Methodology and results

The methodological procedure of SWOT analysis is not standardized. Individual phases of SWOT analysis are:

˗ Preparation for SWOT analysis.

˗ Identify and evaluate the strengths and weaknesses of the organization.

˗ Identification and evaluation of opportunities and threats from the external environment.

˗ Factors evaluation

˗ Calculation of output values of analysis and display of vectors

˗ Generating strategies alternatives

1 Katerina POCHOBRADSKA, Eng., Ph.D., Department of Management, Faculty of Military Leadership, University of Defence, Brno, Czech Republic. She deals with issues of Management of Logistics.

Email: katerina.pochobradska@unob.cz, Phone: +420 973 443 919.

45 Methods used in obtaining information and evaluating factors are mainly creative methods (brainstorming) and method of obtaining expert testimonies (discussion) and content analysis [7-10]. Identification of the internal environment was performed using a form to identify strengths and weaknesses. The form also has a Why field, which tells us why the indicator is a strong or weak point. The strengths and weaknesses of the supply system are described in Table 1 and Table 2. Identification of the external environment was conducted using a form to identify opportunities and threats. The form also has a Why field, which gives us the reason for the opportunity or threat indicator. The opportunities and threats of the supply process are described in Table 3 and Table 4.

Table 1: Strengths Identification Form information and logistical requirements between individual elements of the defense sector,

• all units abroad have an ISL online connection

• provides data exchange between the national logistics information system and the NATO / EU logistics information systems.

[A2] Information reports are provided to support the NATO Command Structure decision-making process

[A4] Membership in international organizations

• provides the opportunity to use the missing strategic capacities, including the possibility of joint training and experience from foreign partners,

• direct participation in planning processes

• access to the use of foreign partners' transport possibilities, obtaining information on the principles of systems and the use of technology, coordination and deepening of mutual links.

[A5] Join Logistic Support Group

• through international support, the system of command and control in the area of support for the Czech Armed Forces can participate in the management

[A6] KVAČR 2025 • strengthening the development of the Czech Army [A7] Experience and

preparation

• experience of operational deployment of forces and resources in multinational operations

• modularity of forces, the stability of organizational structures at the tactical level, the stability of dislocation of bodies

Table 2: Weaknesses Identification Form

• the inability to maintain the required level of operability and technicalityl

• ack of central organizational element addressing individual areas of HNS - essential to ensure overall HNS planning and delivery

[B2] Insufficient collective hygiene, material handling in the field and means of repairing, recovering and displacing equipment.

• insufficient RSOM&I capability - poor security by mobile logistics

• the system of logistical support of Allied troops in the Czech Republic responding to new conditions is not fully developed - it is based on original and already outdated military regulation

46

Weaknesses Reason

[B3] Real estate infrastructure

• capacity insufficient for the needs of the Czech Armed Forces within the scope of the requirements defined by the KVAČR and the “Long-term Perspective for 2030.”

• in the field of military and civilian infrastructure, its status considerably limits the freedom of movement of Allied forces in the Czech Republic

[B4] Calculation of reserves

• there is no effective system of calculation of their amount, their breakdown according to the method of predetermination corresponding to current needs, due to high financial demands there are insufficient reserves created

• the status and number of reserves do not meet current requirements, in particular, to ensure the availability of equipment

[B5] Insufficient coverage of level 2 and 3

requirements

• in the current structure, they can fully meet the requirements of deployed and earmarked elements and groupings of the ACR forces

• in terms of abilities and fulfilled tasks in favor of brigade task forces, declared capabilities within CT and other tasks in the territory of the Czech Republic, the current organizational structure of logistics elements is not sufficient

[B6] Limited storage capacity

• forces and resources (SaP) - mobile logistics limited the ability to protect assets, especially in extreme climatic conditions, including the limited ability to store assets in a highly dusty or humid environment.

• CZZOaMS does not have sufficient personnel, technical and storage capacities. It may lead to inadequate securing of deployment of task forces, requires non-systemic reinforcement from the level of PozS element

• in the case of introducing new types of armaments and equipment, this fact will lead to stock shortages, part of the supplies is without any movement and their practical use in the long term, is obsolete morally and technically.

[B7] Lack of

professional staff

• the increase in the number of logistics specialists is still insufficient, but the internal logistics management system has not been modified, and the property concept remains. The lack of professional employee’s results in low efficiency due to non-interconnection between performances attributes such as human resources, resources, and internal processes.

• LOGFAS - lack of trained, trained and linguistically trained staff

• qualitative and quantitative shortage of professional staff persists, especially in the area of middle management

Table 3: Opportunities Identification Form requirements related to the main armaments programs, prioritization and quantification of personnel, financial and material resources requirements

[C3] Increase in funds

• creates a precondition for the realization of troop forces and non-military repairs to a greater extent than in the past, thereby gradually increasing the uptime of the technology [C4] Maintenance of the reserve

optimization project

• asset management will be more productive and efficient;

stock management capacities will be created to support the operation and life cycle of the newly acquired equipment [C5] Restoration of recruiting

• One of the primary measures for strengthening the capabilities of Level 1 and Level 2 logistics support, NATO CT 2013 and HNS / RSOM&I capacity development

47 Table 4: Threats Identification Form

The prerequisite for this analysis is that the observed S, W, O, and T values , as well as the resulting strategy, can make a significant contribution to the system change. From the above information, three necessary recalculation modules were created: Input table, output table, an output table. The base table shows the dependencies between the factors entering the internal (strengths and weaknesses) and the external environment (opportunities and threats) of the supply process. In the table, you can see the value of each factor on a scale of 1-5 depending on importance. The modified version of the Fuller Triangle is designed to meet the requirements and efficiency of the proposed application.

