Wartime Distribution Operations


Book Description

This paper analyzes the guidance in the current Focused Logistics Campaign Plan and assesses the effectiveness of Department of Defense (DoD) and service policies on materiel consolidation and air clearance authority. The paper argues that developing common DoD and services policies for materiel consolidation and air clearance will result in a more effective joint distribution system. After Operation Desert Storm the U.S. Army took the lead in reviewing its supply chain process in order to implement improvements through more effective practices and policies. This process improvement program was called Velocity Management (VM). VM has enabled the Army to significantly reduce its peacetime CWT for high-priority materiel. Customer wait time segments span the entire strategic and theater distribution system. Policy and practices implemented at the strategic level significantly impact the effectiveness of the theater distribution system and defense transportation system. Using RAND studies and current DoD policy this SRP analyzes current joint guidance Army Velocity Management materiel consolidation guidance for the Army and Marine Corps in Operation Iraqi Freedom and a comparison of our services air clearance policies. This analysis demonstrates the need for the DoD to update and standardize policy for materiel consolidation and air clearance.




The Strategic Distribution System in Support of Operation Enduring Freedom


Book Description

This documented briefing reports on research done as part of the Strategic Distribution program (SD), a joint endeavor of the U.S. Transportation Command (TRANSCOM) and the Defense Logistics Agency (DLA) to improve the reliability and responsiveness of the Defense distribution system. This analysis is part of RAND's ongoing efforts to help these organizations shape the concept and strategy behind SD, and to aid in implementing process improvements. SD began in 2000 as a means of addressing problems in the distribution portion of the military supply chain. Since the effort began, SD has produced a process improvement methodology that has resulted in distribution processes that move materiel and personnel more quickly, reliably, and efficiently. Earlier initiatives such as the Army's Velocity Management (VM) had already demonstrated the successes that can result from a systematic analysis of end-to- end processes and the empowerment of a committed team of military logisticians. SD has extended these process improvements to the joint level. During its first year, SD laid the groundwork for major change. It established an organization to pursue improvement, developed measurement tools to capture successes and failures, and developed its strategic concept, headed by senior leaders from DLA and TRANSCOM. Committees were established to oversee SD efforts in four areas: stock positioning, air distribution, surface distribution, and financial management within the Defense Transportation System (DTS). These committees are led by senior officers from the DLA Defense Distribution Center (DDC), Air Force Air Mobility Command (AMC), TRANSCOM's Military Surface Deployment and Distribution Command (MSDDC), and TRANSCOM, respectively. An executive agent, two co-directors, and a common analytical agency coordinate complementary efforts and initiatives among the four committees.




The Process of Military Distribution Management


Book Description

This book is a guide for Logistician's (military or civilian) in the execution of Movement Control and Distribution Management. - Provides examples of procedures and guidance utilized by our armed forces operating in Iraq to date, as well as being reviewed as emerging doctrine for the future. - Presents information for staff management that incorporates manual and automated procedures to monitor and track movement and commodities on today's modern battlefields. - Provides a process to utilize data from different automation systems, which do not talk to one another, as well as incorporates manual procedures to develop a system to monitor and track movement and commodities on today's modern battlefields. By doing this, we have provided the commander with a focused staff battle rhythm that works. Due to the Army Transformation and Spiral Development, there is a lack of documentation on just how to interpret and implement the new concepts and automation applications, and synchronize their usage and development. Many of the ideas and process in this book have not advanced beyond the conjectural level. The work covered is an initial effort to make operational these new ideas and procedures and provide them as training in a classroom and wartime environment. The uniqueness of the logistical mission and the technology of these services, this book may be guided towards a rather select audience. But due to the tactics and methods being used by our enemies in the field, it is important to understand that at all levels, the ability to have visibility and command and control of movement within our battle space is essential.




The Strategic Distribution System in Support of Operation Enduring Freedom


Book Description

Explores the multistranded of the Strategic Distribution program, discussing why a significant change was needed in Defense distribution, how Strategic Distribution sought to transform the system, and how well that system met the challenge of Operation Enduring Freedom in Afghanistan.







Materiel Distribution


Book Description




Issues in Materiel Distribution


Book Description

This Note develops the approach for a study that would fulfill future requirements for a military supply distribution system. It is based on interviews with 45 senior Department of Defense (DoD) officials who were asked their opinions about the military distribution system. The interviews point to three primary conclusions: (1) the DoD does not have a well-integrated distribution system, (2) managers operating in today's materiel distribution system are often preoccupied with peacetime demands and are largely satisfied with their ability to meet those demands, and (3) the confederation of DoD materiel distribution systems might not perform effectively under wartime demands.




