LOGISTICS


Joint Sustainment THAT WORKS


Tree simple rules to guide the planning of complex multiservice operations


by Mr. Mark Solseth A


s an instructor for the Com- mand and General Staff Officers’ Course, I often observe Army officers under-


standably defaulting to their experience when first


learning about or perform-


ing sustainment planning during joint practical exercises. Many times, again not unexpectedly, they start planning almost solely from an Army perspective, specifying detailed tasks to Army sus- tainment units by field service and class of supply.


I propose a simple, straightforward con- struct for them to use when thinking about planning joint sustainment, with three rules to follow in sequence.


First, each service (Army, Air Force, Navy or Marine Corps) is responsible for sustaining itself, or the Defense Logistics Agency (DLA) provides the sustainment in response to that service.


76 Army AL&T Magazine April–June 2014


Second, the joint planner must consider exceptions to the first rule if those excep- tions make sense for the operational context at hand.


Te third rule is that if the first and sec- ond rules don’t cover a sustainment area, or if it conflicts with those rules, reconcil- iation is necessary, using primarily joint boards, centers, offices, cells and groups.


By applying this rather simple construct to planning for the specific operation, planners can think around the complex limitations of law, policy and doctrine relating to service and joint sustainment.


RULE 1 Te first


rule derives from the service


responsibilities listed in Title 10 of the U.S. Code and supplemented by direc- tives from DOD. Based on these laws and directives, all of the services have major commands to support their requirements,


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