Pakistan and Policy Essay

National integration is unity in diversity. It means a feeling of oneness. It implies social, political, economic, linguistic and cultural unity. It is the development of a mental climate that would help reacts in terms of oneness, irrespective of the region, language or religion of the people concerned. It means a heaven of freedom where the world has not been divided into fragments by narrow domestic wells. It is based on feeling of oneness, common ideals of life and a common code of behavior. It implies confidence in nation’s future, deep sense of values and obligation of citizenship, mutual understanding and respect for the culture of different sections of the nation. Need for National Integration National integration is the feeling that binds the citizens of a country. Its aim is to put individual’s best efforts for the optimum growth, prosperity and welfare of the country as a whole. It does away with inter-state, inter-linguistic, inter-religious and inter-cultural differences. It promotes a spirit of tolerance and respect for the view-point of other cultural groups. To Kanungo, â€Å"Every country at every time needs national integration but India needs it the most.† India’s passing through a critical period these days. The integrity of India is in danger. Therefore Indians will have to act carefully. In India national integration is needed due to following reasons: Threat of Foreign Aggression National integration is vital for India’s survival especially at a time when the country is under the threat of foreign aggression and internally the people are divided on the basis of castes, religions, regions, communities, languages and Races For the Development of National Character National integration is an essential element for the development of national character. These days there is lack of national character. Corruption is increasing day-by-day. We are sacrificing national interests for the sake of money. National character can be formed only when we have the feeling of national integration. For Success of Democracy India is a democratic country. National integration is an essential pre-requisite for the success of our democracy. It is a basic need for the success of democracy; otherwise, the fissiparous tendencies in the country may lead to serious consequences. For Diversity National unity is essential for any country at any time. There is unity in diversity in India but now unity is in danger. Therefore, national unity is essential in order to maintain the eternal value of unity in diversity. For Peace National integration is essential for keeping peace at national and international level. Modern age is the age of science. It has changed the whole world in a family. Every nation is dependent on one another. Therefore, scientific achievement should be used for constructive work in order to provide peace to humanity. This feeling can develop only when we have the thought of national integration.

American way of life Essay

Choose one scene from â€Å"The Crucible† that you consider being particularly dramatic, exciting or tense. Explain your choice and discuss the importance of this scene to the play as a whole.  McCarthyism is the term describing a period, 1940s and 50s, when the USA was obsessed with a fear of communists secretly trying to destroy the American way of life. During this period thousands of Americans were accused of communism and were put on trial, they were asked about their personal lives, friends and political beliefs. They were persuaded to pass on names of communists then they could go free. This is much like the Salem witch trials when each of the accused witches were trialed and if they told the court a name of another person they were no longer accused. Rather Miller was trialed in 1956 and refused to tell them any names. He was angry that mass persecution could become hysteria. I have chosen the scene where John has confessed to his affair with Abigail and now Elizabeth has to tell Danforth if it is true. This scene is very tense because if Elizabeth lies then John will hang but if she tells the truth he will live. This is the point in the play that we find out if Elizabeth still loves John and this is also the point that Abigail realises that John doesn’t feel anything for her.  At the beginning of the scene John and Abigail are told to look away from Elizabeth so they can’t give her a sign of what to say. Abigail’s presence raises tension for John, Elizabeth and everyone else in the room. When Elizabeth enters she is made to stand alone. This distance between the characters is symbolic of the distance in their relationship. At this point Elizabeth is standing alone facing Danforth. This is an extremely tense point in the play because Elizabeth is in control of John’s fate. Elizabeth keeps trying to look at John for a sign. She starts to pause a lot because she still hasn’t made her mind up about what she is going to say. This is very tense for the audience because they know what she should say but Elizabeth doesn’t, this is called dramatic irony. Danforth starts to get angry because Elizabeth keeps glancing at John but Danforth says â€Å"The answer is in your memory and you need no help to give it to me†. This shows he is getting impatient with her. Arthur Miller shows Danforth’s anger by using lots of exclamation marks after Danforth’s speech. Danforth starts to ask lots of short curt questions very quickly. Elizabeth continues to stall and she starts to get very defensive of John. She says â€Å"Your honour I – in that time I were sick. And I – my husband is a good and righteous man†. This is a false build up; the audience believes Elizabeth is trying to portray John as a good man before she tells Danforth that he has committed lechery. This shows that she is edging towards telling the truth and that she still loves John because she is trying to save some of his dignity by saying good things about him. This false build up is ended when she starts to talk about things but before she finishes her sentence she changes to a different subject. At this point Elizabeth is equiverating and starts to struggle. Danforth ask Elizabeth outright â€Å"To you own knowledge, has John Proctor ever committed the crime of lechery!† Danforth’s anger is shown by not having a question mark just an exclamation mark. This is the climax of the play because Elizabeth now has to give a proper answer and the audience will find out what Elizabeth is going to say. Elizabeth answers (faintly)†No,sir† shows us that Elizabeth still loves John and we find out that John will be hanged, this stage action shows that she was reluctant to say no. After this John tells her to tell the truth and before the door is shut Elizabeth realises that she has done the wrong thing and says â€Å"Oh, god!† John’s fate is now sealed but he tries to protest but this has not effect on Sanford’s decision that John will be hanged.

Children in Conflict with Law: Scenario of Crimes Committed and Justice Delivery System for Juveniles in India Essay

