DPUBS 2000

SUPPLY OFFICERS C A R E E R H A N D B O O K SUPPLY OFFICERS C A R E E R H A N D B O O K SUPPLY OFFICERS C A R E E R H A N D B O O K

SUPPLY
OFFICERS
CAREER HANDBOOK
J A N U A R Y 2 0 0 0 E D I T I O N
ii
FOREWORD
By 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 sustaining
operations not just of the RAN, but of the ADF as a whole. Supply Officers remain
integral to the provision of this support and sustainment, and therefore to the defence of
Australia.
To that end, the management of Supply Officers careers remains of the utmost
importance. Your career progression should satisfy both your professional and personal
aspirations, and the operational requirements of the RAN. The sequential procession of
differing though related billets that you will undertake during your career will provide
a variety of challenges and require progressively greater professional knowledge. This
process is designed to fill positions at all levels with appropriately trained personnel, and
to provide Supply Officers with the skills to fill successively more senior appointments.
While posting staff and RAN senior management have oversight of posting
mechanics, it is a two-way process. Timely consideration and decisions are required
from you on the path your career is to take. Posting staff do not work in isolation. Input
from 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 tenets
of Supply Officer career progression, and to equip you with the basic facts necessary to
make informed decisions about your future. It should be read in conjunction with other
publications, 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 the
next higher rank or to more rewarding positions is dependent on proven, solid
performance and demonstrated professional competence. There is no short cut!
Secondly, the importance of sea service is paramount. As professional naval officers, our
raison detre is to serve at sea; successful completion of Deputy Supply Officer and
Supply Officer postings at sea is a prerequisite for career advancement.
As the Head of the Supply Specialisation, I encourage Supply Officers to consult
this handbook, and associated publications, for initial guidance on career planning,
particularly on aspects of sea service and post-Charge employment ashore. The
information contained herein is not infallible, and staff in both DNOP and DSUP-N
would welcome your corrections or views on the content of future editions. Use this
handbook as a starting point to provide yourself, your career and your Navy with the best
possible outcomes.
January 2000
iii
BACKGROUND
INTRODUCTION
1. The purpose of this handbook is to provide Supply Officers of the Royal
Australian Navy with guidance that will assist them to plan and develop their naval
careers. The handbook has been produced in consultation with staff of the Directorate of
Naval Officers Postings and has been endorsed by the Supply Advisory Council.
Accordingly, this handbook details the current practices and philosophies of the Supply
Specialisation, and should help the reader take a methodical approach to personal career
development.
DISCLAIMER
2. The information provided in this handbook is an interpretation and condensation
of current policies. As such, it is strongly recommended that further reading be
undertaken to obtain comprehensive and concise details. Other portions of this guide
have been produced from the current working practices of functional directorates, which
are not necessarily documented and are subject to variation through changes in practice
and management methodology. It is therefore important to discuss any topics in this
guide with the relevant authorities. In particular, DNOP should remain the first - and
authoritative - point of contact for all queries pertaining to an officers personal career.
PUBLICATION
3. It is anticipated that this guide will be updated regularly, although any significant
changes will be promulgated as required. Any suggestions for improvements or general
comments should be forwarded to:
Director of Supply Policy Navy
CP1-4-11B
Campbell Park Offices
CANBERRA ACT 2600
Telephone: (06) 6266 4196
CONTENTS
Page
FOREWORD ii
By Head of Supply Personnel,
Rear Admiral K.J. Scarce, CSC, RAN
BACKGROUND iii
Paragraph
CHAPTER 1 THE SUPPLY SPECIALISATION STRATEGY
Mission 1.2
Enduring Principles 1.3
Employment and Professional Development 1.4
Technology 1.5
Career Progression 1.8
Personnel Numbers 1.10
Geographical Location 1.11
Professional Core Values and Ethos 1.12
Professional Standards 1.13
Training 1.14
Competency 1.15
Education 1.16
CHAPTER 2 HISTORY OF THE SUPPLY PROFESSION
THE RAN SUPPLY BRANCH
Royal Navy Origins 2.1
The Australian Paymaster 2.3
The Supply Officer 2.5
USN Supply Corps Influence 2.7
Defence Reorganisation 2.8
Naval Logistic Division 2.11
The Supply Advisory Council 2.14
The SO2003 Report and the Defence Reform
Program 2.16
THE FUTURE OF THE SUPPLY PROFESSION
The Supply Profession After SO2003 and DRP 2.20
Conclusion 2.24
vi
CHAPTER 3 THE SUPPLY OFFICER TODAY
ROLES AND FUNCTIONS OF THE SUPPLY
OFFICER
Introduction 3.1
The Supply Officer at Sea 3.4
The Deputy Supply Officer at Sea 3.7
Supply Operations Ashore 3.10
Operational Logistics, Supply Operations &
Logistic Planning 3.12
Class Logistics Offices and In-service Support 3.18
Policy & Staff Headquarters Roles 3.22
Operational & Functional Employment 3.24
The Supply Managers List 3.27
FUTURE ROLES OF THE SUPPLY PROFESSION
Changing Times 3.28
Conclusion 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
Specialisation
D. Duties of a Supply Officer in an Operational
Support Role Ashore (Scalar Diagram)
CHAPTER 4 THE SUPPLY OFFICERS TRAINING
CONTINUUM AND CAREER PROGRESSION
POLICY
Introduction 4.1
THE SUPPLY OFFICERS TRAINING
CONTINUUM
Overview 4.3
Training Failures 4.4
Supply Officers Application Course Phase I 4.5
SUAC Phase II Activity Log Progression 4.6
SUAC Phase III 4.9
SUAC Phase IV and Competency Log Progression 4.10
Selection for DSO and Supply Charge Qualifying
Course 4.12
Supply Charge Qualifying Competency Log 4.14
Supply Charge 4.16
Supply Charge Board 4.18
vii
Award of the Charge Qualification 4.20
Supply Charge Endorsement Panel 4.22
Supply Officer Designate Course 4.23
Leadership, Management and Personal
Development Program 4.24
POST-CHARGE EMPLOYMENT
Overview 4.26
LCDR to CMDR 4.28
CMDR to CAPT 4.29
Conclusion 4.30
CHAPTER 5 SUPPLY OFFICER CAREER PROGRESSION
& DEVELOPMENT
CAREER PROGRESSION PHASES
Introduction 5.1
The Initial Training Phase and the Academic Phase 5.2
The Specialist Training Phase 5.3
Charge Qualifying Phase 5.4
The Charge Phase 5.6
Command & Management Phase 5.7
Higher Management Phase 5.8
COMPONENTS OF CAREER DEVELOPMENT
Training 5.10
The Australian Command and Staff Course 5.11
Education 5.13
Career Development 5.14
CAREER DEVELOPMENT AND THE POSTING
PROCESS
Elements of Posting 5.16
Posting Preference 5.18
Career Plans and Career Development 5.19
Career Counselling 5.20
Special Selective Postings 5.21
Summary 5.22
Annexes:
A. Supply Officers Career Progression Model
B. Career Strategy Planning Model
CHAPTER 6 PROMOTION
PROMOTION MECHANICS
Introduction 6.1
The RAN Officers Reporting System 6.3
Promotion to SBLT 6.6
viii
Promotion to LEUT 6.7
Promotion to LCDR and the Phased Batch
Promotion System 6.9
Promotion to CMDR & Beyond 6.12
Promotion Principles and Mechanics 6.14
SAILOR ENTRY SUPPLY OFFICERS
Warrant Officer Entry (WOE) Appointment
to LEUT 6.18
Rank on Appointment for Sailor Entry Officers 6.20
CHAPTER 7 EDUCATION
INITIAL CAREER EDUCATION
Importance of Tertiary Education 7.1
Study Strands at ADFA 7.2
Self Education and RAN Study Assistance
Schemes 7.5
MID CAREER EDUCATION
Concept 7.7
Full Time Release for Study 7.8
Graduate Certificate/Diploma 7.10
Post Graduate Studies and ADFA 7.11
Distance Education and ADFA 7.13
Management Programs 7.15
Ranking of Credentials and Recognition of RAN
Experience and Training 7.16
Education Schedule 7.18
Annexes:
A. Order of Progression for Training and
Education
B. Education Schedule
THE SUPPLY PROFESSI ON STRATEGY
CHAPTER 1
THE SUPPLY ADVISORY COUNCIL
SUPPLY SPECIALISATION STRATEGY
1999-2003
1.1 This Supply Specialisation Strategy 1999-2003 provides a working plan to assist
the Supply Advisory Council in guiding the future direction of Supply sailors and
officers over the next five years. The Strategy will be reviewed annually, to ensure its
continuing relevance to the operational requirements of the Navy and the professional
development and employment of all uniformed Supply personnel.
Mission
1.2 The mission for Supply personnel is to focus on sustainability and resource
aspects of readiness at all levels of activity. The Mission statement enunciates the
raison detre for the Branch. The Mission of the Specialisation is:
Serving to sustain Navys operational forces at sea and ashore.
Enduring Principles
1.3 The strategys fundamental enduring principles stem from the Supply Officer
2003 Report of 1994 and the Supply Category Review of 1997. The development and
sustainment of the distinctive character of the Supply profession is an essential element
of the Specialisation Strategy.
Employment and Professional Development
1.4 The supply function is critical in meeting the operational readiness of operational
forces. To meet the Mission of the Specialisation, supply personnel employment and
professional development shall be guided by the following principles:
a. Sea service is the raison detre of all Supply personnel.
b. Supply personnel will become more operationally focused. Logistic support of
operational units is the prime role of the Supply Specialisation both at sea and
ashore.
c. Supply personnel must be highly motivated, adaptable and skilled so that the
Branch can contribute positively to the Australian Defence Force.
1-2
d. Members of the Supply Specialisation shall strive to achieve the best possible
standards of customer support service, and evince effective and strong leadership
at all levels.
e. Supply personnel employment ashore shall complement the roles at sea and
concentrate upon:
(1) Employing professional skills in providing logistic support for
operational force elements at the strategic, operational and tactical levels
of 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 in
Class Logistics Offices to provide through-life logistics support of
operational force elements.
f. Employment in non-specialist MAS or MAB billets shall be focused on
professional development and be at the relative level of other branches.
Technology
1.5 Rapid advances in modern technology have resulted in a Revolution in Military
Affairs (RMA), which has had a significant impact on military capability and operational
systems. As Navy meets new technological challenges, and makes doctrinal and
organisational changes to reflect the new methods of warfightingarising from exploitation
of information technology, there will be a corresponding change in logistics doctrine and
organisation. Consequently, the Supply Specialisation will be faced with greater
challenges, in that it must ensure it is capable of fully exploiting technology in a way that
contributes to the success of operations.
1.6 To capitalise on the RMA, the Supply Specialisation must continue to develop
appropriate policy and procedures that harness advances in modern technology.
Information technology advances result in greater integration of logistic support and
maintenance systems, thus improving sustainment and supportability of ships and ship
systems. Accordingly, there will be increased levels of expectation associated with all
support functions.
1.7 Members of the Supply Specialisation will need to strive to identify and
effectively use modern technology to automate tasks and achieve efficiency gains in all
areas of responsibility. As guiding principles, the Supply Specialisation shall:
1-3
a. Embrace modern technology as a means of constantly improving efficiency and
effectiveness.
b. Exploit modern technology in a way that improves the operational
effectiveness of units and contributes to the success of operations.
Career Progression
1.8 Supply personnel career progression must prepare officers and sailors for
advancement in career and rank by the progressive acquisition of the relevant knowledge
and skills defined for the phases of personnel development. Supply officer career
progression is modeled on the SO2003 career structure and the Supply Officer Training
Continuum. The model is reflected in the Career Progression Policy contained in ABR
6289. The model of generic Supply training continuum for supply categories is based on
that developed by the SCR and embodied in ABR 10.
1.9 To ensure the training and career path achieve the principles for employment and
professional development, the focus of Supply personnel career progression shall be
guided by the following principles:
a. Leadership, management and staff skills training shall remain core to the
promotion 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 career
development.
d. Supply personnel shall be encouraged to undertake continuous professional
development.
Personnel Numbers
1.10 Personnel numbers in the Supply Specialisation shall be driven by the Members
Required in Uniform (MRU) strategy that provides a framework for meeting Navys
changing logistics support environment. Principally, Supply Specialisation personnel
ashore shall not exceed MRU requirements. Future Supply Specialisation personnel
strength shall be guided by the following:
a. Officers Supply Officer numbers are driven by MRU, in accordance with
the employment principles iterated in SO2003 and as approved by the SAC.
b. Sailors - Supply categories numbers is driven by the Supply Categories
Workforce Structure 2003, which sets MRU for the Navy Workforce Plan.
The structure conforms to Navys MRU model and aligns Supply branch
seagoing obligations with those of the other major categories.
1-4
Geographical Location
1.11 The geographical disposition of Supply personnel ashore shall be based on the
need to ensure a ready pool of personnel able to provide sea relief. Reducing posting
turbulence shall also be a consideration. Accordingly, Supply personnel ashore shall be
employed 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 core
values and cultures of both the Navy and the Defence Force, and to focus on a common
mission and purpose. The intrinsic nature of Supply work requires extra vigilance and
probity on the part of all Supply personnel. The Department of Defence has established
codes of ethics to guide all Defence personnel. The Supply Specialisation shall adhere to
these codes and be guided by the following principles:
a. The Supply Specialisations professional core values and ethos shall be
consistent with personnel management strategies developed by the ADF.
b. A sense of ethics shall be incorporated in all Supply personnel training and as
part of the established training continuum for Supply personnel.
Professional Standards
1.13 The Supply profession is committed to developing standards that keep Supply
personnel at the forefront of the military profession. Supply professional standards are
linked to competency standards and establish procedures for managing personnel who
fail to reach required standards. Therefore, supply professional standards shall be
clearly defined and applied rigorously and consistently.
Training
1.14 The training of Supply personnel shall prepare officers and sailors with the
knowledge and skills required to undertake the tasks required by the Navy. The
education and training in each phase of the training continuum shall build upon the
preceding components and contribute to the next. Each phase should be readily
adaptable to meet both present and emerging circumstances, and new doctrines and
technologies. Training shall be linked closely to employment to ensure the right training
is provided at the most appropriate time.
Competency
1.15 Supply personnel shall be assessed for professional competence. The focus shall
be on sea experience and certified levels of competency on completion of sea
1-5
consolidation training. Competency assessments shall be programmed to ensure
professional standards are consistent.
Education
1.16 Education in the RAN aims to produce leaders with a reputation for excellence in
leadership, management and in the capacity for lateral and liberal thought. The focus is
on tertiary education, which fosters the development of analytical and decision-making
skills based on expanded general and specialist knowledge. As a guiding principle, all
officers and sailors shall be encouraged to obtain graduate and post-graduate
qualifications. The emphasis shall be on study pertaining to:
a. Logistics and Integrated Logistics Support Disciplines,
b. Information Systems, and
c. Management Studies.
HI STORY OF THE SUPPLY PROFESSI ON
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 Ships Purser of the
Kings Navy, whose function was to organise the victualling which included the
receipt and issue of food, clothing, soap and tobacco. Pursers received casual
appointments only and were classed as Warrant Officers; they first wore uniform in
1807 and, in 1814, were granted rank with, but after, Lieutenants in order to give them
greater respectability.

