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1/53

T H EARMY'SOPERATIONAL LOGISTICSDOCTRI NE

FO R

T H E TWENTY-FIRSTC E N T U R Y

A

M O N O G R A P H

BY

Major

Kent

S.Marquardt

Quartermaster

NSESTCLAVIS

VICTOR^

School

ofAdvancedMilitary

Studies

UnitedStates

Army

Command

andGeneralStaff

College

FortLeavenworth,Kansas

Second

Term

AY

98-99

Approved

fo r

Public

Release

Distribution is

Unlimited

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2 1


2/53

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UNCLASSIFIED

1 9.

SECURITYCLASSIFICATION

O F ABSTRACT

UNCLASSIFIED

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P A G E S

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3/53

SCHOOL OF

ADVANCEDMILITARY

STUDIES

MONOGRAPHAPPROVAL

MajorKentS.Marquardt

Titleof

Monograph:he

Army sOperational

LogisticsDoctrinefor the

Twenty-First

Century

Approvedby:

LTC

Telemachus

C.

Halkias M.S.

Monograph

Director

LTCRobinP.

Swan

MMAS

Director

School

of

Advanced

Military

Studies

fdluMp

y.

/orywL*

Philip

J.

Brookes Ph.D.

Director

GraduateDegree

Program

Accepted

this

27th

Day ofMay

1999


4/53

ABSTRACT

Th eArmy's

Operational

LogisticsDoctrine

For

Th e

Twenty-FirstCentury,

MajorKent S .

Marquardt,

USA,

42 Pages.

Currently,

there

is

no

Army

operational

level

logistics

doctrine.

ince

Army

logistics

has

responsibility

for

prompt

andsustainedsupport,operational

logisticsdoctrine

should

be

applicable

to

all

areas

thatfall

under

th e

Army's

responsibility

to

provide

logistics

support

foritself,otherservices,allies,andagencies.

Army

operational logisticsdoctrine

should

link

th e

foxhole

to

th e

industrial

base

and

encompass

th e

ability

toanticipate

and

improvise

baseduponth e

situation.

Th e

methodology

of

this

paper

considers

several

things.irst, it

defines

th e

different

levels

ofwarand

logistics

as

specified

in

jointdoctrine.Next, it

shows

how doctrine

is

derived

andhow

th e

manuals

present

doc trine.hird,

itcompares

fundamental logistics

precepts

presented

in

current

Army

manuals

and

Joint

Publications.

inally,

current

logistics

doctrine

is

evaluatedagainstcriteriaestablishedinTRADOC

Pam 525-5,

Force

X XI

Operations:

A

Conceptforthe Evolution

of

Full

Dimensional

Operationsfor

th e

Strategic

Army

ofth e

Early

Twenty-First

Century

in

order

to

discern

th e

best

Army

logistics

doctrine

atth e

operational

level.he

following questionsare

answered:

1 What

isoperational logistics?

2 )What

are

th e

levels

ofwar,

asthey apply

to

Army

logistics?

3)

What

is

doctrine

andhow does itfit

into

theArmy'soperational

context?

4 )Whatguidesth e

contents

ofArmymanuals?

5 )

How

do

these

manuals

fit into

th e

structure

of

logistics

doctrine?

6)

Whatisth e

differencebetweenlogistics

doctrine

in

joint

andArmymanuals?

7)

H ow

does

this

doctrine

compare

against

evaluation

criteria

established

by

Training

an d

Doctrine Command(TRADO C)?

8)

What

should be

th e

operational logistics

doctrinefor

the

Army?

9 )

Inwhatmanualshouldthis

operational

logistics

doctrinereside?

Th e

intent

of thispaperis

to

fill

avoid

that

existsbetweenJoint

and

Army

logistics

doctrine.

t

comparesJointand

Army

doctrineandprovidesarecommendationfor

change

thatwillsupporttheArmy

as

a

whole.ince itsupports the

Army

as

a

whole, it

is

consistent

with

th e

linkage

between

Army

tactical

doctrine,

th e

National

Security

Strategy(NSS) ,National

Military

Strategy

(NMS),

and Joint

doctrine.inally,thispaper

recommendswhichpublication shouldcontainArmyoperational

logistics doctrineand

th e

basic

contents

of

Army

logistics

doctrine

at

th e

operational

level.


5/53

C O N T E N T S

C H A P T E RI:N T R O D U C T I O N

C H A P T E RH :H EL E V E L S

O F

L O G I S T I C S

C H A P T E R H I:

H E

M A N U A L S

Section1 .

ntroduction

Section

2.

ublications

Section3.onclusion

C H A P T E R IV :

OGIS TICS

D O C T R I N E

Section

1 .

ackground

Section2.

ocus

Section3.

ogisticsCharacteristics(FM100-5)

Section

4.

actical

Logistics

Functions

(F M

100 -5 )

Section

5.

rinciplesOfLogistics(JP

4.0 )

Section

6.

ogistic

SupportRequirements

Functional

Areas(JP4.0 )

Section7.

omparative

Analysis

Functional

Areas

Principles

ofLogistics

Section

8 .

itle

Section

9.

onclusion

C H A P T E R

V:

O N C L U S I O N

Section

1 .

Recommendations

E N D N O T E S

BD3LIOGR A P H Y


6/53

C H A P T E R

I:

INTRODUCTION

'Whetherwe look

at

Roman

legions

or

Star

Trek, there

willalwaysbe

logistics.

While mostof

us

sharethisphilosophy, th e

challenge

ishow to

continue

giving

soldiers therightequipment,

munitions

andsupplieswhen

andwheretheyneedthem.

G EN

Johnnie

E.

Wilson

Commander,US

ArmyMateriel

Command

Army

Magazine,

February1999

1

N o

one

deniesthatth e

securityenvironment

facingth eArmy

is

unpredictable.

For

th e

first

time

inth ehistoryofourcountry,we

haveno

near-peermilitarycompetitor.

This

situationmakesfor widespreadambiguityanduncertainty.t is

further

exacerbated

by

th e

changing

world

environment.

ast,

th e

growth

of

communications

abilities

add

a

newdimensiontoth epossibilities

of futureArmyrequirementsand

capabilities.

he

Army

must

beable

to

respond

to

these

requirements

across

a

wide

spectrum

of

possibilities.

his

spectrumruns

frompeacetime

engagement

operations

and

Military

OperationsOther ThanWar

( M T O O W )

to

asymmetric

threats, suchas

terrorism,

ortwo

near-simultaneous

Major

TheaterWars

(MTW).

Title

1 0

United

States

Code

(USC)

guides

th e

Army'sresponsibilitiestoth e

nation.itle

1 0

establishesthe

requirementthatth eArmy be organized,

trained, and

equipped

primarily

for

prompt

andsustained

combat

incident

to

operationson

land.

2

n


7/53

supportofthis

mandate,

th e

Army

must

be

ableto

operate

in

a

joint,

combined,

and

interagency

environment.

Additionally,

sinceth eArmyisrequiredtoconductboth

immediateand

sustained

land

combat,

there

are certain

capabilities

thatonly

the

Army

can

provide. therservices,

allies,governmental

and

non-governmentalagencies

will

require

Army

supportwhich

will

be

dependent

ontheparticularsituation.n

order

for

th eArmyto

support

these

myriadof situations, its

logistics

doctrinemustthereforebe

flexible

and

comprehensive.

Th e

Army's logistics

doctrine

developed

for

th e

twenty-first

centuryneeds

to

be

definite

and

explicit.

Doctrine

dictatestraining,organization,

andequipment

procurementso

it

should

be

applicableto

everyconceivablesituation.ogisticsdoctrine

must

be

authoritative

bu t

require

responsiveness

and

judgment

in

application.

urrently,

th ekey

componentsofth e

Army's

logistics

doctrine

are

contained

in

four

docum ents:

*

M

100-5,Operations

*

M

100-7,

Decisive

Force

*

M

100-10,Combat

Service

Support

*

M

100-16,

Army

Operational

Support

Th e

logistics

doctrine

contained

inthese

manuals

is

written

forth e

combat

commander

and

logistician.

