Focused Logistics

Campaign Plan
Message from the Chairman

i
Transformed logistics capabilities
must support
• future joint forces that are fully
integrated, expeditionary, networked,
decentralized, adaptable, capable of
decision superiority, and increasingly
lethal and
• future joint force operations
that are continuous and distributed,
across the full range of military
operations.
 Foreword
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The Joint

iii
Focused Logistics
Campaign Plan

Focused Logistics means doing

logistics right.
We will provide the joint warfighter
• the right personnel, equipment,
supplies, and support
• in the right place
• at the right time
• in the right quantities
across the full range of military
operations.

Full-Spectrum
Logistics
Support
for the
Joint Warfighter
 Table of Contents

Message from the Chairman . . . . . . . . . . . . . . . . . . . . . . . . . . . . i

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii
Chapter 1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Chapter 2 Logistics Transformation Guidance . . . . . . . . . . . . . . 3
Chapter 3 Focused Logistics Joint Functional Concept . . . . . 13
Chapter 4 Joint Deployment/Rapid Distribution . . . . . . . . . . 23
Chapter 5 Agile Sustainment . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Chapter 6 Operational Engineering . . . . . . . . . . . . . . . . . . . . . 47
Chapter 7 Multinational Logistics . . . . . . . . . . . . . . . . . . . . . . 51
Chapter 8 Force Health Protection . . . . . . . . . . . . . . . . . . . . . 57
Chapter 9 Information Fusion . . . . . . . . . . . . . . . . . . . . . . . . . 65
Chapter 10 Joint Theater Logistics Management . . . . . . . . . . 73
Chapter 11 Experimentation, Science, and Technology . . . . . . .79
Chapter 12 Keeping Focused Logistics on Track . . . . . . . . . . . 85
Appendix A Key Individuals and Organizations . . . . . . . . . . . 93
Appendix B References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .99
Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .100

v
Introduction

Focused Logistics is the ability to

provide the joint force the right
personnel, equipment, supplies, and
support in the right place, at the
right time, and in the right
quantities, across the full range of
military operations. This will be
made possible through a real-time,
net-based information system
providing accurate, actionable
visibility as part of an integrated
operational picture, effectively
linking the operator and logistician
across joint forces, Services, and
support agencies. Through
transformational innovations to
processes, systems, and
organizations, Focused Logistics
will provide the joint warfighter
with support for all functions.
 Chapter 1
Introduction
Purpose
This campaign plan updates the original Focused Logistics
Campaign Plan, published in August 2002.
It couples a comprehensive, integrated approach for achieving full-
spectrum support for the joint warfighter with a sound strategy for
innovation.
Joint, Service, and Defense agency leaders at all levels should use
this plan to guide the continuing transformation necessary to
achieve the full potential of Focused Logistics.
Overview
This plan is organized into four
major areas:
■ Chapter 2 summarizes key guid-
ance on transforming DOD
logistics capabilities.
■ Chapter 3 discusses our Focused
Logistics Joint Functional Concept
for meeting the guidance.
■ Chapters 4 through 11 describe
ongoing initiatives for transform-
ing DOD logistics capabilities.
■ Chapter 12 examines the
process for keeping Focused
Logistics on track.
This plan also includes
■ an appendix that lists individuals and organizations with key
roles and responsibilities in DOD logistics transformation,
■ an appendix that lists references, and
■ a glossary of abbreviations and key terms.

1
Logistics Transformation Guidance

As we contend with the difficult

challenges of the war on terrorism,
we must also proceed on the path
of transforming America’s defense.
Our commitment to the nation will
be unwavering and our purpose
clear: to provide for the safety and
well being of all Americans and to
honor America’s commitments
worldwide. As in generations before,
the skill of our armed forces, their
devotion to duty, and their
willingness to sacrifice are at the
core of our nation’s strength. We
must provide them with the
resources and support they need to
safeguard peace and security
not only for our generation but for
generations to come.
Quadrennial Defense Review Report
30 September 2001
 Chapter 2
Logistics Transformation Guidance
Every 4 years, the Secretary of Defense must conduct a compre-
hensive examination of US defense strategy, force structure, force
modernization plans, infrastructure, budget plan, and other ele-
ments of the defense program and policies. The Secretary must
conduct this Quadrennial Defense Review (QDR) with a view
toward determining and expressing US defense strategy and estab-
lishing a defense program for the next 20 years.1
A central objective of the 2001 QDR was to shift the basis for
defense planning from the “threat-based” model that dominated
past thinking to a “capabilities-based” model for the future.2
This capabilities-based approach
requires identification of capabilities to
deter and defeat adversaries who will
rely on surprise, deception, and asym-
metric warfare. Adopting this approach
requires maintaining military advantages
in key areas, developing military advan-
tages in new areas, and denying asym-
metric advantages to adversaries. In
short, it requires transformation of US
forces, capabilities, and institutions to
extend America’s asymmetric advantages
well into the future.
The 2001 QDR Report established a
foundation for transformation by stating
the case for change, providing specific
guidance on what to change (including
logistics capabilities), and identifying the conditions and con-
straints under which change must be accomplished. Other
sources have subsequently built upon this foundation.

1 10 United States Code 118.

2 Department of Defense, Quadrennial Defense Review Report,

30 September 2001, p. iv.

3
 Focused Logistics
In this chapter, we briefly summarize logistics
transformation guidance from several key
sources: the Secretary of Defense, DOD’s
Transformation Planning Guidance, the Joint
Operations Concepts, the Defense Logistics
Executive, and the Chairman of the Joint Chiefs
of Staff.
Secretary of Defense Guidance:
Quadrennial Defense Review
Report
Title 10, United States Code, requires the QDR
Report to address a number of logistics-related
elements:
■ Manpower and sustainment policies
■ Appropriate ratio of combat forces to support
forces
■ Strategic and tactical airlift, sealift, and ground
transportation capabilities required
■ Forward presence, pre-positioning, and other
anticipatory deployments
■ Extent to which resources must be shifted
among two or more theaters in the event of
conflict in those theaters
■ Assumptions on benefits to and burdens on
US forces resulting from coalition operations
■ Effect of operations other than war and
smaller-scale contingencies on force structure
and on readiness for high-intensity combat
■ Effect of emerging technologies on force
structure.3
3 10 United States Code 118.
4
Following are selected passages of logistics-
related information and transformation guidance
that appear throughout the 2001 QDR Report.
Case for Logistics Transformation
Defending the United States and Projecting
US Military Power. As the US military
increased its ability to project power at long
range, adversaries have noted the relative vul-
nerability of the US homeland. They are placing
greater emphasis on the development of capabili-
ties to threaten the United States directly in
order to counter US operational advantages with
their own strategic effects. Therefore, the
defense strategy restores the emphasis once
placed on defending the United States and its
land, sea, air, and space approaches. It is essen-
tial to safeguard the Nation’s way of life, its
political institutions, and the source of its capa-
city to project decisive military power overseas.
In turn, the ability to project power at long
ranges helps to deter threats to the United States
and, when necessary, to disrupt, deny, or destroy
hostile entities at a distance.
Deterring Threats and Coercion Against US
Interests. A multifaceted approach to deterrence
is needed. This new approach to deterrence
requires non-nuclear forces that can strike with
precision at fixed and mobile targets throughout
the depth of an adversary’s territory; active and
passive defenses; and rapidly deployable and
sustainable forces that can decisively defeat any
adversary.
Deterring Forward. A key objective of US
transformation efforts over time will be to
increase the capability of its forward forces. US
forces will fight from a forward-deterrent pos-
ture with immediately employable forces, includ-
ing long-range precision strike capabilities—
from within and beyond the theater—and rapid-
ly deployable maneuver capabilities. Improving
the deterrent effect of forward forces may allow
 Logistics Transformation Guidance
reallocation to other missions of forces now ded-
icated to reinforcement.
Reorienting the US Military Global Posture.
A reoriented posture must account for new chal-
lenges, particularly anti-access and area-denial
threats. New combinations of immediately
employable forward-stationed and deployed
forces; globally available reconnaissance, strike,
and command and control assets; information
operations capabilities; and rapidly deployable,
highly lethal and sustainable forces that may
come from outside a theater of operations have
the potential to be a significant force multiplier
for forward-stationed forces, including forcible-
entry forces. One of the goals of reorienting the
global posture is to render forward forces capa-
ble of swiftly defeating an adversary’s military
and political objectives with only modest rein-
forcement. Decisively defeating an adversary
would likely require substantial reinforcement
even after transformation.
Based on changes in the international security
environment, DOD’s new strategic approach,
and this transformed concept of deterrence, the
US global military posture will be reoriented to
■ develop a basing system that provides greater
flexibility for US forces in critical areas of the
world, placing emphasis on additional bases
and stations beyond Western Europe and
Northeast Asia;
■ provide temporary access to facilities in foreign
countries that enable US forces to conduct
training and exercises in the absence of perma-
nent ranges and bases;
■ redistribute forces and equipment based on
regional deterrence requirements; and
■ provide sufficient mobility, including airlift,
sealift, pre-positioning, basing infrastructure,
alternative points of debarkation, and new
logistical concepts of operations, to conduct
expeditionary operations in distant theaters
against adversaries armed with weapons of
mass destruction and other means to deny
access to US forces.
Strengthening Joint Operations. Joint forces
must not only be capable of conducting distrib-
uted and dispersed operations but also be able
to force entry in anti-access or area-denial
environments.
Guidance for Logistics Transformation
Goals. Critical operational goals provide the
focus for DOD’s transformation efforts. These
include
■ projecting and sustaining US forces in distant
anti-access or area-denial environments and
defeating anti-access and area-denial threats
and
■ leveraging information technology and innova-
tive concepts to develop an interoperable, joint
command, control, communications, comput-
ers, intelligence, surveillance, and reconnais-
sance (C4ISR) architecture and capability that
includes a tailorable, joint, integrated opera-
tional picture.
Sustain the Force. To ensure the Department
transforms its logistics capabilities, DOD will
pursue actions to sustain the force more effec-
tively and efficiently. Specific areas will include
a dramatically improved deployment process and
accelerated implementation of logistics decision
support tools. DOD must also accelerate logis-
tics enterprise integration, reduce logistics
demand, and reduce the cost of logistics. In
addition, conducting industrial vulnerability
assessments and developing sustainment plans
for the most critical weapons systems and pre-
ferred munitions will help ensure effective
sustainment.
5
 Focused Logistics
Project and Sustain Forces in Distant Anti-
Access and Area-Denial Environments. The
QDR emphasizes the need for new investments
that would enable US forces to defeat anti-
access and area-denial threats and to operate
effectively in critical areas. Such investments
will include addressing the growing threat posed
by submarines, air defense systems, cruise mis-
siles, and mines; accelerating development of the
Army Future Force; enhancing power projection
and forcible-entry capabilities; defeating long-
range means of detection; enabling long-range
attack capabilities; enhancing protection meas-
ures for strategic transport aircraft; and ensuring
US forces can sustain operations under chemical
or biological attack.
Reassess Mobility Capabilities. Planning for a
wider range of contingencies affects recent
assessments conducted by the Department. In
particular, a major study of the size and shape of
the Department’s airlift, sealift, and pre-posi-
tioned equipment was completed in FY2000, but
was based on the previous defense strategy. The
mix of new threats and missions that DOD will
consider in the near- to mid-term requires the
Department to reevaluate this study in detail
and adjust the results as necessary.
6
Modernize the DOD-Wide Approach
to Business Information. Today’s tech-
nology makes the accurate, timely flow
of information possible. Pushing this
information down will enable decision
making at the right level and will, in
turn, support the flattening and stream-
lining of the organization. DOD must
keep its information, communication,
and other management technologies on
a par with the best, proven technologies
available. DOD will create a
Department-wide blueprint (enterprise
architecture) that will prescribe how
the Department’s financial and non-
financial feeder systems and management
processes will interact. This architecture will
guide the development of enterprise-level
processes and systems throughout DOD.
Compress the Supply Chain. DOD still main-
tains large inventories that could be substantially
reduced by applying an array of supply chain
practices. This could include use of industrial
partners responsible for life-cycle support of a
weapon system or commodity item. DOD also
incurs significant overhead costs for functions
that vendors could perform. Performance-based
logistics and modern business systems with
appropriate metrics can eliminate many of these
non-value-added steps. DOD will implement
performance-based logistics to compress the sup-
ply chain and improve readiness for major
weapons systems and commodities.
Reduce Cycle Time. Industry has figured out
how to get average delivery times down to 24 to
48 hours; the government customer should get
the same or better from the government supplier.
Private-sector benchmarks should set the stan-
dard for government providers, whether the
function is processing and paying a bill, moving
a part from a supply center or depot to a field
 Logistics Transformation Guidance
unit, or making the transformation from concept
to employment.
Conditions and Constraints for Logistics
Transformation
Research and Development. During the Cold
War, US government programs were a primary
impetus for research into new technologies, par-
ticularly in areas such as computers and materi-
als. Today and well into the foreseeable future,
however, DOD will rely on the private sector to
provide much of the leadership in developing
new technologies. Thus, the Department has
embarked on an effort to
■ turn to private enterprise for new ways to
move ideas from the laboratory to the operat-
ing forces,
■ tap the results of innovations developed in the
private sector, and
■ blend government and private research where
appropriate.
This “quiet revolution” will take advantage of
science and technology and continue to provide
US forces with technological superiority.
Fundamental Assumption. The defense strategy
rests on the assumption that US forces have the
ability to project power worldwide. The United
States must retain the capability to send well-
armed and logistically supported forces to criti-
cal points around the globe, even in the face of
enemy opposition, or to locations where the sup-
port infrastructure is lacking or has collapsed.
For US forces to gain the advantage in such sit-
uations, they must have the ability to arrive
quickly at non-traditional points of debarkation
to mass fire against an alerted enemy and to
mask their own movements to deceive the enemy
and bypass its defenses. Consequently, DOD
must carefully monitor attempts by adversaries
to develop capabilities that could detect and
attack US forces as they approach conflict areas
or hold at risk critical ports and airbases with
missiles and chemical, biological, radiological,
nuclear, and high-yield explosives attacks.
Pace of Transformation. During the early phase
of transformation, only a small portion of the
force is typically transformed. However, small
transformed forces with a critical mass of spear-
head capabilities can produce disproportionate
strategic effects. Because transformation is high-
ly path-dependent, choices made today may con-
strain or enhance options tomorrow.
Reversing Readiness Decline. During the
1990s, DOD sustained readiness of “first to
fight” forces, but fiscal constraints prevented
other units from achieving desired readiness lev-
els. For example, the US military has an existing
shortfall in strategic transport aircraft. DOD
cannot transform the force to deal with tomor-
row’s security threats without also addressing
today’s challenges. DOD must reverse the readi-
ness decline of many operational units, selective-
ly recapitalize the force, and arrest the decay of
aging defense infrastructure.
Recapitalizing Legacy Forces. Prudence dic-
tates that those legacy forces critical to DOD’s
ability to defeat current threats must be sus-
tained as transformation occurs. Consequently,
while emphasizing transformation, DOD will
also selectively recapitalize legacy forces. This
effort will be a challenge because recapitalization
of all elements of US forces since the end of the
Cold War has been delayed for so long. As the
force aged throughout the 1990s, few replace-
ments were procured. Without a significant
effort to increase resources devoted to recapital-
ization of weapons systems, the force structure
will not only continue to age but, perhaps more
significantly, become operationally and
technologically obsolete.
7
 Focused Logistics

Exploiting Opportunities. Moving to a

capabilities-based force also requires the
United States to focus on emerging
opportunities that certain capabilities to
overcome anti-access and area-denial
threats—including advanced remote
sensing, long-range precision strike,
transformed maneuver and expedi-
tionary forces and systems—can confer
on the US military over time.
Experimenting in Support of
Transformational Change. Exercises
and experiments will help to determine
if secure access to forward bases is pos-
sible and to identify ways to sustain
operations for a period sufficient to achieve ■ The DLE shall be advised by a Defense
US objectives. Logistics Board (DLB) similar to the way the
Defense Acquisition Executive is advised by
the Defense Acquisition Board.
Secretary of Defense Guidance:
Logistics and Supply Chain ■ In coordination with the Chairman of the
Management Joint Chiefs of Staff, the DLE shall suggest
legislative changes and prepare necessary deci-
Recently completed studies and analyses indicate sion memos, instructions, and directives.
that DOD can make significant improvements in
logistics and global supply chain management by Distribution Process Owner. In addition, the
taking action in plans, programs, policies, Commander, US Transportation Command is
processes, systems, and organizations. designated the Distribution Process Owner
Accordingly, the Secretary of Defense directed (DPO):
the following:4 ■ The DPO shall improve the overall efficiency
Defense Logistics Executive. The Under and interoperability of distribution-related
Secretary of Defense for Acquisition, activities—deployment, sustainment, and rede-
Technology, and Logistics is designated the ployment support during peace and war.
Defense Logistics Executive (DLE): ■ The DPO is to serve as the single entity to
■ The DLE shall have authority necessary to direct and supervise execution of the Strategic
integrate the global supply chain. Distribution System. The DPO shall receive
oversight from the DLE via the DLB. (For the
Commander, US Transportation Command,
4 Memorandum for Acting Under Secretary of Defense this changes neither the reporting chain nor
(Acquisition, Technology, and Logistics) and Commander, direct access to the Secretary of Defense.)
US Transportation Command, from Donald H. Rumsfeld,
Secretary of Defense, Subject: Actions to Improve Logistics
and Supply Chain Management, 16 September 2003.