2.2 In 1825 the Purser began to act as agent for the Admiralty in making monthly
cash advances to the Ships Company. However, victualling remained the Pursers
principal duty until 1852, when he began to supervise and account for Government
stores, thereby emerging as a storekeeper on behalf of the Crown and ceasing to be an
independent 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 Naval
Board, the Paymasters function had evolved to the Accountant Branch. In addition
to the victualling, accounting and disbursements functions, the officers of the branch
were 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 with
the curl added to stripes of rank. The distinguishing white branch colour between
the stripes continued to be worn and was not discontinued until 1956. The highest
rank attained to this time was Paymaster Captain.
The Supply Officer
2.5 In 1924, Central Storekeeping replaced the individual storekeeping
arrangements and this gave Accountant Officers a much greater responsibility and
workload. On the outbreak of war in 1939, Reserve Accountant Officers were
appointed to man cipher offices to perform this unspectacular but essential task. This
role was not, however, assumed as a regular duty by permanent officers. During the
Second World War, the name of the branch was changed to Supply and Secretariat and
the title Supply Officer replaced that of Paymaster to more accurately describe the
wider Supply duties that were being performed.
2-2
2.6 Of great significance in 1952 was the establishment of a separate Supply and
Secretariat Branch with a Director General who was also Chief Naval Judge Advocate
and Director of Administrative Planning. This was a clear indication of the need for
separated provision for the administration of the Supply and Secretariat Branch, and
for the professional supervision of the work of Supply Officers and sailors. The
Supply function was given separate representation on the Naval Board in 1958 when
Commodore Perry was made Fourth Naval Member responsible for Supply (all
stores), works and movement of personnel. This title was subsequently refined to
Chief of Supply and, in 1973, Chief of Supply and Works. The former Supply and
Secretariat Director General became the Director of Fleet Supply Duties to identify
the 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 World
War II and the Korean War, it was really from 1962, with the expansion of the Navys
Washington staff to include Supply Branch officers to assist with the DDG program,
that the influence of the USN Supply Corps and its supply management procedures
increased significantly. The need to manage the on board aspects of COSAL
maintenance and inventory management, along with shore based Stores Inventory
Review (during refits) required the RAN to post young Supply Officers to USN
supply courses and stores centres to gain relevant experience. This close association
with the USN Supply Corps reinforced the views of young Supply Officers at the
time, who perceived the growing importance of materiel support for ships installed
equipment and the need for greater involvement of the Supply Officer in these
activities.
Defence Reorganisation
2.8 The Tange report in 1976 saw the disestablishment of the Fourth Naval
Member and the establishment of Director General Logistics - Navy under the
auspices of DCNS to manage retail supply, and Director General Supply - Navy
(DGSUP-N) to manage wholesale supply. The DGSUP-N position was filled by a
level two civilian responsible to both Chief of Supply (CSUP) in Defence Central and
the Chief of Naval Materiel (CNM). At the same time, the Naval Support
Commander became more involved with the replenishment supply function as the
result of the West/Dalton report, which recommended the progressive consolidation of
supply activities in Sydney. While these duties were performed primarily by
civilians, uniformed Supply Officers were assigned to a small number of billets in
wholesale inventory management.
2.9 The implementation of the Hill report in 1981 resulted in the re-unification of
all Navy Office supply activities under DGSUP-N, responsible to CNM. Now
headed by a Commodore, all retail and wholesale supply, along with uniformed and
civilian personnel, were amalgamated to form the new RAN Supply Branch; Supply
Officers were actively involved in the broader aspects of Supply policy. Additional
2-3
uniformed billets were also established within Naval Support Command wholesale
supply activities in order to provide uniformed Supply Officers with the chance to
employ their customer experience and to develop into true supply professionals.
This progressive career plan would result in better qualified senior Supply Officers
who would be able to progress through Supply Branch billets and ultimately aspire to
the CSUP position.
2.10 In May 1982, the Branch title was changed to Naval Supply Division; the
division comprised two branches, namely Equipment Supply (ES) and Policy and
Services (PS), each under and Assistant Director at the one star level (civilian and
Service respectively). DGSUP-N remained at the Commodore level due to the strict
limit of two star billets allowed for each Service, however DGSUP-N was made a full
member of Chief of Naval Staff Advisory Council (CNSAC). Under DGSUP-N
management, all RAN supply activities, from Navy Office through to direct support
of the Fleet, incorporated under a common strategic plan. For the first time, the
supply organisation could see itself as a corporate body with identity, influence and a
pro-active plan.
Naval Logistic Division
2.11 CNS commissioned a major review of the Navy Office management structure
in 1987 by Goode Management Consultants, resulting in the recommendation to
devolve many of the Supply and Engineering functions to the Naval Support
Commander and the amalgamation of the Engineering and Supply Divisions in Navy
Office. A further review was undertaken by the then Captain Hammond, who
identified the need to integrate Supply and Engineering within Navy Office in order to
achieve a cradle to grave approach for equipment and platforms. This resulted in the
formation of the Naval Logistic Division on 31 March 1988 and the further devolution
of supply non-policy matters to the appropriate authorities. DGSUP-N, now
responsible to the Chief of Naval Logistics, continued as Head of the Supply Branch
and 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 early
1989, another review was undertaken, this time ordered by CDF to examine the
structure of higher ADF staff arrangements. Major General Sanderson completed his
review in mid 1989 and his recommendations resulted in the establishment of the
Assistant Chief of the Defence Force for Logistics within HQADF. The Navy
Logistic Division was consequently disestablished and the functional responsibilities
grouped 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 star
Chief of Logistics was created within Naval Support Command to undertake the
additional functions imposed by devolution. The full range of logistic activities
required for the support of RAN units was now directly overseen by a uniformed
Supply Officer.
2-4
2.13 Within the ACMAT-N organisation the directorates of DGSUP-N and
ACLOG-N were reorganised to form the Project Provisioning and Logistic Policy
branches. Formal CNSAC representation by the Head of the Supply Branch lapsed
with the demise of the NAVLOG division. Chief of Navy, however, recognised the
need for the branch to retain an advocate. Accordingly, the Director General of Naval
Logistic Policy assumed the role of Head of the Supply Branch. This situation
changed in 1992 when DGNLP was replaced by a Commodore of the Engineering
Branch, resulting in a Canberra based Supply Commodore (the Director General Naval
Manpower) assuming the mantle as Head of the Supply Branch. The title Head of
Supply Personnel was adopted in October 1993 and the role was assumed by the
most senior Supply Officer in Canberra serving in a Defence billet. This was
subsequently 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, an
ancillary duty for the incumbent, could not manage the Supply specialisation in
isolation. One of the initiatives to arise from the above changes was the formation of
the Supply Advisory Council (SAC). Comprised of senior supply officers from all of
Navys commands, the SAC has been in operation since March 1992, meeting three
times 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 any
other professional concerns raised by individuals and the Supply Category Advisory
Groups. All matters affecting the professional credibility, training or ability of the
Supply Specialisation to meet the RANs operational requirements should be brought
to the attention of the SAC.
2.15 DI(N) ADMIN 17-28 formally specifies the terms of reference and
composition of the SAC. The current membership of the SAC is defined as:
a. Chairman Head of Supply Personnel (a senior Supply Officer appointed by
CN);
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),
2-5
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 Supply
specialisation could best meet the requirements of the Navy to the year 2003. Known
as the Supply Officer 2003 Report (SO2003), the study was completed in November
1994 by Commander B.C. Robinson, RAN. SO2003 made a number of significant
recommendations regarding the employment and training of Supply Officers, foremost
amongst them that sea service and operational logistics support become the prime
focus of uniformed Supply personnel, and that the overbearing in junior Supply
Officers be eliminated.
2.17 The Supply Advisory Council endorsed the findings of SO2003 in November
1994, with Chief of Navys Senior Advisory Committee (CNSAC) approval
following in October 1995. CNSAC sanctioned the retention of specialist Supply
Officers as the best means of meeting future requirements for logistic support of
operational force elements. This included the retention of a specialist Supply Officer
in major Fleet units, with the role of coordinating resource aspects of readiness, and
providing for sustainability of the ship. The SO2003 Report also sought formal
CNSAC 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 Training
Continuum was instituted to align Supply Officer career progression with the reports
proposed 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 Supply
Officer at sea and Charge Supply Officer. The career paths of all junior Supply
Officers are now firmly focussed on sea service, with sea charge the culmination of a
Supply Officers initial career phase.
2.19 The SO2003 Report and the Supply Officers Training Continuum placed the
Supply Specialisation in a particularly advantageous position with regards to the
Defence Reform Program (DRP). A Defence Efficiency Review in 1997 found that
considerable scope existed for rationalisation of all ADF non-combat related support
functions. 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
2-6
emphasis on sea service and support of operational units, SO2003 ensured the
viability of the specialisation in the face of massive change to the RANs shore based
support.
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 Supply
Officers Training Continuum, the Supply profession is clearly concentrated on sea
service, logistic support of Fleet units and operational logistic planning. The
specialisation will therefore continue as an integral part of Navys operational
elements, despite the enormity of change in the area of support services wrought by
the DRP.
2.21 Todays Supply Officers are employed at sea as the leaders of ships logistic
departments, and ashore in such varied domains as Class Logistic Offices, policy and
training, 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 contemporary
Supply Officers contribute to Navys capabilities and, by extension, the defence of
Australia.
2.22 The Supply Specialisation cannot, however, remain complacent. The changing
nature of technology and military operations will create a fluid, amorphous
environment where traditional roles can quickly become outdated. In order to remain
relevant, the Supply Specialisation must be capable of adopting new responsibilities
and, when necessary, new means of doing business. The aim of the Specialisation
should be to educate and train Supply Officers to be capable of assuming new roles as
required by Navy.
2.23 An example of such a recently acquired responsibility is the Class Logistic
Office (CLO), which, while part of Support Command, is responsive to the Class
Element Manager in the relevant Force Element Group (FEG). Whilst previously the
purview of either Engineers or a select minority of Supply Officers, CLOs are now
assuming a position of particular importance in both the platform management of
RAN units and the career paths of Supply Officers, as are FEGs. Service in CLOs
requires Supply Officers to gain expertise in contract management, spares assessing
and allowances, industrial relations, project management, configuration management
and operational logistics. Junior Supply Officers are now receiving training in these
fields via the SO2003 Training Continuum, whilst more senior Supply Officers are
finding that service in such areas is the expected norm post-SO2003. Indeed, Supply
Officers can now be expected to fill senior roles in the FEGs themselves, and all
personnel can aspire to leadership positions in these operationally critical
organisations. 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 the
achievement of Navys corporate aims.
Conclusion
2.24 There will always be a requirement for Supply Officers to serve in seagoing
roles, if only to manage logistic services, lead Supply personnel who perform these
tasks and oversee the material, administrative and supply readiness of the ship. The
provision of services and logistic support, both at sea and ashore, to operational units
should be the professional aim of every Supply Officer. By anticipating the future and
taking 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 in
the RAN.
THE SUPPLY OFFI CER 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 sound
logistic judgment, expertise or support, military operations would be either impractical or
unfeasible. RAN Supply Officers provide that logistic support, as well as serving in
operational units throughout the Australian Defence Force.
3.2. As such, the primary role of Supply Officers, in their junior years at least, is the
provision of effective logistic support to operational units. Sea service is therefore the
raison detre of all personnel. All members of the Supply Profession have a core
obligation 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 of
Supply positions ashore. At later phases of their careers, Supply Officers are also
involved in diverse yet crucial fields such as class logistic management and
sustainment, operational logistic planning, policy formulation, preparedness and
capability assessment, FEG management and training.
3.3 This chapter will explore the roles undertaken by Supply Officers in the SO2003
environment 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 the
Head of the onboard Supply Department (HOD), and a Deputy Supply Officer (DSO). In
accordance with the career progression outlined in the Supply Officers Career
Progression Policy (Chapter 4) Charge Supply Officers will normally hold the rank of
LCDR. This does not prevent, however, selected high performers being sent to sea for
Charge as senior LEUTs. Limited billets are presently available for CMDRs at sea. All
Deputy Supply Officer positions at sea are LEUTs.
3.5 The SO at sea is primarily responsible for coordinating resources for readiness
and providing for the sustainability of the ship. Seagoing Supply Departments provide
the 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 management
decisions 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 and
helicopter 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 action
stations is employed as a roving damage control coordinator, in combination with the
Executive Officer, as well as being the NBC Protection Officer. A scalar listing of the
duties 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, whilst
simultaneously assisting the SO in the management of the Supply Department and
gaining the necessary experience to undertake Supply Charge in a later posting. The
DSO also acts as Helicopter Control Officer, contributing to the operational capability of
the ship in concert with the SO.
3.8 During their tenure as DSO, officers will be expected to complete a
comprehensive competency log which deals with all aspects of sea charge. The
competency log is structured to enable completion during the officers tenure as DSO;
protocols concerning non-completion of the log are contained in the Career Progression
Policy. The importance of the DSO phase cannot be over-emphasised. Successful
completion of the competency log and ensuing Supply Charge Board are pre-requisites
for promotion to LCDR and for consideration for sea charge. DSOs who are not
recommended for charge, or fail the Charge Board, will be precluded from proceeding to
the sea charge phase of their careers. A scalar list of duties undertaken by a DSO at sea is
at Annex B.
3.9 Due to the limited number of seagoing billets available, competition for DSO and
SO positions will be high. Selection for the Supply Charge Qualifying Course will be on
the basis of performance, and consistent, demonstrated ability in all relevant areas of
Supply expertise. SU PQ sea billets are listed at Annex C.
Supply Operations Ashore
3.10 While the focus of a Supply Officers career remains qualifying for sea service
and actually serving at sea, the majority of Supply Officers are employed ashore. The
role of Supply Officers ashore is to coordinate logistics support for operational force
elements and Fleet units at the strategic, operational and tactical levels of activity. The
SO2003 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 accounting
operational 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 best
summarised 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 officers career centres on the
provision of expert Supply policy and planning for ADF actions at the Operational and
Strategic 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 Australia
or 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 of
Supply 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 in
operational planning positions will stand the incumbent in good stead for later postings to
Joint and OPSPLANS areas, while completing a posting as Supply Officer of an
operational establishment will complement service in CLOs or MHQ logistic planning
positions. Service in a Fleet establishment will see Supply Officers engaged first and
foremost in operational logistics; as alluded above, this entails supporting tender units
such as FCPBs, LCHs, MHCs, elements of COMAUSMINDIVFOR throughout Australia
and occasionally RAN or ADF units deployed overseas. Supply Officers may further be
required to deploy to forward areas of operations ashore in support of such units. Annex
D is a scalar listing of the duties of Supply Officers engaged in operational support
activities ashore; the focus on support of force elements and provision of logistic
expertise is clearly evident.
3.14 MHQ and HQAST planning and logistics billets mainly see incumbents involved
in the conceptual formulation of structural procedures and requirements for ADF
operations. Familiarity with the Military Appreciation Process is key to all headquarters
and logistics planning positions. Employment in these areas will normally first occur at
3-4
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 for
ensuring the operational logistic readiness of RAN units and the development and
implementation of operational logistic policy.
3.15 HQAST logistic jobs are primarily concerned with the preparation of logistic
plans necessary to support ADF operations. Fields covered include transport and
distribution management, decision science, stores, equipment and manpower
management and the provision of support services at the tactical, operational and
strategic levels of war. Preparedness and capability assessment, and contributing to
contingency planning are also roles that Supply Officers in these billets can expect to
fulfil.
3.16. FEGs can be described as the generators of naval combat power, drawing together
necessary inputs such as platforms, systems and personnel to produce operational
outputs. FEG managers can be accountable for all whole of life and whole of capability
issues across an entire platform, and are thus critical to the delivery of operational
effectiveness and combat capability. Supply Officers with the appropriate mix of
operational logistics experience, sea service and headquarters and planning exposure
could 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 Support
Command positions, particularly those in the J3/J5 organisation, and billets in National
Support Division in ADFHQ. Opportunities to serve in the latter will not normally
become 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 providing
effective parent navy support to the COLLINS and ANZAC classes. CLOs have since
evolved into the most suitable organisations to manage class sustainment across the
RANs inventory. CLOs are within the purview of Support Command-Navy, but are also
responsive to the Class Element Manager in the relevant FEG. Presently, CLOs oversee
configuration 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 direct
support of Fleet units are to be the main areas in which Supply Officers should be
employed. Service in CLOs is a logical manifestation of this doctrine, and an appropriate
consolidation of earlier duties in logistic support roles.
3.20 Two prerequisites are required to serve in a CLO or aspire to Class Logistic
Manager positions - professional experience and relevant education. Professional
experience can be gained in any platform support position, service in an Acquisition
Organisation Project in an ILS role and, obviously, undertaking employment in a CLO at
the LEUT/junior LCDR level. In short, any billet which exposes the incumbent to the
processes and procedures of contract management, configuration management, stores
support, finance and contracting and, most importantly, ILS, will be an excellent stepping
stone to senior CLO positions. For that reason, service in Acquisition Program billets,
Projects and attendance on ILS courses should not be discounted. Relevant education
will be dealt with in Chapter 7.
3.21 Ideally, Supply Officers who wish to specialise in Class Logistics will seek CLO
or (ILS) employment as LEUTs in the fields of materiel support, finance, contracting and
project management. This should then prepare the officer for later service as a LCDR or
CMDR 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 serve
in policy or headquarters positions. In order to develop the ability to contribute to higher
level Defence management, Supply Officers at the senior CMDR level at least will
require an appropriate mix of both joint and single service policy experience.
3.23 Policy employment, which includes preparedness and capability assessment, is
found in organisations such as DSUP-N, JLSA and Naval Headquarters. Normally, this
would 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 policy
experience. 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 Functional
employment. Supply Officers are required to either operate and support the force in
being, or participate in the management of both the RAN and ADF. Employment which
relates to operating, supporting and sustaining force elements can be described as
Operational, 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 initial
phases of an officers career, with a Primary Qualification being awarded to either
operate or support and sustain the force-in-being. For Supply Officers, Operational
employment 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 of
operational 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 be
expected to serve in the Functional Area. In addition to being integral to the operation
and support of operational units, Supply Officers are particularly suited to Functional
Area service. The staff and managerial skills acquired by Supply Officers during their
Operational service also lend themselves to Functional Area employment, and all Supply
Officers will be involved in policy formulation at relatively early stages of their careers
compared to other PQs. As such, Supply Officers have a major contribution to the
overall management and functioning of the Navy, along with their core operational
importance.
The Supply Managers List
3.27 This chapter has briefly introduced the generic areas in which Supply Officers are
employed. The Supply Managers List, published annually, lists all billets allocated to
the Supply PQ, and should be used in the first instance to identify specific/individual jobs
performed by Supply Officers. The Supply Managers List is mailed to all Supply
Officers 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 a
result, the Supply Specialisation has become leaner and much more operationally
focussed. The functions undertaken by the Supply Officer of today are vital to the
operational viability of the Navy and the ADF. The importance of the Supply Officer to
the RAN is expected to continue; the nature of Supply Officer roles can be expected to
change, however, as operational requirements (such as new platforms or revised
operational procedures) and corporate demands dictate.
3.29 Supply Officers must therefore remain prepared to embrace change, and seek to
equip themselves for change through a continual process of self-education and
professional improvement. Keeping pace with technology, and its impact on traditional
Supply functions, is of paramount importance if officers are to remain relevant to the
workplace. The Revolution in Military Affairs has exponentially increased the amount of
information available to military and logistics planners in real time; this revolution will
not be limited to information technology and communications. Society as a whole has
entered an Information Age and is becoming knowledge based, with higher education
paramount. Increased automation and data processing should be used by Supply Officers
to 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 must
remain the core role of Supply Officers, alongside contributing to the higher management
processes of the ADF.
Conclusion
3.31 The Supply Officer of today is employed in a variety of fundamentally important
roles. 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 ADF
operational force elements, overseeing in-service support and class logistics management
and in determining the Supply policies, procedures and standards necessary for the RAN
to fight and win at sea.
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3.32 Supply Officers are also members of the profession of arms, and are regarded and
treated as professionals of the highest calibre. Commensurate with that professionalism,
Supply Officers are prepared to undertake the necessary training and education to remain
abreast of developments in all areas of professional concern, and to embrace change as a
means 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 Specialisation
D. Duties of a Supply Officer in an Operational Support Role Ashore (Scalar
Diagram)
ANNEX A TO
CHAPTER 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 HODs 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 HODs.
1.1.2.1 Interpret ships 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 Ships 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 ships 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 ships 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 ships 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 ships 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.
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3. 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 ships 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 ships 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 ships 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.
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4.2.2 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 ships 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 ships 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.
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5.1.3 Establish and monitor business activities.
5.1.3.1 Prepare a business plan
5.1.3.2 Determine budget for deployment
5.1.3.3 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 management
5.2.2.3 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 Officers 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 ships program.
6.2.3 Determine stock on hand.
6.2.4 Determine menu preferences of ships 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 ships laundry services.
7.1.3 Monitor the operation of COs 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 arrangements
8.3.2 Oversee bookings
8.3.3 Oversee calculation of leave travel entitlements
8.3.4 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 ships 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 TO
CHAPTER 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 HODs 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 HODs.
1.1.2.1. Interpret ships 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 Ships 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 LOGREQ
2.1.1.3. Coordinate all port visits and oversee Visit Liaison Officer duties .
2.1.1.4. Mange ships 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 ships 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 ships 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 activities
2.2.1. 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 ships 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
3B-2
2.2.2.4. Negotiate with civilian suppliers.

