D P U B S 2 0 0 0

S U P P LY O F F I C E R S ’ C A R E E R H A N D B O O K S U P P LY O F F I C E R S ’ C A R E E R H A N D B O O K S U P P LY O F F I C E R S ’ C A R E E R H A N D B O O K

SUPPLYOFFICERS’C A R E E R H A N D B O O K

J A N U A R Y 2 0 0 0 E D I T I O N

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FOREWORDBy Rear Admiral K.J. Scarce, CSC, RAN

The recent history of the RAN Supply Specialisation has seen significant change.While the scope and pace of this change have necessitated a review of some core roles,the Supply Specialisation is now firmly in the business of supporting and sustainingoperations – not just of the RAN, but of the ADF as a whole. Supply Officers remainintegral to the provision of this support and sustainment, and therefore to the defence ofAustralia.

To that end, the management of Supply Officers’ careers remains of the utmostimportance. Your career progression should satisfy both your professional and personalaspirations, and the operational requirements of the RAN. The sequential procession ofdiffering – though related – billets that you will undertake during your career will providea variety of challenges and require progressively greater professional knowledge. Thisprocess is designed to fill positions at all levels with appropriately trained personnel, andto provide Supply Officers with the skills to fill successively more senior appointments.

While posting staff and RAN senior management have oversight of postingmechanics, it is a two-way process. Timely consideration and decisions are requiredfrom you on the path your career is to take. Posting staff do not work in isolation. Inputfrom you will ensure that your Naval service is all that you want it to be.

This career handbook has been designed to apprise you of the fundamental tenetsof Supply Officer career progression, and to equip you with the basic facts necessary tomake informed decisions about your future. It should be read in conjunction with otherpublications, so that you have all the information necessary to plan your career.

When planning your career, two themes feature prominently in this handbook.The first is the need to perform well in any billet that you may fill. Progression to thenext higher rank or to more rewarding positions is dependent on proven, solidperformance and demonstrated professional competence. There is no short cut!Secondly, the importance of sea service is paramount. As professional naval officers, ourraison d’etre is to serve at sea; successful completion of Deputy Supply Officer andSupply Officer postings at sea is a prerequisite for career advancement.

As the Head of the Supply Specialisation, I encourage Supply Officers to consultthis handbook, and associated publications, for initial guidance on career planning,particularly on aspects of sea service and post-Charge employment ashore. Theinformation contained herein is not infallible, and staff in both DNOP and DSUP-Nwould welcome your corrections or views on the content of future editions. Use thishandbook as a starting point to provide yourself, your career and your Navy with the bestpossible outcomes.

January 2000

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BACKGROUND

INTRODUCTION

1. The purpose of this handbook is to provide Supply Officers of the RoyalAustralian Navy with guidance that will assist them to plan and develop their navalcareers. The handbook has been produced in consultation with staff of the Directorate ofNaval Officers’ Postings and has been endorsed by the Supply Advisory Council.Accordingly, this handbook details the current practices and philosophies of the SupplySpecialisation, and should help the reader take a methodical approach to personal careerdevelopment.

DISCLAIMER

2. The information provided in this handbook is an interpretation and condensationof current policies. As such, it is strongly recommended that further reading beundertaken to obtain comprehensive and concise details. Other portions of this guidehave been produced from the current working practices of functional directorates, whichare not necessarily documented and are subject to variation through changes in practiceand management methodology. It is therefore important to discuss any topics in thisguide with the relevant authorities. In particular, DNOP should remain the first - andauthoritative - point of contact for all queries pertaining to an officer’s personal career.

PUBLICATION

3. It is anticipated that this guide will be updated regularly, although any significantchanges will be promulgated as required. Any suggestions for improvements or generalcomments should be forwarded to:

Director of Supply Policy – NavyCP1-4-11BCampbell Park OfficesCANBERRA ACT 2600

Telephone: (06) 6266 4196

CONTENTSPage

FOREWORD iiBy Head of Supply Personnel,Rear Admiral K.J. Scarce, CSC, RAN

BACKGROUND iii

Paragraph

CHAPTER 1 THE SUPPLY SPECIALISATION STRATEGY

Mission 1.2Enduring Principles 1.3Employment and Professional Development 1.4Technology 1.5Career Progression 1.8Personnel Numbers 1.10Geographical Location 1.11Professional Core Values and Ethos 1.12Professional Standards 1.13Training 1.14Competency 1.15Education 1.16

CHAPTER 2 HISTORY OF THE SUPPLY PROFESSION

THE RAN SUPPLY BRANCHRoyal Navy Origins 2.1The Australian Paymaster 2.3The Supply Officer 2.5USN Supply Corps Influence 2.7Defence Reorganisation 2.8Naval Logistic Division 2.11The Supply Advisory Council 2.14The SO2003 Report and the Defence Reform

Program 2.16THE FUTURE OF THE SUPPLY PROFESSIONThe Supply Profession After SO2003 and DRP 2.20Conclusion 2.24

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CHAPTER 3 THE SUPPLY OFFICER TODAY

ROLES AND FUNCTIONS OF THE SUPPLY OFFICER

Introduction 3.1The Supply Officer at Sea 3.4The Deputy Supply Officer at Sea 3.7Supply Operations Ashore 3.10Operational Logistics, Supply Operations &

Logistic Planning 3.12Class Logistics Offices and In-service Support 3.18Policy & Staff Headquarters Roles 3.22Operational & Functional Employment 3.24The Supply Manager’s List 3.27FUTURE ROLES OF THE SUPPLY PROFESSIONChanging Times 3.28Conclusion 3.31

Annexes:A. The Roles of a Supply Officer at Sea (Scalar

Diagram)B. The Roles of a Deputy Supply Officer at Sea

(Scalar Diagram)C. Sea Billets for Officers of the RAN Supply

SpecialisationD. Duties of a Supply Officer in an Operational

Support Role Ashore (Scalar Diagram)

CHAPTER 4 THE SUPPLY OFFICERS’ TRAINING CONTINUUM AND CAREER PROGRESSIONPOLICY

Introduction 4.1THE SUPPLY OFFICERS’ TRAINING

CONTINUUMOverview 4.3Training Failures 4.4Supply Officers’ Application Course Phase I 4.5SUAC Phase II Activity Log Progression 4.6SUAC Phase III 4.9SUAC Phase IV and Competency Log Progression 4.10Selection for DSO and Supply Charge Qualifying

Course 4.12Supply Charge Qualifying Competency Log 4.14Supply Charge 4.16Supply Charge Board 4.18

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Award of the Charge Qualification 4.20Supply Charge Endorsement Panel 4.22Supply Officer Designate Course 4.23Leadership, Management and Personal

Development Program 4.24POST-CHARGE EMPLOYMENTOverview 4.26LCDR to CMDR 4.28CMDR to CAPT 4.29Conclusion 4.30

CHAPTER 5 SUPPLY OFFICER CAREER PROGRESSION& DEVELOPMENT

CAREER PROGRESSION PHASESIntroduction 5.1The Initial Training Phase and the Academic Phase 5.2The Specialist Training Phase 5.3Charge Qualifying Phase 5.4The Charge Phase 5.6Command & Management Phase 5.7Higher Management Phase 5.8COMPONENTS OF CAREER DEVELOPMENTTraining 5.10The Australian Command and Staff Course 5.11Education 5.13Career Development 5.14CAREER DEVELOPMENT AND THE POSTING

PROCESSElements of Posting 5.16Posting Preference 5.18Career Plans and Career Development 5.19Career Counselling 5.20Special Selective Postings 5.21Summary 5.22

Annexes:A. Supply Officers’ Career Progression ModelB. Career Strategy Planning Model

CHAPTER 6 PROMOTION

PROMOTION MECHANICSIntroduction 6.1The RAN Officers’ Reporting System 6.3Promotion to SBLT 6.6

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Promotion to LEUT 6.7Promotion to LCDR and the Phased Batch

Promotion System 6.9Promotion to CMDR & Beyond 6.12Promotion Principles and Mechanics 6.14SAILOR ENTRY SUPPLY OFFICERSWarrant Officer Entry (WOE) Appointment

to LEUT 6.18Rank on Appointment for Sailor Entry Officers 6.20

CHAPTER 7 EDUCATION

INITIAL CAREER EDUCATIONImportance of Tertiary Education 7.1Study Strands at ADFA 7.2Self Education and RAN Study Assistance

Schemes 7.5MID CAREER EDUCATIONConcept 7.7Full Time Release for Study 7.8Graduate Certificate/Diploma 7.10Post Graduate Studies and ADFA 7.11Distance Education and ADFA 7.13Management Programs 7.15Ranking of Credentials and Recognition of RAN

Experience and Training 7.16Education Schedule 7.18

Annexes:A. Order of Progression for Training and

EducationB. Education Schedule

THE SUPPLY PROFESSION STRATEGY

CHAPTER 1

THE SUPPLY ADVISORY COUNCILSUPPLY SPECIALISATION STRATEGY

1999-2003

1.1 This Supply Specialisation Strategy 1999-2003 provides a working plan to assistthe Supply Advisory Council in guiding the future direction of Supply sailors andofficers over the next five years. The Strategy will be reviewed annually, to ensure itscontinuing relevance to the operational requirements of the Navy and the professionaldevelopment and employment of all uniformed Supply personnel.

Mission

1.2 The mission for Supply personnel is to focus on sustainability and resourceaspects of readiness at all levels of activity. The Mission statement enunciates theraison d’etre for the Branch. The Mission of the Specialisation is:

‘Serving to sustain Navy’s operational forces at sea and ashore.’

Enduring Principles

1.3 The strategy’s fundamental enduring principles stem from the Supply Officer2003 Report of 1994 and the Supply Category Review of 1997. The development andsustainment of the distinctive character of the Supply profession is an essential elementof the Specialisation Strategy.

Employment and Professional Development

1.4 The supply function is critical in meeting the operational readiness of operationalforces. To meet the Mission of the Specialisation, supply personnel employment andprofessional development shall be guided by the following principles:

a. Sea service is the raison d’etre of all Supply personnel.

b. Supply personnel will become more operationally focused. Logistic support ofoperational units is the prime role of the Supply Specialisation both at sea andashore.

c. Supply personnel must be highly motivated, adaptable and skilled so that theBranch can contribute positively to the Australian Defence Force.

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d. Members of the Supply Specialisation shall strive to achieve the best possiblestandards of customer support service, and evince effective and strong leadershipat all levels.

e. Supply personnel employment ashore shall complement the roles at sea andconcentrate upon:

(1) Employing professional skills in providing logistic support foroperational force elements at the strategic, operational and tactical levelsof activity in operational support establishments and headquarters.

(2) Training development and delivery.

(3) Logistics policy formulation and implementation.

(4) Auditing policy and practices at sea and ashore.

(5) Performing required specialisation and category professional skills inClass Logistics Offices to provide through-life logistics support ofoperational force elements.

f. Employment in non-specialist MAS or MAB billets shall be focused onprofessional development and be at the relative level of other branches.

Technology

1.5 Rapid advances in modern technology have resulted in a Revolution in MilitaryAffairs (RMA), which has had a significant impact on military capability and operationalsystems. As Navy meets new technological challenges, and makes doctrinal andorganisational changes to reflect the new methods of warfighting arising from exploitationof information technology, there will be a corresponding change in logistics doctrine andorganisation. Consequently, the Supply Specialisation will be faced with greaterchallenges, in that it must ensure it is capable of fully exploiting technology in a way thatcontributes to the success of operations.

1.6 To capitalise on the RMA, the Supply Specialisation must continue to developappropriate policy and procedures that harness advances in modern technology.Information technology advances result in greater integration of logistic support andmaintenance systems, thus improving sustainment and supportability of ships and shipsystems. Accordingly, there will be increased levels of expectation associated with allsupport functions.

1.7 Members of the Supply Specialisation will need to strive to identify andeffectively use modern technology to automate tasks and achieve efficiency gains in allareas of responsibility. As guiding principles, the Supply Specialisation shall:

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a. Embrace modern technology as a means of constantly improving efficiency andeffectiveness.

b. Exploit modern technology in a way that improves the operationaleffectiveness of units and contributes to the success of operations.

Career Progression

1.8 Supply personnel career progression must prepare officers and sailors foradvancement in career and rank by the progressive acquisition of the relevant knowledgeand skills defined for the phases of personnel development. Supply officer careerprogression is modeled on the SO2003 career structure and the Supply Officer TrainingContinuum. The model is reflected in the Career Progression Policy contained in ABR6289. The model of generic Supply training continuum for supply categories is based onthat developed by the SCR and embodied in ABR 10.

1.9 To ensure the training and career path achieve the principles for employment andprofessional development, the focus of Supply personnel career progression shall beguided by the following principles:

a. Leadership, management and staff skills training shall remain core to thepromotion of Supply sailors.

b. Supply sailors shall be granted every opportunity to seek commissioned rank.

c. Mid-career education and staff training shall be core to officer careerdevelopment.

d. Supply personnel shall be encouraged to undertake continuous professionaldevelopment.

Personnel Numbers

1.10 Personnel numbers in the Supply Specialisation shall be driven by the MembersRequired in Uniform (MRU) strategy that provides a framework for meeting Navy’schanging logistics support environment. Principally, Supply Specialisation personnelashore shall not exceed MRU requirements. Future Supply Specialisation personnelstrength shall be guided by the following:

a. Officers – Supply Officer numbers are driven by MRU, in accordance withthe employment principles iterated in SO2003 and as approved by the SAC.

b. Sailors - Supply categories numbers is driven by the Supply CategoriesWorkforce Structure 2003, which sets MRU for the Navy Workforce Plan.The structure conforms to Navy’s MRU model and aligns Supply branchseagoing obligations with those of the other major categories.

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Geographical Location

1.11 The geographical disposition of Supply personnel ashore shall be based on theneed to ensure a ready pool of personnel able to provide sea relief. Reducing postingturbulence shall also be a consideration. Accordingly, Supply personnel ashore shall beemployed primarily in the home ports of sea going units.

Professional Core Values and Ethos

1.12 There is an enduring requirement to foster a professional ethos based on the corevalues and cultures of both the Navy and the Defence Force, and to focus on a commonmission and purpose. The intrinsic nature of Supply work requires extra vigilance andprobity on the part of all Supply personnel. The Department of Defence has establishedcodes of ethics to guide all Defence personnel. The Supply Specialisation shall adhere tothese codes and be guided by the following principles:

a. The Supply Specialisation’s professional core values and ethos shall beconsistent with personnel management strategies developed by the ADF.

b. A sense of ethics shall be incorporated in all Supply personnel training and aspart of the established training continuum for Supply personnel.

Professional Standards

1.13 The Supply profession is committed to developing standards that keep Supplypersonnel at the forefront of the military profession. Supply professional standards arelinked to competency standards and establish procedures for managing personnel whofail to reach required standards. Therefore, supply professional standards shall beclearly defined and applied rigorously and consistently.

Training

1.14 The training of Supply personnel shall prepare officers and sailors with theknowledge and skills required to undertake the tasks required by the Navy. Theeducation and training in each phase of the training continuum shall build upon thepreceding components and contribute to the next. Each phase should be readilyadaptable to meet both present and emerging circumstances, and new doctrines andtechnologies. Training shall be linked closely to employment to ensure the right trainingis provided at the most appropriate time.

Competency

1.15 Supply personnel shall be assessed for professional competence. The focus shallbe on sea experience and certified levels of competency on completion of sea

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consolidation training. Competency assessments shall be programmed to ensureprofessional standards are consistent.

Education

1.16 Education in the RAN aims to produce leaders with a reputation for excellence inleadership, management and in the capacity for lateral and liberal thought. The focus ison tertiary education, which fosters the development of analytical and decision-makingskills based on expanded general and specialist knowledge. As a guiding principle, allofficers and sailors shall be encouraged to obtain graduate and post-graduatequalifications. The emphasis shall be on study pertaining to:

a. Logistics and Integrated Logistics Support Disciplines,

b. Information Systems, and

c. Management Studies.

HISTORY OF THE SUPPLY PROFESSION

CHAPTER 2

HISTORY OF THE SUPPLY PROFESSION

THE RAN SUPPLY BRANCH

Royal Navy Origins

2.1 The origins of the Supply Officer are to be found in the Ship’s Purser of theKing’s Navy, whose function was to organise the victualling which included thereceipt and issue of food, clothing, soap and tobacco. Pursers received casualappointments only and were classed as Warrant Officers; they first wore uniform in1807 and, in 1814, were granted rank with, but after, Lieutenants in order to give themgreater respectability.

2.2 In 1825 the Purser began to act as agent for the Admiralty in making monthlycash advances to the Ship’s Company. However, victualling remained the Purser’sprincipal duty until 1852, when he began to supervise and account for Governmentstores, thereby emerging as a storekeeper on behalf of the Crown and ceasing to be anindependent agent. At about this time the title of Purser was changed to Paymaster.

The Australian Paymaster

2.3 By 1913, when the Admiralty handed the Australia Station over to the NavalBoard, the Paymaster’s function had evolved to the Accountant Branch. In additionto the victualling, accounting and disbursements functions, the officers of the branchwere also now employed in secretarial roles that included the provision of legal,commercial and diplomatic advice.

2.4 Executive titles to the prefix Paymaster were introduced in 1918, along withthe ‘curl’ added to stripes of rank. The distinguishing white branch colour betweenthe stripes continued to be worn and was not discontinued until 1956. The highestrank attained to this time was Paymaster Captain.

The Supply Officer

2.5 In 1924, Central Storekeeping replaced the individual storekeepingarrangements and this gave Accountant Officers a much greater responsibility andworkload. On the outbreak of war in 1939, Reserve Accountant Officers wereappointed to man cipher offices to perform this unspectacular but essential task. Thisrole was not, however, assumed as a regular duty by permanent officers. During theSecond World War, the name of the branch was changed to Supply and Secretariat andthe title Supply Officer replaced that of Paymaster to more accurately describe thewider Supply duties that were being performed.

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2.6 Of great significance in 1952 was the establishment of a separate Supply andSecretariat Branch with a Director General who was also Chief Naval Judge Advocateand Director of Administrative Planning. This was a clear indication of the need forseparated provision for the administration of the Supply and Secretariat Branch, andfor the professional supervision of the work of Supply Officers and sailors. TheSupply function was given separate representation on the Naval Board in 1958 whenCommodore Perry was made Fourth Naval Member responsible for Supply (allstores), works and movement of personnel. This title was subsequently refined toChief of Supply and, in 1973, Chief of Supply and Works. The former Supply andSecretariat Director General became the Director of Fleet Supply Duties to identifythe separate responsibility for supply activities in ships and establishments.

USN Supply Corps Influence

2.7 Although the RAN had much exposure to USN supply systems during WorldWar II and the Korean War, it was really from 1962, with the expansion of the Navy’sWashington staff to include Supply Branch officers to assist with the DDG program,that the influence of the USN Supply Corps and its supply management proceduresincreased significantly. The need to manage the on board aspects of COSALmaintenance and inventory management, along with shore based Stores InventoryReview (during refits) required the RAN to post young Supply Officers to USNsupply courses and stores centres to gain relevant experience. This close associationwith the USN Supply Corps reinforced the views of young Supply Officers at thetime, who perceived the growing importance of materiel support for ships’ installedequipment and the need for greater involvement of the Supply Officer in theseactivities.

Defence Reorganisation

2.8 The Tange report in 1976 saw the disestablishment of the Fourth NavalMember and the establishment of Director General Logistics - Navy under theauspices of DCNS to manage retail supply, and Director General Supply - Navy(DGSUP-N) to manage wholesale supply. The DGSUP-N position was filled by alevel two civilian responsible to both Chief of Supply (CSUP) in Defence Central andthe Chief of Naval Materiel (CNM). At the same time, the Naval SupportCommander became more involved with the replenishment supply function as theresult of the West/Dalton report, which recommended the progressive consolidation ofsupply activities in Sydney. While these duties were performed primarily bycivilians, uniformed Supply Officers were assigned to a small number of billets inwholesale inventory management.

2.9 The implementation of the Hill report in 1981 resulted in the re-unification ofall Navy Office supply activities under DGSUP-N, responsible to CNM. Nowheaded by a Commodore, all retail and wholesale supply, along with uniformed andcivilian personnel, were amalgamated to form the new RAN Supply Branch; SupplyOfficers were actively involved in the broader aspects of Supply policy. Additional

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uniformed billets were also established within Naval Support Command wholesalesupply activities in order to provide uniformed Supply Officers with the chance toemploy their “customer” experience and to develop into true supply professionals.This progressive career plan would result in better qualified senior Supply Officerswho would be able to progress through Supply Branch billets and ultimately aspire tothe CSUP position.

2.10 In May 1982, the Branch title was changed to Naval Supply Division; thedivision comprised two branches, namely Equipment Supply (ES) and Policy andServices (PS), each under and Assistant Director at the one star level (civilian andService respectively). DGSUP-N remained at the Commodore level due to the strictlimit of two star billets allowed for each Service, however DGSUP-N was made a fullmember of Chief of Naval Staff Advisory Council (CNSAC). Under DGSUP-Nmanagement, all RAN supply activities, from Navy Office through to direct supportof the Fleet, incorporated under a common strategic plan. For the first time, thesupply organisation could see itself as a corporate body with identity, influence and apro-active plan.

