Snc's Value Chain Analysis

Since the organization’s deliverables are service related, Society Consulting creates value based on the projects that the organization completes for its clients. Not just completing project deliverables can be used to measure the customer’s satisfaction, but can also be used to increase the business generated by the customer by creating additional opportunities. When looking at the business value chain, the each one of the activities can be tied to the steps taken within a project. This paper was created comparing each primary and secondary activity using Porter’s Value Chain (1), with each activity being associated with activities currently performed in Society Consulting. Here are how each one of the activities consist of:

SNC gave a detailed brief that outlined a precise plan that was coherent and directed towards mission accomplishment. SNC contradicted a well thought out plan of action with a monotone voice and his use of filler words, such as, uh and um, coupled with a lack of passion. The lack of passion was seen in his sense of urgency as SNC spent 80% of his time briefing his 5 paragraph order that adversely affected his sense of urgency. SNC was able to secure the objective quickly, but loss situational awareness of his surroundings and enemy position that initially created confusion when engaged by the enemy. SNC was able to make clear and concise decisions in an appropriate amount of time that efficiently utilized his fellow candidates. This expedited

SNC did not calculate the correct distance to the objective. SNC tasked fire team members to set up the terrain model, but failed to verify and correct the mistakes they had made. SNC made eye contact with his squad members during the brief. SNC had poor vocal control, stumbling over his words and using filler words such as “uh” and “um” throughout the brief. SNC also briefed information in the wrong order and repeated information that he had already mentioned. During the execution, SNC had excellent control over his squad, making decisions quickly, giving commands clearly, and moving his subordinates with a sense of urgency. After the squad neutralized the enemy, SNC had the casualties brought to the objective location. When SNC attempted

SNC brought his fire team leaders in for the full five paragraph order brief. SNC ensured each topic was covered with the exception of Coordinating Instructions, which was ommitted. SNC Mission Statement did not include an IOT. Immediately upon briefing his fire team leaders, SNC placed the squad in formation to step leaving no time for the fire team leaders to breif the remainder of the squad. This left some confusion amoungst the remainder of the squad when they made contact with the enemy. SNC allowed the terrain to dictact movement and did not correct dispersion of the squad as they moved in a single file toward the objective. SNC gave a portion of ADDRAC. After assaulting through the enemy the squad quickly moved to a hasty 180, 360, and

11… Candidate Zinsmeister was unable to calculate a correct azimuth or distance to the objective. Utilizing proper time management, SNC was able to meet the minimum standards while issuing the operation order to her team. SNC demonstrated command presence and confidence, which made it clear and concise for each member to completely comprehend. As the team began to move from the assembly area, the team got relaxes at the fact that there was no enemy presence detected as members of the squad were seen moving down Buffalo Pond Rd, not utilizing the proper tactical carry. At the point of friction, SNC was surprised and didn’t know how to resolve the confrontation from the angry villagers and briefly panicked when sniper fire rang out, thus hitting

SNC briefed a superficial, skeletal, and unorganized five paragraph order often stumbling over his own words and briefing non-doctrinal fabricated terms such as “we are the main activity”, “use the self buddy system”, and “one to two person size enemy” which resulted in miscommunicating the situation and mission. SNC directed a subordinate to find the azimuth but did not supervise or ensure the azimuth was correct which caused the fire team to traverse off course. SNC was able to transition the fire team into a wedge. During enemy contact SNC failed to establish fire superiority and lost momentum while SNC and subordinates struggled to reload weapons and clear malfunctions, which caused additional friction SNC had difficulty overcoming.

SNC issued a complete five paragraph order that made sense and ensured all subordinates understood. SNC spoke in a regular voice expressing no confidence. SNC was able to develop an initial plan prior to starting the mission. During the mission, SNC came across some road blocks that forced SNC to make quick adjustments to his plan; however SNC relied on the suggestions of his subordinates. . SNC made the decision at the point of friction, to gather the fire team back to the starting point and restart the mission. SNC failed to properly supervise his subordinates, allowing each member of the fire team to slack off. SNC went for long periods without communicating, leaving the fire team to only communicate with each other. SNC did address security

SNC briefed every section of the five paragraph order and also knew that he and his team was under a time crunch to accomplish the mission. SNC briefed his order pretty quickly with accurate information and with a calm demeanor. At no point during his brief or during the execution of his mission, did SNC loose his confidence as he was leading his team through his mission; even though his decisions made a few of his team members fall into the water. SNC did not brief a detailed Admin and Logistics paragraph, by not stating a location of the corpsman or what they would do if they had EPW. During the execution SNC failed to quickly realize all of the materials he had at his disposal. SNC made loud commands throughout his mission as he and

SNC issued a complete five paragraph order and unsure all subordinates understood. SNC communicated in a low volume voice which did not display confidence while briefing the orders. The content of the order that SNC briefed made sense. SNC did develop an initial plan prior to starting the execution. SNC failed to consider all of the challenges that the obstacles had prior to the execution as a result put the fire team in harm’s way as members of the fire team dropped the 55 gallon which almost hit the fire team leader. SNC relied solely on suggestions from his subordinates. SNC also depended on his fire team to help with the adjustments to the initial plan. SNC failed to make decisions at the point of friction by not establishing control of

SNC started the brief in a normal conversational tone and changed to a more forceful, commanding tone when outside noise interfered with the FT being able to hear him. He was unable to make eye contact with his team during the brief because they were posted in a 180 security pattern facing away from him. When SNC briefed the Tasks, he simply repeated the Scheme of Maneuver with the FT members names added where he wanted them. In addition he did not have a proper tasking for one of the FT members and simply told him to “help out where he could.” This lead to an additional issue because this FT member should have been posted as security during the execution, but SNC failed to order him to do so. SNC was unable to make adjustments to his plan at the points of

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SNC did not brief a full five paragraph order. SNC only briefed an Orientation Paragraph and briefed that the enemy rigged the bridge with explosives, and that friendly units were 100 meters to their front, then stated what he called a mission statement; which was basically what they were going to do. SNC did not brief the Situation Paragraph (Enemy or Friendly Situation). SNC did not brief a Mission, or an Execution paragraph with an initial plan. SNC also did not brief any tasks to his team members Nor did he brief Admin and Logistics or Command and Signal with a Succession of Command, in the case he became a casualty. One fellow candidate did ask if SNC wanted someone to post security during the rest of his brief; SNC stated “Just listening

Candidate Dodson displayed confidence and a general knowledge of the five paragraph order during his brief with some short falls in more specific details in his Mission and Execution paragraphs. SNC had failed to give an in order to or purpose to his mission and a scheme of maneuver that was essentially a long and drawn out repeat of the overall concept of the problem. He did brief a good casevac plan to include a link up with LRC staff then higher headquarters after conducting self/buddy/Corpsman aid. SNC had also failed to address a succession of command as well. His command presence was shown and he was very enthusiastic however he had a poor plan to use his subordinates. Doing most of the work himself, his two team members not on security

SNC did not plot the current or objective locations correctly and did not calculate the azimuth correctly. SNC did not mention Attachments and Detachments or the Signal subparagraph. SNC was confused by his own notes, spoke with a conversational tone, and did not display command presence during the brief. During the execution phase, SNC neglected his squad member that was trying to point out IED indicators that he saw on the patrol so SNC just continued on with his initial plan. When the IED went off and the enemy engaged, SNC made quick decisions, tasking one fire team to care for the casualties while he assaulted the enemy with the remaining two fire teams. After the enemy was neutralized, SNC did not set up a hasty 180 and temporarily

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