As per the recent report of the National Council for Protection of Child Rights (2013) that there are approximately 32,000 children a year at any point of time as ‘Children in conflict with the law‘. Within this smaller universe, looking at NCRB data for 2012 the report find that 8569 children were apprehended for murder, attempt to murder, rape and theft which is about 25.45 %. Further, as against all forms of crimes recorded each year, NCRB‘s compilation of data reflects that juvenile crimes for the years 2001 and 2012 accounted for 16509 and 33668 which is only 0.9 % and 1.3 % percentage respectively of the total crimes committed in the country. The fact that there is only a miniscule number of children in conflict with law and that too that they have not been given protection has to be factored in while discussing either reduction in age or increase in punishment of the juvenile (NCPCR, 2013). Juvenile delinquency during 2012 As per the data provided by NCBR, in 2012 there was increase in the number of juveniles apprehended for committing almost all the types of cognizable offences over 2002 and quinquennial average during that period (Table 1). From the table it appears that the increase in the juvenile apprehended for various offences in absolute terms is very less than what appears in percent. For example there were only 33 cases of counterfeiting recorded during 2012 but it shows increase of 1000 percent over 2002. Further there was 333.3 % increase in 2012 in death caused due to negligence over such cases recorded during 2002. Most of these cases were associated with rash motor vehicle driving. Table 1.1 Comparison of select offences committed by juvenile delinquents during 2007-12 in India |No. |Type of Offence |Quinquennial Average |Offences Recorded in|Percent increase |Percent increase | | | |offences recorded |2012 |over QA average |over crime recorded | | | |during 2007-11 | | |in 2002 | |1 |Murder |765 |990 |29.4 |86.4 | |2 |Attempt to commit murder |580 |876 |51.5 |86.8 | |3 |Preparation and assembly for |62 |92 |47.9 |100 | | |Dacoity | | | | | |4 |Dacoity |137 |174 |176.2 |176.2 | |5 |Robbery |516 |767 |270.5 |270 | |6 |Death due to negligence |161 |260 |61.3 |333.3 | |7 |Counterfeiting |14 |33 |132.4 |1000 | Causes of juvenile delinquency: Of the various factors affecting the juvenile delinquency socio-economic conditions of the children are considered to be of most importance. In the year 2012 a total of 39822 delinquents were apprehended under various offences. It was found that there is direct correlation with the economic status of the delinquent. With increasing income of the family there was reduction in the number of delinquents apprehended for various offences. Fig. indicates that during 2012 of the total delinquents apprehended in the country 52 % were belonging to lower income group having annual income of less that Rs. 25,000/-. The percentage of delinquents reduced with the increase in the annual income of the parents. Thus there were only 0.84 % delinquents belonging to upper income group having annual income of more than Rs. 3,00,000/-. Similar situation was observed in Gujarat where of the total (2406) delinquents apprehended 71 % belonged to the lower income group having annual family income less than R s. 25,000/- while in the upper income group (annual income more than Rs.3,00,000) there was no child recorded to be in conflict with law. As per the data provided by NCRB (2012) delinquency in the children is also associated with the educational status of the children. The children who have never attended any school (illiterates) and those who have attended the school for a short period (having received primary education) represent 60 % of the total delinquents (illiterates -14 % and primary education- 46 %). As against earlier reports (Mishra—-), the NCBR report of 2012 states that during 2012 the percentage of illiterates in the total delinquents was a mere 14 %. The percentage of delinquent having received secondary education than was reported to be 31 %. The percentage of delinquents who have received higher education was least. Figure 1 shows the overall picture of educational status of the delinquents apprehended during 2012 in India. Similar situation was observed in the case of delinquents apprehended Also the age and sex of the delinquent plays a very important role. During 2012 of all the juveniles apprehended for various offences 66.5 % were belonging to the age group 16-18 years. Moreover, there was increase of 22.2 % in the juveniles of age group 16-18 years apprehended under IPC and other SLL in 2012 over 2011. Also of the total juveniles apprehended since 2001 to 2012 the percentage of girls has never exceeded 7 %. It was 5.9 % in 2012. The increase in number of juveniles of the age group 16-18 years associated with various crimes including murder; attempt to commit murder; rape; kidnapping; dacoity; burglary; theft; etc., and the gang rape of a girl in Delhi had led many activists to approach the Apex Court with a petition to reduced the age of juvenile as defined in S. 2(k) of the Juvenile Justice (Care and Protection) Act, 2002. The event of gang rape of a 23-year-old girl in Delhi in December 2012 wherein a juvenile was one of the accused had created uproar. Among other things, petitions were filed in India’s Supreme Court to examine the constitutional validity of a provision of the Juvenile Justice (Care and Protection of Children) Act, 2000 that treats a person younger than 18 years as a minor for crimes committed. The Supreme Court refused to reduce the age of juvenile from 18 to 16 years and dismissed a plea that minors involved in heinous crimes should not be protected under the law. On 17th July 2013 a bench headed by then Chief Justice Altamas Kabir said that interference in Juvenile Justice Act is not necessary and dismissed a batch of PILs which were filed in the aftermath of the December brutal gang rape and murder case in which a minor was also allegedly involved. The fact that of the percentage of delinquents in the total crimes committed in the country is around 1.0 % and that at the age of 16-18 years boys are more aggressive justifies the argument of keeping the age of juvenile as per the existing provisions of the JJ Act. An argument put forward by the sociologist that the child in care of parents is less likely to become delinquent than those having no parents or living with guardians or homeless is not applicable in cases of juveniles apprehended for committing various offences during 2012. There were more than 81 % of the delinquents (Fig.—-) living with their parent who were apprehended during 2012. Thus living without parents is not a cause for Disposal of del inquent’s cases: To ensure speedy proceedings, the JJ Act specifies that proceedings â€Å"shall be completed within a period of four months from the date of [their] commencement,† but with exceptions if the â€Å"period is extended by the Board having regard to the circumstances of the case and in special cases after recording the reasons in writing for such extension.† This discretion permits cases to languish in the system indefinitely (Rickard, 2008). The figures given by NCBR indicates that there are a total of 10721 cases pending with various JJ Boards that accounts for 36.84 % of the cases admitted in these boards. Thus there is a need for quick disposal of pending cases. The data provided by NCBR (2012) show that there are a few states where the rate of disposal of cases is very high (e.g. Tamilnadu- 81 %) where as in other states it is not so (Haryana – 38.15 %). In states like Jammu and Kashmir the disposal of cases is very slow (12.2 %). View of Apex Court on punishment Another important question that requires urgent attention is that large numbers of cases of juvenile were tried in regular Court having criminal jurisdiction and where ever the courts have found the accused guilty, sentences have been awarded. The provision of S. 7 of the JJ Act regarding determination of the age of the accused is overlooked in such cases. At later stages when the accused comes to know about his/her right as juvenile fresh appeals are filed in the High Courts or the Supreme Court. In one of such cases M B Lokur J. of the Apex court had to decide three issues (Jitendra Singh @ Baboosing and ors. Vs. State of Uttar Pradesh on 13th July 2013- unreported). 1. Whether the appellant was a juvenile or a child as defined by Section 2(k) of the Juvenile Justice (Care and Protection of Children) Act, 2000 on the date of occurrence of the offence he was charged with. 2. Whether the conviction of the appellant can be sustained on merits and, if so, the sentence to be awarded to the appellant. 3. Whether any appropriate measures can be taken to prevent the recurrence of a situation, such as the present, where an accused is subjected to a trial by a regular Court having criminal jurisdiction but he or she is later found to be a juvenile. Considering the facts of the case, provisions of the JJ (Care and Protection) Act 2002 and after taking in to consideration past judgements of the apex courts Lokur J. decided that: 1. The documentary evidences (school admission register) and medical examination proves beyond doubt that the appellant was about 17 years of age when the incident had occurred and that he had set up a claim of being a juvenile or child soon after his arrest and before the charge sheet was filed. In other words, the appellant was a juvenile or a child within the meaning of that expression as defined in Section 2(k) of the Act. 2. Also majority of children dealt with under the JJA come from the lowest wealth strata and do not have a birth certificate. The medical report provides a range of age and does not determine it accurately giving a wide discretion to the judges who determine the age using various factors (Ved Kumari, 2009). 2. Based on the evidences presented by the prosecution it was held by both t he sessions and the High Court that the case of causing dowry death had convincingly been made out against the appellant. Therefore, the conviction was upheld by the Apex Court. 3. While awarding the sentence to the appellant who was juvenile on the date of commission of crime, the Apex Court noted that there existed many views: a. Conviction was upheld but the sentence quashed (Jayendra V. State of Uttar Pradesh (1981) 4 SCC 149). Similarly in Bhoop Ram v. State of U.P. (1989) 3 SCC 1, Pradeep Kumar v. State of U.P., 1995 Supp (4) SCC 419, Bhola Bhagat and other v. State of Bihar, (1997) 8 SCC 720, Upendra Kumar v. State of Bihar, (2005) 3 SCC 592, Gurpreet Singh v. State of Punjab, (2005) 12 SCC 615, Vijay Singh v. State of Delhi, (2012) 8 SCC 763. b. In another category of cases the Apex court had upheld the conviction but the sentence awarded was modified to the period of detention already undergone e.g. Satish @ Dhanna v. State of Madhya Pradesh, (2009) 14 SCC 187 and in Dharam bir v. State (NCT of Delhi), (2010) 5 SCC 344. c. In a third category of cases wherein the juvenile against whom conviction was proved, appeal against his conviction was allowed and the entire case remitted to the Juvenile Justice Board for disposal in accordance with law e.g. Hari Ram v. State of Rajasthan, (2009) 13 SCC 211 and Daya Nand v. State of Haryana, (2011) 2 SCC 224. d. In yet another category of cases the apex court upheld the conviction but sent the entire records of the case to Juvenile Justice Board for awarding suitable punishment e.g. Ashwani Kumar Saxena v. State of Madhya Pradesh, (2012) 9 SCC 750. Considering the provision made in Section 20 of the Juvenile Justice (Care and Protection of Children) Act, 2000 in the instant case the matter was referred back to the Juvenile Justice Board for award of punishment. Regarding the preventive measures to be taken to avoid such situation the Apex Court observed that every Magistrate before whom an accused is produced to ascertain, in the first instance or as soon thereafter as may be possible, whether the accused person is an adult or a juvenile in conflict with law. The reason for this, obviously, is to avoid a two-fold difficulty: first, to avoid a juvenile being subjected to procedures under the normal criminal law and de hors the Act and the Rules, and second, a resultant situation, where the ‘trial’ of the juvenile is required to be set aside and quashed as having been conducted by a court not having jurisdiction to do so or a juvenile, on being found guilty, going ‘unpunished’. This is necessary not only in the best interests of the juvenile but also for the better administration of criminal justice so that the Magistrate or the Sessions Judge (as the case may be) does not waste his time and energy on a trial’ . 1. Every Magistrate must ascertain that when an accused is produced before him, and if the Magistrate has any iota of doubt about the juvenility of an accused produced before him, Rule 12 provides that a Magistrate may arrive at a prima facie conclusion on the juvenility, on the basis of his physical appearance. In our opinion, in such a case, this prima facie opinion should be recorded by the Magistrate. An inquiry into the juvenility of the accused must be done at an early stage preferably on first production. 2. Due to the poor socio-economic condition of the juvenile the court observed that it is difficult to expect a juvenile in conflict with law to know his rights upon apprehension by a police officer and if the precautions that have been suggested are taken, the best interests of the child and thereby of society will be duly served. Therefore, it may be presumed, by way of a benefit of doubt that because of his status, a juvenile may not be able to raise a claim for juvenil ity in the first instance and that is why it becomes the duty and responsibility of the Magistrate to look into this aspect at the earliest point of time in the proceedings before him. We are of the view that this may be a satisfactory way of avoiding the recurrence of a situation such as the one dealt with. 3. Attention may be drawn to Section 41-B of the Code which requires a police officer making an arrest to prepare a memorandum of arrest which shall be attested by at least one witness who is a member of the family of the person arrested or a respectable member of the locality where the arrest is made. The police officer is also mandated to inform the arrested person, if the memorandum of arrest is not attested by a member of his family, that he has a right to have a relative or a friend named by him to be informed of his arrest. 4. Every police officer making an arrest is also obliged to inform the arrested person of his rights including the full particulars of the offence for which he has been arrested or other grounds for such arrest (Section 50 of the Code), the right to a counsel of his choice and the right that the police inform his friend, relative or su ch other person of the arrest. 5. According to the provisions of S. 54 of the CrPC when any person is arrested, it is obligatory for the arresting authority to ensure that he is got examined by a medical officer in the service of the Central or the State Government or by a registered medical practitioner. The medical officer or registered medical practitioner is mandated to prepare a record of such examination including any injury or mark of violence on the person arrested. 6. If these procedures are followed, the probability of a juvenile, on apprehension, being shown as an adult and sent to judicial custody in a jail, will be considerably minimized. If these procedures are followed, as they should be, along with the requirement of a Magistrate to examine the juvenility or otherwise of an accused person brought before him, subjecting a juvenile in conflict with law to a trial by a regular Court may become a thing of the past. 7. The Court also directed that whenever an accused, who physically appears to be a juvenile, is produced before a Magistrate, he or she should form a prima facie opinion on the juvenility of the accused and record it. If any doubt persists, the Magistrate should conduct an age inquiry as required by Section 7A of the Juvenile Justice (Care and Protection of Children) Act, 2000 to determine the juvenility or otherwise of the accused person. In this regard, it is better to err on the side of caution in the first instance rather than have the entire proceedings reopened or vitiated at a subsequent stage or a guilty person go unpunished only because he or she is found to be a juvenile on the date of occurrence of the incident.† Conclusion Over the years the number of children coming in conflict with law is increasing and percentage children in the age group of 16-18 years apprehended for committing various offences is also on rise. Poor economic condition of the children coupled with no education or less education is considered to be the important factors for this. The demand for reducing the age of children coming in conflict with law from 18 years to 16 years has rightly been refused by the Apex Court. The Apex Court has also suggested that the provisions of Ss 41-B, 50 and 54 of the CrPC be followed strictly to avoid the trial of juvenile with regular Court. If the Magistrate before whom the delinquent is produced has slightest doubt about the age of the accused, he must ascertain it as per the provisions of S-7 of the Juvenile Justice (Care and Protection) Act, 2002. References: 1. Altmas Kabir CJI, S S Nijjar J. And J. Chelameswar J (2013). Writ petition (C) N0. 10 of 2013. Judis.nic.in/supremecourt/imgd1.aspx?filename=40584. Last accessed on 13th Aug. 2013. 2. Mishra B N (1991) Juvenile Delinquency and Justice System, Ashish Publishing House, New Delhi, India. 3. National Crime Records Bureau (2013) Crime in India 2012, www.ncbr.gov.in/ Last accessed on 13th Aug. 2013. 4. NCPCR (2013) Status of Children in 14-18 Years: Review Of Policy, Programme and Legislative Framework 2012-2013. 5. Rickard Erika (2008) Paying lip service to the silenced: Juvenile Justice in India, Harvard Human Rights Journal 21: 155-166. 6. Supreme Court (2013) Jitendra Singh @ Baboosing and ors. Vs. State of Uttar Pradesh on 13th July 2013- unreported. www.indiankanoon.org/doc/70248453/ Last accessed on 13th Aug. 2013. 7. Ved Kumari (2009) Juvenile justice : Scuring the rights of children during 1998 – 2008. NUJS L. REV.557-572.

