nine common logistics principles, we nature of LIC logistics and others do not. We also suggested two new principles that should be adopted by militaries engaged in LICs: survivability and dynamic endur- ance. The principles are:
Simplicity—Simplicity emphasizes finding simple solutions in difficult situations. We found that because of the differences in military situations, sometimes within the same region, and the high tempo and broad spectrum of contingencies, simplicity is hard to achieve in LIC logistics. In fact, it can be the exact opposite of what is needed on the ground when complex solutions are required. Therefore, simplicity does not apply to LIC logistics.
Flexibility—Flexibility is one of the bases of the ability to sustain troops during LICs.
Feasibility and attainability—LICs are relatively long operations that require high levels of resources. So it is important that they be based on fea-
Economy—The nature of LICs contradicts the economy principle. Commanders prefer to have as many resources as they can, even in excess of
Information—Since one of the charac- teristics of logistics in LICs is the need to accurately and quickly process data online, information is a key principle of LIC logistics success.
Dispersion—Although combat troops in LICs disperse, their sustainment is mainly centralized. Unlike in conven- tional conflicts, in which combat troops at the battalion and brigade levels are mainly self-reliant, the logistics solu- tions during LICs are usually provided by the central and regional levels. The only cases we found in which dispersion
of logistics forces was implemented was during deployment of medical troops. Therefore, we conclude that, for the most part, dispersion is not a principle of logistics in LICs.
Continuity and coordination— Although continuity and coordination in LICs are relatively hard to achieve, we found that this principle is impor- tant and supports sustainment efforts.
Timeliness—Timeliness is critical to success during LICs. The tempo of the conflicts and the importance of tactical missions that sometimes affect stra- tegic decisions make it an important principle.
Responsibility—This principle calls for defining the level of responsibility of each headquarters and commander in each stage of an operation. It sometimes requires defining the responsibilities of each country to sustain forces in coali- tion operations. During international operations such as NATO operations, the principle of responsibility reflects the need to define the role of each par- ticipating country.
Survivability—The principle of surviv- ability was adopted by a few armies, but it is not very common. We found that it is critical for logistics troops to develop survivable platforms and procedures in order to sustain combat troops.
Dynamic endurance—Endurance is the ability to withstand hardship or adversity. We defined dynamic endur- ance as a principle that emphasizes the need to sustain forces during contin- gencies throughout a conflict until its end, even if it takes years.
CONCLUSION
In the last chapter of our book, we looked at the history of how military revolutions appeared and at current and future trends in warfare. Modern theories like the revolution in military affairs, the fourth generation of war, and others suggest
that asymmetrical warfare will dominate future confrontations and replace tradi- tional linear battles.
As a consequence of this trend in warfare, we expect logistics to evolve into three operational levels. Frontline logistics will be divided into two sublevels:
Logistics platforms and resources placed with combat units that will enable greater self-reliance than those forces have today.
A dynamic logistics network composed of modular logistics units that will be able to sustain all types of combat troops within their areas of responsi- bility. This line of thinking, which is similar to a cellular phone network, has started to develop during LICs, espe- cially in the IDF.
The third operational level is strategic logistics based in both the homeland and the host nation, supporting the theater with those resources and stretching stra- tegic resources toward the meeting point with the frontline logistics troops.
This article is a condensed version of Ziv’s article in the January-February 2012 edi- tion of Army Sustainment (http://www.
almc.army.mil/alog/index.html). It is reprinted with permission.
EYAL ZIV is a Technical And Quality Manager at Nestle Nespresso Israel and a lieutenant
colonel in the
Israel Defense
Forces (IDF) Reserve. He co-wrote Logis- during his Technology and Logistics Branch while he served as a research fellow in the Logistics Department
at Bar-Ilan University. He
has a B.A. in logistics and economics from Bar-llan University and an M.B.A from Ben-Gurion University.
ASC.ARMY.MIL 55
LOGISTICS
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