新形势下警卫部队训练工作探讨

部队战斗力的生成和提高主要依靠平时的军事训练来实现。根据公安警卫部队当前任务实际,着眼新形势下的警卫任务执勤需要,就警卫部队训练对象的层级划分和具体训练目标、训练科目和内容、训练管理体制的建立与完善等问题进行探讨。     

部队网络信息管理规律及策略研究

网络信息管理是新形势下部队管理工作的一项重要内容,对于促进官兵全面发展、加强部队行政管理、提升信息化建设具有重要意义,加强部队网络信息管理必须遵循共享与防范相结合、标本兼治和网络信息技术与官兵素质同步提高规律,从组织领导、官兵思想、安全防护、制度落实和网管人员建设五个方面构筑部队网络信息管理有效策略.     

浅析《基层管理》课中研讨式教学的运用

《基层管理》课程的实践性、应用性特点明显。在任职教育教学过程中运用研讨式教学法,将有助于促进教员与学员之间的互动,增强课程的吸引力和实效性。教员要转变传统的教学观念,深入研究学员的思想状况,灵活巧妙地运用研讨式教学方法,提高有任职经历学员的理论水平,提高学员素质与能力。     

Inventory control and replenishment with flexible delivery‐time upgrade

We consider a capacitated inventory model with flexible delivery upgrades, in which the seller allocates its on‐hand inventory to price‐ and delivery‐time‐sensitive customers. The seller has two decisions: inventory commitment and replenishment. The former addresses how the on‐hand inventories are allocated between the two classes of customers within an inventory cycle. The latter addresses how the inventory is replenished between inventory cycles. We develop optimal inventory allocation, upgrade, and replenishment policies and demonstrate that the optimal policy can be characterized by a set of switching curves. © 2014 Wiley Periodicals, Inc. Naval Research Logistics 61: 418–426, 2014     

Strategic outsourcing under technology spillovers

We study a supply chain in which an original equipment manufacturer (OEM) and a contract manufacturer (CM) compete in the finished goods market. The OEM can decide whether to outsource the intermediate good, a critical component for producing the finished good, from the CM or make in‐house production. Technology transition improves the CM's production efficiency, and it can take two different forms: a direct technology transfer from the OEM to the CM or technology spillovers through outsourcing from the OEM to the CM. We document the possibility of strategic outsourcing, that is, the CM supplies the intermediate good to the OEM when she is less efficient than the OEM's in‐house production. We find that technology spillovers can strengthen the incentive for strategic outsourcing. Furthermore, compared with direct technology transfers, outsourcing coupled with technology spillovers may generate more technology transition. Outsourcing is a particularly appropriate channel for implicit collusion when the OEM is not very efficient with the production of the intermediate good. Our results suggest that ex post competition on the finished goods can create room for ex ante collaboration and provide some implications on the OEM's outsourcing strategies when facing a competitive CM.© 2014 Wiley Periodicals, Inc. Naval Research Logistics 61: 501–514, 2014     

Assessing the value of demand sharing in supply chains

We consider the problem of assessing the value of demand sharing in a multistage supply chain in which the retailer observes stationary autoregressive moving average demand with Gaussian white noise (shocks). Similar to previous research, we assume each supply chain player constructs its best linear forecast of the leadtime demand and uses it to determine the order quantity via a periodic review myopic order‐up‐to policy. We demonstrate how a typical supply chain player can determine the extent of its available information in the presence of demand sharing by studying the properties of the moving average polynomials of adjacent supply chain players. The retailer's demand is driven by the random shocks appearing in the autoregressive moving average representation for its demand. Under the assumptions we will make in this article, to the retailer, knowing the shock information is equivalent to knowing the demand process (assuming that the model parameters are also known). Thus (in the event of sharing) the retailer's demand sequence and shock sequence would contain the same information to the retailer's supplier. We will show that, once we consider the dynamics of demand propagation further up the chain, it may be that a player's demand and shock sequences will contain different levels of information for an upstream player. Hence, we study how a player can determine its available information under demand sharing, and use this information to forecast leadtime demand. We characterize the value of demand sharing for a typical supply chain player. Furthermore, we show conditions under which (i) it is equivalent to no sharing, (ii) it is equivalent to full information shock sharing, and (iii) it is intermediate in value to the two previously described arrangements. Although it follows from existing literature that demand sharing is equivalent to full information shock sharing between a retailer and supplier, we demonstrate and characterize when this result does not generalize to upstream supply chain players. We then show that demand propagates through a supply chain where any player may share nothing, its demand, or its full information shocks (FIS) with an adjacent upstream player as quasi‐ARMA in—quasi‐ARMA out. We also provide a convenient form for the propagation of demand in a supply chain that will lend itself to future research applications. © 2014 Wiley Periodicals, Inc. Naval Research Logistics 61: 515–531, 2014     