Reality of Recession Essay Example | Topics and Well Written Essays - 250 words

Reality of Recession - Essay Example The author of this essay states that this kind of production practice affects a company’s accounting practices greatly. Moreover, there are actually two kinds of which, first is managerial accounting and second would be cost accounting. To differentiate both, the former is concerned with incorporating all levels and parties involved with every direction their company chooses to go, that is giving much priority in providing information to managers who direct and control its’ operation as a whole to have total control on actual results to plans and benchmarks. But on the other hand, the latter is merely for cost determination and budget creation of a certain product or service. Going back to the philosophy of lean production, companies that practice this would lean more on managerial kind of accounting, where business processes are all integrated from processes to cost allocation to be able to manage the quality of product and satisfaction they can give to customers (Reco gnizing the Difference between Cost Accounting and Management Accounting, n.d.). Toyota is one of the companies that experienced the triumph of lean production. Their philosophy of thinking globally but acting locally is put to action as they integrate the design of the car and their manufacturing process to gain efficiencies and be able to lower the cost of their cars while satisfying global needs (The Triumph of Lean Production, n.d.). This indeed is the key to the future of companies in the midst of recession.

Is there any relation between change of auditors and the client's Dissertation

Is there any relation between change of auditors and the client's stock price - Dissertation Example As the performances and financial transactions of a company have direct effect on the stock prices, hence choice of auditors is considered as an essential factor for every business. Depending on the individual needs and the performances of both the business and the audit team, change in auditors is also performed by several businesses, which in turn has either a positive or negative effect on the stock prices. This particular research has been focused on understanding the relation that change in auditors has with stock prices of a company. And, it could be obtained from this particular study that agency theory can be well associated with the employment of auditor agencies and that the change in auditors has a direct relation with the prices of stocks. 1. ... ry researchers on role of auditors, the relation between change in auditors and stock prices of client companies, and the positive and negative impacts of share prices on change in auditors. Both qualitative and quantitative data have been collected and analyzed to determine the reasons for change in auditors. Stock prices of client companies and characteristics of the firms significantly determine the relationship of the companies with their auditor firms. Different business organizations having different characteristics and processes in their businesses result in varying demands for the quality of audits. This is particularly in association with external auditors that perform an audit over the companies. Some of the common determinants of business firms for choosing the quality of auditors include their membership in the finance sector, leverage, size, profitability and their market-to-book ratio. Thus the choice of auditors by an organization is related to the above mentioned fact ors (Aksu, Onder and Saatcioglu 2007). The role of auditors takes place in a business environment that is highly regulated. Both the audit firms and the individual auditors have certain independent requirements along with ethical fulfillment that they need to encounter and follow (Great Britain 2011). Quality auditing is what is expected by every business organization and hence the choice and selection of quality audits is considered as essential for business firms. Specific skills are essential for quality audit works to be performed by auditors. This includes personal talents of the auditors, dedicated training, and wide range of experiences. It is often considered as similar to police work and based on the audit, a company’s performance in terms of financial dealings and achievements

See the pic Essay Example | Topics and Well Written Essays - 250 words

See the pic - Essay Example Customers are engaged in real time through social media like twitter and facebook. A market integration in sugar allows creation and management of marketing programs to particular customers. Customers also enjoy the use of software they use daily in their lives since they integrate into Sugar CRM. The software includes the Word, Outlook or Excel. The Dun&Bradstreet component of sugar allows the management to have a complete view of the customer properties requests and insights. Sugar can import all the business contacts from Gmail, Google and IMAP into one place. Sugar provides a complete sales forecast for the business. Sugar presents forecasting for each item that can be formatted to specific periods. It also gives the management achievement quotas and other functionality scenario simulations. Due to increase in smartphone use, sugar has mobile CRM that allows on-the-go use through native Android and iOS applications. All these functionalities have a customer-service portal for bug reports, trouble tickets, and an FAQ section. All these features are elegantly presented in a multiple homepage dashboard that have monthly outcome pipelines, lead sources categorized by opportunities and sales pipelines. These results can be presented to the management or customer through customizable charts, dashboards and reports that are generated

Programme and Project Management Essay Example | Topics and Well Written Essays - 5000 words

Programme and Project Management - Essay Example This paper is aimed at developing a comprehensive understanding of the concepts of strategic project management and its roles in the modern project management context. The paper presents a review of various studies in order to incorporate a precise and detailed study of strategic project management under the literature review segment. It moves forward to analyze a case in an organizational context of use and application of strategic project management so as to align the theory better with the practice and gain practical insights into the theoretical study. The second part is a case study of strategic project management implementation in respect to Marathon Oil Company. The case tries to understand factors responsible for success of the communication and brand building project adopted by the company, thereby connecting the theory with practicality. According to Callahan and Brooks (2004), Strategic Project Management is the appropriate and fitting use of all kinds of project management tools, knowledge and skills, that these deliverables of the project contribute towards company goals and strategic company objectives in a manner that can be easily measured. SPM or Strategic Project Management also takes into account the manner of company’s business and allows scope for undertaking fewer risks so as to gain significant payoffs. However, apart from this, the most important aspect of SPM is that senior leadership has to be involved in selection, definition and prioritization of projects that are undertaken in a company. Hence, strategic project management can be further defined as the process of making selections, measuring and managing outcomes of a project, which in turn ensures optimal outcome of a project. All projects that are undertaken by a company to meet a designated set of criteria are established by organization al leadership, which together makes sure that they are well-aligned with the strategic organizational

Graphic Organizer for content area English Coursework

Graphic Organizer for content area English - Coursework Example Additionally the Bible also clearly endorses multiculturalism arguing that God created Human race in his image and diversity only resulted from Gods divine command to the human race to increase in number and fill the whole earth. Lastly, with regard to the universality of the church, the Holy Scriptures encourages people of different cultures, races, languages and classes to come together in their faith and reconcile their differences. This was particularly evidenced during the Pentecost when people of different languages spoke in their native tongues after receiving the Holy Spirit. (Acts2:8-12). The other cultures are only different because they exist in different locations. For example, people living in the deserts will always have a different living style from the people living in the forests. Multiculturalism is therefore a reality and we must all appreciate the diversity of other cultures. According to Hernandez (2001), our assignments and lesson plans should include the diverse needs and perspectives of different cultures because no culture is superior to the others. Lastly, some of the strategies that can be employed in the classrooms to design lessons from a global cultural perspective include, using differentiated instructional plans, encouraging indigenous knowledge and being sensitive to racial and cultural differences (Ford and Harris,

Coursework Assignment Example | Topics and Well Written Essays - 1250 words

Coursework - Assignment Example Starting April 2016, the 3% supplement for diesel cars will be scrapped (Deloitte, 2012). The other important adjustments that have been made include exclusion of certain security enhancement, which will not be considered henceforth, as accessories when estimating the benefit’s corresponding to the cash value in respect to company cars used for private purpose. These adjustments will be put into force from 6 April 2011 and will be applied retrospectively. Private fuel benefit The benefit’s cash equivalent in respect to free fuel offered to employees will increase because the multiplier used to estimate them will be increased from ?18,800 to ?20,200, a change that took effect from April 2012. Furthermore, this multiplier will further increase by 2 percent above the inflation rate, taking effect from 2013 up to 2014. Capital allowances and lease rental restriction There shall be an extension (up to April 2015) of the time through which 100 percent of capital allowances fo r the initial year are allowed on car expenses. Nonetheless, starting April 2013, the emissions measurement will drop off from 110g/km to 95g/km; in addition, this measurement will be incorporated into the main pool and charged 18 percent per annum instead of 8 percent special rate pool, which will drop off from 160g/km to 130g/km. In this regards, tax relief extended to employers will be pegged on the lease rentals for cars whose emission exceeds 130 g/km (limited at 15%) (Deloitte, 2012). Vehicle Excise Duty (VED) The VED increase was aligned with the Retail Prices Index (RPI) as of April 2012. However, the Government expressed interest in repealing the calculation of VED over the medium term based on the views gathered from motoring groups (Deloitte, 2012). QUESTION TWO Petrol driven 5 door hatchback, with CO2 emissions of 139g/km Employee benefit from car = ?18,000* 85/100*40/100*18/100 = ?1,101.60 Since the employee is provided with fuel for private use of the company car, this benefit will be taxed. The value to be taxed is pegged on the engine’s fuel efficiency. The percentage charge for this benefit is the same as for the car benefit and, therefore, it will be calculated as follows: . ?20,200*40/100*18/100 = ?1,454.4 The total cost to the manager is ?1,101.60 +?1,454.4 = ?2,556 Although the fuel benefits have attracted some tax, I would urge the manager accept petrol for private motoring, which is provided by his employer because this will lead to some other benefits. These benefits, which are not additionally taxed include insurance, repairs, maintenance and servicing, Membership of a motoring organization, and road tax. Ideally, the cash value of these benefits is more than the car tax paid due to the fuel used for private purpose. As such, the employee will get at least ?600 per annum depending on the reliability of the vehicle. However, if the manager is sure that refusing to take the fueling benefit will not lead to insurance increases, the n they can as well opt to do away with the benefit. Cost to the employer Capital allowances Twenty per cent is claimed on the written-down cost every year; therefore, the following capital allowances will be claimed for the year ending 31st March 2013: The car does not fall under low-emission category since it exceeds 110g/km of CO2 and, therefore, the 110 per cent deduction for the first

