CURRICULUM VITAE

ROY MALAN MARAIS

NOVEMBER 2015

PERSONAL DATA

SURNAME: Marais.

FIRST NAME: Roy Malan.

ADDRESS: 755 Killick Avenue, Mayville, Pretoria.

POSTAL ADDRESS: 755 Killick Avenue,Mayville, Pretoria0084.

E-MAIL ADDRESS: roymarais@gmail.com.

IDENTITY NUMBER: 5510255158084.

TELEPHONE NUMBER: Cell : (+27) 82 921 2995.Fax no : 086 594 9325.

DATE OF BIRTH: 25 October 1955.

AGE: 60 years.

SEX: Male.

MARITAL STATUS: Married.

CHILDREN: 1 Son of 29 and 1 Daughter of 29.

DRIVER’S LICENSE: Yes (Code 8) and own vehicle.

NATIONALITY: South African.

HOME LANGUAGE: Afrikaans.

OTHER LANGUAGES: English (speak, read, write andunderstand).

FULLY BILINGUAL: Yes.

RELIGION: DOXA DEO.

CRIMINAL OFFENCES: None.

HEALTH: Healthy.

EDUCATIONAL QUALIFICATIONS

LAST SCHOOL ATTENDED: Hoërskool H F Verwoerd, Pretoria.

YEAR: 1973.

HIGHEST STANDARD PASSED: Matric (Std 10 current Grade 12).

SUBJECTS PASSED: Afrikaans.English.Mathematics.Biology.Woodwork.Art.

LEADERSHIP ROLES: None.

HIGHER EDUCATION

TECHNICON: Pretoria.

COURSE: National Diploma in Purchasing/Procurement Management.

COMPLETED: 1996.

TECHNICON: South Africa (RSA).

COURSE: B TECH Procurement (Strategic Logistic Management) (Degree)

COMPLETED: 2000.

SAMHS STAFF COLLEGE: Pretoria (Thaba Tshwane).

COURSE: Senior Command and Staff Duties Course

COMPLETED: 2001.

EMPLOYMENT HISTORY

NAME OF FIRM: SADF now SANDF.

ADDRESS: Services School.

TYPE OF FIRM: Defence.

POST HELD: Instructor.

COMMENCING DATE: 01 May 1977 after completing 2 years National Service.

TERMINATION DATE: 31 December 1983.

MAIN JOB FUNCTION: Served in the following units with the main function:

Services School: Instructor.32 Battalion: Quartermaster responsible for all Logistical functions.Army Publication and Map Depot: 2nd in Command and Main Stores Officer responsible for all Administrative, Purchasing, Accounting and Logistical functions for the unit and the SA Army.Ordinance Services School: Senior Instructor training Officers and Air Supply training 52 Battalion: Quartermaster responsible for all Logistical functions5 Reconnaissance Regiment: Base Commander and Logistical Officer responsible for all base and Logistical functions

REASON FOR LEAVING: Got tired of empty promises of the SADF.

FRINGE BENEFITS: Medical.

SALARY: Varied as my Rank progressed.

REFERENCES: Various Officers Commanding.Last: Maj Gen (Ret) L. Rudman.Past Deputy Chief of the SA Army.

Cell: 082 777 8386.

EMPLOYMENT HISTORY

NAME OF FIRM: Cartoria Toyota.

ADDRESS: Vermeulen Street, Pretoria.

TYPE OF FIRM: Vehicle sales.

POST HELD: New car salesman.

COMMENCING DATE: 1 January 1984.

TERMINATION DATE: 31 December 1984.

MAIN JOB FUNCTIONS: New car sales.

REASON FOR LEAVING: Was offered a better sales post.

FRINGE BENEFITS: Company car.

SALARY: R 800 .00 basic and commission.

EMPLOYMENT HISTORY

NAME OF FIRM: Gavin Mersich BMW.

ADDRESS: Esselen Street, Pretoria.

TYPE OF FIRM: Vehicle sales.

POST HELD: New car salesman.

COMMENCING DATE: 1 January 1985.

TERMINATION DATE: 31 June 1985.

MAIN JOB FUNCTIONS: New car sales

REASON FOR LEAVING: Company was bought over by Leo Haese and our packages were changed and I resigned.

FRINGE BENEFITS: Company car.

SALARY: R 850 .00 basic and commission.

EMPLOYMENT HISTORY

NAME OF FIRM: Cartoria Toyota.

ADDRESS: Vermeulen Street, Pretoria.

TYPE OF FIRM: Vehicle sales.

POST HELD: New car salesman.

COMMENCING DATE: 1 July 1985.

