Political reflection and formation of a new institutional environment

Dealing with complex economic, social and political challenges of our time requires the most competent people. The process of identifying political parties with their top leaders is not a phenomenon inherent in our political situation, but a widely accepted concept of concentration of power and strengthening the leadership influence in all societies. The overall objective of the paper is to point to the importance of implementation of reform commitments in terms of sustainable development of the Republic of Serbia based on practical and theoretical experiences, as well as a critical examination of the institutional behaviour of the current political elite in shaping the institutional environment, implementing reform commitments and eliminating political dichotomy in passive behaviour of one part of the institutional decision-makers in accordance with the efforts and activities of the current Prime Minister to protect national and strategic interests of the Republic of Serbia. Thus, some of the key factors for success of reforms will be analysed in this paper, as well as the type of correlation of reflection of political decisions with sustainable economic development and equitable social distribution

ILEUS CAUSED BY CARCINOID TUMOR OF SMALL INTESTINE - A CASE REPORT

Carcinoids (argentoffinoma) are the tumors of enterochromatic cells which can appear anywhere in the gastrointestinal tract. They belong to the group of neuroendocrine tumors (NET). The term was introduced by Obendorfer in 1907. Case report. M.Z., 70-year-old patient had the first signs of the illness (diffuse abdominal pain accompanied by bloating and constipation) a month before he was hospitalized at the Surgical Ward of the Military Hospital in Niš. He was examined at the Gastrointestinal Ward of the Department of Internal Diseases and released to have home care because of the improved overall status. A month later he was hospitalized again at the same department because of strong subocclusive complaints, throwing up and lack of winds and defecation. As ileus was diagnosed, the patient was moved to the Surgical Ward where he underwent laparatomy. The conglomerate of small intestine covered with small whitish tumorous changes was detected. The small intestine was resected and send to pathohistological verification which revealed a carcinoid tumor. Carcinoid is a rare type of tumour of the digestive tract and it usually is detected accidently during surgeries such as appendectomy, etc. Since health care centres in Serbia lack technical equipment, when detected, the disaese has already advanced and survival period is short

Community policing implementation in the Republic of Serbia: A view from the managers's perspective

Activities aimed at bringing the police closer to the local community and promoting the building of partnerships and common solutions to security problems are referred to as community policing. In the Republic of Serbia, community policing implementation formally started in 2003 through the 'Community Policing' project. After the initial period of implementation, community policing principles were expected to become part of the organizational culture of police organization and a distinctive feature of everyday police practice. Based upon research results presented in this paper, the authors sought to determine to what extent the concept of community policing came to fruition in Serbian police practice and how it works today. The research was directed towards the middle management of the Serbian police, where the sample included all regional police departments in Serbia. The paper concluded that at the time this research was conducted, community policing was not sufficiently implemented in the Serbian police practice, that reactive work still dominated over prevention and proactive work, the organizational structure did not allow greater representation of CP activities, there was a need for additional training of police officers and the legislation which could facilitate partnership between the police and the community was missing

Performance Assessment of Wood Ash and Bone Char for Manganese Treatment in Acid Mine Drainage

Developing efficient methods for Mn separation is the most challenging in exploring innovative and sustainable acid mine drainage (AMD) treatments. The availability and capacity of certain waste materials for Mn removal warrant further exploration of their performance regarding the effect of process factors. This study addressed the influence of AMD chemistry (initial pH and concentrations of Mn, sulfate, and Fe), the solid/solution ratio, and the contact time on Mn separation by wood ash (WA) and bone char (BC). At an equivalent dose, WA displayed higher neutralization and Mn removal capacity over the initial pH range of 2.5–6.0 due to lime, dicalcium silicate, and fairchildite dissolution. On the other hand, at optimal doses, Mn separation by BC was faster, it was less affected by coexisting sulfate and Fe(II) species, and the carbonated hydroxyapatite structure of BC remained preserved. Efficient removal of Mn was feasible only at final pH values ≥ 9.0 in all systems with WA and at pH 6.0–6.4 using BC. These conclusions were confirmed by treating actual AMD with variable doses of both materials. The water-leaching potential of toxic elements from the AMD/BC treatment residue complied with the limits for inert waste. In contrast, the residue of AMD/WA treatment leached non-toxic quantities of Cr and substantial amounts of Al due to high residual alkalinity. To minimize the amount of secondary waste generated by BC application, its use emerges particularly beneficial after AMD neutralization in the finishing step intended for Mn removal