8
 Logistics Transformation Guidance
Transformation Planning
Guidance (TPG)
The United States military is transitioning from
the industrial age to the information age. This
transition requires transformation in warfighting
and the way we organize to support the
warfighter. Although the end state of transfor-
mation cannot be fully defined in advance, we
do know some of the prerequisites for transfor-
mation. In particular, we know that early trans-
formation requires exploiting information tech-
nology to reform defense business practices and
to create new combinations of capabilities, oper-
ating concepts, organizational relationships, and
training regimes.5
The TPG communicates DOD’s strategy for this
transformation and assigns senior leader roles
and responsibilities to ensure implementation of
the strategy. The TPG describes transformation
efforts in three key areas:
■ Transforming how we fight
■ Transforming how we do business
■ Transforming how we work together (that is,
how we integrate military power with other
instruments of national power).
Specifically, the TPG called for efforts to inte-
grate operations, intelligence, and logistics. This
included
■ implementing seamless integration of opera-
tions, intelligence, and logistics and
■ increasing convergence in the speed of deploy-
ment, employment, and sustainment.
5 Department of Defense, Transformation Planning
Guidance, April 2003, p. 3.
Joint Operations Concepts
(JOpsC)
The JOpsC describes how the joint force
intends to operate within the next 15 to 20 years.
It provides the operational context for the trans-
formation of US armed forces by linking strate-
gic guidance with the integrated application of
joint force capabilities. The JOpsC provides the
conceptual framework to guide future joint oper-
ations and joint, Service, combatant command,
and combat support agency concept develop-
ment and experimentation. The JOpsC also pro-
vides the foundation for development and acqui-
sition of new capabilities through changes in
doctrine, organization, training, materiel, leader-
ship and education, personnel, and facilities.6
The essential logistics guidance in the JOpsC is
to globally integrate and synchronize logistics.
The JOpsC states the following:
■ The joint force will be able to rapidly build
momentum and close the gaps between the deci-
sion to employ force and the deployment of ini-
tial entry and follow-on forces in order to rapidly
achieve objectives. Thus, the joint force will
deploy and employ from the United States,
abroad, or forward-deployed locations directly
throughout the depth of the battlespace. These
forces will engage the adversary’s critical nodes,
linkages and vulnerabilities to reduce their cen-
ters of gravity.
■ Joint force personnel will require a joint and
expeditionary “mindset,” which reflects a greater
level of deployability and versatility. Yet, the
joint force also must ensure that capabilities not
only swiftly defeat an adversary but are applica-
ble to sustained combat, and the potential
6 Department of Defense, Joint Operations Concepts,
November 2003, p. 4.
9
 Focused Logistics
simultaneous conduct of operations to reestablish
order, stability, and local governments.
■ The joint force must sustain itself in austere
global regions by becoming less dependent on
existing infrastructure and using globally inte-
grated and synchronized end-to-end logistics and
self-sustainment systems. This enables the con-
duct of operations for a specified time without
requiring an operational pause. Finally, the joint
force will remain committed to full coordination
and interoperability of capabilities with inter-
agency and multinational partners to ensure
complementary effects.
■ Fundamentally, the sustainment mission is inte-
gral to deployment and employment of the joint
force by getting the right support to the right
place at the right time. This will not change.
However, a distributed force, maneuvering at an
increased tempo, requires fully integrated, glob-
ally synchronized, agile sustainment. This calls
for a shift from supply-based logistics and
regionally focused, Service-centric planning to a
sustainment system that is precise, flexible, and
responsive to sustaining tailored forces operating
in a dynamic environment.
■ A fully integrated logistics system is networked
and distribution based. It executes in a respon-
sive mode to meet the real-time demands of
operational users. Global synchronization of the
entire logistics system is essential for managing
deployment and sustainment. Sustainment oper-
ations begin on day one and must remain contin-
uous from deployment, employment, and rede-
ployment to mitigate the need for operational
pauses. In the initial phase of operations, expedi-
tionary forces must possess a certain level of self-
sustainment. Beyond this initial phase, an agile
logistics sustainment and distribution system
with unparalleled reach must provide the neces-
sary support for continuous and distributed joint
operations.
10
Defense Logistics Executive
The Under Secretary of Defense for Acquisition,
Technology, and Logistics is the DLE. The DLE
has stated that the Joint Requirements Oversight
Council–approved Focused Logistics Joint
Functional Concept is DOD’s concept for the
comprehensive, integrated logistics capabilities
necessary to support future warfighting capabili-
ties and the JOpsC.7 The Focused Logistics con-
cept calls for the right capacity in the deployment
and sustainment pipeline, appropriate control
over the pipeline from end to end, and a high
degree of certainty to the supported joint force
commander that forces, equipment, sustainment,
and support will arrive where needed and on
time. The concept also covers redeployment and
reconstitution of units and material.
Successful implementation of the concept
requires a number of specific enabling strategies.
One of those strategies must be a coherent
approach to implement a distributed and adap-
tive logistics capability. This strategy will be
referred to as the Logistics Transformation
Roadmap, in support of Focused Logistics. The
Roadmap will provide a coherent way forward,
including milestones and resources, that encom-
passes the Force-centric Logistics Enterprise,
ongoing Distribution Process Owner efforts,
joint theater logistics management, and emerging
concepts such as sense and respond logistics.
The desired end state for the Roadmap will be a
logistics system integrated from point of effect to
source of supply or service, across Services and
Defense agencies.
7 Memorandum for Members of Defense Logistics Board
and Office of Force Transformation from Michael W.
Wynne, Acting Defense Logistics Executive, Subject:
Logistics Transformation Roadmap, 21 February 2004.
 Logistics Transformation Guidance
Chairman, Joint Chiefs of Staff
The Chairman of the Joint Chiefs of Staff has
approved an approach for United States Joint
Forces Command to streamline the deployment
and mobilization processes.8
For deployment, the goal should be a process
that leverages technological advances available
in the commercial sector. The Chairman’s guid-
ance included a two-track approach:
■ A “quick fix” strategy is appropriate for the
short term.
■ For the longer term, develop a future deploy-
ment process concept that evaluates the whole
process starting from a “blank piece of paper.”
It should describe the conceptual underpin-
nings and how the system should support both
crisis and deliberate planning.
Deployments to execute Operation IRAQI
FREEDOM showed the need for a more agile,
responsive process to mobilize Reserve
Component forces and individuals. The
Chairman’s guidance included the following:
■ The new mobilization process will require
changes in Service and joint doctrine, policy,
and law. It must be linked to the future
deployment process.
■ The two-track approach for the deployment
process may also be appropriate for the mobi-
lization process.
Summary
Support for continuous and distributed joint
force operations demands unprecedented logis-
tics agility and precision; that is, logistics capa-
bilities must become as agile and adaptive as the
forces they support. Transformed logistics capa-
bilities must be able to support operational
maneuver over intertheater distances and tacti-
cal maneuver throughout a regional combatant
commander’s area of responsibility. Transformed
logistics capabilities must be able to sustain
widely dispersed joint forces over a large area of
operations.
In addition, transformed logistics capabilities
must support the “in-stride” transformation of US
military forces. That means balancing concurrent
logistics support for near-term force readiness
and operations, mid-term modernization efforts,
and longer-term transformation initiatives.
Chapter 3 discusses our
Focused Logistics Joint
Functional Concept for meet-
ing logistics transformation
guidance.
8 Memorandum for
Commander, US Joint Forces
Command, from General
Richard B. Myers, Chairman,
Joint Chiefs of Staff, Subject:
Deployment and Mobilization
Process Reforms,
23 April 2003.
11
 Focused Logistics
Joint Functional Concept

• Focused
Logistics
Central Idea:
- Capacity
- Control
- Assurance
 Chapter 3
Focused Logistics
Joint Functional Concept
As a crucial foundation for the capabilities-
based methodology for joint force develop-
ment, DOD is developing a family of trans-
formational, visionary concepts—such as the
Focused Logistics Joint Functional Concept.
This family of joint concepts describes the
attributes and capabilities that tomorrow’s
joint force requires. It supports the
Chairman’s strategic priorities of enhancing
joint warfighting capabilities and transform-
ing the joint force.
Principal among the concepts is the
JOpsC—Joint Operations Concepts. The JOpsC provides an
overarching description of how the joint force will operate in the next
15–20 years across the entire range of military operations. It is the uni-
fying framework for developing subordinate concepts and integrated
capabilities:
■ Joint operating concepts (JOCs) further develop key areas of the
JOpsC. Focusing at the operational level, JOCs describe how a joint
force commander will plan, prepare, deploy, employ, and sustain a
joint force given a specific operation or combination of operations.
The JOCs also provide a detailed conceptual perspective for joint
experimentation and assessment activities.
■ Joint functional concepts (JFCs)—such as Focused Logistics—use
the JOpsC and JOCs for their operational context, amplify a partic-
ular military function, and apply broadly across the range of military
operations.
■ Joint integrating concepts (JICs) describe how a joint force com-
mander integrates functional means to achieve operational ends.
The JOpsC assists in structuring joint experimentation and assessment
activities to validate subordinate concepts and capabilities-based
requirements. The JOpsC, JOCs, JFCs, and JICs represent an inter-
related construct of concepts. JOCs, JFCs, and JICs must inform each
other and interrelate with each other. These subordinate concepts and
future concepts will require Joint Requirements Oversight Council
(JROC) approval to proceed into assessment by joint experimentation.

13
 Focused Logistics
At JROC direction, the Focused Logistics
Functional Capabilities Board led development
of the Focused Logistics Joint Functional
Concept for the specified timeframe of 2015.
The JROC has approved the logistics capabili-
ties and attributes in the Focused Logistics Joint
Functional Concept. In this chapter, we discuss
the central idea of Focused Logistics, emerging
concepts that support and amplify Focused
Logistics, the JROC-approved capabilities and
attributes, and a sound innovation strategy for
fielding Focused Logistics capabilities.
Central Idea
The Focused Logistics Joint Functional Concept
expresses the central idea of Focused Logistics
in the following hypothesis:
If we can
■ build the right capacity into the deployment
and sustainment pipeline;1
■ exercise sufficient control over the pipeline
from end to end; and
■ provide a high degree of assurance to the sup-
ported joint force commander that required
forces, equipment, sustainment, and support
will arrive where needed and on time, pre-
pared for employment;
1 For some, the terms “pipeline” and “supply chain” con-
vey images of closed, linear entities. However, the logistics
pipeline and supply chains are actually adaptive networks
with considerable connectivity—both formal and infor-
mal—among nodes. Many have temporary links—for
example, unit-to-unit contacts—that appear for as long as
they’re needed and then disappear.
14
then the expected results will be
■ more timely and precise delivery of mission-
ready forces and their essential support to des-
tinations specified by the supported joint force
commander;
■ right-sized, reduced combat support and com-
bat service support footprint in the joint or
combined operations area; and
■ increased precision, effectiveness, and efficien-
cy in meeting the needs of the joint force.
Because resources will always be limited, capaci-
ty, control, and assurance can never be absolute.
Achieving the necessary capacity, control, and
assurance will result from improvements in tech-
nology and transformational innovations to
processes, systems, and organizations.
Capacity
A logistics pipeline with the right capacity to
support simultaneous deployment and sustain-
ment starts with an adequate industrial base (as
determined by risk assessment) and right-sized
DOD inventories (as determined by risk assess-
ment and best business practices). Forces,
equipment, sustainment, and support (including
pre-positioned assets) move through the pipeline
on fully capable mobility forces in the right num-
bers and types (including both DOD organic
assets and commercial augmentation). The
pipeline includes a robust, end-to-end deploy-
ment and distribution infrastructure (including
future sea bases) and secure lines of
communication.
The required capacity of the pipeline is influ-
enced by the nature of the missions being con-
ducted and the success of efforts to reduce
demand. Demand can be reduced by improving
processes, systems, or organizational structures:
 Focused Logistics Joint Functional Concept

■ Process improvement examples include inte- ■ the nodes and links comprising the pipeline.
grated and effective use of Service, Defense
Collaboration capability, in conjunction with
agency, commercial, interagency, and multina-
decision support tools, enables the joint force
tional logistics capabilities.
commander to synchronize, prioritize, direct,
■ Potential improvements to future systems redirect, integrate, and coordinate common-user
include designed-in deployability, reliability, and cross-Service logistics commodities and sup-
maintainability, supportability, and interoper- port functions.
ability. For example, improved fuel efficiency,
The necessary visibility and collaboration capa-
development of practical fuel cells, and devel-
bility will be facilitated by a real-time, net-based,
opment of alternative fuels may substantially
network-centric information system that pro-
reduce demand and throughput of that com-
vides accurate, actionable asset visibility as part
modity. Improved weapon system precision
of an integrated operational picture, effectively
and lethality serve to improve effects-based
linking operators and logisticians across joint
operations and may reduce demand on the
forces, Services, and support agencies.
logistics pipeline.
Clearly defined enterprise-level measures of
■ Potential improvements in organizational struc-
effectiveness will provide logistics pipeline oper-
tures will permit effective use of intermediate
ators—as well as the supported commander—
staging bases, advanced bases, and split-base
feedback on the ability of the system to provide
operations. The net result will be reduction in
the right support at the right time. These metrics
the support functions that must be performed
will also show where management decisions
and the number of people who must be sup-
have impacted the system as well as indicate
ported in the joint or combined operations area.
where improvements can be made.
Control
Assurance
Necessary control over the logistics pipeline
A warfighter who feels a high degree of assur-
means the ability to track and shift—and poten-
ance that required forces, equipment, sustain-
tially reconfigure—forces, equipment, sustain-
ment, and support will arrive where needed and
ment, and support, even while en route, and to
on time—as a result of consistently demonstrat-
deliver tailored logistics packages and sustain-
ed on-time delivery (within time-definite deliv-
ment directly to the warfighter. This results from
ery standards)—will have confidence in the
a combination of end-to-end visibility, collabora-
logistics pipeline.
tion capability in conjunction with decision sup-
port tools, and clearly defined enterprise-level The combined effects of capacity, control, and
measures of effectiveness. assurance—coupled with the resulting warfight-
er confidence—can reduce theater stockpile
End-to-end visibility is required over
requirements and allow appropriate sizing and
■ people and things moving through the pipeline, potential reduction of our logistics footprint.
■ the organic military mobility forces and com-
mercial augmentation that move people and
things through the pipeline, and

15
 Focused Logistics
Emerging Concepts
Several emerging concepts support and amplify
Focused Logistics.
Joint Force Projection and Sustainment
for Full Spectrum Operations
US Joint Forces Command is developing a
Joint Force Projection and Sustainment for Full
Spectrum Operations concept to address a mis-
match between our capabilities to project and
sustain the force today and the way we envision
employment in the future.
Current force projection and sustainment opera-
tions are characterized as being overly linear,
centralized, and generally executed sequentially.
There is more focus on distributing commodities
instead of capabilities, and the logistics tail is
often too large, too long, and too slow. Future
employment constructs are characterized as
being more simultaneous, decentralized, and
distributed.
The central idea of the concept is to expand and
fully enable adaptive military options by
■ combining force projection and sustainment
operations into a single coherent system,
16
■ anticipating—through sensing and interpreting
the environment—then responding through
networked capabilities,
■ focusing on precision from the point of effect
to the source of support, and
■ operating within a global context.
The concept integrates capabilities from all five
JROC-approved joint functional concepts:
Battlespace Awareness, Command and Control,
Force Application, Protection, and Focused
Logistics. These capabilities and their associated
tasks will form the basis for experimentation
design.
Sense and Respond Logistics
The Office of Force Transformation, within the
Office of the Secretary of Defense, is developing
a Sense and Response Logistics concept that
looks beyond the 2015 timeframe for the
Focused Logistics Joint Functional Concept.
Sense and Respond Logistics is described as a
transformational, network-centric, knowledge-
driven concept that enables joint and coalition
effects-based operations and provides precise,
adaptable, agile support. Sense and Respond
Logistics relies upon highly adaptive, self-syn-
chronizing, and dynamic physical and functional
processes, employing and enhancing
operational cognitive decision support. It
predicts, anticipates, and coordinates
actions that provide competitive advan-
tage spanning the full range of military
operations across the strategic, opera-
tional, and tactical levels of war. Sense
and Respond Logistics promotes doctri-
nal and organizational transformation,
and supports scalable coherence of com-
mand and control through functional
integration of operations, logistics, intelli-
gence, surveillance, and reconnaissance.
 Focused Logistics Joint Functional Concept
Implemented as a cross-Service, cross-organiza-
tional capability, Sense and Respond Logistics
provides an end-to-end, point-of-effect to
source-of-support mosaic of logistics resources
and capabilities. Within Sense and Respond
Logistics, every entity, whether military, govern-
ment, or commercial, is both a potential con-
sumer and a potential provider of logistics. It
delivers flexibility, robustness, and scalability for
expeditionary warfare through adaptive, respon-
sive, real-time, demand and support logistics
within US, allied, and coalition operations.
JROC-Approved Capabilities
The joint logistics community and the joint
warfighting science and technology community
have identified a number of new or improved
capabilities essential for meeting the Focused
Logistics challenges. Below are listed the
required identified capabilities.
Joint Deployment/Rapid Distribution
Essential joint deployment/rapid distribution
capabilities include the following:
■ A fully enabled mobility system, with full-
spectrum-capable mobility forces in the right
numbers and types, supported by a robust
infrastructure, and further characterized by
capabilities for
- optimizing rapid projection, delivery, and
handoff of joint forces and sustainment assets
worldwide;
- distributing required forces and sustainment
at the place and time required;
- supporting rapid force maneuver within the
joint or combined operations area; and
- returning forces to the sea base, home sta-
tion, or other location for regeneration and
reconstitution
■ Effective and efficient deployment and distri-
bution processes
- enabled by interoperable business practices
and systems,
- integrated vertically and horizontally from
the strategic to the tactical level, and
- capable of optimal route allocation, carrier
selection, scheduling, and rescheduling.
Agile Sustainment
Essential agile sustainment capabilities and char-
acteristics include the following:
■ A robust, ready industrial base
■ Agile, responsive sustaining organizations
■ Flexible, tailored sustainment, which includes
both tailored logistics support packages (with
supply requirements automatically generated,
assessed, and sourced from military or com-
mercial inventories) and tailored deploying
logistics organizations (with potential sources
of support forces automatically identified and
tailored)
■ Precision tactical resupply, including delivery
by airdrop, precision aerial delivery, or airland
■ Common metrics, standards, and processes
that promote simplicity and interoperability
across all Services
■ Collaboration with the civilian sector to take
advantage of advanced business practices,
commercial economies, and global nonmilitary
networks
■ Integrated and synchronized contractor logis-
tics support, host nation support, and execu-
tive agents
■ Remote monitoring, diagnostic, and prognostic
devices to report and anticipate failures and
consumption—and thus to anticipate
17
 Focused Logistics
demand—associated with current, modernized,
and transformed weapons systems
■ Supported weapons systems with designed-in
deployability, reliability, maintainability, avail-
ability, sustainability, and interoperability to
increase readiness and reduce logistics require-
ments and costs.
Operational Engineering
Essential operational engineering capabilities
and characteristics include the following:
■ Effective, efficient, responsive, tailored engi-
neer support for meeting combatant command-
er and warfighter operational and time
requirements
■ Tools for rapid engineer assessments and con-
tingency planning that
- enable tailoring of combat service support
forces to reduce strategic lift requirements
and minimize footprint in the joint or com-
bined operations area and
- rapidly determine expeditionary facility
requirements as well as engineer support
needed for force staging, bed down, and
feeding
■ More effective use of pre-positioned engineer-
ing equipment and materials as well as con-
tract and host nation engineers to reduce lift
requirements and increase capabilities and
capacity
■ Advanced construction materials and technolo-
gies for improving operations in austere locations
■ Streamlined processes to obtain vendor sup-
port for construction materials.
Multinational Logistics
Essential multinational logistics capabilities and
characteristics include the following:
18
■ Improved multinational interoperability
■ Optimized logistics operations across and
between all echelons, alliances, coalitions, and
host nations
■ Improved interoperability among agencies,
industry, and non-governmental organizations,
particularly in foreign disaster relief and stabil-
ity operations
■ Improved contracting for contingency, human-
itarian, or peacekeeping operations to provide
for facilities, supplies, and services, including
maintenance, transportation, quality-of-life
support, and real estate management.
Force Health Protection
Essential force health protection capabilities and
characteristics include the following:
■ Protection from all health threats across the
full range of military operations
■ Tailored, standardized joint medical systems to
provide only essential care in theater and
enhanced care during evacuation to definitive
care
■ Improved health monitoring and surveillance
of forces engaged in military operations by
using
- individual health status monitors;
- physiological sensor fusion, image analyses,
and diagnostic and prognostic algorithms;
- improved medical situational awareness
interfaces;
- improved patient tracking;
- interoperable small, deployable medical diag-
nostic systems; and
- ability to access and transmit medical data in
real time.
 Focused Logistics Joint Functional Concept
Information Fusion
Essential logistics information fusion capabilities
and characteristics include the following:
■ A robust, end-to-end information grid with
- assured communications;
- DOD net-centric enterprise services, such as
universal transaction services, distributed
environment support, and high assurance of
services; and
- robust, agile, and survivable infrastructure
able to withstand both kinetic and directed
information warfare attacks
■ Real-time, end-to-end control of the entire
deployment, distribution, and sustainment
pipeline—from mobilization, deployment,
employment, reconstitution, regeneration,
redeployment, and demobilization, and across
the entire logistics spectrum—with
- the ability to capture timely, accurate, inter-
operable source data;
- high-quality data available for processing
and presentation applications;
- enhanced asset visibility, control, and man-
agement decision support tools that turn
available data into “actionable” information;
- information-rich visualization so command-
ers and staff can quickly and efficiently
assimilate the volumes of data and informa-
tion pertaining to their respective areas of
responsibility;
- robust network architecture capable of pro-
viding to all who need it rapid access to an
integrated operational picture with timely,
accurate, and synchronized operational and
logistics information;
- automatic planning and replanning to reduce
significantly the time necessary for developing
and evaluating alternative approaches for logis-
tics support and for creating a feasible plan;
- execution monitoring—through trigger
processes or plan sentinels at key nodes or
links in the pipeline—for identifying and
reacting rapidly to deviations from the select-
ed plan; and
- ability to view the acquisition process.
Joint Theater Logistics Management
Essential joint theater logistics management
capabilities and characteristics include the fol-
lowing:
■ Ability to synchronize, prioritize, direct, redi-
rect, integrate, and coordinate common-user
and cross-Service logistics commodities and
functions
■ Interoperable systems with visualization and
decision support tools that the combatant com-
mander or joint task force (JTF) commander
can use for managing logistics assets and
processes in the area of operations
■ Fully collaborative capability that links logisti-
cians and operators at the supporting and sup-
ported combatant commander or JTF level
with their counterparts at the component level,
and with interagency and coalition partners.
19
 Focused Logistics
JROC-Approved Attributes
To compare alternative approaches and to meas-
ure achievement, concepts and capabilities must
have characteristics—attributes—that can be
tested or measured.
Logistics capabilities must share many of the
attributes of the forces they support. The follow-
ing attributes for logistics capabilities are
derived from the JOpsC:
■ Fully Integrated: Fully integrated elements
with all functions and capabilities focused
toward a unified purpose
■ Expeditionary: Rapidly deployable, employ-
able, and sustainable throughout the global
battlespace regardless of anti-access, or area-
denial environments, independent of existing
infrastructure
■ Networked: Linked and synchronized in time
and purpose, capable of capitalizing on infor-
mation and near-simultaneous dissemination to
turn information into actions through a com-
mon operating picture
■ Decentralized: Operate with shared knowl-
edge of adversaries, friendly forces, and the
environment, as well as a clear understanding
of strategic objectives and commander’s intent,
enabling subordinate commanders to compress
decision cycles, seize the initiative, and exploit
fleeting opportunities
■ Adaptable: Versatile, agile, tailorable, and scal-
able, able to adapt fundamental capabilities in
a multi-use manner; prepared to quickly
respond to any contingency with the appropri-
ate force mix
■ Decision Superiority: Arrive at and imple-
ment better-informed decisions faster than an
adversary can react, or in a non-combat situa-
tion, at a tempo that allows the force to shape
20
the situation or react to changes and accom-
plish its mission.
In addition, logistics capabilities must have cer-
tain attributes associated with the support func-
tions to be performed. The DOD logistics com-
munity has identified the following high-level
attributes for the logistics process:
■ Effective: Meeting warfighter logistics support
requirements under specified conditions to
specified standards
■ Reliable: Consistently meeting warfighter
logistics support requirements to specified
standards
■ Affordable: Providing warfighter with effec-
tive and reliable support capability within
specified level of resources.
Innovation Strategy
Realizing Focused Logistics capabilities depends
on a sound strategy for enterprise-wide innova-
tion that addresses both modernization and
transformation. Such a strategy has at least three
distinct parts:2
■ Focus on Core Missions, Continuous Small
Steps. This is the bread and butter of any
organization and is the main focus of any
enterprise-wide innovation effort. It is where
modernization, recapitalization, and sustain-
ment of current assets occur. This is the realm
of evolutionary changes where an organization
tries to get better at what it is already doing.
2 Director, Force Transformation, Office of the Secretary
of Defense, Military Transformation: A Strategic Approach,
Fall 2003, pp. 8–9.
 Focused Logistics Joint Functional Concept

■ A Series of Many Exploratory Medium The next eight chapters describe ongoing initiatives to
Jumps. Pushing the boundaries of core com- transform logistics capabilities:
petencies and trying to create something new ■ Chapters 4 through 10 address the Focused Logistics
can result in significant capability improve-
capability areas approved by the JROC. Taken indi-
ments. This includes using existing technology
vidually, most of the initiatives can be described as
in new ways to do things that couldn’t be done
continuous small steps. Some may be described as
before. It also includes innovations in doctrine
medium jumps. Taken collectively, however, they can
and organization.
add up to a big jump.
■ A Few Big Jumps. Big jumps can change a ■ Chapter 11 looks at potential sources of medium and
functional area, a military Service, or the
big jumps: joint experimentation, advanced concept
entire Department of Defense. From time to
technology demonstrations, and DOD’s basic and
time, we must attempt to make very large
applied research program.
jumps and explore things that are well away
from our core competencies.
Modernization and transformation are not in
competition, but they require balance. They are
different processes, and any large organization
must undertake both to be successful.

