Force Multiplying Technologies for Logistics Support to Military Operations (2014) / Chapter Skim
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8 Optimizing the Logistics Effort
8 Optimizing the Logistics Effort
Pages 133-141
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From page 133... ...
. The 2010 Joint Concept for Logistics emphasized the need for increased integration and synchronization of Joint logistics processes within the Joint logistics enterprise in order to provide support for Joint force commanders across a range of military operations.
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From page 134... ...
offered a first step at defining a common framework for providing logistics support to Joint forces. It emphasized the importance of a whole of government approach and the need for integration and synchronization of DoD processes and capabilities and the implementation of a Joint logistics enterprise consisting of common metrics, business rules, and standardization that enable integration, synchronization, and optimization; the unifying of effort to achieve a common set of objectives; the simultaneous need to deliver, position, and sustain Joint forces across a range of operations; and the development of a digital network for sharing information across the enterprise.
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From page 135... ...
No standing joint logistics organization can command and control logistics and theater distribution operations at the operational level in the theater in support of the regional combatant and joint force commanders. Integration of coalition and host-nation capabilities.
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From page 136... ...
The support of Marine Corps Special Operations Forces and Naval Special Warfare Forces within a Joint environment has similar issues. Establishing a training program to educate SOF commanders about the Army supply system and processes, and how to effectively integrate into the Army logistics network while deployed in a joint area of operations, may also be necessary.
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From page 137... ...
The Army G-4, working in conjunction with the individual geographic combatant commands and special operations command (SOCOM) , should determine the feasibility and acceptability of designating each theater Army as the primary logistics and sustainment support organization for special operations forces in each geographic combatant command's area of responsibility.
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From page 138... ...
As indicated in Chapter 6, for the logistics community to be capable of effectively articulating its position, it must be given the analytical resources to carry out the appropriate logistics studies and to bring this information to the attention of decision makers who shape future force structures and plan future operations. In a paper for the Army War College, career logistician COL Kevin Powers, found that While it can be argued that Army transformation has been constant and ongoing for the past two decades, it is apparent that the change we have seen has truly only been evolutionary in nature for the sustainment community.
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From page 139... ...
Service members attending military education programs, from the senior service college-level to the basic entry program, need to better understand the role of Joint logistics in the conduct of military operations, and their responsibilities for facilitating the execution of logistics activities. It would be helpful to include logistics activities in training exercises and war games, such as at the National Training Center.
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From page 140... ...
The TRADOC courses should enable Army personnel to understand the proper employment of SOF in general and their associated support. Conversely, the SOCOM courses should familiarize SOF personnel with the logistics and sustainment support organizations and associated capabilities that the Army can provide to them when they have been assigned to a Theater Special Operations Command.
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From page 141... ...
Finding 8-4. Joint, interagency, intergovernmental, multinational, nongovernmental, and commercial activities remained heavily involved in material development and technology innovation in areas directly relevant to logistics operations and sustainment goals.
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