Community policing implementation in the Republic of Serbia: A view from the managers's perspective

Activities aimed at bringing the police closer to the local community and promoting the building of partnerships and common solutions to security problems are referred to as community policing. In the Republic of Serbia, community policing implementation formally started in 2003 through the 'Community Policing' project. After the initial period of implementation, community policing principles were expected to become part of the organizational culture of police organization and a distinctive feature of everyday police practice. Based upon research results presented in this paper, the authors sought to determine to what extent the concept of community policing came to fruition in Serbian police practice and how it works today. The research was directed towards the middle management of the Serbian police, where the sample included all regional police departments in Serbia. The paper concluded that at the time this research was conducted, community policing was not sufficiently implemented in the Serbian police practice, that reactive work still dominated over prevention and proactive work, the organizational structure did not allow greater representation of CP activities, there was a need for additional training of police officers and the legislation which could facilitate partnership between the police and the community was missing

Adjustment to the inevitable: Support for reform commitments

Successful way of solving the inherited problems is not only a challenge for the current decision-makers, but also the main precondition for stable functioning and sustainable development of the Republic of Serbia. Serbia has no more time for further institutional experimentation. Failures of laissez-faire politics and misconceptions of its creators have resulted in widespread poverty, the loss of national identity, and the position of a distant fringe of Europe. Therefore the current leaders are expected not to repeat the errors of their predecessors. The paper aims to provide support for the creators of the launched reform processes in order to change the socio-economic environment of the Republic of Serbia and finally exit the difficult economic and social situation. Contemporary experiences unmistakably point to the antagonistic contradictions of globalized development through the imposed political and economic mechanisms of 'the world centers of power'. Thus the ruling establishment of the Republic of Serbia is facing further 'reform challenges'. There is no 'magic wand' to solve 'overnight' the inherited and extremely difficult and complex economic and social problems. This 'night' will last much longer

Plasma Concentrations of Rosmarinic Acid in Patients on Antiretroviral Therapy: In Silico Exploration Based on Clinical Data

Rosmarinic acid (RA) is a phenolic compound with antiviral properties, often encountered in dietary supplements and herbal drugs. Data on the pharmacokinetics of RA are lacking in cases of the chronic use of supplements containing this compound, and only limited data on the metabolism and distribution of RA are available. The aim of the study was to investigate the plasma levels of RA after 12 weeks of use and determine potential interactions of RA and selected antiretroviral drugs. Patients infected with human immunodeficiency virus took a supplement containing RA for 12 weeks, after which the RA concentrations in the plasma samples were analyzed. A detailed in silico analysis was conducted in order to elucidate the potential interactions between RA and the drugs efavirenz, darunavir and raltegravir. It was found that RA can be detected in patients’ plasma samples, mainly in the form of sulphoglucuronide. The potential interactions are suggested on the level of liver metabolizing enzymes and efflux P-glycoprotein, with RA competing with antiretroviral drugs as a substrate in metabolism and distribution systems. The present study suggests that the simultaneous use of RA and antiretroviral therapy (containing efavirenz, darunavir or raltegravir) may affect the plasma levels of RA after prolonged supplementation

