FY2006/07 to FY2008/09 - Department of Defence

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chapter 2Collaborative Approach. Regional logistic sys- counter trade.tems have achieved inter-changeabilitythrough extended regional standardisation(extended medium-term). Complementary Approach. Regional logisticsystems have achieved commonality and complimentmultinational capabilities through fullregional standardisation (extended mediumterm). Interdependent Approach. Continental logisticsystems have achieved complete interoperability(including commonality) and depend onDefenceInformation &multinational capabilities through full continentalstandardisation (long-term).CommunicationInfrastructureCommon Information SystemC a p i t a l R e n e w a l S t r a t e g yFigure 2.4 Functional context for the DEISThe Capital Renewal Strategy addresses the need in theforce structure and design to ensure mission ready capabilityor capacity, as well as redress technological obsolescence.Acquisition therefore endeavours to providemeans of the Defence Information andCommunication Infrastructure.mission capable equipment within technologicaltimescales, cost constraints as well as specific localindustry strategies.J o i n t L o g i s t i c S t r a t e g yThe way in which Capital Renewal Strategy is executed,The aim of the Joint Logistic Strategy is to ensure a singlerests on the principles in the policy domain ofpoint of responsibility to support the strategic forceemployment concept. This system must be capable ofefficiently and economically supporting multinationaloperations. using proven concepts for acquisition, benchmarkedto best practices found in the worldand then adapted to our particular environment;The intermediate goals or ends of the strategy are as follows: ensuring the imperatives for accountability,transparency and integrity; providing for the necessary joint venturing Joint Approach. A joint logistic system iswithin the national strategic partnering initiatives,established and is able to support the DOD.This will be achieved through the establishmentmaximum utilisation of Black EconomicEmpowerment (BEE) contracting; andof a single DOD level 2 joint logisticsstaff, the realignment of level 2, 3 and 4 logisticdelegations and organisational structures, asingle logistics process incorporating throughlife ensuring the optimal utilisation of scarce skillsthrough smart acquisition and integrated projectteam approaches.management and an integrated supplychain, including procurement, facilities/ infrastructuremanagement, with a renewed focuson core competencies and capabilities (shortterm).Within the financial domain one of the most importantways of execution lies within the flexibility built into thesystem. The stokvel approach to multi-year funding allocationlies at the heart of this. However, in-year flexibilityof funding reallocation between client environments Co-operative Approach. National and regionalrequirements are reviewed and compatibilityof regional logistic systems is achievedthrough; initial standardisation, lean networkedlogistics, maximum use of centres ofexcellence, partnering without underminingcore strategic capabilities, a single logisticinformation system, total asset/inventory visibility/tracking,and improved logistic capabilities(medium-term).to cater for the dynamics of industrial execution andneeds reprioritisation also contributes in a major way.The DOD Acquisition Strategy also positions somestrategic industrial capability in the public and privatedomain through which important capability and supportto our forces is ensured. Where local capability cannotprovide the requisite output and overseas contractingis inevitable, contracts are structured in such a waythat dependence in future could be reduced throughDefence Admin SystemMilitary C&C Capability14D E P A R T M E N T O F D E F E N C E
chapter 3ORGANISATIONAL MANAGEMENTbuilding a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCEOVERVIEWThe Department of Defence(DOD) is established interms of the Constitutionof 1996 and the DefenceAct of 2002. The Departmentis made up of theDefence Secretariat andthe South African National DefenceForce (SANDF). These entities havedistinct but mutually complementaryresponsibilities. The Secretary forDefence is the Head of the Department,the Accounting Officer, the InformationOfficer and principal adviser to theMinister of Defence on defence policymatters. The Chief of the SANDF commandsthe SANDF under the authorityof the President and in accordance withthe directions of the Minister ofDefence. He is also the principal adviserto the Minister of Defence on militarypolicy issues. Thus, operating under thedirection of the Minister of Defence, theSecretary for Defence and the Chief ofthe SANDF provide strategic directionto the entire DOD.Figure 3.1 indicates the organisationalarrangement of the DOD's strategicmanagement bodies (councils andboards), which are designed to ensurevertical and horizontal integration andalignment of policies, strategies andplans. On the vertical plane, theyensure that Departmental strategic decisionsare derived from and aligned withGovernment intent, and ultimatelyimplemented down to the lowest levelin the Department. On the horizontalplane, similar standards are appliedamong all Services and Divisions inorder to ensure synergy in pursuit of theDOD's strategic goals.In 2005 the Minister of Defence, directedthe Department to review the structuraland responsibility arrangements of theDefence Secretariat and the SouthAfrican National Defence Force. This,together with the strategic decisiontaken by the DOD in March 2004 (ParysResolutions) on the need to restructureto promote efficient and effective use ofdefence resources, resulted in the establishmentof the Departmental OrganisationalDevelopment Workgroup(DODW) to review DOD structures. Thereviewed DOD structure will befinalised by 1 April 2006 and an implementationplan as approved by the relevantauthorities will follow. Therequired adjustment to the 2006/07 planwill be made thereafter.POST STRUCTUREThe macro-personnel strength, excludingthe members serving in the MilitarySkills Development System, is 70 423S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 915
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FY2006/07 to FY2008/09 - Department of Defence

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