2.2.3. Monitor receipt of hazardous material
2.2.3.1. 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 ships 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.
3B-3
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 Accounts
d) Provisions; and,
e) Stores.

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

4.1.3. Initiate procedures to pay for charges for supplies/services from other Navies.

4.1.4. Record expenditures from COs 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 accounts
4.1.7.2. Check expediency of payments
4.1.7.3. Supervise payments by credit card.

3B-4

4.2. Operate the Cash Account.

4.2.1. Operate, balance and compile monthly Cash Account for the Supply Officers (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 requirements
4.2.5.2. Buy and issue stamps for use by Ships 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 and
effectively
4.2.8.2. Check register of accounts to ensure expediency of payment
4.2.8.3. Implement general payment procedures
4.2.8.4. Provide cheque encashment facility
4.2.8.5. Oversee calculations of personnel allowances

4.2.9. Maintain accounting records
4.2.9.1. Close accounts monthly
4.2.9.2. 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 use
4.3.1.1. Determine method Foreign Currency supply
a) Agency, or
b) Cash delivery for SO to change.
4.3.1.2. Make appropriate arrangements with High Commission/Embassy and head bank
branch (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 ships 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 allocations
4.5.1. Generate budget estimates report
4.5.1.1. Review departmental historical expenditure
4.5.1.2. Call for draft estimates
4.5.1.3. Vet and adjust estimate with justifications for variations to current financial year
4.5.1.4. Collate estimates through Program Management Budgeting (PMB) structure
4.5.1.5. 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)
3B-5
4.5.3.2. Advise departments of monies available and constraints
4.5.3.3. Monitor departmental expenditure

4.5.4. Monitor expenditure of allocated funds
4.5.4.1. Oversee cost capture activities

4.5.5. Report achievements against financial plan
4.5.5.1. 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 ships canteen.

5.1.1. Appoint a canteen sales manager
5.1.1.1. Define canteen staff duties
5.1.1.2. Determine/approve canteen requirements
5.1.1.3. Provide on the job training

5.1.2. Supervise Canteen Manager
5.1.2.1. Ensure safe stock and store handling practises
5.1.2.2. Monitor stock turnover

5.1.3. Establish and monitor business activities
5.1.3.1. Ensure safe money handling practices
5.1.3.2. Set stock pricing guidelines and marketing procedures
5.1.3.3. Arrange and calculate employee entitlements, tax and superannuation.

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 Service Funds

5.2.1. Advise Supply Officer on all service 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 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 caterers 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 Treasurers Statement for the Mess Committee.

5.3.6. Prepare a Wardroom budget for the Mess Committee.

5.4. Perform Ships 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
3B-6

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 Officers meals are properly
accounted.
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 ships laundry services.

