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Supporting a Royal Australian Navy Modelling and Simulation Strategy: A Strategy-to-Task Framework

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Growing regional military capabilities coupled with reduced warning times mean that the Royal Australian Navy requires a more responsive approach to acquiring, preparing and deploying military capabilities. The Navy is currently undergoing a significant transformation, with new platforms being introduced into service and existing ones undergoing major upgrades. To help focus these efforts, the authors of this report provide an evidence base for an expanded Modelling and Simulation (M&S) Strategy for Navy so that it can better position itself to operate in a high-end warfighting (HEWF) environment. The authors review Navy M&S strategy broadly and recommend how it could be strengthened to support the ongoing modernisation. Analysing information captured through a literature review, an environmental scan, and interviews, the authors make suggestions for inclusion in a revised strategy so that Navy can better utilise the benefits of M&S in both the immediate and longer terms. These suggestions go beyond traditional training applications to include the use of M&S as a decision support tool in development and testing of HEWF concepts in the maritime domain. The authors develop an approach based on a standard strategy-to-task logic model. To meet the model's requirements, the relevant strategic requirements and key elements of the current and forecast states for Navy M&S are identified. These provide a basis for developing strategic focus areas for M&S lines of operation (LOOs) that incorporate enabling M&S functions, as well as introducing new LOOs related to the application of M&S in support of Navy's HEWF decision support requirements.

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The Forces We Need: Building Multi-Capable Airmen to Enable Agile Combat Employment

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Through the Agile Combat Employment (ACE) operational concept, the U.S. Air Force seeks to enhance the survivability and effectiveness of combat aircraft through a combination of dispersed basing, minimal footprint, and rapid and unpredictable movement. Under this concept, small teams of airmen are forward deployed to austere air bases to launch, recover, and maintain combat aircraft. ACE presents two distinct labor problems. First, the concept hinges on a significant number of airmen operating from austere forward sites with little external support and under the near constant threat of enemy attack. Among airmen in most career fields, there is a shortage of the requisite advanced expeditionary skills for this mission. Second, the concept requires a small personnel footprint at dispersed locations to limit exposure to adversary attack, reduce logistical demand, and facilitate rapid movement. When adding up all the Air Force specialties needed to stand up, operate, and protect a forward site, team size quickly becomes unwieldy. The Air Force's nascent Multi-Capable Airmen (MCA) initiative represents a solution to both problems.  This report documents the findings and recommendations from a study focused on helping the Air Force refine the MCA concept and identify next steps for developing an Air Force–wide approach. The report provides an overview of relevant policy and guidance around the MCA concept; presents stakeholder perspectives on MCA-related concepts, training, implementation, and deployment; presents case study analysis of lessons learned from five select MCA training efforts and related ACE exercises; and provides recommendations for next steps.

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