FIGURE 1 CORE LOGISTICS FUNCTIONS Core Functions Deployment and distribution Supply Maintenance Logistics services Operational contract support Engineering Health services Functional Capabilities
• Move the force. • Sustain the force.
• Manage supplies and equipment. • Inventory management. • Manage global supplier networks. • Assess global requirements, resources, capabilities and risks.
• Depot maintenance operations. • Field maintenance operations.
• Food service. • Water and ice service. • Contingency base services. • Base and installations support. • Hygiene services.
• Contract support integration. • Contractor management.
• General engineering. • Combat engineering. • Geospatial engineering.
• Health service delivery. • Force health protection. • Health system support.
CORE LOGISTICS FUNCTIONS
The joint sustainment planner may consider the capabilities involved in each core logistics function to determine whether a certain service should have the lead in providing it for all services involved in a joint operation. (SOURCE: JP 4-0)
has engineering capability in its force structure, but tasking construction engi- neering to a single service may reduce redundancy and clarify responsibilities.
CONCLUSION Te above are simple examples, but the process
illustrates where the joint
planner’s focus should be—not on the service requirements, but on the requirement to make this operation as efficient and effective as possible by reducing
unnecessary
redundancies.
Understanding that there will be evolving and unanticipated challenges, the planner can apply Rule 3 and start considering the structure of and coordination authorities for the appropriate board, center, office, cell and group and how these bodies fit it in the task force’s battle rhythm.
Tis framework should help a planner think through the joint planning process. It considers a service’s Title 10 responsibil- ity to sustain its own forces, accounts for the combatant commander’s plan for ser- vice leads in certain areas when it makes sense, and takes into consideration that unanticipated requirements and conflicts will arise and will need to be addressed.
Tis article first appeared in the March- April 2014 issue of Army Sustainment magazine, at
http://www.alu.army. mil/alog/
CurrentIssue.html.
medical materiel to all the services, DLA is an important partner in the service component planning process.
Applying Rule 2, the joint sustainment planner considers exceptions to Rule 1 and plans to eliminate redundancies where it makes sense for the operation. Assuming that the Air Force is the pre- dominant service for this operation, perhaps it makes sense for the Air Force
to provide subsistence and base support for all participating elements.
For efficiency’s sake, the Army could deploy the resources to provide medical support to all the services and to repair ground vehicles common to all the ser- vices. Naval forces might provide the construction engineering capability for the task force; this is a requirement all the services will likely have, and each service
MR. MARK SOLSETH is an instruc- tor for the Command and General Staff Officers’ Course at Fort Lee, VA. He has a master’s degree in military art and science from the Command and General Staff Col- lege (Advanced Operational Art Studies Fellowship) and a B.S. in economics from Colorado State University. He is also a graduate of the Joint Professional Military Education Phase II and the Command and General Staff Officers’ Course.
ASC.ARMY.MIL 81
LOGISTICS
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180 |
Page 181 |
Page 182 |
Page 183 |
Page 184 |
Page 185 |
Page 186 |
Page 187 |
Page 188 |
Page 189 |
Page 190 |
Page 191 |
Page 192 |
Page 193 |
Page 194 |
Page 195 |
Page 196 |
Page 197 |
Page 198 |
Page 199 |
Page 200
