At every level in the decision process for material development and operational planning, logistics needs to have a seat at the table and to be given the opportunity to be heard. As indicated in Chapter 6 , for the logistics community to be capable of effectively articulating its position, it must be given the analytical resources to carry out the appropriate logistics studies and to bring this information to the attention of decision makers who shape future force structures and plan future operations.
While it can be argued that Army transformation has been constant and ongoing for the past two decades, it is apparent that the change we have seen has truly only been evolutionary in nature for the sustainment community. In many cases, we have simply rearranged organizations and called it transformation. David A.
In Defense of the Theater Army
Anderson and Major Dale L. Now is the time to harness the initiative and break new ground with Army logistics transformation. We certainly are in a time when the choices we make with the resources available will be very difficult. However, placing the necessary changes in the Army sustainment warfighting function at the bottom of the priority list cannot continue, we must invest in the technologies and equipment that will finally allow us to realize revolutionary change and enable us to meet the challenges of the twenty-first century.
Senior Army leadership must create the environment and set the conditions for us to succeed… The logistics community must articulately state the case for ensuring the placement of the distribution function of sustainment at the top of the list of priorities when it comes to equipping our force in order to ensure we remain the best-equipped fighting force and finally realize a revolution in military affairs by achieving a revolution in military logistics. Powers, , pp.
Overall, there is no tool that allows the Army G-4 to see and track resources allocated to budgets and programs and their impact upon current readiness and future capabilities. Furthermore, the Army leadership responsible for logistics does not and cannot know all the work going on across the Army, and across DoD, that impacts Army logistics. This deprives the Army G-4 of the ability to impact and influence programs that have a logistics component, or even those programs that are explicitly devoted to logistics. It also prevents collaboration among programs and Services that could allow the fielding of logistics improvements more quickly and at less cost.
Logistic activities within the Army do not receive the attention necessary to ensure the effective sustainment of operational forces on the battlefield over the long term. Currently there is no management tool that allows the G-4 to track the resources allocated to logistics across the program evaluation groups.
A logistics-centric look at those programs that reduce the logistics burden and make the logistics system more efficient—across the science and technology, research and development, procurement, operations and maintenance, and procurement phases—would provide the G-4 the information to track all the resources being applied to making logistics more effective and efficient.
Army leadership should develop a logistics-centric resource management system or program that will allow senior Army leadership to ensure that adequate resources and priorities are given to logistics activities across the spectrum of Army activities, to include research and development, analytical and decision support, force structure, and operational planning.
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Logistics Education. In the Army education system, 21st century logistics operations and the challenges of Joint and combined logistics across a global area of operations are largely omitted from the curriculum of Army personnel not attending logistics-specific courses. When they are considered, they are focused on notional organizational structure as opposed to the higher-level issues that must be addressed and the trade-offs that must be made to accomplish the long-term materiel development goals and effective sustainment operations.
If the importance of logistics is to be appreciated and the complexity of logistics activities is to be understood across the military community, logistics education should not be confined to those in the logistics community. Service members attending military education programs, from the senior service college-level to the basic entry program, need to better understand the role of Joint logistics in the conduct of military operations, and their responsibilities for facilitating the execution of logistics activities.
It would be helpful to include logistics activities in training exercises and war games, such as at the National Training Center.
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Army commanders lack adequate training in how Army SOF are to obtain support for common items. The unique nature of Army support for SOF requires greater attention in the Army and SOF schoolhouses to ensure that all individuals involved with the support function understand their responsibilities and the opportunities that exist to facilitate the operations of both conventional and SOF forces.
Nor are the SOF commanders themselves adequately trained in coordinating with the Army to obtain support.
Attention must continue to be paid in the education system to the responsibilities of nonlogistics personnel who serve as contracting officer representatives for a wide variety of in-theater contracting activities in both SOF and non-SOF organizations. While improvements are taking place and.
The duplicative provision by both the Army and SOF of sustainment requirements for support of non-SOF-unique items results in additional logistics costs. The committee notes that the Naval Postgraduate School offers a graduate curriculum in operational logistics that addresses many of the issues raised in this section. Army personnel not directly engaged in logistics need better training and education about their roles in facilitating logistics support and driving logistics demand.