Inventory Control Essay Example for Free

Inventory Control Essay Read the case study below â€Å"Harvey Industries†. Provide reasoning for the current financial distress of the company and make recommendations for improvements to the new company president. Include at least one specific recommendation for both Supply Chain Management (chapter 15) and Inventory Management (chapter 13), as well as any other recommendations you deem necessary from your reading. Provide your recommendations in a 2-4 page APA style paper. Harvey Industries Background Harvey Industries, a Wisconsin company, specializes in the assembly of high-pressure washer systems and in the sale of repair parts for these systems. The products range from small portable high-pressure washers to large industrial installations for snow removal from vehicles stored outdoors during the winter months. Typical uses for high-pressure water cleaning include: AutomobilesAirplanes Building maintenanceBarns EnginesIce cream plants Lift trucksMachinery Swimming pools Industrial customers include General Motors, Ford, Chrysler, Delta Airlines, United Parcel Service, and Shell Oil Company. Although the industrial applications are a significant part of its sale, Harvey Industries is primarily an assembler of equipment for coin operated self-service car wash systems. The typical car wash is of concrete block construction with an equipment room in the center, flanked on either side by a number of bays. The cars are driven into the bays where the owner can wash and wax the car, utilizing high-pressure hot water and liquid wax. A dollar bill changer is available to provide change for the use of the equipment and the purchase of various products from dispensers. The products include towels, tire cleaner, and upholstery cleaner. In recent years Harvey Industries has been in financial difficulty. The company has lost money for three of the last four years, with the last year’s loss being $17,174 on sales of $1,238,674.  Inventory levels have been steadily increasing to their present levels of $124,324. The company employs 23 people with the management team consisting of the following key employees: president, sales manager, manufacturing manager, controller, and purchasing manager. The abbreviated organization chart reflects the reporting relationship of the key employees and the three individuals who report directly to the manufacturing manager. Current Inventory Control System The current inventory control â€Å"system† consists of orders for stock replenishment being made by the stockroom foreman, the purchasing manager, or the manufacturing manager whenever one of them notices that the inventory is low. An order for replenishment of inventory is also placed whenever someone (either a customer or an employee in the assembly area) wants an item and it is not in stock. Some inventory is needed for the assembly of the high-pressure equipment for the car wash and industrial applications. There are current and accurate bills of material for these assemblies. The material needs to support the assembly schedule are generally known well in advance of the build schedule. The majority of inventory transactions are for repair parts and for supplies used by the car washes, such as paper towels, detergent, and wax concentrate. Because of the constant and rugged use of the car wash equipment, there is a steady demand for the various repair parts. The stockroom is well organized, with parts stored in locations according to each vendor. The number of vendors is relatively limited, with each vendor generally supplying many different parts. For example, the repair parts from Allen Bradley, a manufacturer of electrical motors, are stocked in the same location. These repair parts will be used to provide service for the many electrical motors that are part of the high-pressure pump and motor assembly used by all of the car washes. Because of the heavy sales volume of repair parts, there are generally two employees working in the stockroom- a stockroom foreman who reports to the manufacturing manager and an assistant to the foreman. One of these two employees will handle customer orders. Many customers stop by and order the parts and supplies they need. Telephone orders are also received and are shipped by United Parcel Service the same day. The assembly area has some inventory stored on the shop floor. This inventory consists of low-value  items that are used every day, such as nuts, bolts, screws, and washers. These purchased items do not amount to very much dollar volume throughout the year. Unfortunately, oftentimes the assembly area is out of one of these basic items and this causes a significant amount of downtime for the assembly lines. Paperwork is kept to a minimum. A sales slip listing the part numbers and quantities sold to a customer is generally made out for each sale. If the assembly department needs items that are not stocked on the assembly floor, someone from that department will enter the stockroom and withdraw the necessary material. There is no paperwork made out for the items needed on the assembly floor. There were 973 different part numbers purchased for stock last year and those purchases amounted to $314,673. An analysis of inventory records shows that $220,684 was spent on just 179 of the part numbers. Fortunately for Harvey Industries, most of the items they purchase are stocked by either the manufacturer or by a wholesaler. When it is discovered that the company is out of stock on an item, it generally takes only two or three days to replenish the stock. Due to the company’s recent losses, its auditing firm became concerned about the company’s ability to continue in business. Recently the company sold off excess vacant land adjoining its manufacturing facility to generate cash to meet its financial obligations. New President Because of the recent death of the owner, the trust department of a Milwaukee Bank (as trustee for the estate) has taken over the company’s affairs and has appointed a new company president. The new president has identified many problem areas- one of which is improper inventory control. He has retained you as a consultant to make specific recommendations concerning a revised inventory control system. What are your recommendations and rationale? Harvey Industries is a Wisconsin company that specializes in the assembly of high-pressure washer systems and in the sale of repair parts for these systems. With the recent death of the owner, the trust department of a Milwaukee Bank, the trusty for the estate, has taken over the company’s affairs and has appointed a new company president who has identified many problem areas such as improper inventory control and has asked me as a consultant to make specific recommendations concerning a revised inventory  control system. After reviewing the company’s current inventory control I would recommend that it would be very important for them to establish good communication with the supply chain because they need to know what the demand would be for each of the parts so that they can forecast the needs so that they can plan ahead and order the necessary materials and supplies do that they do not have to wait three days for the messing parts. Currently the inventory control â€Å"system† consists of orders for stock replenishment being made by the stockroom foreman, the purchasing manager, or the manufacturing manager whenever one of them notices that the inventory is low. An order for replenishment of inventory is also placed whenever someone (either a customer or an employee in the assembly area) wants an item and it is not in stock. I would recommend changing this system, they need to establish the number of parts that would be needed in a weekly basis and replenish as the item is used so that they do not run out of the necessary parts and supplies. The company currently employs 23 people with the management team consisting of the following key employees: president, sales manager, manufacturing manager, controller, and purchasing manager. The abbreviated organization chart reflects the reporting relationship of the key employees and the three individuals who report directly to the manufacturing manager. I would recommend having different departments manufacturing, sales department for repair parts and sales department for supplies. All three departments need to be in communication with the purchasing manager that will need to be informed in order to make all the necessary purchases to maintain an appropriate inventory for all three departments. This will help save the company some money on payroll. I would also recommend that the inventory for the manufacturing department be kept in the warehouse as well as the other items that way there can be more control on the parts that go out so that they can be promptly replenish. Currently the stockroom is well organized, with parts stored in locations according to each vendor. The number of vendors is relatively limited, with each vendor generally supplying many different parts. However they could also separate the parts and supplies per department so that it would be easier to find and less man power would be needed creating a saving in payroll and payroll taxes. References Stevenson, W.J. (2011). Operations management (11th Ed.). New York, NY: McGraw Hill/Irwin