Naval Logistic Division

2.11 CNS commissioned a major review of the Navy Office management structurein 1987 by Goode Management Consultants, resulting in the recommendation todevolve many of the Supply and Engineering functions to the Naval SupportCommander and the amalgamation of the Engineering and Supply Divisions in NavyOffice. A further review was undertaken by the then Captain Hammond, whoidentified the need to integrate Supply and Engineering within Navy Office in order toachieve a cradle to grave approach for equipment and platforms. This resulted in theformation of the Naval Logistic Division on 31 March 1988 and the further devolutionof supply non-policy matters to the appropriate authorities. DGSUP-N, nowresponsible to the Chief of Naval Logistics, continued as Head of the Supply Branchand remained on CNSAC as and adviser on purely supply matters.

2.12 The Naval Logistic Division was only to have a brief place in history. In early1989, another review was undertaken, this time ordered by CDF to examine thestructure of higher ADF staff arrangements. Major General Sanderson completed hisreview in mid 1989 and his recommendations resulted in the establishment of theAssistant Chief of the Defence Force for Logistics within HQADF. The NavyLogistic Division was consequently disestablished and the functional responsibilitiesgrouped under the Materiel Division; the Assistant Chief of Naval Staff - Materiel(ACMAT-N) became dual hatted to CNS and ACLOG. In early 1980, a one starChief of Logistics was created within Naval Support Command to undertake theadditional functions imposed by devolution. The full range of logistic activitiesrequired for the support of RAN units was now directly overseen by a uniformedSupply Officer.

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2.13 Within the ACMAT-N organisation the directorates of DGSUP-N andACLOG-N were reorganised to form the Project Provisioning and Logistic Policybranches. Formal CNSAC representation by the Head of the Supply Branch lapsedwith the demise of the NAVLOG division. Chief of Navy, however, recognised theneed for the branch to retain an advocate. Accordingly, the Director General of NavalLogistic Policy assumed the role of Head of the Supply Branch. This situationchanged in 1992 when DGNLP was replaced by a Commodore of the EngineeringBranch, resulting in a Canberra based Supply Commodore (the Director General NavalManpower) assuming the mantle as Head of the Supply Branch. The title Head ofSupply Personnel was adopted in October 1993 and the role was assumed by themost senior Supply Officer in Canberra serving in a Defence billet. This wassubsequently amended to a senior Supply Officer appointed by Chief of Navy.

The Supply Advisory Council

2.14 It was recognised, however, that the Head of Supply Specialisation, anancillary duty for the incumbent, could not manage the Supply specialisation inisolation. One of the initiatives to arise from the above changes was the formation ofthe Supply Advisory Council (SAC). Comprised of senior supply officers from all ofNavy’s commands, the SAC has been in operation since March 1992, meeting threetimes per year. The SAC is the focal point for the direction of the Supply profession,dealing with a range of issues relating to training, education, career structure and anyother professional concerns raised by individuals and the Supply Category AdvisoryGroups. All matters affecting the professional credibility, training or ability of theSupply Specialisation to meet the RAN’s operational requirements should be broughtto the attention of the SAC.

2.15 DI(N) ADMIN 17-28 formally specifies the terms of reference andcomposition of the SAC. The current membership of the SAC is defined as:

a. Chairman – Head of Supply Personnel (a senior Supply Officer appointed byCN);

b. Director Preparedness – Navy,

c. Fleet Supply Officer/N1N4,

d. Director, Supply Policy – Navy (Vice-chairman),

e. Reserve Utilisation Manager –Supply (Reserve Member),

f. Deputy Lead Authority Logistics (Supply & Health),

g. Commanding Officer, Joint Logistics Unit-West,

h. Assistant Director Naval Officers’ Postings (Supply),

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i. Staff Officer Operational Logistics HMAS WATERHEN, and

j. Staff Officer (Professional Development) (Secretary).

The SO2003 Report and the Defence Reform Program

2.16 In April 1994, the then Head of Supply Personnel, Rear Admiral D.J.Campbell, AM, RAN, directed that a study be conducted into how the Supplyspecialisation could best meet the requirements of the Navy to the year 2003. Knownas the Supply Officer 2003 Report (SO2003), the study was completed in November1994 by Commander B.C. Robinson, RAN. SO2003 made a number of significantrecommendations regarding the employment and training of Supply Officers, foremostamongst them that sea service and operational logistics support become the primefocus of uniformed Supply personnel, and that the overbearing in junior SupplyOfficers be eliminated.

2.17 The Supply Advisory Council endorsed the findings of SO2003 in November1994, with Chief of Navy’s Senior Advisory Committee (CNSAC) approvalfollowing in October 1995. CNSAC sanctioned the retention of specialist SupplyOfficers as the best means of meeting future requirements for logistic support ofoperational force elements. This included the retention of a specialist Supply Officerin major Fleet units, with the role of coordinating resource aspects of readiness, andproviding for sustainability of the ship. The SO2003 Report also sought formalCNSAC recognition for the concept of a Head of Supply Specialisation and the SAC.

2.18 As a consequence of the recommendations of SO2003, a new TrainingContinuum was instituted to align Supply Officer career progression with the report’sproposed employment model. Known as the Supply Officers’ Training Continuum,it formally delineates Supply Officer career progression from Supply Officers’Application Course through to operational logistic postings ashore, Deputy SupplyOfficer at sea and Charge Supply Officer. The career paths of all junior SupplyOfficers are now firmly focussed on sea service, with sea charge the culmination of aSupply Officer’s initial career phase.

2.19 The SO2003 Report and the Supply Officers’ Training Continuum placed theSupply Specialisation in a particularly advantageous position with regards to theDefence Reform Program (DRP). A Defence Efficiency Review in 1997 found thatconsiderable scope existed for rationalisation of all ADF non-combat related supportfunctions. The ensuing DRP aimed to maximise savings in supply and support areas,in order to provide increased funding and personnel for combat related tasks. With its

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emphasis on sea service and support of operational units, SO2003 ensured theviability of the specialisation in the face of massive change to the RAN’s shore basedsupport.

THE FUTURE OF THE SUPPLY PROFESSION

The Supply Profession After SO2003 and DRP

2.20 With the institution of the recommendations of SO2003 and the SupplyOfficers’ Training Continuum, the Supply profession is clearly concentrated on seaservice, logistic support of Fleet units and operational logistic planning. Thespecialisation will therefore continue as an integral part of Navy’s operationalelements, despite the enormity of change in the area of support services wrought bythe DRP.

2.21 Today’s Supply Officers are employed at sea as the leaders of ships’ logisticdepartments, and ashore in such varied domains as Class Logistic Offices, policy andtraining, acquisition and projects, as well as being Integrated Logistic Managers,financial managers and operational logisticians. This list is by no means exhaustive,and later chapters of this book will explore in detail the areas in which contemporarySupply Officers contribute to Navy’s capabilities and, by extension, the defence ofAustralia.

2.22 The Supply Specialisation cannot, however, remain complacent. The changingnature of technology and military operations will create a fluid, amorphousenvironment where traditional roles can quickly become outdated. In order to remainrelevant, the Supply Specialisation must be capable of adopting new responsibilitiesand, when necessary, new means of doing business. The aim of the Specialisationshould be to educate and train Supply Officers to be capable of assuming new roles asrequired by Navy.

2.23 An example of such a recently acquired responsibility is the Class LogisticOffice (CLO), which, while part of Support Command, is responsive to the ClassElement Manager in the relevant Force Element Group (FEG). Whilst previously thepurview of either Engineers or a select minority of Supply Officers, CLOs are nowassuming a position of particular importance in both the platform management ofRAN units and the career paths of Supply Officers, as are FEGs. Service in CLOsrequires Supply Officers to gain expertise in contract management, spares assessingand allowances, industrial relations, project management, configuration managementand operational logistics. Junior Supply Officers are now receiving training in thesefields via the SO2003 Training Continuum, whilst more senior Supply Officers arefinding that service in such areas is the expected norm post-SO2003. Indeed, SupplyOfficers can now be expected to fill senior roles in the FEGs themselves, and allpersonnel can aspire to leadership positions in these operationally criticalorganisations. Educating all Supply personnel in modern business and logistic

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methodologies, as well as maintaining base Supply skills and operational knowledge,will ensure that the profession is in a position to provide effective support to theachievement of Navy’s corporate aims.

Conclusion

2.24 There will always be a requirement for Supply Officers to serve in seagoingroles, if only to manage logistic services, lead Supply personnel who perform thesetasks and oversee the material, administrative and supply readiness of the ship. Theprovision of services and logistic support, both at sea and ashore, to operational unitsshould be the professional aim of every Supply Officer. By anticipating the future andtaking the necessary steps to educate and train personnel to adapt to new challenges,the specialisation will be in the best position to maintain an active and essential role inthe RAN.

THE SUPPLY OFFICER TODAY

CHAPTER 3

THE SUPPLY OFFICER TODAY

ROLES AND FUNCTIONS OF THE SUPPLY OFFICER

Introduction

3.1 The Supply Officer of today fills a critical niche in the RAN. Without soundlogistic judgment, expertise or support, military operations would be either impractical orunfeasible. RAN Supply Officers provide that logistic support, as well as serving inoperational units throughout the Australian Defence Force.

3.2. As such, the primary role of Supply Officers, in their junior years at least, is theprovision of effective logistic support to operational units. Sea service is therefore theraison d’etre of all personnel. All members of the Supply Profession have a coreobligation to serve at sea or provide operational area/level support for deployed units.Without this obligation, there is no rationale against the civilianisation of the majority ofSupply positions ashore. At later phases of their careers, Supply Officers are alsoinvolved in diverse – yet crucial – fields such as class logistic management andsustainment, operational logistic planning, policy formulation, preparedness andcapability assessment, FEG management and training.

3.3 This chapter will explore the roles undertaken by Supply Officers in the SO2003environment and the associated billets available.

The Supply Officer at Sea

3.4 All Major Fleet Units (MFUs) have an incumbent Supply Officer (SO), who is theHead of the onboard Supply Department (HOD), and a Deputy Supply Officer (DSO). Inaccordance with the career progression outlined in the Supply Officers’ CareerProgression Policy (Chapter 4) Charge Supply Officers will normally hold the rank ofLCDR. This does not prevent, however, selected high performers being sent to sea forCharge as senior LEUTs. Limited billets are presently available for CMDRs at sea. AllDeputy Supply Officer positions at sea are LEUTs.

3.5 The SO at sea is primarily responsible for coordinating resources for readinessand providing for the sustainability of the ship. Seagoing Supply Departments providethe bulk of logistic support to operational units, and the SO, as head of that department,also analyses and advises the Command on resource implications of managementdecisions in the ship.

3.6 In addition to logistic responsibilities, the Supply Officer contributes to whole-ship operational evolutions in a significant manner. Management of flight deck andhelicopter control requirements remain the purview of the Supply Officer, in consultation

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with any embarked Flight Commander. More importantly, the Supply Officer at actionstations is employed as a roving damage control coordinator, in combination with theExecutive Officer, as well as being the NBC Protection Officer. A scalar listing of theduties of a Supply Officer at sea is at Annex A.

The Deputy Supply Officer at Sea

3.7 The DSO at sea contributes to the logistic support of the ship, whilstsimultaneously assisting the SO in the management of the Supply Department andgaining the necessary experience to undertake Supply Charge in a later posting. TheDSO also acts as Helicopter Control Officer, contributing to the operational capability ofthe ship in concert with the SO.

3.8 During their tenure as DSO, officers will be expected to complete acomprehensive competency log which deals with all aspects of sea charge. Thecompetency log is structured to enable completion during the officer’s tenure as DSO;protocols concerning non-completion of the log are contained in the Career ProgressionPolicy. The importance of the DSO phase cannot be over-emphasised. Successfulcompletion of the competency log and ensuing Supply Charge Board are pre-requisitesfor promotion to LCDR and for consideration for sea charge. DSOs who are notrecommended for charge, or fail the Charge Board, will be precluded from proceeding tothe sea charge phase of their careers. A scalar list of duties undertaken by a DSO at sea isat Annex B.

3.9 Due to the limited number of seagoing billets available, competition for DSO andSO positions will be high. Selection for the Supply Charge Qualifying Course will be onthe basis of performance, and consistent, demonstrated ability in all relevant areas ofSupply expertise. SU PQ sea billets are listed at Annex C.

Supply Operations Ashore

3.10 While the focus of a Supply Officer’s career remains qualifying for sea serviceand actually serving at sea, the majority of Supply Officers are employed ashore. Therole of Supply Officers ashore is to coordinate logistics support for operational forceelements and Fleet units at the strategic, operational and tactical levels of activity. TheSO2003 Report defined this role as including:

a. the provision of an interface between logistic systems and operational forces,

b. the coordination of operational logistic support for non-self accountingoperational units,

c. coordinating through-life logistic support of operational force elements,

d. planning operational logistics at strategic and operational levels, and

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e. providing logistic policy formulation and training.

3.11 The areas in which Supply Officers perform these functions can be bestsummarised under the following generic employment headings:

a. Operational logistics, supply operations and logistic planning,

b. Class Logistic Offices and in-service support, and

c. policy and staff headquarters.

Operational Logistics, Supply Operations & Logistic Planning

3.12 Operational logistics in the post-sea phases of an officer’s career centres on theprovision of expert Supply policy and planning for ADF actions at the Operational andStrategic levels of war. It is also concerned with tactical level support of Fleet units,either from a parent establishment or from a forward deployed support unit in Australiaor overseas. Suitable examples of employment in this field can be found in:

a. MHQ planning and logistics billets;

b. Force Element Groups (FEGs);

c. HQAST logistic planning positions; and

d. operational (Fleet) establishment Supply Officer roles, overseeing the provision ofSupply support to attached units and non-self accounting RAN vessels.

3.13 A sound operational background, and familiarity with the logistic requirements(and capabilities) of ADF units, is required to perform the above roles. Service inoperational planning positions will stand the incumbent in good stead for later postings toJoint and OPSPLANS areas, while completing a posting as Supply Officer of anoperational establishment will complement service in CLOs or MHQ logistic planningpositions. Service in a Fleet establishment will see Supply Officers engaged first andforemost in operational logistics; as alluded above, this entails supporting tender unitssuch as FCPBs, LCHs, MHCs, elements of COMAUSMINDIVFOR throughout Australiaand occasionally RAN or ADF units deployed overseas. Supply Officers may further berequired to deploy to forward areas of operations ashore in support of such units. AnnexD is a scalar listing of the duties of Supply Officers engaged in operational supportactivities ashore; the focus on support of force elements and provision of logisticexpertise is clearly evident.

3.14 MHQ and HQAST planning and logistics billets mainly see incumbents involvedin the conceptual formulation of structural procedures and requirements for ADFoperations. Familiarity with the Military Appreciation Process is key to all headquartersand logistics planning positions. Employment in these areas will normally first occur at

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the LCDR level, with some positions available for post DSO or (Q) qualified LEUTs.MHQ billets include all positions in Fleet Supply Group, which is responsible forensuring the operational logistic readiness of RAN units and the development andimplementation of operational logistic policy.

3.15 HQAST logistic jobs are primarily concerned with the preparation of logisticplans necessary to support ADF operations. Fields covered include transport anddistribution management, decision science, stores, equipment and manpowermanagement and the provision of support services at the tactical, operational andstrategic levels of war. Preparedness and capability assessment, and contributing tocontingency planning are also roles that Supply Officers in these billets can expect tofulfil.

3.16. FEGs can be described as the generators of naval combat power, drawing togethernecessary inputs – such as platforms, systems and personnel – to produce operationaloutputs. FEG managers can be accountable for all whole of life and whole of capabilityissues across an entire platform, and are thus critical to the delivery of operationaleffectiveness and combat capability. Supply Officers with the appropriate mix ofoperational logistics experience, sea service and headquarters and planning exposurecould and should aspire to senior positions within FEGs, typically in the Command &Management and Higher Management Phases (see Chapter 5).

3.17 Higher level logistic planning is, additionally, the purview of several SupportCommand positions, particularly those in the J3/J5 organisation, and billets in NationalSupport Division in ADFHQ. Opportunities to serve in the latter will not normallybecome available until the Command & Management Phase (see Chapter 4).

Class Logistic Offices & In-service Support

3.18 Class Logistic Offices (CLOs) were initially created for the purpose of providingeffective parent navy support to the COLLINS and ANZAC classes. CLOs have sinceevolved into the most suitable organisations to manage class sustainment across theRAN’s inventory. CLOs are within the purview of Support Command-Navy, but are alsoresponsive to the Class Element Manager in the relevant FEG. Presently, CLOs overseeconfiguration management, maintenance, material support and even training for:

a. the Mine Warfare Force,

b. FFGs

c. Patrol Boats,

d. the Amphibious Force,

e. Afloat Support,

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f. ANZACs,

g. COLLINS Class SSs,

h. Hydrographic Ships, and

i. Inshore and Naval Communications.

3.19 In accordance with the dictums of SO2003, operational logistics and directsupport of Fleet units are to be the main areas in which Supply Officers should beemployed. Service in CLOs is a logical manifestation of this doctrine, and an appropriateconsolidation of earlier duties in logistic support roles.

3.20 Two prerequisites are required to serve in a CLO or aspire to Class LogisticManager positions - professional experience and relevant education. Professionalexperience can be gained in any platform support position, service in an AcquisitionOrganisation Project in an ILS role and, obviously, undertaking employment in a CLO atthe LEUT/junior LCDR level. In short, any billet which exposes the incumbent to theprocesses and procedures of contract management, configuration management, storessupport, finance and contracting and, most importantly, ILS, will be an excellent steppingstone to senior CLO positions. For that reason, service in Acquisition Program billets,Projects and attendance on ILS courses should not be discounted. Relevant educationwill be dealt with in Chapter 7.

3.21 Ideally, Supply Officers who wish to specialise in Class Logistics will seek CLOor (ILS) employment as LEUTs in the fields of materiel support, finance, contracting andproject management. This should then prepare the officer for later service as a LCDR orCMDR in ILS management and in-service support or as a Class Logistics Manager.

Policy & Staff Headquarters’ Roles

3.22 Officers in the latter stages of their Charge Phase, and those in the Command &Management and Higher Management Phases (see Chapter 5), will be expected to servein policy or headquarters positions. In order to develop the ability to contribute to higherlevel Defence management, Supply Officers at the senior CMDR level at least willrequire an appropriate mix of both joint and single service policy experience.

3.23 Policy employment, which includes preparedness and capability assessment, isfound in organisations such as DSUP-N, JLSA and Naval Headquarters. Normally, thiswould not occur until the LCDR or CMDR level. As with employment in other fields,however, there are exceptions, and scope exists for senior LEUTs to gain policyexperience. Policy itself is a generic term, encompassing the following fields:

a. Supply training, career development and practices (as in DSUP-N, SHF);

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b. Supply and logistic support processes determination and guidance (DSUP-N,MHQ, NHQ); and

c. Fleet and ADF level capability/preparedness assessment and operational doctrine(MHQ, NHQ, ADFHQ);

Operational & Functional Employment

3.24 The above streams can be further designated as either Operational or Functionalemployment. Supply Officers are required to either operate and support the force inbeing, or participate in the management of both the RAN and ADF. Employment whichrelates to operating, supporting and sustaining force elements can be described asOperational, while the Functional Area involves the corporate administration,development and management of the Navy, ADF and Department of Defence.

3.25 Operational employment utilises the training and experience gained in the initialphases of an officer’s career, with a Primary Qualification being awarded to eitheroperate or support and sustain the force-in-being. For Supply Officers, Operationalemployment will require them to complete the various stages of the Supply Officers’Application Course, serve at sea as DSO or SO and to serve ashore in direct support ofoperational units, such as operational logistics, supply operations and logistic planning,class logistic offices and in-service support.

3.26 Officers who master the operational level skills of the Supply Profession will beexpected to serve in the Functional Area. In addition to being integral to the operationand support of operational units, Supply Officers are particularly suited to FunctionalArea service. The staff and managerial skills acquired by Supply Officers during theirOperational service also lend themselves to Functional Area employment, and all SupplyOfficers will be involved in policy formulation at relatively early stages of their careerscompared to other PQs. As such, Supply Officers have a major contribution to theoverall management and functioning of the Navy, along with their core operationalimportance.

The Supply Manager’s List

3.27 This chapter has briefly introduced the generic areas in which Supply Officers areemployed. The Supply Manager’s List, published annually, lists all billets allocated tothe Supply PQ, and should be used in the first instance to identify specific/individual jobsperformed by Supply Officers. The Supply Manager’s List is mailed to all SupplyOfficers in January/February of each year.

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FUTURE ROLES OF THE SUPPLY PROFESSION

Changing Times

3.28 The Supply Category Review (SCR) and the Defence Reform Program (DRP)critically examined the nature of the support provided by the Supply Specialisation. As aresult, the Supply Specialisation has become leaner and much more operationallyfocussed. The functions undertaken by the Supply Officer of today are vital to theoperational viability of the Navy and the ADF. The importance of the Supply Officer tothe RAN is expected to continue; the nature of Supply Officer roles can be expected tochange, however, as operational requirements (such as new platforms or revisedoperational procedures) and corporate demands dictate.

3.29 Supply Officers must therefore remain prepared to embrace change, and seek toequip themselves for change through a continual process of self-education andprofessional improvement. Keeping pace with technology, and its impact on traditionalSupply functions, is of paramount importance if officers are to remain relevant to theworkplace. The Revolution in Military Affairs has exponentially increased the amount ofinformation available to military and logistics planners in real time; this revolution willnot be limited to information technology and communications. Society as a whole hasentered an “Information Age” and is becoming knowledge based, with higher educationparamount. Increased automation and data processing should be used by Supply Officersto improve work place gains and efficiencies.

3.30 Supply Officers must strive to remain operationally focussed and relevant.Ensuring effective logistic support and sustaining the Fleet and other ADF elements mustremain the core role of Supply Officers, alongside contributing to the higher managementprocesses of the ADF.