参数化建模的螺栓法兰连接刚度分析

为分析几何参数对螺栓法兰连接刚度的影响,用MSC.Patran软件的二次开发工具PCL(Patran Command Language)建立了螺栓法兰连接的参数化模型。研究了螺栓法兰连接刚度随连接结构几何参数的变化规律并进行了灵敏度分析。经分析可知,连接结构刚度对开孔位置比例参数最敏感,其次是上法兰厚度。当上部段长度大于某一数值时,连接结构刚度对上部段长度参数不敏感,这一结论能为连接结构动力学简化建模提供一定理论参考。     

The African Capacity for Immediate Response to Crisis: conceptual breakthrough or anti-imperialist phantom?

The creation of an African Capacity for Immediate Response to Crisis (ACIRC) is a sign of Africa's willingness to take its destiny into its own hands. Presented as a reaction to the slowness of the development of the African Standby Force (ASF), it is also a response to some of the ASF's conceptual weaknesses. This decision reflects a wish to establish an instrument better equipped to deal with the challenges Africa is facing. Departing from the (sub)regional logic of the ASF results from a desire to take into account the transnational nature of threats, while its enlarged mandate is meant to offer Africa the capacity to intervene in all kinds of conflicts, including by undertaking peace enforcement activities. But the obstacles on the road towards the actual creation and mobilisation of this capacity should not be underestimated. These include material difficulties, but also political tensions, between ‘small’ and ‘big’ states as well as between the African Union and subregional organisations. The risk then is high that the ACIRC, whose announcement came as a reaction to France's intervention in Mali, ends up joining the ranks of the many ‘anti-imperialist’ phantoms haunting the history of the Organization of African Unity/African Union (OAU/AU). Confronted by events considered ‘neocolonial’ initiatives, African actors have indeed traditionally reacted by launching grand projects that never got off the ground. However, by actually establishing this new instrument, they may also demonstrate that times have definitively changed.     

The Kashmir conflict in South Asia: voices from Srinagar

This article looks at the Kashmir conflict in South Asia, which has been going on since 1947, when India and Pakistan became independent from British colonial rule. After looking at some historical background, the article looks at both the external dimension as well as the internal dimension of the conflict. The external dimension tends to focus on Indo-Pak relations over Kashmir and the internal dimension looks at India's repressive state policies within the state of Kashmir. This article uses Mary Kaldor's “New War” thesis as a theoretical framework to understand the situation and pays special attention to the conflict's very complex and multifaceted nature. The article argues that although the levels of violence have differed from time to time in the region since 1947, today the conflict seems to have less to do with Indo-Pak relations or the external side of things and has more to do with the internal dimension and India's undemocratic ways within Kashmir. Today, Kashmir is one of the most militarised conflict zones in the world. The stationing of the Indian military and paramilitary forces in the region has only exacerbated the situation since it is the security personnel who cause much of the problem. The Armed Forces Special Powers Act gives these security forces extraordinary powers in the region, which they often abuse. The armed forces have no real understanding of the local culture or sympathy for local religious sentiments. Poverty, corruption, administrative failure, police brutality, identity politics and human rights abuses are some of the key features associated with this conflict. Methodologically, a number of interviews were carried out with the local people in the region recently. From the data gathered through the interviews, it is very obvious that the people still feel very oppressed and that the situation is still very volatile, fraught with uncertainty. Finally, after making an assessment of the situation, the article tries to suggest methods of peaceful building and conflict management as the way forward.     

Demobilisation,disarmament and reintegration in the Democratic Republic of Congo: The numbers game

Abstract

The creation of the Africa Command (AFRICOM) has reflected the growth in the strategic importance of Africa in US foreign policy since the end of the 1990s. One of the objectives of this new geographical military command is to forge closer links between foreign, security and development policies. However, this approach met with a number of difficulties associated with the challenge of ‘inter-agency cooperation’ among rather disparate actors from foreign affairs, defence and development. In addition, the establishment of AFRICOM has met with fierce criticism in the US and elsewhere – especially in Africa – culminating in the charge that the US foreign and development policies in Africa are being militarised. Although AFRICOM has a number of interesting features, this paper shows that it has reacted to these criticisms by realigning itself more closely with the traditional model of a military command, at the expense of the innovative interagency elements.