Thus, it is a pairwise comparison of factors based on the following assessment. A value of 3 means that the first of the two factors are more important than others. A value of 2 means that the factors being compared are equally important. A value of 1 means that the first of the two factors is less important than the other. Subsequently, the weighting factor Wf is calculated using the equation [11].

• to ensure full functionality of logistic support depending on internal and external requirements (needs) that will result from the development of the ACR in the coming years

[C7] Enhancing logistical sustainability and forces deployment capability

• Increasing the efficiency and interoperability of joint logistics at the required level of readiness, optimizing the command system and managing logistics

Threats Reason

[D1] Failure to meet the objectives of the acquisition process when acquiring special equipment

• Impact on ensuring the real needs of the ACR [D2] Insufficient allocation of funds for the

elaboration of the program

"Maintaining and Developing Logistics Capabilities for 2021-2025"

• Impact on ensuring the real needs of the ACR [D3] Insufficient allocation of funds mainly

to newly introduced equipment and armaments to the ACR

• Impact on ensuring the real needs of the ACR

[D4] Inability to secure personnel

in the required qualification structure

• Impact on the inability to effectively deploy units and ensure their sustainability in operation.

• Inability to cooperate with a wide range of actors in the extensive use of military and non-military management tools.

[D5] Security environment development trends and related threats

• The ACR will not be able to realistically ensure the needs of increased demand for ready, multifunctional, modular, interoperable, technologically advanced, rapidly available and deployable forces capable of countering symmetric and asymmetric threats in complex multinational and national operations

[D6] Non-conceptual approach • Unwillingness to change, obsolescence of the system

[D7] Negative demographic development • its impact on the possibility of replenishing the ACR

48

n - represents the number of factors in the given field, eall - is the sum of all the assessments in the field.

49 The output table contains the factor names, their weights (Wf), the score (Vf), and the weighted score (Pf). The weighted score provides a primary value for vector expression of strengths and weaknesses of opportunities and threats.

Table 9: Weights and scores of each factor

Strengths Wf Vf Pf Weaknesses Wf Vf Pf

A1 0,17 4 0,67 B1 0,12 3 0,36

A2 0,16 3 0,47 B2 0,18 3 0,54

A3 0,10 3 0,29 B3 0,12 3 0,36

A4 0,18 5 0,90 B4 0,18 4 0,71

A5 0,12 3 0,36 B5 0,18 4 0,71

A6 0,11 4 0,43 B6 0,14 3 0,43

A7 0,17 4 0,67 B7 0,08 3 0,25

Total 1,00 26 3,81 Total 1,00 23 3,36

Opportunities Wf Vf Pf Threats Wf Vf Pf

C1 0,11 3 0,33 D1 0,11 3 0,32

C2 0,16 3 0,47 D2 0,17 3 0,50

C3 0,10 4 0,39 D3 0,18 3 0,54

C4 0,19 4 0,77 D4 0,14 4 0,57

C5 0,19 5 0,96 D5 0,15 4 0,62

C6 0,16 5 0,78 D6 0,15 4 0,62

C7 0,10 4 0,39 D7 0,10 2 0,19

Total 1,00 28 4,08 Total 1,00 23 3,36

The vector sum gives us the direction of the final vector, which reflects the strategic orientation of the analyzed system.

Table 10: Vectors

Evaluated factor (direction) Y X

Strengths 0,00 3,81

Weaknesses 0,00 -3,36

Opportunities 4,08 0,00

Threats -3,36 0,00

Resulting vector 0,72 0,45

The resulting graph imitates the shape of the evaluated vectors representing the evaluator's direction. SO represents the "Use" strategy - the use of the strength of opportunity. This strategy assumes the concentration of activity on achieving the goals of the organization. It is advisable to use the evaluation of other members in the organization, to verify the application and solution, which may be specialists in the field of military logistics and employees of the Ministry of Defense - professional soldiers. The resulting graph would show both the direction of the individual evaluators and the whole group.

50

Graph 1: Strategy S-O

The purpose of creating strategies is to find ways to exploit the current status of the system and to improve it in the future. So how can we use the strengths to seize opportunities?

One of the possible recommendations is to propose a process for constructing logistics forces in order to increase first of all the decisive capabilities of the mobile logistics elements, i.e., the organic logistics units of the elements assigned to the task force and other elements. Another S-O strategy could be aimed at ensuring sustainability in operations, to redistribute the types of reserves, their composition and amount, the planning of financial resources, the storage and dispensing system, including the establishment of related responsibilities. Another SO strategy could be directed towards international cooperation; given the good foreign relations, it would be possible to achieve means of transport unavailable within the defense sector, by sharing transport capacities to reduce transport costs, and above all to gain experience in fulfilling tasks in different climatic and geographical conditions.

5. Conclusion

Application of the SWOT analysis of the supply process has not only enabled us to identify a real strategy but has also helped to quickly and effectively map the reality. The result of the analysis was vectoring that, based on the evaluation of the supply process, recommend the use of S-O strategies to exploit the strength of opportunity. In order for the process to be continually improved, it would be useful to apply this method more frequently and thus have a constant overview of changes in the internal and external environment and orientate the direction of the organization accordingly.

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Opportunities

Weaknesses Threats

Strengths

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