军事安全视角下的军队翻译能力建设

军队翻译能力是军队外语能力的组成部分。军队翻译能力的理论框架包含构成要素、存在形式和转换机制三个组成部分。新的安全形势对我军的翻译保障在广度和深度上都有了新的要求,而军队翻译能力供给相对不足。需要对军队翻译能力进行规划,加强翻译人力资源的储备与管理,提升翻译保障信息化水平。     

刑事政策指导下受贿罪定罪的立法完善

刑事政策影响定罪，尤其是定罪政策。当前我国受贿罪的定罪政策是单向化犯罪。建构严密的受贿罪体系要求扩大受贿罪的对象，不能局限于“财物”，对“为他人谋取利益”重新定位，并且采用主从式立法方法建立完整的罪名体系。     

设备的一种计划维修策略

本文根据设备在全寿命内有事后修理、计划修理和最后报废的实际情况,以全寿命内单位时间的更新维修期望费用最少为目标函数,建立一种数学模型,寻求设备在全寿命内最佳计划修理次数N和最佳的一组计划维修时间间隔集T。     

基于灰色时序的完整性规范技术

计算机系统的完整性安全策略模型与规范问题，是计算机安全研究中最重要的课题之一。已有的研究结果离实际应用还相差太远，例如Ｃｌａｒｋ－Ｗｉｌｓｏｎ完整性模型只是提出了一个框架。本文呈现了我们构造的形式化灰色时序安全策略规范语言（ＧＴＳＬ）。ＧＴＳＬ的理论基础是灰色系统理论和时序规范语言ＬＯ－ＴＯＳ理论。由于它在完整性规范能力、完整性验证过程的构造与表示、责任分离合理性测试等一系列技术方面的完善与创新，使得ＧＴＳＬ成为真正能够实际使用的完整性安全策略规范语言。     

Periodic review inventory management with contingent use of two freight modes with fixed costs

We study a stochastic inventory model of a firm that periodically orders a product from a make‐to‐order manufacturer. Orders can be shipped by a combination of two freight modes that differ in lead‐times and costs, although orders are not allowed to cross. Placing an order as well as each use of each freight mode has a fixed and a quantity proportional cost. The decision of how to allocate units between the two freight modes utilizes information about demand during the completion of manufacturing. We derive the optimal freight mode allocation policy, and show that the optimal policy for placing orders is not an (s,S) policy in general. We provide tight bounds for the optimal policy that can be calculated by solving single period problems. Our analysis enables insights into the structure of the optimal policy specifying the conditions under which it simplifies to an (s,S) policy. We characterize the best (s,S) policy for our model, and through extensive numerical investigation show that its performance is comparable with the optimal policy in most cases. Our numerical study also sheds light on the benefits of the dual freight model over the single freight models. © 2011 Wiley Periodicals, Inc. Naval Research Logistics, 2011     

Quantifying the performance effects of idle time utilization in multiserver systems

In many practical multiserver queueing systems, servers not only serve randomly arriving customers but also work on the secondary jobs with infinite backlog during their idle time. In this paper, we propose a c‐server model with a two‐threshold policy, denoted by (e d), to evaluate the performance of this class of systems. With such a policy, when the number of idle servers has reached d (<c), then e (<d) idle agents will process secondary jobs. These e servers keep working on the secondary jobs until they find waiting customers exist in the system at a secondary job completion instant. Using the matrix analytic method, we obtain the stationary performance measures for evaluating different (e, d) policies. © 2006 Wiley Periodicals, Inc. Naval Research Logistics, 2007.     

Europe,Russia and the Ukraine crisis: the dynamics of coercion

This article analyses European strategy towards Russia during the Ukraine crisis between February 2014 and December 2015, conceptualising it as a coercive diplomatic strategy and analysing the relationship between its ends, ways and means. European strategy sought to reverse Russian intervention. However, this overarching aim was flanked by two ‘constraining’ aims of avoiding an escalation of the conflict and a breakdown of relations with Russia. The strategy shifted between these aims, which proved to be irreconcilable: while the EU partly succeeded in containing the conflict, it failed to reverse Russian intervention and relations between the EU and Russia deteriorated sharply.     

Optimal maintenance policies for a safety‐critical system and its deteriorating sensor

We consider the integrated problem of optimally maintaining an imperfect, deteriorating sensor and the safety‐critical system it monitors. The sensor's costless observations of the binary state of the system become less informative over time. A costly full inspection may be conducted to perfectly discern the state of the system, after which the system is replaced if it is in the out‐of‐control state. In addition, a full inspection provides the opportunity to replace the sensor. We formulate the problem of adaptively scheduling full inspections and sensor replacements using a partially observable Markov decision process (POMDP) model. The objective is to minimize the total expected discounted costs associated with system operation, full inspection, system replacement, and sensor replacement. We show that the optimal policy has a threshold structure and demonstrate the value of coordinating system and sensor maintenance via numerical examples. © 2017 Wiley Periodicals, Inc. Naval Research Logistics 64: 399–417, 2017     

“Effing” the military: a political misunderstanding of management

The use of commercial business management techniques is widespread in all government departments, including the Ministry of Defence. This article examines the use of popular management techniques in the Armed Forces and argues that their application is misplaced. It looks at what the “effs” – “efficiency” and “effectiveness” – mean in the business world and to the Armed Forces. It compares the definitions both in business and the Armed Forces and finds that there are few, if any, situations where the same measurements can be applied. Whilst many management techniques are suited for business, the function of the Armed Forces and its output cannot be measured in the same way, complicated by the different metrics of “efficiency” in peace and in war. This difference may not be clearly understood by some politicians, or indeed by some senior military personnel. Using examples from some of the most popular management techniques such as “Lean” and “Agile” it is possible to see that their use might actually diminish the capabilities of the Armed Forces when it comes to performing their principal role – the use of force to achieve political objectives.     

Country survey: military expenditure and defence policy in Norway 1970–2013

This article examines military expenditure and defence policy in Norway from 1970 to 2013. Until 1990 Norwegian military expenditure remained between 2.5 and 3.0 per cent of Gross Domestic Product (GDP). Despite constant GDP shares, the military expenditure could not sustain a large and properly armed mobilization army. The constant nominal defence budgets of the 1990s accentuated the Norwegian Armed Forces' underlying imbalance between tasks, structure and budget. Around year 2000, large organizational reforms were effectuated, in which costs, the number of man-years, and underlying imbalances between tasks, structure and budget were reduced. Military expenditure increased in nominal terms between 2003 and 2013, while real military expenditure remained practically constant.