7.1.3. Monitor the operation of COs 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) operations
Conditions of service

8 2 Co ordinate Officers reports for Dispatch
3B-7
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 ships 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 TO
CHAPTER 3
SEA BILLETS FOR OFFICERS OF THE RAN SUPPLY SPECIALISATION
The following table lists sea billets to be available for Supply Officers following the
commissioning 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
3C-2
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 TO
CHAPTER 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 report
1.1.1.1 Review histories of department obligations
1.1.1.2 Call for draft estimates
1.1.1.3 Vet and adjust estimate with justifications for variations to current financial year
1.1.1.4 Collate estimate to Program Management Budgeting (PMB) structure
1.1.1.5 Submit estimates to component managers
1.1.2 Receive allocations from PMB component manager
1.1.3 Allocate funds to department requirements
1.1.3.1 Determine funding distribution (monies)
1.1.3.2 Advise departments of monies available and constraints
1.1.3.3 Monitor departmental expenditure
1.1.4 Monitor expenditure of allocated funds
1.1.4.1 Oversee register of accounts
1.1.4.2 Oversee cost capture activities
1.1.5 Report achievements against financial plan
1.1.5.1 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 delegations
1.1.6.1 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 assets
2.1.2 Control the operation of the Cash Book
2.1.3 Prepare accounts for an audit
2.1.4 Analyse and report on the results of the audit
2.1.5 Prepare a budget for the Fund
2.1.6 Maintain accounts.
2.1.7 Monitor caterers statements.
2.1.8 Prepare the Treasurers Statement for the Committee.
2.2 Supervise Tender Vessel Service Funds
2.2.1 Advise supervising officers of duties
2.2.2 Oversee service funds
2.2.2.1 Establish and manage Service Fund audit cycles
2.2.2.2 Ensure proper accounting procedures are maintained
2.2.2.3 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 matters
2.3.1.1 Examine audit reports and advise on fund performance
2.3.2 Provide advice to all service funds as required
2.3.2.1 Advise supervising officers of duties
2.3.2.2 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 deployment
3.1.1.1 Determine stock requirements
3.1.1.2 Determine current demands
3.1.1.3 Anticipate demand requirements based on ships programme
3.1.1.4 Approve signal demands/walk through demands for URDEF and other urgent
requirements
3D-2
3.1.2.3 Control Stores Demands for stock held onboard and ashore.
3.1.2.5 Monitor status of priority demands
3.1.2.6 Schedule periodic replenishment of Naval Stores
3.1.2.7 Monitor staff action on Electronic Data Processing (EDP) rejects and supply status procedures
3.1.2.8 Authorise provisions and general stores demanded
3.1.2.9 Monitor standing offers.
3.1.3 Monitor outstanding stores demands
3.1.3.1 Manage CLOR/MOF/DIHR
3.1.3.2 Initiate hastening action
3.1.3.3 Monitor departmental demands eg. CUDO
3.1.3.4 Liaise with relevant external authorities for deployment requirements
3.1.4 Manage URDEF requests
3.1.4.1 Co-ordinate URDEF stores requirements
3.1.4.2 Liaise with supplier to arrange timely delivery
3.1.4.3 Satisfy URDEF demands/requests to meet customer RDD timeframes
3.2 Oversee materiel movements
3.2.1 Marshall materiel in areas remote from base facilities
3.2.2 Oversight transport of materiel from DNSDC to the base support area
3.2.3 Ensure movement of materiel in support of MATCONOFF requirements
3.2.4 Manage the local area distribution process
3.2.4.1 Collect and marshal materiel for onforwarding and delivery to customers
3.2.4.2 Collect and distribute materiel to outstations
3.3 Conduct inventory validation
3.3.1 Analyse allowance/demand trends and identify critical items
3.3.2 Oversee accounting of stores
3.3.2.1 Direct sub-department manager to authorise issue/return of stores
3.3.2.2 Randomly conduct and record periodic checks of ledger entries
3.3.2.3 Delegate appropriate responsibilities to senior sailor in charge
3.3.3 Oversee the control of stores held outside of storerooms
3.3.3.1 Schedule AIU musters
3.3.3.3 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 changes
3.4.2 Monitor spares support deficiencies identified by users and available information
management systems
3.4.3 Monitor the input and approval of configuration change documentation
3.4.4 Ensure that Configuration and Allowance documenting accurately reflects Ships
configuration
3.4.5 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 ships port service requirements from LOGREQ
4.1.2 Liaise with Port Authorities and Ships CO/XO
4.1.3 Liaise with Local Contract Suppliers
4.1.4 Liaise with Base Operations Staff
4.1.5 Liaise with Maintenance Authorities
4.1.6 Identify wharf service requirements
4.1.7 Liaise with port authorities
4.1.8 Contract suppliers
4.2 Co-ordinate storing/destoring
4.2.1 Plan replenishment schedules
4.2.1.1 Check special loading instructions
a. Port authority
b. Cranes
c. Safety
d. AOR operating procedures
4.2.1.2 Check status of stores/provisions demanded from supplier
4.2.1.3 Check ships programme and other departments activities
4.2.2 Store/replenish ship
4.3.2.1 Monitor the receipt of provisions and other stores
4 3 2 2 Randomly examine and check stores for quality and quantity
3D-3
4.3 Plan the ammunitioning process for operational force elements
4.3.1 Identify force / unit ammunition requirements
4.3.2 Liaise with Ammunition Authorities
4.3.3 Liaise with port authorities
4.3.4 Obtain relevant approvals and permits, where necessary
4.4 Plan the fuelling process for operational force elements
4.4.1 Identify force / unit fuel requirements
4.4.2 Contract suppliers
4.4.3 Liaise with port authorities
4.4.4 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 staff
5.1.2 Liaise with relevant authorities preposition funds
5.1.3 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 providores
5.2.3 Plan routine logistic support
5.2.4 Establish close liaison with local authorities and providores
5.2.5 Establish and maintain standing offers
5.2.6 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 requirements
5.3.3 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 levels
6 1 1 1 Determine stock requirements
3D-4
6.1.2 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 deployment
6.2.1.2 Ensure supplementary victualling allowances properly utilised
6.2.2 Monitor entertainment allowance and expenditure
6.2.2.1 Ensure official cocktail parties and Commanding Officers meals are properly
accounted
6.2.2.2 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 OFFI CER S
TRAI NI NG CONTI NUUM AND
CAREER PROGRESSI ON POLI CY
CHAPTER 4
THE SUPPLY OFFICERS TRAINING CONTINUUM AND
CAREER PROGRESSION POLICY
Introduction
4.1 The SO2003 Report recommended significant changes in the employment
focus of Supply Officers in the Royal Australian Navy. As a consequence of
SO2003s recommendations, Supply Officers training and professional development
was examined at all levels. In order to prepare Supply Officers for the professional
challenges articulated by SO2003, staff of the Directorate of Supply Policy Navy
and the Supply and Health Faculty developed a new Supply Officers Training
Continuum. The Training Continuum was designed to specifically train personnel for
the operational logistics roles envisaged by SO2003 and to emphasize sea service and
support of Fleet units as the core role of junior Supply Officers.
4.2 The Supply Advisory Council (SAC) subsequently endorsed a Supply
Officers Career Progression Policy that now regulates all Supply Officer training and
career progression. This Policy prescribes the prerequisites for promotion under the
Training Continuum and incorporates the tenets of the Failure Management Policy
that ensure all officers are given fair and equitable opportunities to progress to Sea
Charge.
THE SUPPLY OFFICERS TRAINING CONTINUUM
Overview
4.3 The Supply Officers Training Continuum is designed to prepare personnel for
operational logistics roles and Sea Charge. As such, the Training Continuum focuses
on developing the skills necessary to serve at sea as a Charge Supply Officer, whilst
also providing the basic knowledge and corporate expertise to serve at higher rank.
The necessary experience and recommended career paths for post-Charge Supply
Officers are dealt with later in the Career Progression Policy. Under the Training
Continuum, a Supply Officers career is progressively managed through the following
career 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 Role
Ashore posting;
e. Supply Charge Qualifying Course (SUCQC) (residential course) and DSO
Phase; and
4-2
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 1
Chapter 4. The system provides for a number of control points to ensure a balance
between training efficiency and natural justice. The Supply and Health Faculty is
responsible for managing residential course training failures and training progression
throughout SUAC Phase II & IV, in association with relevant units and
establishments.
Supply Officers Application Course Phase I
4.5 As described above, SUAC consists of three phases, with SUAC Phase I
consisting of six weeks at HMAS CERBERUS. This component of SUAC introduces
the trainee to the RAN Supply Branch and seeks to instill the basic knowledge and
skills required for later phases of SUAC. Subjects studied during SUAC Phase I
include:
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 months
in a Major Fleet Unit (MFU) completing an Activity Log that provides continuation
learning in the afloat environment. Supply Officers of MFUs have responsibility, as
mentors, for all SUAC trainees in their units. This will require Supply Officers to
provide SUAC Phase II trainees with adequate opportunity to complete their Activity
Log based upon a standard training program provided by the Supply and Health
Faculty. If the ships Fleet Activity Schedule precludes the trainee from undertaking
certain tasks, then the Supply Officer is responsible for liaising with FSO and the
Supply and Health Faculty to arrange the loan of the trainee to another unit.
4.7 Supply Officers have authority and responsibility to regulate progress, provide
remedial training opportunities and report attitude and aptitude difficulties. At the
completion of this training phase, the Supply Officer is required to advise Activity
Log completion and render a SUAC Phase II Trainee report to the Supply and Health
Faculty.
4-3
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 Branchs customers and
participating in whole ship activities. During the second two month period, trainees
are attached to Leading Seamen in each sub-department of the onboard Supply
organisation. The aim is to provide SUACs with an understanding of what Supply
personnel do, departmental organisation and how customers needs are satisfied. The
final two months are spent understudying the DSO, assisting the latter in departmental
management and overseeing public and Service Funds. Trainees then return to the
Supply School for SUAC Phase III
SUAC Phase III
4.9 SUAC Phase III is a six week course that consolidates what has been learned
in Phases I and II and builds on the sea experience. This segment of the Training
Continuum prepares Supply Officers for the role of providing operational logistic
support 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 an
operational support role ashore and complete a Competency Log (SUAC Phase IV).
On successful completion of the Competency Log, officers will be awarded the SU
specialisation designator. Until completion of the log, officers will remain GL (SU).
Additionally, promotion to LEUT is dependent on successful completion of SUAC
Phase IV. Officers who are already SBLTs on issue of the log (for example, ADFA
graduates with Honours degrees, UVOC entry officers or ex-senior sailors), may be
promoted to Provisional LEUT (P/LEUT) without having completed the log, to
recognise the decreased time such officers will have between issue of the log and
promotion to LEUT. The Supply and Health Faculty is responsible for determining
Recognition of Prior Learning (RPL) exemptions for officers with prior service. It
should be stressed that personnel will not obtain their specialist PQ, and will remain
classified as (SU), until completion of the Competency Log.
4-4
4.11 The authority for promotion to LEUT currently rests with DGCM-N, on
advice from the members Commanding Officer (for suitability) and the Directorate
of Naval Officers Postings (DNOP) (for completion of pre-requisites). SBLTs who
fail to complete their Competency Log by their due date for promotion, without
compelling professional or compassionate reasons, will not be promoted to LEUT.
Such officers will be counselled by their supervisor and ADNOP(S&A) and have
Quarterly reports raised in accordance with current procedures. DNOP (with advice
from relevant authorities) will determine whether members who have not completed
their Competency Log, through no fault of their own, have made sufficient progress to
be 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 perform
satisfactorily, 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 will
complete a Supply Charge Qualifying Competency Log. The DSO posting
culminates with a competency assessment by the Supply Charge Board. Successful
completion of the Supply Charge Qualifying Phase will be regarded as the expected
norm for Supply career progression and will be a prerequisite for a sea Charge
posting. Officers who either decline or are not selected for a DSO posting will be
counseled by DNOP as to the ramifications of their situation. Personnel in these
circumstances would not obtain their Charge Qualification and assessments would be
required of the members potential for continued employment in the SU
Specialisation.
4.13 The importance of DSO time cannot be over-emphasised. The DSO posting
exposes the junior officer to all facets of sea Charge and ship sustainability. Supply
Officer mentors are to ensure that every opportunity is afforded to their DSOs to gain
the appropriate experience required for sea Charge. The SUCQC itself explores every
aspect of sea Charge and prepares LEUT SUs for both their DSO and eventual Charge
postings. 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
4-5
Supply Charge Qualifying Competency Log
4.14 Supply Officers of MFUs have the responsibility to mentor SUCQC graduates
during the latters DSO time. Graduates are required to complete a detailed
Competency Log at sea covering all aspects of Supply Charge. The Supply and
Health Faculty is responsible for determining RPL exemptions for officers with prior
service. The log itself contains some 70 core units of competency.
4.15 Supply Officers, in conjunction with the SUCQC graduate, are required to
develop and manage a progress plan for completion of the log and provide quarterly
progress 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 after
completing the Competency Log and receiving a favourable recommendation from
their Commanding Officer. The FSO is responsible for the management of SUCQC
graduates 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 development
and promotion prospects of all SU LCDRs and remains the principal focus for all
junior Supply Officers. This phase of a career provides the skills and experience
necessary to prepare Supply Officers for more demanding logistic management
positions and progression to senior ranks in the Navy.
4.17 In the event of a DSO not being recommended for Charge, a Special report
will be raised on the individual and FSO and DNOP will liaise to determine which of
the following options would be most suitable:
a. extending the officers tenure as DSO, not necessarily in the same ship, if it is
felt that extenuating circumstances or the ships operating program limited the
members 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 senior
CMDR SU afloat, will assess officers for Supply Sea Charge competence. Supply
Officers will be awarded the tentative Charge Qualification of (Q) and become
eligible for a Supply Charge posting only on successful completion of the Board.
Charge aspirants who fail their oral board will have their individual circumstances
assessed by the Board. The following options will be available:
a. extending the officers tenure as DSO afloat, not necessarily in the same ship,
if it is felt that the Fleet Activity Schedule limited opportunities for the officer
to gain practical experience;