Security engineering: Phisical security measures for high-risk personnel

The design of physical security measures is a specialized technical area that does not fall in the normal skill record and resume of commanders, architects, engineers, and project managers. This document provides guidance to those parties tasked with implementing existing and emerging physical protection system requirements: -    Creation of a single-source reference for the design and construction of physical security measures for high-risk personnel (HRP). -    Promulgation of multi-service standard recommendations and considerations. -    Potential increase of productivity of HRP and reduced temporary housing costs through clarification of considerations, guidance on planning, and provision of design solutions. -    Reduction of facility project costs. -    Better performance of modernized facilities, in terms of force protection, than original facilities. Throughout this process you must ensure: confidentiality, appropriate Public Relations, sustainability, compliance with all industrial guidelines and legal and regulatory requirement, constant review and revision to accommodate new circumstances or threats. Introduction Physical security is an extremely broad topic. It encompasses access control devices such as smart cards, air filtration and fireproofing. It is also heavily reliant on infrastructure. This means that many of the ideal physical security measures may not be economically or physically feasible for existing sites. Many businesses do not have the option of building their own facility from the ground up; thus physical security often must be integrated into an existing structure. This limits the overall set of security measures that can be installed. There is an aspect of physical security that is often overlooked; the humans that interact with it. Humans commit crime for a number of reasons. The document focuses on two building types: the HRP office and the HRP residence. HRP are personnel who are likely to be terrorist or criminal targets based on their grade, assignment, symbolic value, criticality, and threat and vulnerability assessment. Levels of protection The recommendations contained in this criterion are intended to minimize the possibility of HRP casualties in buildings or portions of buildings in which they work and live. These recommendations provide appropriate and implementable measures to establish a level of protection against terrorist attacks where no known threat of terrorist activity currently exists. While complete protection against all potential threats is cost prohibitive, the intent of these recommendations can be achieved through prudent master planning, real estate acquisition, and design and construction practices. Tag number The tag number at the beginning of each physical security measure (recommendation) is unique and is intended to be a communication aid when linking the requirement (recommendation) to the supporting text or commentary. The three-character tag number uses the following legend. Tag Number First Character -The first character is an abbreviation for the defense zone layer that is most applicable for the countermeasure. “S” is used to represent site or external zone issues. “P” is used to represent the perimeter zone. “G” is used to represent issues relative to the property grounds. “E” is used to represent issues associated with the building exterior of the HRP office or residence. “I” is used to represent issues associated with the building interior. “H” is used to represent issues associated with the safe room or safe haven. Tag Number Second Character - The second character is a sequential number for countermeasures in a given zone - a requirement or a recommendation. This number ensures a unique tag number. Tag Number Third Character- The third character indicates whether the countermeasure is applicable to offices, residences, or both (common). “O” indicates a requirement or recommendation unique to offices. “R” represents a requirement or recommendation to residences. “C” represents a common requirement or recommendation applicable to offices and residences. Alternate and equivalent means or methods While listed physical security measures may be very specific, the intent is to achieve a certain level of protection for the HRP. If a requirement can be met by alternate and equivalent means or methods, then that variance should be accepted when proven to provide the equivalent level of protection. Common recommendations The recommendations in this section apply to both HRP offices and residences - S-1C: Final Approach Routes, S-2C: HRP Vehicle Parking, S-3C: Response Forces, S-4C: DoD Compound, P-1C: Subterranean Openings, E-1C: Number of Levels, E-2C: Window Locks, E-3C: Minimize Number of Exterior Doors, E-4C: Exterior Door Material, E-5C: Door Swing, E-6C: Exterior Door Hinges, E-7C: Exterior Door Jambs, I-1C: Skylights, I-2C: Furniture Layout, H-1C: Safe Room/Haven. Office recommendations In addition to the common recommendations for HRP buildings, the following additional physical protection measures are recommended for HRP offices - S-5O: Minimum Standards, I-3O: Internal Controlled Access Area, I-4O: Primary Access Door, I-5O: Other Access Doors, I-6O: HRP Office Door Frame Construction, I-7O: Office Construction, I-8O: CCTV. Residence recommendations In addition to the common recommendations for both HRP buildings, additional physical protection measures are recommended for HRP residences. Many of the recommendations are based on the assumption that the HRP residence is not located on a military installation- S-6R: Neighborhood, S-7R: Building Appearance, S-8R: Commute Route, S-9R: Emergency Services, S-10R: Crime Area, S-11R: Vehicular Approaches, P-2R: Perimeter Boundary, P-3R: Egress Route Viewing, P-4R: Vehicle Access Points, P-5R: Perimeter CCTV, P-6R: Perimeter IDS, G-1R: Standoff Distance, G-2R: Vantage Points, G-3R: HRP POV Parking, G-4R: Security Lighting: Provide security lighting around the residential exterior, G-5R: Unobstructed Space, G-6R: Access Control Point, G-7R: Visitor Parking, E-8R: Exterior Door Locks, E-9R: Windows, E-10R: Under-building Access Control, E-11R: Roof Access, E-12R: Residential Mailbox Guidelines, E-13R: Trash Receptacles, I-9R: Fire Protection System, I-10R: Intrusion Detection System (IDS).   Conclusion The challenge is twofold. The first challenge is to reach an agreement that something needs to be done. This involves altering mindsets, building consensus and getting senior management support. The second challenge is in developing and implementing an effective and tailor-made integrated physical security plan. This plan consists of three mutually supporting elements – physical security measures, operational procedures and policies. Physical security covers all the devices, technologies and specialist materials for perimeter, external and internal protection. This covers everything from sensors and closed-circuit television to barriers, lighting and access controls for HRP offices and residences. The following crucial elements must be taken into account – deterrence, detection, delay and response and then recovery and re-assessment. All are mitigation measures. These are the foundations on which any integrated physical security plan must be built.</p