Conclusion

3.31 The Supply Officer of today is employed in a variety of fundamentally importantroles. Supply Officers serve at sea as an integral part of RAN units’ operational viability.Ashore, Supply Officers can be found providing logistic support to RAN and ADFoperational force elements, overseeing in-service support and class logistics managementand in determining the Supply policies, procedures and standards necessary for the RANto fight and win at sea.

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3.32 Supply Officers are also members of the profession of arms, and are regarded andtreated as professionals of the highest calibre. Commensurate with that professionalism,Supply Officers are prepared to undertake the necessary training and education to remainabreast of developments in all areas of professional concern, and to embrace change as ameans of improving operational and corporate effectiveness when necessary.

Annexes:A. The Roles of a Supply Officer at Sea (Scalar Diagram)B. The Roles of a Deputy Supply Officer at Sea (Scalar Diagram)C. Sea Billets for Officers of the RAN Supply SpecialisationD. Duties of a Supply Officer in an Operational Support Role Ashore (Scalar

Diagram)

ANNEX A TOCHAPTER 3

THE ROLES OF A SUPPLY OFFICER AT SEA(Scalar Diagram)

1. DEPARTMENTAL MANAGEMENT

1.1 Perform the duties of Head of Department (HOD).

1.1.1 Manage the supply sub-departments.1.1.1.1 Advise HOD’s as required on supply related matters.1.1.1.2 Advise supply sub-department managers on supply department related matters.1.1.1.3 Act as Divisional Officer to supply department senior sailors.1.1.1.4 Prepare department for handover of Supply Officer.1.1.1.5 Prepare department for external audit activities (annual inspection, Operational

Readiness Evaluation, Pre Work-up Training).1.1.1.6 Report supply endurance to Commanding Officer.

1.1.2 Provide support to and liaise with other HOD’s.1.1.2.1 Interpret ship’s operating and maintenance cycle.1.1.2.2 Assess constraints/requirements of various standard operational exercises.

1.1.3 Provide advice to Commanding Officer on Supply matters.

1.2 Oversee training/accreditation of supply department personnel.

1.2.1 Oversee/sign task books.1.2.2 Oversee professional development requirements.1.2.3 Manage Competency Logs.1.2.4 Assess Competency Logs.

1.3 Act as mentor to DSO and Supply Officer trainees.

2. LOGISTIC PLANNING 2.1. Manage the Ship’s Logistic Planning Process. 2.1.1. Manage Logistics arrangements for deployment. 2.1.1.1. Manage sub departments deployment preparation and activity. 2.1.1.2. Coordinate LOGREQ and Port Visit Report. 2.1.1.3. Coordinate all port visits and oversee Visit Liaison Officer duties. 2.1.1.4. Manage ship’s motor transport resources. 2.1.1.5. Co-ordinate mail services 2.1.2. Manage and Oversee Logistics arrangements for WORKUP / ORE. 2.1.2.1 Manage sub departments for WORKUP / ORE preparation and activity. 2.1.3. Manage and Oversee Logistics arrangements for maintenance activities 2.1.3.1. Manage sub departments refit preparation activity. 2.1.3.2. Determine scope of work and impact on supply services 2.1.3.3. Provide input to primary and supplementary SRA work packages. 2.1.3.4. Manage ship’s motor transport resources. 2.1.4. Manage and Oversee Logistics arrangements for Normal Running. 2.1.4.1 Manage sub departments for Normal Running. 2.1.4.2 Manage ship’s motor transport resources. 2.1.5 Liaise with ships in company/AOR 2.2 Oversee storing/destoring and replenishment activities. 2.2.1 Plan replenishment schedules. 2.2.1.1. Check special loading instructions: 2.2.1.2. Liaise with Port authority on crane, safety and AOR operating procedures. 2.2.1.3. Check status of stores demanded from supplier. 2.2.1.4. Check ship’s programme and other departments activities. 2.2.2. Oversee store/replenish ship. 2.2.2.1. Monitor the receipt of provisions and other stores. 2.2.2.2. Randomly examine and check stores for quality and quantity. 2.2.2.3. Monitor the notation of discrepancies and reporting of inferior provisions. 2.2.2.4. Negotiate with civilian suppliers. 2.2.3. Oversee storage of hazardous (MSDS) materiel. 2.2.3.1. Monitor correct stowage of hazardous material.

3A-23. MATERIEL MANAGEMENT

3.1 Manage the procurement, distribution and storage of naval stores.

3.1.1 Oversee the demand of stores to maintain inventory, repair equipment and for deployment.3.1.1.1 Determine stock requirements.3.1.1.2 Determine current demands.3.1.1.3 Anticipate demand requirements based on ship’s programme.3.1.1.4 Approve signal demands/walk through demands for URDEF and other urgent requirements.

3.1.2 Monitor outstanding stores demands.3.1.2.1 Manage CLOR/MOF/DIHR.3.1.2.2 Initiate hastening action.3.1.2.3 Monitor departmental demands eg. CUDO.3.1.2.4 Liaise with SC-N for deployment requirements.

3.1.3 Monitor the negotiation supply dates and methods (external).3.1.3.1 Check special loading eg. Port authority, cranes and safety.3.1.3.2 Check the status of stores demanded from supplier eg. method, store type,

location and security.3.1.3.3 Check the ship’s programme and other departments activities.

3.1.4 Monitor stores purchases.3.1.4.1 Control local purchase demands.3.1.4.2 Authorise the payment of local purchase claims.3.1.4.3 Control Stores Demands for stock held onboard and not held onboard.3.1.4.4 Monitor status of priority demands.3.1.4.5 Schedule periodic replenishment of Naval Stores.3.1.4.6 Monitor staff action on Electronic Data Processing (EDP) rejects and supply status

procedures.3.1.4.7 Authorise provisions and general stores demanded.

3.1.5 Oversee contractor/supplier selection.

3.1.6 Manage the distribution of naval stores.

3.1.7 Monitor the planning for the stowage of stores (internal).

3.1.8 Oversee storing of the ship.3.1.8.1 Monitor the receipt of stores (including local purchase).3.1.8.2 Randomly examine and check stores for adequacy of packaging and content.3.1.8.3 Monitor the notation of discrepancies.

3.1.9 Initiate and manage MATCONOFF and CASMAT routines and actions.

3.2. Manage the issue and accounting of naval stores.

3.2.1 Monitor stores accounting.3.2.1.1 Direct sub-department manager to authorise issue/return of stores.3.2.1.2 Assist CO to authorise personnel to receive public monies for sale of repayment

clothing.3.2.1.3 Randomly conduct and record periodic checks of ledger entries.3.2.1.4 Delegate appropriate responsibility to senior sailor in charge.

3.2.2 Analyse allowance/demand trends and identify critical items.

3.2.3 Oversee the control of stores held outside of storerooms.3.2.3.1 Schedule AIU musters.

3.3 Manage the maintenance of configuration and allowance documentation.

3.3.1 Monitor applications to adjust allowances.3.3.1.1 Monitor the identification of store allowances to be adjusted.3.3.1.2 Approve appropriate documentation.3.3.1.3 Follow up as necessary keeping appropriate HOD informed.3.3.1.4 Ensure configuration changes onboard ship are reported for allowance purposes.

3.3.2 Monitor the implementation of allowance adjustments.

3.3.3 Initiate and manage configuration validation process.

3.4 Manage and report on stocktaking.

3 4 1 Ensure stock musters are carried out

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3.4.2 Ensure report of stocktake form raised.3.4.2.1 Initiate discrepancy investigation.3.4.2.2 Report discrepancy.3.4.2.3 Initiate write off approval.

3.5 Manage stores expenditure.

3.5.1 Implement budget procedure.3.5.1.1 Estimate discretional requirements.3.5.1.2 Bid for amount.3.5.1.3 Report on and review budget.

3.5.2 Check and authorise claims for suppliers payment.

3.6 Manage stock and storing procedures.

3.6.1 Conduct storage inspections of all storerooms.

3.6.2 Monitor store maintenance routines.

3.6.3 Examine stocks held in ready use centres at quarterly intervals to review the range and quantity of stocks held.

3.6.4 Carry out inspections of store rooms and fridges.3.6.4.1 Ensure store/cool/coldroom/fridge procedures are correct.3.6.4.2 Ensure safe food loading practices.3.6.4.3 Ensure temperature log is maintained for all store/cold/coolroom and fridges.3.6.4.4 Ensure perishable foods are stowed appropriately.3.6.4.5 Ensure stowage arrangements are appropriate for rough seas and action states.

3.6.5 Plan maintenance of fridges around storing requirements.

3.6.6 Oversee receipt and storage of hazardous (MSDS) materiel.3.6.6.1 Monitor the receipt of MSDS.3.6.6.2 Oversee maintenance of MSDS register.3.6.6.3 Oversee correct stowage and issue of hazardous material.

3.6.7 Oversee the planning of stores stowage (internal).3.6.7.1 Check special loading instructions.3.6.7.2 Check status of stores demanded from supplier.3.6.7.3 Check ship’s programme and other departments activities.

3.6.8 Oversee Store/replenish ship.3.6.8.1 Monitor the receipt of provisions and other stores.3.6.8.2 Randomly examine and check stores for quality and quantity.3.6.8.3 Monitor the notation of discrepancies and reporting of inferior provisions.3.6.8.4 Negotiate with civilian suppliers.

3.7 Authorise stores survey and loss.

3.7.1 Process accounting for losses.

3.7.2 Monitor the survey of stores.

3.8 Manage and Oversee the Procurement, distribution and accounting for catering stores.

3.8.1 Oversee the demand of stores to maintain endurance levels.3.8.1.1 Determine stock requirements.3.8.1.2 Anticipate demand requirements.3.8.1.3 Determine appropriate source.3.8.1.4 Review stocks of loan/repayment clothing six monthly and prior to deployment.

3.8.2 Monitor the accounting of catering stores.3.8.2.1 Direct sub department manager to issue/return of stores.3.8.2.2 Authorise personnel to receive public monies from sale of repayment clothing .3.8.2.3 Randomly conduct and record periodic checks of ledger entries.

4. FINANCIAL MANAGEMENT (PUBLIC FUNDS)

4.1 Oversee pay operations.

4.1.1 Monitor and make NAVPAY checks.

4.2 Manage the cash account.

3A-44.2.2 Monitor verification of bulk cash delivery.

4.2.3 Oversee cash payments.4.2.3.1 Determine and implement finance regulations to ensure payments are made.4.2.3.2 Make payment by cheque.4.2.3.3 Make payment by cash.4.2.3.4 Make payment by direct credit to bank account.4.2.3.5 Check register of accounts to ensure expediency of payment.4.2.3.6 Implement general payment procedures.4.2.3.7 Record payments in DEFMIS.

4.2.4 Oversee calculations of personnel allowances.

4.2.5 Maintain accounting records.4.2.5.1 Direct closure of accounts monthly.4.2.5.2 Supervise monthly cash and account balance.4.2.5.3 Ensure verification of public monies.

4.2.6 Certify accounts in accordance with audit act and finance regulations.

4.3 Manage the provision of foreign currency for personal and official use.

4.3.1 Oversee the calculation of requirements for each port for official and private use.4.3.1.1 Determine method (Agency or Cash delivery) for SO to change.4.3.1.2 Make appropriate arrangements with High Commission/Embassy and head bank

branch.4.3.1.3 Arrange for funds transfer to High Commission/ Embassy.

4.3.2 Oversee the conduct money change.4.3.2.1 Make arrangements for exchange prior to ship’s arrival.4.3.2.2 Receive official exchange rate and determine onboard exchange rate.4.3.2.3 Take cash on charge.4.3.2.4 Buy back Australian currency from Agent.4.3.2.5 Complete accounting records/reports.

4.4 Manage and Oversee the budget estimate and manage financial allocation process

4.4.1 Generate budget estimates report.4.4.1.1 Review histories of department obligations.4.4.1.2 Call for draft estimates.4.4.1.3 Vet and adjust estimate with justifications for variations to current financial year.4.4.1.4 Collate estimate to Program Management Budgeting (PMB) structure.4.4.1.5 Submit estimates to component managers.4.4.1.6 Identify and cost resources utilising FAS.4.4.1.7 Develop commitment phasings from business plan.

4.4.2 Receive allocations from PMB component manager.

4.4.3 Monitor allocation of funds to meet department requirements.4.4.3.1 Determine vote distribution (monies).4.4.3.2 Advise departments of monies available and constraints.4.4.3.3 Monitor departmental expenditure.

4.4.4 Oversee expenditure of allocated funds.4.4.4.1 Monitor register of accounts.4.4.4.2 Monitor cost capture activities.4.4.4.3 Monitor commitment of allocated funds at source.

4.4.5 Oversee preparation of claims for payment to traders.4.4.5.1 Oversee register of accounts.4.4.5.2 Check expediency of payments.4.4.5.3 Make payment by credit card.

5. FINANCIAL MANAGEMENT (SERVICE FUNDS)

5.1 Manage the business of the ship’s canteen.

5.1.1 Oversee canteen sales management.5.1.1.1 Define canteen staff duties.5.1.1.2 Determine canteen requirements.

5.1.1.3 Approve canteen requirements.5.1.1.4 Provide on the job training.

3A-55.1.3 Establish and monitor business activities.

5.1.3.1 Prepare a business plan5.1.3.2 Determine budget for deployment5.1.3.3 Ensure safe money handling practices.5.1.3.4 Set stock pricing guidelines and marketing procedures.5.1.3.5 Arrange and calculate employee entitlements.5.1.3.6 Calculate and remit mandatory payments to external authorities.5.1.3.7 Oversee audit and stocktake procedures.

5.1.4 Maintain accounting records.5.1.4.1 Verify cash and bank balances monthly.5.1.4.2 Close books off for auditing as required.5.1.4.3 Raise necessary trading performance reports.

5.2 Oversee the management of Service Funds.

5.2.1 Advise Commanding Officer on all non-public funds matters.5.2.1.1 Examine audit reports and advise on fund performance.

5.2.2 Provide advice to all Service funds as required.5.2.2.1 Advise supervising officers of duties.5.2.2.2 Provide advice to trading funds on business management5.2.2.3 Act as financial adviser to Wardroom Mess committee.

6. CATERING SUPPORT

6.1 Monitor and report on catering allowances and finances.

6.1.1 Monitor catering allowances and finances.6.1.1.1 Apply for extra catering allowance for deployment.6.1.1.2 Maintain and account for catering allowances and finances.

6.1.2 Monitor entertainment allowance and expenditure.6.1.2.1 Ensure official cocktail parties and Commanding Officer’s meals are properly

accounted.6.1.2.2 Raise and dispatch reports.

6.1.3 Monitor food services finances.6.1.3.1 Oversee menu planning.6.1.3.2 Check costing of menus.

6.2 Authorise menu content.

6.2.1 Determine financial situation.6.2.2 Determine ship’s program.6.2.3 Determine stock on hand.6.2.4 Determine menu preferences of ship’s company.

6.3 Oversee food services management.

6.3.1 Check standard of food preparation and service.6.3.1.1 Enforce correct handling practices.6.3.1.2 Ensure waste levels are not excessive.6.3.1.3 Check quality, quantity and flavour of meals.6.3.1.4 Ensure waste is disposed of correctly.

6.3.2 Monitor safety and hygiene standards.6.3.2.1 Enforce correct hygiene practices.

6.4 Monitor hygiene standards in food preparation / storage / eating areas.

6.4.1 Ensure galley, scullery and storeroom hygiene.

6.4.2 Implement pest control procedures.6.4.3 Conduct management checks on food preparation and cleaning routines.

6.5 Monitor safety practices and serviceability of food service equipment.

6.5.1 Ensure safe operation of galley machinery and equipment.6.5.2. Monitor the operation of fridges and freezers and ensure planned maintenance is conducted.

6.6 Enforce food management practices.

6.6.1 Monitor the preparation and presentation of menus.6.6.2 Investigate food and/or Steward service complaints.6.6.3 Monitor continuation training programs for Cooks and / or Stewards.6.6.4 Monitor recycling of food and reduction of wastage.6.6.5 Implement defence/state one routines

3A-6

7.1 Manage Hotel Services.

7.1.1 Manage galley, pantry, cafes and sickbay.7.1.2 Oversee the ship’s laundry services.7.1.3 Monitor the operation of CO’s mess and professional standard of personal staff.7.1.4 Oversee Steward services.7.1.5 Oversee hygiene/serviceability/habitability/cleanliness/maintenance/routines of Wardroom

and Messdecks.

8. PERSONNEL SUPPORT

8.1 Oversee personnel office operation.

8.1.1 Monitor personnel related matters.8.1.1.1 Officer/sailor performance appraisals.8.1.1.2 Honours and awards.8.1.1.3 Requestmen.8.1.1.4 Electronic Data Processing (EDP) proceedings.

8.1.2 Approve removals.

8.2 Manage Officers’ reporting system input.

8.2.1 Determine requirement.8.2.2 Validate text to score, reporting history and RAN standards.

8.3 Oversee personnel movements and travel.

8.3.1 Oversee travel co-ordination arrangements8.3.2 Oversee bookings8.3.3 Oversee calculation of leave travel entitlements8.3.4 Oversee compilation of airline travel return and reports.

9. SUPPLY INFORMATION SYSTEMS

9.1 Manage Supply Information Systems. 9.1.1 Ensure appropriate management reports are produced and actioned. 9.1.2 Ensure back-up of data and data transfer are carried out. 9.1.3 Ensure personnel are trained in hardware and software operation.

9.1.4 Ensure correct maintenance / malfunction procedures are carried out.9.1.5 Ensure rendition of logistic system problem reports.

10. MEDICAL MANAGEMENT 10.1 Manage afloat medical support in the absence of a Medical officer. 10.1.1 Manage medical routines and administration. 10.1.1.1 Monitor onboard first aid training and SMET composition. 10.1.1.2 Monitor medical returns and reports. 10.1.1.3 Manage ship’s medical preparedness for sea. 10.1.1.4 Monitor currency of medical staff skills.

11. WHOLE SHIP DUTIES

11.1 Perform the duties of Helicopter/Vertrep Control Officer.11.1.1 Reference HCO Scalar Diagram.

11.2 Perform the duties of Action NBCD Officer.11.2.1 Reference NBCD Protection Officer Scalar Diagram.

ANNEX B TOCHAPTER 3

THE ROLES OF A DEPUTY SUPPLY OFFICER AT SEA(Scalar Diagram)

1. Departmental Management

1.1. Perform the duties of Deputy Head of Department (HOD).

1.1.1. Assist with management of supply sub-departments.1.1.1.1. Advise HOD’s as required on supply related matters.1.1.1.2. Advise supply sub-department managers as required on supply department related

matters.1.1.1.3. Act as Divisional Officer to supply department sailors.1.1.1.4. Prepare department for handover of Supply Officer.1.1.1.5. Prepare department for annual inspection, PWT, Operational Readiness Evaluation

and other external audit activities.1.1.1.6. Report supply endurance to Supply Officer on form SA124.1.1.1.7. Provide support to, and liaise with the Head of Department.

1.1.1.7.1. Oversee sub departments activity.1.1.1.7.2. Monitor sub departments performance.

1.1.2. Provide support to and liaise with other Deputy HOD’s.

1.1.2.1. Interpret ship’s operating and maintenance cycle.1.1.2.2. Assess constraints/ requirements of various standard operational exercises.

1.1.3. Provide professional advise to Supply Officer concerning supply matters.

1.1.4. Oversee on job training of supply department personnel.

1.1.4.1. Oversee/sign junior sailors task books and competency logs.1.1.4.2. Oversee professional development and training of junior supply officers.1.1.4.3. Oversee professional development of senior supply sailors.

1.1.5. Act as Supply Officer /HOD when required.

2. Logistic Planning 2.1. Provide input into Ship’s Logistic Planning Process.

2.1.1. Coordinate Logistics arrangements for deployment.2.1.1.1. Oversee sub departments deployment preparation and activity.2.1.1.2. Coordinate LOGREQ2.1.1.3. Coordinate all port visits and oversee Visit Liaison Officer duties .2.1.1.4. Mange ship’s motor transport resources.2.1.1.5. Coordinate mail processes.

2.1.2. Coordinate Logistics arrangements for WORKUP / ORE.2.1.2.1. Oversee sub departments for WORKUP / ORE preparation and activity.2.1.2.2. Coordinate mail processes.

2.1.3. Coordinate Logistics arrangements for refit.2.1.3.1. Oversee sub departments refit preparation activity.2.1.3.2. Provide input to primary and supplementary SRA work packages.2.1.3.3. Determine and seek funding for alternative accommodation and feeding arrangements.2.1.3.4. Manage ship’s motor transport resources.2.1.3.5. Coordinate mail processes.

2.1.4. Coordinate Logistics arrangements for Normal Running.2.1.4.1. Oversee sub departments for Normal Running.2.1.4.2. Manage ship’s motor transport resources.2.1.4.3. Coordinate all port visits and oversee Visit Liaison Officer duties.2.1.4.4. Coordinate mail processes.

2.2. Coordinate storing/destoring and replenishment activities2.2.1. Plan replenishment schedules.

2.2.1.1. Check special loading instructions:a) Liaise with Port authority,b) Cranes,c) Safety, and,d) AOR operating procedures.

2.2.1.2. Check status of stores demanded from supplier.2.2.1.3. Check ship’s programme and other departments activities.

2.2.2. Store/replenish ship.2.2.2.1. Monitor the receipt of provisions and other stores.2.2.2.2. Randomly examine and check stores for quality and quantity.2 2 2 3 M it th t ti f di i d ti f i f i i i

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2.2.2.4. Negotiate with civilian suppliers.

