Page 25 - Linkline Summer 2017
P. 25

Many logistical challenges arose at various stages of operational preparations. For example, in advance of the exercise, Capt Moriarty attended a coordination conference in Sweden and discovered that an MOU signed between the Irish and Swedish governments did not legislate for electricity maintenance, which was assumed would be provided by the Swedish forces. The DF cannot have more than 850 troops overseas at any one time, and a subset of the Statement of Requirement, a Raise and Concentration Order (RCO) did not permit additional electricians etc.
One solution was to secure site generators but these were all deployed on other missions and had to be transported in pairs, each one in a 20’ container, necessitating an unplanned additional sealift with an engineering detachment. Instead, an improvisation was made to transport smaller generators and lighting systems within the allocated 19 containers
on the manifest.
The mission readiness exercise (MRE), which commenced in June 2014, giving clearance to build all systems, identified challenges.
The newly purchased HP 508 tents were not fit for purpose, and were not previously integrated into the Defence Forces, and this resulted in damage. Whilst the tents were erected through power from vehicles, there were three topside struts that needed to be secured manually, which could not be reached without potential injury. Therefore, A-frame ladders were added to the manifest and these were placed neatly to the rear of the tent racking systems during transportation
to Sweden.
These systems were themselves not without challenges, in particular with regard to optimisation of container space, for which an outsourced solution was sought. Standard state procurement legislates the tendering of three RFQs to vendors. Timeframe was a key component to NBG tenders, coupled with the vendor listening to very specific needs. Certain suppliers offered generic storage units for the transport of tents, whereas the successful company (TDH Design Engineering) invested time and resources into designing a bespoke racking system with significantly improved utilisation. This was an example of the Irish Defence Forces investing in the local community and supporting a start-up SME in East Cork. The additional engineering cost of this was offset by:
• Additional space to take an armoured vehicle, thereby increasing troop safety.
• One less (soft-skin) truck meaning one less
driver, enabling one additional specialist to support the maintenance of the site.
• In addition, one less ‘soft-skin’, means less protection needed from a security perspective.
• One less container on a ship or aircraft, meaning less weight, resulting in greater fuel efficiency, and
by default, incremental cost savings on subsequent DF missions.
• Maximum return for the taxpayer by co-coordinating procurement, engineering and operations.
Capt Moriarty was particularly proud of this triangular alignment.
Other adjustments to the manifest were the inclusion of tent repair kits and clip flooring to prevent floor damage. Generators for the mission were also found to be temperamental but this was resolved through specialist training and maintenance.
Food portion sizes and storage of plates was resolved by securing stackable and sectioned prison service plates.
The Raise and Concentration Order (RCO) also did not provide for cooks and it was recognised that the field kitchen should be part of exercise/certification training in Ireland.
In terms of information systems, the Tactical Operations Centre (TOC) enabled increased situational awareness, range of operation and capabilities when delivering orders, a significant increase in data transfer rate, and the provision of live streaming. However, the satellite communications link was intermittent, and additional equipment was needed, such as, batteries, laptops and phones.
Movement of vehicles also presented challenges and it was immediately evident that a low loader would be extremely beneficial for future rotations. Bulk collection was arranged for all MOWAGS (armoured) and six Nissans, which resulted in significant time and labour savings. This strategy was later adopted for the transfer of vehicles to the German BG. Another consideration was the training of drivers and fitters to enable licenses and qualifications in fuel pod operation, and LTAV / MOWAG maintenance.
   The CharTered InsTITuTe of LogIsTICs & TransporT 25
  LOGISTICS













































































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