Joint

andcombined logisticsdoctrine iscontainedinJointPublication

(JP)

4.0,

Lotties.

h is

doctrine

is

useful,

but

doesnot

specifically

address

th e

Army's

mission

ofprompt

an d

sustained

land

combat.here

isa

void.

Armydoctrinefor

supporting


8/53

such

combatabove

th e

tactical

leveldoesnotexist.

his

paperwill

present

th edifferent

levelsof

war,

tactical,

operational,

and

strategic, astheyapplyto logistics.

Logistics

doctrine

forlandcombat

atth e

operational

levefmust

beall-

encompassing.

t

must

provide

guidance

that

is

thorough

and

complete.ince theArmy

is

in

a

state

of

transition,

this

logistics

doctrine

should

be

universallyapplicable

for

currentand

futuresystems.Regardless

ofth etype

of operation,thisdoctrine

should

focus

on

mobilization,

forceprojection,

and

sustainment

of

land

combat.

Armylogistics

hasresponsibility forpromptand

sustained

support.

herefore,

it

shouldcontain logisticsdoctrine

that

is

applicable

toall areas

that

fallunderthe

Army's

responsibility.his

includes

providing

logistics

support, in

certain

situations,

to

sister

services,allies,

and

other

agencies.

Also,

logistics

doctrine

should

link

th e

foxhole

to

thatofth eindustrial

base

and,

whenneeded,anticipateandimprovisebased

upon

th e

situation.

The

methodology

of

this

paper

considers

several

things.

irst,

it

defines

th e

different

levels

ofwar

and

logisticsas

specified

in

joint

doctrine.

Next,

it

shows

how

doctrine

is

derived and

how

the

manuals

dictateand

present

doctrine.

hird,

it

compares

fundamental logistics

precepts

presentedin currentArmy manualsandJointPublications.

Finally,

current

logisticsdoctrine

is

evaluated

against

criteria

established

in

TRADOC

Pam

525-5 ,ForceX X I

Operations:AConceptfortheEvolutionof

Full

Dimensional

Operations

for

th eStrategicArmyof

th e

EarlyTwenty-F irstCentury

,

inorder

todiscern

th e

bestArmy

logistics

doctrineat

th eoperational level.

Th e

followingquestionswillbeanswered:


9/53

1 What

is

operational

logistics?

2)What

areth e

levels

of

war,

as

they

applytoArmy

logistics?

3)What

is

doctrine

andhowdoes it

fit

into

the

Army's

operational

context?

4)Whatguidesth econtents

of

Army

manuals?

5)

How

do

these

manuals

fit

intoth e

structureof logistics

doctrine?

6)

What isth edifferencebetween

logistics

doctrine in joint

and

Army

manuals?

7)

How

doesthisdoctrine

compare

againstevaluation

criteria

established

by

TrainingandDoctrine

Command

(TRADOC)?

8)

Whatshould

be

the

operational

logistics

doctrinefor

th e

Army?

9)n

what

manual

shouldthisoperational

logistics

doctrine

reside?

Ultimately,th eintentof this

paper

isto fill

a

void

that

exists

between

Joint

and

Armylogistics

doctrine.

t comparesJointandArmydoctrine

andprovides

a

recommendationfor

change

thatwillsupportth e

Armyas

a

whole.ince

it

supportsthe

Army

as

a

whole,

it

will

be

consistent

with

th e

linkage

between

Army

tactical

doctrine,

th eNationalSecurity

Strategy (N SS),National

Military Strategy(NMS),andJoint

doctrine.

Thesenational

planning

mechanismsdictate

th e

entire

issueof doctrine.

Finally,

this

paper

willrecommend

which

publication

should

containArmy operational

logisticsdoctrineandth ebasiccontents

ofArmylogistics

doctrine

atth eoperational

level.


10/53

CH APTER

n

TH E

LEVELS

OF

LOGISTICS

(General)

DePuy'suse

of th etermoperationalalongwith

strategicand

tactical

is

indicative

of

a

growth

in conceptualframing

that

would

have

a significant

influence

on

th e

direction

ofArmy

doctrine.

t

is

one

indication

that

thoughtful

officers

werestarting

to

look

for

a

way

to

find expression

for

a

level

of

activity

that

would

connect

tactical

actions

andstrategic

purposes.

Filling

th e

Void:

The

Operational

Artand

th e

U.S.

Army

Dr. Richard

M .

Swain

on

th ewriting

of

FM 100-5,Operations

(1983)

An

interesting

debate

would

arise

by

asking

a

militarypersonabouth isorher

definitionofth e

levelsofwar.

Most

will identify

that

there

arethree; tactical,

operational,

and

strategic.However,

having

thosemilitarypersons

define

th e

three

levels

would

yield

varied

results.

n

military theory,th edefinitionsof th e levelsofwar

are

distinct;certainnuances,

however,

causethemtooverlap.

Th e

levelsof

war

are

separate

yetintertwined.he

Joint

Doctrine

Encyclopedia

defines

them

as

doctrinal

perspectives

that

clarify

th e links betweenstrategicobjectives

and

tacticalactions.

Although

there

arenofinite limitsor

boundaries

between

them,

th e

three

levels...apply

to...war

and

operations

other

than

war.

3

Adefinitionof

each

level

and

a

discussion

on

their

relevance

is

important

to

Armydoctrine

because

currently

there is

a

voidlinking

tactical

and

strategic


11/53

LEVELSOFWAR

A

nation

determines

national

or

multinational

strategic

security

objectives

andguids

an ddevelopsandusesnationalresourcestoaccomplishtheseobjectives

Operational

Linksth e

tactical

employment

of

forces

to

th e

strategic

objectives

Tactical

T he

employment

of

units

in

combat.

he

orderedarrangement

an d

maneuverof units

in

relation

to

each

otherand/ortothe

enemy

inorderto

us e

their

fullpotential

Figurel

4

logistics.he

strategic

level

of

war

is

defined

by

th e

Joint

Doctrine

Encyclopedia

as:

...that

levelofwaratwhich

a

nation,

often

asa

member

ofagroupofnations,

determines

national

ormultinational

(alliance orcoalition)

strategic

security

objectives

and

guidance

and

develops

and

uses

national

resources

to

accomplish

these

objectives.

Strategy is

th e

art

and

science

of

developing

and

employing

armed

forces

andother

instrumentsofnational

powerina synchronizedfashion

to

securenational

of

multinational

objectives.

he

National

Command

Authorities

(NCA)translatepolicy

into

nationalstrategic

militaryobjectives.

hese

military

objectives

facilitatetheater

strategic

planning.

5

Th e

operational

level

i s :

. . .(the level

that)

links

th e

tacticalemployment

offorces

to

strategic objectives.

Th e

focusatthis level is

operational

ar t-

th e

useof

military

forcesto

achieve

strategic

goals

through

th e

design,

organization,

integration,

and

conduct

of

strategies,

campaigns,

major

operations,

andbattles.

perational

ar tdetermines

when,whereandforwhat

purpose

major

forceswill

be

employedand should influenceth eenemydispositions

beforecombat.tgovernsth edeploymentof

those

forces,

theircommitmenttoor

withdrawal

from

battle,and

th e

arrangement

of

battles

andmajoroperationsto

achieve

operationalandstrategic objectives.

perational

arthelpscommandersuseresources

efficiently

andeffectively

to

achieve

strategic

objectives.

t

provides

a

framework

to


12/53

assist

commanders

in

ordering

their

thoughts

when

designing

campaigns

and

major

operations. O perationalart

requires

broad

vision,

th e

ability

to

anticipate,

and

effective

joint and

multinational

cooperation. perationalartis

practicednot

only

by

jointforcecommandersbut

also

by theirseniorstaff

officers

and

subordinate

commanders. '

6

l

Th e

tactical

level

is:

...the

employment

of units

in

combat.

t

includesth e

ordered

arrangementand

maneuverofunits

inrelation

toeach otherand/or

toth eenemyin order

to

use

their

full

potential.An

engagement

isnormallyshortin durationandfoughtbetween

small forces,

such asindividual

aircraftinair-to-aircombat.ngagementincludeawide varietyof

actionsbetween

opposing

forces

inth e

air,

onandunderthe

sea,

oronland.