2.2.3. Monitor receipt of hazardous material2.2.3.1. Ensure MSDS received.2.2.3.2. Ensure MSDS register maintained.

3. Materiel Management

3.1. Coordinate the procurement, distribution and accounting of Naval Stores.

3.1.1. Oversee the demand of stores to maintain inventory, repair equipment and for deployment.3.1.1.1. Determine stock requirements.3.1.1.2. Determine current demands.3.1.1.3. Anticipate demand requirements based on ship’s programme.3.1.1.4. Approve signal demands/walk through demands for URDEF and other urgent

requirements.

3.1.2. Monitor outstanding stores demands.3.1.2.1. Manage CLOR/MOF/DIHR.3.1.2.2. Initiate hastening action.3.1.2.3. Monitor departmental demands.3.1.2.4. Liaise with SC-N for deployment requirements.

3.1.3. Monitor the negotiation supply dates and methods (external).

3.1.3.1. Check the status of stores demanded from supplier.

3.1.4. Oversee contractor/supplier selection.

3.1.5. Authorise and monitor local purchase (including petty cash).

3.1.6. Check and authorise claims for suppliers payment. 3.1.7. Coordinate MATCONOFF and CASMAT routines.

3.2. Oversee the Maintenance of Allowance Documentation of Naval Stores.

3.2.1. Monitor applications to adjust allowances.3.2.1.1. Monitor the identification of store allowances to be adjusted.3.2.1.2. Approve appropriate documentation.3.2.1.3. Follow up as necessary keeping appropriate HOD informed.3.2.1.4. Ensure configuration changes onboard ship are reported for allowance purposes.3.2.1.5. Liaise with Class Logistic Office.

3.2.2. Monitor configuration changes and allowance adjustments.

3.3. Monitor and Report on Stocktaking.

3.3.1. Ensure stock musters are conducted.3.3.1.1. Determine cyclic stocktaking requirements.3.3.1.2. Ensure verified musters are entered in the ledgers.3.3.1.3. Conduct random stocktakes and report on stocktaking procedures carried out.

3.3.2. Ensure report of stocktake form raised.

3.3.2.1. Initiate discrepancy investigation.3.3.2.2. Report discrepancy.3.3.2.3. Initiate write off approval.

3.4. Coordinate the Procurement, Distribution and Accounting of Catering Stores.

3.4.1. Demand stores to maintain endurance levels.3.4.1.1. Determine stock requirements.3.4.1.2. Anticipate demand requirements.3.4.1.3. Determine appropriate source.3.4.1.4. Review stocks of loan/repayment clothing six monthly and prior to deployment.

3.4.2. Monitor the accounting of catering stores.

3.4.2.1. Direct sub-department manager to authorise issue/return of stores.3.4.2.2. Randomly conduct and record periodic checks of ledger entries.3.4.2.3. Delegate appropriate responsibility to relevant personnel.

3.5. Oversee Stowage Procedures.

3.5.1. Conduct storage inspections of all storerooms.3.5.1.1. Monitor storeroom maintenance routines.3.5.1.2. Examine stocks held in ready use centres at quarterly intervals to review the range

and quantity of stocks held.3.5.1.3. Ensure stowage arrangements are appropriate for rough seas and action states.

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3.5.2. Carry out inspections of provisions store rooms and fridges.3.5.2.1. Ensure store/cool/coldroom/fridge procedures are correct.3.5.2.2. Ensure safe food loading practices.3.5.2.3. Ensure temperature log is maintained for all store/cold/coolroom and fridges.3.5.2.4. Ensure perishable foods are stowed appropriately.3.5.2.5. Ensure stowage arrangements are appropriate for rough seas and action states.3.5.2.6. Plan maintenance of fridges around storing requirements.

3.6. Coordinate Stores Survey and Loss.

3.6.1. Process accounting for losses.

3.6.2. Monitor the survey of stores. 4. Financial Management (Public Funds)

4.1. Operate and Supervise Accounts Payable and Pay Section.

4.1.1. Authorise and pay accounts including:a) Petty expenses;b) Postage stamps/franking machine;c) Repayment of Messing Accountsd) Provisions; and,e) Stores.

4.1.2. Authorise and pay personnel entitlements including;a) Casual Payments,b) Advances,c) Remittances,d) Allowances, ande) Overseas allowances.

4.1.3. Initiate procedures to pay for charges for supplies/services from other Navies. 4.1.4. Record expenditures from CO’s Fund. 4.1.5. Oversee pay operations.

4.1.5.1. Check personnel pay documentation including discharge documentation.4.1.5.2. Check and sign pay certificates.4.1.5.3. Check SPDE reports.

4.1.6. Supervise the maintenance of the Register of Accounts. 4.1.7. Oversee preparation of claims for payment to traders

4.1.7.1. Oversee register of accounts4.1.7.2. Check expediency of payments4.1.7.3. Supervise payments by credit card.

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4.2. Operate the Cash Account.

4.2.1. Operate, balance and compile monthly Cash Account for the Supply Officer’s (SO) signature. 4.2.2. Collect monies and account for:

a) Meal tickets,b) Coin operated telephones,c) Repayment Messing,d) Repayment clothing,e) Remittances, and

4.2.3. Examine and incorporate sub-advances including a contingent account into the Cash Account. 4.2.4. Operate an official bank account within the Cash Account.

4.2.5. Demand cash in accordance with finance regulations

4.2.5.1. Calculate cash requirements4.2.5.2. Buy and issue stamps for use by Ship’s Company

4.2.6. Verify bulk cash delivery 4.2.7. Report losses, deficiencies and surpluses of public monies. 4.2.8. Oversee/ make payments

4.2.8.1. Determine and implement finance regulations to ensure payments are made efficiently andeffectively

4.2.8.2. Check register of accounts to ensure expediency of payment4.2.8.3. Implement general payment procedures4.2.8.4. Provide cheque encashment facility4.2.8.5. Oversee calculations of personnel allowances

4.2.9. Maintain accounting records4.2.9.1. Close accounts monthly4.2.9.2. Conduct weekly and monthly cash balances

4.2.10. Report cash requirements and cash balance at the end of the financial year. 4.2.11. Prepare for internal/Commonwealth audits. 4.2.12. Certify accounts in accordance with audit act and finance regulations.

4.2.13. Authorise/oversee operation of contingent account for sub accountants

4.3. Arrange for provision of Foreign Currency for personal and official use.

4.3.1. Calculate requirements for each port for official and private use4.3.1.1. Determine method Foreign Currency supply

a) Agency, orb) Cash delivery for SO to change.

4.3.1.2. Make appropriate arrangements with High Commission/Embassy and head bankbranch (if bank agency change)

4.3.1.3. Arrange for funds transfer to High Commission/ Embassy

4.3.2. Conduct money change.4.3.2.1. Make arrangements for exchange prior to ship’s arrival.4.3.2.2. Receive official exchange rate beforehand if applicable and determine onboard

rate of exchange.4.3.2.3. Take cash on charge.4.3.2.4. Buy back Australian currency from Agent.4.3.2.5. Complete accounting records/reports.

4.4. Interpret regulations pertaining to personnel allowances.

4.4.1. Locate, research and interpret regulations on payment and entitlement criteria for allowances.

4.5. Prepare budget estimates and manage financial allocations4.5.1. Generate budget estimates report

4.5.1.1. Review departmental historical expenditure4.5.1.2. Call for draft estimates4.5.1.3. Vet and adjust estimate with justifications for variations to current financial year4.5.1.4. Collate estimates through Program Management Budgeting (PMB) structure4.5.1.5. Submit estimates to component managers

4.5.2. Receive allocations from PMB component manager 4.5.3. Allocate funds to department requirements

4 5 3 1 Determine vote distribution (monies)

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4.5.3.2. Advise departments of monies available and constraints4.5.3.3. Monitor departmental expenditure

4.5.4. Monitor expenditure of allocated funds4.5.4.1. Oversee cost capture activities

4.5.5. Report achievements against financial plan4.5.5.1. Ensure commitment and expenditure complies with activity / financial plan.4.5.5.2. Prepare financial achievement reports.4.5.5.3. Ensure compliance with Commonwealth and financial regulations.4.5.5.4. Monitor progress towards achieving business plan objectives.

5. Financial Management (Service Funds)

5.1. Perform the duties of Assistant Business Manager and Assistant Treasurer to ship’s canteen.

5.1.1. Appoint a canteen sales manager5.1.1.1. Define canteen staff duties5.1.1.2. Determine/approve canteen requirements5.1.1.3. Provide on the job training

5.1.2. Supervise Canteen Manager5.1.2.1. Ensure safe stock and store handling practises5.1.2.2. Monitor stock turnover

5.1.3. Establish and monitor business activities5.1.3.1. Ensure safe money handling practices5.1.3.2. Set stock pricing guidelines and marketing procedures5.1.3.3. Arrange and calculate employee entitlements, tax and superannuation.

5.1.4. Maintain accounting records5.1.4.1. Verify cash and bank balances monthly5.1.4.2. Close books off for auditing as required5.1.4.3. Raise necessary trading performance reports

5.2. Oversee Service Funds

5.2.1. Advise Supply Officer on all service funds matters5.2.1.1. Examine audit reports and advise on fund performance

5.2.2. Provide advice to all service funds as required5.2.2.1. Advise supervising officers of duties5.2.2.2. Provide advice to trading funds on business management

5.2.3. Select appropriate personnel for audits. 5.2.4. Instruct personnel on requirements and responsibilities as a member of an audit/muster team.

5.3. Perform Wardroom Mess Treasurer duties.

5.3.1. Maintain Wardroom accounts. 5.3.2. Monitor caterer’s statements. 5.3.3. Prepare Wardroom Mess accounts for audits. 5.3.4. Analyse and report on the results of audits on the Wardroom Mess Account. 5.3.5. Prepare the Treasurer’s Statement for the Mess Committee. 5.3.6. Prepare a Wardroom budget for the Mess Committee.

5.4. Perform Ship’s Fund Treasurer duties.

5.4.1. Control Stock and assets. 5.4.2. Control the operation of the Cash Book. 5.4.3. Prepare Welfare Fund accounts for an audit. 5.4.4. Analyse and report on the results of the audit of the Welfare Fund. 5.4.5. Prepare a budget for the Welfare Fund.

6 Catering Support

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6.1. Supervise hygiene standards in food preparation/storage/eating areas.

6.1.1. Ensure galley, scullery and storeroom hygiene. 6.1.2. Monitor pest control procedures. 6.1.3. Conduct management checks on food preparation and cleaning routines.

6.2. Monitor safety practices and equipment serviceability of food service equipment.

6.2.1. Ensure safe operation of galley machinery and equipment. 6.2.2. Monitor the operation of fridges and freezers and ensure maintenance is conducted as required.

6.3. Oversee food services management.

6.3.1. Monitor the preparation and presentation of menus. 6.3.2. Investigate food and/or Steward service complaints. 6.3.3. Monitor recycling of food and reduction and disposal of wastage. 6.3.4. Plan and implement action messing. 6.3.5. Carry out quality control checks on food stores. 6.3.6. Check quality, quantity and flavour of meals.

6.4. Manage the financial aspects of food services.

6.4.1. Monitor the financial operation of food services. 6.4.2. Maintain and account for victualling allowances and finances.

4.4.2.1 Apply for extra Catering allowance for deployment.4.4.2.2 Ensure supplementary catering allowance is properly utilised.

6.4.3. Oversee menu planning. 6.4.4. Check the costing of menus. 6.4.5. Monitor entertainment allowance and expenditure.

6.4.5.1. Ensure official cocktail parties and Commanding Officer’s meals are properlyaccounted.

6.4.5.2. Raise and dispatch reports. 7. Accommodation and Messing

7.1. Coordinate the provision of Hotel Services.

7.1.1. Manage galley, pantry, cafes and sickbay. 7.1.2. Administratively manage the ship’s laundry services. 7.1.3. Monitor the operation of CO’s mess and professional standard of personal staff. 7.1.4. Oversee Steward services.

7.1.5. Oversee hygiene/serviceability/habitability/cleanliness/maintenance/routines of Wardroomand Messdecks.

8. Personnel Support

8.1. Oversee Personnel Office Operation

8.1.1. Monitor personnel related matters.8.1.1.1. Officer/sailor performance appraisals8.1.1.2. Honours and awards8.1.1.3. Requestmen8.1.1.4. Electronic Data Processing (EDP) operations

Conditions of service

8 2 Co ordinate Officer’s reports for Dispatch

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8.2.1. Ensure appropriate reports raised.8.2.2. Check report is in accordance with Reference.8.2.3. Dispatch reports to appropriate Admin. authority.

8.3. Manage movement and travel.

8.3.1. Ensure availability of funds.8.3.2. Check and approve entitlements to leave and travel.

9. Supply Information Systems

9.1. Manage Supply Information Systems.

9.1.1. Monitor system management procedures.9.1.2. Ensure back-up of data and data transfer are carried out.9.1.3. Ensure personnel are trained in hardware operation.9.1.4. Ensure correct maintenance/ malfunction procedures are carried out.

10. Medical Management

10.1. Coordinate afloat medical support in the absence of a Medical Officer.

10.1.1. Oversee medical routines and administration.10.1.1.1. Monitor onboard First Aid training and composition of SMETs.10.1.1.2. Monitor medical returns and reports.10.1.1.3. Supervise ship’s medical preparedness for sea.10.1.1.4. Monitor currency of medical staff skills.

11. Whole Ship Duties

11.1. Perform the duties of Helicopter/Vertrep Control Officer.

11.1.1. Reference HCO Scalar Diagram.

11.2. Perform the duties of Action NBCD Officer.11.2.1. Reference NBCD Protection Officer Scalar Diagram.

ANNEX C TOCHAPTER 3

SEA BILLETS FOR OFFICERS OF THE RAN SUPPLY SPECIALISATION

The following table lists sea billets to be available for Supply Officers following thecommissioning of all ANZAC Class FFHs and the decommissioning of the DDGs.

UNIT BILLET RANK BILLET DESCRIPTION

ADELAIDE N001E CMDR SUPPLY OFFICER

ADELAIDE N027E LEUT DEPUTY SUPPLY OFFICER

ANZAC N001E CMDR SUPPLY OFFICER

ANZAC N002E LEUT DEPUTY SUPPLY OFFICER

ARUNTA N001E LCDR SUPPLY OFFICER

ARUNTA N002E LEUT DEPUTY SUPPLY OFFICER

BALLARAT N001E LCDR SUPPLY OFFICER

BALLARAT N002E LEUT DEPUTY SUPPLY OFFICER

CANBERRA N001E LCDR SUPPLY OFFICER AND HELO CONTROL OFFICER

CANBERRA N027E LEUT DEPUTY SUPPLY OFFICER

DARWIN N001E LCDR SUPPLY OFFICER AND HELO CONTROL OFFICER

DARWIN N027E LEUT DEPUTY SUPPLY OFFICER

KANIMBLA N001E LCDR SUPPLY OFFICER

KANIMBLA N033E LEUT DEPUTY SUPPLY OFFICER

LEEUWIN N001E LEUT SUPPLY OFFICER / FLIGHT DECK OFFICER

MANOORA N001E LCDR SUPPLY OFFICER

MANOORA N033E LEUT DEPUTY SUPPLY OFFICER

MELBOURNE N001E LCDR SUPPLY OFFICER AND HELO CONTROL OFFICER

MELBOURNE N027E LEUT DEPUTY SUPPLY OFFICER

MELVILLE N001E LEUT SUPPLY OFFICER / FLIGHT DECK OFFICER

MELVILLE N001E LEUT STANDBY CREW SUPPLY OFFICER/FLIGHT DECK OFFICER

NEWCASTLE N001E LCDR SUPPLY OFFICER AND HELO CONTROL OFFICER

NEWCASTLE N027E LEUT DEPUTY SUPPLY OFFICER

PARRAMATTA N001E LCDR SUPPLY OFFICER

PARRAMATTA N002E LEUT SUPPLY OFFICER

PERTH N001E LCDR SUPPLY OFFICER

PERTH N002E LEUT DEPUTY SUPPLY OFFICER

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UNIT BILLET RANK BILLET DESCRIPTION

STUART N001E LCDR SUPPLY OFFICER

STUART N002E LEUT DEPUTY SYPPLY OFFICER

SUCCESS N001E CMDR SUPPLY OFFICER

SUCCESS N002E LEUT DEPUTY SUPPLY OFFICER AND HELO CONTROL OFFICER

SUCCESS N035E LEUT DEPUTY SUPPLY OFFICER

SYDNEY N001E LCDR SUPPLY OFFICER AND HELO CONTROL OFFICER

SYDNEY N027E LEUT DEPUTY SUPPLY OFFICER

TOBRUK N001E LCDR SUPPLY OFFICER

TOBRUK N031E LEUT DEPUTY SUPPLY OFFICER

TOOWOOMBA N001E LCDR SUPPLY OFFICER

TOOWOOMBA N002E LEUT DEPUTY SUPPLY OFFICER

WARRAMUNGA N001E LCDR SUPPLY OFFICER

WARRAMUNGA N002E LEUT DEPUTY SUPPLY OFFICER

WESTRALIA N001E LCDR SUPPLY OFFICER

WESTRALIA N029E LEUT DEPUTY SUPPLY OFFICER

ANNEX D TOCHAPTER 3

DUTIES OF A SUPPLY OFFICER IN AN OPERATIONAL SUPPORT ROLE ASHORE

1. FINANCIAL MANAGEMENT (PUBLIC FUNDS)

1.1 Prepare bids and phasings and manage financial allocations.

1.1.1 Generate budget estimates report1.1.1.1 Review histories of department obligations1.1.1.2 Call for draft estimates1.1.1.3 Vet and adjust estimate with justifications for variations to current financial year1.1.1.4 Collate estimate to Program Management Budgeting (PMB) structure1.1.1.5 Submit estimates to component managers

1.1.2 Receive allocations from PMB component manager

1.1.3 Allocate funds to department requirements1.1.3.1 Determine funding distribution (monies)1.1.3.2 Advise departments of monies available and constraints1.1.3.3 Monitor departmental expenditure

1.1.4 Monitor expenditure of allocated funds1.1.4.1 Oversee register of accounts1.1.4.2 Oversee cost capture activities

1.1.5 Report achievements against financial plan1.1.5.1 Ensure commitment and expenditure complies with activity / financial plan.1.1.5.2 Prepare financial achievement reports.1.1.5.3 Ensure compliance with Commonwealth and financial regulations.1.1.5.4 Monitor progress towards achieving business plan objectives.

1.1.6 Exercise financial delegations1.1.6.1 Certify accounts in accordance with Audit Act and Finance Regulations

2. FINANCIAL MANAGEMENT (SERVICE FUNDS)

2.1 Perform Treasurer duties of a Service Fund

2.1.1 Control Stock and assets2.1.2 Control the operation of the Cash Book2.1.3 Prepare accounts for an audit2.1.4 Analyse and report on the results of the audit2.1.5 Prepare a budget for the Fund2.1.6 Maintain accounts.2.1.7 Monitor caterer’s statements.2.1.8 Prepare the Treasurer’s Statement for the Committee.

2.2 Supervise Tender Vessel Service Funds

2.2.1 Advise supervising officers of duties2.2.2 Oversee service funds

2.2.2.1 Establish and manage Service Fund audit cycles2.2.2.2 Ensure proper accounting procedures are maintained2.2.2.3 Provide advice to all Service Funds as required

2.3 Conduct audits of Service Funds

2.3.1 Advise Supply Officer on all service funds matters2.3.1.1 Examine audit reports and advise on fund performance

2.3.2 Provide advice to all service funds as required2.3.2.1 Advise supervising officers of duties2.3.2.2 Provide advice to trading funds on business management

2.3.3 Select appropriate personnel for audits.2.3.4 Instruct personnel on requirements and responsibilities as a member of an

audit/muster team.

3. MATERIEL MANAGEMENT

3.1 Ensure timely availability of stores

3.1.1 Demand stores to maintain inventory, repair equipment and for deployment3.1.1.1 Determine stock requirements3.1.1.2 Determine current demands3.1.1.3 Anticipate demand requirements based on ship’s programme3.1.1.4 Approve signal demands/walk through demands for URDEF and other urgent

requirements

3D-23.1.2.3 Control Stores Demands for stock held onboard and ashore.3.1.2.5 Monitor status of priority demands3.1.2.6 Schedule periodic replenishment of Naval Stores3.1.2.7 Monitor staff action on Electronic Data Processing (EDP) rejects and supply status procedures3.1.2.8 Authorise provisions and general stores demanded3.1.2.9 Monitor standing offers.