21
Joint Deployment/Rapid Distribution

• What’s Our Challenge?

We must rapidly deliver combat
capability to the joint force commander
and link operating forces with viable
sustainment processes and systems.

• What’s Our Vision?

We will improve processes,
organizations, and systems to
• optimize rapid projection, delivery,
and handoff of joint forces and
sustainment assets worldwide;
• deliver the required forces and
sustainment at the place and
time required;
• support rapid force maneuver
within the joint operations area; and
• return those forces to the sea base,
home station, or other location for
regeneration and reconstitution.
 Chapter 4
Joint Deployment/Rapid Distribution
Successful joint deployment/rapid distribution is a critical step in
providing the joint force commander the means to dominate the full
spectrum of potential operations. We will aggressively use technol-
ogy and partnership with commercial industry to provide a respon-
sive and flexible global power projection mobility system to deploy
and sustain joint warfighters.
To meet the challenge, our efforts
must achieve the following goals:
■ Effective and efficient deploy-
ment and distribution processes
- enabled with interoperable
business practices, data, and
systems;
- integrated from the strategic
to the tactical levels;
- enabled with advanced and
modern technologies;
- able to optimize worldwide
projection, delivery, and
handoff of forces and sustain-
ment assets; and
- fully embedded in doctrine and training
■ Full-spectrum-capable mobility organizations and systems, in the
right numbers and types, supported with necessary infrastruc-
ture, to
- support our defense strategy and
- deploy and deliver the required forces and sustainment at the
required place and time with increased accuracy and precision.

23
 Focused Logistics

What’s Our Strategy?
Our strategy is to enhance our mobility forces
and infrastructure while revising processes to
meet the mobility, deployment, and distribution
needs of the joint warfighter. At the same time,
we will reengineer those processes for the joint
warfighter to achieve full-spectrum dominance.
Four aggressive actions support this strategy.
Keep Doctrine Dynamic
The best doctrine is not only accurate for today’s
operations but also sufficiently dynamic to
reflect what the future warfighter needs to fight
and win. We will continue regular reviews with
the warfighting communities to ensure existing
doctrine hits the mark. We also intend to contin-
ue our participation in developing future joint
warfighting concepts.
Reengineer Processes
Doctrine can’t be implemented without process-
es to support it. Reengineered processes will
enhance the ability of the warfighter to be both
effective and efficient. As new warfighting con-
cepts are developed, the line between strategic
and tactical operations continues to blur. These
new concepts envision the deliv-
ery of tailored force and sustain-
ment packages with pinpoint
precision—from the continental
United States or intermediate
locations outside the battle-
space—to specific forward oper-
ating areas. We must continue to
transform our processes to sup-
port these new and different
warfighting strategies and tactics.
Develop Interoperable Systems
Mechanisms to transform a com-
mander’s intent into action must
exist in the joint environment.
Starting from the premise that systems support
processes, we will continue mapping and analyz-
ing current and desired processes to determine
leverage points for future concepts, information
technology, and weapons systems. We must sup-
port development of capabilities documents that
are consistent with joint warfighting concepts.
We will continue working closely with both
warfighting and logistics systems developers to
ensure interoperability.
Enhance Our Mobility Forces
Our mobility forces transport military personnel
and materiel to and from operating locations
worldwide to support combatant commanders
across the range of military operations. These
mobility forces include transport and tanker air-
craft, cargo ships, and ground transportation
systems operated by DOD and commercial
carriers:
■ Airlift rapidly deploys troops and materiel to
worldwide operating locations, delivering the
forces needed in the critical early days.
■ Aerial refueling extends the range and increas-
es productivity of military aircraft.

24
 Joint Deployment/Rapid Distribution

■ Sealift transports combat equipment and other

cargos, efficiently delivering the majority of
the materiel needed to sustain deployed forces
over time.
■ Pre-positioning military equipment and sup-
plies near potential conflict regions reduces
response time in contingencies.
- Land-based pre-positioning enhances crisis
response in specific theaters in the most eco-
nomical way.
- Pre-positioning equipment afloat and using
forward-stationed watercraft reduces theater
footprints and expedites employing combat
power to the right place at the right time.
Our private-sector partners augment military
mobility systems, increasing the efficiency with
which we can deploy and sustain forces globally.
We also avoid the costly maintenance of military
systems that duplicate capabilities available from
the civil sector:
■ The Civil Reserve Air Fleet (CRAF) program
gives us access to commercial passenger and
cargo aircraft in times of crisis.
■ The Voluntary Intermodal Sealift Agreement
(VISA) program gives us access to commercial additional work remains to institutionalize doc-
shipping capacity and the intermodal capabili- trinal changes as they mature:
ties of commercial carriers. ■ Joint Publication 3-35, Joint Deployment and
We must shape and evolve these diverse capabil- Redeployment Operations. This first-ever doctrine
ities into an integrated, interoperable solution set details principles for deploying and redeploying
that can be rapidly tailored to support the full joint forces across the full range of military opera-
range of military operations. tions. It provides an objective baseline from
which to develop future concepts and automation.
What Have We Already Done? ■ Joint Publication 4-01.8, Joint Tactics,
Techniques, and Procedures for Joint Reception,
Improved Deployment and Distribution
Staging, Onward Movement, and Integration.
Process Guidance
More first-ever doctrine, this publication
Several recently issued publications filled major defines joint processes critical to the transition
voids in concepts and doctrine for joint deploy- of arriving personnel, equipment, and materiel
ment, redeployment, and distribution; however, into forces capable of meeting operational

25
 Focused Logistics

requirements. It ensures common business Improved Deployment and Distribution Processes

practices across supported combatant com-
Designated a Joint Deployment Process
mands, which in turn enables standard training
Owner (JDPO). The Secretary of Defense des-
to improve the overall consistency of support
ignated the Commander, US Joint Forces
to the warfighter.
Command (USJFCOM), as the DOD JDPO.
■ Joint Publication 4-01.5, Joint Tactics, The JDPO leads joint planning and execution
Techniques, and Procedures for Transportation community collaborative efforts to improve the
Terminal Operations. This publication com- joint deployment and redeployment processes,
bines—for the first time ever—doctrine on air- including prioritization of process improvement
field, land, and water terminal operations. It efforts. This is a first-of-its-kind DOD organiza-
describes the physical layout of air, land, and tion: one organization with the authority and
water terminals and describes operations at responsibility to lead change across an entire
each type of facility. The focus of this publica- corporate process.
tion is on the supported combatant command
Designated a Distribution Process Owner
level.
(DPO). The Secretary of Defense designated
■ Chairman of the Joint Chiefs of Staff the Commander, US Transportation Command
Instruction 3202.1A, Joint Deployment and (USTRANSCOM), as the DOD process owner
Distribution Process Improvement. This instruc- for distribution. USTRANSCOM is charged
tion codifies continuous process improvement with improving efficiency and interoperability of
for the joint deployment and distribution deployment, sustainment, and redeployment
process. It is the benchmark document for all support during peace and war. The DPO serves
joint deployment and distribution process as the single entity to direct and supervise exe-
improvement. It explains how the Joint cution of the strategic distribution system. A
Deployment Process Owner ensures deploy- Distribution Transformation Task Force
ment initiatives and challenges are identified, (DTTF) of senior logistics experts supports the
prioritized, and worked to completion. DPO with knowledge, experience, and vision to
identify opportunities for better distribution sup-
■ Chairman of the Joint Chiefs of Staff
port to the warfighter.
Instruction 3020.01,
Managing, Integrating, and
Using Joint Deployment
Information Systems. This
instruction documents a meas-
urable, objective time standard
for validating time-phased
force and deployment data dur-
ing crisis action planning. It is
the baseline document for all
integrated joint automated
information systems supporting
the joint deployment process.

26
 Joint Deployment/Rapid Distribution

Established a Deployment and

Distribution Operations Center.
Within three months of
USTRANSCOM’s designation as
the DPO, USTRANSCOM, its
national partners, and USCENT-
COM established a CENTCOM
Deployment and Distribution
Operations Center (CDDOC)
Pilot. Other key stakeholders in
this USTRANSCOM-led part-
nership include the Defense
Logistics Agency, Army Materiel
Command, Air Force Materiel
Command, Joint Munitions
Command, and the Services. The
moving heavy equipment. Key to this result has
focus of this effort was to provide total asset and
been Navy procurement of 20 LMSRs. The last
in-transit visibility of force flow, sustainment, and
ship of the LMSR fleet came online in late 2003.
retrograde; refine theater distribution architecture
Eleven LMSRs are dedicated to surge sealift,
in coordination with the Services, Joint Staff,
eight to the Army pre-positioning afloat pro-
and combined joint task forces; synchronize
gram, and one to the Marine Corps.
strategic and operational distribution; develop
strategic and operational distribution; develop
strategic and operational distribution perform- What Are We Doing Now to
ance measures; and execute container, 463L pallet Shape the Future?
system, and radio frequency identification man-
Streamlining Deployment and Distribution
agement. The CDDOC team of end-to-end
Process Guidance
deployment and distribution experts, working
directly for the CENTCOM J-4, speaks with one Consolidating Joint Publication 4-09, Joint
voice in offering integrated, national, and joint Doctrine for Global Distribution, with Joint
capability and solutions to deployment and distri- Publication 4-01.3, Joint Tactics, Techniques,
bution challenges. The desired end state is opti- and Procedures for Movement Control and Joint
mized strategic and theater deployment and dis- Publication 4-01.4, Joint Tactics, Techniques,
tribution support to the warfighter through and Procedures for Joint Theater Distribution.
improved visibility, collaboration, and prioritiza- Consolidating these joint publications will
tion, and accelerated logistics decision cycles. streamline guidance for planning and executing
global distribution operations and for integrat-
Improved Sealift and Sea-Based
ing, managing, and using common-user air, sea
Pre-positioning
and land transportation. Additionally, lessons
Large, Medium Speed Roll-On/Roll-Off learned from the USTRANSCOM CDDOC
(LMSR) Ships . DOD has nearly doubled its efforts and other DPO initiatives will enhance
surge sealift capacity since 1995, and most ships emerging integrated logistics concepts such as
have the roll-on/roll-off capability critical for joint theater logistics management.

27
 Focused Logistics
Improving Deployment and Distribution
Processes
Transforming Deployment and Mobilization
Processes. Operation IRAQI FREEDOM
demanded more flexibility and adaptability than
the current deployment and mobilization
processes could provide. The JDPO has devel-
oped a three-pronged Joint Deployment Process
Improvement Transformation Strategy:
■ The near-term focus is on “quick wins” and
experimentation. “Quick win” opportunities
are those for which process or technical solu-
tions can be developed within 90 days. The
goal of “quick wins” is rapid delivery of solu-
tions to critical joint operational issues that
block transformation.
■ The mid-term focus is on process reengineer-
ing and prototyping. The goal is to create
greater speed, accuracy, visibility, and agility
in joint deployment planning and execution.
■ The long-term focus is on transforming the
joint deployment process, with linkage to
mobilization process, starting with a “blank
piece of paper.” The goal is to synchronize
deployment, employment, and sustainment in a
collaborative information environment that
28
facilitates decision making during joint force
projection and mission execution.
Addressing Reserve Component Management
Issues. Mobilization is essential to deploy,
employ, and sustain the force. Approximately
two-thirds of DOD’s ground combat support,
ground combat service support, and theater lift
capabilities are in the Reserves. These capabili-
ties are required in all phases of an operation,
and several essential capabilities reside exclu-
sively in the Reserve Component (RC). The
magnitude and duration of the global war on ter-
rorism have strained these capabilities.
DOD is taking a number of actions to relieve
the stress on the RC while increasing flexibility
and predictability for members to optimize their
capabilities. These include
■ incorporating mobilization management into
the DOD Total Force Management
Improvement Process and implementing mobi-
lization cap procedures;
■ taking management actions to relieve the pres-
sure on RC personnel, reassess the Active/
Reserve force balance, and improve the mobi-
lization process;
 Joint Deployment/Rapid Distribution
■ implementing programs to improve medical,
dental, and family readiness of Reserve forces
prior to alert and mobilization;
■ improving individual and collective training
readiness to decrease the post-mobilization
time;
■ to the greatest extent practicable, standardiz-
ing times from alert date to report date at the
mobilization station for Reserve units and indi-
viduals; and
■ standardizing training requirements for com-
bat, combat support, and combat service.
For the near term, capabilities in excess of fore-
seeable requirements are being reorganized and
retrained to relieve stress on low-density, high-
demand capabilities. In many cases, these
changes will become permanent.
Exploring New Distribution Initiatives. Under
the auspices of the DTTF, we are exploring sev-
eral categories of distribution process improve-
ments. Our ultimate goal is a reliable, visible,
and simplified strategic distribution system,
focused on optimizing logistics support to the
joint warfighter.
Integrating Deployment and
Distribution. The Joint Staff is
facilitating Process Owner talks
between USJFCOM (the
JDPO) and USTRANSCOM
(the DPO). These process owner
talks provide a forum for cross-
feed of deployment and distribu-
tion transformation initiatives and
establish a partnership for suc-
cess. The objective is to integrate,
synchronize, and link stovepiped
processes, systems, and data
underlying the deployment and
distribution pipeline. Once we can
exercise sufficient control over the
deployment and distribution pipeline from end to
end, the processes, rules, and tools will enable
seamless response to changes in force and sustain-
ment flow, from adaptive planning through
dynamic execution by using real-time, web-based,
and network-centric information systems.
Integration will maximize the responsiveness of
the logistics system. Both the deployment and dis-
tribution processes share a common “pipeline” and
depend on the same multimodal transportation
assets for movement. Individual systems are large-
ly effective but lack the efficiencies of an integrat-
ed deployment and distribution system. Logistics
transformation initiatives that will facilitate
dynamic change and provide “value added” force
projection capability to the joint warfighter
include
■ an integrated, synchronized force projection
picture—enabled by interoperable joint deci-
sion support tools and advanced technolo-
gies—that links operators and logisticians at
joint, Service, and agency levels;
■ a revised management structure anchored by
integrated process management for oversight
of the deployment and distribution process;
29
 Focused Logistics
■ synchronized policies and initiatives; and
■ improvements to acquisition and financial rules
and requirements.
An expected result of synchronizing the deploy-
ment and distribution pipeline is that supported
joint force commanders will have a significantly
higher degree of certainty that required forces,
equipment, and sustainment will arrive where
needed, on time, and prepared to support opera-
tional requirements.
Developing Joint Deployment Integrated
Architectures. The JDPO is developing joint
deployment integrated architectures in order to
provide a detailed understanding of the current
joint deployment process, the systems that sup-
port it, and the data elements that must be
exchanged in order to carry out deployments.
The completed architecture will help JDPO to
examine a number of tradeoffs for achieving sig-
nificant improvements in the process, including
which information exchange requirements may
be effectively supported by automation, vice
those that are best left to manual processes with-
in the limits of foreseeable technology advances.
Such understanding, in turn, will support the
30
effort to reengineer the entire
joint deployment process. The
architecture work for the initial
17 core joint deployment systems
is ongoing, scheduled for comple-
tion in FY04.
Assessing Mobility Force
Requirements
Mobility Capabilities Study
(MCS). The Mobility
Requirements Study–2005
(MRS-05), chartered in October
1998 and approved by the
Secretary of Defense in January
2001, identified the moderate
risk lift capabilities required to support the
warfighting demands of two nearly simultaneous
major theater wars. Due to changes in the
national security environment and a new defense
strategy, the FY06–FY11 Strategic Planning
Guidance identified the requirement for a new
study to provide a common baseline to fund
future mobility capabilities. This MCS will iden-
tify and quantify the mobility capabilities
required to support the defense strategy. This
effort will examine the Defense Transportation
System from point of origin/depot to point of use
and will include all components, enablers, and
infrastructure. The MCS began in Spring 2004
and is expected to conclude by March 2005.
Improving Air Mobility Forces
C-17 Procurement. Although C-17 production
is not planned to end until FY08, production of
several C-17 long-lead items is planned to end in
FY06. The Air Force and DOD are studying the
benefits and risks (including financial and war-
fighting) of continuing or terminating the C-17
long-lead items production line, and plan to
complete this assessment in time to inform the
FY06 Program Objective Memorandum and the
Enhanced Planning Process.
 Joint Deployment/Rapid Distribution

Global Air Traffic Management (GATM) tinuing to examine the viability and affordability
Avionics Upgrades. To deal with tremendous of procuring a new tanker.
growth in air traffic, civil aviation authorities
C-130 Modernization. The Air Force will mod-
have reduced separation standards and upgrad-
ernize the C-130 fleet through C-130J procure-
ed air traffic management procedures for much
ment and the C-130 AMP. The Air Force has a
of the world’s airspace. To ensure continued
requirement for 172 C-130Js to replace aging
unrestricted access to this airspace, we must
C-130Es. The C-130J program is designed to
upgrade communications, navigation, and sur-
lower the cost of ownership and increase surviv-
veillance avionics for our C-5s, KC-10s,
ability. The rest of the C-130 fleet will be mod-
KC-135s, and C-130s.
ernized with the AMP. AMP improves C-130
C-5 Upgrades. Two active programs must be reliability, maintainability, and sustainability and
continued to improve C-5 mission-capable rates provides the C-130 fleet with a GATM-compli-
and modernize the fleet for operation well into ant common avionics architecture.
the 21st century:
Transforming Joint Logistics-Over-the-Shore
■ The Avionics Modernization Program (AMP) to a Sea-Based Capability
installs new flight control systems, increases
Joint Logistics-Over-the-Shore (JLOTS) Sea
navigational safety, and upgrades avionics to
State 3 (SS3) Initiatives. JLOTS operations
GATM standards.
provide DOD the strategic capability to rapidly
■ The Reliability Enhancement and Re- discharge vessels, even when ports are over-
Engineering Program addresses major C-5 crowded or rendered unusable by natural disas-
readiness issues through the installation of ters or enemy action. Several initiatives are in
modern commercial engines and new engine progress to enable JLOTS operations in sea
pylons, along with upgrades to the aircraft state 3 (waves 3.5–5.0 feet, wind 13.7–16.4 knots):
skin, frame, landing gear, pressurization sys- ■ A review of technical approaches for interface
tem, auxiliary power units, and various other
between Theater Support Vessels and LMSRs
systems.
Air Refueling Fleet
Recapitalization. Decreasing
reliability and maintainability of
the aging KC-135 fleet, com-
bined with the increased need for
air refueling capability to support
the new defense strategy, man-
date prompt actions to modernize
the fleet. The Mobility
Capabilities Study will address
the type and quantity of refueling
capability required by the com-
batant commanders. In the
meantime, the Air Force is con-

