Organisation: Australian Government – Department of Defence
Job Title: Sustainment Officer
Word Limit: 400 words per response
Location: Amberley
Perform assurance checks on logistics procedures and make suggestions in line with continuous
improvement
With extensive logistics support experience gained over the course of my twenty year career in a
number of units and organisations, I hold a detailed knowledge of logistics procedures. Frequently
called upon to conduct assurance checks on purchases and disposals, in my current position I am
provided with reports by Logistic Support Analysis Leads (LSAs) which I am required to check for
completeness and accuracy. In scrutinising these reports I am on the lookout for discrepancies
such as categorisation errors where an item is found in the wrong disposal category, mismatches
of data between previous and current reports, and any errors that may have resulted from
technology ‘glitches’. Where I suspect an error in the reports I am provided with, it is my role to
investigate the matter and determine why there is a discrepancy in the data.
In conducting my investigations I refer frequently to the Electronic Supply Chain Manual (ECSM) to
guide me on correct procedures and how to progress the matter. Where I am unable to resolve
the issue through my own research I seek advice from my peers or supervisor. In this way I am
able to discover the source of the error and report back to the LSAs with the information about
what needs to be done to correct the discrepancies I have identified.
In performing my duties, I am ever on the lookout for opportunities to improve the efficiency of
my supply and disposal activities. One initiative that I was involved in with my Section was a
change to procedures for disposing of items overseas. It was identified that large expenses were
being incurred in repatriating items (laptops, for example) that had been taken overseas, simply to
dispose of them here in Australia. I conducted further investigation and produced a report of
costings to show the dollar amount being spent on pursuing disposals in this way. This report
supported the push towards a change in process, where appropriate overseas items would be
disposed of in-country rather than being transported back to Australia for disposal. After moving
through the appropriate approval processes, this new procedure became an accepted disposal
method, resulting in savings in overall disposal costs. This is one example of my ability to
contribute to continuous improvement in my work.
Coordinate data entry of spreadsheets and checklists for logistics governance activities
Well versed in the use of data for logistics governance, I utilise a range of software, systems and
technology to coordinate data entry. As well as possessing a detailed knowledge of the DSCM, I
rely on and have received training in a number of other systems, including the Standard Supply
Chain Manual (SSCM), Cargo Visibility System (CVS), Lotus Notes Integrated Demand System
(LNIDS) and the Resource and Output Management Accounting Network (ROMAN). I also utilise
the NATO Master Cross Reference List (known as WNMCRL) and the Federal Logistics Information
System (FLIS). Though use of these systems I am able to properly manage data for logistics
purposes.
The Military Integrated Logistic Information System (MILIS) is the main inventory management
system used by Defence. In managing data I frequently rely on the OBJECTIVE data management
package which feeds in to MILIS. Comfortable in working with a range of technologies and
software packages, I maintain and rely on spreadsheets to track a range of timelines and project
actions in accordance with logistics governance procedures.
In some areas the use of spreadsheets has been superseded by packages which allow for more
intricate management of data, such as the Task Management System (TMS) providing finance
reports which allows for reporting on a real-time funding level to be visualised. In relation to
managing purchasing, some of the data I enter in to the TMS in relation to an item includes its
description, the reason for purchase, the approval granted, its cost and how the item was
purchased. Conversely, in some cases I export data from specialist packages in to spreadsheets to
allow checks to be performed. For example I am able to export data from MILIS to a spreadsheet
to allow me to check customer accounts, cross level items, or manage purchased equipment from
cradle to grave.
In conducting assurance checks, I rely heavily on the ECSM which provides checklists that I follow
to ensure appropriate procedures have been followed in relation to logistics governance activities.
There are a range of other processes I use to conduct checks on logistics activities. During my
employment with 171 Operational Support Squadron (171OSS) for example I utilised the Technical
Airworthiness Management Manual (TAAM), Technical Regulatory of Army Material Maintenance
Land (TRAMM-L), Repair Parts Scales (RPS) and Complete Equipment Schedule (CES) on a daily
basis to ensure that the parts that I was ordering could be fitted to the aircraft.