A

battle

consists

ofasetof relatedengagements.Battles

typically

lastlonger; involve

larger

forces

such

as

fleets,armies,and

air

forces;and

couldaffect

th e

course

of

a

campaign.

Jointdoctrine

directs

that

(t)heServicesandth e

subordinate

commanderdownto

their

battlefield

logisticians

at

th eunitandshiplevel,dealwithoperationalandtactical

logistic

responsibilities,

including

developing

procedures,doctrine,and

training

for

supplying

personnel

withal l

necessary

materiel

to

do

their

jobs.

7

Additionally,

Joint

doctrine identifies

three

elements

of

th e

logistics

system.he

first

is

linesof

communications

(LOCs) ,

which

span

th e

levels

of

war

from

tactical

to

strategic.

O Cs

consistofall

routes

(land,sea,

and

air)

that

connectanoperating

military

forcewith

a

theater

base

ofoperations

andalongwhich

supplies

and military

forces

move. ALO C

is

th e

operational

commanders

link

from

th e

US

strategic

base

to

th etacticalforces

on

th e

ground

conducting

operations.econd,

isth e

theater

transportation

network.

his

consistsofth e

ports,bases,

airports,

railheads,

pipelineterminals,

andtrailer

transfer

points

that

serve

as

th e

inter-modal linkspointsforth eLOCs.

ogisticsunits


13/53

STRATEGIC

AND

OPERA

TIONAL

LOGISTICSCONCEPTS

Figure2

8

operateeachofthese

nodes.

ast,

hostnation

support

is... desiredcivil

andmilitary

assistancefrom allies

that

includes:

nroute

support,reception,

onward

movement,and

sustainment

of

US

forces.

9

Th e

levels

of

wararedirectlylinked

to

th e

levels

of logistics.

As

with

th e

levels

of

war,

th e

levels

of logistics

are

identical;

strategic,

operational,and

tactical.

oint

doctrine

does

not

differentiate.

However,

Marine

Corps

DoctrinalPublication4 ,

Logistics,

shows

levels

of logistics

10

that

cut

across

th e

levels

of war.

Th e levelsof

logistics

seem

to

be largely

a

matter

ofscale.

trategic

logistics

requirements

are greater

thanoperational logistics

requirements.

perational

logistics

requirements

are

greater

thantactical logisticsrequirements.

he

effective

supportof Armyoperationsrequires


14/53

th esuccessfulconductandintegrationof logistic

activities

atall

three

levels.igure

3

shows

some

of

th e

tasks

conducted

at

each

level.

LEVELS

OF

LOGISTICS

I N D U S T R I A L

B A S E

MOBILIZATION

S T R A T E G I C

IF T (AIR&

SEA)

PROCUREMENT

MATERIALREADINESS

PERMANENT

PORTS

&

BASES

DEPLOYMENT

SUPPORT

REGENERATION

STRATEGIC

STOCKPILES

STRATEGIC

RECEPTION

STAGING

ONWARDMOVEMENT

INTEGRATIONO FF O R C E S

THEATER

DISTRIBUTION

INTRATHEATER

L IFT

RECONSTITUTION

SUSTAINMENT

REDEPLOYMENT

HOSTNATION

S U P P O R T

INTERMEDIATE T A G I N G

BASE

*+

r

r

TACTICAL

Figure

3

All

of

these levels

and

networks

require

logistical involvement.

Th e

Army

will

berequiredto

operate

th e

networks

inorderto

conduct

promptandsustainedland

warfare.

herefore,

logisticsdoctrineatth eoperational

level

mustprovideth eArmy

forces

with

principles

that

can

be

applied

to

th e

tasks

in

figure

3

andbeadaptable

to

a

myriadofsituations.


15/53

C H A P T E R

m

T H E

MANUALS

Doctrine-Fundamental principlesby whichth e

military forces

orelements

thereofguide

their

actions

in

support

ofnational

objectives.t

is

authoritative

but

requires

judgment in

application.

JointPublication

1-02

DO D

Dictionary

of

Military

and

Associated

Terms

1

1

Introduction.

Th e

Field

Manuals

ofth e

U.

S .

Army

explainth ebeliefsof

th e

Armyon

th e

conduct

ofwar.Whiletheyareprescriptive, they

remain

flexible

enough

toapply

to

every

situation

that

th eArmymightface.f th e

conductof waris

th e

Army's

primary

raison

d'etre,

then

war

should

be

th e

focus

of

doctrine.

However,

th e

Army

is

also

confronted

with

a

plethoraof

secondary

missions,

many

that

don't

even

approach

th e

definitionofwar.he international situationisever-changingand

th e

Armymusthave

th e

capabilitytoadaptto

manydifferentevents.

Amidst

thesesituations,

th e

Army Forces(ARFOR)

Commander

must

conduct

operations

that

link

national

strategic

objectives

within

theaters

orareas

ofoperations.

The

logistics

doctrine

that

guidehisactionsmust

allow

h imto

attain

strategic and

operationalobjectives

within

th e

theater

through the

design,

organization, integration,

andconduct

oftheater

strategies,

campaigns,

majoroperationsand

battles.

12

1 0


16/53

Doctrine.

Politics

History

Economy

Objectives

The

Purpose

Of

ArmyDoctrine

Operational

Concept

Requirements

Capabilities

*

rganization

*

Equipment

*raining

Figure

4

Figure

4

explains

th e

purpose

of U.

S.

Army

doctrine.

hethree

inputs

tothe

left

guideth edevelopment

of

operationalconcepts.

he NationalSecurity

Strategy

( N S S )

an d

National

Military

Strategy

( N M S )

are

influenced

by

several

different

elements.

Amongthese

elementsare

politics,history,

economics,

and

national

objectives. istory

provides

a

context

for

military

theory.

hrough this

context

ofhistory,

military theorists

guide

h ow ou r

institution

understands

land conflict.

rom

this

understanding is

derived

th e

operational

concept

for

land warfare.

h is

operational

concept

is

codified

into

doctrine.octrine

serves

as

a

framework

an d

is

no tbe

prescriptive

ordirective.t

entails

th e

fundamental

principles

that

guide th emissions and

actions

of

the

Army.

ext,

1 1


17/53

doctrine

dictates

th e

institution's

requirements

and

capabilities.

herequirements

becomeoperationaltasks(seeChapter2 ,

Figure

3)thatth eArmy

can

expectto

encounter

leading up

to,

in

th eexecution

of,

andconcluding

an

operation.

hese

requirements,

driven

by doctrine,guideth e

building

of

th e

Army.

Thismethodicalsystem

results

in

th e

capabilitiesofth eArmy.inally,

th e

capabilities

of

th e

Army

revolve

around

thethree

pillars:

organization,

equipment,and

training.he

building

and

management

ofthese

pillarsare

th e

responsibility

of

th e

Army

Service

Component

Commander

(ASCC).

He

provides

organized,

trained,

andequippedland

forcestoth e

CINC

or

ARFOR.

h is

wholesystem isvital to

maintaining

a

viable

and

effective

institution.

Publications.

WhereDoesArmy

Operational

Logistics

Doctrine

Fit?