b. permitting the officer to proceed on his next shore posting and re-sit the
Supply Charge Board when it next convenes; or
4-6
c. precluding the officer from re-sitting the Board.
4.19 In all instances where an officer either fails or is precluded from sitting the
Board, assessments will be required of the members employment potential in the SU
Specialisation.
Award of the Charge Qualification
4.20 The Charge Qualification is awarded in two parts. Supply Officers receive a
provisional Charge Qualification, or (Q), on successful completion of the Supply
Charge Board. Officers will subsequently have their Charge Qualification confirmed
subject to:
a. serving at sea in a MFU as Charge Supply Officer for a minimum period of six
months;
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 or
Seacheck.
4.21 A provisional Charge Qualification has a limited life in currency and
competency terms, and officers not commencing a Sea Charge posting within six
years of its award will lose the (Q) qualification.
Supply Charge Endorsement Panel
4.22 DNOP has responsibility for managing the careers of individual Supply
Officers. Panel documents and recommendations will initially be generated by
ADNOP(S&A) for DNOP comment. A Supply Charge Endorsement Panel (SCEP),
comprising the Chairman SAC, FSO, DSUP-N, DLA-LOG(S&H) and
ADNOP(S&A), will convene once per year to endorse DNOPs recommendations.
Charge selections will then be forwarded to DGCM-N for approval and
ANDOP(S&A) for implementation. The SCEP will also identify Charge Course
groupings for subsequent years and determine the approximate year of Charge posting
for 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 SO
DESIG Course at HMAS CERBERUS. The course is intended as a review and
update of Supply activities at sea, and focuses on management and legislative issues,
preparing Supply Officers with the (Q) designation for their return to sea. The
following aspects of Supply Charge are covered:
Stores
Finance
Wholeship Management
4-7
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 all
Specialisations are required to complete the LMPD as a promotion prerequisite. This
requirement applies to all LEUTs with seniority on or after 2 July 1997. The
LMPD largely replaces the former Junior Officers Staff Skills Course, and
concentrates on developing junior officers awareness of defence related issues and
leadership, management, problem solving and staff skills.
4.25 The LMPD will be delivered via flexible learning, and will comprise the
following 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, on
completion of the SUAC Phase IV Competency Log); and
d. Phase Four a further two weeks to be undertaken prior to Charge
employment.
POST-CHARGE EMPLOYMENT
Overview
4.26 The Training Continuum focuses on the formative years that concentrate on
professional employment in the core role. Post-charge employment is intended to
maximise the Supply Officers employability and ability to contribute to the senior
management of the Navy and the ADF, thereby accentuating promotion potential.
Post-charge draws on the extensive specialist skills and experience gained in the Sea
Charge phase to provide Navy with logistically focussed officers who can deliver the
policy, planning and direction required at senior levels.
4.27 Ther e are two phases to a Suppl y Off icers career post Charge; the first is from
LCDR to juni or CMDR and the second i s from seni or CMDR to CAPT. To develop the
skil 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;
4-8
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 that
need to be considered as providing the right mi x of employment and experience are a
combination of bot h single Service and joi nt posit ions in at least two of the
af 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 the
br oad skil ls and experi ence requir ed for appointment to the senior oper ati onal bil lets in
Mari tim e Headquart er s and in Joint Headquart ers. In the course of this phase, an of ficer
should aim towards one singl e Service and one joint posting and acquire both
oper ati onal and st af f experi ence, so as to m axi mise their em ployabil ity as a CMDR. The
gaining of addi tional post -graduat e ter tiary quali fi cat ions in management or logisti cs
st udies is an import ant considerat ion. The emphasis is on broadening a curr ent Supply
PQ 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 more
by functional qual if ication than by PQ, wi th a great er focus on joint experi ence. T he
focus of car eer pl anning in thi s phase is on accentuati ng the potent ial to cont ribut e to
deci sion making at seni or level s in Def ence. T her ef ore, it is fundamental that Supply
Of fi cer s gai n substanti al exper ience in poli cy making at higher levels and become more
joint and policy focussed to increase thei r employabili ty as a CAP T. I ntegr al to the
pr eparation for seni or joi nt st aff appoint ments is higher Defence st aff tr ai ning. T he
addi 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 career
progression as a Supply Officer through Training Continuum milestones and beyond,
and sets clear prerequisites for promotion. The Policy fulfills the requirement for
experience, formal training and demonstrated practical competence to be precursors
for 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 milestones
required of officers up until the conclusion of Sea Charge. Broad guidance has also
been provided on the nature of employment ashore post-Charge. This theme will be
continued in the next chapter, where more detailed advice on the billets and specific
career paths available to Supply Officers will be found.
SUPPLY OFFI CER CAREER
PROGRESSI ON AND DEVELOPMENT
CHAPTER 5
SUPPLY OFFICER CAREER PROGRESSION AND
DEVELOPMENT
CAREER PROGRESSION PHASES
Introduction
5.1 The Supply Officers Career Progression Policy regulates the employment and
career milestones that must be achieved by all officers up until sea charge. The Career
Progression Policy is discussed fully in the previous chapter. The overall career
progression of Supply Officers, however, consists of several distinct phases. Annex A
depicts these phases and the types of roles undertaken in each. This chapter describes the
phases of a Supply Officers career and the principles of career progression and
management. This chapter should be read in conjunction with Chapter 4, The
Supply 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 Entry
Officers 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 HMAS
CRESWELL. SUAC Phases I and II are described in Chapter Three. On completion of
SUAC Phase II, Midshipman undertaking academic study at ADFA proceed to the
Academic Phase, involving three years of study to attain an undergraduate degree.
Continuation training is provided to officers during this phase to maintain base supply
skills and naval knowledge
The Specialist Training Phase
5.3 Following the Initial Training Phase (for Direct Entry and ex-sailor trainees) or
Academic Phase (for ADFA MIDN & SBLT), the next stage in a junior Supply Officers
career is the Specialist Training Phase. Specialist Training requires officers to complete
SUAC Phases III & IV, which are described fully in Chapter Three. The latter entails
mandatory completion of a competency log. It is at the end of this phase that Supply
Officers 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 posted
afloat as Deputy Supply Officers, where they will complete a comprehensive competency
log and be required to pass an oral board. During this phase, SU LEUTs will also
5-2
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 supply
operations, or in-service support, which together can be grouped as operational support
employment. Some LEUT positions will be available in the areas of headquarters, policy
or training. Three billets are available for post-DSO, or (Q) qualified, LEUTs as Supply
Officers of Hydrographic Ships. The professional milestones required to be achieved in
this phase are described in the previous chapter.
5.5 Ideally, LEUT Supply Officers will begin to diversify their skill base at this stage
of their careers. After consolidating their core Supply skills at sea and in operational
support employment, officers may request broader, Supply related Functional Area
positions. This may include out of branch or, more desirably, joint postings, in order to
gain corporate, policy or ADF experience which may be useful to later service as a
Supply Officer.
The Charge Phase
5.6 As a LCDR, the Charge Phase will culminate the initial section of a junior
officers Supply career, with a posting to sea as the Head of Department of a warships
(FFG, FFH, LPA, LSH, AOR) Supply Department. Employment ashore post-charge, or
indeed, ashore as a LCDR, will aim to develop an officers employability and ability to
contribute to the senior management of the Supply Specialisation and the ADF. This will
include 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 and
experience which would stand them in good stead in senior Supply operational support
billets and joint headquarters roles, and for greater exposure to the processes of the
Functional Area. At this point all officers should seriously consider attendance at the
Australian Command and Staff Course.
Command & Management Phase
5.7 Promotion to CMDR will see Supply Officers enter the Command and
Management Phase. Limited billets are available at sea for CMDRs and will be allocated
according to competitiveness. Employment ashore will concentrate on in-service
support, operational logistic planning, policy and headquarters roles, and should include
Joint and higher level policy employment in at least one posting. Senior operational
(Deputy Fleet Supply Officer) or Class Logistic Manager positions and Force Element
Group billets will demand appropriate prior experience. As discussed in the Career
Progression Policy in the preceding chapter, higher Defence training will be required for
preparation to senior staff appointments.
Higher Management Phase
5.8 Service at the CAPT level will be determined by the Functional Area experience
of the officer. The Higher Management Phase utilises Supply Officers almost
5-3
exclusively in high level policy and headquarters roles, with an emphasis on contributing
to Defence and Navy management. Officers at this level will be primarily responsible for
determining policy and procedures, and for ensuring the operational readiness of units via
the command of Supply operations. Attendance at a staff course or the Australian
Defence College would be a prerequisite to appointment to corporate or headquarters
management 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 with
certain training and experience for future employment and promotion. The knowledge
gained may be specifically supply orientated or it may be Functional in nature. Each
billet also provides increasing maturity, leadership and management experience.
Training
5.10 Training is generally job oriented and conducted within the RAN. It teaches
specific skills for use in particular circumstances. The skills involved may be procedural
in nature and apply only to specific jobs. Such skills are usually acquired in pre-joining
training, which is a prerequisite for a particular billet. In some cases, the training will be
for longer term purposes (for example, Staff Course) and will develop the military skills
of the officer. The major training milestones for Supply Officers, as described in this
chapter 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 from
2001 onwards. Known as the Australian Command and Staff Course, the aim of this
program will be similar to that of the RAN Staff Course, in that it will seek to inculcate
5-4
advanced management, analytical, problem solving and staff skills, as well as focussing
in detail on current defence, strategic and management issues.
5.12 Of one years duration, officers undertaking the program will be posted long term
(N billet) to the Command and Staff Course in Canberra. While not a promotion
prerequisite, it is highly recommended that officers undertake this course if given the
opportunity. In addition, CNs future vision for the RANs leaders envisages the
completion of a staff course as a requirement for promotion to CAPT. Officers should
therefore 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 are
allocated annually to SU/AD officers, with a further ten SMN, three AVN, five ENG and
three TS/HS.
Education
5.13 Education is more general and broad in outlook than training, and is of continuing
value 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 vocational
skills. Higher education need not necessarily result in an academic degree, but it is
usually conducted under the auspices of a tertiary institution. Education is fully covered
in Chapter 7.
Career Development
5.14 A combination of training, education and experience contributes to a Supply
Officers qualification for a specific billet. Each new job will increase the officers
experience and knowledge. An officers qualifications depend not only on acquired
knowledge, but on the ability to apply it effectively. This is demonstrated through the
achievement of sound assessments on the officers reports and will be the major
governing factor in subsequent promotions. The overall effect of all these factors is the
continuous expansion of an officers potential and effectiveness, through which
promotion 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 a
mi xt ure of disdain and rever ence - t he posti ng process. Whi le the process m ay be one of t he
least understood, it is necessary to fully appr eci at e the pr ocedur e if car eer needs and
personal aspirations ar e goi ng to be reali sed. This secti on of the handbook pr esent s all
curr ent considerat ions rel evant to the posti ng process so that they can be incl uded in an
of 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:
5-5
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 are
made 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 ing
pr ef erence f or the t ype, locali ty and timi ng of the posting to sui t per sonal and f am ily
ci rcumstances.
5. 17 The thr ee requi rem ents are in order of pri or ity; however, in any si tuati on a measur e
of comprom ise and fl exi bil it y is requir ed in or der to achi eve the best and most acceptable
results 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's
si tuati on, capabil it ies, aspirations et c, and to bal ance these factors wit h the needs of the
Service.
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 ng
pr ef erence f orm be subm itt ed to DNOP . Accur ate personal i nf orm ati on and car eer desi res is
vi 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 the
post er or at tendance at career counsell ing sessions hel d by DNOP staff off icers. Al l these
comm uni cat ions com bi ne to gi ve the post er an under st anding of the individual needs and
expectations.
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 . The
pl an, along wit h possibly sever al options that sti ll al low aspi rat ions to be achieved, shoul d
be 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 make
them sel ves avai lable for per sonal career counselli ng. This is not com pul sory and will only
be 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 icers career pl an. Counselli ng pr ovi des import ant feedback on the
career 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 and
im portance of these positi ons, eli gi ble of fi cer s can expect str ong competi ti on from their
peer s. These bill et s are:
a. ADCs/Fl ag Li eut enant s - fi nal candidates m ay be intervi ewed by the
relevant 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 y
Char 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 by
DGCM-N.
d. Post Gr aduat e T rai ni ng and F ull Ti me Ci vil S chooli ng - sam e as above (candidates
must 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 used
to fill those posi ti ons that no one else wants. Regular review of an offi cers career
aspi rat ions is requi red, together wi th tangi ble and achievable professi onal goals. Per sonnel
should plan their intended career path in consultati on wit h DNOP, advising the lat ter if
post ing pr ef erences, job predil ect ion or fam ily ci rcumstances change and of any new
qual ifi cat ions gai ned. Only then can a career plan be implemented which meets bot h the
needs 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 s
career 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 TO
CHAPTER 5
SUPPLY OFFICERS CAREER PROGRESSION MODEL
MIDN/SBLT
1 year