Defence Logistics Organisation Analysis for War Suitability

Defence Logistics Organisation Analysis for War Suitability CHAPTER 1 INTRODUCTION Historically, nation states have used military power as an instruement of state to achieve their national aims objectives. Towards that end, logistics along with strategy and tactics constitute an important sub division of the practical art of war fighting [1]. It therefore evolves upon students of military history to grasp the nuances of logistics, the way it affects the very essence of modern, contemporary war fighting philosophy. To begin with, it is not incorrect to say that the military activity known as logistics is probably as old as war itself. The word logistics is derived from the Greek adjective, logistikus meaning skilled in calculating. Research indicates that the first use of the word with reference to an organised military administrative service was by the French writer Jomini who served as a staff officer in Napoleons army. In 1838, he set down logistics as one of the six branches of the military art, the other five being statesmanship in its relationship to war, strategy or art of properly directing masses upon the theatre of war, grand tactics, engineering and minor tactics. He included the phrase it is the execution of strategic and tactical enterprises in his definition of logistics. In short, he devised a theory of war upon the trinity of strategy, ground tactics and logistics. He defined it as practical art of moving armies [2]. Based on the experience gained over the years, the term was redefined in 1968 wherein Logistics was referred to as the art and science of creating and maintaining a military capability. It consists of the process of determining requirements, acquisitions, distributions and maintenance of materials. As regards, our Indian manuals, they define logistics as the science of planning and carrying out the movement and maintenance of forces[3]. In todays usage, logistics is the function of providing all the material and services that a military force needs in Peace or War. Logistics, therefore, covers a wide canvas broadly includes all military activities, other than strategy and tactics. It would therefore, be prudent to refer to logistics as the bridge between our combat troops and the industry natural resources of our country. Logistics perse is a key element of Doctrine, too, which describes it as a process that consists of planning and executing the movement and sustenance of operating forces in executing a military strategy and operations. It is essentially moving, supplying and maintaining military forces and is basic to the ability of armies, fleets and air forces to operate indeed to exist. It has a direct bearing on a countrys capability to support a national strategy [4]. As the rapidly evolving modern battlefield milieu transforms into short, intense and technologically intensive wars, the over bearing need for a fool proof and highly responsive logistic organizational structure for Indian Army to meet the logistic imperatives of a short war cannot be over emphasized. Our existing logistics system has been inherited from the British. Though the logistic system in general and the logistic organisation in particular have been subjected to numerous improvements and changes over the last six decades, the logistic system perse has failed to evolve with changing times and has more or less retained its archaic character. The major, Mathew[5] reason for the antiquated character of our logistic system is the flawed organisational structure which inhibits and precludes optimum utilisation of our well developed and vast national logistic capacities. Restructuring of our existing defence logistics organisation, therefore, is a pre-requisite to restructure our logistic system to meet the logistic imperatives of a short war. CHAPTER II METHODOLOGY Statement of the Problem To study and analyse the existing defence logistics organisation and to ascertain its suitability to meet the logistics imperatives of a short war. Hypothesis Our existing defence logistics organization is based on archaic concepts and will not be able to deliver adequately in a short war. Scope The scope of this study is restricted to analysis of the existing defence logistics organisation and to suggest a viable and responsive organisational structure that can meet the logistics imperatives of a short war. Methods of Data Collection. The data and information has been gathered from books, journals, periodicals, internet sites and also from own exposure and experience. The bibliography of sources is appended at the end of the text. CHAPTER III LIMITED / SHORT WAR IN THE INDIAN CONTEXT AND ITS IMPERATIVES War has been the single most important instruement by which most of the great facts of human history have been accomplished and maintained. It has been used as an instruement against aggression as also as an instruement of aggression itself. It has played the most dominant role in nearly all important crisis of humankind ; it has been used to achieve liberty, to ensure democracy as also in building great empires and in enforcing dictatorships. The term war today has come to include many more kinds of hostile activities ; limited war, short war, total war, cold war, hot war, propaganda war, psychological war, ground war, space war as also various other low -intensity conflicts such as guerilla war and fourth generation warfare. Thus war today is not only far more horrifying and a far more complex affair, it has also come to pervade all other aspects of mans social life [6]. Limited War The concept of limited war goes back to the 19th century when miitary theorists underscored the determinative relationship between political ends and military means. Both 19th century theorist Clausewitz and his 20th century successor Liddell Hart were committed advocates of the use of limited war or limited force as opposed to total war. In the 19th century, when concepts of blitzkrieg and wars of annihilation dominated military thoughts and policies, Clausewitz opposed such concepts. He stated, Political objectives, as the original motives of the war, should be the standard for determining both the aim of the military force and also the aim of effort to be made. With the advancement in automatic warfare in the middle of World War II, Liddell Hart realised that because of the destructive nature of the weapons, wars should be limited; however, he did not advocate limited war as a strategy. Later after the development of nuclear weapons, Liddell Hart came up with the concept of limite d war. He said, Where both sides possess atomic power, total war makes nonsense and any unlimited war waged with atomic power would make worse than nonsense; it would be mutually suicidal. He goes on to say any total war, or even the preparation for it, is likely to carry more evils in its train, without bearing any good promise in the event of victory [7]. Robert E Osgood defined limited war as A limited war is one in which the belligerents restrict the purpose for which they fight to concrete, well defined objectives that do not demand the utmost military effort of which the belligerents are capable and that can be accommodated in a negotiated settlement. The battle is confined to a local geographical area and directed against selected targets primarily those of direct military importance. It permits their economic, social and political patterns of existence to continue without serious disruption. In another study, Osgood defines limited war as a war that was to be fought for ends far short of the complete subordination of one states will to anothers using means that involve far less than the total military resources of the belligerents and leave the civilian life and the armed forces of the belligerents largely intact. Robert Osgood also admitted that limited war was not a uniform phenomena, it meant different things to different p eople. War could be limited in different ways and could be limited in some and not limited in others. For instance, a war limited in geographical terms may be unlimited in weapons employed or the targets involved. Similarly, a war may be limited for one of the adversaries yet unlimited in the eyes of the other [8]. Osgood while writing an epilogue on US experiences in Vietnam war, candidly confessed that even in nuclear age, a category of limited war exists which was still limited because of limitation of means. He examined limited war under three different categories of Central War, Local War and Unconventional war. While Central war involved use of nuclear weapons and was unacceptable, popularity of unconventional wars declined in US post Vietnam war. Hence, Osgood rated conventional local war as the most practical form of limited war though he did factor the contingencies which may arise and require other two categories to become operational [9]. Henry Kissinger, in Nuclear Weapons and Foreign Policy advocated that limited war might be a war confined to a defined geographical area, or war that does not utilize the entire available weapons system (such as refraining from the use of thermonuclear weapons). It may be a war which utilizes entire weapons system but it limits its employment to specific targets [10]. Kissinger, the man behind the Nixon Administrations adoption of the strategy of Limited Nuclear Options popularly known as Schlesinger Doctrine defined limited war as a war fought for specific political objectives which, by their very existence, led to establish a relationship between the force employed and the goal to be attained. It reflects an attempt to affect the opponents will, not to crush it, to make the conditions to be imposed seem more attractive than continued resistance to strive for specific goals and not for complete annihilation [11]. Kissinger , nevertheless, propogated a limited nuclear war strategy which came into conflict with the arguments of known proponets of limited war like Osgood and William Kaufmann, then the greatest critic of limited nuclear war. Kaufmann, a Yale University scholar and the brain behind the McMamara Strategy of flexible response, advocated keeping the war limited and its escalation under control. A more apt definition of limited war in line with contemporary thought process and environment is An armed conflict in which at least one protagonist intentionally restricts his objectives and/or means to accomplish those objectives. Intentional restriction can be self imposed or induced by an opponent or another nation or nations or organizations [12]. Limited war is also defined as a military encounter in which the two warring sides see each other on opposing sides and in which the effort of each falls short of the attempt to use all of its power to destroy the other [13]. Beyond doubt, limitation in warfare has always been impressed upon on the grounds of either morality or other limitations of resources and technology. However, with the advent of nuclear weapons on the one hand and of irreconciliable ideologies on the other, limitation in warfare had become a matter of necessity if the war was to sustain its traditional role of being an instruement of politics. And it is here that the strategy of limited war which seeks to preserve the eternal values of primacy of politics and economy of force even in the nuclear age has assumed supreme importance. Limited war framework does not include wars involving non-nuclear states. Instead, limited wars are conflicts in which vital interests of the nuclear powers are directly or indirectly involved and in which, therefore, the threat of their expansion into a Total War remains omnipresent imminent. Hence, it is this massive and deliberate hobbling of their infinite power by nuclear weapon powers that qualifies a conflict as limited war. Such wars have also been termed as Short Wars and , as seen in numerous conflicts since second World War II, have retained their pre-eminence as the most acceptable category of war in the contemporary nuclear age. The US and the Soviet Union, the two nuclear superpowers in cold war era, had the responsibility to not only ensure limitation of conflicts that involved dangers of exploding into a nuclear war but also to modify its war fighting doctrines to address the imperatives of intense short wars, which were likely to manifest in the nuclear enviornment. However, as the Soviet Union disintegrated, it enjoined on the US to effect a major shift in US war fighting doctrines, wherein it adopted a short war specific logistic structure to support the challenges to US strategic security calculus. The logistic structure catered for highly intense and violent battlefield which would have exacted heavy casualties of men, material and equipment [14]. Limited War In Indian Context The Indian Limited War doctrine had its roots in formulation of our response to the Pakistani aggression in Kargil in 1999. As the Dec 2001 terrorist strike led to mobilization and protracted deployment in Operation Parakram, the Indian strategists offered Limited War as Indias answer to what in security theory is termed as the stability-instability paradox. In the recent years, the limited war theory has acquired highly placed proponents and gained its own doctrinal respectability amidst intense public debates amongst Indian think tanks. Paradoxically, the Pakistani strategic experts community calls our new strategy as a doctrinal response based on regurgitation of American limited war concept of nineteen fifties to threaten and deter Pakistan [15]. Evidently, the Indian perspective on limited conventional war in a nuclear backdrop has witnessed intense and vigorous debate with proponents and opponents posing questions and counter questions on the probability of a limited conventional war escalating into a nuclear conflagaration. Historically, nuclear weapons have engendered caution between adversarial states, wherein the 1969 Soviet-Sino Ussuri River clashes and Indo-Pak Kargil war remains the only two cases where two declared nuclear weapon states have engaged in armed conflict [16]. Therefore, the options for India, to pursue its limited war doctrine against Pakistan, is to either apply military power spaced out in time and concentrated in space or stretched out in space and concentrated in time. In other words, Indian defense doctrine and strategy must seek to apply calibrated force for punitive effect, which does not have a destabilizing effect on the adversary [17]. The nuclear factor in South Asia has rendered total war u nthinkable and limited war has become a necessity and must be central to the military input provided to the political leadership as an option to secure conflict limitation [18]. From the Pak perspective, a limited conventional war in the Indo- Pak context, can be defined as a war designed to achieve specified political objectives by applying compatible resources in a critical area and by acting smartly in a manner so as to leave bare minimum incentive for the opponent to react with nuclear weapons without taking definite risk to suffer more gains [19] . India, of late, is also forced to contend with an increasingly assertive and belligerent China which sees India as the single biggest rival to Chinese pre- eminence in Asia. As numerous strategic and defence experts have began to increase the probability of a Sino-Indian military conflagration in the Himalayas, an objective look at the time frame duration of such a conflict is also mandated. A limited war in our context would envisage a likely time frame of 21- 28 days. This time frame is a logical one as geo-political realities of an armed conflict between two nuclear states along with inherent limitations of developing states in terms