JP4.0

TP

525-5

FM

100-1

TITLEX

use

CRITERIA

FM100-5

DOCTRINE

FM

100-7

FM

100-16

REQUIREMENTS

APABILITIES

Figure

5

12


18/53

Figure

5

depicts

th e

documentsthatshapeth e

logistics

portion

of

I'M 100-5 and

th ecomplementarydocumentstoI'M 100-5.KADC Pamphlet

525-5,establishesth e

guidelinesforth e

.S .Army

land

force

ofth e

twenty-first

century.

t

provides

th e

criteriafor

the

developmentofU.S . Armydoctrine

forth e

Force

X X IArmy.TRADC

Pam

525-5 setsforth

future

full-dimensional

operations

forforceXXl~astrategic

Army

that

wili

continue

to

provide

staying

power

on

iand

as

part

of

th e

jointteam to

meet

our

(n)ation's

future national

security

requirements.

his

document

serves

as

the

baseline

forfutureconcepts

and

provides

broadtraining guidance,not

doctrine.

RADOCPam

525-5

provides

this

guidancebylending

focusto,andcriteria

for,

evaluating

th e

doctrine

for

FM 100-5.ts

wording

strongly

implies

that

building

th e

precepts

of

FM 100-5

is

one of its

intended

purposes.

Otherdocumentsguide th e

development

of

th e


portionof

FM

100-5.

irst,

Joint

Publication

4.0,

Doctrine

for

LogisticSupport

ofJoint

Operations

provides

th e

basic

logistics

doctrine

for

joint

operations.

Army

iogistics

doctrine

must

nest with jointdoctrinebecauseth e

Army

will

almost

never

conduct

operations

without

the

sister

services.

econd,

FM

100-1,Th eArmy , ...expressesth eArmy's

fundamental

purpose, roles,

responsibilities,and

functions,

as

established

by

th e

Constitution,

Congress,

andth e

Department

of

Defense.

As

th e

Army's cornerstone''document,M

100-1definesth e

broad

andenduring purposesforwhich th e

U.

S . Armywasestablished

and

th e

qualities,

values,and

traditions

that

guideth e

U.S .Armyinprotecting

and

servingth e

(n)ation.

1 4

inally,

Title

X,U.S . Code

provides

broad

guidanceon

th e

responsibilities

and

functions

of th e

U .

S .

Army.

These

functions

and

responsibilities

are

IS


19/53

codifiedin Department

of

Defense

Directive 5100 .1 .

Functions

ofth eDepartment

of

Defense

and

itsMajorComponents .

5

Th e iaw requiresthatth e

U.

S .Armyprovide

sustained

land

force

support

to

th e

other

services in

specific areas.

hese

support

requirements

might

include,butare

not

limited

to,

long

term

fuel

and

water

support,

mortuary

affairs,and

port

construction

and

operations.

FM 100-7,

Decisive

Force:

The

Army

in

Theater

Operations

,

must

establish

key

logisticaltasks

(requirements)

that

th e

ASCC

mustprepare

th e

Army

to

conduct.

hese

t a s K S

may

mciuue

mouiiization,deployment, reception,

staging,onward

movement,and

integration

(RSOI) ,

force

sustainment,

combat

service

support,

operational

reach,

joint

sustainment,

multinational

sustainment,

and

demobilization.

inally,FM

100-16,

Army

OperationalSupport,

must

address

th e

capabilities

that

th eASCCcan

provide

to

th e

ARFOR.his

manual

shouldbe structuredand

built

upon th edoctrine inFM

100-5

and

supportth e

requirements

ofFM

100-7.

he

elements

in

this

manual

providethe

AS C

and ARFOR

Commander

with

th e

tools

to

execute

operational

logistics

support

to

th

theater.

xamples

of th econtents

of

FM 100-16are:

i

neaterorgamaationandstructure.

2)Responsibilities,planning, and

support.

3)upply,maintenance, and

field

services.

4)

Transportation.

5j

Personnel

support.

6)

Combat

health support.

14


20/53

7)ignal,

intelligence,

electronic

warfare,

civil-military

andpsychological

support.

8)Engineersupport.

9 )

ecurity

and

rearoperations.

FM

100-16

is

currently

writtenas

outlinedabove.

16

However,

th e

operational

logistics

portionof

th e

current

FM

100-7

devotes

four

pages

tooperational logistics.hese

four

pages

provide

abrief

overview

of

operational

support

requirements

for

theARFOR

Commander.naddition,CSS

Characteristics

andTactical

CSS

Functions

(that

are

also

found

in

FM

100-10,CombatService

Support)arepartofthisportionof

th e

manual.

Finally,

Appendix

A

of

FM 100-16 details

ArmyService

Component

Command

1 7

Responsibilities

and

Organizationwhichincludesth e

logistical

constructof

th e

theater.

Conclusion.

Doctrine

isbasedon

the

operational

concept

gained

fromth e

NSS/NMS,

theory,

and

experience

or

history.

Doctrine

drives

th e

requirements

(tasks)

and

building

of

th e

Army

(capabilities).

he

ASCC

uses

th e

concepts

of training,

organizing,

andequipping

to

provide

th eARFORwith

a

viablefightingforce.incedoctrineshouldprovidebroad

principlesto

evaluate

operational level

logistics,

th eoperational logisticsdoctrine

that

is

found

in

FM 100-5

should

be

applicable

to

th e

landcomponentcommander(LCC).n

th e

Army,

this

isth eARFOR

Commander.herefore,

FM

100-5

should

be

writtento

provideoperational

logisticsdoctrine

for

th eARFORCommanderandh is

staff.

Th elogistics

sectionof FM 100-5 is

determinedby

TRADOC

Pam

525-5,

with

inputfromJP4.0,FM 100-1,

andTitleX

USC.

herefore,

FM

100-5

should

providethe

15


21/53

ARFOR

Commander

with th elogistics doctrineon

how

to execute

an

operational

campaign.

M 100-7

should

provide

doctrinefor

tasks

that

an

ARFOR

Commander

and

logistician,at

th e

operational level,might

have

toplan

or

conduct.M

100-7 should

establish

th e

requirementswhileFM 100-16 shouldprovide

th e

training,organization,

and

equipment

(capabilities)thatth eASCC provides

to

th e

ARFOR.

1 6


22/53

C H A P T E RIV

LOGISTICSDOCTRINE

Americans

in 1950 rediscovered

something

that

since

Hiroshima

they

had

forgotten:

you

mayflyover

a

land

forever;

you

may

bomb

it, atomize it,

pulverize

itandwipe itcleanof life~butifyoudesiretodefendit,

protectit, andkeepit

forcivilization,

you

must

do

this

on

the

ground,

th e

way

th e

Roman

legions

did,

by

putting

your

young

men

into th e

mud.

T.

R.

Fehrenbach

ThisKind

O f

W ar

18

Background.

Currently,doctrineforU.S .Armylogistics

is

foundinchapter 1 2 ofthe

U.

S .

Army'skeystone doctrinalmanual,FM 100-5.

t

provides

logistics

doctrine

across

the

spectrum

of

conflict;

strategic,

operational,

and

tactical.

his

logistics

doctrine

provides

a

firm

foundation

upon

which

a

logistician

can

plan

logistical

estimatesandevaluate

differentcoursesofaction

during

th eMilitary DecisionMakingProcess

(MDMP).

Having

that

firm

foundationof logisticsdoctrine

is

acombat

multiplier

for

th eARFOR

Commanderand

staff

tprovides

a

systematic way

to

ensure

that

th e

requirementsof

th e

warfighterare

matched

with th ecapabilitiesofth e

logistician.

When

required,th e

logisticiancan

then

identify themto

the

commander

inorder

to

attempt

filling

any

shortfalls

insupport.

