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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
DncQUALmri
W
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p
EC rBD4
1 9 9 9 1 1 0 9
2 1
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SECURITY
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O F R E P O R T
UNCLASSIFIED
18 .
SECURITY CLASSIFICATION F THIS
P A G E
UNCLASSIFIED
1 9.
SECURITYCLASSIFICATION
O F ABSTRACT
UNCLASSIFIED
1 5.
NUMBER
O F
P A G E S
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USAPPC1.00
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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
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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.
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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
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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
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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
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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:
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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.
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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
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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
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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
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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
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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.
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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
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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
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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
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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
operational logistics
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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
8/10/2019 Doktrina Logistike u Vojsci
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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
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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
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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
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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
operational logistics
chapterofFM 100-5 should
34
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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
operational logistics
doctrinein
this
chapter
should
be
called
Logistics
Functional
Areas
and
Logistics
Principles
to
ensurethat
th e
chapternests
with
joint
doctrine.
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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.
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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