TERMINATION DATE: 31 January 1986.

MAIN JOB FUNCTIONS: New car sales.

REASON FOR LEAVING: Went back to the SADF.

FRINGE BENEFITS: Company car.

SALARY: R 850 .00 basic and commission.

EMPLOYMENT HISTORY

NAME OF FIRM: SADF now SANDF.

ADDRESS: Soutpansberg Military Area, Messina.

TYPE OF FIRM: Defence.

POST HELD: Various.

COMMENCING DATE: 01 February 1986.

TERMINATION DATE: 30 October 2015.

MAIN JOB FUNCTION: Served in the following units with the main function:

Soutpansberg Military Area: Logistics Officer responsible for the logistics of the unit as well as 6 deployed units in the area and Officer Commanding Headquarters Unit responsible for the day to day running of the Personnel, Finance, Quartermaster, Transport, Workshop, Kitchens and Functions. 5 South African Infantry Battalion: Logistics Officer responsible for all Logistical functions.Group 9: Force Support Officer: responsible for all Personnel, Finance, Quartermaster, Transport, Workshop, Kitchens Administrative, Purchasing, Accounting and Logistical functions for the Group and 12 units. Eastern Province Command Maintenance Unit: Officer Commanding responsible for the management of 350 personnel members, the unit itself with a monetary

value of Rm 254 and managing a Budget of Rm 64 per year.Chief Logistics at Director Logistics Management: Senior Staff Officer Strategic Planning responsible for the following: See Appendix A. Director Army Logistics: SSO Logistic Planning responsible for Landward Logistic Planning and the procurement of D Vehicles for the SA Army.Officer Commanding Interim SA Army Corporate Commercial Procurement Unit (Project Leader – Project Kopanelo) – responsible for the establishment of the Rm 1/Rm5 procurement unit and capability for the SA Army.

REFERENCES: Maj Gen (Ret) L. Rudman.Cell No: 0827778386.

GENERAL

PRESENT OUTSIDE INTERESTS: Since 1981, I coached Rugby and my highest honor was to serve on the SANDF Rugby board for 5 years.

Golf, currently playing in the Defence league for Army HQ.

APPENDIX A

JOB PROFILE OF THE SSO STRATEGIC PLANNING – CHIEF LOGISTICS and

SSO LOGISTIC PLANNING – SA ARMY

1. As SSO Strategic Planning (Senior Strategic Logistic Planner in the Dept of Defence) I have to represent Chief Logistics on DOD level on the following Defence forums (I take decisions on behalf of a Chief Director – Chief Logistics):

a. DOD Plenary workgroup (Top decision making body in the DOD).

b. DPBEC (The DOD Finance decision making body).

c. Defence Planning Forum (Main planning body of the DOD).

d. Environmental Analysis workgroup.

e. Landward Defence Capability Board.

f. Joint support planning forum.

g. Force employment process workgroup (Operational planning).

a. Force preparation process (Readiness of the Forces).

b. Force structure process (Planning the new structure of the DOD).

c. C2 steering group (Command and Control).

d. Operations coordination meeting.

RESPONSIBILITIES

2. Aim of Post . To execute environmental scanning, the analysis thereof, the effective promotion and execution of logistic strategic planning in the DOD and to ensure the execution of DOD logistical policy by means of the planning and co-ordination thereof for the DOD, applicable government departments and contractors.

3. Functions of the Post .

a. The scanning and analyses of the internal and external environment to determine its impact on logistics to support operations in the DOD.

b. The implementation and updating of the logistic strategic planning process (SD Process) in the SANDF and the compilation and submission of the DOD Strategic Plan.

c. The assistance of the other DOD Divisions and Formations wrt specific logistic planning requirements.

d. The filing and updating of information required for logistic strategic planning in the DOD (literature and electronic media).

e. The directing, facilitating and co-ordinating of the prescribed logistical documentation management process for the composition and promulgation of instructions.

f. The continuous liaison with other Divisions within the Department of Defence and contractors in connection with Logistic Strategy.

g. The ensuring, (and where necessary facilitate) that the formulating, planning and controlling processes accommodate liaison with internal and external role players. (In this regard I have planned, presented and facilitated 3 strategic conferences within C Log. I prepared the presentations and the relevant documents for the process).

h. The liaison with the Defence Legal Services in connection with legal matters pertaining to the utilization of promulgated logistic documentation and instructions.

i. The evaluation and interpretation of applicable regulations, policy directives and DOD orders in order to promote the integration of logistics ito the prescribed instructions.

j. The ensuring that the management documentation issued within the Department of Defence is directional and instructional by nature in order to support the DOD logistics community in the execution of force support planning and to promote integrated logistics management.

k. The compilation and publishing of the Logistics Division Status Report on a regular basis for Chief Logistics.

l. The compilation and submission of the DOD Logistic Agency Quarterly reports and Annual reports as requested.