of economy, war waging capability etc will preclude continuation of viable operations beyond four weeks. Moreover, in a Sino-Indian conflict, the restrictive campaigning season of approximately two months will be a determinant of duration of hostilities as both sides would need time to build up their forces in the post monsoon phase. Otherwise, too, all our past wars have unambiguously been short wars, limited in duration and objectives and the future wars in a nuclear backdrop are going to be anything but different. Yet, the future wars will be short but highly intense, destructive wars, exacting heavy casualties of men, material and equipment in fast, fluid mobile battles across the entire spectrum of conflict in a technologically drive n war fighting environment with far reaching implications for the war fighting philosophies of the adversaries. Logistics Imperatives The future battlefield in an intense, short war would necessitate a major transformation in our logistic support system with likely changes as under [20] :- Limited preparatory period and highly intense short duration war, necessitating an efficient mobilization plan. Self contained theatre based logistic support structure. High attrition rate due to greater accuracy and lethality of long range weapon systems necessitating forward positioning of a greater quantum of reserves. Greater emphasis on intra theatre regeneration and re-supply of logistics resources. A sense and respond system working on the push model. Adoption of information technology and decision support systems for total asset visibility and improved inventory management [21]. Need to improve survivability of logistics echelons by dispersion and area air defence cover where possible. Maximum reliance on air maintenance for maintenance of momentum especially in mountainous and desert terrains. Need for greater degree of logistics flexibility and redundancy in all theatres. Increased strain on logistics support system due to greater density of high technological equipment in battlefield. The diversity of terrain and our varied operational roles, required to be performed in highly intense, short duration wars pose enormous logistic challenges and demand a dynamic, new approach to include simple, flexible and efficient logistic plans, based on a technology driven, seamless and fully networked logistic system. Such an approach is required to integrate the logistic resources of the three services and to utilize the existing national infrastructure more profitably to improve our logistic efficiency and enhance our operational readiness [22]. CHAPTER IV ANALYSIS TO INCLUDE SHORTCOMINGS OF EXISTING LOGISTIC ORGANISATION Existing Defence Logistic System National Level In India, the Cabinet Committee on Security (CCS) is the highest decision making body on national security and strategic issues and is mandated to formulate policies for the defence of the country through the National Security Council ( NSC ) established in 1998. The Defence Minister, who is a member of the Cabinet Committee on Security, heads the Ministry of Defence ( MOD )and is responsible for implementing the governments defence policies. The defence policies get implemented through various committees functioning under the MOD [23]. Details of such committees are as under :- Defence Ministers Committee. Defence Ministers Production and Supply Committee. Defence Research and Development Council. Chiefs of Staff Committee. The Defence Ministers committee is responsible for defence planning while the Production and Supply Committee is most important as it covers the entire gamut of planning force levels and equipment planning related to availabilty of resources. The Chiefs of Staff Committee advise the Defence Minister on all military matters including logistics matters. Another committee called the Joint Adminstration Planning Committee (JAPC) having representatives from the Services, is placed under the Chiefs of Staff Committee to coordinate the logistics effort of the three services and to prepare a joint adminstration plan to supplement and support the overall mobilisation and operational plan evolved by the Joint Planning Committee ( JPC ) [24]. Army Logistics At Army Headquarters level, the agencies responsibile for providing logistics are the Adjutant General (AG), Quartermaster general (QMG), Master General of Ordnance (MGO) and Engineering-in-Chief (E-in-C). Basically the existing system is influenced by what was primarily inherited from the British Army. In the present organization, the supply and transport are under the QMG while Ordnance and EME are with the MGO and the Medical services have been placed under the AG. Moreover, selection and introduction of any new equipment though a joint responsibility, is with the Weapons and Equipment (WE) Directorate while maintenance of such equipment is a logistic function. In order to coordinate various branches and to ensure smooth flow, Directorate General Operational Logistics (DGOL) has been created. However, the management and control of the logistic services has not been brought under a unified single management or control, which gives rise to a number of intra-service logistical proble ms , thereby making the task of DGOL difficult [25]. Utilisation of army budget also is a problem area as the QMG Branch, which is responsible for large portion of Armys logistic planning, spends almost two-fifths of the army budget [26]. Thus the staff support is highly fragmented and does not approximate to the concept of integrated logistic support. IAF Logistics In IAF, the Logistics Branch handles all the equipment, materials management and distribution functions [27]. At the Air Headquarters, Air Officer-in-charge Maintenance ( AOM ) and Air Officer-in-charge administration ( AOA ) perform functions similar to those of the AG and the QMG in the army and partly similar to those of MGO. The AOM is assisted by four Additional Chiefs of Air Staff ( ACAS ) and Air Officer Logistics ( AOL ). The AOM to a large extent, provides single point management and control, wherein all specialist aspects of aircraft and equipment maintenance, overhaul and provisioning of stores in respect of each weapon system is looked after. In addition, the Initial Provisioning Committee and Maintenance Planning Teams provide logistic support for the newly introduced aircraft and weapon systems [28]. As regards, functions of AOA, he is assisted by two ACsAS and controls administrative aspects such as organization, works, accounts, legal ,medical, pay and provost. Navy Logistics In Navy, the Chief of Materials (COM ), a Principle Staff Officer to the Naval Chief at Naval Headquarters is responsible for entire Logistics management function in the Navy. He is assisted by the Controller of Logistics Support, who functions directly under the Chief of Material and deals with logistics support, clothing and victualling, armament supply and transport. In addition, there are two Assistant Chiefs of Materials aiding the Chief of Material to deal with Systems and DR. The Chief of Personnel (COP) heads the personnel branch and handles the medical services, recruitment, welfare and service conditions [29]. Analysis of the Existing System An analysis of the existing logistics system reveals some glaring and profound weaknesses which need to be redressed forthwith, in order to obviate potential adverse effects on our national security. The systemic weaknesses are pronounced in the fields of our logistic organization, both at national and services level and also in our failure to integrate our logistics system. The later, in fact, is a manifestation of a flawed organizational set up, being carried forward as a legacy of the colonial times. That so many past studies and writings by experts on the subject have failed to elicit the attention of the decision makers concerned is a sad reflection on our system and underlines a lack of overall national perspective for logistics. Further, it is apparent that the decision making structures at the national and services level are either inappropriate or simply unresponsive. Our logistic system, though has taken the obvious weaknesses and the shortcomings in its stride and has deli vered the goods in all wars fought by us in the post independence period. As such, it is of utmost importance that the obvious shortcomings are identified and addressed in order to integrate and optimize our logistics system as a true component of the National Effort, needed to respond to growing threats to our national security. Shortcomings of our Logistic System Organisational Weakness. At the top echelons of the MOD and Chiefs of Staff Committee ( COSC ), Defence by Committees is the accepted style of functioning, which is hardly conducive to efficient functioning. The Service chiefs are responsible for operational and logistic preparedness, but exercise little or no control over budget and provisioning of war like material, which remains the direct prerogative of the MOD. No National Level Organisation. Neither any national level organisation exists to oversee, coordinate and integrate our defence needs with national development nor any visible efforts are seen towards orienting national level logistical planning to our defence requirements. Lack of Common Logistic Doctrine. Despite jointness and integration being the buzzwords, the three services have failed to evolve a common logistics doctrine and philosophy of logistic support. Multiplicity of Logistic Agencies. There is a multiplicity in logistic agencies with no single authority responsible to the Chief of Army Staff ( COAS ) for logistics preparedness. Lack of centralized logistic support encourages duplication and wasteful expenditure. Multiple Procurement Agencies. Multiple procurement agencies in the services with lack of interaction, work against the principle of economy and lead to increased costs. Lack of Standardisation and Codification . It leads to duplication and high inventories. Multiple stocking echelons ,too, lead to a high level of stocking and is compounded due to lack of an integrated systems approach to determine stock levels. A vast range of assorted equipment, both imported and indigenous, has only exacerbated the problems of providing effective logistics backup [30]. Inventory Automation. Despite commonality of procedures, separate inventory automation has been undertaken by all three services, thus violating the administration principal of economy. Private Sector Involvement in Defence Research and Development. Despite the dynamic changes ushered by Defence Procurement Procedure 2005 2009, the private sector involvement in defence research development and defence production has not reached the desired levels. Attitudinal Change towards logistics, In Indian Army, an attitude has been prevalent for long, wherein logistics consideration in an operational plan are invariably given short shrift under the mistaken belief that a commanders tactical brilliance will some how compensate for inadequate consideration of logistics. The practice of not involving the logistics functionary in formulation of operational plans and then leaving the logistics planning entirely to logisticians is an inevitable recipe for disaster. Mobilisation. Mobilisation involves movement of men and material, wherein move by rail is carried out under the aegis of the Operational Rail Movement Plan (ORMP). Though the plan has been validated during OP VIJAY and OP PARAKRAM , concerns remain as regards the move and dispersion of strike and dual task formations as also the creation of requisite infrastructure for unloading / loading at railway stations concerned. Besides this, shortage of defence rolling stocks exist which will inhibit speedy mobilisation. Functioning of Ordnance Factories and the PSUs. Director General of Ordnance Factories and the Defence Public Sector Undertakings are major defence manufacturers. However, the present organisational structure precludes the optimum functioning of these organisations. Despite being an intrinsic part of Defence Ministers Production and Supply Committee ( DPSC ) , the Ordnance Factory Board ( OFB ) usually functions independently and in any case is not accountable to the Army or the defence, though the funding for the OFB is made from the Army Budget. As such, the Chief of Army Staff has very little say with respect to production and priority in delivery of items. The OFB items also have quality concerns especially in general stores and clothing items. Multiple Echelon System. The multiple echelon system which is existing as the chain of supply to the field formations need critical examination and reduction of echelons where feasible. Logistics support need not be the same across the board for all formations in the country, it can be tailor-made to meet the requirement of a particular sector, the terrain, the type of operations and equipment likely to operate in the area. This will cut down the time factor for move from source to the field formation. Push Model. The push model of pumping the logistics requirement of troops forward has been partially implemented in certain areas. It needs to be implemented across the board to ensure that the troops do not have to look over their shoulders for logistics support. CHAPTER V ANALYSIS OF CONTEMPORARY LOGISTICS ORGANISATION OF MAJOR MILITARY POWERS US System The US Armed Forces have a highly efficient and responsive logistic system, based on a dynamic organizational structure which has evolved to meet the ever changing operational requirements. The Defence Logistic Agency ( DLA ), a US Department of Defence ( DOD ) agency supplies the nations military services and several civilian agencies with the wide ranging logistical support for peacetime and wartime operations as well as emergency preparedness and humanitarian missions [31]. The DLA Director reports to the Under Secretary of Defence for Acquisition, Technology and Logistics through the Deputy Under Secretary of Defence ( Logistics and Material Readiness ).The DLA has evolved from Defence Supply Agency ( DSA ), which worked on the Single Manager Concept, wherein eight service agencies viz army, navy, air force etc handled one commodity each and became DSA supply centers. In 1977, DLA was established with the aim of centralizing the management of common military logistics support and to introduce uniform financial management practices. Later, the Goldwater-Nichols Act of 1986, for integration of US Armed Forces, identified DLA as a combat support agency. In Feb 2000, a new DLA organization structure part of an integrated plan called DLA 21 integrated all distribution depots of the military services into a single, unified material distribution system to reduce overhead costs and place them under DLA for management. It also created four major sub agencies under the DLA as under :- Def Logistics Support Command ( DLSC). Responsible for integration of logistics operations, supply chain management, readiness and contigency operations support. It is also responsible for procurement, storage and distribution of consumable parts, fuel, medical, subsistence and clothing and textile support. It has subsequently been reorganised as DLA Logistics Operations Directorate ( DLALO J-3 ). Def Contract Management Command. Responsible for DODs primary contract administration activity. Information Operations. Responsible for DLAs information technology activities to enhance e-commerce, logistics support system and document automation in support of military logistics. Financial Operations. Responsible for streamlining DLAs financial system for agencys future initiatives. UK System UK, too, has been a fore runner in initiation of defence reforms, which began with th