British estimates of Soviet seapower from 1930 to 1950 covered three main phases. These were primarily characterised by pre-war suspicion of Communism and the Soviet Union, enforced wartime naval cooperation from June 1941 until the end of the Second World War and, finally, a shift towards Cold War antagonism.It is argued that the Admiralty's Naval Intelligence Division was able to collect sufficient data to maintain a credible intelligence picture of the Soviet Navy's order of battle and war-fighting capabilities, thereby allowing informed decision-making in London. In general, the United Kingdom considered that the Red Navy was poorly equipped and trained, and that it posed little threat to British interests. This was borne out by the Soviet Union's poor employment of seapower during the war.Knowledge of the Soviet Navy was always difficult to obtain. However, a major finding of this thesis is that the wartime Anglo-Soviet alliance allowed British naval representativesin the USSR unprecedented access to Russian warships, facilities and commanders. Though the basing of a naval mission in Russia was principally intended to assist in the common fight against Nazi Germany and to promote liaison between the Royal and Soviet Navies, especially with regard to the Arctic convoys, the British also took the opportunity to examine the maritime forces of their long-standing Communist rival at close quarters. It is contended, therefore, that improved intelligence on the Soviet Navy was made possible by wartime naval collaboration. To examine this assertion, relevant naval aspects of the Great Patriotic War of 1941-1945 are covered in detail in the thesis.After 1945, the Red fleets required some time for consolidation before expansion was possible. The Soviet Navy remained an intelligence target, but British wartime assessments largely held good to the end of the decade.

It is often asserted that British army casualties in the Great War were carelessly incurred and that this influenced the way Britain fought in the Second World War. Manpower was a prime resource in the mobilisation for total war but its scarcity only fully realised by end of 1917 when the army was cautioned about casualties. The government, however, had feared an early popular reaction against mounting casualties. It did not materialise: the incidence of casualties was diffused over time, and households had no mass media spreading intimate awareness of battlefield conditions. The army itself never mutinied over casualties or refused to fight. The country considered the casualties grievous but not inordinate or unnecessary. Between the wars unemployment and 'consumerism' mattered more to people than memories of the Great War., kept ritually alive by annual Armistice Day services. Welfare benefits increased, more children went to secondary school but social and political change was tardy. Many intellectuals turned pacifist but Nazi Germany made an anti-war-stance difficult. Air raids rather than memories of Great War casualties preoccupied the nation as it armed for war. In the Second World War army casualty lists were not regularly lengthy until the beginning of 1944 and did not have an adverse impact on civilian morale. The manpower shortage became acute earlier, in 1942, and army commanders were alerted to replacement problems. Politically, Churchill desired a strong, victorious British army but lack of men induced caution about casualties, particularly in relation to the invasion of Normandy, involving frontal amphibious attack on the German army. This caution communicated itself to the citizen armies in the field, which showed little natural bent for soldiering. These circumstances governed the way the army fought in the Second World War, not memories of Great War casualties - which were more numerous because of the extent over time and scale of the fighting.

Although experienced military commanders have always emphasised the importance of logistics in warfare, scholarly researchers have failed to explain how supply factors affect strategic performance. Martin van Creveld, the leading academic author on this subject, argues that detailed logistical planning has little value in war. This thesis counters Van Creveld's argument with the suggestion that logistical planning is indeed decisive in warfare, not only because of the tangible importance of supplies but because of their intangible importance as well. The author portrays logistics as an "arbiter of opportunity" which helps to determine the range of strategic options which military commanders will have at their disposal. This thesis goes on to demonstrate the truth of this statement through the structured, focused comparison of five historical case studies. In conclusion, the author discusses the implications of his work, not only for logistical studies, but for the study of international relations in general.

The main reason for the low production efficiencies at North Coast Milling is the frequent stoppages due to equipment breakdowns and the requirement for unscheduled maintenance. In order for this factory to be able to reach the desired efficiencies, it is imperative that downtime and cost drivers in the production lines be identified and rectified. In order to achieve world-class performance, more and more companies are replacing their reactive strategies for maintenance with proactive strategies like Preventive maintenance (PM), Reliability-centred maintenance (RCM) and Condition based maintenance (CBM) and aggressive strategies like Total Productive Maintenance (TPM). While these newer maintenance strategies require increased commitments to training, resources and integration, they also promise to improve performance. New asset management philosophies are being implemented world-wide in an effort to improve industrial system reliability as well as to reduce maintenance costs. Concepts such as TPM, RCM and CBM are being customised for implementation in various industries. Real-time condition monitoring via computerised maintenance management systems has helped make it possible to transfer from a time-based maintenance strategy to a condition-based maintenance strategy. Detecting possible future failures is now a cost-effective reality that reduces considerably the risk of catastrophic failures and system breakdowns. The aIm of the study is to apply military logistic techniques to the industrial environment of North Coast Milling in order to identify downtime and cost drivers. It will be shown that more of the military logistics techniques can be incorporated into some of the existing maintenance techniques at this factory, which would aid in the achievement of maximum plant utilisation and minimum downtime.! / Thesis (MBA)- University of Natal, 2002.