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英国Paper代写:Britain's defence equipment and security agency

2019-06-11 | 来源:51due教员组 | 类别:Paper代写范文

下面为大家整理一篇优秀的paper代写范文- Britain's defence equipment and security agency,供大家参考学习,这篇论文讨论了英国的国防装备与保障总署。2006年,英国国防部成立了“采办改革推动小组”,着手研究新一轮的国防采办改革。该小组发布了改革建议报告,从9个方面论证了改革的必要性和相应的对策建议。然后英国国防部启动了“国防采办改革-计划”,以合并国防采购局和国防后勤局、成立国防装备与保障总署为核心,对国防采办的管理体制、运行机制、人才培养等进行大幅改革。

After the ministry of defence launched the "smart procurement" reform in 1998, the national defence procurement authority was established in April 1999 to take charge of scientific research and procurement of equipment. In April 2000, the national defense logistics bureau was established to take charge of the guarantee of equipment, forming the equipment management system of division of labor and cooperation between the national defense procurement bureau and the national defense logistics bureau. The defense procurement agency and the defense logistics agency set up integrated project teams to manage the lifetime of equipment, from research and procurement to support. In the past seven years, the above-mentioned system has achieved good military and economic benefits. However, due to the implementation of divisional and phased management of equipment procurement and logistics support, it is difficult to meet the requirements of whole-system whole-life management of equipment: In terms of organization, as a result of purchasing and ensure departmental management, integrated project team must be in the defense procurement and transfer from time to time between dla increased the management difficulty and cost, easy to cause the project schedule delay, in terms of planning, planning respectively, two department of equipment purchasing and do not have a unified plan is hard to control the project life-cycle cost, total life expenses in excess of the frequent, in terms of the contract, the contractor and equipment procurement agency and dla two different sets of contract, the contractor to overall consideration when developing equipment life-cycle costs.

To this end, in January 2006, the British ministry of defense established the procurement reform promotion group to study a new round of defense procurement reform. In June, the group released a report on reform proposals, which demonstrated the necessity of reform and corresponding countermeasures from nine aspects. In July, the ministry of defense launched the defense procurement reform program, which aims to reform the management system, operational mechanism and personnel training of defense procurement by merging the defense procurement agency and the defense logistics agency and establishing the general defense equipment and security administration.

Britain's defense procurement reform plan is divided into four stages: the first stage to determine the strategic objectives, core responsibilities and top-level structure of the defense equipment and security agency; The second stage is to formulate the reform plan and solve the details. The third stage is to solicit opinions from all parties on the reform plan and revise and improve the reform plan. The fourth stage is to establish and improve the institutions and mechanisms of the general administration.

According to the above plan, on July 4, 2006, the minister of state for defense procurement announced the launch of the merger plan between the defense procurement agency and the defense logistics agency. The department then set up a "combined defense procurement agency and defense logistics agency executive team" to carry out specific reforms. On Oct. 2, the defense department released a document defining the strategic vision and decision-making officers for the new agency. On April 1, 2007, the general administration of defense equipment and support was formally established, and the reform entered the fourth stage.

The main ideas of the national defense procurement reform in the UK are as follows: to better guarantee the military struggle as the purpose, to adhere to the principle of steady progress and deepening under the premise of implementing various agreements already signed, through the establishment of a unified and coordinated management system, the establishment of efficient management team, and the optimization of management operation mechanism. Strengthen personnel training, and finally realize the whole system life management of equipment. To this end, the reform mainly starts from the following four aspects:

Through merging leading organs, reorganizing management departments, maintaining grass-roots units, and establishing a top-down organizational system. To implement the guiding ideology of steady progress was made in the reform, restructuring to merge leadership organs, maintain the basic unit, the administrative department of defense procurement agency commission and the dla logistics committee merged to the main administration committee defense procurement agency of the weapon system, security group and the security group restructuring of dla for administration of weapon system, security group, defense procurement agency and dla integration project team and ensure team personnel and the business of the basic remain unchanged, still as basic unit of general administration of customs, to perform various operations.

By cutting the decision-making level, adjusting the management level, fine-tuning the implementation level, set up a new decision-making and management team. New organizational systems must have new decision-making and management teams. The reform of the mod is to reduce the eight members of the executive committee of the procurement agency and the 18 members of the logistics committee of the defence logistics agency to 12 members of the main committee of the general administration of the defence. The group leaders and members of each integration project group and guarantee group remained basically unchanged, and some group leaders were promoted to general administration functional group managers.

Through the adjustment reform plan, the project, the commerce, the finance and the safety management, forms the new operating mechanism. In order to improve the efficiency of equipment procurement and support and realize the whole-life management of the system, the newly established general administration of defense equipment and support has adjusted and reformed the operational mechanisms of plan management, project approval, business management, financial management and safety management according to the new organizational system. In terms of planning management, the relationship between equipment planning and planning is straightened out. In terms of project examination and approval, the examination and approval personnel and their authority have been adjusted. In terms of business management, a perfect business management system has been established. In terms of financial management, the flexibility of the management on financial management has been enhanced.

We will strengthen personnel training by strengthening performance management, strengthening rewards and punishments, emphasizing skills training, and setting up talent pools. According to the ministry of defense, talents are the key to ensure the success of the reform, and the new management system and operation mechanism can only be effective if it is mastered by a large number of talents with good professional skills, rich business experience and familiar professional standards. To this end, the general administration plans to strengthen personnel training from the following aspects: strengthen performance management, establish performance-centered talent selection mechanism; In order to give full play to the effectiveness of rewards and make good use of the original reward system, managers at all levels have been granted more autonomy in rewards, skills training has been strengthened, professional quality has been improved, talent pool has been established, talents have been allowed to flow freely in the same career field according to needs, and the flexibility of talent use has been enhanced.

The defence equipment and security administration, based in Bristol, south-west England, where the defence procurement agency used to be based, manages the army's vast Arsenal and logistics, with an annual budget of around £16 billion, or 43 per cent of the mod's overall budget. Sound management system and reasonable operation mechanism are helpful to ensure the effective use of these huge funds.

The general administration of defense equipment and support has followed the three-layer management system of the former national defense procurement bureau and the national defense logistics bureau. One is the main committee of the decision-making level of the general administration, with the red part. The other is the general manager or director of each weapon system group and support group, with the green part. Third, the implementation layer, which is composed of basic business units such as each concrete project team and guarantee team, is in blue.

The main committee is the highest leading organ of the general administration of defense equipment and security, responsible for all affairs of the general administration. The main committee, chaired by the administrator, consists of 12 members including 4 non-executives, coo, director of integrated services, chief financial officer, chief of staff and 3 military equipment directors.

The director is the head of the department and is fully responsible for the department's affairs. The administrator is also the department of defense logistics program officer, under which the assistant chief of staff for logistics is responsible for formulating unified logistics plans. The four non-executives are responsible for independently evaluating the administration and effectiveness of the agency. They serve as the chairman of the audit committee, the chairman of the safety committee, the chairman of the investment committee and the chairman of the manpower committee. The chief operating officer is responsible for the control of the weapon system group, with one two-star manager for each group, and manages the integration project teams within the group. The comprehensive service supervisor is responsible for the unified management of the security service group. Each group shall have a two-star general manager or a one-star director to manage the security groups within the group. The treasurer is responsible for setting up.

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