31
 Focused Logistics
■ A review of concepts and designs for a
Lightweight Modular Causeway System that
can self deploy from a Theater Support Vessel
■ Crane pendulation control will provide
improved discharge from containership to
lighterage in an SS3 environment.
We must complete these programs to achieve the
goal to develop an SS3 discharge capability and
to satisfy combatant commander warfighting
requirements.
Monitoring High-Payoff Emerging Commercial
Transportation Technologies
Heavy-Lift Air Vehicles. Several firms have
proposed developing helium hybrid lift air vehi-
cles that will carry very large payloads and out-
size cargo over long distances. It is essential that
DOD play an active role by working with major
hybrid lift air vehicle developers to encourage
them to identify and incorporate design choices
that enhance military utility without compromis-
ing commercial viability. We initiated a joint
study with the US Army to help achieve this
goal. We are developing concepts for using
hybrid lift air vehicles in deployment and distri-
bution operations. We are investigating a con-
cept of operations for integrating hybrid lift air
vehicles into the CRAF program, including pro-
gram changes that would be required to incen-
tivize participation.
32
High-Speed Sealift. In 1999, a Royal Australian
Navy commercial-leased vessel, HMAS Jervis
Bay, was the first high-speed sealift vessel to
demonstrate military utility by carrying 600
troops (with gear) and 200 commercial-size
vehicles a distance of 1,000 nautical miles.
Since then, the US Army, Navy, and Marine
Corps have each commenced experimentation
programs for high-speed sealift. To date, four
ships have entered US military service under
leasing arrangements: the joint-service Joint
Venture (HSV X1), Marine Corps Westpac Express
(HSV 4676), Navy Swift (HSV 2), and Army
Spearhead (TSV 1X). These vessels have already
demonstrated an impressive array of abilities,
including speeds over 40 knots, cargo capacity
over 700 tons/20,000 square feet, seating for
over 300 troops, and drafts less than 15 feet.
Technologically feasible in the near term are ves-
sels with capacities of 1,250 tons—equivalent to
20 C-17 payloads.
We are also encouraging commercial high-speed
sealift shipbuilders to incorporate national
defense features into their ongoing shipbuilding
programs. Examples include features for loading
wheeled and tracked vehicles, such as strength-
ened cargo decks, and features to allow use of
austere ports, such as stern ramp systems and
additional mooring attachments. If the technolo-
gies prove feasible, DOD could take advantage
of the features by
■ purchasing the ships/technologies,
■ selectively chartering the ships when needed,
or
■ enrolling the ships into a US government
emergency sealift readiness program.
 Joint Deployment/Rapid Distribution
Testing Concepts Using Joint Experimentation
Advanced Concept Technology
Demonstrations (ACTDs). ACTDs will
enhance the deployment process through use of
technology that enables collaboration and pro-
vides interoperable joint decision support tools.
These ACTDs include Agile Transportation for
the 21st century, developed by
USTRANSCOM; USJFCOM’s proposed Joint
Force Projection ACTD; and US Pacific
Command’s Coalition Theater Logistics ACTD.
The joint deployment and distribution processes
will also benefit from the Joint Logistics ACTD
and Joint Theater Logistics ACTD discussed in
the Information Fusion section.
Investigating Future Concepts
Full Spectrum Mobility Forces. Mobility forces
are essential to integrated deployment employ-
ment, and sustainment. At different times,
achieving positional advantage may be a func-
tion of operational maneuver over intertheater
distances or of tactical maneuver throughout a
regional combatant commander’s area of
responsibility.
We must remain actively engaged in developing
feasible force projection and application
concepts that adequately consider the tradeoffs
necessary when using limited mobility assets for
not only deployment and sustainment but also
maneuver. We must also stay engaged to match
our future support strategy to emerging opera-
tional concepts and strategies.
Intermediate Staging and Support Bases.
Intermediate staging and support bases, includ-
ing sea bases, can potentially reduce the logistics
footprint, while facilitating maneuver in an area
of operations. For example, a joint sea base
could potentially provide a reduced logistics
footprint on the ground by enabling sustainment
and maintenance reachback capability.
Reception, staging, and integration of arriving
forces could be accomplished rapidly in the rela-
tive safety of international waters. By combining
capabilities inherent in JLOTS with heavy-lift
tactical airlift, a joint sea base could allow
onward movement of forces and sustainment at
high speeds, and over longer distances. Such
concepts—which could be breakthroughs need-
ed for cutting-edge operations of the future—
have significant lift and security implications
that must be investigated in depth.
33
Agile Sustainment

• What’s Our Challenge?

We must transform sustainment
policies, processes, and capabilities
to improve the flexibility, agility, and
precision with which we sustain
the warfighter.

• What’s Our Vision?

We will create an effective, efficient,
and responsive sustainment capability
that enables the warfighter to achieve
full spectrum dominance through
application of decisive force, power
projection, overseas presence, and
strategic agility.
 Chapter 5
Agile Sustainment
Agile sustainment encompasses a
majority of sustaining functions,
including
■ materiel management (acquisi-
tion, supply, and industrial base),
■ pre-positioning and war reserve,
■ critical commodities (munitions
and fuels), and
■ force structure (combat support,
combat service support, and con-
tractor logistics support).
Agile sustainment capabilities must
support future joint forces that are
fully integrated, expeditionary, net-
worked, decentralized, adaptable, capable of decision superiority,
and increasingly lethal. Sustainment capabilities must support
future joint force operations that are continuous and distributed,
across the full range of military operations. We need flexible, tai-
lored sustainment from agile, responsive sustaining organizations.
This requires early and integrated planning among the combatant
commanders, Services, sustaining organizations, and combat sup-
port agencies. Tailoring the deploying logistics organizations and
support packages to match the operational situation will help meet
the warfighter’s needs at precisely the right place and time.
Improved logistics processes; timely, reliable, and actionable infor-
mation; an accessible integrated operational picture; and an effec-
tive logistics command and control capability will enhance these
sustaining capabilities.
Our vision is guided by three main goals: become more efficient,
replace mass with speed and precision, and increase the warfight-
er’s confidence in the logistics pipeline to deliver support as
required.

35
 Focused Logistics
Become More Efficient
Our current methods for meeting the warfight-
er’s logistics needs are far too inefficient in terms
of logistics force structure, money, materiel,
strategic lift, response time, and logistics foot-
print. To achieve the military transformation
envisioned in the National Military Strategy, we
must better respond to the warfighter’s require-
ments by improving the deployability, reliability,
maintainability, supportability, and interoperabil-
ity of our combat systems. In addition, we must
reduce consumption by using methods such as
improving fuel efficiency and identifying alterna-
tive power sources. We must also increase effi-
ciency through innovative sustainment by
■ using the power of information;
■ using the correct mix of support forces—
including Service, Defense agency, commer-
cial, interagency, multinational, and executive
agent logistics capabilities; and
■ reducing or eliminating redundant capabilities.
Replace Mass with Speed and Precision
Rather than stockpiling large amounts of
materiel in the area of operations, we will
36
improve asset visibility and com-
mand and control to advance
joint deployment and rapid dis-
tribution of tailored units and
materiel and to provide right-
sized inventories in theater.
Increase Warfighter Confidence
That the Logistics Pipeline Will
Deliver Support as Required
The warfighter must have
increased confidence that logis-
tics support will be available
when required. To help meet this
challenge, customer wait time
(CWT) was established as a met-
ric to help ensure we drive to time definite deliv-
ery (TDD), a standard that instills warfighter
confidence and enables the customer to make
informed operational decisions.
What’s Our Strategy?
Improve Efficiency by Adopting More Effective
Business Processes and Practices
Our approach for improving business processes
has three major steps that focus on improving
supply chain efficiency—where efficiencies can
be realized without compromising necessary
effectiveness:
■ Institute common metrics, standards, and
processes that promote simplicity and interop-
erability across all Services. Current nonstan-
dard systems and processes contribute to
delaying delivery and reducing warfighter
confidence.
■ Integrate and synchronize Service, Defense
agency, commercial, interagency, multinational,
and executive agent logistics capabilities. This
integration must include common metrics,
standards, and processes throughout the

supply chain, regardless of node or responsible
activity. The integration also should minimize
redundant capabilities and non-value-added
processes.
■ Field web-based, network-centric, open-archi-
tecture systems and logistics information man-
agement capabilities that give operators and
managers collaborative planning capability and
improved visibility and control over assets.
Reduce Logistics Requirements
Logisticians and operators share the responsibility
for reducing requirements. Logisticians are pur-
suing improvements to interoperability, reliabili-
ty, maintainability, availability, and sustainability
to increase readiness and reduce maintenance
requirements and costs. Weapons that are more
precise and lethal offer opportunities to reduce
munitions requirements as well as the size of
combat and support units. Both logisticians and
operators are evaluating whether adopting new
technologies and reengineered processes will
allow units to be downsized.
Improve Joint Tactics, Techniques, and Procedures
Our tactics, techniques, and procedures are key
enablers for ensuring we provide effective and
efficient logistics support. We will continue to
update our doctrine as we develop new ways
and technologies to deliver logistics support.
Embrace Enabling Technologies
Technology also continues to drive much of the
improvement in logistics delivery. With today’s
rapid pace of technology improvement, it is
important to stay abreast of technology gains
and to field technology enablers as soon as
practicable.
Agile Sustainment
What Have We Already Done?
Reduced Wholesale Inventories and War Reserve
Requirements
Since 1989, we have reduced wholesale invento-
ries considerably and have reevaluated our sec-
ondary war reserve requirements based on
defense planning guidance and risk considera-
tions. We have also reduced inventories by
expanding prime vendor and virtual prime ven-
dor contracts, and we have begun shifting to
greater reliance on long-term contractual
relationships.
Enhanced Pre-positioning
To reduce transit time and in-theater footprint,
the Services have pre-positioned unit equipment
and sustainment. Today, the Army has equip-
ment for six heavy combat brigades pre-posi-
tioned ashore, and it has equipment for one
enhanced heavy brigade along with 30 days of
sustainment pre-positioned afloat on 15 ships.
The Marines have three maritime pre-position-
ing squadrons with sustainment on 16 ships for
global coverage, and they have shore-based pre-
positioned materiel in support of North Atlantic
Treaty Organization contingencies. The Air
Force has strategically positioned bare-base bed-
down capability to support forward-deployed air
expeditionary forces and has four ammunition
sustainment ships to support contingency opera-
tions. The Navy has two hospital ships, a pre-
positioned fleet hospital, and an ammunition sus-
tainment ship afloat. The Defense Logistics
Agency (DLA) has three fuel tanker ships, two
of which are equipped with offshore petroleum
discharge systems.
Developed CWT Metric and TDD Standards
To enhance warfighter confidence in the logistics
chain’s ability to provide support as required, we
37
 Focused Logistics
developed a CWT metric and TDD standards.
CWT is the total elapsed time between when a
customer’s requirement is documented and when
the same customer acknowledges receipt of the
materiel requested. TDD assures that—within a
specified degree of confidence—the logistics sys-
tem is capable of delivering materiel to the
warfighter within a specified period of time.
Published Joint Doctrine
We published joint doctrine for in-theater con-
tractors in Joint Publication 4-0, Doctrine for
Logistics Support of Joint Operations, and in Joint
Publication 4-07, Joint Tactics Techniques and
Procedures for Common-User Logistics During Joint
38
Operations. This doctrine enhances the ability to
provide logistics support in joint operations.
Created a Web-Based Munitions Report
(MUREP)
In concert with combatant commanders and the
Naval Operational Logistics Support Center, we
leveraged web-based technology to establish an
online, classified MUREP. Stood up on
1 October 2002, the MUREP provides near
real-time expenditure and theater inventory data
for critical munitions during contingencies and
exercises.
What Are We Doing Now to
Shape the Future?
Adopting Best Business Practices
By adopting best business practices proven in
industry and government, we improve effective-
ness and efficiency, save scarce resources, and
enhance the logistics response to the warfighter.
Ongoing initiatives include prime vendor, virtual
prime vendor, direct vendor delivery, paperless
contracting, electronic commerce and electronic
data interchange, and online catalogs.
Using Contractor Logistics Support
Contractor logistics support (CLS) transfers the
responsibility for managing logistics from the
government to a contractor, reducing the need
for government personnel and facilities. DOD is
shifting a substantial amount of its traditional
wholesale and retail business to the commercial
sector through CLS. The C-17, F-117, F-18E/F,
and Joint Strike Fighter logistics support con-
cepts are examples of large-scale CLS activities.
Implementing Performance-Based Logistics
Performance-based logistics (PBL) is a weapon
system support approach that establishes readi-
ness goals based on requirements agreed upon
 Agile Sustainment

with the warfighter. As part of

their responsibilities for total life-
cycle management of their
weapon systems, program man-
agers (PMs) are held accountable
for meeting readiness goals. PMs
are given the latitude to contract
for sustainment support as an
integrated performance package
designed to optimize readiness
and mission capability. PBL dif-
fers from CLS in that potential
sources of support include not
only commercial providers but
also organic providers or a partnership between Integrating Supply Chains
commercial and organic providers. PBL agree-
Although the Services and DLA still operate
ments must have clear lines of authority and
their own supply systems, web-based requisi-
responsibility and should include incentives to
tioning and stock visibility will enable integra-
attain readiness goals.
tion of their supply chains. The Services and
We have implemented PBL agreements on more DLA are working together to ensure supply
than 120 weapons programs, such as the C-17 chains are highly integrated and can function
cargo aircraft and the M1A1 Abrams tank. across Service lines. The Under Secretary of
However, not all fielded major weapon systems Defense for Acquisition, Technology, and
have been evaluated for support by PBL agree- Logistics has been designated the Defense
ments. DOD Components are currently analyz- Logistics Executive (DLE) with authority to
ing these systems for possible transition to PBL make changes necessary to integrate the global
support. Initial findings are due by 30 supply chain. In additional, US Transportation
September 2004. Final business case analyses Command has been designated as Distribution
are due by September 2006. Process Owner with responsibility to improve
overall efficiency and interoperability of distri-
Using Competitive Sourcing
bution-related activities and to direct and super-
Competitive sourcing allows commercial and vise execution of the entire Strategic
government entities to compete for DOD work. Distribution System.
The organization that can provide the most effi-
Better Management and Visibility Over
cient and cost-effective service wins, saving
Contractors in the Theater of Operations
investment dollars. With the exception of inher-
ently governmental processes, almost all activi- Contractors play an ever-growing role support-
ties that government personnel perform are can- ing deployed forces. Increased contractor pres-
didates for competitive sourcing. Each of the ence in the theater can be attributed to many
Services are analyzing and re-baselining their factors, including
core capabilities. ■ downsizing of the military during the past
decade,

39
 Focused Logistics
■ growing reliance on contractors to support
high-tech weaponry and provide initial or com-
plete life-cycle support for weapon systems,
and
■ pushing to outsource or privatize functions to
improve efficiency and apply savings to sus-
tainment and modernization programs.
Increased presence of contractors can result in
unintended consequences for the theater com-
mander. Planning is the key to effectively man-
aging contractors in the theater of operations.
Joint Publication 4-0, Chapter V, “Contractors
in the Theater,” was the first step in developing a
comprehensive plan to address these issues. The
Defense Acquisition Deskbook now contains a
template providing acquisition personnel with
guidance concerning deployment of contractors.
The Joint Operation Planning and Execution
System now has procedures to make contractor
personnel and material movement visible in the
time-phased force and deployment data. We are
leading an effort to develop overarching DOD
policy on managing contractors in the theater of
operations. Once this policy is approved, we will
update joint doctrine to reflect the new policy.
Reengineering the Executive Agency (EA) Process
Many studies, reports, and wargames—includ-
ing Focused Logistics Warfighting 2003—have
identified elements that promote inefficiencies
and waste scarce resources. With a robust EA
process for coordinating and providing common
support to the warfighter, we can improve effi-
ciency, reduce waste, and minimize duplication
of effort and resources among Services and
agencies. In the near term, we plan to implement
EAs for end-to-end management of supply
chains for key commodities such as food, bottled
water, fuel, pharmaceuticals, and construction
material. OSD, the Joint Staff, the Services, and
the combat support agencies have chartered a
working group to review the EA assignment
40
process end to end and make it a more effective
tool for supporting logistics transformation.
Improving Subsistence Support
Wartime movement and distribution of food tra-
ditionally has been a major effort requiring sig-
nificant military resources. Several initiatives are
underway to improve visibility of subsistence
assets and increase the use of commercial dis-
tributors. This increased visibility of ration
sources will shorten the supply chain for this
critical commodity and improve support to the
warfighter during contingencies.
Virtual Wartime Visibility (VWV) Program.
The VWV program allows Defense Supply
Center Philadelphia (DSCP) to maintain peace-
time visibility over critical commercial food
items in the continental United States
(CONUS). This supports DSCP’s plan to deliv-
er products in response to a surge in military
requirements.
Subsistence Industrial Base Extension (IBex).
The IBex initiative provides information on
global logistics support options OCONUS in
support of the military Services’ wartime subsis-
tence field feeding plan with possible access to
these capabilities if required. DSCP has entered
into agreements/partnerships with six global
logistics providers to develop an overlapping
global network that will provide information on
manufacturing, logistics, storage, and transporta-
tion OCONUS. IBex allows DSCP planners to
maintain industrial base vigilance over commer-
cial assets that can be utilized during a
contingency.
Subsistence Planning Integrated Data
Enterprise Readiness System (SPIDERS).
SPIDERS is a planning tool designed to help
DLA assess the ability of private industry to
meet warfighters’ demands in a surge situation.
Demand surge situations occur during major
 Agile Sustainment

regional conflicts, humanitarian assistance mis- Italy. This forward presence also enables us to
sions, and domestic or foreign natural disaster make purchases in countries close to these
relief. offices and the combatant commander areas of
responsibility. Purchasing pure commercial
Unitization Expansion. DSCP purchased two
items, such as produce and market-ready milk
assembly lines capable of increasing DLA output
and bread products, can facilitate quick reaction
of unitized group rations (UGRs) by 33 percent.
to surges in requirements.
The equipment is containerized and immediately
available to supplement both CONUS and Enhancing Material Readiness
OCONUS capacity to produce UGRs.
The Joint Staff J-4 and J-8 and the Office of
Subsistence Prime Vendor (SPV). The the Under Secretary of Defense (Policy) spon-
OCONUS SPV program brings SPV benefits to sor and provide strategic management oversight
OCONUS customers while addressing differ- of the Industrial Base Critical Few program.
ences in the support required for them. These Critical Few items are DOD’s top 25 non-muni-
benefits include tions, consumable or non-consumable items
essential to the war fight. The purpose of the
■ US Army Veterinary Corps–approved sources
Critical Few program is to ensure we have a
of supply to ensure food safety,
predictive capability, precise identification, ade-
■ high fill rates (usually 98 percent or higher), quate funding, and strategic placement of the
Critical Few items in order to ensure warfighter
■ 48 hours or less lead time for delivery orders,
material readiness in future contingencies.
■ national allowance pricing program for lower
Employing the Single Fuel Concept
prices,
Minimizing the number of bulk petroleum prod-
■ electronic ordering,
ucts that must be stocked and distributed
■ name-brand availability, reduces the tactical petroleum infrastructure
requirement in theater. Also, limiting military-
■ surge capability for wartime
needs, and
■ worldwide coverage through pre-
arranged deployment zones.
Privatizing Produce Acquisition
and Distribution
The produce acquisition and distri-
bution network is completely pri-
vatized. We have established a for-
ward presence through 15
CONUS sites, 3 sites in Germany,
and individual offices in Alaska,
Hawaii, Guam, Japan, Korea,
Okinawa, United Kingdom, and

41
 Focused Logistics
unique fuels by requiring the use of kerosene-
based products for land-based forces increases
operational flexibility because these fuels closely
resemble commercial-grade jet fuels, which are
available worldwide. This concept was formally
included in the FY02 revision to Joint
Publication 4-03, Joint Petroleum and Water
Doctrine.
Improving Fuel Support Worldwide
En Route Refueling Infrastructure. En route
refueling infrastructure is a critical strategic lift
enabler for the air bridge and air mobility. In
response to the degraded state of en route infra-
structure to support strategic mobility in the
European and Pacific commands, DLA dramati-
cally increased spending on fuels projects. As the
air en route infrastructure is enhanced, the focus
must now shift to enhancing
■ the seaport refueling infrastructure and
■ fuels projects that support forward-deployed
power projection platforms and forces that are
immediately employable.
Petroleum. Adequate, properly positioned,
accessible petroleum will still be critical in the
future. Two initiatives are improving the process
for establishing petroleum requirements and for
reporting the status of petroleum inventories and
the bulk petroleum distribution system:
■ A standardized method for computing
Class III requirements—essential for operation
plans (OPLANs)—ensures war reserve mate-
rial stocks are sufficient to support warfighting
combatant commanders. Furthermore, a stan-
dardized method ensures accurate require-
ments are submitted to the Defense Energy
Support Center (DESC) and subsequently to
suppliers. The Services and joint petroleum
offices have agreed to standardize the process
of developing requirements and to use the
Integrated Consumables Item Support Model
42
as a validation tool. The Joint Staff and DESC
have developed a joint petroleum seminar
course to assist petroleum planners of the
Services and combatant commanders with
understanding and standardizing the Class III
requirements processes.
■ In the future, combatant commanders will use
a web-based reporting process exclusively to
transmit status of fuel facilities, personnel on-
hand and in-transit fuel inventories, as well as
projected demand. This effort will greatly
enhance in-transit visibility during the execu-
tion of deliberate and crisis action plans to
ensure timely delivery of Class III.
The combination of these efforts will increase
visibility and optimize the petroleum footprint in
theater.
Focusing Resources on Pre-positioning
The Services have pre-positioned unit equip-
ment and sustainment both ashore and afloat to
meet OPLAN force closure requirements and to
reduce the demand for strategic lift by the early-
deploying joint force.
As part of Army Transformation, the Army is
pursuing options to reconfigure existing sets to
better support the full spectrum of operations
and is exploring the roles of intermediate staging
bases. The Army also continues to address its
sustainment shortfalls and overall equipment
requirements as it transitions to the Future
Force. To be more versatile, the Marines are
expanding their maritime pre-positioning ship
capability with a naval mobile construction bat-
talion, an expeditionary airfield, a 500-bed fleet
hospital, and increased sustainment.
Focusing Attention on Bare-Base Assets
DOD achieves power projection through the
rapid deployment of forces to critical spots in the
world where US vital interests may be at risk.