Wartime Logistics in Afghanistan and Beyond


Book Description

Over the past decade, thousands of military vehicles and tens of thousands of tons of supplies and equipment have been moved into Afghanistan in support of NATO operations. In the near future, this materiel will have to be disposed of or moved out of the country. For the UK military this will be the biggest logistics operation since the Second World War. The process of moving supplies into, around and out of Afghanistan is a resource-intensive operation that has already resulted in numerous instances of local and regional corruption, which have often been accepted as a cost of doing business. This report looks at how these and other problems arise and how the United Kingdom's military supply chain can adapt to deal with them. It makes recommendations for utilizing supply chain resources to serve strategic and operational goals during the build-up and drawdown of forces. It analyses how broader opportunities can, over time, be extracted from managing the military supply chain and its component parts. These include improving local transport infrastructure, supporting reconstruction and development efforts, and delivering influence at local levels. These opportunities could be realized through a variety of means, including increased employment of local workers, targeted resource distribution, and intelligent contracting coupled with robust financial oversight.




Defense logistics actions needed to improve the availability of critical items during current and future operations : report to congressional committees.


Book Description

GAO has identified spare parts supply as a long-standing Department of Defense (DoD) management problem. In December 2003, GAO reported on problems with Operation Iraqi Freedom (OIF) logistics support including shortages of spare parts and supplies in Iraq. This report expands on that effort by assessing the following: (1) what supply shortages were experienced by U.S. forces in Iraq between October 2002 and September 2004, and what impact the shortages had on their operations; (2) what primary deficiencies in the supply system contributed to any identified supply shortages; and (3) what actions DoD has taken to improve the timely availability of supplies for current and future operations. To address these objectives, GAO selected nine items that represented possible shortages with operational impacts. U.S. troops experienced shortages of seven of the nine items GAO reviewed. GAO identified five systemic deficiencies that contributed to shortages of the reviewed items, including inaccurate Army war reserve spare parts requirements and ineffective distribution. Annual updates of Army war reserve parts requirements have not been conducted since 1999. As a result, the war reserves did not contain enough track shoes, batteries, and tires to support U.S. forces during initial operations. Effective distribution relies on a seamless process to promptly move supplies from the United States to a customer. GAO found that conflicting doctrinal responsibilities for distribution management, improperly packed shipments, insufficient transportation personnel and equipment, and inadequate information systems prevented the timely availability of four of the items. While U.S. troops developed short-term solutions to manage item shortages during OIF, DoD and the services have begun to undertake systemic, long-term changes to fix the supply problems identified. The majority of the changes are focused on distribution, and not on the full gamut of systemic deficiencies GAO identified7.




Distribution Operations (Joint Publication 4-09)


Book Description

This publication, “Distribution Operations (Joint Publication 4-09),” provides doctrine for the planning, execution, and assessment of joint distribution operations. Distribution is a critical element of joint operations that enables projection and sustainment of military power, and is the operational process of synchronizing all elements of the logistic system to support the geographic combatant commander (GCC). It includes the ability to plan and execute movement of forces for deployment and redeployment as well as sustainment and retrograde. Military operations are conducted in a complex, interconnected, and global operational environment characterized by uncertainty; they are also distributed and conducted rapidly and simultaneously across multiple joint operations areas within a single theater or across boundaries of more than one GCC and can involve a variety of military forces, multinational and other government organizations. The joint logistics environment (JLE) within this operational environment consists of conditions, circumstances, and influences affecting employment of logistic capabilities at the strategic, operational, and tactical levels of war, and includes the full range of logistic capabilities, stakeholders, and end-to-end processes. Joint distribution operations are a subset of joint logistics. This publication has been prepared under the direction of the Chairman of the Joint Chiefs of Staff. It sets forth joint doctrine to govern the activities and performance of the Armed Forces of the United States in joint operations and provides the doctrinal basis for interagency coordination and for US military involvement in multinational operations. It provides military guidance for the exercise of authority by combatant commanders and other joint force commanders (JFCs) and prescribes joint doctrine for operations, education, and training. It provides military guidance for use by the Armed Forces in preparing their appropriate plans. It is not the intent of this publication to restrict the authority of the JFC from organizing the force and executing the mission in a manner the JFC deems most appropriate to ensure unity of effort in the accomplishment of the overall objective. Joint doctrine established in this publication applies to the Joint Staff, commanders of combatant commands, subunified commands, joint task forces, subordinate components of these commands, the Services, and other support agencies and organizations. The guidance in this publication is authoritative; as such, this doctrine will be followed except when, in the judgment of the commander, exceptional circumstances dictate otherwise. If conflicts arise between the contents of this publication and the contents of Service publications, this publication will take precedence for the activities of joint forces unless the Chairman of the Joint Chiefs of Staff, normally in coordination with the other members of the Joint Chiefs of Staff, has provided more current and specific guidance. Commanders of forces operating as part of a multinational (alliance or coalition) military command should follow multinational doctrine and procedures ratified by the United States. For doctrine and procedures not ratified by the United States, commanders should evaluate and follow the multinational command's doctrine and procedures, where applicable and consistent with US law, regulations, and doctrine.