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This paper analyses the way in which a major public sector organisation undertakes its high tech e-procurements and its power relationships at the interface with its private sector suppliers. This is undertaken by examining the corporate governance of significant high tech e-procurements by the Australian Department of Defence. Comparative case study data of 106 e-procurements were undertaken by the author over the key client development period from concept to contract award, with a view to determining 'best practice' e-procurement process. The best practice model links technological developments with e-procurement power frameworks, and provides a public sector client with knowledge to realize new power relationships at the public/private interface through the remodelling and restyling of its e-procurement arrangements. [ABSTRACT FROM AUTHOR]

The article discusses issues related to capabilities-based defense planning in Australia. The post Cold War era witnessed an absence of identifiable and quantifiable threats which resulted in planning of new approaches for developing and justifying force structures by the members of the North Atlantic Treaty Organization. Though Australia did not design its force structure on the basis of such threats yet the Australian Department of Defence developed principles for guiding force development reflecting government strategy to defend that country.

This article argues that the adoption of neo-liberalist ideology and the assumptions of this ideology were the driving force behind the increased use of contractors by Australia's Department of Defence (DoD). The initiatives of federal governments since the Hawke Government will be examined, including the impact of these initiatives on the size of the DoD and recent Australian Defence Force (ADF) operations overseas. While contracting has enabled the DoD to fill gaps in its in-house capabilities, the efficiency and effectiveness that is assumed by neo-liberalists to come from utilising the private sector has not always been realised. [ABSTRACT FROM AUTHOR]

Casualties caused by injuries have a major impact on the readiness of the Australian Defence Force (ADF). The Department of Defence has developed a system for reporting occupationally related illnesses and injuries. Data from the DEFCARE database and a wide range of other data have been analysed to determine the leading causes of injury and illness as well as the associated costs. During financial year 97/98 over 32,000 working days were lost due to injuries. In addition, over $100 million was spent on workers compensation costs. The five activities associated with the highest number of working days lost were all related to physical training and sports. Modifications to the physical training program at 1 Recruit Training Battalion were associated with dramatic reductions in the injury presentation rate and the number of male medical discharges. Further development of this type of approach should help the ADF to minimise preventable injuries in the future. [ABSTRACT FROM AUTHOR]