how it fits into a broader operational environment are absolutely foundational toward building
personal
credibility.
Specifically, as a logistician, you must be able to translate logistics-speak into warfighting impact, and then you must credibly convey your informed views and positions to the commander … especially if that logistics view challenges the pre- ferred operational scheme of maneuver. You must combine expertise with critical thinking to develop a deep understand- ing of the logistics impact on readiness, and to clearly and confidently articulate risk during the development and execu- tion of military plans. You must have the courage, born of knowledge and intellect, to challenge the status quo.
To fulfill the imperative to develop pro- fessional
logisticians for the JF2020, I
and other senior leaders of the JLEnt are leading two key efforts. First, we have worked to identify and affirm the needed core logistics competencies for the JF2020 environment. And second, we are developing a strategy and action plan to ensure that key logistics concepts associated with our core competencies are integrated into all levels of learning through targeted educational, training, and experiential opportunities.
Te remarkable logistical successes of our past were enabled by our people, and so, too, will be the successes of our future. However, no matter how well we collec- tively develop training and educational opportunities, the crucial factor for logistics success will be based on the pre- paredness of you, our Joint logisticians. As our national
security environment evolves, so too must our logisticians.
By knowing our jobs and through continuous learning, we will position ourselves to evolve and adapt in order to
meet the opportunities and challenges of the future. If you do that, I have no doubt you will be successful—and more importantly, we will continue to have the greatest Joint logistics force in the world.
[Te Capstone Concept for Joint Operations: Joint Force 2020 is online at
http://www.jcs.mil//content/ files/2012-09/092812122654_CCJO_ JF2020_FINAL.pdf.]
the fight. Go where the guns are blar- ing. It’s hard to do logistics back here at home; logisticians need to be where the warfighters are. Tey have to walk the ground in Afghanistan, know the cus- tomer, know the warfighter, and work their issues.
MG KENNETH S. DOWD Director of Logistics Operations (J3) Defense Logistics Agency
I have been in the fight in Kuwait,
Iraq,
and Afghanistan, and one of the biggest things I would suggest to a new logisti- cian is to be aggressive. We have to make sure [logisticians] have a seat at the table with the warfighter. It is important to hear what the warfighter’s issues are so we can be part of the solution, or at least be at the table so we can provide input to a plan.
I would warn a new logistician about being too cautious; don’t sit in the second row when all the other major players are at the head table. Our new logisticians need to be competent so they can be at the table and feel comfortable telling that three- or four-star general that if they go up this hill or take that route, they will run out of fuel. We have to feel confident and competent enough to give the leaders that kind of forecasting advice.
Young logisticians of the next generation need to be out in
Something I learned during my career is that it is important to keep not only my boss but also other generals well- informed. I would send them a weekly note on the hot logistics issues that might impact their fight or mission. We have to be good at providing strategic communications to the warfighter.
If you want to be a great logistician, I suggest you look for the tough jobs. You need to do “muddy boots” kinds of
logistics jobs. I encourage the new
logistician to get out there and do the tough stuff in extreme weather conditions in order to experience how the system holds up. You have to know what the warfighter is going through to really be able to provide logistics support to them.
Te logistician of the future has to know how to build relationships. A lot of folks like to do it through email, but I feel it is important to walk around and talk to as many people as possible. Tat’s how I build relationships.
I think a logistician’s ability to build relationships is almost as important as being competent. As a logistician, I need to be able to connect with the warfighter so they have confidence in my ability
“IF YOU WANT TO BE A GREAT LOGISTICIAN, I SUGGEST YOU LOOK FOR THE TOUGH JOBS.”
ASC.ARMY.MIL 71
LOGISTICS
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