TASK ANALYSIS

4. Bearing in mind the aim and functions of the post:

a. List of key performance areas (KPA’s) applicable to the execution of the functions indicated:

i. Environmental Analysis :

(1) Counselling of external resources, attending of workshops, conferences and the evaluation of the media for information.

(2) Co-ordinate and perform internal as well as external environmental scanning and analysis in close co-operation with the other Divisions of the DOD.

ii. Execution of the Strategic Planning Process in the DOD :

(1) Implement and update the Logistic Strategic Planning process to ensure that it is in support of the DOD process.

(2) Co-ordinate the strategic planning process for logistics at DOD level to ensure that the process conforms to stated policy.

(3) Assist the DOD wrt specific logistic planning requirements.

iii. Management and Maintenance of a Strategic Planning Database. File, update and circulate literature received for strategic planning and environmental analyses with respect to logistics.

iv. Representation of Logistics at Applicable Forums :

(1) DOD Strategic Planning meetings.

(2) Represent Chief Logistics at Memorandum of Understanding (MOU) meetings.

(3) Represent Chief Logistics when the servicing of a MOU is required.

(4) Convene and co-ordinate the Logistic Strategic Planning Work Group Meetings.

5. In the execution of my responsibilities as SSO Strategic Planning, I have to manage the following specific group of logistic management processes:

a. Logistic Directive management, through participation in strategic planning and control, both at Departmental and SANDF level.

b. Logistic Integrative management, through which:

i. I have to establish vertically and horizontally integrated level 2, 3 and 4 logistic plans for the Logistic Agency based on agreed-to Service Agreements (all management levels).

ii. I have to execute interface management, in terms of co-ordination of centralised and unique logistic support through logistic doctrine, logistic standards and appropriate logistic management forums.

c. I have to execute Logistic functional management, through logistic policy advice, logistic capability and capacity management, as well as joint logistic capability employment, at all management levels of the Logistic Agency.

RESPONSIBILITIES - SA ARMY SSO LOG PLAN

6. Aim of Post .

a. To execute logistic environmental scanning, the analysis thereof, the effective promotion and execution of logistic strategic planning in the SA Army and to ensure the execution of SA Army logistical policy by means of the planning and co-ordination thereof for the SA Army, applicable Services and Divisions.

b. Functions of the Posti. The scanning and analyses of the internal and external

logistic environment to determine its impact on landward logistics to support the SA Army.

ii. The implementation and updating of the logistic strategic planning process (SD Process) in the D Army Log and the compilation and submission of the D Army Logs’ Level 2 Plan.

iii. The assistance of the other SA Army Formations wrt specific logistic planning requirements.

iv. The filing and updating of information required for logistic strategic planning in the SA Army (literature and electronic media).

v. The representation of the D Army Log on the following forums:(1) Military (corporate level) strategic planning

meetings/activities (SA Army Future Vision Workgroup).

(2) SA Army Planning Work Group.

vi. The directing, facilitating and co-ordinating of the prescribed logistical documentation management process for the composition and promulgation of instructions.

vii. The continuous liaison with other Formations within the SA Army and other Services and Divisions in connection with Logistic Strategy.

viii. The ensuring, (and where necessary facilitate) that the formulating, planning and controlling processes accommodate liaison with internal and external role players.

ix. The liaison with the SA Army Legal Services in connection with legal matters pertaining to the utilization of promulgated logistic documentation and instructions.

xi. The evaluation and interpretation of applicable regulations, policy directives and DOD orders in order to promote the integration of logistics ito the prescribed instructions.

xii. The ensuring that the management documentation issued within the SA Army is directional and instructional by nature in order to support the SA Army logistics community in the execution of force support planning and to promote integrated logistics management. The following is to be executed in this regard:

a. The compilation of the D Army Logs’ Objective feedback for CD Force Structure.

b. The compilation of the D Army Logs’ SA Army Future Vision objective feedback for CD Force Structure

c. The compilation and submission of the D Army Logs’ Quarterly - and Annual reports as required.

TASK ANALYSIS

8. Bearing in mind the aim and functions of the post:

a. List of key performance areas (CPA’s) applicable to the execution of the functions indicated below:

i. Environmental Analysis

(1) Counselling of internal and external resources, attending of workshops, conferences and the evaluation of the media for information.