Arguably,th emost

important

logistical

doctrine

revolves

around

th e

five

logistics

characteristics

ofanticipation, integration,

continuity,

responsiveness,

17


23/53

andimprovisation.Whenframed

with

th e

six

tactical

logistical functions

of

man,

arm,

fuel,

fix,move,

and

sustain

th e

logisticiancan

ensure

that

noneof th e

characteristics

are

violatedwhenevaluating

a

course

of action.

ogisticians

use th e

characteristics

to

evaluate

whether

anoperationalmaneuver

course

ofaction is

feasible,

acceptable,

and

suitable,

from

a

logistical

standpoint.

19

Most

importantly,

th e

characteristics

provide

a

framework

fromwhich

th e

logistician

can

make

recommendations

to

th e

commander

on

th e

bestcourse

ofaction

(COA).

inceTRADOC

Pam

525-5 dictates

criteria

for

evaluating

twenty-firstcenturydoctrine,

this

chapter

will

evaluate

how

th ecurrent

doctrine in

FM

100-5

holds

upunder

th escrutiny

of thesecriteria.

SinceFM100-1establishes

overarching

purposeand

Title

X USC directs,

they

arenotuseful inestablishingArmy operational logisticsdoctrine.M

100-7

andFM

100-16

as,

described

inChapter

II ,

donot

dictate

but

rather

aredriven

by FM

100-5.

Therefore,

th eonly

twodocuments

that

provide

a

basis

for

analysisof

Army

operational

logistics

doctrine

are

the

current

edition

of

FM

100-5

and

JP

4.0 .

inally,

doctrine,

by

jointdefinition,mustinclude fundamental

principles

andbe

authoritativebutrequires

judgment

in

application.

2 0

Therefore,

th e

analysis

ofwhat

should

be

U.S .

Army

operational

logisticsdoctrinewill focusonprinciples

or

characteristicsof

logistics

and

th e

logistics

functions.

Focus.

RADOC

Pam

525-5

lays

out

th efive

characteristics

ofth e

force

ofth e

next

century.

At

this

point

it

is

useful

tokeepinmindth e

effects

that

th e

mixed

legacy

1 8


24/53

and

digitized

forcehason

th e

U.S . Army's

logistical

doctrine.omeof

these

keyeffects

will

beentirelydependentuponcapabilities

ofdigitization,

that

is,

logistical

enablersthat

willfacilitateinformationdominance.his is

most

important,

because

th edesired

doctrinal

effects

are

influenced

by

information-agetechnologies

that

will

beavailableto

th e

digitized

force.However,

itisequally importantto

realize

that

this

doctrinemust

apply

to

th e

future

digitized

forceand

th e

transitional legacy

force.

egacy

forces

are

th e

forcesastheyare

currentlyorganized,

trained,andequipped.his

definition

includesth e

currentequipment(i.e.,

Abrams

tanks

and

Bradleys)

that

will

always

be

vastly

inefficient

consumers

of

ammunition,

fuel,

andmaintenance.

egacy

forces

willtrainandorganize

around

th e

division

and

brigade.

hiswill

remain

a

truism

untilsome

unforeseenforce

either

providesth eresourcesormakes

th e

resources

becomeavailableto

allow

th e

force

totransition, intotal,toth eArmy

that

will

notrequireth e

organization

thatexists

today.

As

it

currently

stands,

there

will

be

no stimulus

to

make

a

complete

leap

from

th e

legacy

systems

to

th e

force

of

th e

twenty-first

century.

herefore,

there

will

be

much

overlap

andlogisticsdoctrineneedstotakethis

into

account.

1 9


25/53

DOCTRINAL

FLEXIBILITY

VERSATILITY

IN

WAR

ANDOOTW

JOINT

MULTINATIONAL

INTERAGENCY

CONNECTIVITY

STRATEGIC

MOBILITY

TAILORABILITY

AND

MOBILITY

Figure

6

Th e

characteristics

for

doctrine

for

th etwenty-first

century

force

are doctrinal

flexibility,

strategic

mobility,tailorabilityand

mobility,

multinational,

interagency

connectivity,

and

versatility

in

warand

MOOTW .

Doctrinal f lexibili ty

is

. . .the

strategic

landscapewill

be

varied

and

multifaceted

andhave

a

great

potential

forsurprise

across

th e

operational

spectrum.naddition,

future

adversaries

may

possess

technology equal

to

or,

in

some

cases,superior

to

our

own.At

th e

centerof thisflexible

doctrine

are

ourquality leaders

andsoldiers.

Practiced

in

application

of

principles in

variedscenarios, oursoldiersandleaders

willbe

2 0


26/53

ableto

continually

adapttactics,

techniques,

procedures,

andorganizations tomeetfuture

requirements.

21

Th e

evaluation

criterion

fordoctrinal

flexibility

is

that

any operational

logistics

doctrinemust

apply

to

broad

situations.

t

must

be

flexible

and

responsive in

order

to

respondto

changing

situations

anddifferentscenarios.

Strategicmobil i ty

is

about

being

at

th e

right

place

at

th e

right

time

with

th e

right

capabilities.tis

about

a

combinationofanticipation,movement,

and

skillful

pre-

positioning.

ethality

an d

survivability

of

earlyentryforceswillcontinuetobeamain

focus.

Making

forces

lighter

and

able

to

reach

deeper,

whilenotsacrificing lethalityand

survivabilityalso

isrequired.naddition, initiatives

shouldconcentrateon

those

partsof

mobility

capableof

improvement

throughuse

ofnew

informationsystems,

split-based

operationsand

broadcast

intelligence,orinformationconcerning otherbattlefield

functions.

haredknowledgewill improve

deployabilitythrough

smaller, more

precise

tailoring

of

combat

units

an d

support

requirements

to

accomplish

th e

wide

variety

of

missions

expected

of

our

force-projection

Army.trategicmobilityimplies

devot(ing)

much

energy

towardth esynergyto

be

gainedfromactual

rapid

movement of lethal

and

survivable

early

entry

forces,

increasing

th e

ability

to

lift

theseforcesby increasing

strategic lift

capability

through

investmentinsealift,

airlift,

pre-positioning,

and

infrastructure

improvement

andby

measurestoassistinanticipating

possible

commitments.

22

Th e

evaluationcriterion

for

strategic

mobili ty

is

providingminimumessential

supplies

andservices

required

tobegincombat

operations.he

ARFORCommander

21


27/53

must

continuallyprioritize

and

adjustresources inorderto

providesupportwithlimited

resources.

Tailorability

and Modularity

are

. . .forcesthatareas

modular

as logicallowsto

facilitatetailoringtomeeteach

contingency.

23

Th e

evaluation

criterion

for tailorabilityand

modularityis

that

theremustbe

efficiency

in

planning andexecution.

ogistical

unitsmay

be

restricted

in

liftassets,

time limits,

or

other

things

which

require

unitsanddoctrinethataccommodatesth e

ability

to

pull

a

capability from

a

unit

and

plug

it

into

another

unit.

Joint,

Multinational,and Interagency

Connectivityis

th e

precept

that

(t)heArmy

must

continue

to

improve itscontribution

to

jointand interagency

operations.

24

Th e

evaluationcriterion

for joint,multinational,

and

interagency

connectivity

means

that

FM100-5

mustcontaindoctrine

that

conforms

with

JP

4.0.

Versatility

in

Wara ndMOO TWis (w)ell-trained

and

disciplinedunits,

provided

with

sufficient

time

and

resources

to

train,

can

transition

to

( M ) O O T W

missions

as

required.

25

Th e

evaluationcriterionforversatilityin

war

a n dMOOTW

isthatArmy

logistical

doctrine

mustsupport

operations

acrossth e

spectrum.

tmustprovidefor

sustainment

of

full-scale

operations

over

indefinite

periods

and

itmustidentify

th e

requirement

offorce

protection.

These

characteristics

will

beused

to

evaluateth e

current

logistical

doctrine

in

FM

100-5

and

JP

4.0.

LogisticsCharacteristics(F M100-5).