Bare-base assets, both pre-positioned and
CONUS based, help ensure forces meet
required deployment timelines. Current bare-
base policies and apportionment (land based and
afloat) were designed to support a two major
theater war scenario. Bare-base assets have
quickly become a strategic asset. Harvest Falcon
and Harvest Eagle provide beddown and air
operations support from austere locations and
are indispensable for Air Force air expeditionary
forces. Army Force Provider, with similar capa-
bilities, is used to support both Army and joint
operations worldwide.
The Global War on Terrorism necessitates a
reevaluation of the bare basing strategy, includ-
ing apportionment, positioning, and policies.
National Military Strategy indicates current dis-
tribution, resourcing, utilization, and funding for
bare base assets are misaligned for the strategic
and operational requirements of the regional
combatant commanders and supporting Service
components. J-4 is conducting a Bare-Base
Study—scheduled for completion in late summer
2004—to define and prioritize these critical
bare-base assets.
Agile Sustainment
Enhancing Mortuary Affairs
Support
Mortuary Affairs personnel
learned many lessons as a result
of the attacks on 11 September
2001 and in support of
Operations ENDURING
FREEDOM and IRAQI FREE-
DOM. During these contingen-
cies, selected combatant com-
manders received increased
funding for operational project
stocks. We have increased
emphasis on training deploying
units and acquiring state-of-the-
art equipment, particularly
decontamination technology. We have also
implemented new procedures for handling
remains and preserving forensic evidence. The
Mortuary Affairs Center at Fort Lee, Virginia, is
revising Joint Publication 4-06, Joint Tactics,
Techniques, and Procedures for Mortuary Affairs in
Joint Operations, to reflect these updated process-
es and procedures. In addition, all Mortuary
Affairs Specialists are being trained in the pro-
tection of forensic evidence.
In October 2003, the Port Mortuary became
operational at Dover Air Force Base. This facil-
ity has technology and equipment to enable
forensic pathologists to efficiently and accurately
perform antemortem and postmortem finger-
prints, dental identification, and DNA testing.
To identify ways for improving sustainment
operations, we will continue to review joint
operations, aid to civil authorities, and integra-
tion of contracted support.
Improving Maintenance Operations
The overall DOD maintenance structure con-
sists of depot, intermediate, and organizational
levels, but the Services use maintenance
43
 Focused Logistics
concepts that best support their warfighters.
This flexibility to have maintenance accom-
plished in the most responsive and effective
manner is essential to materiel readiness. Also,
keeping costs to a minimum is necessary to free
up funds for modernization. Weapon system
readiness goals and cost factor constraints deter-
mine the best mix of repair strategies.
Several initiatives are underway for improving
materiel readiness. These initiatives include the
following:
■ Condition-Based Maintenance. Using
advanced sensor technology and wireless local
area networks, weapon systems will eventually
be able to detect changes in equipment condi-
tion, anticipate impending failure or remaining
operating life, and give maintenance techni-
cians the repair prognosis and repair proce-
dures. The concept, called autonomic logistics,
will be employed on critical weapon systems,
such as the Marine Corps’ advanced amphibi-
ous assault vehicle and the Joint Strike
Fighter. It will employ embedded diagnostics,
onboard prognostics, serial item management,
and interactive electronic technical manuals. In
many cases, predictive failure can replace
cyclical maintenance or waiting until a failure
occurs. Well-designed, real-time maintenance
technology promises reduced logistics footprint
(less inventory, less test equipment, fewer
maintainers), reduced repair cycle times, and
improved weapon systems availability.
Autonomic logistics addresses not only compo-
nent prognostics but also other knowledge
management shortcomings, such as battlefield
identification and ammunition reporting.
■ Joint Business Rules for Repair Parts
Management. DOD has established mainte-
nance concepts that best support the warfight-
er, using a “best mix” of Service, depot, and
44
private-sector maintenance to optimize weapon
system repair—based on established metrics
for weapon system readiness. These mainte-
nance business rules cross Service lines, and
Service systems must be integrated to imple-
ment them.
■ Public/Private Partnerships. To improve the
responsiveness of weapon systems support,
DOD will rely on partnerships between its
organic base and private industrial enterprise
to fuse the capabilities and inherent efficiencies
of both. These partnerships result in greater
private-sector investment in public facilities
and equipment, better facility utilization, and
more efficient business processes. Additionally,
under conditions granted by law, partnerships
allow the use of public facilities and employees
to produce goods and services for the private
sector.
The Deputy Undersecretary of Defense for
Logistics and Materiel Readiness has developed
a materiel readiness operational plan to provide
the roadmap for implementing the materiel
readiness oversight capability. The Maintenance
Technology Senior Steering Group, a joint-serv-
ice and DLA flag/Senior Executive Service
group, was established to reduce the mainte-
nance burden by reengineering maintenance
concepts and operations. The group’s purview
includes enhanced prognostics, health manage-
ment, and automatic logistics techniques, plus
leveraging automatic identification technology
for serial number tracking and maintenance data
collection and analysis.
Improving Ordnance Support
Accurate requirements are essential for effective,
efficient, and responsive ordnance support to the
combatant commanders’ order of battle—
whether the campaign is ongoing or contemplated,

regional or global. Without clearly defined
requirements, decision makers face serious chal-
lenges with assessing risk and with properly
funding ordnance acquisition and sustainment
against competing requirements.
Under Joint Staff J-8 lead, J-4 continues to
work with the OSD staff, combatant command-
ers, and Services to facilitate developing and
adopting robust joint requirements definition
processes. J-4 will help develop standardized
ordnance readiness assessment metrics and
Agile Sustainment
reports. Readiness assessment metrics will help
in balancing standing stockpiles, current produc-
tion, industrial surge capacity, and technology
and lethality enhancements over time. J-4 will
routinely assess readiness of preferred munitions
and ordnance programs and will advocate appro-
priate adjustments to sustainment factors. J-4
will also advocate developing collaborative sys-
tems and rapidly transitioning to open architec-
ture, web-based ordnance management systems.
45
Operational Engineering

• What’s Our Challenge?

We must improve engineer response.
This includes developing tools for rapid
engineer assessments and contingency
planning, enabling combat service
support forces to be tailored to reduce
strategic lift requirements, and
minimizing footprint in the joint
operations area.

• What’s Our Vision?

We will provide effective, efficient,
responsive, tailored engineer support
to meet combatant commander and
warfighter operational requirements
and timeframes.
 Chapter 6
Operational Engineering
To effectively meet mission needs and support theater engagement
strategies, combatant commands require expeditionary engineer forces
that are rapidly deployable, employable, and sustainable throughout
the global battlespace. We can no longer count on massive, long-estab-
lished Cold War support bases to sustain the Global War on
Terrorism. The Joint Operations Concepts, complemented by a new
Integrated Global Presence and Basing Strategy, will increasingly shift
forces to train and operate from austere forward operating bases and
operating locations. We must be concerned with not only the infra-
structure but also the industrial base of regions where we operate:
lines of communication, mineral products, and even water may not be
available, and the sites on which we must operate may be contaminat-
ed from industrial operations.
Engineers design and furnish the
temporary and permanent infra-
structure to project combat power
and sustain forces. There is no
substitute for responsive military
engineers when immediate action
is needed in a hostile environment.
Engineers are essential during the
early phase of any operation,
whether humanitarian, disaster
relief, peacekeeping, or combat.
However, Operations ENDUR-
ING FREEDOM (OEF) and
IRAQI FREEDOM (OIF)
demonstrated that engineer units,
their equipment, and material
require significant lift to deploy. As demonstrated during the sequence
of Focused Logistics Warfighting exercises, lift continues to be at a
premium. When engineer support failed to meet operational require-
ments, it was because it didn’t arrive on time. The joint engineer force
needs to be lighter, more modular, and easily adaptable to quickly
respond to any contingency with the appropriate capabilities mix. It
also needs to take advantage of current information technology and
ongoing advances in construction technology to minimize its
deployment profile while maintaining critical capabilities.

47
 Focused Logistics
What’s Our Strategy?
Our strategy to transform engineer support for
joint warfighters is to
■ use the best of the Engineer Capabilities Study
recommendations as a roadmap for engineer
transformation,
■ use a general officer/flag officer forum to guide
engineer transformation,
■ update joint engineering doctrine,
■ improve our Joint Engineer Planning and
Execution System (JEPES) and other
automation tools, and
■ better train engineers to support joint task
force and combatant command engineer staffs.
What Have We Already Done?
Analyzed Joint Engineering Capabilities
As a follow-on to the Quadrennial Defense
Review, we conducted an Engineer Capabilities
Study that analyzed known and expected
requirements and identified the capabilities
necessary to meet them today and tomorrow.
48
Involving the engineering expertise resident
within the Services and combatant commanders,
the final report was published in September
2002. This study made 22 recommendations for
enhancing engineer operational capabilities and
represents a starting point for transforming the
engineer force.
Created an Engineer General Officer/Flag Officer
Transformation Forum
Based on a recommendation from the Engineer
Capabilities Study, we created a Joint
Operational Engineering Board to oversee oper-
ational engineer initiatives. Made up of senior
Service and combatant command logisticians
and engineers, this body is designed to formalize
and institutionalize the process necessary to
transform the military engineer force.
What Are We Doing Now
to Shape the Future?
Updating Joint Engineering Doctrine
Engineering doctrine is being updated, clarified,
and simplified by combining Joint Publication
4-04, Joint Doctrine for Civil Engineering Support,

with Joint Publication 3-34, Engineer Doctrine for
Joint Operations. The resulting doctrine will
sharpen the focus of the joint engineer force, as
highlighted in lessons taken from OEF and OIF.
This revised doctrine will also assist the
warfighter with the dynamics of planning, coor-
dinating, and tailoring engineer support across
the spectrum of military operations. It will also
provide guidance on how best to transition from
military engineers to contract or host nation sup-
port and outline engineer support for homeland
security.
Improving JEPES
We have launched a two-year effort to complete-
ly overhaul JEPES, which will function within
the architecture of the Global Combat Support
System (GCSS) Family of Systems. This GCSS-
compatible software application will give joint
Operational Engineering
force planners unprecedented engineer intelli-
gence about the joint operations area as well as
the ability to plan for an engineer force tailored
to meet the specific needs and objectives of the
joint force commander. This integrated planning
tool will reduce deployment time, strategic lift
requirements, and ultimately the cost of the joint
engineer force.
Creating Joint Engineer Curricula
Officers assigned to joint task force and combat-
ant command engineer staffs and operating in
contingency environments are not properly
versed in joint engineer operational capabilities.
We are creating joint engineer curricula to be
taught at various stages of Service schooling to
better prepare officers for joint duty and
operating in a deployed environment.
49
Multinational Logistics

• What’s Our Challenge?

We must strengthen the support
relationship between the United States
and its allied and coalition partners.

• What’s Our Vision?

We will optimize logistics operations
across and between all echelons,
coalitions, and host nations.
 Chapter 7
Multinational Logistics
While the United States must maintain the capability to wage uni-
lateral campaigns, we will most often fight in concert with allies
and coalition partners. Consequently, multinational interoperability
is critical for future operations. To ensure we can operate more
effectively and efficiently as part of a future multinational force, we
must improve our multinational logistics concepts, doctrine, and
procedures, while increasing the interoperability of our logistics
information exchange systems.
The expected benefits of sharing
the logistics burden among
alliance and coalition partners
are increased operational effec-
tiveness and logistics efficiency,
a reduced multinational logistics
support footprint, and lower
costs for combat or international
peace operations. However,
issues previously the purview of
only a few must be understood
by all as we deal with political,
religious, customs/courtesies, and
ethnic differences as well as geo-
graphical and economic limita-
tions of our alliance and coalition
partners. We must handle sensi-
tive issues as an integrated and
collaborative effort, define clear lines of command and control,
develop interoperable logistics communications, improve asset visi-
bility, provide accurate and timely logistics status, and provide
effective logistics reporting methods.
Only by optimizing logistics operations across and between all ech-
elons, coalitions, and host nations will we achieve multinational
interoperability.
In addition, we must recognize the need for—and challenge of—
interoperability among agencies, industry, and non-governmental
organizations.

51
 Focused Logistics
What’s Our Strategy?
Jointness alone will not be enough in conduct-
ing future operations. We must find the most
cost-efficient ways to improve integration and
interoperability with allied and coalition part-
ners. We will strive to remove barriers that pre-
vent us from optimizing the benefits of coopera-
tive actions with other nations.
This will enhance the capability of US forces to
readily engage in operations with our most likely
allies—anywhere, anytime. To achieve this goal,
we will
■ establish a framework for US involvement
in multinational operations,
■ expand bilateral agreements,
■ leverage multinational capabilities, and
■ share logistics information technology
solutions.
Establish a Framework for US Involvement
in Multinational Operations
Effective and efficient logistics support for
multinational operations starts with
broad strategic and operational guid-
ance. Joint Publication 4-08,
Logistics Support for Multinational
Operations, establishes a common
focus for government agencies.
We will also emphasize logistics in
multinational simulations, wargames,
exercises, and assessments.
Practicing and training with other
nations and evaluating national
logistics systems in a multinational
environment all facilitate
interoperability.
52
Some nations believe our financial controls are
too stringent for convenient financial interoper-
ability. We must eliminate inaccurate percep-
tions that inhibit other nations from participat-
ing in multinational operations.
Finally, we must spread the word on the multi-
national approach to logistics. We will engage
the Services, unified commands, individual
nations, and groups of nations, explaining our
goals and soliciting support to achieve them. We
will partner with Service training centers of
excellence to ensure developments, concepts,
and procedures are shared at the execution level.
Implementing Focused Logistics also requires
improved interagency interoperability, particu-
larly in the areas of foreign disaster relief and
stability operations. When DOD transportation
is required for movement of supplies and equip-
ment, the Joint Staff J-4 is the conduit between
the Department of State, Defense Logistics
Agency, and US Transportation Command.
Otherwise, regional combatant commanders
coordinate provision of DOD supplies and serv-
ices and deal directly with the Defense Security
Cooperation Agency. Focused Logistics

Warfighting (FLOW) 03 identified specific
multinational logistics planning and procedure
issues that must be addressed.
Expand Bilateral Agreements
Acquisition and cross-service agreements
(ACSAs) and host nation support (HNS) agree-
ments are cost-effective bilateral agreements that
■ expand cooperation and advance combatant com-
mander strategies of cooperative engagement,
■ promote interoperability and enhance opera-
tional readiness,
■ reduce duplication of common logistics sup-
port and reduce theater logistics footprint, and
■ reduce requirements to move US support and
free limited US resources for other needs.
ACSAs provide responsive and flexible support
during contingencies as well as during peace-
keeping, humanitarian, and disaster relief opera-
tions. HNS agreements are wartime support
vehicles that enable more rapid force buildup
and greatly facilitate joint reception, staging,
onward movement, and integration.
Leverage Multinational Capabilities
Pursuing additional bilateral agreements will
help our forces and our allies develop confidence
in, and reliance on, multinational solutions to
common problems. Even greater benefits may be
realized by improving logistics capabilities of
multinational organizations such as the United
Nations (UN) and the North Atlantic Treaty
Organization (NATO). To achieve more effi-
cient and economical use of everyone’s logistics
resources, we should participate in
■ UN logistics process improvements, including
procurement reform;
■ NATO initiatives, such as the Multinational
Joint Logistics Center concept; and
Multinational Logistics
■ Pacific Area Senior Officers Logistics Seminar
education initiatives.
Contingency contracting plays a major role in
leveraging multinational capabilities during con-
tingency, humanitarian, or peacekeeping opera-
tions. It is particularly valuable when no HNS
or ACSAs are available. Use of contract support,
whether through a standing contract or an as-
required vehicle, allows for reduced military
force structure in the area of operations. It sup-
ports deploying forces and bridges gaps that
occur before, during, and after organic support
arrives. Planners should identify and integrate
operational requirements with civilian sources of
supplies and services.
During contingency operations, acquisition
thresholds increase, simplifying acquisition pro-
cedures. This higher threshold allows contin-
gency contracting for a broad range of logistics
support, from opening ports to sustaining and
maintaining operating forces. Types of support
typically provided by contract include construc-
tion and maintenance of facilities; receiving,
storing, issuing, and inventory of supplies; food
service; transportation; maintenance; sewage and
waste removal; water production; and laundry.
Contract support is acquired through local pur-
chase or standing contracts, such as the
Logistics Civil Augmentation Program
(LOGCAP) contract with the Army or similar
contracts with other Services.
Share Logistics Information Technology
A cornerstone of interoperability is the ability to
freely exchange vital logistics data with allies
and coalition partners. To enable this exchange,
we need common platforms, databases, and pro-
tocols. We strive to share our solutions with oth-
ers in order to promote interoperability, reduce
acquisition costs, and speed implementation.
Once technical solutions are agreed upon, we
can address requirement gaps together.
53
 Focused Logistics
What Have We Already Done?
Established a Framework for US Involvement
in Multinational Operations
Australia, Canada, and the United Kingdom
(UK) were observers in FLOW 99 and were full
participants in FLOW 01 and 03. Following
FLOW 01, we established a Multinational
Logistics Advisory Group in the Joint Staff
Logistics Directorate. This standing cell of three
multinational officers identifies challenges and
issues while providing valuable insights on
multinational and interagency processes and
procedures.
Expanded Bilateral Agreements
We made considerable progress in negotiating
ACSAs. Through January 2004, we had com-
pleted 72 ACSAs and had another 10 awaiting
country signature.
Leveraged Multinational Capabilities
During Operation ENDURING FREEDOM
(OEF), Operation IRAQI FREEDOM (OIF),
and the Global War on Terrorism, bilateral
agreements significantly increased interoperabil-
ity and operational capability of US and foreign
54
national forces. The ACSA was the sin-
gular vehicle that allowed—for the first
time ever—forces from each US geo-
graphic combatant command to support
US-led post-conflict operations in Iraq.
We tested processes during deployments
from over 30 different nations, many of
which had never deployed before. The
recently deployed multination division
clearly demonstrated that coalition part-
ners could effectively replace and be
interoperable with US forces.
Additionally, we continue to include a
host of countries as full partners in the
Multinational Experiment series exer-
cises. Testing complex contingency and
crisis-planning procedures provides a basis for
developing improved procedures.
Shared Logistics Information Technology
Our concept for sharing technology with our
allies is a major step toward developing interop-
erable logistics information systems. During
OIF, in conjunction with the UK, we developed
arrangements for the use of US radio frequency
identification (RFID). We have offered this
capability to NATO nations. When fully real-
ized, this capability will greatly assist in provid-
ing the backbone for logistics transformation of
our largest alliance.
What Are We Doing Now to
Shape the Future?
Continuing to Establish a Framework for US
Involvement in Multinational Operations
Updating Joint Publication 4-08, Logistics
Support for Multinational Operations. We are
incorporating lessons from FLOW to ensure a
common focus for our multinational and
interagency partners.
 Multinational Logistics