3.1.3 Monitor outstanding stores demands3.1.3.1 Manage CLOR/MOF/DIHR3.1.3.2 Initiate hastening action3.1.3.3 Monitor departmental demands eg. CUDO3.1.3.4 Liaise with relevant external authorities for deployment requirements

3.1.4 Manage URDEF requests3.1.4.1 Co-ordinate URDEF stores requirements3.1.4.2 Liaise with supplier to arrange timely delivery3.1.4.3 Satisfy URDEF demands/requests to meet customer RDD timeframes

3.2 Oversee materiel movements

3.2.1 Marshall materiel in areas remote from base facilities3.2.2 Oversight transport of materiel from DNSDC to the base support area3.2.3 Ensure movement of materiel in support of MATCONOFF requirements3.2.4 Manage the local area distribution process

3.2.4.1 Collect and marshal materiel for onforwarding and delivery to customers3.2.4.2 Collect and distribute materiel to outstations

3.3 Conduct inventory validation

3.3.1 Analyse allowance/demand trends and identify critical items3.3.2 Oversee accounting of stores

3.3.2.1 Direct sub-department manager to authorise issue/return of stores3.3.2.2 Randomly conduct and record periodic checks of ledger entries3.3.2.3 Delegate appropriate responsibilities to senior sailor in charge

3.3.3 Oversee the control of stores held outside of storerooms3.3.3.1 Schedule AIU musters3.3.3.3 Confirm usage of SNIC is reported when required

3.4 Monitor Configuration Status

3.4.1 Identify changes required to spares support as a result of configuration changes3.4.2 Monitor spares support deficiencies identified by users and available information

management systems3.4.3 Monitor the input and approval of configuration change documentation3.4.4 Ensure that Configuration and Allowance documenting accurately reflects Ships

configuration3.4.5 Initiate remedial action to rectify configuration mismatches

4. LOGISTIC SUPPORT

4.1 Ensure the timely provision of wharf and port services

4.1.2 Identify ship’s port service requirements from LOGREQ4.1.2 Liaise with Port Authorities and Ship’s CO/XO4.1.3 Liaise with Local Contract Suppliers4.1.4 Liaise with Base Operations Staff4.1.5 Liaise with Maintenance Authorities4.1.6 Identify wharf service requirements4.1.7 Liaise with port authorities4.1.8 Contract suppliers

4.2 Co-ordinate storing/destoring

4.2.1 Plan replenishment schedules4.2.1.1 Check special loading instructions

a. Port authorityb. Cranesc. Safetyd. AOR operating procedures

4.2.1.2 Check status of stores/provisions demanded from supplier4.2.1.3 Check ship’s programme and other departments activities

4.2.2 Store/replenish ship4.3.2.1 Monitor the receipt of provisions and other stores4 3 2 2 Randomly examine and check stores for quality and quantity

3D-34.3 Plan the ammunitioning process for operational force elements

4.3.1 Identify force / unit ammunition requirements4.3.2 Liaise with Ammunition Authorities4.3.3 Liaise with port authorities4.3.4 Obtain relevant approvals and permits, where necessary

4.4 Plan the fuelling process for operational force elements

4.4.1 Identify force / unit fuel requirements4.4.2 Contract suppliers4.4.3 Liaise with port authorities4.4.4 Obtain relevant approvals and permits, where necessary

5. LOGISTIC PLANNING

5.1 Assist in planning a deployment for an operational force element

5.1.1 Liaise with operations planning staff5.1.2 Liaise with relevant authorities preposition funds5.1.3 Liaise with DNSDC and base Support elements in order to meet projected requirements.5.1.4 Liaise with BASC to meet personnel requirements

5.2 Assist with establishing forward support base/logistic support element

5.2.1 Plan for the marshalling of materiel and equipment for deployment/redeployment to the Area of Operations (including communications, selection of location, equipment, publications, manpower and movement requirements.)

5.2.2 Liaise with HQ planning staff and logistic service providores5.2.3 Plan routine logistic support5.2.4 Establish close liaison with local authorities and providores5.2.5 Establish and maintain standing offers5.2.6 Arrange and coordinate customs/diplomatic clearances

5.3 Assist with planning multi-ship replenishment alongside

5.3.1 Identify materiel, stores, provision, fuel and ammunition requirements5.3.3 Plan to meet identified materiel, stores, provision, fuel and ammunition requirements.

5.4 Operate in a forward support role in Australia as required

5.4.1 Undertake supply support and arrange maintenance support as required.5.4.2 Provide a theatre for the logistic line of communication.5.4.3 Provide an interface with the local area Service, Commercial and Civil authorities.5.4.4 Arrange the provision of accommodation, messing and movement of transient personnel.5.4.5 Arrange the provision of motor transport support for visiting ships and aircraft.5.4.6 Arrange the provision of a limited safe-hand mail and general mail service.5.4.7 Arrange LOGREQ requirements and other contract services and payment for these.5.4.8. Act as a communications link for minor fleet units as required.

5.5 Operate in a forward support role overseas.

5.5.1 Arrange airport services, and other RAAF logistic requirements, and payment of these services.

5.5.2 Assist in visa processing for ADF transients.5.5.3 Assist Australian missions in processing diplomatic clearances for visiting ships and

aircraft.5.5.4 Provide assistance with casualty management, including hospitalisation, medical

evacuation to Australia and return of remains to Australia.5.5.5 Assist in the transportation and storage of ammunition and small arms.5.5.6 Provide administrative support to RAN and ADF personnel operating with allied forces.5.5.7 Gather limited intelligence when required.5.5.8 Establish and maintain liaison with allied forces’ logistics organisation in the Area of

Operations to facilitate mutual support.5.5.9 Act as point of contact for Australian Accredited Correspondents working in the Area of

Operations.5.5.10 Establish secure communications links with Australia and the Task Group operating in the

Area of Operations.

6 CATERING & VICTUALLING SUPPORT

6.1 Coordinate victualling procurement and provide catering advice to tender vessels.

6.1.1 Demand stores to maintain endurance levels6 1 1 1 Determine stock requirements

3D-46.1.2 Provide catering advice to tender vessels

6.2 Manage victualling allowance and budget allocations

6.2.1 Maintain and account for victualling allowances and finances.6.2.1.1 Apply for extra victualling allowance for deployment6.2.1.2 Ensure supplementary victualling allowances properly utilised

6.2.2 Monitor entertainment allowance and expenditure6.2.2.1 Ensure official cocktail parties and Commanding Officer’s meals are properly

accounted6.2.2.2 Raise and dispatch reports

7. SUPPLY INFORMATION SYSTEMS

7.1 Manage Supply Information Systems.

7.1.1 Monitor system management procedures.7.2.1 Ensure back-up of data and data transfer are carried out at required intervals.7.2.2 Ensure personnel are trained in hardware operation.7.2.3 Ensure correct maintenance/malfunction procedures are carried out.

THE SUPPLY OFFICER’S

TRAINING CONTINUUM AND

CAREER PROGRESSION POLICY

CHAPTER 4

THE SUPPLY OFFICERS’ TRAINING CONTINUUM ANDCAREER PROGRESSION POLICY

Introduction

4.1 The SO2003 Report recommended significant changes in the employmentfocus of Supply Officers in the Royal Australian Navy. As a consequence ofSO2003’s recommendations, Supply Officers’ training and professional developmentwas examined at all levels. In order to prepare Supply Officers for the professionalchallenges articulated by SO2003, staff of the Directorate of Supply Policy – Navyand the Supply and Health Faculty developed a new Supply Officers’ TrainingContinuum. The Training Continuum was designed to specifically train personnel forthe operational logistics roles envisaged by SO2003 and to emphasize sea service andsupport of Fleet units as the core role of junior Supply Officers.

4.2 The Supply Advisory Council (SAC) subsequently endorsed a SupplyOfficers’ Career Progression Policy that now regulates all Supply Officer training andcareer progression. This Policy prescribes the prerequisites for promotion under theTraining Continuum and incorporates the tenets of the Failure Management Policythat ensure all officers are given fair and equitable opportunities to progress to SeaCharge.

THE SUPPLY OFFICERS’ TRAINING CONTINUUM

Overview

4.3 The Supply Officers’ Training Continuum is designed to prepare personnel foroperational logistics roles and Sea Charge. As such, the Training Continuum focuseson developing the skills necessary to serve at sea as a Charge Supply Officer, whilstalso providing the basic knowledge and corporate expertise to serve at higher rank.The necessary experience and recommended career paths for post-Charge SupplyOfficers are dealt with later in the Career Progression Policy. Under the TrainingContinuum, a Supply Officer’s career is progressively managed through the followingcareer milestones:

a. Supply Officers’ Application Course (SUAC) Phase I (residential course);

b. SUAC Phase II (Afloat Activity Log);

c. SUAC Phase III (residential course);

d. SUAC Phase IV Competency Log Progression/Operational Support RoleAshore posting;

e. Supply Charge Qualifying Course (SUCQC) (residential course) and DSOPhase; and

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f. Supply Charge Desig Course (residential) and Supply Charge Phase.

Training Failures

4.4 The policy for managing training failures is contained in ABR 27 Volume 1Chapter 4. The system provides for a number of control points to ensure a balancebetween training efficiency and natural justice. The Supply and Health Faculty isresponsible for managing residential course training failures and training progressionthroughout SUAC Phase II & IV, in association with relevant units andestablishments.

Supply Officers’ Application Course Phase I

4.5 As described above, SUAC consists of three phases, with SUAC Phase Iconsisting of six weeks at HMAS CERBERUS. This component of SUAC introducesthe trainee to the RAN Supply Branch and seeks to instill the basic knowledge andskills required for later phases of SUAC. Subjects studied during SUAC Phase Iinclude:

• Supply Sailors’ Career Structures• Introduction to Service Funds• Accounts• Pay• Personnel• RANRTF• Supply Management• Introduction to Finance Systems• Introduction to Catering• SO Afloat Duties• Introduction to Stores• Introduction to SLIMS

SUAC Phase II Activity Log Progression

4.6 Trainees then proceed to SUAC Phase II, which involves spending six monthsin a Major Fleet Unit (MFU) completing an Activity Log that provides continuationlearning in the afloat environment. Supply Officers of MFUs have responsibility, asmentors, for all SUAC trainees in their units. This will require Supply Officers toprovide SUAC Phase II trainees with adequate opportunity to complete their ActivityLog based upon a standard training program provided by the Supply and HealthFaculty. If the ship’s Fleet Activity Schedule precludes the trainee from undertakingcertain tasks, then the Supply Officer is responsible for liaising with FSO and theSupply and Health Faculty to arrange the loan of the trainee to another unit.

4.7 Supply Officers have authority and responsibility to regulate progress, provideremedial training opportunities and report attitude and aptitude difficulties. At thecompletion of this training phase, the Supply Officer is required to advise ActivityLog completion and render a SUAC Phase II Trainee report to the Supply and HealthFaculty.

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4.8 The six months of SUAC Phase II is divided into three two month periods.The first is spent with the Seaman, Engineering and Weapons Electrical departments,observing the roles and requirements of the Supply Branch’s customers andparticipating in whole ship activities. During the second two month period, traineesare attached to Leading Seamen in each sub-department of the onboard Supplyorganisation. The aim is to provide SUACs with an understanding of what Supplypersonnel do, departmental organisation and how customers’ needs are satisfied. Thefinal two months are spent understudying the DSO, assisting the latter in departmentalmanagement and overseeing public and Service Funds. Trainees then return to theSupply School for SUAC Phase III

SUAC Phase III

4.9 SUAC Phase III is a six week course that consolidates what has been learnedin Phases I and II and builds on the sea experience. This segment of the TrainingContinuum prepares Supply Officers for the role of providing operational logisticsupport for tenders, an aim reflected in the course content:

• Advanced Service Funds• Stores SDSS• Stores Demands• Configuration Management• Catering/TVVMS• Finance Systems• Contingent Accounts• Logistic Planning• FSU Infrastructure• Overseas LSE/FSU• Tender Support• Conduct of Operations

SUAC Phase IV and Competency Log Progression

4.10 On completion of SUAC Phase III, officers will be posted additional to anoperational support role ashore and complete a Competency Log (SUAC Phase IV).On successful completion of the Competency Log, officers will be awarded the SUspecialisation designator. Until completion of the log, officers will remain GL (SU).Additionally, promotion to LEUT is dependent on successful completion of SUACPhase IV. Officers who are already SBLTs on issue of the log (for example, ADFAgraduates with Honours degrees, UVOC entry officers or ex-senior sailors), may bepromoted to Provisional LEUT (P/LEUT) without having completed the log, torecognise the decreased time such officers will have between issue of the log andpromotion to LEUT. The Supply and Health Faculty is responsible for determiningRecognition of Prior Learning (RPL) exemptions for officers with prior service. Itshould be stressed that personnel will not obtain their specialist PQ, and will remainclassified as (SU), until completion of the Competency Log.

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4.11 The authority for promotion to LEUT currently rests with DGCM-N, onadvice from the member’s Commanding Officer (for suitability) and the Directorateof Naval Officers’ Postings (DNOP) (for completion of pre-requisites). SBLTs whofail to complete their Competency Log by their due date for promotion, withoutcompelling professional or compassionate reasons, will not be promoted to LEUT.Such officers will be counselled by their supervisor and ADNOP(S&A) and haveQuarterly reports raised in accordance with current procedures. DNOP (with advicefrom relevant authorities) will determine whether members who have not completedtheir Competency Log, through no fault of their own, have made sufficient progress tobe promoted to P/LEUT.

Selection for DSO and Supply Charge Qualifying Course

4.12 Officers awarded the SU PQ and promoted to LEUT, and who performsatisfactorily, will progress to the DSO afloat (Supply Charge Qualifying) phase.This encompasses attending the Supply Charge Qualifying Course (SUCQC),followed by a DSO posting to a MFU of at least 15 months, where officers willcomplete a Supply Charge Qualifying Competency Log. The DSO postingculminates with a competency assessment by the Supply Charge Board. Successfulcompletion of the Supply Charge Qualifying Phase will be regarded as the expectednorm for Supply career progression and will be a prerequisite for a sea Chargeposting. Officers who either decline or are not selected for a DSO posting will becounseled by DNOP as to the ramifications of their situation. Personnel in thesecircumstances would not obtain their Charge Qualification and assessments would berequired of the member’s potential for continued employment in the SUSpecialisation.

4.13 The importance of DSO time cannot be over-emphasised. The DSO postingexposes the junior officer to all facets of sea Charge and ship sustainability. SupplyOfficer mentors are to ensure that every opportunity is afforded to their DSOs to gainthe appropriate experience required for sea Charge. The SUCQC itself explores everyaspect of sea Charge and prepares LEUT SUs for both their DSO and eventual Chargepostings. Some of the areas examined in the SUCQC are:

• Cash and Foreign Currency• Advanced Finance Systems• Advanced Catering Management• Personnel and Accounts Refresher Training• Departmental and Whole Ship Management• Mess Deck Management• Deployment Plans• Materiel Management• Operational Cycles• Operating Cycles• Information Systems• Medical Management• Afloat Supply Systems• Customs and Quarantine

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Supply Charge Qualifying Competency Log

4.14 Supply Officers of MFUs have the responsibility to mentor SUCQC graduatesduring the latter’s DSO time. Graduates are required to complete a detailedCompetency Log at sea covering all aspects of Supply Charge. The Supply andHealth Faculty is responsible for determining RPL exemptions for officers with priorservice. The log itself contains some 70 core units of competency.

4.15 Supply Officers, in conjunction with the SUCQC graduate, are required todevelop and manage a progress plan for completion of the log and provide quarterlyprogress reports to the Supply and Health Faculty and Fleet Supply Officer (FSO).SUCQC graduates will be permitted to proceed to the Supply Charge Board only aftercompleting the Competency Log and receiving a favourable recommendation fromtheir Commanding Officer. The FSO is responsible for the management of SUCQCgraduates in the Fleet and for coordinating attendance at Supply Charge Boards.

Supply Charge

4.16 Supply Charge plays a very important role in the professional developmentand promotion prospects of all SU LCDRs and remains the principal focus for alljunior Supply Officers. This phase of a career provides the skills and experiencenecessary to prepare Supply Officers for more demanding logistic managementpositions and progression to senior ranks in the Navy.

4.17 In the event of a DSO not being recommended for Charge, a Special reportwill be raised on the individual and FSO and DNOP will liaise to determine which ofthe following options would be most suitable:

a. extending the officer’s tenure as DSO, not necessarily in the same ship, if it isfelt that extenuating circumstances or the ship’s operating program limited themember’s professional opportunities; or

b. precluding the officer from sitting the Charge Board.

Supply Charge Board

4.18 The Supply Charge Board, comprising the FSO, DLA LOG and a seniorCMDR SU afloat, will assess officers for Supply Sea Charge competence. SupplyOfficers will be awarded the tentative Charge Qualification of ‘(Q)’ and becomeeligible for a Supply Charge posting only on successful completion of the Board.Charge aspirants who fail their oral board will have their individual circumstancesassessed by the Board. The following options will be available:

a. extending the officer’s tenure as DSO afloat, not necessarily in the same ship,if it is felt that the Fleet Activity Schedule limited opportunities for the officerto gain practical experience;

b. permitting the officer to proceed on his next shore posting and re-sit theSupply Charge Board when it next convenes; or

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c. precluding the officer from re-sitting the Board.

4.19 In all instances where an officer either fails or is precluded from sitting theBoard, assessments will be required of the member’s employment potential in the SUSpecialisation.

Award of the Charge Qualification

4.20 The Charge Qualification is awarded in two parts. Supply Officers receive aprovisional Charge Qualification, or ‘(Q)’, on successful completion of the SupplyCharge Board. Officers will subsequently have their Charge Qualification confirmedsubject to:

a. serving at sea in a MFU as Charge Supply Officer for a minimum period of sixmonths;

b. receiving a satisfactory Performance Appraisal as a Charge Supply Officer;and

b. obtaining a minimum Fleet Supply Group assessment of ‘Standard Achieved’for either a Management Audit, Operational Readiness Evaluation orSeacheck.

4.21 A provisional Charge Qualification has a limited life in currency andcompetency terms, and officers not commencing a Sea Charge posting within sixyears of its award will lose the ‘(Q)’ qualification.

Supply Charge Endorsement Panel

4.22 DNOP has responsibility for managing the careers of individual SupplyOfficers. Panel documents and recommendations will initially be generated byADNOP(S&A) for DNOP comment. A Supply Charge Endorsement Panel (SCEP),comprising the Chairman SAC, FSO, DSUP-N, DLA-LOG(S&H) andADNOP(S&A), will convene once per year to endorse DNOP’s recommendations.Charge selections will then be forwarded to DGCM-N for approval andANDOP(S&A) for implementation. The SCEP will also identify Charge Coursegroupings for subsequent years and determine the approximate year of Charge postingfor all officers, thus giving personnel greater flexibility in planning their careers.

Supply Officer Designate Course (SO DESIG)

4.23 Once selected for Charge, officers will be required to attend the two week SODESIG Course at HMAS CERBERUS. The course is intended as a review andupdate of Supply activities at sea, and focuses on management and legislative issues,preparing Supply Officers with the (Q) designation for their return to sea. Thefollowing aspects of Supply Charge are covered:

• Stores• Finance• Wholeship Management

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• Catering• Service Funds• Operational Issues• Configuration Issues• Info Systems• Medical Issues• Mentor• Training and Employment

Leadership, Management and Personal Development Program (LMPD)

4.24 In addition to satisfying their PQ requirements for promotion, LEUTs of allSpecialisations are required to complete the LMPD as a promotion prerequisite. Thisrequirement applies to all LEUTs with seniority on or after 2 July 1997. TheLMPD largely replaces the former Junior Officers’ Staff Skills Course, andconcentrates on developing junior officers’ awareness of defence related issues andleadership, management, problem solving and staff skills.

4.25 The LMPD will be delivered via flexible learning, and will comprise thefollowing phases for Supply Officers:

a. Phase One – 20 weeks of initial entry officer training (NEOC or derivative);

b. Phase Two – six weeks to be undertaken on completion of SUAC Phase III;

c. Phase Three – two weeks to be completed on award of the SU PQ (ie, oncompletion of the SUAC Phase IV Competency Log); and

d. Phase Four – a further two weeks to be undertaken prior to Chargeemployment.

POST-CHARGE EMPLOYMENT

Overview

4.26 The Training Continuum focuses on the formative years that concentrate onprofessional employment in the core role. Post-charge employment is intended tomaximise the Supply Officer’s employability and ability to contribute to the seniormanagement of the Navy and the ADF, thereby accentuating promotion potential.Post-charge draws on the extensive specialist skills and experience gained in the SeaCharge phase to provide Navy with logistically focussed officers who can deliver thepolicy, planning and direction required at senior levels.

4.27 Ther e are two phases to a Suppl y Off icer’s career post Charge; the first is fromLCDR to juni or CMDR and the second i s from seni or CMDR to CAPT. To develop theskil ls requi red, bot h phases requi re a bal ance of pr ofessi onal singl e-S ervice and joint experience. P rim ar ily, t he em ploym ent ar eas can be gr ouped as:

a. oper ati onal logist ics and suppl y operat ions;

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b. cl ass l ogi st ics of fi ce (CL O) and i n ser vice suppor t;

c. poli cy or st aff headquarters, incl uding pr eparedness and capabi lit y assessment, and For ce El ement Gr oup managem ent ; and

d. educati on, t rai ning or per sonnel.

LCDR to CMDR

4. 28 In the LCDR to junior CMDR phase, the functional areas of employment thatneed to be considered as providing the right mi x of employment and experience are acombination of bot h single Service and joi nt posit ions in at least two of theaf or ementi oned areas. Singl e Service and joint em pl oym ent in this phase is of equal im portance. The focus of the empl oyment is on producing a future manager wi th thebr oad skil ls and experi ence requir ed for appointment to the senior oper ati onal bil lets inMari tim e Headquart er s and in Joint Headquart ers. In the course of this phase, an of ficershould aim towards one singl e Service and one joint posting and acquire bothoper ati onal and st af f experi ence, so as to m axi mise their em ployabil ity as a CMDR. Thegaining of addi tional post -graduat e ter tiary quali fi cat ions in management or logisti csst udies is an import ant considerat ion. The emphasis is on broadening a curr ent SupplyPQ skil l base t o widen the r ange of possible career opt ions.