2 2


28/53

Th e

currentedition

of

FM

100-5

contains

th e

traditional

logisticscharacteristics

of:

Anticipation,which means

identifying,accumulating, andmaintainingth e

assets

andinformationnecessary

to

supportoperations

at

th e

right

time

andplace.

Anticipation

also

means

developinglogisticscapabilities

that

areversatile

and

mobile

enough

to

accommodate likely

operational

or tactical

events,

Integration

means

that th e

logistical

concept

gives

th ecommander

th e

greatest

possible

freedomofactionandenhancesthe

agilityandversatility

of

anoperation.

This

includesbeingbold

and

innovative

and

operating

as

part

ofjoint

and

combined

forces,

integratingsupportoperations

27

in

order

toyield

efficiencies

thatmay nototherwisebe

achievable.

Continuity

requiresthat

th e

logistics

effort

be

robust

enough

to

provide

th e

commanderwithcontinuous

support.

helogisticsplanandsubsequentsupport

execution

must

be

adaptive

and

flexible

enough

to

handle

changing

missions

and

prioritiesquickly.

Responsiveness

requires

that

th e

logistics

system

adapt

rapidly.

ailoring

organizationswill

berequired.Responsive

logistics,especiallywhentimeor

other

resources

are

constrained,

relies

greatly

onworldwide,

assured

communications

and

automation

networks.

Improvisation isthe

talent

tomake, invent,arrange,orfabricate

what

isneeded

out

of

hand.

29

Operational

level

logistics

is

very

inflexiblebecause

ofth e

tremendous

quantitiesof suppliesandequipmentusedby

th e

landforces.

hese

amounts

ofmateriel,

2 3


29/53

oncesetinmotion,are extremelydifficultto

change

or adjust.hesefactsmake

improvisation

th e

most

important logistic

characteristic,

atth eoperational

level.

Th e

characteristicsof logistics enableoperational success.

hey apply

to

war

and

(military)

operations

other

thanwar.

30

Tactical

Logistics

Functions

(FM100-5) .

Th e

tactical logistics

functions

are

manning,

arming, fueling,

fixing,

moving,

and

sustainingsoldiers

and

their systems.

Mann ingis

th e

systems

of personnel

readiness

management,replacement

management,andcasualtymanagement

(which)

meet

th e

Armypersonnelrequirements

frommobilization

and

deploymentthrough

redeployment

and

demobilization.

31

Arming

includes

all

phases of

deployment

andemployment.

It

begins

with

peacetime

planning

and

covers

all phases

of force-projection.he

key

to

arming

soldiers

in

th e

field is planning for

a

flexible

logistics

distribution

system capableof surgingfor

th e

main

effort.

32

Fueling

furnishes

fuel

to th e

high

performanceair

and

groundvehiclesofth e

Army

and

give great

potential

mobility

for

both

heavy

andlightforces,theyalso

consume

large

quantities

of

fuel. Whether

combat,

CS,

orCSS,allunits

require

uninterrupted fueling

to

function

effectively.

33

Fixing

maximizes

equipmentavailability and

is

anecessityinsupporting

a

force-projection

Army. Repairingequipment

far

forward

isth ekey.

A

tailored

maintenance

capability

willdeploy,move

with,and

redeploywith supportedunits.

Modularsupportteam

willprovideadditionalcapabilities.Battledamageassessment

2 4


30/53

andrepair(BDAR)

providesthe

capabilitytoquickly repairand

returnequipmentto

, 3 4

combat...

Moving

soldier,

supplies,

and

equipment

rapidly

and

in

sufficient

quantities

to

support

combatoperations.Automatedsystems

provide

in-transitvisibility.he

vsiiijjl iwu.iiJ. i.g,viivvio\JX

wiituxi,

vvvauiu ciiiu

wiivsiuV

iuiwiuivliuiivtwixicuiu.

Wvnuiuiuivu

iff

engineersupport

and

great

flexibility

of

transportation

planners

and

operators.

Tligr*

arg

fi rfel*mfrjtotn tivtniniv ncr1HiV>rc

nfl

+Vi*ir

cuctftnc tvrcrnn*1

iiw

wuiw xxvwviviijwiiwf c v

tji*L;i*r

*i,tivluiwl u uUiwxi^Vtfwiuo.

xswx

L? SXXXXWX

service support(PSS), health servicesupport

(HSS),

fieldservicesupport,qualityof life,

andgeneralsupplysupport.

SS

isth e managementandexecution

ofpersonnel

services;

resource

management;

finance

services; chaplaincy

activities;command

informationservices,

and

legal

service

support.

36

HSS provides

flexible,

versatile,

and

fully modernized

HSS

unitstosupportth erapid

deployment

of a

CONUS-based,

force-

projectionArmy. Field

servicesupport

consists

of foodpreparation, water

purification,

bakery,

clothing

and

light

textile

repair,

laundry

and

shower,

parachute

packing,

airitemmaintenance,

rigging

suppliesandequipment

for

airdrop,

and

mortuary

affairs.

Ensuringqualityof life is

a

command

responsibility and

includesfamily

support,delivery ofmail.General

supply

support

encompasses

th e

provisionof

clothing,

water,

barrier

material,

and

major

end

item

in

support

of th e

forces.

40

Principles Of Logistics(JP4.0).

Joint

Publication

4 .0

doctrineprovides

several

principlesof logisticsthatare

a

guide

for

analytical

thinking

and

prudent

planning

41

by

th e

combatant

commander.

25


31/53

Theseprinciples

are

responsiveness,simplicity,

flexibility,

economy,

attainability,

sustainability

and

survivability.

Responsivenessisth e

keystone

principle

andhas

a

basic

premise

of the

right

supportin

th e

right

place

at

th e

right

time.A)ll

elsebecomes irrelevantif th e

logistical

system

cannot

support

th e

conceptofoperationsofth e

supportedcommander.

42

Simplicity

is

th e

avoidance

of

complexity.

Mission-typeorderand

standardized

procedures

contribute

to

simplicity. stablishment

ofpriorities

and

preallocation

of

suppliesandservices by

th e

supported

unit

can

simplify logistic supportoperations.

43

Flexibility

is

th e

ability

to

adapt

logistic

structures

and

procedurestochanging

situation,

missions,andconcepts

of

operation.Th eprinciple

of flexibility

also includes

th e

concepts

ofalternative

planning,anticipation,

reserve

assets,

redundancy,

forward

support

of

phased logistics,and

centralized

control

withdecentralizedoperations.

44

Economy

isth e provision

of

supportat

th e

leastcost.Whenprioritizing

and

allocating

resources,

th e

commander

must

continuously

consider

economy.

45

Attainabili ty

(or

adequacy) is

th e

ability

toprovide

th e

minimum

essential

supplies

and

servicesrequiredto

begin

combat

operations.hecommander's logistics

staff developsth econcept

of

logistical support,

completesth e

logistics

estimate,

and

initiates

resource identificationbased

on

supported

commander'srequirements,

priorities,

andapportionment.Anoperationshouldnot

begin

until

minimumessential

levels

of supportare

onhand.

46

Sustainabili ty

is

a

measure

of

th eability

to

maintain

logistic

support

to

all

users

throughout

th e

theater

for

th e

duration

of

th e

operation.

ustainability

focuses

th e

26


32/53

supporting

commander's attentionon

long-term objectivesand

capabilities

of

the

supportedforces.ong-term

supportisth e

greatestchallenge for

th e

logistician...

47

Survivability

is

th ecapacity

ofth eorganization

to

prevail

in

th eface

of

potential

destruction. lements include

high-value

targets

that

have

a

distinct

effectonlogistics

andsubsequent theater

operationalcapabilities).

48

These targetsmay include

industrialcenters,airfields,

seaports,

railheads,

supply pointsanddepots,

lines

of

communication

(LOC) ,

shipping,railan droad

bridges,

intersections,

and

logisticunits

and

installations.urvivabilityhas

two

elements.