MIDN
(ADFA entry)
3 years
MIDN/SBLT
Two shore jobs
post sea. Second
job may be out of LEUT
branch to maximise 5 _ years min
later employment
flexibility.
Two shore jobs
post Charge. Second
job may be out of LCDR
branch to maximise 4 years min
later employment
flexibility.

CMDR
4 years min
CAPT
INITIAL TRAINING PHASE
NEOC 19 wks
SUAC Phase I 6 wks
SUAC Phase II approx 25 wks at sea
ACADEMIC PHASE
ADFA 156 wks
SPECIALIST TRAINING PHASE
SUAC Phase III 6 wks
SUAC Phase IV 98 wks Fleet Base
CHARGE QUALIFYING PHASE
DSO at Sea
Operational Support Employment (operational logistics,
supply operations, logistic planning, CLO/in-service
support, FEGs)
Headquarters Employment
HS Charge
CHARGE PHASE
Sea Charge
Operational Support Employment
Policy Area/Headquarters Employment
Staff Course
COMMAND & MANAGEMENT PHASE
Sea Charge
Operational Support Employment
Policy Area/Headquarters Employment
HIGHER MANAGEMENT PHASE
Senior Operational Support Employment (eg Fleet Supply
Officer, FEGs)
Policy Area/Headquarters Employment
Australian Defence College
ANNEX B TO
CHAPTER 5
CAREER STRATEGY PLANNING MODEL
IDENTIFY LONG TERM CAREER ASPIRATIONS
IDENTIFY ALL CAREER PATH OPTIONS AND COLLECT
SUPPORTING INFORMATION
ANALYSE CAREER
PATHS AVAILABLE,
AREAS OF INTEREST
AND DESIRED JOBS
DETERMINE
CAPABILITIES
REQUIRED TO ACHIEVE
CAREER ASPIRATIONS
PRODUCE PRACTICAL CAREER PLAN TO REACH REALISTIC
LONG TERM ASPIRATIONS
ADVISE AND CONSULT DNOP
IMPLEMENT CAREER PLAN AND MARKET YOURSELF
PERFORM WELL
MONITOR PROGRESS AND ACHIEVEMENTS
REASSESS CAREER PATH AND LONG TERM ASPIRATIONS IF
PERFORMANCE WARRANTS
PROMOTI ON
CHAPTER 6
PROMOTION
PROMOTION MECHANICS
Introduction
6.1 Promotion to the next higher rank is the means by which officers progress through
the hierarchy of the RAN. Promotions are made to fill structural, billet and personnel
requirements, with individuals promoted on the basis of their professional competence
and perceived ability to perform in the next higher rank. Detailed information on the
RAN promotion system is contained in ABR6289 Chapter 13.
6.2 Promotion is highly competitive, and should not be regarded as an expectation or
an accolade awarded merely for time in service. Demonstrated performance in each rank,
and the achievement of professional and educational qualifications necessary to perform
in the next higher rank, are necessary to attain promotion. The one attribute common to
all personnel selected for promotion is that they have PERFORMED WELL and
achieved the PROFESSIONAL PREREQUISITES required for their rank and PQ.
Officers are assessed on their potential for higher rank largely through annual
performance appraisals.
The RAN Officers Reporting System
6.3 The reporting system is designed to provide performance assessments on which
selections for promotion can be made, and to provide officers with feedback on their
performance and information to aid their career management. The officers report is
utilised as a written and numerical assessment on the broadest range of an officers
attributes, and is a measure of an officers competence in both a particular job and as a
naval officer. The report also includes an assessment of potential to perform at the next
higher rank.
6.4 It is the responsibility of all officers to ensure that their reports are rendered at the
appropriate time. Ignorance of when a report is due, or non-submission of a report, could
affect promotion prospects. Full information on the PR5 reporting system is found in
ABR6289 Chapter 12.
6.5 A brief summary of some of the occasions on which Supply Officers should
expect reports to be raised on them is provided below, but personnel should consult
ABR6289 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 for
selective promotion. The report is to be rendered upon the anniversary of joining
the reporting unit, provided that the reporting officer has observed the member
6-2
being assessed for at least three months. Such reports may be advanced or
deferred if an officer is to be posted three months either side of the anniversary of
joining.
b. CMDRs, LCDRs and LEUTs eligible for consideration by the next Promotion
Board are to have Promotion Reports raised for the reporting period ending 31
October. Reports are to reach the relevant section 6 officer (see ABR 6289) by 30
November and DNOP by 31 January.
c. Short Service Appointment (SSA) officers who will have completed three years
of their SSA by 30 June the following year, and who are not eligible for
consideration at the next Promotion Board, are to have reports raised for the
period ending 31 December.
d. Special Reports are to be raised when the normal reporting process does not
provide adequate or current information for career managers, or when the usual
occasions for reporting are inappropriate and reporting officers deem it applicable
that an extra-ordinary report be raised.
e. Quarterly Reports are raised on officers who have evinced serious or protracted
deficiencies in performance. Such officers are placed on Quarterly Reports by
DGCM-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 appointed
to the RAN as MIDN with three years seniority if a three year undergraduate degree is
held, 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 principle
that 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 or
work experience are held, thus leading to some officers being eligible for promotion to
LEUT prior to completing six years service.
6.8 Regardless of the means of entry into the RAN, all officers of the Supply
Specialisation 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 Sailor
entry) on commencement of SUAC Phase IV. Final authority for promotion to LEUT
resides with DGCM-N and DNOP, in consultation with DLA-LOG(S&H).
6-3
Promotion to LCDR and the Phased Batch Promotion System
6.9 Promotion to LCDR for all LEUTs with seniority 2 January 1992 or later is
currently via the Phased Batch Promotion system. This entails all LEUTs being assigned
a year batch based on their seniority. A given year batch will consist of all officers with
seniority between 2 July and 1 July the following year. Each batch is considered for
promotion three times, such that each LEUT will be considered for promotion at, or as
soon 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 next
40% will be selected for promotion; at the third and final consideration, all remaining
eligible and suitable officers will be promoted subject to vacancies. Officers not selected
for promotion after the third consideration will remain LEUTs.
6.11 The professional prerequisites for promotion to LCDR are successful
completion of the Supply Charge Qualifying Course and Supply Charge Board (and
for LEUTs with seniority on or after 2 July 1997, completion of the LMPD). In
essence, an individual must be qualified to serve at sea as a Charge LCDR and must have
completed DSO time. Those who do not meet the above professional standards, but who
have otherwise demonstrated that they could be employed in non-Supply or broad
Functional roles as LCDRs, may be promoted at the third consideration, depending on
vacancies and corporate workforce requirements.
Promotion to CMDR & Beyond
6.12 With regards to promotion beyond LCDR, officers may be promoted if the
following seniorities in rank are held:
a. to CMDR four years seniority as a LCDR, or three years if seniority as a LEUT
was 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 completed
Operational employment, and to have demonstrated the potential to contribute to higher
Navy processes in the Functional area. For Supply Officers, the career progression
principles described in Chapters 4 and 5 apply. A Charge posting as Supply Officer of a
Major Fleet Unit is to be undertaken if an officer is to have any realistic chance of
promotion to CMDR. Following Charge, a suitable mix of single service and joint
postings is to be undertaken in the generic employment areas described in Chapters 3, 4
and 5, with the aim of maximising an officers employment potential. In addition, all
Supply Officers should be cognisant of Chief of Navys future vision for officers aspiring
to promotion to CAPT:
6-4
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 is
Head 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) are
presently determined by the following Promotion Boards:
a. Captains Board to select officers for promotion to LCDR and WOs for
promotion 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 for
promotion to CAPT. Chair Deputy Chief of Navy; all RADMs serving in
Australia and Commander Training-Navy.
6.15 Promotion Boards are provided with recommendations as to the number of
selections to be made at each rank level within the various primary qualifications, along
with recommendations as to the number of pool selections to be made. Promotion
Board members receive statistical data on each officer in promotion zone, including
summaries of scores and recommendations. For the Captains Board, officers in each
primary 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 in
promotion zone, in order to read report narratives.
6.16 Officers selected for promotion are invariably amongst the better performers in
their current rank. Additionally, personnel appear more likely to be promoted if they
have completed advanced and/or staff training and have developed themselves through
postings and higher education to undertake a wide range of employment. Officers who
limit themselves to niche areas may be less competitive for promotion, except when
specific 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 promoted
to LCDR and CMDR respectively.
SAILOR ENTRY SUPPLY OFFICERS
6.17 Ex- sailors have traditionally comprised a significant percentage of the Supply
Officer community. Detailed instruction on the process of nominating personnel for
commissioned 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 associated
employment qualifications, are promulgated by All Ship-All Shore signal. Warrant
Officers belonging to specified categories and who meet the eligibility criteria in ABR 10
will 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 ascertain
suitability and possible career options as an officer. Warrant Officers selected for
appointment to LEUT are announced via the officers promotion signal. Appointment to
officer rank will be on the day before commencement of initial officer training. Rank
seniority as a LEUT will be awarded on the basis of post-secondary qualifications held on
the day immediately preceding appointment. Civil accreditation of naval training will
result in most Supply Warrant Officers holding a two or three year post-secondary
qualification, such as an Advanced Certificate, Associate Diploma or a two or three year
diploma under the Register of Australian Tertiary Education, or Certificate Level IV,
Diploma or Advanced Diploma under the Australian Qualifications Framework. As
such, Warrant Officers selected for promotion can expect to be appointed as LEUTs with
one 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 commensurate
with their substantive rank as sailors and any post-secondary qualifications held. Where
no post-secondary or tertiary qualifications are held, the non-degree Direct Entry career
path for officers is followed, with progressive rank seniority granted for consecutively
more senior sailor ranks. If post-secondary or tertiary qualifications are held, then the
