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1 Click to edit Master title style Joint Logistics Planning: Introduction 1

2 Joint Command Relationships and Logistics

3 Joint Logistics Enterprise (JLEnt) What is the Joint Logistics Enterprise? 3

4 Joint Logistics Enterprise (JLEnt) OSD and Joint Staff Military Services and Defense Agencies Who is in the Joint Logistics Enterprise? Industry Joint Deployment Process Owner Joint Distribution Process Owner Joint Force Commanders Integrated Joint Logistics Processes Interagency Multinational Partners Inter and Non-Governmental Organizations Integrated Processes that Provides the JFC Freedom of Action 4

5 Deconfliction

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7 ClickJoint to edit Master title style Publications 7

8 Article 1, Section 8, US Constitution: The Congress shall have Power To lay and collect Taxes, Duties, Imposts and Excises, to pay the Debts and provide for the common Defence and general Welfare of the United States; but all Duties, Imposts and Excises shall be uniform throughout the United States;... To raise and support Armies, but no Appropriation of Money to that Use shall be for a longer Term than two Years; To provide and maintain a Navy; To provide for calling forth the Militia to execute the Laws of the Union, suppress Insurrections and repel Invasions; To provide for organizing, arming, and disciplining, the Militia, and for governing such Part of them as may be employed in the Service of the United States, reserving to the States respectively, the Appointment of the Officers, and the Authority of training the Militia according to the discipline prescribed by Congress; To exercise exclusive Legislation in all Cases whatsoever, over such District (not exceeding ten Miles square) as may, by Cession of particular States, and the Acceptance of Congress, become the Seat of the Government of the United States, and to exercise like Authority over all Places purchased by the Consent of the Legislature of the State in which the Same shall be, for the Erection of Forts, Magazines, Arsenals, dock-yards, and other needful Buildings;-

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11 Goldwater-Nichols Act of 1986 Public Law th Congress An Act Oct [H.R. 3622] Goldwater-Nichols Department of Defense Reorganization Act of Armed Forces. Defense and national security. 10 USC 111 note. To reorganize the Department of Defense and strengthen civilian authority in the Department of Defense, to improve the military advice provided to the President, the National Security Council, and the Secretary of Defense, to place clear responsibility on the commanders of the unified and specified combatant commands for the accomplishment of missions assigned to those commands and ensure that the authority of those commanders is fully commensurate with that responsibility, to increase attention to the formulation of strategy and to MAJ JOHN V. RIOS contingency planning, to provide for more efficient use of defense resources, to improve Army University policies, otherwise to enhance the effectiveness of military jointlogistics officer management operations and improve the management and administration of the Department of Defense, The Premier Trainer and Educator and for other purposes. of Sustainment Leaders! 11

12 JP 1, Doctrine for the Armed Forces of the Unitted States 12

13 Click to editjpmaster title style 1 POTUS/SECDEF CJCS Joint forces are established at three levels: unified commands, subordinate unified commands, and JTFs. a. Authority to Establish. In accordance with the UCP, combatant commands are established by the President, through the SecDef, with the advice and assistance of the CJCS. Commanders of unified commands may establish subordinate unified commands when so authorized by the SecDef through the CJCS. JTFs can be established by the SecDef, a CCDR, subordinate unified commander, or an existing JTF commander. 13

14 Unified Command Plan (UCP) US FORCES KOREA 14

15 What is Joint? Joint Connotes activities, operations, organizations, etc., in which elements of two or more Military Departments participate. (JP 1) USN and USMC exercise or USN and USA exercise? Joint servicing function performed by a jointly staffed and financed activity in support of two or more Services. See also servicing. (JP 3-05) When a theater Service component cannot satisfy its Service SOF support requirements, the GCC will determine if another Service component can do so through common or joint servicing arrangements. Another example is DLA Joint logistics The coordinated use, synchronization, and sharing of two or more Military Departments logistic resources to support the joint force. See also logistics. (JP 4-0)

16 WhatClick are to the Joint editfour Master titlecommand style Relationships? Combatant Command (COCOM) Operational Control (OPCON) Tactical Control (TACON) Support 16

17 Click to edit Master title style Combatant Command (COCOM) Title 10 ("Armed Forces"), United States Code, Section 164, exercised only by commanders of unified or specified combatant commands perform those functions of command over assigned forces involving organizing and employing commands and forces, assigning tasks, designating objectives, and giving authoritative direction over all aspects of military operations, joint training, and logistics necessary to accomplish the missions assigned to the command. DAFL (directive authority for logistics) as a derivative of COCOM (for assigned forces only or as spelled-out in a SECDEF execution order) Source: JP 1 (emphasis added) 17 17

