Ordering and controlling the dimensions of strategy

Colin Gray’s dimensions of strategy, built upon the earlier work of Clausewitz and Howard, has theoretical, practical, and pedagogic value for the Strategic Studies community. This paper further develops the theory, arguing that the dimensions can be controlled or managed to improve strategic performance. The dimensions are divided into two categories: “internal” and “external” to the process of strategy. The paper describes the dynamic process by which the internal dimensions, which can be controlled, are used to exert influence over the external dimensions that are beyond the control of the strategist. It is argued that six dimensions hold the key to strategic success: politics and the five dimensions concerned with warfighting. This conclusion validates the Clausewitzian paradigm with its emphasis on policy and battle.     

Brothers in arms,yet again? Twenty-first century Sino-Russian strategic collaboration in the realm of defence and security

2014–2015 were years of turmoil for strategic relations, with Sino-Russian relations emerging as a particularly interesting set of ties to observe. This article asks whether recurrent Sino-Russian exhortations of friendship are mirrored by their strategic alignment in the defence and security realm, half a century after the end of the Sino-Soviet pact during the communist era. We examine the arms trade between the two countries and with regional partners, but also the recent pattern of bilateral and multilateral military exercises, as a combined test of the security and defence relationship. We are able to show that the image of friendship that both Moscow and Beijing like to promote, while apparent at the UN Security Council and within the BRICS group, remains constrained by rivalry in high-tech segments of the arms industry and by lingering concerns about the prospects of peer interference in their shared regional vicinity.     

US–China military relations: competition and cooperation

ABSTRACT

China’s efforts to build a ‘new type of great power relations’ and a ‘new type of military-to-military relations’ do not constitute a major turning point in relations with the United States. Political relations set limits on military cooperation, and the two sides have been unable to construct a sustainable strategic basis for relations. This has contributed to an ‘on-again, off-again’ pattern in military ties. Trends show a pattern of frequent disruptions in military-to-military relations from 2000 to 2010, followed by an increase in interactions beginning in 2012. Nevertheless, obstacles on both sides are likely to limit mutual trust and constrain future development of military-to-military relations.     

Selling to strategic and loss‐averse consumers: Stocking,procurement, and product design policies

Motivated by the presence of loss‐averse decision making behavior in practice, this article considers a supply chain consisting of a firm and strategic consumers who possess an S‐shaped loss‐averse utility function. In the model, consumers decide the purchase timing and the firm chooses the inventory level. We find that the loss‐averse consumers' strategic purchasing behavior is determined by their perceived gain and loss from strategic purchase delay, and the given rationing risk. Thus, the firm that is cognizant of this property tailors its inventory stocking policy based on the consumers' loss‐averse behavior such as their perceived values of gain and loss, and their sensitivity to them. We also demonstrate that the firm's equilibrium inventory stocking policy reflects both the economic logic of the traditional newsvendor inventory model, and the loss‐averse behavior of consumers. The equilibrium order quantity is significantly different from those derived from models that assume that the consumers are risk neutral and homogeneous in their valuations. We show that the firm that ignores strategic consumer's loss‐aversion behavior tends to keep an unnecessarily high inventory level that leads to excessive leftovers. Our numerical experiments further reveal that in some extreme cases the firm that ignores strategic consumer's loss‐aversion behavior generates almost 92% more leftovers than the firm that possesses consumers’ loss‐aversion information and takes it into account when making managerial decisions. To mitigate the consumer's forward‐looking behavior, we propose the adoption of the practice of agile supply chain management, which possesses the following attributes: (i) procuring inventory after observing real‐time demand information, (ii) enhanced design (which maintains the current production mix but improves the product performance to a higher level), and (iii) customized design (which maintains the current performance level but increases the variety of the current production line to meet consumers’ specific demands). We show that such a practice can induce the consumer to make early purchases by increasing their rationing risk, increasing the product value, or diversifying the product line. © 2015 Wiley Periodicals, Inc. Naval Research Logistics 62: 435–453, 2015     