Contribution to the improvement of management in defense logistics

<p class="24Tekstrezimeanaengleskom">Introduction<br /> <br /></p> <p class="24Tekstrezimeanaengleskom">Changes in social environment require adequate answers of all organizational systems, including defense systems and their logistic systems. Improvement of management in defense logistics involves good knowledge of management theory and practice, knowledge of the impact of ownership and market on management, knowledge of public and other macroeconomic sectors functioning, broader opening towards environment and the exchange of knowledge, information and lessons learned with international environment. The paper presents theoretical and practical knowledge that is prerequisite for improving the management of defense and the management of defense logistic systems.</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Definition and the essence of management</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Regarding its complexity and a lack of a comprehensive definition, the concept of management is nowadays considered in three ways: as a skill, as social categories - structure of management, as well as a theory - a scientific discipline.</p> <p class="24Tekstrezimeanaengleskom">When we aanalyze the phenomenon of management, with respect to the historical aspect of its development, there is a necessity to distinguish between management as a scientific discipline and management practice.</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Relation between organizational science and management <br /> <br /></p> <p class="24Tekstrezimeanaengleskom">In theory and practice, management is associated with the achievements of many other scientific fields. One of the areas closest to management is organizational science. Today, in the management theory and organization theory, the prevailing attitudes state that these two areas are non-separable and that they are focused on the explaination of the same phenomenon, with the same desire to improve effectivity and development of different purpose systems. There is no clear boundary between organizational science and management, both from theoretical and practical aspects.</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Achievements and shortcomings of organizational schools</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">As a result of solving problems in real systems, a number of opinions and different organizational schools has developed in practice over time. The dominant schools were empirical, qualitative and quantitative approaches.<br /> Without intending to diminish the importance of particular approaches or to favor some of them, the paper briefly shows their characteristics. Current trends indicate that organizational schools will develop in two seemingly opposite, but in fact quite consistent approaches: one that will be more interested in people and the other that will be more interested in numbers (psychological and analytical approach).</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Management processes and levels</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Most of the management theorists emphasize its four functions: planning, organizing, leading and controlling. At the same time, they all observe the management depending on the problems which have to be solved and the appropriate decisions which have to be made. In this sense, the most frequently differentiated are two basic levels of management: strategic and operational.</p> <p class="24Tekstrezimeanaengleskom">Operational management maintains the existing system’s cohesion, technological discipline and relations stability among the elements of the system and prevents undue breaking of existing economic and technological entities in the system.</p> <p class="24Tekstrezimeanaengleskom">Strategic management is a combination of internal and external orientation and the use of social power in the decision-making process. It has the key influence on those actions that have strategic importance for the organization.</p> <p class="24Tekstrezimeanaengleskom">Strategic and operational management are not strictly separated. Their main and common task is to continually adjust and associate activities and functioning of all functions and elements in the system into a single unit, aimed at performing the tasks necessary for survival and development of a wider system.<br /> <br /></p> <p class="24Tekstrezimeanaengleskom">Ownership forms and management</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Power and menagemet instruments have always been in the hands of shareholders. The development of economy and social life in general resulted in delegating management authority and responsibility from shareholders to professional managers. In these conditions, ownership retained the power and control instruments at the highest level. The specific form of relations of ownership and management can be found in the so-called public sector as an institutional system of state economic engagement.</p> <p class="24Tekstrezimeanaengleskom">Stronger organizational democracy and managers and employees participation are  moving in two directions: greater participation in the ownership and greater participation in decision making. This implies closer and partly equalized interests between important internal stakeholders (owners, managers, employees).</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Development of management in public sector</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">The way in which public administration performs its duties (so-called administrative work) has always been a matter of dispute and the desire for reform. Poor quality of communication between users (citizens) and the administrative system has resulted in distrust, on the one hand, and bureaucratization on the other hand. Due to decentralization of political systems, government subjects at various levels of hierarchy have relationships closer to partnership than to subordination. Partnerships require a redistribution of responsibilities, obligations, and funds and other resources among all stakeholders in the management of the affairs of general - common importance. Hence, the term public administration replaced the term government administration, indicating a wider range of entities involved in policy making and implementation of activities.</p> <p class="24Tekstrezimeanaengleskom">Traditional administrative approach (Public Administration), assuming the concept of elite democracy, relies on three institutional social categories: the party system, the political leadership and the bureaucracy. Accordingly, the authorities can successfully respond to numerous demands and expectations of citizens only by a standardized and administrative approach, particularly in areas such as education, health, economic and monetary system, defense and others.