(2) Co-ordinate and perform internal as well as external environmental scanning and analysis in close co-operation with the other Formations of the SA Army.

ii. Execution of the Strategic Management Process in the Directorate.

(1) Implement and update the Logistic Strategic Planning process to ensure that it is in support of the SA Army process.

(2) Co-ordinate the strategic planning process for logistics at SA Army level to ensure that the process conforms to stated policy.

(3) Assist the SA Army wrt specific logistic planning requirements.

iii. Management and Maintenance of a Strategic Planning Database.

(1) File, update and circulate literature received for strategic planning and environmental analyses with respect to logistics.

iv. Representation of Logistics at Applicable Forums .

(1) SA Army Strategic Planning meetings.

(2) Convene and co-ordinate the Logistic Strategic Planning Work Group Meetings.

b. The benefits of the outputs of each of these CPA’s are directed to:

i. The integration of logistics in the Strategic Management Process.

ii. The impact of the external and internal environment on the ability of logistics to support the SA Army.

iii. Consistency in the lay out and promulgation of logistic documentation.

c. List of main instructions which guide/authorize the execution of these CPA’s.

i. National Laws and Regulations (SA Army Regulatory Framework).

ii. Provincial and Municipal Ordinances.

iii. SANDF orders and instructions (DODI’s).

iv. SA Army orders and instructions (SAAO’s).

d. List aids/tools/equipment essential to carry out the CPA’s.

i. Computer station with laser and colour printer complete with appropriate software coupled to a LAN and SA Army WAN.

ii. Pentium high speed notebook with appropriate software.

iii. Box Lite/Int Focus” type presentation projector.

iv. Portable printer.

v. Effective environmental scanning mechanisms.

vi. Effective consultation and liaison mechanisms/forums.

COMPUTER LITERACY

7. I am fully computer literate on the following programs:

a. MS Word.

b. MS Presentations.

c. MS Excel.

d. MS Publisher.

e. MS Projects (Not totally literate).

8. I am prepared to learn any new program as required.

SIGNED(ROY M MARAIS) SSO LOGISTIC PLANNING: COLONEL

WORK THAT HAS BEEN COMPLETED BY COLONEL R.M. MARAIS FROM 2007 TO 2014 IN THE SA ARMY OVER AND ABOVE HIS NORMAL DUTIES AND RESPONSIBILITIES

Colonel Marais has served the Army Logistics fraternity on all possible levels with distinction for more than two and a half/three decades, in which period he has proved that he is an above average logistics practitioner with the ability to alter actual or potential problematic areas into desirable environments. His above average attitude to practice logistics separates him from others who only respond on demand of individual requests. Colonel Marais pro-actively perceives the high-level demand and acts accordingly to prevent demands escalating into problematic proportions. Colonel Marais was cited for his exemplary contribution and multi-effectiveness towards the logistical well-being and control of the South African Army as a whole and Army Headquarters in particular. He was the Senior Staff Officer Logistics Planning where he rendered sterling work for more than the past four years.

Colonel Marais ensured that he thoroughly equipped himself academically for his demanding task of logistics management on the highest levels. He attained the National Diploma in Purchasing Management as well as a Bachelors Technical degree (Procurement) in a relevant discipline, fully applicable to his job description. Those tertiary qualifications are supplementary to mandatory military courses he successfully completed.

One of his duties as senior staff officer in the Directorate Army Logistics is that Colonel Marais manages the budget of more than R 700 million and due to his meticulous control thereof nearly R140 million was added to his responsibility for the purchase of non-military vehicles for the South African Army. Being also a permanent member of the South African Army Short and Medium Term Technical Control Committee, he exercises strict control on the correct and timeous spending and accounting of these vast amounts. Being also responsible for the long and extreme long term planning up to the year 2035 for Army Landward Logistics, he ensures that all systems support each other. The result is a smooth, viable logistical outcome based on sound principles to support present and future demands with predictable recourses. To manage these comprehensive scenarios he maintains a meticulous auditable control system to the entire satisfaction of the Chief of the Army.

Colonel Marais is an officer who falls in the category of those who can; do. With his superior knowledge he was tasked to draft the new, Landward Logistics Strategy and Concepts to align with the South African Army Structure strategy. His vital inputs were not limited to sole use by the Army, because he also compiled the chapter on logistics for the extreme long term strategy for the Department of Defence up to the year 2035. His expertise was also noted in the re-writing of the chapter on sustainment for the South African Army Doctrine. He also proved that those who know; teach. His enthusiasm in sharing his knowledge is clearly visible in being an external lecturer at the National War College, Peace Mission Training Centre and the DOD School of Logistics, based not only on academic knowledge but definitely also on appropriate practical experience.

