The Complexity Of The Field Of Operation Research

Heizer, J. H., & Render, B. (2010). Operations management (10th ed.). Upper Saddle River, N.J.: Prentice Hall.

1. (15 pts) Review the Operational Approach Student Aid Slide #7 for this question. Operational Design and the Operational Approach is a process of iterative understanding and problem framing that supports commanders and staffs in their application of operational art with tools and a methodology to conceive of and construct viable approaches to operations and campaigns.” (JP 5-0, III-1). In the context of the Mediterranean/North Africa Theater of Operations (M/NATO), using the contextual background notes and material provided for this exam in Parts 2 and 3, apply operational design thinking as described in JP 5-0 chapter III to answer the following.

I realized I had a calling for business after taking classes such as Intro to Business, Marketing, and Accounting, but it was only last year that I found my true calling in AP Economics. The class’s mix of history, mathematics, and psychology fascinated me and I was inspired to take AP Psychology and AP BC Calculus to better prepare for a future in the study. I soon started reading the Economist, became enthralled by Game Theory, and spent days researching current Economic situations around the world to better understand the application and effects of different policies. Eventually, I went even further beyond the scope of the class by reading the Wealth of Nations.

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Since the beginning of our nation and the development and expansion of the services that defend it, we have faced a myriad of complex issues: shrinking force structures, global security concerns, and fiscal constraints to name a few. From George Washington’s Continental Army, which evolved into the current Joint Force operations in Iraq and Afghanistan, we are faced with increasing complexity of the operating environment. This heightened complexity and ever shrinking available assets to satisfy these requirements, are the very reason that all commanders at all levels need to find innovative ways to increase operational efficiency in addition to lowering fiscal and asset demands. This new operating environment has also driven the Army Reserve to transform from a traditional strategic force to an operational force.

Commanders are the greatest asset when conducting the operations process. Commanders drive the operations process through understanding, visualizing, describing, directing, leading, and assessing operations. During the operations process, the staff conducts essential functions that support the effectiveness of operations and contribute to the overall successfulness of mission accomplishment. Accurate and timely running estimates are vital knowledge management tools that assist commanders in driving the operations process.

Throughout the history of the world, there has always been a struggle to be the most powerful country in the world. Many key aspects that go into deciding what countries are the most powerful; some of these aspects are having a powerful military, strong economy, large population and a powerful but strong government. Most key aspects of what makes a country strong are also the same the aspects that make up the operational environment variables. The United States Army breaks down the operational variables into Political, Military, Economic, Social, Infrastructure, Information, Physical Environment and Time (PMESII-PT) when evaluating the operational variables .

Arranging operations is an operational design element used to develop the synergy of effects against the adversary as well as anticipate and mitigate risks in the operational approach. The dual operation in response to the Kuwait invasion offers very clear examples of this element. Concepts used in arranging operations include phasing, sequel, timing and tempo, branches, simultaneity, and depth.

From my eleven years of experience as staff in the operating environment, I have come to believe that the Army could operate near flawlessly when we utilize the warfighting functions and mission command processes, regulations, and guidance. The Army’s frameworks to accomplishing our missions are built on practices that evoke everyone to contribute as a team. As a successful organization of many years, we evolve our army everyday with these processes as we learn from the army of yesterday and make the necessary adjustments to better plan, prepare, and execute our nation’s missions in our operating environment. The operations process is the framework for exercising mission command in which planning starts the iteration of the operations process. (

An argument outlining the aims of "Full Spectrum Operations" and its alignment with the demands of a 21st century reality. Considers the move from a hierarchical to lateral command and control structure. The benefits of more immediate feedback loops for organizational aims, as well as front line leaders and troops.

On Schofield Barracks, the soldiers of the 25th Infantry Division (ID) have the largest Area of Responsibility (AOR) in terms of geographical size and number of countries. The leaders and supervisors already have an immense mission in training for various types of terrain and adversaries. Leaders would now have to continue to keep a high readiness state with abundantly less resources.

Army solution in the early 1980s was to adopt the term major operation and thereby distinguish between operations in general and those planned and conducted in accordance with the tenets of operational art. Currently, the Army and the main joint doctrinal documents describe a major operation as a “series of tactical actions (battles, engagements, strikes) conducted by various combat forces of a single or several services, coordinated in time and place to accomplish an operational and sometimes strategic objective in an operational area. These actions are conducted simultaneously or sequentially in accordance with a common plan and are controlled by a single commander.”1

The multifunctional nature of Operations Management requires a high level of process- and system-based synchronization across many different departments and divisions to be successful. The structural organization of the US Army is heavily dependent on Operations Management for missions to be accomplished, and long-term strategic visions to be attained (VanVactor, 2007). The intent of this analysis is to evaluate how the five areas of accounting, industrial engineering, management, management science and statistics, in conjunction with critical path analysis and linear programming, are used extensively throughout the US Army's supply chain operations.

The execution of military operations requires the application of certain fundamental principles, and tenets that have been the keystone of strategy development and conflict planning, since the appearance of organized forces. In addition to these tenets and principles, the military relies on the experience of front line leaders, and lessons learned to ensure operations evolve to focus on current and emerging threats. Currently, the United States military is waging wars on two fronts, Iraq and Afghanistan. To be successful, these operations require the coordinated efforts of all branches of service, Army, Navy, Air Force and Marines. Unfortunately, joint and special operations haven’t always been executed as smoothly as the current

Keywords Operations management, Research, Methodology, Case studies Abstract This paper reviews the use of case study research in operations management for theory development and testing. It draws on the literature on case research in a number of disciplines and uses examples drawn from operations management research. It provides guidelines and a roadmap for operations management researchers wishing to design, develop and conduct case-based research.