degree qualified officers promotion path is followed, with rank and seniority on
appointment again awarded on the basis of sailor rank and qualifications held. A
detailed chart of rank on appointment and promotion patterns for sailor entry
officers is contained in ABR 6289, Annex C to Chapter 13.
EDUCATI ON
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 for
furt her vocational ly or iented mili tary training. It adds credibi li ty requi red to lead sail ors, who
ar 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. Degree
educati on al so hel ps devel op later al thinking and pr obl em solvi ng abili ties that, in turn, enhance
the per cepti on of the offi cer's st anding in, and wor th to, the Ser vi ce. Acquisiti on of a degree
al so enhances career satisfacti on for many indi viduals and provides them wit h a valuabl e
qual 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 the
Aust 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 e
Engi neering off icers follow a preset , struct ured degree, Supply and Seaman Offi cer s are able to
select their own m aj or field of st udy. However, MI DN from all PQs - except Engineering - are
required 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, and
which 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 taken
under special circum stances in the four th year - provided mi lit ary and academic perf orm ance
warr 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 e
qual ifi cat ion see bel ow) are encouraged to under take ter ti ary education ei ther i n their own t ime
or on a part ti me basis. Own tim e courses, which do not requi re regul ar at tendance during
working hour s at the insti tution other than com pul sory sem inars or r esi denti al per iods, pr ovide a
good st art ing point for self educati on. These cour ses may take the form of di stance lear ni ng
pr ogram s (correspondence) or at tendance at evening classes. Financial assi stance is avai lable
under 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 approved
external courses involving part ti me release fr om normal dut y may apply for par t tim e CSS. A
ROSO of si x months for each year of study or three mont hs for each semester of study wi ll be
im posed for par t tim e CSS. ADFA of fer s par t time degr ee st udi es wi th minim al att endance
requirements during wor king hours. Alt ernat ively, assi stance for own or par t time studies may
be sought under the provisions of Defence Force Assi sted Study Schem e (DFASS ), whi ch
reim bur ses a percent age of cost s (excluding travel and accom modati on costs) but does not incur
a ROSO. DFASS also provides for tim e from norm al work dut ies for course exams or
resi dential com ponents. It is st ressed that both schemes are subject to the avai labil ity of funds
and confir mation that the course wil l be of signif icant value in subsequent functi onal area
em 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 ll
assi st in any subsequent applicati on for ful l time release to study at ADF A. Degr ee selecti on
ot her than that undertaken at ADFA should be relevant to the Suppl y professi on. The broad
ar 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
7-3
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 e
ROCS 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 level
should 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 expands
on init ial tert iar y qualif icati ons and bui lds on professional experi ence gai ned, thus keeping an
of fi cer curr ent and rel evant . More im portantl y, Ch ief of Navys fu ture vision for the RAN s
lead ers en vi sages th e comp letion of a Mast ers degree relevant to Navy as a prereq ui sit e
for 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 as
possibl e. Off icers who have undert aken ter tiary education in their own tim e may, in cert ai n
li mi ted ci rcumstances, be consi der ed for ful l time civi l school ing to complete the final year of
thei 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 a
Li 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 good
pr om oti on pr ospect s and that the S er vice stands to gain a retur n on the investm ent of
furt 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 ly
benefit 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 entrance
requirements 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 the
of fi cer was rel eased, plus an addi ti onal 12 months, wil l be incurr ed.
7-4
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 take
as long as four year s to com plete. Off icers wi thout under gr aduate degr ees should note that
pr of essional RAN and Suppl y qualif icati ons and com petency based assessm ent of work
experience can oft en be suff ici ent to gain entr y int o Graduate Cer ti ficate and Graduate Di pl oma
pr ogram s. T hese courses can of ten then be arti cul at ed to hi gher awards (i. e. to a Gr aduate
Di 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 ed
for ful l tim e release and gr aduate dipl oma studies. Members of the Supply Prof ession are
exhorted to undert ake post -graduat e traini ng when and wher ever possi ble, at any accr edi ted
publ ic insti tut ion. Personnel shoul d be cognisant , however, that ADF m em ber s are exempt from
al 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 unique
opportunit y to advance their academi c stat us for lit tle, if any, financial detr iment to them sel ves
or t he RAN. The f ol lowing post gr aduat e programs of fer ed by ADFA, all of which ar e based on
af ter hour s lect ur es, ar e professi onally enhanci ng for Supply Of fi cer s and increase thei r
em 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 oma
and Graduate Certi fi cat e of Management Studi es. T he pr ogr am ai ms to gi ve st udents an
underst anding of the fundamental pri nci ples involved in successful ly managing
resources of al l kinds physical, human, intel lectual, technol ogi cal and fi nancial. T his
pr ogram woul d be of benefi t to Supply Off icers em pl oyed in all functional and
oper ati onal areas. The Mast ers cour se fur ther provi des an advanced grounding and
form 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 e
Cert 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 advanced
underst anding of m odern information technology and i ts appli cat ion t o t he requi rem ents
7-5
of cont empor ary or ganisati ons and business functions. Suppl y Offi cers int ending to
special 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 to
Fl 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 in
Defence St udies. Sponsored by the schools of Hist or y and Polit ics, thi s course pr ovides
an in-dept h look at Australi as st rategic ci rcumst ances, our geo-pol iti cal neighbour s and
the str ategi c, technological and pol iti cal aspects of ground, sea and air warfare. A
qual ifi cat ion in Def ence Studies, while not prepar ing Supply Of ficer s for speci fic
oper 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 and
capabil 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 in
Integrated Logi sti cs (Mili tary ILS ) off ered by RMI T has been speci fi cal ly tailored to ADF IL S
requirements. Pract ical experi ence in mil it ary logi sti cs can be suf ficient to obt ai n entr y to thi s
cour 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 ion
Technol ogy will al so be avai lable fr om 2000/ 2001. Non- Canberra based personnel who wish to
undertake di stance educati on vi a ADF A should contact the address given bel ow. Distance st udy
at 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 ficer
Fl exibl e E ducat ion Cent re
Aust ral ian Defence F orce Academ y
CANBERRA ACT 2601
Ph ( 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 management
cour ses conduct ed by pr ivate insti tutions and Graduate Schools of Managem ent which are part
of 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
7-6
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 y
cover all the vari abl es which ar ise from the dif ferent instit uti ons and St ates. TAF E instit uti ons
wi ll pr ovi de exempti ons fr om units for 'Recogni tion of Pri or Learning'; exem pti ons can also be
obtain by successf ul ly passi ng 'Chal lenge Tests' f or appli cable unit s. Dependi ng on the str uct ure
of t he course t o be undert aken, the dur ati on of the course l ength can reduced by up to 50% . The
cert 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 to
obtain credi t for their RAN traini ng and experi ence. T he cr edi t or advanced st anding obtainabl e
wi ll vary across courses and insti tutions, but provi ded of fi cer s are seeki ng quali fi cat ions
compati ble with career exper ience, credit shoul d be granted from most univer sit ies. In
part icular , all TAFE colleges are obliged to recogni se training and educat ion provided by the
RAN, 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 ved
fr om various insti tutions, and could be of use to of ficers appl ying for tert iar y or post-graduate
cour ses. Lastl y, compl eti on of the Australi an Com mand and Staf f Course wi ll pr ovi de of ficer s
wi th a sui table university qual ifi cation in management, the exact natur e of whi ch is st ill to be
advi sed. It is expected, however, that of fi cer s wil l in the very least be accr edi ted with advanced
st anding towards an MBA or other management degree. The Com mand and St aff Cour se
should, 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 on
and most professions. Annex B pr ovides an Educat ion Schedule for Supply or iented cour ses
avai lable ar ound Australia. It is by no means excl usi ve, and represents only those courses for
which 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 ated
cert ifi cat e courses. Unless speci fi cal ly ti tled and st ructured towards logi sti c rel ated
qual 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 ion
B. Educati on Schedule
ANNEX A TO
CHAPTER 7
ORDER OF PROGRESSION FOR TRAINING AND EDUCATION
MASTERS
GRADUATE
DIPLOMA
HONOURS
GRADUATE
CERTIFICATE
DEGREE
PROFESSIONAL
QUALIFICATIONS
AND/OR
EXPERIENCE
YEAR 12 OR
EQUIVALENT
YEAR 10 OR
EQUIVALENT
CERTIFICATE
ADVANCED
CERTIFICATE
ASSOCIATE
DIPLOMA
EXECUTIVE
COURSES
STAFF
COURSES
ANNEX B TO
CHAPTER 7
EDUCATION SCHEDULE
COURSE TITLE BY
STATE
INSTITUTION/
TELEPHONE NUMBER
PART-TIME/FULL-
TIME
LENGTH OF COURSE ENTRANCE
REQUIREMENTS
AUSTRALIAN CAPITAL TERRITORY
PROJECT MANAGEMENT
TECHNIQUES
AUSTRALIAN INSTITUTE OF
MANAGEMENT (02) 6282 1914
FULL TIME FIVE DAYS NA
PROJECT MANAGEMENT
MANAGEMENT OF SCOPE,
QUALITY AND RISK
AUSTRALIAN INSTITUTE OF
MANAGEMENT (02) 6282 1914
FULL TIME FOUR DAYS NA
PROJECT MANAGEMENT
MANAGEMENT OF HUMAN
RESOURCES
AUSTRALIAN INSTITUTE OF
MANAGEMENT (02) 6282 1914
FULL TIME THREE DAYS NA
PROJECT MANAGEMENT
EFFECTIVE CONTRACTING AND
PROCUREMENT
AUSTRALIAN INSTITUTE OF
MANAGEMENT (02) 6282 1914
FULL TIME THREE DAYS NA
PROJECT MANAGEMENT
NEGOTIATION SKILLS
AUSTRALIAN INSTITUTE OF
MANAGEMENT (02) 6282 1914
FULL TIME TWO DAYS NA
MASTER OF MANAGEMENT
STUDIES
ADFA (02) 6268 8240 FULL TIME OR PART TIME MINIMUM TWO SESSIONS FULL
TIME OR FOUR SESSIONS PART
TIME
FOUR YEAR UNDERGRADUATE
DEGREE IN RELATED
DISCIPLINE, OR THREE YEAR
DEGREE AND RELEVANT
EXPERIENCE IN RELATED
DISCIPLINE
GRADUATE DIPLOMA IN
MANAGEMENT STUDIES
ADFA (02) 6268 8240 FULL TIME OR PART TIME MINIMUM TWO SESSIONS FULL
TIME OR FOUR SESSIONS PART
TIME
THREE YEAR
UNDERGRADUATE DEGREE IN