CMDR to CAPT

4. 29 In t he senior CMDR t o CAPT phase, t he em ploym ent of offi cer s is dictated moreby functional qual if ication than by PQ, wi th a great er focus on joint experi ence. T hefocus of car eer pl anning in thi s phase is on accentuati ng the potent ial to cont ribut e todeci sion making at seni or level s in Def ence. T her ef ore, it is fundamental that SupplyOf fi cer s gai n substanti al exper ience in poli cy making at higher levels and become morejoint and policy focussed to increase thei r employabili ty as a CAP T. I ntegr al to thepr eparation for seni or joi nt st aff appoint ments is higher Defence st aff tr ai ning. T headdi tional opti on for CMDRs and CAPT s is to vie for Com mand positi ons. Pr im ari ly, of fi cer s should look towar ds an em pl oym ent mix that enables them to inf luence poli cy,deci sion m aking and fut ure directi on wi thi n Def ence organi sations.

Conclusion

4.30 The Career Progression Policy elucidates the requirements for careerprogression as a Supply Officer through Training Continuum milestones and beyond,and sets clear prerequisites for promotion. The Policy fulfills the requirement forexperience, formal training and demonstrated practical competence to be precursorsfor Sea Charge, and stipulates sea service as a core obligation for all Supply Officers,thereby ensuring a more operational focus.

4.31 This Chapter has clearly defined the expectations and career milestonesrequired of officers up until the conclusion of Sea Charge. Broad guidance has alsobeen provided on the nature of employment ashore post-Charge. This theme will becontinued in the next chapter, where more detailed advice on the billets and specificcareer paths available to Supply Officers will be found.

SUPPLY OFFICER CAREER

PROGRESSION AND DEVELOPMENT

CHAPTER 5

SUPPLY OFFICER CAREER PROGRESSION ANDDEVELOPMENT

CAREER PROGRESSION PHASES

Introduction

5.1 The Supply Officers’ Career Progression Policy regulates the employment andcareer milestones that must be achieved by all officers up until sea charge. The CareerProgression Policy is discussed fully in the previous chapter. The overall careerprogression of Supply Officers, however, consists of several distinct phases. Annex Adepicts these phases and the types of roles undertaken in each. This chapter describes thephases of a Supply Officer’s career and the principles of career progression andmanagement. This chapter should be read in conjunction with Chapter 4, TheSupply Officers’ Training Continuum and Career Progression Policy.

The Initial Training Phase and the Academic Phase

5.2 The first of these phases is the Initial Training Phase, comprising the New EntryOfficers’ Course (NEOC), and Phases I and II of the Supply Officers’ Application Course(SUAC Phases I & II). NEOC introduces new entry officers to the roles, structures,hierarchies, traditions and requirements of the RAN, and is conducted at HMASCRESWELL. SUAC Phases I and II are described in Chapter Three. On completion ofSUAC Phase II, Midshipman undertaking academic study at ADFA proceed to theAcademic Phase, involving three years of study to attain an undergraduate degree.Continuation training is provided to officers during this phase to maintain base supplyskills and naval knowledge

The Specialist Training Phase

5.3 Following the Initial Training Phase (for Direct Entry and ex-sailor trainees) orAcademic Phase (for ADFA MIDN & SBLT), the next stage in a junior Supply Officer’scareer is the Specialist Training Phase. Specialist Training requires officers to completeSUAC Phases III & IV, which are described fully in Chapter Three. The latter entailsmandatory completion of a competency log. It is at the end of this phase that SupplyOfficers will be awarded their PQ and become eligible for promotion to LEUT.

Charge Qualifying Phase

5.4 Supply Officers will then embark on preparation for sea charge and their post-charge careers. The Charge Qualifying Phase will see LEUT Supply Officers postedafloat as Deputy Supply Officers, where they will complete a comprehensive competencylog and be required to pass an oral board. During this phase, SU LEUTs will also

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undertake an average of two shore postings, either before or after their DSO posting.These shore jobs will primarily be in the fields of operational logistics and supplyoperations, or in-service support, which together can be grouped as operational supportemployment. Some LEUT positions will be available in the areas of headquarters, policyor training. Three billets are available for post-DSO, or (Q) qualified, LEUTs as SupplyOfficers of Hydrographic Ships. The professional milestones required to be achieved inthis phase are described in the previous chapter.

5.5 Ideally, LEUT Supply Officers will begin to diversify their skill base at this stageof their careers. After consolidating their core Supply skills at sea and in operationalsupport employment, officers may request broader, Supply related Functional Areapositions. This may include out of branch or, more desirably, joint postings, in order togain corporate, policy or ADF experience which may be useful to later service as aSupply Officer.

The Charge Phase

5.6 As a LCDR, the Charge Phase will culminate the initial section of a juniorofficer’s Supply career, with a posting to sea as the Head of Department of a warship’s(FFG, FFH, LPA, LSH, AOR) Supply Department. Employment ashore post-charge, orindeed, ashore as a LCDR, will aim to develop an officer’s employability and ability tocontribute to the senior management of the Supply Specialisation and the ADF. This willinclude supply operations and operational logistics, in-service support and policy.Officers would aim for at least one Joint posting during their time as a LCDR.Essentially, Supply Officers at this point should be aiming to maximise the skills andexperience which would stand them in good stead in senior Supply operational supportbillets and joint headquarters roles, and for greater exposure to the processes of theFunctional Area. At this point all officers should seriously consider attendance at theAustralian Command and Staff Course.

Command & Management Phase

5.7 Promotion to CMDR will see Supply Officers enter the Command andManagement Phase. Limited billets are available at sea for CMDRs and will be allocatedaccording to competitiveness. Employment ashore will concentrate on in-servicesupport, operational logistic planning, policy and headquarters roles, and should includeJoint and higher level policy employment in at least one posting. Senior operational(Deputy Fleet Supply Officer) or Class Logistic Manager positions and Force ElementGroup billets will demand appropriate prior experience. As discussed in the CareerProgression Policy in the preceding chapter, higher Defence training will be required forpreparation to senior staff appointments.

Higher Management Phase

5.8 Service at the CAPT level will be determined by the Functional Area experienceof the officer. The Higher Management Phase utilises Supply Officers almost

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exclusively in high level policy and headquarters roles, with an emphasis on contributingto Defence and Navy management. Officers at this level will be primarily responsible fordetermining policy and procedures, and for ensuring the operational readiness of units viathe command of Supply operations. Attendance at a staff course or the AustralianDefence College would be a prerequisite to appointment to corporate or headquartersmanagement positions.

COMPONENTS OF CAREER DEVELOPMENT

5.9 The skills of Supply Officers are gained from experience, training and education.A billet is not only a job that must be accomplished; it also provides an officer withcertain training and experience for future employment and promotion. The knowledgegained may be specifically supply orientated or it may be Functional in nature. Eachbillet also provides increasing maturity, leadership and management experience.

Training

5.10 Training is generally job oriented and conducted within the RAN. It teachesspecific skills for use in particular circumstances. The skills involved may be proceduralin nature and apply only to specific jobs. Such skills are usually acquired in pre-joiningtraining, which is a prerequisite for a particular billet. In some cases, the training will befor longer term purposes (for example, Staff Course) and will develop the military skillsof the officer. The major training milestones for Supply Officers, as described in thischapter and in Chapter 4, are:

a. SUAC Phases I, II & III;

b. completion of SUAC Phase IV and competency log;

c. Supply Charge Qualifying Course;

d. completion of the Supply Charge Qualifying Competency Log and Charge Board;

e. Supply Officer Designate Course;

f. completing the LMPD (a requirement for officers of all specialisations); and

g. undertaking Staff Course at a suitable career point.

The Australian Command and Staff Course

5.11 A new tri-Service staff course will replace individual Service staff courses from2001 onwards. Known as the Australian Command and Staff Course, the aim of thisprogram will be similar to that of the RAN Staff Course, in that it will seek to inculcate

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advanced management, analytical, problem solving and staff skills, as well as focussingin detail on current defence, strategic and management issues.

5.12 Of one year’s duration, officers undertaking the program will be posted long term(N billet) to the Command and Staff Course in Canberra. While not a promotionprerequisite, it is highly recommended that officers undertake this course if given theopportunity. In addition, CN’s future vision for the RAN’s leaders envisages thecompletion of a staff course as a requirement for promotion to CAPT. Officers shouldtherefore factor the Command and Staff Course into their long term plans if possible,after discussion with relevant DNOP staff. Currently, four positions on the course areallocated annually to SU/AD officers, with a further ten SMN, three AVN, five ENG andthree TS/HS.

Education

5.13 Education is more general and broad in outlook than training, and is of continuingvalue throughout a naval career. The aim of education is to develop stronger character,improve intellect and increase analytical powers, as much as to teach specific vocationalskills. Higher education need not necessarily result in an academic degree, but it isusually conducted under the auspices of a tertiary institution. Education is fully coveredin Chapter 7.

Career Development

5.14 A combination of training, education and experience contributes to a SupplyOfficer’s qualification for a specific billet. Each new job will increase the officer’sexperience and knowledge. An officer’s qualifications depend not only on acquiredknowledge, but on the ability to apply it effectively. This is demonstrated through theachievement of sound assessments on the officer’s reports and will be the majorgoverning factor in subsequent promotions. The overall effect of all these factors is thecontinuous expansion of an officer’s potential and effectiveness, through whichpromotion and continued service are to be achieved.

CAREER DEVELOPMENT AND THE POSTING PROCESS

5. 15 Ther e is one variabl e fact or in career planning that is of ten appr oached wit h ami xt ure of disdain and rever ence - t he posti ng process. Whi le the process m ay be one of t heleast understood, it is necessary to fully appr eci at e the pr ocedur e if car eer needs andpersonal aspirations ar e goi ng to be reali sed. This secti on of the handbook pr esent s allcurr ent considerat ions rel evant to the posti ng process so that they can be incl uded in anof fi cer ’s career plan.

El em ent s of Postin g

5. 16 The aim of t he poster i s t o meet as far as possibl e the foll owi ng requi rem ents:

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a. Service requirement - t o f il l a bi ll et wit h a suit ably quali fied off icer at the ri ght ti me.

b. Career devel opm ent - to assi st in an of ficer 's car eer plan so t hat t he best use aremade of abil iti es while br oadening experience and pr ovi ding fur ther traini ng,ther eby enhanci ng pr ospect s for pr om oti on and f urt her empl oyment i n the Service.

c. Post ing pr ef erence - to take into consi der at ion wher e possible, the off icer's post ingpr ef erence f or the t ype, locali ty and timi ng of the posting to sui t per sonal and f am ilyci rcumstances.

5. 17 The thr ee requi rem ents are in order of pri or ity; however, in any si tuati on a measur eof comprom ise and fl exi bil it y is requir ed in or der to achi eve the best and most acceptableresults to all. T o achieve thi s, the desk offi cer r equires:

a. comprehensive and compl ete r eporti ng hi story,

b. the off icer's l ong t erm pr ef erences and post ing pl an, and

c. cl ose cont act with t he off icer.

These three factor s enable the desk off icer to for m an appreciation of the indi vidual'ssi tuati on, capabil it ies, aspirations et c, and to bal ance these factors wit h the needs of theService.

Post ing Pref erence

5. 18 It is essent ial that ei ther annual ly or as fami ly ci rcumst ances change, a posti ngpr ef erence f orm be subm itt ed to DNOP . Accur ate personal i nf orm ati on and car eer desi res isvi tal to the pl anning process especi all y when a Service requirement dictat es a sequence of shor t noti ce posti ngs. This does not obvi at e the need for t he occasional telephone cal l t o thepost er or at tendance at career counsell ing sessions hel d by DNOP staff off icers. Al l thesecomm uni cat ions com bi ne to gi ve the post er an under st anding of the individual needs andexpectations.

Career Plans an d Career Develop men t

5. 19 An offi cer ’s career plan and intenti ons ar e of no value if they ar e kept secret . Thepl an, along wit h possibly sever al options that sti ll al low aspi rat ions to be achieved, shoul dbe f orwarded on the posting prefer ence for m to DNOP.

Career Cou nsell ing

5. 20 At least annual ly, DNOP st af f visi t off icers at thei r post ing locali ties and makethem sel ves avai lable for per sonal career counselli ng. This is not com pul sory and will onlybe of benefi t i f a post ing pref erence has been regul arl y submit ted and, more im por tantl y, the

5-6

post er knows the off icer’s career pl an. Counselli ng pr ovi des import ant feedback on thecareer plan and may requir e changes to be made or a change in direct ion. It is an int egr al component of the overal l planni ng and post ing process.

Sp ecial Selecti ve Posti ngs

5. 21 Some bi llets ar e subject to special consider ati on and, due to the popul ari ty andim portance of these positi ons, eli gi ble of fi cer s can expect str ong competi ti on from theirpeer s. These bill et s are:

a. ADCs/Fl ag Li eut enant s - fi nal candidates m ay be intervi ewed by therelevant F lag Offi cer who wi ll make the selecti on.

b. Sea Postings and S upply Char ge - Char ge posit ions at sea are vet ted by t he Suppl yChar ge Endor sem ent P anel and the Head of S upply Personnel.

c. Over seas/E xchange posti ngs - el igi bl e candidates are ranked in order of meri t,endorsed by the Head of Supply Speci ali sat ion and then sel ection is made byDGCM-N.

d. Post Gr aduat e T rai ni ng and F ull Ti me Ci vil S chooli ng - sam e as above (candidatesmust be educati onall y qual if ied)

Su mm ary

5. 22 Ever y offi cer is responsible for his or her own career - not the DNOP desk offi cer .Should an of ficer not provide a sound career pl an, then that of ficer wi ll most likel y be usedto fill those posi ti ons that no one else wants. Regular review of an offi cer’s careeraspi rat ions is requi red, together wi th tangi ble and achievable professi onal goals. Per sonnelshould plan their intended career path in consultati on wit h DNOP, advising the lat ter ifpost ing pr ef erences, job predil ect ion or fam ily ci rcumstances change and of any newqual ifi cat ions gai ned. Only then can a career plan be implemented which meets bot h theneeds of the RAN and the mem ber ’s ci rcumst ances and professi onal development requirements. Annex B contains a chart depi cti ng the vari ous elem ents of pl anning one’ scareer and t he overall str at egy that shoul d be adopt ed.

An nexes:A. Supply Of fi cer s’ Career P rogressi on Model B. Career Str at egy Pl anning Model

ANNEX A TOCHAPTER 5

SUPPLY OFFICERS’ CAREER PROGRESSION MODEL

MIDN/SBLT1 year

MIDN(ADFA entry)3 years

MIDN/SBLT

Two shore jobspost sea. Secondjob may be out of LEUTbranch to maximise 5 _ years minlater employmentflexibility.

Two shore jobspost Charge. Secondjob may be out of LCDRbranch to maximise 4 years minlater employmentflexibility.

CMDR4 years min

CAPT

INITIAL TRAINING PHASENEOC – 19 wks

SUAC Phase I – 6 wksSUAC Phase II – approx 25 wks at sea

ACADEMIC PHASEADFA – 156 wks

SPECIALIST TRAINING PHASESUAC Phase III – 6 wks

SUAC Phase IV – 98 wks Fleet Base

CHARGE QUALIFYING PHASEDSO at Sea

Operational Support Employment (operational logistics,supply operations, logistic planning, CLO/in-service

support, FEGs)Headquarters Employment

HS Charge

CHARGE PHASESea Charge

Operational Support EmploymentPolicy Area/Headquarters Employment

Staff Course

COMMAND & MANAGEMENT PHASESea Charge

Operational Support EmploymentPolicy Area/Headquarters Employment

HIGHER MANAGEMENT PHASESenior Operational Support Employment (eg Fleet Supply

Officer, FEGs)Policy Area/Headquarters Employment

Australian Defence College

ANNEX B TOCHAPTER 5

CAREER STRATEGY PLANNING MODEL

IDENTIFY LONG TERM CAREER ASPIRATIONS

IDENTIFY ALL CAREER PATH OPTIONS AND COLLECTSUPPORTING INFORMATION

ANALYSE CAREERPATHS AVAILABLE,AREAS OF INTERESTAND DESIRED JOBS

DETERMINECAPABILITIES

REQUIRED TO ACHIEVECAREER ASPIRATIONS

PRODUCE PRACTICAL CAREER PLAN TO REACH REALISTICLONG TERM ASPIRATIONS

ADVISE AND CONSULT DNOP

IMPLEMENT CAREER PLAN AND MARKET YOURSELF

PERFORM WELL

MONITOR PROGRESS AND ACHIEVEMENTSREASSESS CAREER PATH AND LONG TERM ASPIRATIONS IF

PERFORMANCE WARRANTS

PROMOTION

CHAPTER 6

PROMOTION

PROMOTION MECHANICS

Introduction

6.1 Promotion to the next higher rank is the means by which officers progress throughthe hierarchy of the RAN. Promotions are made to fill structural, billet and personnelrequirements, with individuals promoted on the basis of their professional competenceand perceived ability to perform in the next higher rank. Detailed information on theRAN promotion system is contained in ABR6289 Chapter 13.

6.2 Promotion is highly competitive, and should not be regarded as an expectation oran accolade awarded merely for time in service. Demonstrated performance in each rank,and the achievement of professional and educational qualifications necessary to performin the next higher rank, are necessary to attain promotion. The one attribute common toall personnel selected for promotion is that they have PERFORMED WELL andachieved the PROFESSIONAL PREREQUISITES required for their rank and PQ.Officers are assessed on their potential for higher rank largely through annualperformance appraisals.

The RAN Officers’ Reporting System

6.3 The reporting system is designed to provide performance assessments on whichselections for promotion can be made, and to provide officers with feedback on theirperformance and information to aid their career management. The officer’s report isutilised as a written and numerical assessment on the broadest range of an officer’sattributes, and is a measure of an officer’s competence in both a particular job and as anaval officer. The report also includes an assessment of potential to perform at the nexthigher rank.

6.4 It is the responsibility of all officers to ensure that their reports are rendered at theappropriate time. Ignorance of when a report is due, or non-submission of a report, couldaffect promotion prospects. Full information on the PR5 reporting system is found inABR6289 Chapter 12.

6.5 A brief summary of some of the occasions on which Supply Officers shouldexpect reports to be raised on them is provided below, but personnel should consultABR6289 in the first instance to guard against changes in procedures:

a. Annually for officers of CAPT rank and below who are not in the zone forselective promotion. The report is to be rendered upon the anniversary of joiningthe reporting unit, provided that the reporting officer has observed the member

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being assessed for at least three months. Such reports may be advanced ordeferred if an officer is to be posted three months either side of the anniversary ofjoining.

b. CMDRs, LCDRs and LEUTs eligible for consideration by the next PromotionBoard are to have Promotion Reports raised for the reporting period ending 31October. Reports are to reach the relevant section 6 officer (see ABR 6289) by 30November and DNOP by 31 January.

c. Short Service Appointment (SSA) officers who will have completed three yearsof their SSA by 30 June the following year, and who are not eligible forconsideration at the next Promotion Board, are to have reports raised for theperiod ending 31 December.

d. Special Reports are to be raised when the normal reporting process does notprovide adequate or current information for career managers, or when the usualoccasions for reporting are inappropriate and reporting officers deem it applicablethat an extra-ordinary report be raised.

e. Quarterly Reports are raised on officers who have evinced serious or protracteddeficiencies in performance. Such officers are placed on Quarterly Reports byDGCM-N. Reports are to be rendered until DGCM-N directs otherwise.

Promotion to SBLT

6.6 Promotion to SBLT rank is normally automatic upon completion of four years’service as a MIDN for ADFA entry officers, or two years service as a MIDN for non-degree qualified direct entry officers. Direct entry officers with degrees will be appointedto the RAN as MIDN with three years’ seniority if a three year undergraduate degree isheld, or as a SBLT if a four year degree has been completed.

Promotion to LEUT

6.7 Promotion to LEUT is likewise automatic, and is in accordance with the principlethat all junior officers complete six years service prior to promotion. As described above,rank seniority as a MIDN or SBLT may be granted if relevant tertiary qualifications orwork experience are held, thus leading to some officers being eligible for promotion toLEUT prior to completing six years service.

6.8 Regardless of the means of entry into the RAN, all officers of the SupplySpecialisation must complete SUAC Phase IV as a prerequisite for promotion to LEUT.The only exception will be officers who are already SBLTs or LEUTs (eg, Senior Sailorentry) on commencement of SUAC Phase IV. Final authority for promotion to LEUTresides with DGCM-N and DNOP, in consultation with DLA-LOG(S&H).

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Promotion to LCDR and the Phased Batch Promotion System

6.9 Promotion to LCDR for all LEUTs with seniority 2 January 1992 or later iscurrently via the Phased Batch Promotion system. This entails all LEUTs being assigneda year batch based on their seniority. A given year batch will consist of all officers withseniority between 2 July and 1 July the following year. Each batch is considered forpromotion three times, such that each LEUT will be considered for promotion at, or assoon as possible, after the 5 _, 6 _ and 7 _ year seniority points.

6.10 At the first consideration of a Batch, the Promotion Board will select the top 10%of officers for promotion. The following year, or at the second consideration, the next40% will be selected for promotion; at the third and final consideration, all remainingeligible and suitable officers will be promoted subject to vacancies. Officers not selectedfor promotion after the third consideration will remain LEUTs.

6.11 The professional prerequisites for promotion to LCDR are successfulcompletion of the Supply Charge Qualifying Course and Supply Charge Board (andfor LEUTs with seniority on or after 2 July 1997, completion of the LMPD). Inessence, an individual must be qualified to serve at sea as a Charge LCDR and must havecompleted DSO time. Those who do not meet the above professional standards, but whohave otherwise demonstrated that they could be employed in non-Supply or broadFunctional roles as LCDRs, may be promoted at the third consideration, depending onvacancies and corporate workforce requirements.