US strategic preferences in the early twenty-first century

This article investigates how US national security planners have envisioned the emerging strategic environment during the early twenty-first century and evaluates how their perceptions of this strategic environment have changed during these years. This conceptual evolution can be seen in how defense planners define threats, identify defense priorities, and design security strategies. Five key strategic planning documents serve as the basis for this analysis and illustrate significant shifts in how the US government has envisioned its own security requirements as well as the context within which its strategic vision will need to be realized. These planning documents are: (1) Joint Vision 2020, (2) the Bush Administration's 2002 National Security Strategy of the United States, (3) the Obama Administration's 2010 National Security Strategy, (4) US Strategic Defense Guidance entitled Sustaining US Global Leadership: Priorities for 21^st Century Defense, and (5) the US Chairman of the Joint Chiefs of Staff's Capstone Concept for Joint Operations: Joint Force 2020.     

战略导弹惯性/星光复合制导技术研究

以Kalman滤波为基础,研究了惯性/星光复合制导系统的原理和特点,并对系统进行了计算机仿真。通过将惯导系统和星敏感器所测得的战略导弹相关姿态信息进行数据融合,估计出复合制导系统的误差状态量,进而修正惯导系统的位置、速度和姿态角误差。仿真结果表明,采用惯性/星光复合制导可以有效地提高战略导弹的姿态精度。     

United Nations Security Council reform and the dilemmas of African continental integration

This article analyses the disunity among African states in terms of United Nations Security Council (UNSC) reform, and attributes it to the contest between South Africa and Nigeria. These two countries have been locked in a hegemonic contest for continental domination. To this end, the article notes that African unity, not in terms of protocol but on the basis of principles and cooperation, is sacrosanct in order for the African Union to make a significant contribution to the reform of the UNSC. It is asserted that the contest between South Africa and Nigeria has been symbolised by the continental leadership aspirations of the heads of state of both countries, and recommends that it be tamed through forging diplomatic and strategic partnerships between the ruling parties of these two countries. The influence of external actors on the African countries, particularly that of France, is underscored as a contributing factor in stalling the debate on the UNSC reform. It recommends that South Africa use its strategic partnership within the association of Brazil, Russia, India, China and South Africa (BRICS), particularly Russia and China as permanent members of the UNSC, to influence the realisation of the reform debate.     

带运力限制及单边时变约束下多出发机场航空战略投送兵力分配模型研究

利用民航力量由多个机场向一个目标机场实施航空战略投送时,由于各民航机场都具有运力限制约束,不可能无限制地快速投送兵力,因此,考虑了在多个出发机场存在运力限制约束的情况下,构建了"投送时间最短,动员机场最少"多目标决策模型,并给出了优化算法和算例.     

面向对象的战略战役指挥训练模拟系统数据建模

大型的战略战役指挥训练模拟系统需要内容复杂、数量庞大的数据作为支撑,而结构清晰、容易理解的数据模型是系统成功开发和应用的前提。采用面向对象的基本方法,给出了系统数据建模的概念定义并采用UM L表示法进行了建模方法分析,最后讨论了OO数据模型在系统工程化的数据准备以及运行时和事后分析等应用中所具有的特点。     

The concept of logistics derived from Clausewitz: All that is required so that the fighting force can be taken as a given

This article assesses the existing literature on logistics in war, concluding that there is no satisfactory conceptual definition of logistics. It proposes a concept of logistics derived from Clausewitz's theory of war to fill that void. This is presented as a derivation because Clausewitz's distinction between (1) the use of the fighting forces (tactics and strategy) and (2) all other activities in war that were required so that forces could be taken as a given. The latter, left unnamed by Clausewitz, corresponds to a concept of logistics that proves to be an analytical peer to Clausewitz's categories of politics, tactics and strategy.