18 Click to edit Master (OPCON) title style Operational Control Command authority that may be exercised by commanders at any echelon at or below the level of combatant command. authoritative direction over all aspects of military operations and joint training necessary to accomplish missions assigned to the command. should be exercised through the commanders of subordinate organizations. Normally this authority is exercised through subordinate joint force commanders and Service and/or functional component commanders. it does not, in and of itself, include authoritative direction for logistics or matters of administration, discipline, internal organization, or unit training. Source: JP 1 18

19 Click to edit Master title style Tactical Control (TACON) Missions: usually in an existing theater of operations or transiting through an AOR. Source: OPORDs, FRAGOs. Command authority over assigned or attached forces or commands, or military capability or forces made available for tasking, that is limited to the detailed direction and control of movements or maneuvers within the operational area necessary to accomplish missions or tasks assigned. may be delegated to, and exercised at any level at or below the level of combatant command. Source: JP 1 19

20 Click to Support edit Master title style An element of a command that assists, protects, or supplies other forces in combat. Source: JP 1 Supported Commander In the context of a support command relationship, the commander who receives assistance from another commander s force or capabilities, and who is responsible for ensuring that the supporting commander understands the assistance required. Source: JP 3-0 Supporting Commander In the context of a support command relationship, the commander who aids, protects, complements, or sustains another commander's force, and who is responsible for providing the assistance required by the supported commander. See also support; supported commander. Source: JP

21 Command Relationships Synopsis Source JP 3-0

22 Other Forms of Control (not command) Administrative Control (ADCON) Direction or exercise of authority over subordinate or other organizations in respect to administration and support, including organization of Service forces, control of resources and equipment, personnel management, unit logistics, individual and unit training, readiness, mobilization, demobilization, discipline, and other matters not included in the operational missions of the subordinate or other organizations. Source: JP 1 coordinating authority the commander or individual has the authority to require consultation between the agencies involved, but does not have the authority to compel agreement. Source: JP 1 direct liaison authorized (DIRLAUTH) authority granted by a commander (any level) to a subordinate to directly consult or coordinate an action with a command or agency within or outside of the granting command. Source: JP 1

23 Important Concepts Click to edit Master title style for Joint Logistics DAFL (directive authority for logistics) as a derivative of COCOM (for assigned forces only or as spelled-out in a SECDEF execution order) There may be service component/agency leads Executive Agency-- SecDef or the Deputy Secretary of Defense may designate a DOD EA and assign associated responsibilities, functions, and authorities within DOD. The head of a DOD service component/agency may be designated as a DOD EA. Lead Service responsibilities -- The CCDR may choose to assign specific common user logistic functions, to include both planning and execution to a lead Service. For example, in circumstances where one Service is the predominant provider of forces and/or the owner of the preponderance of logistic capability, it may be prudent to designate that Service as the joint logistic lead. 23

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25 Click to edit Master title style How does DOD account for forces? How does this accounting relate to command relationships? 25

26 J31 Click -- Global to edit Force MasterManagement title style Assigned Allocated Apportioned Service-Retained Which COCOMs have assigned forces? 26

27 Conventional Force Pools & Click to edit Master title style Command Relationships Pool Type J-Staff Element Purpose Assigned J3 (engagement/ training/operations) & J5 (plan) Plan, engage, train, operate Apportioned J5 Planning Allocated J3 Operations Service Retained/ Unassigned JSJ3 ( J33 at Norfolk) Readiness C2 Relationship Document COCOM Forces for (Directive Combatant Authority for Commands Logistics DAFL memorandum and Applies) GFMIG None* OPLANs/CONPLAN s w/tpfdd & GFMIG,** JSCP*** OPCON OPORDS/DEPORD S Departmental Service Force Structure memos and messages USA-FORSCOM, USMC-MARFORCOM, USN-NAVFLTFOR, USAF - AIR COMBAT COMMAND (ACC) *Army has developed the idea of regionally-aligned forces (RAF) that is not a command relationship but a planning, readiness, and training relationship. MAJ JOHN V. RIOS **Global ForceUniversity Management Implementation Guidance Army Logistics ***Joint Strategic Capabilities Plan 27

28 Click to edit Master title style JP 4-0 App D, p. D-1 28

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30 Questions?