Promotion to CMDR & Beyond

6.12 With regards to promotion beyond LCDR, officers may be promoted if thefollowing seniorities in rank are held:

a. to CMDR – four years seniority as a LCDR, or three years if seniority as a LEUTwas on or before 30 December 1985;

b. to CAPT – four years seniority as a CMDR; and

c. to CDRE – four years seniority as a CAPT.

6.13 Promotion beyond LCDR will require an officer to have satisfactorily completedOperational employment, and to have demonstrated the potential to contribute to higherNavy processes in the Functional area. For Supply Officers, the career progressionprinciples described in Chapters 4 and 5 apply. A Charge posting as Supply Officer of aMajor Fleet Unit is to be undertaken if an officer is to have any realistic chance ofpromotion to CMDR. Following Charge, a suitable mix of single service and jointpostings is to be undertaken in the generic employment areas described in Chapters 3, 4and 5, with the aim of maximising an officer’s employment potential. In addition, allSupply Officers should be cognisant of Chief of Navy’s future vision for officers aspiringto promotion to CAPT:

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a. have completed, or be in the final year of, a masters degree relevant to Navy;

b. completion of a Service staff course;

c. have undertaken a charge position of responsibility, which for Supply Officers isHead of Department in a Major Fleet Unit; and

d. an out of specialisation and/or joint posting.

Promotion Principles and Mechanics

6.14 Promotions to LCDR, CMDR, CAPT and LEUT (Warrant Officer Entry) arepresently determined by the following Promotion Boards:

a. Captains’ Board – to select officers for promotion to LCDR and WOs forpromotion to LEUT. Includes at least one EN and one SU officer.

b. Commodores’ Board – to select officers for promotion to CMDR.

c. Admirals’ Board – to determine Captains’ Order of Merit and select officers forpromotion to CAPT. Chair – Deputy Chief of Navy; all RADMs serving inAustralia and Commander Training-Navy.

6.15 Promotion Boards are provided with recommendations as to the number ofselections to be made at each rank level within the various primary qualifications, alongwith recommendations as to the number of “pool” selections to be made. PromotionBoard members receive statistical data on each officer in promotion zone, includingsummaries of scores and recommendations. For the Captains’ Board, officers in eachprimary qualification – and Warrant Officers – are compared against:

a. average of section 2 scores in current rank,

b. average of last six section 2 scores in current rank, and

c. last section 2 score.

Promotion Board members are also granted access to the Blue Jacket of each officer inpromotion zone, in order to read report narratives.

6.16 Officers selected for promotion are invariably amongst the better performers intheir current rank. Additionally, personnel appear more likely to be promoted if theyhave completed advanced and/or staff training and have developed themselves throughpostings and higher education to undertake a wide range of employment. Officers wholimit themselves to niche areas may be less competitive for promotion, except whenspecific specialists are required. Lastly, officers will require operational currency;

6-5

members who have not completed DSO or SO service at sea are unlikely to be promotedto LCDR and CMDR respectively.

SAILOR ENTRY SUPPLY OFFICERS

6.17 Ex- sailors have traditionally comprised a significant percentage of the SupplyOfficer community. Detailed instruction on the process of nominating personnel forcommissioned rank can be found in ABR 10 and ABR6289.

Warrant Officer Entry (WOE) Appointment to LEUT

6.18 Warrant Officers are considered for appointment to LEUT by the Captains’Promotion Board. Specified categories with vacancies, together with associatedemployment qualifications, are promulgated by All Ship-All Shore signal. WarrantOfficers belonging to specified categories and who meet the eligibility criteria in ABR 10will be required to confirm their volunteer status for appointment to commissioned rank.

6.19 Candidate Warrant Officers will be interviewed by a Selection Panel to ascertainsuitability and possible career options as an officer. Warrant Officers selected forappointment to LEUT are announced via the officers’ promotion signal. Appointment toofficer rank will be on the day before commencement of initial officer training. Rankseniority as a LEUT will be awarded on the basis of post-secondary qualifications held onthe day immediately preceding appointment. Civil accreditation of naval training willresult in most Supply Warrant Officers holding a two or three year post-secondaryqualification, such as an Advanced Certificate, Associate Diploma or a two or three yeardiploma under the Register of Australian Tertiary Education, or Certificate Level IV,Diploma or Advanced Diploma under the Australian Qualifications Framework. Assuch, Warrant Officers selected for promotion can expect to be appointed as LEUTs withone year seniority. Progression through the ranks is then the same as for other officers.

Rank on Appointment for Sailor Entry Officers

6.20 Sailor entry officers are awarded rank and seniority as officers commensuratewith their substantive rank as sailors and any post-secondary qualifications held. Whereno post-secondary or tertiary qualifications are held, the non-degree Direct Entry careerpath for officers is followed, with progressive rank seniority granted for consecutivelymore senior sailor ranks. If post-secondary or tertiary qualifications are held, then thedegree qualified officers’ promotion path is followed, with rank and seniority onappointment again awarded on the basis of sailor rank and qualifications held. Adetailed chart of rank on appointment and promotion patterns for sailor entryofficers is contained in ABR 6289, Annex C to Chapter 13.

EDUCATION

CHAPTER 7

ED UC ATI ON

INITIAL CAREER EDUCATIO N

Im portance of Tert iary Edu cation

7. 1 Tert iar y educat ion enhances an off icer's int ell ect ual skil l and pr ovides a sound base forfurt her vocational ly or iented mili tary training. It adds credibi li ty requi red to lead sail ors, whoar e becomi ng better educat ional ly quali fied, and to represent Navy in deal ings wit h ext ernal authori ties such as other Gover nment depar tm ent s and commercial cont ractor s. Degreeeducati on al so hel ps devel op later al thinking and pr obl em solvi ng abili ties that, in turn, enhancethe per cepti on of the offi cer's st anding in, and wor th to, the Ser vi ce. Acquisiti on of a degreeal so enhances career satisfacti on for many indi viduals and provides them wit h a valuabl equal ifi cat ion.

St ud y S trand s at ADF A

7. 2 The maj ori ty of juni or Suppl y Offi cers wil l obt ain thei r ter tiary education from theAust ral ian Defence Force Academ y (ADFA) . ADFA, as an extension of the Uni versi ty of NS W, of fer s a wide range of study wi thi n the Ar ts, Science and Engineer ing faculti es. Whil eEngi neering off icers follow a preset , struct ured degree, Supply and Seaman Offi cer s are able toselect their own m aj or field of st udy. However, MI DN from all PQs - except Engineering - arerequired t o study at least one subject from the foll owi ng li st to at least sub- maj or level :

a. Chem ist ry;

b. Computer S ci ence;

c. Managem ent /E conomi cs;

d. Information System s;

e. Mathematics;

f. Oceanography; and

g. Physics.

7. 3 The subjects which are fel t to be of gr eat est wort h to Suppl y MIDN and SBL T, andwhich are most appli cable to later empl oym ent i n t he Suppl y Speciali sat ion, are:

a. Economi cs/ Management ;

b. Information System s; and

c. Computer S ci ence.

7-2

7. 4 Degr ees ar e nor mal ly three year s in dur ati on, although Honours may be under takenunder special circum stances in the four th year - provided mi lit ary and academic perf orm ancewarr ant the additi onal year.

Self Ed ucati on and RAN Stu dy Assistance Schemes

7. 5 Of fi cer s who do not hol d a degr ee (or those who wi sh to obtain a post -gr aduat equal ifi cat ion – see bel ow) are encouraged to under take ter ti ary education ei ther i n their own t imeor on a part ti me basis. Own tim e courses, which do not requi re regul ar at tendance duringworking hour s at the insti tution other than com pul sory sem inars or r esi denti al per iods, pr ovide agood st art ing point for self educati on. These cour ses may take the form of di stance lear ni ngpr ogram s (correspondence) or at tendance at evening classes. Financial assi stance is avai lableunder the Ci vil Schooli ng Schem e (CS S) whi ch incur s a Return of Service Obli gat ion (ROS O)of t hree months for each academ ic year com pl eted. Off icers who decide to undertake approvedexternal courses involving part ti me release fr om normal dut y may apply for par t tim e CSS. AROSO of si x months for each year of study or three mont hs for each semester of study wi ll beim posed for par t tim e CSS. ADFA of fer s par t time degr ee st udi es wi th minim al att endancerequirements during wor king hours. Alt ernat ively, assi stance for own or par t time studies maybe sought under the provisions of Defence Force Assi sted Study Schem e (DFASS ), whi chreim bur ses a percent age of cost s (excluding travel and accom modati on costs) but does not incura ROSO. DFASS also provides for tim e from norm al work dut ies for course exams orresi dential com ponents. It is st ressed that both schemes are subject to the avai labil ity of fundsand confir mation that the course wil l be of signif icant value in subsequent functi onal areaem pl oym ent . More detai led informati on on the appl icati on pr ocedur es and the pr ovi si ons of both schem es ar e contai ned i n:

a. DF AS S – DI (N) P ERS 20-5, and

b. CS S – DI (N) P ERS 20-4.

7. 6 As a guide, off icers shoul d fol low a si mil ar degree str uct ur e t o ADF A students. This wi llassi st in any subsequent applicati on for ful l time release to study at ADF A. Degr ee selecti onot her than that undertaken at ADFA should be relevant to the Suppl y professi on. The broadar eas of supply interest i n additi on to those above are:

a. Logi sti cs Managem ent;

b. Pr oj ect Managem ent ;

c. Fi nance & Contr act ing;

d. Corporate Management ;

e. Tr ansport and Movement Management; and

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f. Human Resour ces & Industri al Relat ions.

MID CAREER EDUCATION

Concept

7. 7 The requirement of mid career education was identif ied by the RAN Offi cer Career St udy in 1993 as par t of the Funct ional Educati on, Trai ning and Experience process. Whil eROCS is now dat ed, the basic pr emi ses of undert aki ng mi d-car eer educati on remai n the same. To bett er equip them for employment in a functi onal area, of ficers at the senior LCDR levelshould have undert aken a single Service st af f cour se and additi onal educat ion and/ or tr aining.This could be in the form of a short course or ter ti ary or post -gr aduat e study in a rel evant di scipl ine, leading to the awar d of Graduate Di ploma or Mast er. Mid career educat ion expandson init ial tert iar y qualif icati ons and bui lds on professional experi ence gai ned, thus keeping anof fi cer curr ent and rel evant . More im portantl y, Ch ief of Navy’s fu ture vision for the RAN’ slead ers en vi sages th e comp letion of a Mast er’s degree relevant to Navy as a prereq ui sit efor promot ion t o CAP T.

Fu ll Ti me Release for S tud y

7. 8 Mi d car eer educati on shoul d accordingly be pursued by as many Supply Of ficer s aspossibl e. Off icers who have undert aken ter tiary education in their own tim e may, in cert ai nli mi ted ci rcumstances, be consi der ed for ful l time civi l school ing to complete the final year ofthei r degr ee pr ovi ded t hat :

a. A reasonable level of practi cal experience has been reached. T ypi cal ly, this coul d be aLi eutenant Comm ander about t o embark on the post-Charge phase of t heir car eer.

b. Personal r eport ing hist ory i ndi cat es that the offi cer has both mot ivati on and goodpr om oti on pr ospect s and that the S er vice stands to gain a retur n on the investm ent offurt her educati on.

c. A relief can be readily identif ied f or the peri od or the bil let can be gapped.

d. The off icer can be empl oyed on com pl eti on of the degree in an area t hat coul d direct lybenefit fr om the higher educati on.

7. 9 It is import ant to note that it is the responsi bil it y of the individual to ascertain entrancerequirements and likeli hood of acceptabili ty by the sel ect ed insti tution (including ADF A) pr ior to appl ying for full ti me release. A ROS O equal to the num ber of academi c years for which theof fi cer was rel eased, plus an addi ti onal 12 months, wil l be incurr ed.

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Grad uat e Certif icate/Di ploma

7. 10 Most terti ar y inst it uti ons offer Graduate Certi ficat e and Gr aduate Dipl oma studies that can be under taken wi thout holdi ng a fir st degree. T he courses are full or part ti me and can takeas long as four year s to com plete. Off icers wi thout under gr aduate degr ees should note thatpr of essional RAN and Suppl y qualif icati ons and com petency based assessm ent of workexperience can oft en be suff ici ent to gain entr y int o Graduate Cer ti ficate and Graduate Di pl omapr ogram s. T hese courses can of ten then be arti cul at ed to hi gher awards (i. e. to a Gr aduateDi pl oma or Mast er) by undert aki ng extra unit s.

Post Gradu at e S tud ies and ADFA

7. 11 Mast ers degr ees can be under taken and generally must meet the same crit eri a requir edfor ful l tim e release and gr aduate dipl oma studies. Members of the Supply Prof ession areexhorted to undert ake post -graduat e traini ng when and wher ever possi ble, at any accr edi tedpubl ic insti tut ion. Personnel shoul d be cognisant , however, that ADF m em ber s are exempt fromal l HECS fees at ADF A, under an agreement between Defence and the Universi ty College. All Supply per sonnel posted to the Canberra ar ea shoul d, if possibl e, make the most of this uniqueopportunit y to advance their academi c stat us for lit tle, if any, financial detr iment to them sel vesor t he RAN. The f ol lowing post gr aduat e programs of fer ed by ADFA, all of which ar e based onaf ter hour s lect ur es, ar e professi onally enhanci ng for Supply Of fi cer s and increase thei rem pl oyabil it y i n t he ADF:

a. Managem ent Stud ies Program . Courses ar e offered in Master s, Gr aduate Dipl omaand Graduate Certi fi cat e of Management Studi es. T he pr ogr am ai ms to gi ve st udents anunderst anding of the fundamental pri nci ples involved in successful ly managingresources of al l kinds – physical, human, intel lectual, technol ogi cal and fi nancial. T hispr ogram woul d be of benefi t to Supply Off icers em pl oyed in all functional andoper ati onal areas. The Mast ers cour se fur ther provi des an advanced grounding andform al speci ali sat ion i n t he st reams of :

(1) Human Resour ce Management,

(2) Logi sti cs Management ,

(3) Mi li tar y T echnology,

(4) Pr oj ect Managem ent , and

(5) Technol ogy Managem ent.

b. In formation Technology. Master of Sci ence, Gr aduat e Dipl om as and Graduat eCert ifi cat es ar e available in Inform ati on Technology. Adm inist ered by the School of Computer Sci ence, a course of study in thi s field would pr ovide an advancedunderst anding of m odern information technology and i ts appli cat ion t o t he requi rem ents

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of cont empor ary or ganisati ons and business functions. Suppl y Offi cers int ending tospecial ise in proj ect and integrat ed logisti cs management, class logist ics, traini ng policy, pr eparedness and capabi lit y assessment and provisi on of oper ati onal logist ic support toFl eet unit s would fi nd thi s program of benef it.

c. Defence St ud ies. Masters, Graduat e Diplom as or Gr aduat e Cer tif icates are of fer ed inDefence St udies. Sponsored by the schools of Hist or y and Polit ics, thi s course pr ovidesan in-dept h look at Australi a’s st rategic ci rcumst ances, our geo-pol iti cal neighbour s andthe str ategi c, technological and pol iti cal aspects of ground, sea and air warfare. Aqual ifi cat ion in Def ence Studies, while not prepar ing Supply Of ficer s for speci ficoper ati onal logist ics bill et s, would never theless pr ovi de a useful groundi ng for l at er Joi nt service and employment in hi gher level pol icy, logistic pl anning and pr eparedness andcapabil ity assessm ent. It is also an excell ent augm ent ati on of the tenets of mili tary art intr oduced i n S taf f Course.

7. 12 In addi tion to the above courses of study at ADFA, the Master of Management inIntegrated Logi sti cs (Mili tary ILS ) off ered by RMI T has been speci fi cal ly tailored to ADF IL Srequirements. Pract ical experi ence in mil it ary logi sti cs can be suf ficient to obt ai n entr y to thi scour se, which woul d be of value to S upply Of ficers empl oyed in any f iel d.

Di st ance Edu cat ion and ADF A

7. 13 As of m id- 1999, di st ance educat ion cour ses were avai lable for t he quali ficat ions of:

a. Gr aduat e Cer tif icate/Gr aduat e Dipl om a/Mast er of Managem ent S tudies; and

b. Gr aduat e Diplom a/Master of Defence S tudies.

7. 14 A di stance educati on pr ogr am for post-graduate quali ficat ions in Inf orm at ionTechnol ogy will al so be avai lable fr om 2000/ 2001. Non- Canberra based personnel who wish toundertake di stance educati on vi a ADF A should contact the address given bel ow. Distance st udyat ADFA at tr act s an adm ini st rat ion fee whi ch is reim ubursabl e under the pr ovisi ons of DFAS S:

Executi ve Of ficerFl exibl e E ducat ion Cent reAust ral ian Defence F orce Academ yCANBERRA ACT 2601Ph ( 02) 6268 8207 or University Coll ege St udent Admi nistrati on Desk (02) 6268 8717

Managem ent P rogram s

7. 15 As an alternati ve to formal post-graduate st udi es, ther e are a num ber of managementcour ses conduct ed by pr ivate insti tutions and Graduate Schools of Managem ent which are partof the maj or universiti es. The courses range from several weeks to a two year Master of Busi ness Adm ini str at ion degr ee. The management courses are gener al ly expensive and this has

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pr ecluded at tendance on longer ful l tim e courses. Som e of the cour ses ar e availabl e part - tim e.Most of the logist ics associ ated courses available i n Aust ralia ar e listed at Annex B.

Rank ing of Cred ent ials and Recogni ti on of RAN Experi ence and Train in g

7. 16 Annex A details the rel ati ve r anking of both Universit y and Technical And Furt her Educati on (T AFE ) credentials. The flow chart is representational only and does not necessaril ycover all the vari abl es which ar ise from the dif ferent instit uti ons and St ates. TAF E instit uti onswi ll pr ovi de exempti ons fr om units for 'Recogni tion of Pri or Learning'; exem pti ons can also beobtain by successf ul ly passi ng 'Chal lenge Tests' f or appli cable unit s. Dependi ng on the str uct ureof t he course t o be undert aken, the dur ati on of the course l ength can reduced by up to 50% . Thecert ifi cat e or diploma awarded can, in tur n, be ut il ised to eit her gain admi ssi on for higher educati on and i n cer tai n cases, obtain exemptions for t hat cour se.

7. 17 At all stages of ent rance negot iat ions wit h uni ver si ties, offi cer s should endeavour toobtain credi t for their RAN traini ng and experi ence. T he cr edi t or advanced st anding obtainabl ewi ll vary across courses and insti tutions, but provi ded of fi cer s are seeki ng quali fi cat ionscompati ble with career exper ience, credit shoul d be granted from most univer sit ies. Inpart icular , all TAFE colleges are obliged to recogni se training and educat ion provided by theRAN, as the RAN is a Registered Tr ai ning Organi sat ion. Naval Trai ni ng Com mand Annex –Canberr a mai ntains a database of credit and advanced st anding that personnel have recei vedfr om various insti tutions, and could be of use to of ficers appl ying for tert iar y or post-graduatecour ses. Lastl y, compl eti on of the Australi an Com mand and Staf f Course wi ll pr ovi de of ficer swi th a sui table university qual ifi cation in management, the exact natur e of whi ch is st ill to beadvi sed. It is expected, however, that of fi cer s wil l in the very least be accr edi ted with advancedst anding towards an MBA or other management degree. The Com mand and St aff Cour seshould, accordi ngl y, be vi ewed as a per fect st epping stone to terti ary m anagem ent studies.

Ed ucati on Sched ule

7. 18 TAFE s and Universi ti es off er a wide range of courses cater ing for al l l evels of educati onand most professions. Annex B pr ovides an Educat ion Schedule for Supply or iented cour sesavai lable ar ound Australia. It is by no means excl usi ve, and represents only those courses forwhich DSUP -N st af f were able to obtain infor mat ion, but i t should pr ovi de a good starti ng point for those of ficers who are cont emplating fur thering their education. It is pr imari ly dir ected at of fi cer s seeking post graduate education (wi th or wi thout fi rst degr ee) or relevant wor k rel atedcert ifi cat e courses. Unless speci fi cal ly ti tled and st ructured towards logi sti c rel atedqual ifi cat ions, pr im ary degr ees have not been addr essed, due to the myr iad combinati ons of majors and subj ect s availabl e f or st udy at each University.

