Preparedness of Sri Lanka Army to face future demands of disaster response in Sri Lankan context

Abstract

Transportation is a vital function in the Sri Lanka Army, involving the movement and transfer of units, personnel, equipment, and supplies to support military operations. The Army’s vehicle fleet includes a significant number of vehicles acquired through various schemes, including Army-owned vehicles, captured vehicles, and hired (outsourced) vehicles. Outsourced vehicles form a considerable part of the Sri Lanka Army vehicle pool and consume a significant portion of annual budget allocations. This raises the question of whether these outsourced vehicles effectively meet the Army’s transportation needs. The literature review on the subject revealed a lack of systematic analysis regarding the effectiveness of outsourced vehicles in the Army’s vehicle pool, exposing an empirical gap in the field. Previous research has primarily examined a limited number of contributory factors, such as utilization rates and vehicle and driver performance. It was identified that factors such as cost efficiency, focus on core competencies, capacity and resource optimization, and operational flexibility could guide decisions on vehicle procurement and fleet management providing insights into the effectiveness of outsourced vehicles in the Army. Accordingly, this study was designed to assess the factors that directly impact the effectiveness of outsourced vehicles in the Sri Lanka Army. Motor Transport Officers (MTOs) serving at various levels in the Sri Lanka Army were identified as suitable respondents, as these officers routinely interact with hired vehicles. The total population consisted of 350 MTOs (u=350), from which a sample of 188 MTOs was selected (n=188) using a random sampling technique. Data were collected using a structured questionnaire with 40 Likert-scale questions, distributed virtually. The research employed a correlational design within a positivist philosophy, utilising a deductive approach on a cross-sectional time horizon. The findings revealed that cost efficiency (B = 0.106, p = 0.033) and the focus on core competencies (B = 0.966, p = 0.000) have a direct positive impact on the effectiveness of outsourced vehicles. This suggests that managing costs carefully and outsourcing non-core activities allow the Army to allocate resources better, enhance service delivery, and improve overall transportation performance. Conversely, capacity and resource optimisation (B = -0.131, p = 0.004) showed a negative relationship with vehicle effectiveness. This indicates that maintaining an oversized fleet can hinder operational performance, highlighting the importance of regularly assessing transportation needs and aligning fleet size to avoid inefficiencies. Similarly, while operational flexibility (B = -0.106, p = 0.058) is often valued, the study found that excessive flexibility may slightly reduce effectiveness by causing operational inconsistencies. The Army should, therefore, aim for a balanced approach—establishing structured frameworks that allow for adaptability without compromising reliability. These insights from this study can support better resource allocation, cost-effectiveness, and operational improvements in managing the Army’s vehicle pool.