Activemeasures includegroundand

airdefense.

assivemeasures

include

dispersion

anddecentralization.

49

LogisticSupportRequirements

Functional

Areas(JP 4.0).

JointPublication

4.0

gives

a doctrinal

logistics

framework

based

on

six

broad

logisticsupportrequirementfunctionalareas

that

th ecombatantcommander

must

consider.hese

are supply

systems,maintenance,transportation,

general

engineering,

health

services,

and

miscellaneous

services.

Supply

systems

acquire,manage,

receive, store,andissuemateriel

required

by

th e

operating

forces

to

equip

and

sustain

th e

force

from

deployment

through

combat

operations

andtheirredeployment.

5 0

Maintenance

includes

actionstaken

to

keepmateriel in

aserviceable

condition,

to

return

it

to

service,

or to

update

an d

upgrade

its capability.

51

Transportation isth e

movement

ofunits, personnel,

equipment,and

supplies

form th epoint

of

origin

to

th e

final

destination.

52

2 7


33/53

General

engineering

provides

th econstruction,

damage

repair,

and

operationand

maintenance

of

facilitiesorlogisticenhancementsrequiredby thecombatantcommander

to

provide

shelter,

warehousing,

hospitals, water

and

sewage

treatment, and

water

and

fuelstoragedistributionto

enhanceprovisionofsustainmentand

services.

53

Healthservices includeevacuation,hospitalization,medical

logistics,

medical

laboratory

services,

blood

management,vector control,

preventive

medicine

services,

and

th e

required

command, control,and

communications.

54

Miscellaneous

services

are

associated

withnonmaterielsupportactivities

and

consist

ofvarious

functionsandtasks

provided

byservicetroops

andth e logistic

community

that

are essential to

th e

technical

managementand

support

of

a

force

(i.e.,

aerial

delivery,

laundry,

clothing

exchange

andbath,

and

graves

registration).

55

ComparativeAnalysis.

Analysis

between

JP

4.0

and FM

100-5

withth eevaluationcriteriaofTRADOC

Pam

525-5

will

provide

systematic

reasoning

for

what

th e

ARFOR

Commander's

operational logistical

doctrineshould

be.

heoretically, th efunctions

guide

th e

building

of

anoperational logistics

frameworkand

the

principles

orcharacteristics

evaluateth e

validityofthatframework.

herefore,

in

FM 100-5, in th e

text

concerningoperational

logisticsdoctrine, th efunctions

should,physically, comebeforeth e

principles

or

characteristics.

Next, th eterms

used

should beaddressed.

he

term

'functions'

implies

that

they

specifically

apply

toactualaction,

forexample,

fueling

orfixing.

Th e

term

'functional

areas'

refers

tobroadand

flexible

categories

of logistics

(doctrinalflexibility).These

28


34/53

broad

categorieswill serveth eARFO RCommanderinplanningand

executingan

operationor

campaign.herefore,

th e

sectionofFM 100-5

thatdictatesth e

functions

of

logistics

for

th eARFOR

Commander

should

beentitled 'LogisticsFunctionalAreas.'

Finally,th eterm

logistics

characteristics

isveryuseful

toth e

commander

at

th e

tactical

level.tsetsdefinitive guidance

for

evaluationof

his

coursesof action,

especially

applicable

to

th e

tactical

level.

However, it

seems

to limit

th e

conceptual

aspect

of

th e

ARFOR

Commander.

or

one

thing,

it

does

not

allow

for

a

robust

level

of

logistical support

evaluation

techniques

at

th eoperational

level.

Characteristics

imply

that

th e

logistics

plan

must

beacteduponacertainway; typical;

distinctive.

56

Th e

term principles isdefinedas a

guiding senseof

the

requirements.

57

Th eterm

characteristics

does

not

take

intoaccountg eneral

and

broadideas

that

can beusedto

evaluate

courses

ofaction

forth e

ARFOR

Commander.

he

term principle

implies

flexibility

and

applicability to changingsituations.

Additionally, th e

term

logistics

principles

should

be

used

in

FM

100-5

in

order

to

comply

with

th e

evaluation

criteria

of

joint,multinational,and

interagency connectivity.n

conclusion,

th eterms

Logistics

Functional Areasand

Principles

ofLogistics,

whilestillunderstoodby Armylogisticians,

would

comply

with

TRADOC

Pam 525-5

criteria

of

Joint,

Multinationality,

and

Interagency

Connectivity.

29


35/53

Func t ional

Areas.

FM100-5

TACTICALLOGISTICS

FUNCTIONS

MANNING

ARMING

FUELING

FIXING

MOVING

SUSTAINING

SOLDIERS

ANDTHEIR

SYSTEMS

JP4.0

L

OGISTIC

SUPPORT

REQUIREMENTS

FUNCTIONAL

AREAS

SUPPLY

SYSTEMS

MAINTENANCE

TRANSPGRTA

T ION

GENERAL

ENGINEERING

HEALTHSERVICES

MISCELLANEOUSSERVICES

Figure

7

Th e

evaluation

criterion

of

doctrinal

flexibility

is

critical

to

th e

functions.

here

must

be

operational

logistics

functions

that

are

adaptable

to

an y

logistical

situationthat

th eARF O R

Commandermight

face.

h e

A R F O R

Commander in

th etheater

wiii

have

various responsibilitiesan d c an be organizedmany different ways.ppendix

A of FM

100-7

describesth e

different

relationships

thatthe

A R F O Rmight

have

withth e

ASC C ,

th ecombatant commander

(C I NC) ,

J TC ,CJTF,etc.

58

Th e

A R F O R Commander s

organization

an d

responsibilitiesare

contingent upon

th e

situation.

herefore,hewill

need

th e

doctrinal flexibilityin

order

to

pian and

executeacrossthespectrum

ofpossible

requirements.


36/53

The

traditional

tactical logistics

functions

are

inadequatedoctrinal

guidance

for

the ARFO R

Commander.hey

do

notprovide

th e

doctrinal

flexibilitynecessary to

address

th e

breadth

of situations

that

he

might

face.

P

4 .0 functionalareas

mirror

FM

100-5

in

th e functionsof

supply

systems

(sus tainingsoldiers

and

their

systems),

main tenance

(fixing),

transportation (moving) ,

heal th services

(manning) ,and

miscel laneous

services

(sustaining

soldiers

and

their

systems).

n

importantkey

functionthatthe A R F O R Commandermighthave to

conduct is

general

engineering.

Also,of particularimportanceto the

land

component sfight

areth e

tactical

logistics

functions

ofmann i ng

(meaning,

personnel

replacements operations) and

arming.

astly,

th e

functional

logisticsareas of

JP

4 .0

do not addressth e

land

fighters' concerns about

personnel

service

support

(PSS),

qualityoflife,

andgeneral

supply

support .

31


37/53

Principles

of

Logistics

FM100-5

LOGISTICS

CHARACTERISTICS

ANTICIPATION

INTEGRATION

CONTINUITY

RESPONSIVENESS

IMPROVISATION

JP

4.0

PRINCIPLES

OF

LOGISTICS

RESPONSIVENESS

SIMPLICITY

FLEXIBILITY

ECONOMY

ATTAINABILITY

SVSTAINABILITY

SURVIVABILITY

Figure 8

Th e

evaluation

criteria

of

tailorability

and

modularity,

strategic

mobility,

and

versatility

in

war

a n dMOOTWa i e

applicable

to

evaluating

th e

principles

of

logistics.

Flexibility

is

th e

keystone

to

th e

principles.f th eARFO R

Commander's

plan

is

not

flexible

enough

to

be

abletorespondto

everyconceivable

situationthenheneedsto

know

that

he

hasto acceptrisk

for

thatcourse

ofaction.hat

isth e

cruxofthe

operational

logistician'sresponsibilities,

to

advise

th e

commander

onth econsequences

and

costsof

th e

course

ofaction.heplanning for

and

subsequentexecution

of

operational logistics involves

foresight

and

anticipation.