</p> <p class="24Tekstrezimeanaengleskom">In accordance with its own peculiarities and historical heritage, every country and every society has approached changes in this domain in different ways, but most of these reforms may include the term New Public Management. The societies that have gone deeply in change seek to improve the New Public Management concept by accepting the principle of Public Value ​​Management.</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Management in the defense system</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Regarding the public sector width, appropriate management models are different  from segment to segment. One of the most specific segments of public sector is the defense system. Regardless of awareness of management in the defense system of the necessity of increasing the effectiveness and efficiency in management, there are numerous risks that may prevent achievement of these goals.</p> <p class="24Tekstrezimeanaengleskom">Certain specifics in terms of organizational complexity of military systems, in the sense of freedom and autonomy in decision making, human resource management, way of functioning, etc., make defense management,, in some areas, considerably more complex than this is the case with civil organization systems. If mechanisms established to regulate the system have a demotivating character, the consequences can be very negative.</p> <p class="24Tekstrezimeanaengleskom">Generally, there are two categories of managers in defense systems: general managers and professional managers. A large problem in the management of defense systems is transparency and measurability of results. Accordingly, management reforms in the defense must be directed to the state (the relevant Ministry) which seeks to achieve the set goals in specific areas, and to service users (citizens) who also want high quality of this public service.</p> <p class="24Tekstrezimeanaengleskom">The characteristics and the results of the management in defense system logistics are direct indicators and a prism through which the management of the overall system can be viewed and its performance evaluated.</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Improving the management of defense logistics</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Given the global economic situation, many states are trying to achieve the desired efficiency and effectiveness by improving management in the defense, especially in its logistics, through greater synergy in action, with the least consumption of resources while maintaining or even expanding the system capability („Smart defense” concept, „Pool and share” concept, organizational changes in the field of logistics - the set up Joint Logistic Support Groups, etc.). Understanding and implementing these reforms require a special attitude towards the environment and circumstances in which management decisions are made. Logistical and „nonlogistical” management in the defense needs a broader approach to problems, which will provide them consideration of all the consequences that their decisions can have, not only in the defense, but to all stakeholders, especially end-users of services of the defense system - a society or citizens (civilians and citizens in uniform).</p> <p class="24Tekstrezimeanaengleskom">Management in the defense system often focuses only on one aspect of the final desired state while ignoring its other aspects or impacts on the wider system, the social environment or the state. In fact, it often tends to minimize the costs of defense, regardless of the implications that arise in the field of defense capabilities and levels of security, particularly „in the long run”.</p> <p class="24Tekstrezimeanaengleskom">Some of the basic principles of good governance in the defense logistics would be: legality, transparency, responsibility, discipline, cooperation and partnership, continuous improvement and others.</p> <p class="24Tekstrezimeanaengleskom">As a part of planned and organized work to improve management in defense logistics (analogy applies to the defense system as a whole), special attention should be focused on creating a concept that promotes proper selection, choice, education, training, motivation and development of managers among the most competent, the most educated and the most experienced personnel.</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Conclusion</p> <p class="24Tekstrezimeanaengleskom"> </p> <p class="24Tekstrezimeanaengleskom">Changes in governance in the public sector, more or less, affect all its segments. Given that the budget allocation for defense is rather high and the defense logistics operations are substantial portion of these funds, changes in management are inevitable in this field.</p> <p class="24Tekstrezimeanaengleskom">Specific defense activities bring specifics in management, but basic assumptions and requirements from management are the same as in all other areas of public services. The effectiveness, efficiency of subsystems and the defense system as a whole, the broad participation of all stakeholders, measurable results, greater transparency, etc, and even the creation of final values and performances, are the management ideals in the domain of defense.</p> <p class="24Tekstrezimeanaengleskom">The role of management is reflected in the creation of conditions for pooling and sharing resources and overall capabilities, in defining the focus, priorities and gradation in proper coordination so as to achieve coordinated and homogeneous actions. Contemporary managers in the field of defense must understand the areas of financial management, human resource management, project management, crisis management, etc,, and must have the knowledge and skills of decision making, conflict solving, communication and public relations and public choice in general.</p> <p class="24Tekstrezimeanaengleskom">The essence of the reforms undertaken in defense logistics is to increase responsibility towards the government (the relevant Ministry) which seeks to achieve the defense objectives, and, on the other hand, to increase responsibility towards logistic product and service users (consumers) who wish to obtain public service and high quality products.</p> <p class="24Tekstrezimeanaengleskom">The complexity of managerial work and the dynamic changes in the logistic system environment require a new approach to selecting, education, training and career development of managers, constantly keeping up with scientific advances and practical experience in management and constant work on acquiring new knowledge and mastery of management methods, techniques and skills.</p><p class="24Tekstrezimeanaengleskom"> </p