Providing US Leadership in the Logistics multinational logistics and develop a coherent way
Multinational Interoperability Working Group. forward in addressing these challenges.
This group promotes and enhances coalition logis-
Implementing ACSAs. We continue engaging
tics interoperability. By identifying obstacles to
countries to sign ACSAs. This expands opera-
interoperability and then developing pragmatic
tional access and supports regional theater secur-
solutions, it aims to facilitate successful execution
ity cooperation strategies. It also enhances coali-
of future coalition operations. One tangible prod-
tion building, crisis management, and overall
uct of these efforts will be publication of the
warfighting effectiveness. In this way, the ACSA
Coalition Building Guide, a quick and ready ref-
becomes not only an operational tool but a
erence for planning and executing coalition
strategic tool as well.
operations.
Continuing to Leverage Multinational Capabilities
Publishing Chairman of the Joint Chiefs of
Staff Instruction 2120.01, Acquisition and Cross- Improving Logistics Interoperability with
Servicing Agreements. This publication will pro- NATO. This starts with sharing a common doc-
vide much-needed standardization of policies and trine and continues with developing standardized
processes, enabling Services and combatant com- procedures and protocols. NATO Publication MC
mands to effectively carry out the ACSA program. 319/2 provides a broad basis for expanding the
role of multinational logistics. Next, we will assist
Developing an Automation System to Provide
in developing a robust Multinational Joint
Cradle-to-Grave Tracking and Reporting of
Logistics Centre capability for use during NATO
ACSA Transactions. This system will provide
operations.
worldwide visibility of ACSA transactions to
include requisition, billing, and payment status. Continuing to Share Logistics Information
Technology
Continuing to Expand Bilateral Agreements
We have assumed leadership of the NATO
Continued work toward establishing bilateral
Logistics Information Management Group to help
agreements with other countries will be invaluable
steer development of a common NATO and allied
to flexible global operations in the future.
asset tracking system and to advance overall logis-
Holding Logistics Staff Discussions. Canada, tics information technology interoperability.
the UK, Australia, and Germany are scheduled
This effort promotes the use of interoperable
for bilateral talks. These talks have directly and
logistics information systems with allies. It starts
positively impacted the provision of logistics sup-
with a technical demonstration, followed by devel-
port for various operations. Increased knowledge
opment of an implementation plan. Subsequently,
of our multinational partners’ capabilities and
functional and technical solutions will be identi-
requirements has provided a quick interface
fied, business rules and processes determined, pol-
between nations, enabling resources to quickly be
icy issues and statements developed, and training
made available from the best sources.
requirements planned. Harmonizing disparate
Preparations are underway for conducting the
national programs by leveraging proven solutions
first strategic quadpartite discussions. The aim of
will reduce duplication of effort, while speeding
these discussions will be to set the framework to
implementation and increasing the alliances’ capa-
describe critical interoperability issues affecting
bility by promoting interoperability.

55
Force Health Protection

• What’s Our Challenge?

We must prevent casualties by
protecting Service members from all
health and environmental hazards
associated with military service.

• What’s Our Vision?

We will
• provide optimally fit and healthy
forces,
• protect them from all health threats
across the full range of military
operations, and
• support them with responsive and
technologically advanced medical
and rehabilitative care that effectively
treats any injuries or illnesses
that occur.
 Chapter 8
Force Health Protection
Soldiers, Sailors,
Airmen, and Marines
are the most valuable
and complex resources
the US military will
ever field. They require
life-cycle support and
maintenance, just as we
have always provided
for our less complex
mechanical weapon sys-
tems. Force health pro-
tection (FHP) is the
life-cycle health mainte-
nance program for our
most valuable
resources.
FHP must address the full range of health threats, including those
posed by weapons of mass destruction (WMD), disease, injuries,
occupational factors, and environmental factors. FHP accomplishes
this through a full spectrum of health services that
■ emphasize fitness, preparedness, and preventive measures;
■ improve monitoring and surveillance of forces engaged in mili-
tary operations;
■ enhance Service members’ and commanders’ awareness of health
threats before they can affect the force; and
■ support the health needs of the fighting forces and their families.
FHP programs are interdependent. For example, superior evacua-
tion, supported by excellent communications is essential in devel-
oping and implementing effective forward resuscitative surgery and
is complemented by a smaller, lighter, modular theater hospital.
With the success of FHP’s interdependent programs, the future
Military Health System will reflect our vision.

57
 Focused Logistics
What’s Our Strategy?
FHP has three pillars—a healthy and fit force,
prevention and protection, and medical and
rehabilitative care—and the infrastructure activi-
ties (training, logistics, information management
and technology, and medical research and devel-
opment) that underpin them.
Building on these pillars will require taking full
advantage of Service strengths and maximizing
the integrated effectiveness of joint medical
capabilities through coordinated, comprehen-
sively planned, and mutually supportive opera-
tions. Achieving our vision will require not only
material and technological solutions but also
innovative changes in medical doctrine, organi-
zation, and training. Where possible, medical
capabilities should be interoperable to further
enhance support to joint warfighting and to
maximize the effectiveness of health service
support.
Promote and Sustain a Healthy and Fit Force
Fit and healthy personnel are more productive,
more resistant to illness, less prone to injury and
the adverse influence of stress, and better able to
quickly recover should illness or injury occur.
Personnel in a fit and healthy force maintain and
improve the health of their bodies and minds in
a supportive environment. A healthy and fit
force focuses on the preventive components of
psychological, physical, and occupational health.
Building blocks for a healthy and fit force
include physical fitness training, injury and dis-
ease prevention, health promotion programs
(such as nutrition), dental health, family support
services, occupational health programs, periodic
health assessments, stress management, and
TRICARE–managed programs supporting all
DOD beneficiaries.
58
Protect Service Members and Prevent Casualties
Casualty prevention, a force-multiplying tool for
commanders, is essential throughout the health
life cycle of Service members. In every conflict,
disease and non-battle injuries (DNBI) have
represented the major demand on deployed med-
ical resources. The main causes of DNBI include
infectious diseases and occupational and envi-
ronmental health hazards. Prevention of DNBI
requires the
■ full commitment of individual Service mem-
bers and commanders at all levels,
■ utilization of medical intelligence during delib-
erate planning and conducting health threat
assessments,
■ use of operational risk management to commu-
nicate the risks to commanders and Service
members,
■ recommendation of countermeasures to miti-
gate potential threats, and
■ continuous health surveillance to maintain the
sight picture on the threat and the effective-
ness of countermeasures.
Prevention of mental health casualties is also
critical to mission success and requires a sup-
portive command environment with excellent
communication. Interventions such as voluntary
and command-referred counseling, family sup-
port services, rest and relaxation policies, and
critical incident stress debriefings are all impor-
tant preventive measures.
Military medicine provides support for preven-
tion of battle injuries by anticipating and prepar-
ing to counter the adverse effects of enemy oper-
ational threats. Typical support includes research
on strategies to protect against health risks from
conventional threats (such as the best body
armor and eye protection.) and emerging threats

(such as directed energy, lasers, micro-
waves, and fourth generation chemical
agents).
The Military Health System is a key
part of full-dimensional protection and
serves as a defensive system against
WMD by
■ providing health surveillance capabili-
ties for warning and early detection of
attack,
■ using immunizations and chemopro-
phylaxis to reduce vulnerabilities,
■ assessing health threats in the
environment,
■ decontaminating and treating patients, and
■ providing trained healthcare personnel to man-
age consequences of an attack.
Provide Medical and Rehabilitative Care
Casualty care and management focuses on deliv-
ery of essential care in theater with evacuation to
definitive care, preferably outside the theater of
operations, as soon as practicable. Casualty care
and management encompasses a continuum of
care represented by the following capabilities:
■ First Response. First responders will provide
immediate medical care and stabilization in
preparation for casualty evacuation to the next
level of care, treatment for acute minor illness-
es, and advice to commanders about unit and
individual prevention techniques.
■ Forward Resuscitative Surgery. Forward
resuscitative surgery will provide life- and limb-
saving surgical procedures to attain clinical sta-
bility before evacuation to definitive care.
■ Essential Care in Theater. Providing
in-theater hospital care to dispersed and highly
mobile forces throughout the range of military
Force Health Protection
operations requires major changes in future
deployable medical systems. These systems
must be highly mobile and scalable and include
not only standard land-based hospital systems,
but also sea-based platforms. Theater hospitals,
ashore or afloat, will be lighter and highly flexi-
ble and will deploy in modules fully linked to
medical evacuation, reporting, and situational
awareness systems. These modules will be
interoperable with other Service capabilities.
■ En Route Care. En route care involves the
medical treatment of injured and ill Service
members during evacuation between levels of
care. New technology enables a dramatic
expansion of en route care in FHP doctrine.
Critical care teams will use state-of-the-art,
lightweight, critical care equipment to evacu-
ate stabilized patients from a theater. En route
care teams must be flexible and able to use a
variety of transportation modes to safely trans-
port stabilized patients.
■ Definitive Care Out of Theater. Definitive
care is the care rendered to conclusively man-
age a patient’s condition. This normally leads
to rehabilitation, return to duty, or discharge
from the Service.
59
 Focused Logistics
Leverage Non-DOD Sources for Infrastructure
and Support
FHP is the most comprehensive overhaul of the
Military Health System in more than 50 years.
Streamlined military infrastructure and transi-
tion from hospital-based care to primary care
operations mandate innovative approaches for
maintaining combat-related medical skills.
Developing and maintaining joint medical train-
ing standards and combat trauma skills will
require partnerships with centers of excellence
from both the federal and civilian healthcare
environments.
What Have We Already Done?
Prevented Casualties
Medical Intelligence. In 1996, the Armed
Forces Medical Intelligence Center (AFMIC)
began producing standardized information to
assist medical planners and deploying forces
alike to better understand the health threats
around the world through the Medical
Environmental Disease Intelligence and
Countermeasures CD-ROM. AFMIC also pro-
vides other medical intelligence products, includ-
60
ing industrial health assessments of potential
bed-down locations.
Assessment of Occupational and
Environmental Health Threats. All Services
have substantially improved their deployable
capabilities for occupational and environmental
health (OEH) surveillance. During preparations
for Operations IRAQI FREEDOM (OIF) and
ENDURING FREEDOM (OEF), Services
and AFMIC worked together to develop OEH
risk assessments for over 50 forward operating
locations. Combatant commands then used
early-deploying preventive medicine capabilities
to validate the assessments at locations where
US forces were concentrated. Specific combat
events (such as oil well fires or battle-damaged
industrial facilities) can also generate require-
ments for OEH surveillance. Deployed preven-
tive medicine and environmental health units are
now able to upload data electronically via secure
connection to the World Wide Web. Effective
communication of health risks to commanders
and deployed troops has also improved and con-
tinues to be an area of focus.
Protection Against Biological Warfare
Threats. Two programs have been very success-
ful in providing protection against sub-
stantial biological warfare threats. From
June 2002 through January 2004, over
630,000 DOD personnel either started
or resumed the anthrax vaccine immu-
nization series. Smallpox vaccinations
resumed in December 2002, and more
than 560,000 DOD personnel have
been inoculated.
Health Surveillance. Near real-time
health surveillance is recognized as a
critical full-spectrum capability needed
to identify potential biological warfare
attacks and naturally occurring disease
outbreaks. A web-based command and

control system, the Joint Medical Workstation
(JMeWS), was deployed as an interim health
surveillance capability during Operation IRAQI
FREEDOM. Surveillance data collected in
JMeWS provides daily epidemiological surveil-
lance support to commanders and provides a
common medical operational picture for DNBI
among deployed US forces.
Improved Casualty Care and Management
Standardized Joint Combat Medic/Corpsmen
Core Competencies. First medical response
involves several tiers of “first responders” within
the Services. They need comprehensive medical
readiness and trauma training that conforms to
national standards and includes military-civilian
partnerships. Forward surgical teams from all
Services and the Special Operations Command
participate in rotational immersion training at
civilian trauma centers to maintain critical skills.
From their initial efforts, the Services have con-
cluded that military and civilian trauma training
partnerships are viable, and have expanded this
effort to three additional civilian trauma centers
within the United States.
Forward Resuscitative Surgery (FRS). Each of
the Services has developed and deployed FRS
capabilities. We are developing joint medical
doctrine and standards for these teams. By put-
ting high-level medical skills close to our combat
forces, forward surgical teams have provided
life-sustaining surgical capability to military
forces deployed to OIF and OEF. US Air Force
Mobile Field Surgical Teams, Army Forward
Surgical Teams, and Marine Corps Forward
Resuscitative Surgical Support Teams have suc-
cessfully supported both operations.
En Route Care. US military transport aircraft
can be quickly converted to accommodate criti-
cal care in the air during medical evacuations.
Force Health Protection
This capability has enabled stabilized patients to
be rapidly evacuated out of theater for definitive
care—and has saved lives in the process—dur-
ing Operations IRAQI FREEDOM and
ENDURING FREEDOM. This en route criti-
cal care concept is expanding, and all the
Services are developing similar capabilities to
support effective intra- and intertheater evacua-
tion of casualties.
Established Infrastructure and Support
Defense Medical Logistics Standard System
(DMLSS). We reached full deployment of
DMLSS in 2003. DMLSS Version 3.0 was field
tested for five months in 2003, successfully
demonstrating its capability and functionality in
a deployed setting. We are progressing toward
full readiness capability at the wholesale, retail,
and operational levels. As the medical logistics
component of the Theater Medical Information
Program, DMLSS will be the Military Health
System’s standard medical logistics automated
information system, dramatically improving
medical logistics responsiveness at reduced cost
in peace and war.
What Are We Doing Now
to Shape the Future?
Maintaining a Healthy and Fit Force
Occupational and Environmental Health. We
are developing and implementing reliable occu-
pational and environmental health programs
across the full range of military operations. We
are systematically archiving information from
deployed preventive medicine and environmen-
tal health units to central databases. This infor-
mation will support documentation of potential
exposures and pre-deployment assessment of
health risks. Integrating their analytical capabili-
ties will allow the Services to be even more
61
 Focused Logistics
responsive in providing critical information to
commanders within their decision cycles.
Preventing Casualties
Medical Analysis Tool (MAT) Expansion.
MAT—the only Joint Staff–approved medical
planning and requirements determination tool—
is used for deliberate and crisis action planning.
Planned expansion of MAT includes increased
WMD modeling and the ability to model the
medical requirements for other-than-US forces.
The DOD Joint Readiness Clinical Advisory
Board developed a common user database for
MAT. The database will allow planners to more
accurately ascertain medical requirements and
simulate conventional and unconventional casu-
alties through a medical treatment pathway.
MAT will operate in a web-based, collaborative
environment that combines the best of effects-
based and capabilities-based planning.
Medical Countermeasures for Biological
Warfare Defense. The Food and Drug
Administration currently licenses two biological
warfare vaccines (anthrax and smallpox) and
antibiotics to treat only a few biological warfare
threat agents. DOD must provide Service
62
members with broad-spectrum pro-
tection against the range of biological
warfare threats. The Joint Medical
Biological Warfare Agent
Prophylaxes System is envisioned to
be an evolutionary acquisition
approach that will provide a combi-
nation of effective vaccines, antibi-
otics, antivirals, antitoxins, and
immunotherapies.
Improving Casualty Care
and Management
Communications. We are fielding an
integrated system that provides timely
and comprehensive access to medical
treatment information and computerized patient
records. It also provides source information for
force medical readiness, medical surveillance,
and medical planning requirements. In addition,
the US Transportation Command Regulating
Command and Control Evacuation System
(TRAC2ES) now provides reliable, seamless
communications critical to the medical evacua-
tion system. TRAC2ES will be integrated into
the Global Transportation Network. It will
underpin and expand en route clinical capabili-
ties while ensuring continuity of care from point
of injury or illness to definitive care. TRAC2ES
full operational capabilities will include
■ in-transit patient visibility,
■ advanced planning and projection capability,
and
■ global coordination and situational awareness
for all network users.
Medical Doctrine. Joint Publication 4-02,
Doctrine for Health Service Support in Joint
Operations, is being updated further to reflect
recent innovative changes in medical doctrine
and organizations.

Theater Hospital (TH) Operations. The Air
Force Expeditionary Medical Force
Reengineering Initiative is scheduled for comple-
tion in 2005, and the Army’s Medical
Reengineering Initiative and the Navy’s Plug
and Pull Initiative are scheduled for completion
in 2010. Future THs must be more easily
deployed, scalable, flexible, and fully interopera-
ble. We must ensure future composition includes
three functional elements capable of independent
operation:
■ A small initial rapid-response element capable
of providing forward, crisis-oriented care
■ The core TH
■ A mobile breakout element with enhanced,
short-duration, standalone hospitalization
capability.
Force Health Protection
Strengthening Infrastructure and Support
Command, Control, Communications, Computer
Systems, and Intelligence (C4I) Infrastructure.
We are developing the infrastructure necessary to
transform management of medical information. We
envision a seamless, integrated, automated infor-
mation system that supports worldwide medical
operations across all levels of care. Furthermore, it
must have interoperability among the Services and
fully support the combatant commanders’ medical
situational awareness requirements. OSD, the
Joint Staff, combatant commands, Services, and
agencies must work together to ensure develop-
ment of comprehensive medical C4I doctrine and
policy. Additionally, future C4I infrastructure must
be based on joint technical architecture, common
operating environment compliance, and defense
information infrastructure.
63
Information Fusion

• What’s Our Challenge?

We must provide actionable, timely
information that is responsive to and
maximizes confidence of logisticians
and other users.

• What’s Our Vision?

We will provide combatant
commanders and logisticians guidance
and policy that yields access to
real-time, accurate, knowledge-enabled
logistics support at all levels. We will
provide unimpeded access to timely
and accurate operational and logistics
information in order to maintain visibility,
control, and management of logistics
resources to ensure effective and
efficient accomplishment of assigned
missions.
 Chapter 9
Information Fusion
Information fusion merges operational and
logistics information to create a single, inte-
grated, common operational picture (COP).
Achieving logistics information fusion is
essential to realizing every other Focused
Logistics capability and to achieving logis-
tics transformation. By achieving logistics
information fusion, we will have the means
for rapidly matching critical logistics capa-
bilities to operational requirements, which
will result in
■ more effective and efficient use of our
resources and, more importantly,
■ the right logistics support at the right
place and time.
To meet the information fusion challenge,
we must develop
■ a robust network-centric architecture
capable of giving rapid access to timely, accurate, and synchro-
nized operational and logistics information to all who need it and
■ enhanced asset visibility, control, and management applications
that turn available data into “actionable” information.

What’s Our Strategy?