Including logistics activities in training and exercises and war games would be useful in this regard. The commander of Training and Doctrine Command should undertake a review of the logistics content of Professional Military Education across all levels to determine where insertion of logistics education would be appropriate.
Specific attention should be paid to courses that include individuals likely to be responsible for in-theater contracting activities and support for special operations forces SOF. Precommand courses should cover how Army Special Forces are employed and how their Service-common and SOF-unique needs are appropriately supported.
Consideration should also be given to the inclusion of logistics activities in war games and at the National Training Center. Conversely, the SOCOM courses should familiarize SOF personnel with the logistics and sustainment support organizations and associated capabilities that the Army can provide to them when they have been assigned to a Theater Special Operations Command. Establishing a program to teach SOF commanders about the Army supply system and processes and how to effectively integrate themselves into the Army logistics network while they are deployed in a Joint area of operations, may also be necessary.
The rapid growth and global competition in commercial markets for complex technological products, coupled with decreases in defense spending, are challenging the role DoD has played since World War II in determining the direction of product development, although DoD is still the principal sponsor of high-risk, innovative research at universities and federal laboratories. In their roles as consumers of technology, DoD and the Army must take full advantage of cooperative endeavors involving industry, academia, and the other services.
NRC, , p. This finding continues to be relevant and is clearly reflected in the research and technologies associated with logistics. The commercial logistics sector has grown immensely since and carries out many functions identical to those required of the military. Commercial efforts to improve vehicle and aircraft maintenance activities, increase reliability, and lower energy demands are objectives of both the manufacturers of end items and those who use them.
In addition to commercial research and. The Slingshot system appears to be an efficient, compact system for purifying large quantities of water. Coca Cola Company, There is a tremendous amount of work that the Army might be able to take advantage of. Joint, interagency, intergovernmental, multinational, nongovernmental, and commercial activities remained heavily involved in material development and technology innovation in areas directly relevant to logistics operations and sustainment goals.
Continuous monitoring of the efforts of entities outside the Army and collaborations with them offer opportunities for reducing military expenditures for needed technologies and for the early acquisition of systems that have been proven in the private sector. The Army should avoid duplication of efforts under way in other sectors wherever possible. Army Combined Arms Support Command. The Path to Distribution White Paper, March. Fort Lee, Va. Coca Cola Company TM. Press release. September DA Department of the Army.
Theater Support Command. FM Washington, D. Theater Army Operations.
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DoD Department of Defense. Joint Concept for Logistics. August 6. Joint Logistics White Paper. June 4. Powers, K.
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Stevenson, M. Army Sustainment 43 2 : The mission of the United States Army is to fight and win our nation's wars by providing prompt, sustained land dominance across the full range of military operations and spectrum of conflict in support of combatant commanders. Accomplishing this mission rests on the ability of the Army to equip and move its forces to the battle and sustain them while they are engaged. Logistics provides the backbone for Army combat operations. Without fuel, ammunition, rations, and other supplies, the Army would grind to a halt.
While aircraft can move large amounts of supplies, the vast majority must be carried on ocean going vessels and unloaded at ports that may be at a great distance from the battlefield. As the wars in Afghanistan and Iraq have shown, the costs of convoying vast quantities of supplies is tallied not only in economic terms but also in terms of lives lost in the movement of the materiel. As the ability of potential enemies to interdict movement to the battlefield and interdict movements in the battlespace increases, the challenge of logistics grows even larger.
No matter how the nature of battle develops, logistics will remain a key factor. Force Multiplying Technologies for Logistics Support to Military Operations explores Army logistics in a global, complex environment that includes the increasing use of antiaccess and area-denial tactics and technologies by potential adversaries. This report describes new technologies and systems that would reduce the demand for logistics and meet the demand at the point of need, make maintenance more efficient, improve inter- and intratheater mobility, and improve near-real-time, in-transit visibility.
Force Multiplying Technologies also explores options for the Army to operate with the other services and improve its support of Special Operations Forces. This report provides a logistics-centric research and development investment strategy and illustrative examples of how improved logistics could look in the future.
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