Defence Logistics Organisation Analysis for War Suitability Defence Logistics Organisation Analysis for War Suitability CHAPTER 1 INTRODUCTION Historically, nation states have used military power as an instruement of state to achieve their national aims objectives. Towards that end, logistics along with strategy and tactics constitute an important sub division of the practical art of war fighting [1]. It therefore evolves upon students of military history to grasp the nuances of logistics, the way it affects the very essence of modern, contemporary war fighting philosophy. To begin with, it is not incorrect to say that the military activity known as logistics is probably as old as war itself. The word logistics is derived from the Greek adjective, logistikus meaning skilled in calculating. Research indicates that the first use of the word with reference to an organised military administrative service was by the French writer Jomini who served as a staff officer in Napoleons army. In 1838, he set down logistics as one of the six branches of the military art, the other five being statesmanship in its relationship to war, strategy or art of properly directing masses upon the theatre of war, grand tactics, engineering and minor tactics. He included the phrase it is the execution of strategic and tactical enterprises in his definition of logistics. In short, he devised a theory of war upon the trinity of strategy, ground tactics and logistics. He defined it as practical art of moving armies [2]. Based on the experience gained over the years, the term was redefined in 1968 wherein Logistics was referred to as the art and science of creating and maintaining a military capability. It consists of the process of determining requirements, acquisitions, distributions and maintenance of materials. As regards, our Indian manuals, they define logistics as the science of planning and carrying out the movement and maintenance of forces[3]. In todays usage, logistics is the function of providing all the material and services that a military force needs in Peace or War. Logistics, therefore, covers a wide canvas broadly includes all military activities, other than strategy and tactics. It would therefore, be prudent to refer to logistics as the bridge between our combat troops and the industry natural resources of our country. Logistics perse is a key element of Doctrine, too, which describes it as a process that consists of planning and executing the movement and sustenance of operating forces in executing a military strategy and operations. It is essentially moving, supplying and maintaining military forces and is basic to the ability of armies, fleets and air forces to operate indeed to exist. It has a direct bearing on a countrys capability to support a national strategy [4]. As the rapidly evolving modern battlefield milieu transforms into short, intense and technologically intensive wars, the over bearing need for a fool proof and highly responsive logistic organizational structure for Indian Army to meet the logistic imperatives of a short war cannot be over emphasized. Our existing logistics system has been inherited from the British. Though the logistic system in general and the logistic organisation in particular have been subjected to numerous improvements and changes over the last six decades, the logistic system perse has failed to evolve with changing times and has more or less retained its archaic character. The major, Mathew[5] reason for the antiquated character of our logistic system is the flawed organisational structure which inhibits and precludes optimum utilisation of our well developed and vast national logistic capacities. Restructuring of our existing defence logistics organisation, therefore, is a pre-requisite to restructure our logistic system to meet the logistic imperatives of a short war. CHAPTER II METHODOLOGY Statement of the Problem To study and analyse the existing defence logistics organisation and to ascertain its suitability to meet the logistics imperatives of a short war. Hypothesis Our existing defence logistics organization is based on archaic concepts and will not be able to deliver adequately in a short war. Scope The scope of this study is restricted to analysis of the existing defence logistics organisation and to suggest a viable and responsive organisational structure that can meet the logistics imperatives of a short war. Methods of Data Collection. The data and information has been gathered from books, journals, periodicals, internet sites and also from own exposure and experience. The bibliography of sources is appended at the end of the text. CHAPTER III LIMITED / SHORT WAR IN THE INDIAN CONTEXT AND ITS IMPERATIVES War has been the single most important instruement by which most of the great facts of human history have been accomplished and maintained. It has been used as an instruement against aggression as also as an instruement of aggression itself. It has played the most dominant role in nearly all important crisis of humankind ; it has been used to achieve liberty, to ensure democracy as also in building great empires and in enforcing dictatorships. The term war today has come to include many more kinds of hostile activities ; limited war, short war, total war, cold war, hot war, propaganda war, psychological war, ground war, space war as also various other low -intensity conflicts such as guerilla war and fourth generation warfare. Thus war today is not only far more horrifying and a far more complex affair, it has also come to pervade all other aspects of mans social life [6]. Limited War The concept of limited war goes back to the 19th century when miitary theorists underscored the determinative relationship between political ends and military means. Both 19th century theorist Clausewitz and his 20th century successor Liddell Hart were committed advocates of the use of limited war or limited force as opposed to total war. In the 19th century, when concepts of blitzkrieg and wars of annihilation dominated military thoughts and policies, Clausewitz opposed such concepts. He stated, Political objectives, as the original motives of the war, should be the standard for determining both the aim of the military force and also the aim of effort to be made. With the advancement in automatic warfare in the middle of World War II, Liddell Hart realised that because of the destructive nature of the weapons, wars should be limited; however, he did not advocate limited war as a strategy. Later after the development of nuclear weapons, Liddell Hart came up with the concept of limite d war. He said, Where both sides possess atomic power, total war makes nonsense and any unlimited war waged with atomic power would make worse than nonsense; it would be mutually suicidal. He goes on to say any total war, or even the preparation for it, is likely to carry more evils in its train, without bearing any good promise in the event of victory [7]. Robert E Osgood defined limited war as A limited war is one in which the belligerents restrict the purpose for which they fight to concrete, well defined objectives that do not demand the utmost military effort of which the belligerents are capable and that can be accommodated in a negotiated settlement. The battle is confined to a local geographical area and directed against selected targets primarily those of direct military importance. It permits their economic, social and political patterns of existence to continue without serious disruption. In another study, Osgood defines limited war as a war that was to be fought for ends far short of the complete subordination of one states will to anothers using means that involve far less than the total military resources of the belligerents and leave the civilian life and the armed forces of the belligerents largely intact. Robert Osgood also admitted that limited war was not a uniform phenomena, it meant different things to different p eople. War could be limited in different ways and could be limited in some and not limited in others. For instance, a war limited in geographical terms may be unlimited in weapons employed or the targets involved. Similarly, a war may be limited for one of the adversaries yet unlimited in the eyes of the other [8]. Osgood while writing an epilogue on US experiences in Vietnam war, candidly confessed that even in nuclear age, a category of limited war exists which was still limited because of limitation of means. He examined limited war under three different categories of Central War, Local War and Unconventional war. While Central war involved use of nuclear weapons and was unacceptable, popularity of unconventional wars declined in US post Vietnam war. Hence, Osgood rated conventional local war as the most practical form of limited war though he did factor the contingencies which may arise and require other two categories to become operational [9]. Henry Kissinger, in Nuclear Weapons and Foreign Policy advocated that limited war might be a war confined to a defined geographical area, or war that does not utilize the entire available weapons system (such as refraining from the use of thermonuclear weapons). It may be a war which utilizes entire weapons system but it limits its employment to specific targets [10]. Kissinger, the man behind the Nixon Administrations adoption of the strategy of Limited Nuclear Options popularly known as Schlesinger Doctrine defined limited war as a war fought for specific political objectives which, by their very existence, led to establish a relationship between the force employed and the goal to be attained. It reflects an attempt to affect the opponents will, not to crush it, to make the conditions to be imposed seem more attractive than continued resistance to strive for specific goals and not for complete annihilation [11]. Kissinger , nevertheless, propogated a limited nuclear war strategy which came into conflict with the arguments of known proponets of limited war like Osgood and William Kaufmann, then the greatest critic of limited nuclear war. Kaufmann, a Yale University scholar and the brain behind the McMamara Strategy of flexible response, advocated keeping the war limited and its escalation under control. A more apt definition of limited war in line with contemporary thought process and environment is An armed conflict in which at least one protagonist intentionally restricts his objectives and/or means to accomplish those objectives. Intentional restriction can be self imposed or induced by an opponent or another nation or nations or organizations [12]. Limited war is also defined as a military encounter in which the two warring sides see each other on opposing sides and in which the effort of each falls short of the attempt to use all of its power to destroy the other [13]. Beyond doubt, limitation in warfare has always been impressed upon on the grounds of either morality or other limitations of resources and technology. However, with the advent of nuclear weapons on the one hand and of irreconciliable ideologies on the other, limitation in warfare had become a matter of necessity if the war was to sustain its traditional role of being an instruement of politics. And it is here that the strategy of limited war which seeks to preserve the eternal values of primacy of politics and economy of force even in the nuclear age has assumed supreme importance. Limited war framework does not include wars involving non-nuclear states. Instead, limited wars are conflicts in which vital interests of the nuclear powers are directly or indirectly involved and in which, therefore, the threat of their expansion into a Total War remains omnipresent imminent. Hence, it is this massive and deliberate hobbling of their infinite power by nuclear weapon powers that qualifies a conflict as limited war. Such wars have also been termed as Short Wars and , as seen in numerous conflicts since second World War II, have retained their pre-eminence as the most acceptable category of war in the contemporary nuclear age. The US and the Soviet Union, the two nuclear superpowers in cold war era, had the responsibility to not only ensure limitation of conflicts that involved dangers of exploding into a nuclear war but also to modify its war fighting doctrines to address the imperatives of intense short wars, which were likely to manifest in the nuclear enviornment. However, as the Soviet Union disintegrated, it enjoined on the US to effect a major shift in US war fighting doctrines, wherein it adopted a short war specific logistic structure to support the challenges to US strategic security calculus. The logistic structure catered for highly intense and violent battlefield which would have exacted heavy casualties of men, material and equipment [14]. Limited War In Indian Context The Indian Limited War doctrine had its roots in formulation of our response to the Pakistani aggression in Kargil in 1999. As the Dec 2001 terrorist strike led to mobilization and protracted deployment in Operation Parakram, the Indian strategists offered Limited War as Indias answer to what in security theory is termed as the stability-instability paradox. In the recent years, the limited war theory has acquired highly placed proponents and gained its own doctrinal respectability amidst intense public debates amongst Indian think tanks. Paradoxically, the Pakistani strategic experts community calls our new strategy as a doctrinal response based on regurgitation of American limited war concept of nineteen fifties to threaten and deter Pakistan [15]. Evidently, the Indian perspective on limited conventional war in a nuclear backdrop has witnessed intense and vigorous debate with proponents and opponents posing questions and counter questions on the probability of a limited conventional war escalating into a nuclear conflagaration. Historically, nuclear weapons have engendered caution between adversarial states, wherein the 1969 Soviet-Sino Ussuri River clashes and Indo-Pak Kargil war remains the only two cases where two declared nuclear weapon states have engaged in armed conflict [16]. Therefore, the options for India, to pursue its limited war doctrine against Pakistan, is to either apply military power spaced out in time and concentrated in space or stretched out in space and concentrated in time. In other words, Indian defense doctrine and strategy must seek to apply calibrated force for punitive effect, which does not have a destabilizing effect on the adversary [17]. The nuclear factor in South Asia has rendered total war u nthinkable and limited war has become a necessity and must be central to the military input provided to the political leadership as an option to secure conflict limitation [18]. From the Pak perspective, a limited conventional war in the Indo- Pak context, can be defined as a war designed to achieve specified political objectives by applying compatible resources in a critical area and by acting smartly in a manner so as to leave bare minimum incentive for the opponent to react with nuclear weapons without taking definite risk to suffer more gains [19] . India, of late, is also forced to contend with an increasingly assertive and belligerent China which sees India as the single biggest rival to Chinese pre- eminence in Asia. As numerous strategic and defence experts have began to increase the probability of a Sino-Indian military conflagration in the Himalayas, an objective look at the time frame duration of such a conflict is also mandated. A limited war in our context would envisage a likely time frame of 21- 28 days. This time frame is a logical one as geo-political realities of an armed conflict between two nuclear states along with inherent limitations of developing states in terms