An nexes:A. Or der of P rogressi on for T raini ng and E ducat ionB. Educati on Schedule

ANNEX A TOCHAPTER 7

ORDER OF PROGRESSION FOR TRAINING AND EDUCATION

MASTERS

GRADUATEDIPLOMA

HONOURS

GRADUATECERTIFICATE

DEGREE

PROFESSIONALQUALIFICATIONS

AND/OREXPERIENCE

YEAR 12 OREQUIVALENT

YEAR 10 OREQUIVALENT

CERTIFICATE

ADVANCEDCERTIFICATE

ASSOCIATEDIPLOMA

EXECUTIVECOURSES

STAFFCOURSES

ANNEX B TOCHAPTER 7

EDUCATION SCHEDULE

COURSE TITLE BYSTATE

INSTITUTION/TELEPHONE NUMBER

PART-TIME/FULL-TIME

LENGTH OF COURSE ENTRANCEREQUIREMENTS

AUSTRALIAN CAPITAL TERRITORYPROJECT MANAGEMENTTECHNIQUES

AUSTRALIAN INSTITUTE OFMANAGEMENT (02) 6282 1914

FULL TIME FIVE DAYS NA

PROJECT MANAGEMENT –MANAGEMENT OF SCOPE,QUALITY AND RISK

AUSTRALIAN INSTITUTE OFMANAGEMENT (02) 6282 1914

FULL TIME FOUR DAYS NA

PROJECT MANAGEMENT –MANAGEMENT OF HUMANRESOURCES

AUSTRALIAN INSTITUTE OFMANAGEMENT (02) 6282 1914

FULL TIME THREE DAYS NA

PROJECT MANAGEMENT –EFFECTIVE CONTRACTING ANDPROCUREMENT

AUSTRALIAN INSTITUTE OFMANAGEMENT (02) 6282 1914

FULL TIME THREE DAYS NA

PROJECT MANAGEMENT –NEGOTIATION SKILLS

AUSTRALIAN INSTITUTE OFMANAGEMENT (02) 6282 1914

FULL TIME TWO DAYS NA

MASTER OF MANAGEMENTSTUDIES

ADFA (02) 6268 8240 FULL TIME OR PART TIME MINIMUM TWO SESSIONS FULLTIME OR FOUR SESSIONS PARTTIME

FOUR YEAR UNDERGRADUATEDEGREE IN RELATEDDISCIPLINE, OR THREE YEARDEGREE AND RELEVANTEXPERIENCE IN RELATEDDISCIPLINE

GRADUATE DIPLOMA INMANAGEMENT STUDIES

ADFA (02) 6268 8240 FULL TIME OR PART TIME MINIMUM TWO SESSIONS FULLTIME OR FOUR SESSIONS PARTTIME

THREE YEARUNDERGRADUATE DEGREE INRELATED DISCIPLINE

GRADUATE CERTIFICATE INMANAGEMENT STUDIES

ADFA (02) 6268 8240 FULL TIME OR PART TIME MINIMUM ONE SESSION FULLTIME OR TWO SESSIONS PARTTIME

THREE YEARUNDERGRADUATE DEGREE ORAPPROPRIATE PROFESSIONALEXPERIENCE

MASTER OF SCIENCE ININFORMATION TECHNOLOGY

ADFA (02) 6268 8184 FULL TIME OR PART TIME MINIMUM TWO SESSIONS FULLTIME OR FOUR SESSIONS PARTTIME

FOUR YEAR UNDERGRADUATEDEGREE IN RELATEDDISCIPLINE, OR THREE YEARDEGREE AND RELEVANTEXPERIENCE IN RELATEDDISCIPLINE

GRADUATE DIPLOMA ININFORMATION TECHNOLOGY

ADFA (02) 6268 8184 FULL TIME OR PART TIME MINIMUM TWO SESSIONS FULLTIME OR FOUR SESSIONS PARTTIME

THREE YEARUNDERGRADUATE DEGREE INRELATED DISCIPLINE ORAPPROPRIATE PROFESSIONALEXPERIENCE

7B-2

GRADUATE CERTIFICATE ININFORMATION TECHNOLOGY

ADFA (02) 6268 8184 FULL TIME OR PART TIME MINIMUM ONE SESSION FULLTIME OR TWO SESSIONS PARTTIME

UNDERGRADUATE DEGREE ORAPPROPRIATE PROFESSIONALEXPERIENCE

MASTER OF DEFENCE STUDIES ADFA (02) 6268 6274 FULL TIME OR PART TIME MINIMUM TWO SESSIONS FULLTIME OR FOUR SESSIONS PARTTIME

FOUR YEAR UNDERGRADUATEDEGREE IN RELATEDDISCIPLINE, THREE YEARUNDERGRADUATE DEGREEWITH APPROPRIATE GRADESIN RELATED DISCIPLINE ORRELEVANT STAFF COLLEGEQUALIFICATION

GRADUATE DIPLOMA INDEFENCE STUDIES

ADFA (02) 6268 6274 FULL TIME OR PART TIME MINIMUM TWO SESSIONS PARTTIME OR FOUR SESSIONS PARTTIME

UNDERGRADUATE DEGREE ORAPPROPRIATE PROFESSIONALAND ACADEMIC EXPERIENCE

BACHELOR OF MANAGEMENT UNIVERSITY OF CANBERRA(02) 6201 2225

FULL TIME OR PART TIME THREE TO SIX YEARS YEAR 12

BACHELOR OF COMMERCE INMANAGEMENT SCIENCES

UNIVERSITY OF CANBERRA(02) 6201 2225

FULL TIME OR PART TIME THREE TO SIX YEARS YEAR 12

NEW SOUTH WALESCERTIFICATION INPRODUCTION AND INVENTORYMANAGEMENT

AUSTRALIAN PRODUCTIONAND INVENTORY CONTROLSOCIETY (02) 9891 1411

PART TIME SIX MODULES OF VARYINGLENGTH

NA

CERTIFICATION ININTEGRATED RESOURCEMANAGEMENT

AUSTRALIAN PRODUCTIONAND INVENTORY CONTROLSOCIETY (02) 9891 1411

PART TIME FIVE MODULES OF VARYINGLENGTH

NA

GRADUATE DIPLOMA INOPERATIONS & LOGISTICSMANAGEMENT: LOGISTICSSTREAM

MACQUARIE UNIVERSITY(02) 9850 9016

PART TIME ONE YEAR PART TIME UNDERGRADUATE DEGREE ORAPPROPRIATE PROFESSIONALEXPERIENCE. AT LEAST FIVEYEARS’ RELEVANTEMPLOYMENT EXPERIENCE

GRADUATE DIPLOMA INOPERATIONS & LOGISTICSMANAGEMENT:

MACQUARIE UNIVERSITY(02) 9850 9016

PART TIME ONE YEAR PART TIME UNDERGRADUATE DEGREE ORAPPROPRIATE PROFESSIONALEXPERIENCE. AT LEAST THREEYEARS’ EMPLOYMENTEXPERIENCE

MASTER OF MANAGEMENT INOPERATIONS & LOGISTICSMANAGEMENT

MACQUARIE UNIVERSITY(02) 9850 9016

PART TIME FIVE TERMS UNDERGRADUATE DEGREEAND BETWEEN FIVE ANDEIGHT YEARS’ RELEVANTEMPLOYMENT EXPERIENCE

MASTER OF BUSINESSADMINISTRATION

MACQUARIE UNIVERSITY(02) 9850 9016

FULL TIME OR PART TIME FOUR TERMS OVER TWOYEARS

UNDERGRADUATE DEGREEAND AT LEAST THREE YEARS’RELEVANT EMPLOYMENTEXPERIENCE.

7B-3

LOGISTICS MANAGEMENTPROGRAM

MACQUARIE UNIVERSITY(02) 9850 9016

FULL TIME FOUR DAYS NA

LOGISTICS STRATEGYPROGRAM

MACQUARIE UNIVERSITY(02) 9850 9016

FULL TIME TWO DAYS NA

BUSINESS AND PUBLICADMINISTRATIONCERTIFICATE IV – PURCHASING& SUPPLY

NSW TAFE(02) 9217 3357

FULL TIME OR PART TIME 636 HOURS RELEVANT INDUSTRYEXPERIENCE EQUIVALENT TOAPS PROCUREMENT (SIMPLE)STANDARDS

CERTIFICATES IN LOGISTIC,SUPPLY CHAIN OR FREIGHTTRANSPORT MANAGEMENT

UNIVERSITY OF SYDNEY(02) 9351 0082

FULL TIME EIGHT DAYS NA. CREDIT POINTS TOWARDSFURTHER POST GRADUATESTUDY AWARDED ONCOMPLETION

CERTIFICATE OF FREIGHTTRANSPORTMANAGEMENT(MARITIME)

UNIVERSITY OF SYDNEY(02) 9351 0082

FULL TIME FIVE TWO DAY PERIODS NA. CREDIT POINTS TOWARDSFURTHER POST GRADUATESTUDY AWARDED ONCOMPLETION

MASTER OF TRANSPORTMANAGEMENT

UNIVERSITY OF SYDNEY(02) 9351 0082

FULL TIME OR PART TIME ONE YEAR FULL TIME OR TWOYEARS’ PART TIME

UNDERGRADUATE DEGREEAND AT LEAST TWO YEARS’RELEVANT WORK EXPERIENCE

GRADUATE DIPLOMA OFTRANSPORT MANAGEMENT

UNIVERSITY OF SYDNEY(02) 9351 0082

FULL TIME OR PART TIME ONE YEAR FULL TIME OR 18MONTHS PART TIME

UNDERGRADUATE DEGREEAND AT LEAST TWO YEARS’RELEVANT WORK EXPERIENCEOR AT LEAST FIVE YEARS’RELEVANT WORK EXPERIENCE

GRADUATE CERTIFICATE OFTRANSPORT MANAGEMENT

UNIVERSITY OF SYDNEY(02) 9351 0082

FULL TIME OR PART TIME TWO MODULES AND TWOELECTIVES

AT LEAST FIVE YEARS’RELEVANT WORK EXPERIENCE

MASTER OF MANAGEMENTSPECIALIST STREAM - SUPPLYMANAGEMENT

UNIVERSITY OF TECHNOLOGYSYDNEY (02) 9514 3660

FULL TIME OR PART TIME SIX SEMESTERS UNDERGRADUATE DEGREEAND MINIMUM TWO YEARS’RELEVANT WORK EXPERIENCE

GRADUATE DIPLOMA INMANAGEMENTSPECIALIST STREAM - SUPPLYMANAGEMENT

UNIVERSITY OF TECHNOLOGYSYDNEY (02) 9514 3660

FULL TIME OR PART TIME FOUR SEMESTERS UNDERGRADUATE DEGREEAND/OR MINIMUM TWO YEARSRELEVANT WORK EXPERIENCEAND PROFESSIONALQUALIFICATION

GRADUATE CERTIFICATE INMANAGEMENTSPECIALIST STREAM – SUPPLYMANAGEMENT

UNIVERSITY OF TECHNOLOGYSYDNEY (02) 9514 3660

FULL TIME OR PART TIME TWO SEMESTERS UNDERGRADUATE DEGREEAND/OR MINIMUM TWO YEARSRELEVANT WORK EXPERIENCEAND PROFESSIONALQUALIFICATION

EFFECTIVE LOGISTICSMANAGEMENT

UNIVERSITY OF WESTERNSYDNEY (02) 4570 1201

PART TIME NINE MONTHS NA. CREDIT POINTS TOWARDSFURTHER POST GRADUATESTUDY AWARDED ONCOMPLETION.

7B-4

TRAINING COURSE INPURCHASING AND MATERIALSMANAGEMENT

UNIVERSITY OF WESTERNSYDNEY (02) 4570 1201

PART TIME SEVEN SATURDAYS NA. CREDIT POINTS TOWARDSFURTHER POST GRADUATESTUDY AWARDED ONCOMPLETION

MASTER OF OPERATIONSMANAGEMENT (MATERIALSMANAGEMENTSPECIALISATION)

UNIVERSITY OF WESTERNSYDNEY (02) 4570 1201

FULL TIME OR PART TIME MINIMUM ONE YEAR FULLTIME STUDY TO THREE YEARS’PART TIME

UNDERGRADUATE DEGREE

GRADUATE DIPLOMA OFOPERATIONS MANAGEMENT(MATERIALS MANAGEMENTSPECIALISATION)

UNIVERSITY OF WESTERNSYDNEY NEPEAN (02) 9685 9631

FULL TIME OR PART TIME MINIMUM ONE YEAR FULLTIME STUDY TO THREE YEARS’PART TIME

UNDERGRADUATE DEGREE

GRADUATE CERTIFICATE OFOPERATIONS MANAGEMENT(MATERIALS MANAGEMENTSPECIALISATION)

UNIVERSITY OF WESTERNSYDNEY (02) 9685 9631

FULL TIME OR PART TIME ONE YEAR UNDERGRADUATE DEGREE

QUEENSLANDADVANCEDCERTIFICATE/DIPLOMA/ADVANCED DIPLOMA INPURCHASING AND MATERIALSMANAGEMENT

CENTRAL QUEENSLANDUNIVERSITY (07) 4930 9509

PART TIME VARYING YEAR 12 AND TWO YEARS’EXPERIENCE IN APPROPRIATEPURCHASING AND SUPPLYPOSITION OR FOUR YEARS’EXPERIENCE

BACHELOR OF BUSINESS CENTRAL QUEENSLANDUNIVERSITY (07) 4930 9509

FULL TIME THREE YEARS YEAR 12 OR COMPLETION OFABOVE DIPLOMAS

CERTIFICATE IV IN TRANSPORT& STORAGE (WAREHOUSING)

QUEENSLAND INSTITUTES OFTAFE (07) 4931 4561

FULL TIME OR PART TIME 630 HOURS CERTIFICATE III OR WORKEXPERIENCE

DIPLOMA OF TRANSPORT &STORAGE (WAREHOUSING)

QUEENSLAND INSTITUTES OFTAFE (07) 4931 4561

FULL TIME OR PART TIME ONE YEAR YEAR 12 AND/OR RELEVANTWORK EXPERIENCE

BUSINESS LOGISTICS SENIORMANAGEMENT SCHOOL

SYMONDS HENDERSONCONSULTANTS & RMIT(03) 9347 2011

FULL TIME ONE WEEK NA

MASTER OF BUSINESSADMINISTRATION

UNIVERSITY OF SOUTHERNQUEENSLAND (07) 3858 3218

PART TIME TWO YEARS UNDERGRADUATE DEGREEAND SUITABLE WORKEXPERIENCE ORCONSIDERABLE APPROPRIATEWORK EXPERIENCE

BACHELOR OF BUSINESS(LOGISTICS & OPERATIONSMANAGEMENT)

UNIVERSITY OF SOUTHERNQUEENSLAND (07) 3858 3218

FULL TIME OR PART TIME THREE YEARS FULL TIME SIXYEARS PART TIME

YEAR 12

SOUTH AUSTRALIACERTIFICATE IV/DIPLOMA OFOPERATIONS MANAGEMENT

DOUGLAS MAWSON INSTITUTE(08) 8226 3421

PART TIME FOUR TO FIVE YEARS NA

BACHELOR OF MANAGEMENT(OPERATIONS & LOGISTICS)

UNIVERSITY OF SOUTHAUSTRALIA (08) 8302 0431

FULL TIME OR PART TIME THREE YEARS FULL TIME SIXYEARS PART TIME

YEAR 12

7B-5

VICTORIACERTIFICATE OF INTEGRATEDLOGISTICS MANAGEMENT

AUSTRALIAN INSTITUTE OFMANAGEMENT (032) 9534 8181

FULL TIME OR PART TIME EIGHT TWO DAY MODULESFULL TIME, OR EVENINGCLASSES FOR FIVE WEEKS PERMODULE

NA

CERTIFICATE IN TRANSPORTMANAGEMENT

KANGAN INSTITUTE OF TAFE(03) 9318 2488

PART TIME TWO YEARS RELEVANT WORK EXPERIENCE

CERTIFICATE IV IN TRANSPORT& DISTRIBUTION

KANGAN INSTITUTE OF TAFE(03) 9318 2488

PART TIME NINE WEEKS NA

ADVANCED DIPLOMA OFPURCHASING & MATERIALSMANAGEMENT

KANGAN INSTITUTE OF TAFE(03) 9318 2488

PART TIME NINE WEEKS NA

EXECUTIVE CERTIFICATE INLOGISTICS MANAGEMENT

KANGAN INSTITUTE OF TAFE(03) 9318 2488

PART TIME ONE YEAR AT LEAST SIX YEARS’RELEVANT WORK EXPERIENCE

EXECUTIVE CERTIFICATE INLOGISTICS MANAGEMENT

MONASH UNIVERSITY(03) 9903 2059

PART TIME ONE YEAR AT LEAST SIX YEARS’RELEVANT WORK EXPERIENCE

MASTER OF BUSINESS(LOGISTICS MANAGEMENT)

MONASH UNIVERSITY(03) 9903 2059

PART TIME TWO YEARS COMPLETION OF GRADUATEDIPLOMA OF LOGISTICSMANGEMENT OR EQUIVALENT

GRADUATE DIPLOMA OFLOGISTICS MANAGEMENT

MONASH UNIVERSITY(03) 9903 2059

FULL TIME OR PART TIME ONE YEAR FULL TIME OR TWOYEARS PART TIME

DEGREE OR DIPLOMA ANDTWO YEARS’ WORKEXPERIENCE

LOGISTICS EXECUTIVEDEVELOPMENT PROGRAM

MONASH UNIVERSITY(03) 9903 2059

FULL TIME FIVE DAYS NA

BACHELOR OF BUSINESS INTRANSPORT & LOGISTICSMANAGEMENT

RMIT(03) 9660 5566

FULL TIME OR PART TIME THREE YEARS FULL TIME ORSIX YEARS PART TIME

YEAR 12

GRADUATE DIPLOMA INPURCHASING & MATERIALSMANAGEMENT

RMIT(03) 9660 5566

PART TIME 15 MONTHS DEGREE AND THREE YEARS’WORK EXPERIENCE OR TENYEARS’ RELEVANT WORKEXPEERIENCE

GRADUATE DIPLOMA INTRANSPORT & DISTRIBUTIONMANAGEMENT

RMIT(03) 9660 5566

PART TIME 15 MONTHS DEGREE AND THREE YEARS’WORK EXPERIENCE OR TENYEARS’ RELEVANT WORKEXPEERIENCE

MASATER OF MANAGEMENT ININTEGRATED LOGISTICSMANAGEMENT (MILITARY ILS)

RMIT(03) 9660 5566

FULL TIME OR PART TIME ONE YEAR FULL TIME OR TWOAND HALF YEARS PART TIME

UNDERGRADUATE DEGREE INRELEVANT DISCIPLINE ANDMINIMUM THREE YEARS’MILITARY SERVICE, ORSUFFICIENT MILITARYLOGISTICS PRACTICALEXPERIENCE

MASTER OF BUSINESS(LOGISTICS MANAGEMENT)

RMIT(03) 9660 5566

PART TIME ONE YEAR APPROPRIATE GRADUATEDIPLOMA

7B-6

DIPLOMA OF PURCHASING &SUPPLY MANAGEMENT

STOTT’S CORRESPONDENCECOLLEGE 1800 069 020

NA NA YEAR 10 OR APPROPRIATEWORK EXPERIENCE

BACHELOR OF BUSINESS(MANAGEMENT)

VICTORIA UNIVERSITY OFTECHNOLOGY (03) 9688 400

FULL TIME OR PART TIME FOUR YEARS FULL TIME YEAR 12

ADVANCED CERTIFICATE INOPERATIONS MANAGEMENT

WESTERN METROPOLITANINSTITUTE OF TAFE(03) 9284 8888

FULL TIME OR PART TIME TWO YEARS YEAR 12 OR SUFFICIENT WORKEXPERIENCE

ASSOCIATE DIPLOMA OFBUSINESS IN OPERATIONSMANAGEMENT

WESTERN METROPOLITANINSTITUTE OF TAFE(03) 9284 8888

PART TIME FOUR YEARS (TWO YEARSAFTER COMPLETING ABOVECOURSE)

YEAR 12 OR SUFFICIENT WORKEXPERIENCE

MASTER OF DEFENCE STUDIES DEAKIN UNIVERSITY(03) 5227 2244

PART TIME THREE YEARS UNDERGRADUATE DEGREE INRELEVANT DISCIPLINE, TWOYEARS WORK EXPERIENCE.

GRADUATE DIPLOMA OFDEFENCE STUDIES

DEAKIN UNIVERSITY(03) 5227 2244

PART TIME TWO YEARS UNDERGRADUATE DEGREE INRELEVANT DISCIPLINE, TWOYEARS WORK EXPERIENCE.

GRADUATE CERTIFICATE OFDEFENCE STUDIES

DEAKIN UNIVERSITY(03) 5227 2244

PART TIME ONE YEAR UNDERGRADUATE DEGREE(ANY) OR APPROPRIATESERVICE WORK EXPERIENCE

MASTER OF ARTS(INTERNATIONAL RELATIONS)

DEAKIN UNIVERSITY(03) 5227 2244

PART TIME THREE YEARS UNDERGRADUATE DEGREE INRELEVANT DISCIPLINE, TWOYEARS WORK EXPERIENCE.

GRADUATE DIPLOMA OFINTERNATIONAL RELATIONS

DEAKIN UNIVERSITY(03) 5227 2244

PART TIME TWO YEARS UNDERGRADUATE DEGREE INRELEVANT DISCIPLINE, TWOYEARS WORK EXPERIENCE.

WESTERN AUSTRALIACERTIFICATE IV IN PUBLICSECTOR PROCUREMENT

LOGISTICS TRAININGAUSTRALIA (08) 9249 2044

NA 500 NOMINAL HOURS EMPLOYMENT INAPPROPRIATE SENIORPROCUREMENT POSITION

MASTER OF BUSINESSADMINISTRATION

UNIVERSITY OF WA(08) 9380 3838

PART TIME FOUR YEARS UNDERGRADUATE DEGREE INRELEVANT DISCIPLINE ORAPPROPRIATE WORKEXPERIENCE

DIPLOMA OF PURCHASING &MATERIALS MANAGEMENT

CENTRAL METROPOLITANCOLLEGE (08) 9427 2235

NA 879 HOURS YEAR 12

CERTIFICATE IV OFMANAGEMENT

CENTRAL METROPOLITANCOLLEGE (08) 9427 2235

NA 441 HOURS YEAR 12

DIPLOMA OF MANAGEMENT CENTRAL METROPOLITANCOLLEGE (08) 9427 2235

NA 815 HOURS YEAR 12