Information superiority is the key to achieving decision superiority.
Using a network-centric approach, information fusion promotes
information superiority by providing a COP—a conduit for opera-
tors to access logistics information and for logisticians to view the
operational situation.
The foundation of the future network-centric logistics environment
is the ability to access authoritative data at the source.
Many efforts supporting information fusion pave the way for a
network-centric environment that allows our decision makers to
share and access common information in real time. We are moving

65
 Focused Logistics
away from the current environment—in which
we process and disseminate our data in batches
and store them in large databases or warehous-
es—toward one where our forces have the abili-
ty to share and exchange information across geo-
graphical and functional boundaries.
In this new environment, we will leverage net-
works to access data at the source and make the
right information available to the right people at
the right time in the right places in the right
form. We need peer-to-peer interoperability at
the tactical level. We must move away from
application-to-application interoperability
toward data interoperability, posting data with
metadata that provide mapping to recognized
standards.
We have established a four-part strategy for
attaining information fusion:
■ Capture Authoritative Source Data: Capture
timely and accurate source data
■ Modernize and Promote Interoperability
Among Logistics Systems: Modernize and
web-base logistics systems, resulting in shared
data and interoperability and enabling integra-
tion of the command and control and logistics
support environments into a COP
66
■ Improve Joint Decision Making: Enable
real-time command and control of the logistics
pipeline by using advanced presentation tech-
niques embedded in decision support tools
■ Improve Data Integrity and Security: Ensure
high-quality data are available for processing
and presentation applications by standardizing
and synchronizing the data.
This strategy will allow us to rapidly introduce
essential near-term capabilities and still accom-
modate future course corrections as new tech-
nologies emerge and as concepts for future joint
warfighting become more fully defined.
What Have We Already Done?
Captured Authoritative Source Data
Developed a Funding Strategy to Meet
Combatant Commander Logistics Information
Requirements. Working with combatant com-
manders, we gathered information requirements
for deployment, force tracking, and sustainment.
We then collaboratively determined the 129
requirements for logistics information. The
“combatant commander 129” guided us in devel-
oping a time-phased funding strategy for a joint
worldwide nodal data-collection architecture
based on joint warfighter requirements. In addi-
tion, we compared combatant commander
requirements with known or planned informa-
tion technology capabilities and determined
shortfalls in Program Objective Memorandum
(POM) funding.
Deployed Automatic Identification
Technology (AIT). The DOD Logistics AIT
Implementation Plan identifies actions and mile-
stones necessary to integrate AIT into our logis-
tics business processes. Consistent with Defense
Logistics Board (DLB) guidance, the Services
and US Transportation Command
(USTRANSCOM) are fielding AIT for tracking
 Information Fusion

forces, personnel, and sustainment assets, any- sound and integrated information technology
where in the world, as they pass through strate- (IT) architecture. Title 10 changes in 1999
gic and operational nodes. expanded DOD CIO responsibilities to include
prescribing IT standards for DOD.
Radio frequency identification (RFID) is a fami-
ly of AIT capabilities that support hands-off pro- DOD is meeting its statutory requirements
cessing of materiel transactions. RFID links through the DOD Business Management
with applications and communications systems Modernization Program (BMMP) and the
to provide near real-time visibility of in-storage DOD Business Enterprise Architecture (BEA).
and in-transit assets. This enables combatant
Under the BMMP, DOD is developing enter-
commanders to reapportion critical resources for
prise architectures in these domains: Accounting
warfighting functions and to streamline business
and Finance, Acquisition, Human Resources
processes. DOD RFID policy, issued in October
Management, Installations and Environment,
2003, requires use of active RFID tags on aerial
Strategic Planning and Budgeting, and Logistics.
pallets and containers immediately and use of
Under the BMMP, there is also an Enterprise
passive RFID tags on warehouse pallets and
Information Environment that addresses techni-
cartons by January 2005. To meet RFID imple-
cal infrastructure.
mentation deadlines, Services and agencies
began adjusting their programs in FY04. Individually and collectively, these enterprise
architectures facilitate horizontal and vertical
Supported Requirements for Unique
enterprise integration. They use information
Identification (UID) and Electronic Product
technology to create an infrastructure where
Code (EPC) Implementation. UID will facili-
information can be readily shared among people
tate item tracking in DOD business systems and
and systems; warfighters, decision makers, and
provide reliable and accurate data for manage-
all other stakeholders are equipped with accu-
ment, financial, accountability, and asset man-
rate, near real-time, actionable knowledge; and
agement purposes. The Joint Staff J-4 worked
leaders can leverage a collaborative environment
with the DOD UID Office to establish a foun-
to make more effective decisions.
dation for implementing unique identification of
tangible items, based on international standards The enterprise architecture for logistics is the
and commercial item markings—while not BEA-Log. BEA guiding principles include
imposing unique government data requirements.
■ eliminating duplication, incompatibility, and
Related to this effort, the J-4 is working with
redundancy of systems and business processes;
OSD to adopt innovative RFID technology that
leverages EPC and compatible RFID tags. ■ managing knowledge as a corporate asset
using standard shared information as a driver;
Modernized and Promoted Interoperability
Among Logistics Systems ■ providing information integrity;
Supported Logistics Enterprise Integration. ■ adopting leading practices to optimize business
The Information Technology Management operations;
Reform Act of 1996 directed Executive Agency
■ emphasizing cooperative strategies for satisfy-
chief information officers (CIOs) to develop,
ing common needs across the enterprise;
maintain, and facilitate implementation of a

67
 Focused Logistics
■ capturing and validating information once and
reusing it across the enterprise; and
■ providing security and protection of sensitive
information.
The BEA-Log incorporates proven commercial
enterprise solutions and enterprise-wide policies
and procedures to provide better logistics sup-
port for warfighters and the systems they use.
Where appropriate, these policies and proce-
dures also reduce the total cost of ownership.
Logistics enterprise integration is transforming
logistics processes and information systems to
capture demand at the source and enable collab-
orative demand planning with contemporary
tools. Logistics enterprise integration is also
enabling integrated weapon systems manage-
ment, end-to-end warfighter support, and effec-
tive financial management. Program managers
68
and national asset managers are using trans-
formed logistics processes and information sys-
tems to integrate logistics supply networks,
thereby better meeting warfighter requirements.
Established Global Combat Support System
(GCSS) Requirements. GCSS is a family-of-
systems (FoS) approach that establishes data
interoperability across combat support informa-
tion systems and between combat support and
command and control functions. It fuses infor-
mation from disparate sources into a cohesive
COP. The Joint Requirements Oversight
Council (JROC) approved a GCSS mission
need statement in September 1997, followed by
a GCSS capstone requirements document
(CRD) in June 2000. The JROC also appointed
the Joint Staff J-4 as functional proponent and
CRD lead for GCSS and for the GCSS
(CC/JTF) mission application being developed
by the Defense Information Systems Agency.
The strategy for developing and fielding
GCSS is twofold:
■ Integrate the GCSS (CC/JTF) mis-
sion application into the Global
Command and Control System.
■ Field a non-secure Internet protocol
router network (unclassified) GCSS
capability that leverages systems mod-
ernization efforts by Services, agen-
cies, and other sources for authorita-
tive logistics data.
The JROC has since approved opera-
tional requirements documents (ORDs)
for the Air Force, Army, and Marine
Corps versions of GCSS. The Navy’s
ORD is currently in coordination.
Promoted the Enterprise Integrated
Data Environment (EIDE). In the
EIDE, logistics information is provided
as a corporate asset. EIDE uses

commercial off-the-shelf technology to mediate,
translate, fuse, and route data from many dis-
parate sources, enabling seamless information
exchange among DOD and its trading partners.
This will enable the extended DOD logistics
enterprise to execute practices, processes, appli-
cations, and decision support tools to achieve
logistics interoperability. EIDE attained initial
operational capability in FY04.
Supported Acquisition of Interoperable Joint
Deployment Systems. The JROC has
approved
■ the Transportation Coordinators’ Automated
Information for Movements System II
(TC-AIMS II) as the single joint source data
system of unit move information for the Joint
Operation Planning and Execution System
(JOPES) and
■ the Joint Forces Requirements Generator II
(JFRG II) as the joint single source system to
feed unit move information from TC-AIMS II
to JOPES.
With TC-AIMS II and JFRG II, unit movement
data are captured at the source and rapidly
pushed through joint systems for immediate use,
analysis, and decision making at the strategic
and operational levels.
As the joint warfighters’ advocate for logistics, the
Joint Staff J-4 has supported all aspects of acqui-
sition, from defining requirements to fielding soft-
ware and hardware. Block 1 of TC-AIMS II has
been fielded to the Army and Navy. During
Operation IRAQI FREEDOM, satellite commu-
nications-enabled, portable TC-AIMS II suites
enhanced in-transit visibility and aided in rede-
ployment efforts. Additionally, the J-4 has
worked with Headquarters USMC to ensure
funding to develop, field, and sustain JFRG II.
TC-AIMS II Block 2 has been developed and
Block 3 requirements have been defined.
Information Fusion
Demonstrated Asset Visibility Technology in
Current Operations. The Joint Logistics
Warfighting Initiative (JLWI) is a demonstra-
tion that uses web-based queries to provide near
real-time tactical asset visibility into traditionally
closed Service logistics systems. It has been used
primarily by the US Army in garrison and in the
US Central Command area of operations since
2000. In 2003, fielding plans were expanded to
support Operations ENDURING FREEDOM
and IRAQI FREEDOM. Services will integrate
JLWI-like capabilities into their emerging
GCSS applications.
Improved Joint Decision Making
Reviewed Key Logistics Systems Acquisition
Programs for Impact on GCSS Functional
Requirements. The Joint Staff J-4 has worked
closely with members of the GCSS FoS to
address interoperability and security issues and
to ensure their respective logistics systems pro-
grams are prepared to meet key performance
parameters specified in the GCSS CRD. The
J-4 also continues to review new and updated
logistics systems capabilities documents to
ensure they adhere to key performance parame-
ters for net readiness.
Fielded the GCSS (CC/JTF) Mission
Application. The GCSS (CC/JTF) mission
application provides combatant command and
joint task force personnel with critical logistics
management information plus visualization and
decision support tools to better manage theater
logistics. It allows combatant command and joint
task force personnel to more rapidly assess logis-
tics supportability of proposed courses of action
and to more accurately compare effectiveness of
logistics support alternatives. GCSS (CC/JTF)
has been delivered to the combatant commands
as an application within the Global Command
and Control System. Through spiral develop-
ment, improved capabilities will be periodically
69
 Focused Logistics
fielded to the combatant commands to satisfy the
combatant commander 129 requirements.
GCSS (CC/JTF) consists of three components:
■ The Common Operational Picture–Combat
Support Enhanced (COP-CSE) adds critical
logistics information to the automated situation
map that the Global Command and Control
System COP graphically depicts for an area of
operation.
■ The GCSS Web Portal is a combat support
web browser that accesses DOD information
systems and applications.
■ The Combat Support Data Environment is a
behind-the-scenes data mediator, transparent
to the user, that makes data and decision sup-
port tools easier to use.
Improved Data Integrity and Security
Promoted Data Standards. To reinvigorate logis-
tics data management and administration, OSD
designated Defense Logistics Agency (DLA) as
the DOD logistics name space manager. In this
capacity, DLA will maintain logistics data ele-
ments in the DOD metadata Registry in accor-
dance with DOD metadata standards and specifi-
cations. DLA will also ensure registered data ele-
ments meet prescribed standards. Registered data
elements meeting prescribed
standards are essential in a
net-centric environment,
where authoritative sources
publish data to the net and
those who need it subscribe to
the data. To be successful,
GCSS must be able to provide
users with access to authorita-
tive, accurate, timely, and
actionable data in a net-
centric environment.
70
What Are We Doing Now
to Shape the Future?
Capturing Authoritative Source Data
Institutionalizing Visibility Enablers. RFID
technologies greatly enhanced in-transit visibility
during Operation IRAQI FREEDOM. During
Focused Logistics Warfighting 2003, a number
of AIT alternatives showed great promise for
enhancing visibility. The Joint Staff J-4 is sup-
porting institutionalization of visibility enablers
by
■ developing the supporting doctrine, organiza-
tion, training, materiel, leadership and educa-
tion, personnel, and facilities actions and
■ working to incorporate appropriate references
into OSD, joint, and Service doctrine, policy,
and regulations.
DUSD(L&MR) is expected to published final
RFID policy during the summer of 2004, and
initial RFID implementation at the case or pallet
level is expected in early 2005. DUSD(L&MR)
is leading efforts to address specific business
procedures, determine funding requirements,
and obtain funding in the FY06 POM.
The anticipated benefits of RFID implementa-
tion include reduced inventories and improved

demand forecasting accuracy, leading to reduced
safety stocks and order cycle times. The DOD
UID Office continues leading efforts to improve
financial management and asset tracking by
uniquely identifying tangible items using RFID
technology.
Modernizing and Promoting Interoperability
Among Logistics Systems
Fielding the GCSS FoS. Collaborative efforts to
field the GCSS FoS are well underway, with ini-
tial operational capabilities projected for FY06. A
fully fielded and interoperable GCSS FoS will
allow visibility to all assets and readiness indica-
tors defined in the combatant commander 129
requirements.
Promoting Growth of EIDE. Fielding additional
EIDE capabilities will require a Capability
Development Document (CDD), which should
support the GCSS CRD requirement. DLA is
leading the effort to prepare the CDD. The Joint
Staff J-4 is assisting DLA in defining the funding
strategy, and the J-4 GCSS Functional
Requirements Office will facilitate the CDD’s
progress through the Joint Capabilities
Integration and Development System validation
process. EIDE full operational capability is
planned for FY07.
Promoting Communications Support for Joint
Logistics. Insufficient bandwidth and lack of on-
demand communications adversely impact the
capability of operational and tactical level logisti-
cians to provide responsive support. Correcting
these deficiencies is especially important for devel-
oping reachback logistics capabilities to reduce
the theater logistics footprint. Although benefits
will be realized primarily above the operational
level, the Global Information Grid Bandwidth
Expansion (GIG-BE) Project is poised to deliver
a quantum leap in high-speed communications
and network-centric warfighting. The Joint Staff
J-4 is working with Joint Staff J-6 counterparts,
Information Fusion
Services, and agencies to determine the extent to
which GIG-BE on-demand communications can
support new logistics processes and software.
Improving Joint Decision Making
Demonstrating Tools through the Coalition
Theater Logistics Advanced Concept Technology
Demonstration (CTL ACTD). The CTL ACTD
will develop and demonstrate capabilities that
enable a combatant command, joint task force, or
combined task force to share automated logistics
information and decision support tools for logistics
planning and problem solving across the full spec-
trum of military operations. The CTL ACTD will
seek to integrate successful technologies from the
Joint Logistics and Joint Theater Logistics
ACTDs into the GCSS (CC/JTF) tool and adapt
those tools to operate in a coalition environment.
As part of a coalition exercise with DOD and the
Australian Defence Force in FY04, the
CTL ACTD will include a military utility assess-
ment of coalition planning, execution, tracking, and
assessment tools. Products demonstrating military
utility will be integrated into national-level systems
in FY05 and FY06.
Meeting the Combatant Commander 129
Requirements for Logistics Information. The
current goal is to fulfill the top 57 requirements by
FY07 and the remaining 72 requirements by FY09.
Improving Data Integrity and Security
Clarifying Data Aggregation Policy. There are
potential security issues concerning data aggre-
gation on unclassified systems. The Joint Staff
J-4 teamed with the Office of the Assistant
Secretary of Defense for Networks and
Information Integration, the National Security
Agency, and the Defense Intelligence Agency to
develop procedures for addressing issues within
current technological capabilities. An aggregated
information security integrated product team
continues to address issues regarding aggregated
data and inferences for DOD.
71
Joint Theater Logistics Management

• What’s Our Challenge?

We must develop the processes,
rules, and tools to provide combatant
commanders the capability to effectively
see emerging requirements and rapidly
resolve them.

• What’s Our Vision?

We will provide the combatant
commander the required capabilities to
execute directive authority for logistics
to accomplish operational objectives.
 Chapter 10
Joint Theater Logistics Management
Joint theater logistics management
(JTLM) envisions the ability to
provide combatant commanders
more effective capabilities to exe-
cute directive authority for logistics
to accomplish operational objec-
tives. Through processes, rules,
and tools, fully realized JTLM will
provide capabilities to see and
resolve emerging requirements.
JTLM will ensure that the right
joint logistics capabilities are avail-
able, at the right place and time,
encompassing all theater aspects of
moving and sustaining the force.

What’s Our Strategy?

To meet the JTLM challenge, we must give the combatant com-
mander processes, visualization tools, decision support tools, and
business rules to manage joint logistics functions in the area of
operations. Our goal is a fully collaborative capability that links
logisticians and operators at the supporting and supported combat-
ant commander or joint task force level with their counterparts at
the component level. We then will link this capability to our inter-
agency and coalition partners.
We are working to specify critical theater logistics functions, devel-
op process definitions, identify applicable Service and agency capa-
bilities, and develop interoperable business rules that will help inte-
grate theater-level multi-Service support in a resource-constrained
environment.
Develop Processes
Combatant commanders require more effective processes to accom-
plish the theater logistics functions of supply, maintenance, trans-
portation, civil engineering, health services, and other services
(such as personnel, postal, and mortuary affairs).

73
 Focused Logistics
Develop Tools
The CC/JTF module of the Global Combat
Support System (GCSS) provides combatant
commander and joint task force personnel the
necessary visualization and decision support
tools to effectively manage theater logistics. Our
first priority is to satisfy the highest priority
combat service support information require-
ments identified by the combatant commanders
and adopted as the foundation for the GCSS
family of systems.
Develop Rules to Maximize Capabilities
Rapidly evolving joint theater logistics processes
and tools must be supported by interoperable
business rules to enable tailored joint force capa-
bilities to resolve emerging requirements.
What Have We Already Done?
Evaluated Processes
Integrated JTLM into FLOW 03. The
Focused Logistics Warfighting (FLOW) 2003
Executive Steering Committee (ESC) identified
JTLM as a critical issue. ESC discussions cen-
tered on the need for combatant commanders to
have the capability to see logistics requirements
as soon as they are known at the tactical level
and to rapidly respond to these emerging
requirements in order to sustain readiness and
achieve mission success.
Improved Tools
Consolidated Combatant Commander
Requirements. The combatant command staffs
have identified the processes and information
necessary for performing JTLM. This includes
129 logistics information requirements for the
logistics functions of supply, maintenance, trans-
portation, civil engineering, health services, and
other services. These “Combatant Commander
74
129” requirements will determine the JTLM
tools we develop for the combatant commanders.
Each requirement comprises specified and
implied tasks, down to the data element level of
detail. Service and agency GCSS systems will
provide the information, and the Defense
Information Systems Agency (DISA) is working
on the suite of visualization and decision support
tools necessary to meet the combatant com-
mander staff needs.
Clarified Rules
Published JTLM Doctrine. Joint Publication
4-0, Doctrine for Logistics Support of Joint
Operations, now includes JTLM guidance. The
combatant commander can select from a number
of JTLM organizational alternatives, depending
on area of responsibility and mission. Options in
Joint Publication 4-0 include
■ using a Service support organization as a
nucleus,
■ augmenting the combatant command J-4,
■ delegating JTLM responsibility to a JTF
commander,
■ establishing a virtual or physical standalone
logistics agency,
■ selecting the predominant Service to manage
joint requirements, and
■ expanding the combatant command J-4 logis-
tics readiness center.
To exercise directive authority for logistics and
use the JTLM suite of processes and tools, the
supported combatant commander can choose
from a variety of organizational structures.
However, for JTLM to succeed, we must also
train key personnel in peacetime. They must be
fully integrated into the concept of support so
they can manage logistics functions across
 Joint Theater Logistics Management

Service and agency lines—from the factory to identified the associated processes, rules, and
the foxhole. The goal is to provide the joint force tools that enable combatant commanders to more
commander with the best support by having the effectively see and resolve emerging requirements.
enablers and real-time situational awareness to
The PAT has specified three overarching JTLM
match needs with logistics capability. Just as
capabilities:
JTLM depends on information fusion to provide
the proper tools, every other Focused Logistics ■ See/Sense: Ability to plan, monitor, and assess
capability relies on JTLM to make the most in real time, allowing control of
effective and efficient use of available logistics deployment/redeployment, distribution,
resources. Rapid implementation of JTLM is key employment, regeneration and sustainment
to giving the joint force commander the best sup- across the entire theater area of operations
port. Rapid implementation of an effective
■ Respond: Ability to prioritize, direct, synchro-
JTLM element requires significant advance
nize, integrate and coordinate common-user
planning, training, and coordination.
and cross-Service logistics materiel and func-
tions under the combatant commander’s control
What Are We Doing Now
to Shape the Future? ■ Collaborate: Ability to fully collaborate with
other combatant commands, Service compo-
Continuing to Evaluate and Improve Processes nents, Joint Task Forces (JTF), interagency
In its new role as Distribution Process Owner, organizations, and coalition partners to achieve
US Transportation Command is breaking new the ability to “see, sense, and respond.”
ground to realign processes, tools, and organiza-
tions for supply, transportation, and theater dis-
tribution. As Joint Deployment
Process Owner, US Joint Forces
Command has been charged to
develop a future deployment
process concept that evaluates the
whole process starting from a
“blank piece of paper.” As these
efforts evolve, they must be syn-
chronized and harmonized with
other significant initiatives to pro-
vide the best capabilities for com-
batant commanders.
JTLM Process Action Team
(PAT). As chartered by the FLOW
ESC, this flag-officer group has
clarified the definition of JTLM,
specified desired JTLM enabling
capabilities, identified critical short
falls in current capability, and

75
 Focused Logistics
As a result of the PAT’s efforts, the following
critical capability gaps were identified:
■ Joint force projection and reception
■ Inter- and intratheater movement synchroniza-
tion
■ Joint priorities management for sustainment
materiel
■ Theater logistics collaboration among combat-
ant commands, joint task forces, Service com-
ponents, interagency organizations, and multi-
national partners
■ JTLM operational architecture
■ Interoperable logistics technologies
■ Joint theater contracting and contracts
management
■ Engineering planning
■ Joint infrastructure and engineer asset
management.
These capability shortfalls require further exami-
nation and are being addressed in part through
FLOW analysis and ongoing efforts such as the
Distribution Transformation Task Force.
76
Continuing to Improve Tools
Developing the GCSS (CC/JTF)
Mission Application. With DISA,
we are developing the GCSS
(CC/JTF) tool to link GCCS with
Service and agency logistics systems
for required information. This link
will provide access to current relevant
information on request, allowing joint
theater logistics managers to keep
abreast of operational and intelligence
developments. This CC/JTF tool will
undergo a series of capability
upgrades over the next several years,
incorporating the functionality of the
logistics ACTDs. The Information
Fusion chapter describes the CC/JTF tool more
comprehensively.
Continuing to Improve Rules
Military components and combat support agen-
cies continue to implement their respective logis-
tics enterprise architectures. Expected results
include
■ improved horizontal and vertical integration of
processes,
■ increased availability of interoperable logistics
data to the GCSS family of systems, and
■ as joint logistics data become less latent and
more accessible, increased demand for new
information technology tools.
We will be challenged to effect “in-stride” realign-
ment of JTLM processes, tools, and supporting
business rules while we fight the global war on
terrorism and transform DOD. To keep our
efforts relevant to joint warfighting, we will con-
tinue to evaluate and refine the JTLM construct.
Joint Theater Logistics Management

77
Experimentation, Science,
and Technology

•USJFCOM Joint
Concept Development
and Experimentation

•Joint Warfighting
Science and Technology
Plan

•Advanced Concept
Technology
Demonstrations

•Basic and Applied

Scientific Research
 Chapter 11
Experimentation, Science,
and Technology
A sound innovation strategy calls for continuous small steps, a
series of many exploratory medium jumps, and a few big jumps.
Potential sources of ideas and technology for medium and big
jumps include
■ USJFCOM joint concept development and experimentation,
■ the Joint Warfighting Science and Technology Plan,
■ advanced concept technology demonstrations, and
■ basic and applied scientific research.

