant for DoD?
3) Does a successful outcome for DoD depend on dispatcher commitment to the decision?
4) Must there be dispatcher buy-in for the solution to work for DoD requirements?
5) Do dispatchers have sufficient information to be able to make decisions for DoD independently?
6) Is the problem well-structured so that DoD can easily understand what needs to be addressed & what defines a good solution?
7) Is DoD reasonably confident dispatch teams will accept registration even if DoD does not make decision explicit
8) Does DoD have the time or will to follow-up on work order protocols & directives?
9) Will there likely be conflict within DoD as to which solution is best?
10) Are dispatcher objectives consistent with the goals DoD has set to define a successful solution?