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This paper aims to measure the effect of supply discrepancy reports (SDRs) on military aircraft readiness metrics, including aircraft availability, not mission capable supply (NMCS) hours, cannibalizations and mission-impaired capability awaiting parts (MICAP) hours.

Monthly SDR, NMCS, aircraft cannibalizations and MICAP data from 2009 to 2018 are analyzed using linear regression and independent samples t-tests to examine whether discrepant shipments negatively impact aircraft readiness.

Results of linear regression were significant in 4 of 12 analyses, suggesting that SDRs are a significant predictor of increased cannibalizations. Results of independent samples t-tests found MICAP hours were significantly higher on discrepant shipments compared to nondiscrepant shipments in all three analyses.

This research will increase awareness of the extent to which SDRs degrade aircraft readiness, and provide an opportunity for United States Department of Defense (DoD) supply chain leaders to take action to improve order fulfillment performance in their organizations.

Little research has been done investigating the impact of SDRs within the DoD, and to the best of the authors’ knowledge, no previous study has examined the effect of SDRs on military aircraft readiness metrics.

Organizations are confronted with problems and political risks to which they have to respond, presenting a need to develop tools and frames of understanding requisite to do so. In this article, we argue for the necessity of cultivating “political judgment” with a “sense of reality,” especially in the upper echelons of organizations. This article has two objectives: First to highlight how a number of recent interlinked developments within organizational analysis and practice have contributed to weakening judgment and its accompanying “sense of reality.” Second, to (re)introduce some canonical works that, although less in vogue recently, provide both a source of wisdom and frames of understanding that are key to tackling today’s problems. We begin by mapping the context in which the need for the cultivation of political judgment within organizations has arisen: (i) increasing proliferation of political risks and “wicked problems” to which it is expected that organizations adapt and respond; (ii) a wider historical and contemporary context in which the exercise of judgment has been undermined – a result of a combination of economics-inspired styles of theorizing and an associated obsession with metrics. We also explore the nature of “political judgment” and its accompanying “sense of reality” through the work of authors such as Philip Selznick, Max Weber, Chester Barnard, and Isaiah Berlin. We suggest that these authors have a weighty “sense of reality”; are antithetical to “high,” “abstract,” or “axiomatic” theorizing; and have a profound sense of the burden from exercising political judgment in difficult organizational circumstances.