31 BREAK

32 Joint Operation Planning Process

33 Definition and Purpose JOPP is an orderly, analytical process, which consists of a set of logical steps to: Examine a mission Develop, analyze, and compare alternative COAs Select the best COA Produce a plan or order In addition, it provides a proven process to organize the work of the commander, staff, subordinate commanders, and other partners, to develop plans that will appropriately address the problem to be solved

34 References JP 3-0 Doctrine for Joint Operations JP 3-16 Multinational Operations JP 3-29 Foreign Humanitarian Assistance JP 3-33 Joint Task Force HQs JP 4-0 Logistics JP 5-0 Joint Operation Planning

35 Joint Operation Planning Deliberate Planning: The Joint Operation Planning and Execution System planning activities that occur in non-crisis situations. The Joint Planning and Execution Community uses contingency planning to develop operation plans for a broad range of contingencies based on requirements identified in planning directives. Crisis Action Planning: The Joint Operation Planning and Execution System process involving the time-sensitive development of joint operation plans and operation order for the deployment, employment, and sustainment of assigned and allocated forces and resources in response to an imminent crisis. Crisis action planning is based on the actual circumstances that exist at the time planning occurs.

36 JOPP

37 Commander s Assessment Major Crisis Supported CCDR Situation Awareness Commander s Assessment Information on situation Action being taken within ROE Forces available Timeframe for commitment of forces Major constraints or restraints for employment of forces Current COAs being executed

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39 Mission Analysis

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42 Warning Order Major Crisis Situation Awareness Commander s Assessment Warning Order Planning Order Warning Order Issued by CJCS Contains Mission Statement -- Objectives -- Constraints/ Restraints -- Tentative Forces Available -- Command Relationships Requests Commander s Estimate -- Develop COAs

43 Course of Action (COA) Development What is a COA - A COA is a potential way (solution and/or method) to accomplish the assigned mission Why are COAs developed - to provide unique choices to the commander, all oriented on accomplishing the military end state What is a good COA A good COA accomplishes the mission within the commander s guidance, provides flexibility to meet unforeseen events during execution, and positions the joint force for future operations 43 43

44 Course of Action (COA) Development The COA consist of the following information: WHO will take the action WHAT type of military action will occur WHEN the action will begin WHERE the action will occur WHY the action is required (purpose) HOW the action will occur (force employment method)

45 Course of Action Development

46 Centers of Gravity Critical capabilities crucial enablers for a COG to function; essential to the adversary s assumed objective(s) Critical requirements conditions, resources and means that enable a critical capability to become fully operational Critical vulnerabilities aspects of critical requirements which is deficient or vulnerable to direct/indirect attack that will create decisive/ significant effects

47 COA Considerations Adequate Can accomplish the mission within the commander s guidance. Preliminary tests include: 1. Does it accomplish the mission? 2. Does it meet the commander s intent? 3. Does it accomplish all the essential tasks? 4. Does it meet the conditions for the end state? 5. Does it take into consideration the enemy and friendly COGs? Feasible Can accomplish the mission within the established time, space, and resource limitations. The COA is feasible if it can be executed with the forces, support, and technology available within the constraints of the physical environment and against expected enemy opposition. Acceptable Must balance cost and risk with the advantage gained. A COA is considered acceptable if the estimated results justify the risks

48 COA Considerations Distinguishable Must be sufficiently different from other COAs in the following: 1. The focus or direction of main effort. 2. The scheme of maneuver (land, air, maritime & special operation). 3. Sequential versus simultaneous maneuvers. 4. The primary mechanism for mission accomplishment. 5. Task organization. 6. The use of reserves. Complete Does it answer the questions who, what, where, when, how, and why? 48 48

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50 Course of Action Analysis

51 Course of Action Validity Test Adequate can accomplish the mission within the commander s guidance Feasible can accomplish the mission within established times, space and resource limitations Acceptable must balance cost and risk with the advantage gained Distinguishable must be sufficiently different from the other courses of action Complete Must incorporate: Objectives, effects and tasks to be performed Major forces required Concepts for deployment, employment and sustainment Time estimates for achieving objectives Military end state and mission success criteria

52 Wargaming

53 Course of Action Comparison

54 Principles of Logistics Logisticians use the principle of logistics as a guide for analytical thinking when assessing COAs or plans/orders. Responsiveness providing the right support when/where needed Simplicity minimum of complexity in logistic operations Flexibility ability to improvise/adapt logistic structures/ procedures Economy support is provided using the fewest resources within acceptable levels of risk Attainability minimum essential supplies/services required to execute will be available Sustainability ability to maintain the necessary level/duration of operational activity to achieve military objectives Survivability capacity of an organization to prevail in the face of potential threats