RELATED DISCIPLINE
GRADUATE CERTIFICATE IN
MANAGEMENT STUDIES
ADFA (02) 6268 8240 FULL TIME OR PART TIME MINIMUM ONE SESSION FULL
TIME OR TWO SESSIONS PART
TIME
THREE YEAR
UNDERGRADUATE DEGREE OR
APPROPRIATE PROFESSIONAL
EXPERIENCE
MASTER OF SCIENCE IN
INFORMATION TECHNOLOGY
ADFA (02) 6268 8184 FULL TIME OR PART TIME MINIMUM TWO SESSIONS FULL
TIME OR FOUR SESSIONS PART
TIME
FOUR YEAR UNDERGRADUATE
DEGREE IN RELATED
DISCIPLINE, OR THREE YEAR
DEGREE AND RELEVANT
EXPERIENCE IN RELATED
DISCIPLINE
GRADUATE DIPLOMA IN
INFORMATION TECHNOLOGY
ADFA (02) 6268 8184 FULL TIME OR PART TIME MINIMUM TWO SESSIONS FULL
TIME OR FOUR SESSIONS PART
TIME
THREE YEAR
UNDERGRADUATE DEGREE IN
RELATED DISCIPLINE OR
APPROPRIATE PROFESSIONAL
EXPERIENCE
7B-2
GRADUATE CERTIFICATE IN
INFORMATION TECHNOLOGY
ADFA (02) 6268 8184 FULL TIME OR PART TIME MINIMUM ONE SESSION FULL
TIME OR TWO SESSIONS PART
TIME
UNDERGRADUATE DEGREE OR
APPROPRIATE PROFESSIONAL
EXPERIENCE
MASTER OF DEFENCE STUDIES ADFA (02) 6268 6274 FULL TIME OR PART TIME MINIMUM TWO SESSIONS FULL
TIME OR FOUR SESSIONS PART
TIME
FOUR YEAR UNDERGRADUATE
DEGREE IN RELATED
DISCIPLINE, THREE YEAR
UNDERGRADUATE DEGREE
WITH APPROPRIATE GRADES
IN RELATED DISCIPLINE OR
RELEVANT STAFF COLLEGE
QUALIFICATION
GRADUATE DIPLOMA IN
DEFENCE STUDIES
ADFA (02) 6268 6274 FULL TIME OR PART TIME MINIMUM TWO SESSIONS PART
TIME OR FOUR SESSIONS PART
TIME
UNDERGRADUATE DEGREE OR
APPROPRIATE PROFESSIONAL
AND 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 IN
MANAGEMENT SCIENCES
UNIVERSITY OF CANBERRA
(02) 6201 2225
FULL TIME OR PART TIME THREE TO SIX YEARS YEAR 12
NEW SOUTH WALES
CERTIFICATION IN
PRODUCTION AND INVENTORY
MANAGEMENT
AUSTRALIAN PRODUCTION
AND INVENTORY CONTROL
SOCIETY (02) 9891 1411
PART TIME SIX MODULES OF VARYING
LENGTH
NA
CERTIFICATION IN
INTEGRATED RESOURCE
MANAGEMENT
AUSTRALIAN PRODUCTION
AND INVENTORY CONTROL
SOCIETY (02) 9891 1411
PART TIME FIVE MODULES OF VARYING
LENGTH
NA
GRADUATE DIPLOMA IN
OPERATIONS & LOGISTICS
MANAGEMENT: LOGISTICS
STREAM
MACQUARIE UNIVERSITY
(02) 9850 9016
PART TIME ONE YEAR PART TIME UNDERGRADUATE DEGREE OR
APPROPRIATE PROFESSIONAL
EXPERIENCE. AT LEAST FIVE
YEARS RELEVANT
EMPLOYMENT EXPERIENCE
GRADUATE DIPLOMA IN
OPERATIONS & LOGISTICS
MANAGEMENT:
MACQUARIE UNIVERSITY
(02) 9850 9016
PART TIME ONE YEAR PART TIME UNDERGRADUATE DEGREE OR
APPROPRIATE PROFESSIONAL
EXPERIENCE. AT LEAST THREE
YEARS EMPLOYMENT
EXPERIENCE
MASTER OF MANAGEMENT IN
OPERATIONS & LOGISTICS
MANAGEMENT
MACQUARIE UNIVERSITY
(02) 9850 9016
PART TIME FIVE TERMS UNDERGRADUATE DEGREE
AND BETWEEN FIVE AND
EIGHT YEARS RELEVANT
EMPLOYMENT EXPERIENCE
MASTER OF BUSINESS
ADMINISTRATION
MACQUARIE UNIVERSITY
(02) 9850 9016
FULL TIME OR PART TIME FOUR TERMS OVER TWO
YEARS
UNDERGRADUATE DEGREE
AND AT LEAST THREE YEARS
RELEVANT EMPLOYMENT
EXPERIENCE.
7B-3
LOGISTICS MANAGEMENT
PROGRAM
MACQUARIE UNIVERSITY
(02) 9850 9016
FULL TIME FOUR DAYS NA
LOGISTICS STRATEGY
PROGRAM
MACQUARIE UNIVERSITY
(02) 9850 9016
FULL TIME TWO DAYS NA
BUSINESS AND PUBLIC
ADMINISTRATION
CERTIFICATE IV PURCHASING
& SUPPLY
NSW TAFE
(02) 9217 3357
FULL TIME OR PART TIME 636 HOURS RELEVANT INDUSTRY
EXPERIENCE EQUIVALENT TO
APS PROCUREMENT (SIMPLE)
STANDARDS
CERTIFICATES IN LOGISTIC,
SUPPLY CHAIN OR FREIGHT
TRANSPORT MANAGEMENT
UNIVERSITY OF SYDNEY
(02) 9351 0082
FULL TIME EIGHT DAYS NA. CREDIT POINTS TOWARDS
FURTHER POST GRADUATE
STUDY AWARDED ON
COMPLETION
CERTIFICATE OF FREIGHT
TRANSPORT
MANAGEMENT(MARITIME)
UNIVERSITY OF SYDNEY
(02) 9351 0082
FULL TIME FIVE TWO DAY PERIODS NA. CREDIT POINTS TOWARDS
FURTHER POST GRADUATE
STUDY AWARDED ON
COMPLETION
MASTER OF TRANSPORT
MANAGEMENT
UNIVERSITY OF SYDNEY
(02) 9351 0082
FULL TIME OR PART TIME ONE YEAR FULL TIME OR TWO
YEARS PART TIME
UNDERGRADUATE DEGREE
AND AT LEAST TWO YEARS
RELEVANT WORK EXPERIENCE
GRADUATE DIPLOMA OF
TRANSPORT MANAGEMENT
UNIVERSITY OF SYDNEY
(02) 9351 0082
FULL TIME OR PART TIME ONE YEAR FULL TIME OR 18
MONTHS PART TIME
UNDERGRADUATE DEGREE
AND AT LEAST TWO YEARS
RELEVANT WORK EXPERIENCE
OR AT LEAST FIVE YEARS
RELEVANT WORK EXPERIENCE
GRADUATE CERTIFICATE OF
TRANSPORT MANAGEMENT
UNIVERSITY OF SYDNEY
(02) 9351 0082
FULL TIME OR PART TIME TWO MODULES AND TWO
ELECTIVES
AT LEAST FIVE YEARS
RELEVANT WORK EXPERIENCE
MASTER OF MANAGEMENT
SPECIALIST STREAM - SUPPLY
MANAGEMENT
UNIVERSITY OF TECHNOLOGY
SYDNEY (02) 9514 3660
FULL TIME OR PART TIME SIX SEMESTERS UNDERGRADUATE DEGREE
AND MINIMUM TWO YEARS
RELEVANT WORK EXPERIENCE
GRADUATE DIPLOMA IN
MANAGEMENT
SPECIALIST STREAM - SUPPLY
MANAGEMENT
UNIVERSITY OF TECHNOLOGY
SYDNEY (02) 9514 3660
FULL TIME OR PART TIME FOUR SEMESTERS UNDERGRADUATE DEGREE
AND/OR MINIMUM TWO YEARS
RELEVANT WORK EXPERIENCE
AND PROFESSIONAL
QUALIFICATION
GRADUATE CERTIFICATE IN
MANAGEMENT
SPECIALIST STREAM SUPPLY
MANAGEMENT
UNIVERSITY OF TECHNOLOGY
SYDNEY (02) 9514 3660
FULL TIME OR PART TIME TWO SEMESTERS UNDERGRADUATE DEGREE
AND/OR MINIMUM TWO YEARS
RELEVANT WORK EXPERIENCE
AND PROFESSIONAL
QUALIFICATION
EFFECTIVE LOGISTICS
MANAGEMENT
UNIVERSITY OF WESTERN
SYDNEY (02) 4570 1201
PART TIME NINE MONTHS NA. CREDIT POINTS TOWARDS
FURTHER POST GRADUATE
STUDY AWARDED ON
COMPLETION.
7B-4
TRAINING COURSE IN
PURCHASING AND MATERIALS
MANAGEMENT
UNIVERSITY OF WESTERN
SYDNEY (02) 4570 1201
PART TIME SEVEN SATURDAYS NA. CREDIT POINTS TOWARDS
FURTHER POST GRADUATE
STUDY AWARDED ON
COMPLETION
MASTER OF OPERATIONS
MANAGEMENT (MATERIALS
MANAGEMENT
SPECIALISATION)
UNIVERSITY OF WESTERN
SYDNEY (02) 4570 1201
FULL TIME OR PART TIME MINIMUM ONE YEAR FULL
TIME STUDY TO THREE YEARS
PART TIME
UNDERGRADUATE DEGREE
GRADUATE DIPLOMA OF
OPERATIONS MANAGEMENT
(MATERIALS MANAGEMENT
SPECIALISATION)
UNIVERSITY OF WESTERN
SYDNEY NEPEAN (02) 9685 9631
FULL TIME OR PART TIME MINIMUM ONE YEAR FULL
TIME STUDY TO THREE YEARS
PART TIME
UNDERGRADUATE DEGREE
GRADUATE CERTIFICATE OF
OPERATIONS MANAGEMENT
(MATERIALS MANAGEMENT
SPECIALISATION)
UNIVERSITY OF WESTERN
SYDNEY (02) 9685 9631
FULL TIME OR PART TIME ONE YEAR UNDERGRADUATE DEGREE
QUEENSLAND
ADVANCED
CERTIFICATE/DIPLOMA/
ADVANCED DIPLOMA IN
PURCHASING AND MATERIALS
MANAGEMENT
CENTRAL QUEENSLAND
UNIVERSITY (07) 4930 9509
PART TIME VARYING YEAR 12 AND TWO YEARS
EXPERIENCE IN APPROPRIATE
PURCHASING AND SUPPLY
POSITION OR FOUR YEARS
EXPERIENCE
BACHELOR OF BUSINESS CENTRAL QUEENSLAND
UNIVERSITY (07) 4930 9509
FULL TIME THREE YEARS YEAR 12 OR COMPLETION OF
ABOVE DIPLOMAS
CERTIFICATE IV IN TRANSPORT
& STORAGE (WAREHOUSING)
QUEENSLAND INSTITUTES OF
TAFE (07) 4931 4561
FULL TIME OR PART TIME 630 HOURS CERTIFICATE III OR WORK
EXPERIENCE
DIPLOMA OF TRANSPORT &
STORAGE (WAREHOUSING)
QUEENSLAND INSTITUTES OF
TAFE (07) 4931 4561
FULL TIME OR PART TIME ONE YEAR YEAR 12 AND/OR RELEVANT
WORK EXPERIENCE
BUSINESS LOGISTICS SENIOR
MANAGEMENT SCHOOL
SYMONDS HENDERSON
CONSULTANTS & RMIT
(03) 9347 2011
FULL TIME ONE WEEK NA
MASTER OF BUSINESS
ADMINISTRATION
UNIVERSITY OF SOUTHERN
QUEENSLAND (07) 3858 3218
PART TIME TWO YEARS UNDERGRADUATE DEGREE
AND SUITABLE WORK
EXPERIENCE OR
CONSIDERABLE APPROPRIATE
WORK EXPERIENCE
BACHELOR OF BUSINESS
(LOGISTICS & OPERATIONS
MANAGEMENT)
UNIVERSITY OF SOUTHERN
QUEENSLAND (07) 3858 3218
FULL TIME OR PART TIME THREE YEARS FULL TIME SIX
YEARS PART TIME
YEAR 12
SOUTH AUSTRALIA
CERTIFICATE IV/DIPLOMA OF
OPERATIONS MANAGEMENT
DOUGLAS MAWSON INSTITUTE
(08) 8226 3421
PART TIME FOUR TO FIVE YEARS NA
BACHELOR OF MANAGEMENT
(OPERATIONS & LOGISTICS)
UNIVERSITY OF SOUTH
AUSTRALIA (08) 8302 0431
FULL TIME OR PART TIME THREE YEARS FULL TIME SIX
YEARS PART TIME
YEAR 12
7B-5
VICTORIA
CERTIFICATE OF INTEGRATED
LOGISTICS MANAGEMENT
AUSTRALIAN INSTITUTE OF
MANAGEMENT (032) 9534 8181
FULL TIME OR PART TIME EIGHT TWO DAY MODULES
FULL TIME, OR EVENING
CLASSES FOR FIVE WEEKS PER
MODULE
NA
CERTIFICATE IN TRANSPORT
MANAGEMENT
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 OF
PURCHASING & MATERIALS
MANAGEMENT
KANGAN INSTITUTE OF TAFE
(03) 9318 2488
PART TIME NINE WEEKS NA
EXECUTIVE CERTIFICATE IN
LOGISTICS MANAGEMENT
KANGAN INSTITUTE OF TAFE
(03) 9318 2488
PART TIME ONE YEAR AT LEAST SIX YEARS
RELEVANT WORK EXPERIENCE
EXECUTIVE CERTIFICATE IN
LOGISTICS 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 GRADUATE
DIPLOMA OF LOGISTICS
MANGEMENT OR EQUIVALENT
GRADUATE DIPLOMA OF
LOGISTICS MANAGEMENT
MONASH UNIVERSITY
(03) 9903 2059
FULL TIME OR PART TIME ONE YEAR FULL TIME OR TWO
YEARS PART TIME
DEGREE OR DIPLOMA AND
TWO YEARS WORK
EXPERIENCE
LOGISTICS EXECUTIVE
DEVELOPMENT PROGRAM
MONASH UNIVERSITY
(03) 9903 2059
FULL TIME FIVE DAYS NA
BACHELOR OF BUSINESS IN
TRANSPORT & LOGISTICS
MANAGEMENT
RMIT
(03) 9660 5566
FULL TIME OR PART TIME THREE YEARS FULL TIME OR
SIX YEARS PART TIME
YEAR 12
GRADUATE DIPLOMA IN
PURCHASING & MATERIALS
MANAGEMENT
RMIT
(03) 9660 5566
PART TIME 15 MONTHS DEGREE AND THREE YEARS
WORK EXPERIENCE OR TEN
YEARS RELEVANT WORK
EXPEERIENCE
GRADUATE DIPLOMA IN
TRANSPORT & DISTRIBUTION
MANAGEMENT
RMIT
(03) 9660 5566
PART TIME 15 MONTHS DEGREE AND THREE YEARS
WORK EXPERIENCE OR TEN
YEARS RELEVANT WORK
EXPEERIENCE
MASATER OF MANAGEMENT IN
INTEGRATED LOGISTICS
MANAGEMENT (MILITARY ILS)
RMIT
(03) 9660 5566
FULL TIME OR PART TIME ONE YEAR FULL TIME OR TWO
AND HALF YEARS PART TIME
UNDERGRADUATE DEGREE IN
RELEVANT DISCIPLINE AND
MINIMUM THREE YEARS
MILITARY SERVICE, OR
SUFFICIENT MILITARY
LOGISTICS PRACTICAL
EXPERIENCE
MASTER OF BUSINESS
(LOGISTICS MANAGEMENT)
RMIT
(03) 9660 5566
PART TIME ONE YEAR APPROPRIATE GRADUATE
DIPLOMA
7B-6
DIPLOMA OF PURCHASING &
SUPPLY MANAGEMENT
STOTTS CORRESPONDENCE
COLLEGE 1800 069 020
NA NA YEAR 10 OR APPROPRIATE
WORK EXPERIENCE
BACHELOR OF BUSINESS
(MANAGEMENT)
VICTORIA UNIVERSITY OF
TECHNOLOGY (03) 9688 400
FULL TIME OR PART TIME FOUR YEARS FULL TIME YEAR 12
ADVANCED CERTIFICATE IN
OPERATIONS MANAGEMENT
WESTERN METROPOLITAN
INSTITUTE OF TAFE
(03) 9284 8888
FULL TIME OR PART TIME TWO YEARS YEAR 12 OR SUFFICIENT WORK
EXPERIENCE
ASSOCIATE DIPLOMA OF
BUSINESS IN OPERATIONS
MANAGEMENT
WESTERN METROPOLITAN
INSTITUTE OF TAFE
(03) 9284 8888
PART TIME FOUR YEARS (TWO YEARS
AFTER COMPLETING ABOVE
COURSE)
YEAR 12 OR SUFFICIENT WORK
EXPERIENCE
MASTER OF DEFENCE STUDIES DEAKIN UNIVERSITY
(03) 5227 2244
PART TIME THREE YEARS UNDERGRADUATE DEGREE IN
RELEVANT DISCIPLINE, TWO
YEARS WORK EXPERIENCE.
GRADUATE DIPLOMA OF
DEFENCE STUDIES
DEAKIN UNIVERSITY
(03) 5227 2244
PART TIME TWO YEARS UNDERGRADUATE DEGREE IN
RELEVANT DISCIPLINE, TWO
YEARS WORK EXPERIENCE.
GRADUATE CERTIFICATE OF
DEFENCE STUDIES
DEAKIN UNIVERSITY
(03) 5227 2244
PART TIME ONE YEAR UNDERGRADUATE DEGREE
(ANY) OR APPROPRIATE
SERVICE WORK EXPERIENCE
MASTER OF ARTS
(INTERNATIONAL RELATIONS)
DEAKIN UNIVERSITY
(03) 5227 2244
PART TIME THREE YEARS UNDERGRADUATE DEGREE IN
RELEVANT DISCIPLINE, TWO
YEARS WORK EXPERIENCE.
GRADUATE DIPLOMA OF
INTERNATIONAL RELATIONS
DEAKIN UNIVERSITY
(03) 5227 2244
PART TIME TWO YEARS UNDERGRADUATE DEGREE IN
RELEVANT DISCIPLINE, TWO
YEARS WORK EXPERIENCE.
WESTERN AUSTRALIA
CERTIFICATE IV IN PUBLIC
SECTOR PROCUREMENT
LOGISTICS TRAINING
AUSTRALIA (08) 9249 2044
NA 500 NOMINAL HOURS EMPLOYMENT IN
APPROPRIATE SENIOR
PROCUREMENT POSITION
MASTER OF BUSINESS
ADMINISTRATION
UNIVERSITY OF WA
(08) 9380 3838
PART TIME FOUR YEARS UNDERGRADUATE DEGREE IN
RELEVANT DISCIPLINE OR
APPROPRIATE WORK
EXPERIENCE
DIPLOMA OF PURCHASING &
MATERIALS MANAGEMENT
CENTRAL METROPOLITAN
COLLEGE (08) 9427 2235
NA 879 HOURS YEAR 12
CERTIFICATE IV OF
MANAGEMENT
CENTRAL METROPOLITAN
COLLEGE (08) 9427 2235
NA 441 HOURS YEAR 12
DIPLOMA OF MANAGEMENT CENTRAL METROPOLITAN
COLLEGE (08) 9427 2235
NA 815 HOURS YEAR 12