Demonstrate and apply knowledge in logistics legislation and policy to clarify governance
matters
Throughout my career with the Australian Defence Force and the Australian Public Service, I have
developed an extensive knowledge and understanding of Defence inventory, procurement,
disposal and warehousing management policy and associated activities and guidelines. Where I
require clarification or guidance on logistics matter, my first course of action is often to refer to
the ECSM for clarification. I ensure that all of my activities are undertaken in compliance with the
procedures required by the ECSM and utilise its checklists to ensure that proper protocols are
followed.
In my purchasing activities, I utilise my knowledge of finance manuals, the Defence Procurement
Policy Manual and the Chief Executive Instructions on matters associated with carrying out the
requirements of the Financial Management and Accountability Act 1997. My work is also governed
by policies which Defence has derived from other legislation such as the Public Governance,
Performance and Accountability Act.
When conducting my duties I refer to these legislative and policy guides to ensure that I am in
compliance. In raising a purchase order for example, I read and comply with policy and legislation
relevant to the purchase. For example I enter the necessary information in to the Task
Management System which enables the purchasing paperwork to be raised; If over a $10,000
threshold I know that policy dictates that it be referred to AusTender, the Australian
Government’s procurement information system.
I am able to apply knowledge of policy in order to perform my work efficiently and provide
effective assistance to those relying on my activities. An example of this occurred on an occasion
when the Command and Intelligence Systems Support Office (CISSO) Purchasing Officer was away
sick and an urgent Lotus Notes Internal Demand System request was received, requiring a
particular laptop computer mission critical task. I was tasked to raise the purchase order on MILIS.
I checked TMS to see if there was funding available and raised the Procurement Decision Record
(PDR). This particular purchase order was observed to be a single source so I went to Dell to obtain
a quote. I then raised the purchase order in MILIS, allowing the LNIDS demand to be updated, and
the item was rapidly dispatched. In this way my ability to apply policy led to critical needs being
quickly met while maintaining adherence to guidelines.
Must have MILIS system competencies in procurement and Inventory and Simple Procurement
qualified
As a member of the logistics staff, I use MILIS each day to raise purchase orders and manage
Stores Customer Accounts (SCA). I also Raise Inter District Transfers (IDT), for both in Australia and
in support of overseas operations. I have undertaken a number of training courses and have
successfully attained competency in the MILIS suites Inventory Controller ADFLM, Purchasing
Officer, Stores Customer Account Manager, Repairable Items Manager and Disposals Manager.
My use of MILIS on a daily basis over an extensive career means that I have used the system for a
wide variety of functions and possess a high degree of familiarity with its operations. Using my
MILIS Purchasing Officer profile I am often asked to help the CISSO support group raise purchase
orders. In order to raise a purchase order, I research the part to ensure it is what the end user
requires, and that it complies with the Complete Equipment Schedule (CES). I also find out who
stocks the part. I then obtain verbal or written quotations, depending on the type of procurement,
and raise purchase orders.
Another use of MILIS has been demonstrated where a part of my major responsibilities has been
to implement and report against Repair Part (RP) inventory, including providing extensive written
briefs on repair and disposal activities. To enable this process, I used MILIS in conjunction with
non-technical reports provided by the unit through LNIDS. Another of my daily uses of MILIS is to
manage Stores Customer Accounts, and I also raise Inter District Transfers (IDT), for use both in
Australia and in support of overseas operations. This is a small sample of the many functions I am
able to perform using the various MILIS profiles in which I have achieved competency and
familiarity.
I have been Simple Procurement qualified since 2007, having dealt with inventory and
procurement experience since commencing with the Australian Defence Force in 1995. My simple
procurement training and subsequent extensive experience has provided me with knowledge and
skills in relation assessment of risks, the procurement approval and commitment framework for
expenditure, and the achievement of value for money. This ensures that my purchasing is in
accordance with government policy, public accountability requirements and organisational
procedures.