This

involvesthinkingthrough

th e logisticsfunctionalareas

andadvisingth eARFOR

Commander

onwherethere

may

be

difficulties

would

ultimately

cause

him

to

make

choices

or

prioritize

support.Th e

32


38/53

principles

of

logistics

must

ensure

that

th e

ARFOR

Commander

hasthoughtthrough

this

process.

herefore,

it

is imperative

that

th e

principles

of

logistics

be

ofuse

to

th e

staff

in

the

MDMP.

hey must

be welldefined

indoctrine

whileat

th esame

time

pertinent

to

th eARFO RCommanderandplanners.

Currently,

FM 100-5

mirrors

JP

4.0,

as

faras

principlesof

logistics

in

several

areas.hedefinitions

ofresponsiveness,continuity,

andimprovisationfromthepresent

version

of FM

100-5

closely

parallel

with

th e

JP

4 .0 principles ofresponsiveness,

sustainability,

and flexibility.

Th e

next

thing

to

remember

is

that

if

th e

Army

is

going

to

meettheTRADOC Pam

525-5

criteria

ofstrategic

mobili ty

andtailorability

and

modularity,

itmustprovidemimmums

of

supplies,services,

and

personnel

to

execute

an

operation.nother

words,

th e

ARFOR

Commandermustreceive

enough

logistical

support

at

th eright

time

and

place

to

be

effective,

whilecosting th e leastresources.

Integrationis

still

key to

th e

ARFOR

Commanders'

operational

logistics.

Integration

will

ensure

that

th e

logistics

plan

is

synchronized

with

th e

operational

plan.

Additionally, th eFM

100-5 definition

ofanticipation

closely

resembles

th e

JP

4.0

definition

of simplicity.Th e

definitions

of simplicity,

economy,

and

attainability,

while

notin

FM

100-5

are

necessaryto

enable

th e

ARFOR

Commander

to

be

effective

in

evaluating

theoperational

logistics

concept.

inally,survivabilityiskey

to

operational

logistics.

t

requires

th e

ARFOR

Commander

to

considerthe requirements

to

make

operational

logistics

survivable

when

itcomestoactive

andpassivemeasures

in warand

M O O T W .

33


39/53

Title.

Th e

title

of

th esection

in

FM

100-5

that

provides

operational

logistics

doctrine

for

th e

ARFOR

Commander

can

beconsideredseveral

different

ways.

However,

it

should

be

comprehensive

and

succinct.

ogistics isdefined

in

jointdoctrineas:

The

scienceofplanning andcarryingoutth e

movementandmaintenanceof

forces.n

its

most

comprehensive

sense,

those

aspects

of militaryoperationswhich

deal

with:

.

esign

and

development,

acquisition, storage,movement,distribution,

maintenance,

evacuation,and

disposition

of

materiel;.

ovement,

evacuation,

and

hospitalizationof personnel;

c .

cquisition,

or

construction,

maintenance,operation,

and

disposition

of

facilities;and

d.

cquisitionorfurnishingof services.

59

Additionally,

combat

service

support

is

defined

in

joint

doctrine

as:

The

essential

capabilities,

functions,

activities,andtasks

necessary

to

sustainall

elements

ofoperatingforces in

theater

at

all levelsof war.

Withinth enational

and

theater

logistic systems, it

includes

but

isnot

limited

to

that

supportrendered

by

service

forces in

ensuring

th e

aspectsof

supply,

maintenance,

transportation,

health

services,and

other

services

requiredby

aviation

and

ground

troopsto

permit

those

units

to

accomplish

their

missions in

combat,ombat

service

support

encompasses

those

activities

atall

levelsofwar

that

producesustainment

to

all

operating

forces

on

th e

battlefield.

60

While

considering

these

two

terms,

it

is

necessary

to

evaluate

them

against the

criteria

of

joint,multinational,

and

interagency

connectivity.

FollowingTRADO CPam

525-5 guidance,

JP4 .0 uses th eterm

combatservice

support

as

a

subordinateelementto

logistics.Additionally,sinceth e

combat

servicesupport

definitionrefersto

th e

term

sustain,

this

implies

a

prolongedoperationwhichdoesnotfitaM O O T W scenario(this

could

include

an

operation

for

which

the

NationalCommandAuthority(NCA)

has

not

defined

an

endstate).

his

violates

th eevaluation

criteria

of

versatility

in

war

and

MOOTW .nconclusion,

th e

title

of

the


chapterofFM 100-5 should

34


40/53

beLogisticsbecause

itismorecomprehensive

and,

therefore,

useable

atthe

operational

ievel.

Conclusion

A

successful

operational

level logistical

planmustadheretoth e

fundamental

principlesof th e

logistics

characteristics

of U.

S .

Army

and

Jointdoc trine.

Also,there

must

be

changes

in

the

definitions

ofth e

logistics

characteristics

and

iogisticians

must

use

th e

changesto

these

principlesto ieveragethetechnology of th e

informationage.

Th e

principlesof th e

doctrine

are

sound.

However, they need

to

be

redefined

for

th e

mixedforce

ofth etwenty-firstcentury.

ogisticians

mustrealizethatonly withth e

technologicalenablers

in

place

will

th e

changes

to

th edefinitions

of

th e

iogistics

principles

berealized.

Inconclusion, theLogisticschapter

of

FM100-5 shouldaddress

doctrine

that

supports

th e

Army.

t

should

beentitled

Logistics.

Th e


doctrinein

this

chapter

should

be

called

Logistics

Functional

Areas

and

Logistics

Principles

to

ensurethat

th e

chapternests

with

joint

doctrine.

35


41/53

C H A P T E R

V

CONCLUSIONS

Operational

logistics

ofthetwenty-firstcentury

will

offerchallenging

opportunities.

roblems

that

have

plagued

modernarmiesfrom

World

W ar

IIto

Operation

Desert

Shield/Stormmight

be

solved.

Th e

logistician

might

finally

have

th e

toolsthatsh eor hehasneededto

operate like

an

efficient

late

20th

centurybusiness;near

real

time

information

and

th e

ability

to

influence

operations.However,

as

longas

a

singletankrequires

enormous

quantities

of fuelandammunitionan das longassoldiers

execute

th e

NSS/NMS,

the

'fog

and

friction'of

war

will

require logistics

doctrine

that

is

comprehensive

and

flexible.

Future

operational

methods

will

require

that

operational

logistics

doctrine

blend

old

principles

with new

challenges

andnew

capabilities.Th e

new

100-5

needsto

focus

on

principles

that

are

never

changing.

Broad

guidelines

that

lend

themselves

to

campaigns

of

highly

integrated

air, land,

sea,

space,

special

operations forces

(SOF)

and

information

operations.uture

campaigns

will

require

operational

maneuver

from

strategicdistancesby highly

integrated

joint expeditionary

forces.he

operational

campaigns

of

th e

future

willbe

a

newlevelof

precisionoffensivesan dhighly

deterrent

defensives

plus

stability andsupportoperations.

36


42/53

Recommendations.

Th enexteditionofFM

100-5

must

contain

operational level logistics

doctrine

thatsupports themany logistics

missions

required

ofth e

Army

of

th e

future.his

logistics doctrineshouldinclude

functions

andprinciples of logistics

that

enable

an

operational

commanderandh is

staff toconstructand

evaluate

CO Asduringth eMDMP.

These

principleswill

enableth e

commander

and

staff

to

test

a

given

CO A

for

feasibility,

acceptability,

and

suitability.

he logistics functions

willensure

that

all

operational

logistics

functional

areasare

considered

and

planned.

Basedo

doktrina logistike u vojsci

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