55 Course of Action Approval

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57 Commander s Estimate

58 Plan Development Activities

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63 Theater Logistics Analysis JP 4-0, 16 Oct 13

64 Determines: Host-Nation Support and Logistics Support Agreements Strategic Air and Sea Ports of Debarkation Pre-Positioned and Theater Reserve Stocks Joint Logistics Functions Deployment and Distribution Supply Maintenance Logistics Services OCS Engineering Health Services Logistics Capability Shortfalls

65 Concept of Logistic Support JP 4-0, 16 Oct 13

66 Concept of Logistic Support Functional basis in preparation of Annex D for assigned CONPLANs and/or OPORD development tasks Establishes priorities of support across all phases of operations (Phase 0 through Phase V) Addresses sustainment of forces to include: ID and status of theater support bases Intermediate staging bases Forward staging bases Assignment of contingency BOS responsibilities Afloat assets ID and status of theater sustainment elements Priority of sustainment by class of supply with guidance on days to be maintained (min/max) Movement priorities for airlift/sealift aligned with JFC CONOPS Guidance for employment for sea-air interfaces to facilitate JRSOI Control of CUL JFC s declaration of force closure Actions by phase (Phase 0 Phase 5) University assets required Army LogisticsLogistics

67 Logistics Staff Estimate JP 4-0, 16 Oct 13, Appendix B

68 Logistics Staff Estimate JP 4-0 appendix B 1. Mission State the mission of the command as a whole, taken from the commander s mission analysis, planning guidance or other statements. 2. Situation and Considerations a. Characteristics of the Area of Operations summarize data about the area, taken from the intelligence estimate or area study, with specific emphasis on significant factors affecting logistics activities. b. Enemy Forces 1) Strength and Disposition refer to current intelligence estimate 2) Enemy Capabilities describe enemy abilities to interdict strategic sealift/airlift, to attack/reduce the effectiveness of transportation nodes and to attack preposition stocks ashore/afloat, if applicable. c. Friendly Forces 1) Present Disposition of Major Elements include estimates of strength 2) Own COAs state the proposed COAs under consideration d. Probably Tactical Deployments review major deployments/logistics preparations necessary in all phases of the operations proposed e. Logistics Unit Status known personnel problems that may affect logistics f. Assumptions state assumptions about the logistics aspects of the situation g. Special Features special features not covered elsewhere in the estimate that may influence the logistics situation

69 Logistics Staff Estimate h. Logistics Situation 1) Supply and Service Installations describe and give location of key supply/service installations used to support the op. State known dry/refrigerated storage capabilities/shortfalls and include COAs to mitigate capability gaps 2) Supply availability of prepo war reserve stocks, authorized levels of supply, known deficiencies of supply stocks/supply systems and responsibilities/policies regarding supply 3) Transportation list air, sea and surface transportation availability, coordination, regulations, lift capability and responsibilities 4) HS availability of evacuation and hospital facilities/ medical responsibilities/policies 5) OCS how contracting supports the operation/articulates the commander s priorities/intent/specific OCS command guidance by Phase of the operation 6) Engineering Support list responsibilities for engineering support, LIMFACS and other considerations 7) Base and Installation Support list responsibilities for base and installation support, LIMFACS and other considerations 8) Miscellaneous include other logistics matters not considered elsewhere that may influence selection of a specific COA

70 Logistics Staff Estimate 3. Logistics Analysis of Own Courses of Action Examine the logistics considerations for the proposed COA; the objective of this analysis is to determine if the logistics requirements can be met and to isolate the logistics implications that should be weighed by the commander in the commander s estimate of the situation. a) Analyze each COA from the logistics point of view b) Examine requirements realistically from the standpoint of requirements versus actual or programmed capabilities, climate/weather, hydrography, time/space, enemy capabilities and other significant factors that may have an impact on the logistics situation as it affects the COAs. 4. Comparison of Own Course of Action List the advantages and disadvantages of each proposed COA from the J-4 s point of view. 5. Conclusion a) b) c) State whether or not the mission can be supported from the logistics standpoint State which COA under consideration can best be supported from a logistics standpoint Identify the major logistics deficiencies that must be brought to the ocmmander s attention.

71 Questions?