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Digitalizaiton of the Danish Armed Forces

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Digitalizaiton of the Danish Armed Forces Digitalizaiton of the Danish Armed Forces 30-09-2004 1 Aim of the Danish Armed Forces • To prevent conflicts and war, • maintain Danish sovereignty and ensure the Country´s continuous existence and integrity, and • promote a peaceful development in the world with respect for human rights. 30-09-2004 2 Tasks • Crisis management and collective defence • Sovereignty and jurisdiction • Confidence building and promotion of stability with emphasis on Central and Eastern Europe • Peace support • Other tasks • Employment capability 30-09-2004 3 The present level of digitalization in the Armed Forces 30-09-2004 4 Danish Defense Management Project DeMap AA StrategicStrategic BusinessBusiness ReengineeringReengineering ProjectProject 30-09-2004 5 Danish Defense Resource Management System DeMars AnAn IntegratedIntegrated EEnterprisenterprise RResourceesource PPlanninglanning systemsystem 30-09-2004 6 Army – Navy - Airforce 30-09-2004 7 Danish Army Command and Control Information System (DACCIS) Planning Decision Execution Of Army Operations Mainly at Division and Brigade 30-09-2004 level. 8 DACCIS scope • To improve Division and Brigade HQ’s command and control capabilities in time and quality based on reliable and updated information. • To create the basis for faster decisions and excution of orders on the modern fragmented battlespace. • Support optimised use of the digitised battlefield. 30-09-2004 9 Overall user requirements... • To create interoperability and a framework for Army CIS, including operational as well as administrative systems. • To reduce time consumption in the planning and execution process wthin army units to get faster reaction and flexibility in the tactical control. • To improve the quality in information processing and –presentation and thereby enable commanders to take decisions on an updated, consistent and well structured basis. • To improve information exchange internally in the HQ as well as between HQ – national and international. • To create possibilities for the use of simulation to train commanders, units and staff officers at battallion to corps level. 30-09-2004 10 DACCIS is not: • Target Acquisition. • Target Engagement. • Weapon/Payload Delivery. • Logistic Delivery System • Peace Time Admin Support. • Accounting, Personnel. 30-09-2004 11 Future DACCIS plans • 2003: MIP tests. • 2004: Finalise phase 1. • 2005: First operational set-up. • 2005/6: International operations. • 2006/7: Further extensions within Danish Army. 30-09-2004 12 The future 30-09-2004 13 A Vision for The Future Danish Armed Forces De sikkerhedspolitiske vilkår for dansk forsvarspolitik August 2003 A Changing World New Security Policy Reports from the Government The Transformation of The Danish Armed Forces From Territorial Defence to Ekspeditionary Forces ”Leaner but Meaner” 30-09-2004 14 The Threat • No conventional military threat against Danish Territory. • New asymmetric and unpredictable threats. • Indirect threats. 30-09-2004 15 Requirements for Danish Defence • Internationally deployable military capabilities. • Homeland Security, including the ability to counter terrorist acts and perform consequence management. 30-09-2004 16 The International System Coalition of the willing! 30-09-2004 17 Military Structures A new structure respecting the balance between: Staff structure Operational Support capabilities structure 30-09-2004 18 Danish Defence Management Minister of Defence Defence Command Chief of Defence Ministry of Defence Defence Staff Operational Commands Functional Services and Schools Defence Personnel Army Operational Command Service Defence Matériel Admiral Danish Fleet Service Defence Facilities Tactical Air Command Service Island Commander Danish Armed Forces Greenland Health Service Island Commander Defence Academy Faroes 30-09-2004 19 Army Operational Structure Army Operational Command DA Special Operation Army Home Guard Forces - Rangers Logistic Support Other Minor Units Group Local Defence Division Regions Staff Districts Division 1 Brigade 2 Brigade 3 Brigade Troops 30-09-2004 20 Navy Operational Structure Admiral Danish Fleet Frogman Squadrons Naval Districts Corps Danish Task Group Naval EOD Naval District Kattegat 1. Squadron Naval District Bornholm 2. Squadron 3. Squadron Naval Home Guard District Naval Air Squadron 30-09-2004 21 Air Force Operational Structure FlyvertaktiskTactical Air KommandoCommand Wing Wing Wing KontrolControl- og and Luft- Support Home Guard Skrydstrup Aalborg Karup forsvarsgruppenAir Defence Gp Wing Element etc. Explosive RedningsSAR and-og- ControlKontrol og and FighterKampfly TransportTransportfly Ordonance Transport VarslingsReporting Centre Aircraft Aircraft Disposal Helicopters Centers ReconnaissancePanserværns-og TBMD FighterKampfly InspectionInspektionsfly ObservationsHelicopters- TBMD missilclustre Sanitet Aircraft Aircraft helikoptere Missile Clustres Operational Survive Conversion FighterKampfly LogistikLogistics RadarhovederRadars to Unit (OCU) Aircraft Operate Expeditionary Combat LogistikLogistics LogistikLogistics LogistikLogistics Communications Squadron ExpeditionaryExpeditionaryArialAerial PortPort Squardron 30-09-2004 22 30-09-2004 23 How to change from the present to the future involving NCW Example : The Army CHOD AOC ADMFLT TAC DIV BDE BN COY Plt Sec Soldier 30-09-2004 24 Hierarchical stove-piped Mission relevant adaptable organization network organization • Non-transparent organization. • Transparent organization. • Stove-pipe simplex communication. • Network duplex communication. • Each organizational level corresponds • Networking reduces command levels to a time delay. and increases op tempo. • The more vertical command – the • The more adaptable organization – more time delay. the less time delay. Risk of unbalance in Multinational NCW ? NBO in Denmark Joint Steering Group Joint Working Group Army Navy Airforce Technical 30-09-2004 27 The Overriding Principle The Armed Forces can only solve their tasks when units and formations are fighting capable 30-09-2004 28 THE END 30-09-2004 29.
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