Experimental closure of gunshot wounds by fibrin glue with antibiotics in pigs

Background/Aim. Gunshot wounds caused by the automatic rifle M70AB2 (AK-47) 7.62 mm, after the primary surgical management, were closed with delayed primary suture during the next four to seven days. This period coincides with the fibroblastic phase of wound healing. Fibrin glue is used as a local hemostatic and as a matrix for the local dosed release of antibiotics. Antibiotics addition to fibrin glue resulted in continuous diffusion into the surrounding next 4 to 7 days. The aim of this study was to create the preconditions for gunshot wounds closing without complications by the application of fibrin glue with antibiotics 24 h after primary surgical treatment. Methods. A total of 14 pigs were wounded in the gluteofemoral region by the bullet M67, initial velocity of 720 m/s. All wounded animals were surgically treated according to the principles of the warsurgery doctrine. Seven wounds were closed with primary delayed suture four days after the primary surgical treatment (traditional approach). Fibrin glue with antibiotics was introduced in seven wounds during the primary surgical treatment and primary delayed suture was done after 24 h. The macroscopic appearance and the clinical assessment of the wound were done during the primary surgical treatment and during its revision after 24 h, as well as histopathological findings at the days 4 and 7 after wounding. Results. Gunshot wounds caused by the automatic rifle M70AB2 (AK-47) 7.62 mm, and treated with fibrin glue with antibiotics after primary surgical management, were closed with primary delayed suture after 24 h. In further wound evolution there were no complications. Conclusion. Uncomplicated soft-tissue wounds caused by an automatic M70AB2 rifle may be closed primarily with delayed suture without the risk of developing complications if on revision, 24 h after primary surgery, there were no present necrotic tissues, hematoma, and any signs of infection when fibrin glue with antibiotics (ceftriaxone and clindamycin) was applied. The use of this method should be limited to individual and strictly controlled cases in civil practice for now