of economy, war waging capability etc will preclude continuation of viable operations beyond four weeks. Moreover, in a Sino-Indian conflict, the restrictive campaigning season of approximately two months will be a determinant of duration of hostilities as both sides would need time to build up their forces in the post monsoon phase. Otherwise, too, all our past wars have unambiguously been short wars, limited in duration and objectives and the future wars in a nuclear backdrop are going to be anything but different. Yet, the future wars will be short but highly intense, destructive wars, exacting heavy casualties of men, material and equipment in fast, fluid mobile battles across the entire spectrum of conflict in a technologically drive n war fighting environment with far reaching implications for the war fighting philosophies of the adversaries. Logistics Imperatives The future battlefield in an intense, short war would necessitate a major transformation in our logistic support system with likely changes as under [20] :- Limited preparatory period and highly intense short duration war, necessitating an efficient mobilization plan. Self contained theatre based logistic support structure. High attrition rate due to greater accuracy and lethality of long range weapon systems necessitating forward positioning of a greater quantum of reserves. Greater emphasis on intra theatre regeneration and re-supply of logistics resources. A sense and respond system working on the push model. Adoption of information technology and decision support systems for total asset visibility and improved inventory management [21]. Need to improve survivability of logistics echelons by dispersion and area air defence cover where possible. Maximum reliance on air maintenance for maintenance of momentum especially in mountainous and desert terrains. Need for greater degree of logistics flexibility and redundancy in all theatres. Increased strain on logistics support system due to greater density of high technological equipment in battlefield. The diversity of terrain and our varied operational roles, required to be performed in highly intense, short duration wars pose enormous logistic challenges and demand a dynamic, new approach to include simple, flexible and efficient logistic plans, based on a technology driven, seamless and fully networked logistic system. Such an approach is required to integrate the logistic resources of the three services and to utilize the existing national infrastructure more profitably to improve our logistic efficiency and enhance our operational readiness [22]. CHAPTER IV ANALYSIS TO INCLUDE SHORTCOMINGS OF EXISTING LOGISTIC ORGANISATION Existing Defence Logistic System National Level In India, the Cabinet Committee on Security (CCS) is the highest decision making body on national security and strategic issues and is mandated to formulate policies for the defence of the country through the National Security Council ( NSC ) established in 1998. The Defence Minister, who is a member of the Cabinet Committee on Security, heads the Ministry of Defence ( MOD )and is responsible for implementing the governments defence policies. The defence policies get implemented through various committees functioning under the MOD [23]. Details of such committees are as under :- Defence Ministers Committee. Defence Ministers Production and Supply Committee. Defence Research and Development Council. Chiefs of Staff Committee. The Defence Ministers committee is responsible for defence planning while the Production and Supply Committee is most important as it covers the entire gamut of planning force levels and equipment planning related to availabilty of resources. The Chiefs of Staff Committee advise the Defence Minister on all military matters including logistics matters. Another committee called the Joint Adminstration Planning Committee (JAPC) having representatives from the Services, is placed under the Chiefs of Staff Committee to coordinate the logistics effort of the three services and to prepare a joint adminstration plan to supplement and support the overall mobilisation and operational plan evolved by the Joint Planning Committee ( JPC ) [24]. Army Logistics At Army Headquarters level, the agencies responsibile for providing logistics are the Adjutant General (AG), Quartermaster general (QMG), Master General of Ordnance (MGO) and Engineering-in-Chief (E-in-C). Basically the existing system is influenced by what was primarily inherited from the British Army. In the present organization, the supply and transport are under the QMG while Ordnance and EME are with the MGO and the Medical services have been placed under the AG. Moreover, selection and introduction of any new equipment though a joint responsibility, is with the Weapons and Equipment (WE) Directorate while maintenance of such equipment is a logistic function. In order to coordinate various branches and to ensure smooth flow, Directorate General Operational Logistics (DGOL) has been created. However, the management and control of the logistic services has not been brought under a unified single management or control, which gives rise to a number of intra-service logistical proble ms , thereby making the task of DGOL difficult [25]. Utilisation of army budget also is a problem area as the QMG Branch, which is responsible for large portion of Armys logistic planning, spends almost two-fifths of the army budget [26]. Thus the staff support is highly fragmented and does not approximate to the concept of integrated logistic support. IAF Logistics In IAF, the Logistics Branch handles all the equipment, materials management and distribution functions [27]. At the Air Headquarters, Air Officer-in-charge Maintenance ( AOM ) and Air Officer-in-charge administration ( AOA ) perform functions similar to those of the AG and the QMG in the army and partly similar to those of MGO. The AOM is assisted by four Additional Chiefs of Air Staff ( ACAS ) and Air Officer Logistics ( AOL ). The AOM to a large extent, provides single point management and control, wherein all specialist aspects of aircraft and equipment maintenance, overhaul and provisioning of stores in respect of each weapon system is looked after. In addition, the Initial Provisioning Committee and Maintenance Planning Teams provide logistic support for the newly introduced aircraft and weapon systems [28]. As regards, functions of AOA, he is assisted by two ACsAS and controls administrative aspects such as organization, works, accounts, legal ,medical, pay and provost. Navy Logistics In Navy, the Chief of Materials (COM ), a Principle Staff Officer to the Naval Chief at Naval Headquarters is responsible for entire Logistics management function in the Navy. He is assisted by the Controller of Logistics Support, who functions directly under the Chief of Material and deals with logistics support, clothing and victualling, armament supply and transport. In addition, there are two Assistant Chiefs of Materials aiding the Chief of Material to deal with Systems and DR. The Chief of Personnel (COP) heads the personnel branch and handles the medical services, recruitment, welfare and service conditions [29]. Analysis of the Existing System An analysis of the existing logistics system reveals some glaring and profound weaknesses which need to be redressed forthwith, in order to obviate potential adverse effects on our national security. The systemic weaknesses are pronounced in the fields of our logistic organization, both at national and services level and also in our failure to integrate our logistics system. The later, in fact, is a manifestation of a flawed organizational set up, being carried forward as a legacy of the colonial times. That so many past studies and writings by experts on the subject have failed to elicit the attention of the decision makers concerned is a sad reflection on our system and underlines a lack of overall national perspective for logistics. Further, it is apparent that the decision making structures at the national and services level are either inappropriate or simply unresponsive. Our logistic system, though has taken the obvious weaknesses and the shortcomings in its stride and has deli vered the goods in all wars fought by us in the post independence period. As such, it is of utmost importance that the obvious shortcomings are identified and addressed in order to integrate and optimize our logistics system as a true component of the National Effort, needed to respond to growing threats to our national security. Shortcomings of our Logistic System Organisational Weakness. At the top echelons of the MOD and Chiefs of Staff Committee ( COSC ), Defence by Committees is the accepted style of functioning, which is hardly conducive to efficient functioning. The Service chiefs are responsible for operational and logistic preparedness, but exercise little or no control over budget and provisioning of war like material, which remains the direct prerogative of the MOD. No National Level Organisation. Neither any national level organisation exists to oversee, coordinate and integrate our defence needs with national development nor any visible efforts are seen towards orienting national level logistical planning to our defence requirements. Lack of Common Logistic Doctrine. Despite jointness and integration being the buzzwords, the three services have failed to evolve a common logistics doctrine and philosophy of logistic support. Multiplicity of Logistic Agencies. There is a multiplicity in logistic agencies with no single authority responsible to the Chief of Army Staff ( COAS ) for logistics preparedness. Lack of centralized logistic support encourages duplication and wasteful expenditure. Multiple Procurement Agencies. Multiple procurement agencies in the services with lack of interaction, work against the principle of economy and lead to increased costs. Lack of Standardisation and Codification . It leads to duplication and high inventories. Multiple stocking echelons ,too, lead to a high level of stocking and is compounded due to lack of an integrated systems approach to determine stock levels. A vast range of assorted equipment, both imported and indigenous, has only exacerbated the problems of providing effective logistics backup [30]. Inventory Automation. Despite commonality of procedures, separate inventory automation has been undertaken by all three services, thus violating the administration principal of economy. Private Sector Involvement in Defence Research and Development. Despite the dynamic changes ushered by Defence Procurement Procedure 2005 2009, the private sector involvement in defence research development and defence production has not reached the desired levels. Attitudinal Change towards logistics, In Indian Army, an attitude has been prevalent for long, wherein logistics consideration in an operational plan are invariably given short shrift under the mistaken belief that a commanders tactical brilliance will some how compensate for inadequate consideration of logistics. The practice of not involving the logistics functionary in formulation of operational plans and then leaving the logistics planning entirely to logisticians is an inevitable recipe for disaster. Mobilisation. Mobilisation involves movement of men and material, wherein move by rail is carried out under the aegis of the Operational Rail Movement Plan (ORMP). Though the plan has been validated during OP VIJAY and OP PARAKRAM , concerns remain as regards the move and dispersion of strike and dual task formations as also the creation of requisite infrastructure for unloading / loading at railway stations concerned. Besides this, shortage of defence rolling stocks exist which will inhibit speedy mobilisation. Functioning of Ordnance Factories and the PSUs. Director General of Ordnance Factories and the Defence Public Sector Undertakings are major defence manufacturers. However, the present organisational structure precludes the optimum functioning of these organisations. Despite being an intrinsic part of Defence Ministers Production and Supply Committee ( DPSC ) , the Ordnance Factory Board ( OFB ) usually functions independently and in any case is not accountable to the Army or the defence, though the funding for the OFB is made from the Army Budget. As such, the Chief of Army Staff has very little say with respect to production and priority in delivery of items. The OFB items also have quality concerns especially in general stores and clothing items. Multiple Echelon System. The multiple echelon system which is existing as the chain of supply to the field formations need critical examination and reduction of echelons where feasible. Logistics support need not be the same across the board for all formations in the country, it can be tailor-made to meet the requirement of a particular sector, the terrain, the type of operations and equipment likely to operate in the area. This will cut down the time factor for move from source to the field formation. Push Model. The push model of pumping the logistics requirement of troops forward has been partially implemented in certain areas. It needs to be implemented across the board to ensure that the troops do not have to look over their shoulders for logistics support. CHAPTER V ANALYSIS OF CONTEMPORARY LOGISTICS ORGANISATION OF MAJOR MILITARY POWERS US System The US Armed Forces have a highly efficient and responsive logistic system, based on a dynamic organizational structure which has evolved to meet the ever changing operational requirements. The Defence Logistic Agency ( DLA ), a US Department of Defence ( DOD ) agency supplies the nations military services and several civilian agencies with the wide ranging logistical support for peacetime and wartime operations as well as emergency preparedness and humanitarian missions [31]. The DLA Director reports to the Under Secretary of Defence for Acquisition, Technology and Logistics through the Deputy Under Secretary of Defence ( Logistics and Material Readiness ).The DLA has evolved from Defence Supply Agency ( DSA ), which worked on the Single Manager Concept, wherein eight service agencies viz army, navy, air force etc handled one commodity each and became DSA supply centers. In 1977, DLA was established with the aim of centralizing the management of common military logistics support and to introduce uniform financial management practices. Later, the Goldwater-Nichols Act of 1986, for integration of US Armed Forces, identified DLA as a combat support agency. In Feb 2000, a new DLA organization structure part of an integrated plan called DLA 21 integrated all distribution depots of the military services into a single, unified material distribution system to reduce overhead costs and place them under DLA for management. It also created four major sub agencies under the DLA as under :- Def Logistics Support Command ( DLSC). Responsible for integration of logistics operations, supply chain management, readiness and contigency operations support. It is also responsible for procurement, storage and distribution of consumable parts, fuel, medical, subsistence and clothing and textile support. It has subsequently been reorganised as DLA Logistics Operations Directorate ( DLALO J-3 ). Def Contract Management Command. Responsible for DODs primary contract administration activity. Information Operations. Responsible for DLAs information technology activities to enhance e-commerce, logistics support system and document automation in support of military logistics. Financial Operations. Responsible for streamlining DLAs financial system for agencys future initiatives. UK System UK, too, has been a fore runner in initiation of defence reforms, which began with th