His further contribution to the tertiary education level is that Colonel Marais is active in the training of logistics officers by lecturing at the University of Pretoria on the subject of Integrated Logistics Management, where twenty officers are trained annually for the past three years. The total management of this aspect encompassing selection, enrolment, tutoring, examining and payment is the sole responsibility of Colonel Marais. The success lies in an oversupply of potential students. The outcome is so positive and successful that the South African National Defence Force and University of Pretoria envisages the prolonged continuation of the course while the military logistics fraternity benefits there from.

Colonel Marais excels in creating new systems or adapting outdated ones to support modern management systems. He was therefore the natural choice to guide the Army General Staff 4 investigation which will culminate in total viable restructuring of staff compartments on all levels. His and GS 8 (Finance) was the first of the twelve disciplines to be completed and accepted. He was also instrumental in the development and presentation of the course on the delegation of unit officers commanding for unit purchases of up to R100 000-00 per annum. The second of these Procurement Threshold courses is now being presented. Colonel Marais will, as a result of the proven success, present all future such courses as the trainer for the SA Army. His ability for creating management order, led to the former Directorate Ordnance Service Corps being re-established to oversee the total spectrum of the corps, from personnel development to doctrine (handed over to a new incumbent).

While the South African Army is the biggest and most senior of the four Services it is accommodated in a historic building, albeit surprisingly being the most neglected, outdated and unattractive of all the other Services. Due to the initiative and perseverance of Colonel Marais as the appointed Project officer the South African Army Headquarters’ entrance was not only modernised but designed to be complimenting to the existing historic buildings. This project was successfully completed during June 2010. The oldest wing of the headquarters, completed in 1897, fell into a near-total state of disrepair although still utilised as office accommodation. The newer wing which was completed in 1926 was in a slightly better but also neglected state, taking into account that it accommodated Chief of the Army and other General Officers. Colonel Marais planned, budgeted and was allocated R2.4 million and oversaw the emergency repair/restoration of these buildings to a facility conductive to higher productivity and to be proud of without sacrificing the appearance of the National Monument that it is. The total project will be a five years (5) one but the appearance enhancement of the past three years is already convincing that the whole environment will again reach its former glory of more than a century ago, especially in the case of the oldest wing. While restoring took place the reallocation of archives enabled that additional floor space for up to 100 members became viable. The restored appearance created pride among its occupants and enhanced esprit corps. The historic assembly hall was so neglected over the past years that it could not be used functionally. This entailed curtaining, wiring, seating, painting, carpentry, public addressing and tiling. Thanks to Col Marais’ never ending pursuit of restoring existing facilities, this building is now again frequently used. The prestigious quarters of the Chief of the SA Army in Cape Town which were formerly in the same state of disrepair and Colonel Marais was also instrumental to restore this building, also now in full commission. Much of the maintenance in all the above mentioned buildings was done as a case of emergency restoration to save the structures from total demise.

Chief of the Army, being the senior Chief of Services, had to cope with substandard office and other amenities; until Colonel Marais stepped in. The final result was a refurbished office for Chief of the Army, a private suitably appointed tea room for him and prestigious guests, dedicated cutlery and crockery suitably crested (which had to be manufactured) and befitting a Service Chief, and a modern, electronically equipped conference centre. The whole project cost was perfectly accounted for.

The access control of personnel and vehicles at Army Headquarters left much to be desired and was a perfect scenario for security breaches. Vehicles and electronic equipment were in actual fact stolen even during working hours. Personnel and vehicles are now electronically restricted to dedicated area of movement enhancing the security system, to a level it has never been. The outdated water fire extinguishers in Army Headquarters were all replaced with modern compact ones which do not require maintenance and do not cause water damage while extinguishing all possible categories of building fires.

To preserve the history of the historic Defence Terrain (surrounding Army Headquarters) and Army Headquarters in particular Colonel Marais commissioned a thorough historic research by a historic engineer and other architectural historian to document the importance of this whole area

for the important part it played during the Anglo-Boer War and First and Second World Wars. These vital areas of old Pretoria is actually unknown and might be forgotten were it not for the incentive of Col Marais. This project will culminate in the publication of a book during 2013 as well as a Digital Versatile Disk elucidating this interesting area.

Colonel Marais distinguished himself as an officer who experiences the military logistic environment not as an occupation of only procuring, storing and distribution of material but approaches it as a science to serve the country, defence force, service, corps and individual. His energetic approach towards enhancing the vital logistics function in all its facets to culminate in total support convincing piers and subordinates to relive the former motto of the Ordnance Service Corps namely sine Nobis Nihil; without us nothing!