USJFCOM Joint Concept Development

and Experimentation
USJFCOM executes its Joint Concept
Development and Experimentation
Campaign Plan along two paths:
■ The joint concept development path
explores new concepts for improving
future warfighting. These concepts
result from an iterative experimenta-
tion program that relies on smaller,
more frequent sets of experiments
conducted in a joint, co-sponsored,
wargaming environment.
■ The joint prototype path improves
current warfighting capabilities,
maturing new capabilities through
continuous experimentation immersed
in combatant command joint exercise programs.
The plan provides a mechanism for incorporating insights and les-
sons learned from ongoing and recent operations into joint concept
development and experimentation.
Current USJFCOM logistics-related joint concept development
efforts include the Joint Force Projection and Sustainment for Full
Spectrum Operations concept described in Chapter 3.

79
 Focused Logistics
Current USJFCOM logistics-related joint pro-
totyping efforts include the following:
■ Joint Logistics Common Relevant Operating
Picture (Log CROP). Log CROP is a tool
used to consolidate and manage volumes of
logistical information and to develop a shared
understanding of the battlespace among com-
mands. This virtual warehouse is not a single
application or system, but is integrated, cus-
tomizable, and tailored to be relevant to the
user. It facilitates collaborative planning and
assists all echelons to achieve situational logis-
tical awareness. It includes top to bottom
information access and decision support tools
to transform information into shared knowl-
edge and situational awareness.
■ Joint Deployment Process Prototype.
USJFCOM’s Joint Deployment Process
Owner (JDPO) is leading a collaborative
effort to transform joint deployment processes
to improve joint, multinational, and inter-
agency operations. JDPO initiatives which
support deployment transformation over the
near- and mid-term include
- Quick Wins for the Warfighter,
- Multi-National Integration and
Interoperability,
- Reengineering,
- Joint Deployment Process Improvement
Data Base,
- Joint Capabilities Requirements Tool,
- Joint Force Projection Advanced Concept
Technology Demonstration,
- Joint Deployment Employment and
Sustainment Lab, and
- Joint Deployment Monitor prototype.
80
Joint Warfighting Science
and Technology Plan
To ensure that DOD’s science and technology
program supports priority joint warfighting
capabilities, the Joint Warfighting Science and
Technology Plan (JWSTP) is organized to sup-
port the five Joint Requirements Oversight
Council-approved joint functional concepts—
Battlespace Awareness, Command and Control,
Force Application, Protection, and Focused
Logistics. While other joint and Service-unique
capabilities also need strong support, these five
areas provide an important focus for the science
and technology program.
The JWSTP is issued annually as defense guid-
ance. Advanced concepts and technologies that
enhance high-priority joint warfighting capabili-
ties, along with prerequisite research, receive
priority for funding in the President’s Budget
and accompanying Future Years Defense Plan.
Together, DOD’s Basic Research Plan, Defense
Technology Area Plan, and JWSTP focus col-
lective science and technology efforts on superi-
or joint warfare capabilities and on improving
interoperability among the Services. They
ensure that the near-, mid-, and long-term needs
of the joint warfighter are properly balanced and
supported in DOD’s science and technology
planning, programming, budgeting, execution,
and assessment activities.
Advanced Concept Technology
Demonstrations
The advanced concept technology demonstration
(ACTD) process permits early and inexpensive
evaluation of mature advanced technologies to
meet the needs of the warfighter. The evaluation
is accomplished by the warfighter to determine
military utility before a commitment is made to
 Experimentation, Science, and Technology
proceed with formal acquisition. ACTDs also
allow the warfighter to develop and refine oper-
ational concepts to take full advantage of the
new capability. Upon conclusion, a successful
ACTD may leave behind a residual operational
capability. The capability can be replicated, if
only a few are required, or can be transitioned
into the appropriate phase of formal acquisition.
Following are titles and brief descriptions of
recent logistics-related ACTDs, listed by year of
initial funding:
■ Fiscal Year 2004
- Agile Rapid Global Combat Support.
Provides a deployable, scalable, open archi-
tecture maintenance system that will support
all US and participating coalition forces’
electronic systems and subsystems.
- Coalition Reception, Staging, and Onward
Movement (RSOM). Establishes a central
data repository for RSOM infrastructure
data available in national and NATO data
sources, along with web-based access to data
and interfacing tools.
- Future Tactical Truck System. Provides
replacement tactical trucks that are more
deployable, agile, survivable, maintainable,
sustainable, and fuel efficient.
- Joint Precision Air Drop System.
Demonstrates ability to release heavy para-
chute payloads from high altitudes and deliv-
er precisely to specified ground locations.
■ Fiscal Year 2003
- Deployable Cargo Screening. Provides an
air deployable, highly sensitive capability to
detect explosive threats in pallet loads of
cargo moving in the defense transportation
system.
- Theater Support Vessel. Gives the theater
commander a high-speed, intratheater sealift
capability to support operational movement,
repositioning, and sustainment of combat
forces. The vessel can perform transoceanic
crossings without replenishment.
■ Fiscal Year 2002
- Agile Transportation for the 21st Century.
Demonstrates total visibility of all trans-
portation requirements, available lift assets,
and personnel and equipment moving to var-
ious theaters of operation. Uses advanced
decision support tools to improve scheduling
and utilization of strategic lift assets, result-
ing in reduced force closure times, smaller
theater logistics footprint, and significant
cost avoidance.
■ Fiscal Year 2001
- Coalition Theater Logistics. Demonstrated
enhanced command and control of combat
support for coalition task forces through
real-time information technologies and deci-
sion support tools. Specific technologies
include secure coalition network and stan-
dard information tags; information collection,
storage, and transfer; intelligent data
retrieval agents; and web-based collabora-
tion. Reaching the desired end state also
includes overcoming policy, process, and
procedural barriers to enhanced information
availability and fusion.
- Advanced Technology Ordnance
Surveillance. Demonstrates capability to
remotely monitor location and environmental
data (such as temperature, humidity, and
shock) for high dollar, low density critical
ammunition items. Specific technologies
include miniaturized, commercial off-the-shelf
radio frequency identification devices, cou-
pled with micro-electromechanical systems.
81
 Focused Logistics
- Joint Distance Support and Response.
Integrated Service-unique initiatives and
developed joint concepts and procedures for
a common and interoperable tele-mainte-
nance environment. Demonstrated a collabo-
rative knowledge center and tool suite, with
reach-back capability, to support near-real-
time, reliable, accurate tele-maintenance and
repair of combatant commanders’ appor-
tioned, forward-deployed weapon systems.
■ Fiscal Year 1999
- Coherent Analytical Computing
Environment (CACE). Demonstrated
advanced data warehousing concepts, online
analytical processing decision support, and
intelligent analytical computing tools to
access and use joint aviation asset informa-
tion. CACE used a Marine Aircraft Group to
demonstrate the technologies and evaluate
the system, both in garrison and deployed,
including support to a Marine Aircraft
Group participating in Operation IRAQI
FREEDOM.
- Joint Medical Operations-Telemedicine.
Demonstrated ability to integrate Service
deployable theater medical telepresence for
improved force health protection, reduced
force attrition, and minimized medical evacu-
ations. Communicating medical threats and
care between theater telemedicine teams and
back to centralized medical facilities provides
improved diagnosis and treatment to forward
areas. Numerous ACTD technologies have
been incorporated into DOD’s Theater
Medical Information Program. In addition,
several combatant commands have adopted
the Joint Medical Semi-Automated Forces
planning and rehearsal simulator.
- Joint Theater Logistics (JTL). JTL had
three operational objectives: provide an inte-
grated operations and logistics collaborative
82
environment, dynamically produce and
assess logistic plans to support operational
missions, and—in real time—track the logis-
tic situation, assess the impact of current
logistic support upon operations, and shift
forces, equipment, and supplies en route to
meet changing requirements. JTL used web-
based planning tools to demonstrate
advanced logistic and operational planning
and execution capabilities for the warfighter.
When the technology is transitioned, initial
capability will be available as a Global
Combat Support System integrated
application.
- Small-Unit Logistics. Developed a tactical-
level logistics command and coordination
system to fuse information from Defense and
Service legacy logistics systems. Provided
timely situational awareness, a common tacti-
cal-level logistics picture, and access to tools
for logistics planning, decision support, and
course of action analysis. The Marine Corps
has adopted a number of the ACTD tech-
nologies, and the technologies have been
used to support forces in the global war on
terrorism.
Basic and Applied Research
The current logistics focus of the Defense
Advanced Research Projects Agency (DARPA)
is developing technologies that will enable logis-
tics information systems to be survivable in the
most demanding wartime environments—those
that combine intense traditional (kinetic) attack
with large-scale information (cyber) attack, all
the while handling wartime data throughputs
and infrastructure changes.
UltraLog. Distributed software agent architec-
tures hold enormous promise for military logis-
tics applications because they decentralize criti-
cal processes, are well matched to the dynamic
 Experimentation, Science, and Technology
and heterogeneous environments typical of mili-
tary operations, integrate smoothly with existing
systems, and can be deployed and scaled rapidly.
The technical focus of DARPA’s UltraLog pro-
gram is to seek out and develop a suite of soft-
ware technologies that can make distributed
software agent applications sufficiently secure,
robust, and scalable to meet the demands of the
most difficult wartime logistics environments.
UltraLog will produce a prototype of an actual
military logistics distributed planning application
that links both existing systems and new capabil-
ities, that is built using a survivable agent archi-
tecture, and that is able to withstand simultane-
ous kinetic and cyber attacks against the com-
puting infrastructure.
The distributed logistics planning system previ-
ously developed under DARPA’s Advanced
Logistics Program provides UltraLog a signifi-
cant head start on the survivability problem and
on developing the world’s most survivable infor-
mation infrastructure.
The UltraLog program is also creating technolo-
gies that support
■ decision tools for high-speed logistics planning
and execution-time replanning;
■ flexible, robust, highly reconfigurable agent soci-
eties for different supportability strategies; and
■ web technologies for interoperability and ease
of deployment.
Network-Centric Logistics. DARPA is defining
a new Network-Centric Logistics program for
advanced supply chain technologies. This pro-
gram will result in
■ better inventory positioning, sourcing strate-
gies, and distribution; and
■ tighter links to operations with fewer logistics
constraints on the operational commander.
Proceeding from the assumption that asset visi-
bility, demand data, and communications are
available (at least partially), the Network-
Centric Logistics program will advance the
underlying science for sense and respond logis-
tics and related supply chain concepts. Program
technologies will result in a much smaller and
more agile in-theater logistics footprint by
enabling a net-centric logistics structure based
on dynamically adaptive and survivable demand
networks and distributed self-synchronization of
warfighting consumers and supply sources.
Chapter 12 discusses ways to keep Focused Logistics
guidance and initiatives on track.
83
Keeping Focused Logistics on Track

•Participate
proactively in decision
support processes for
transforming joint
forces

•Leverage opportunities
to gain insights into
joint logistics capability
needs and priorities

•Remain synchronized
with Logistics
Transformation
Roadmap

•Educate joint
logisticians to maintain
focus on supporting
the joint warfighter
 Chapter 12
Keeping Focused Logistics on Track
This campaign plan consolidates our
most current guidance for Focused
Logistics. It is a living document that
will need to be updated as circum-
stances and technologies change. To
keep our Focused Logistics guidance
current, relevant, and on track, we must
■ participate proactively in DOD’s
three decision support processes for
transforming joint forces—
- the Joint Capabilities Integration
and Development System (JCIDS),
- the Defense Acquisition System,
and
- the Planning, Programming, Budgeting, and Execution
(PPBE) process;
■ leverage other opportunities to gain insights into joint logistics
capability needs and priorities;
■ remain synchronized with the soon-to-be-published Logistics
Transformation Roadmap; and
■ educate joint logisticians to maintain our focus on supporting the
joint warfighter.
The Joint Requirements Oversight Council (JROC) establishes
Functional Capabilities Boards to organize, analyze, and prioritize
joint warfighting capabilities within their assigned functional areas.
The Focused Logistics Functional Capabilities Board (FL FCB) is
the focal point for new logistics concepts and capabilities, and it
evaluates how new concepts and capabilities will affect doctrine,
organization, training, materiel, leadership and education, person-
nel, and facilities (DOTMLPF). The Joint Staff Director for
Logistics sponsors the FL FCB. It comprises functional area
experts from the combatant commands, Services, agencies, Joint
Staff, the Office of the Secretary of Defense, and others who assess
joint warfighting and Focused Logistics capabilities.

85
 Focused Logistics
FL FCB and JCIDS
The FL FCB is tasked to ensure that new logis-
tics capabilities are conceived and developed in
an integrated joint warfighting context. The
FL FCB works as the lead coordinating body to
ensure that the logistics needs of the joint force
are served throughout the process of integrating,
developing, and acquiring new capabilities.
FL FCB responsibilities under JCIDS include
■ developing and maintaining the Focused
Logistics Joint Functional Concept and
■ evaluating capabilities proposals.
Focused Logistics Joint Functional Concept
The FL FCB ensured that the Focused Logistics
Joint Functional Concept was developed to
accurately implement overarching policies speci-
fied in documents such as the National Security
Strategy, the Quadrennial Defense Review, the
Transformation Planning Guidance, the National
Military Strategy, the Strategic Planning
Guidance, and the Joint Programming
Guidance.
The FL FCB also worked to ensure that logistics
considerations were accurately reflected in the
overarching Joint Operations Concepts, the four
initial joint operating concepts, and the other
four initial joint functional concepts. The
FL FCB is participating in assessment of two
joint integrating concepts that are being
developed.
The FL FCB must ensure that the Focused
Logistics Joint Functional Concept remains cur-
rent and relevant through periodic reviews and
updates. In addition, the FL FCB must ensure
that key joint logistics integrated architectures
that support the concept are updated as
required.
86
Capabilities Proposals
A sponsor may propose either a non-materiel or
a materiel approach to meet a specific capability
gap or shortfall.
When proposing a non-materiel approach, a
sponsor submits an integrated DOTMLPF
change proposal.
When proposing a materiel approach, a sponsor
submits a sequence of JCIDS documents:
■ An Initial Capabilities Document (ICD) which
documents the need for a materiel approach to
a specific capability gap
■ A Capability Development Document (CDD)
which captures the information necessary to
develop a proposed program, normally using
an evolutionary acquisition strategy
■ A Capability Production Document (CPD)
which addresses the production elements spe-
cific to a single increment of an acquisition
program.
When a DOD component proposes a new logis-
tics capability—by submitting either a
DOTMLPF change proposal or an ICD—an
FL FCB Working Group leads an assessment of
the proposal to ensure it
■ is consistent with concepts for future joint
warfighting,
■ adequately addresses a capability gap or shortfall,
■ is not unnecessarily redundant,
■ is interoperable with other systems and forces,
■ is realistically affordable,
■ is net-ready (as required), and
■ appropriately considers all DOTMLPF
aspects (whether for a single system, family of
systems, or system of systems).
 Keeping Focused Logistics on Track

An FL FCB Working Group also leads a similar
assessment for a logistics-related CDD or CPD.
The FL FCB Working Group then provides the
FL FCB with a statement of context for the doc-
ument and a summary of its independent
assessment.
The FL FCB reviews the document, formulates
its recommendations, and forwards the docu-
ment to the appropriate authority for validation
and approval. (When the JROC is the appro-
priate authority, the FL FCB forwards docu-
ments through the Joint Capabilities Board.)
The appropriate authority is determined by the
Joint Potential Designator assigned by the Vice
Director, J-8, Joint Staff, in his role as the
JCIDS Gatekeeper:
■ JROC Interest. The JROC is the validation
and approval authority.
■ Joint Integration. The sponsor is the valida-
tion and approval authority, but interoper-
ability, intelligence and/or munitions certifica-
tion is required.
■ Independent. The sponsor is the validation
and approval authority.
acquisition can enter into the technology
development phase.
■ The CDD must be validated and approved
before a major system acquisition can enter
into the system development and demonstra-
tion phase.
■ A CPD must be validated and approved before
a major system acquisition can enter into the
production and deployment phase.
As chair of both the Defense Acquisition Board
and the Defense Logistics Board, the Under
Secretary of Defense for Acquisition,
Technology, and Logistics assures that logistics
concerns are addressed during major systems
acquisitions.
FL FCB and PPBE
It takes resources to field Focused Logistics
capabilities. The PPBE process is DOD’s princi-
pal resource allocation process.
Each year, the Chairman of the Joint Chiefs of
Staff submits personal correspondence to the
Secretary of Defense concerning allocation of
resources under the PPBE process:

FL FCB and Acquisition

The Chairman of the Joint Chiefs
of Staff, with the assistance of the
JROC, assesses military capability
needs and provides advice regard-
ing major defense acquisition pro-
grams. Validated and approved
“JROC Interest” JCIDS docu-
ments are the mechanism through
which the Chairman provides this
advice:
■ The ICD must be validated and
approved before a major system

87
 Focused Logistics
■ The Chairman’s program recommendations
(CPR) articulate programs the Chairman
deems critical for the Secretary to consider
when identifying priorities and performance
goals in the Strategic Planning Guidance and
Joint Programming Guidance. The CPR
emphasizes specific recommendations that will
enhance joint readiness, promote joint doctrine
and training, improve joint warfighting capa-
bilities, and satisfy joint warfighting require-
ments within resource constraints and within
acceptable risk levels.
■ The Chairman’s program assessment (CPA)
provides the Chairman’s personal appraisal on
alternative program recommendations and
budget proposals for the Secretary to consider
in refining the defense program and budget.
The CPA comments on the risk associated
with the programmed allocation of Defense
resources and evaluates the conformance of
program objective memoranda to the priorities
established in strategic plans and combatant
commanders’ priority requirements.
The JROC makes recommendations for the
Chairman to consider in developing the CPR
and CPA. The FL FCB, through the Joint
Capabilities Board, provides logistics-related
input for the JROC to consider in making its
recommendations.
FL FCB Working Group and FL FCB activities
throughout the year support development of
logistics-related input for the CPR and CPA.
The activities include the following:
■ FL FCB representatives accompany the Joint
Capabilities Board and the JROC on visits to
combatant commanders’ headquarters.
■ The FL FCB Working Group and FL FCB
continually review combatant commanders’
integrated priority lists.
88
■ The FL FCB Working Group continually
reviews the Focused Logistics functional area
through analysis as directed by the JROC and
other analytic efforts to identify capability
shortfalls.
■ The FL FCB Working Group develops priori-
tized lists of capability shortfalls and current
JCIDS proposals within the Focused Logistics
functional area.
■ At least annually, the FL FCB reviews and
endorses a prioritized list of DOTMLPF
warfighting capability gaps.
■ At least annually, the FL FCB reviews for
completeness and prioritization the portfolio of
JROC Interest materiel proposals and
DOTMLPF change recommendations.
Leveraging Other Opportunities
Collaborative forums such as the annual
Conference of Logistics Directors provide the
Joint Staff J-4 and the FL FCB with valuable
feedback on joint logistics capability needs and
priorities.
Results of Focused Logistics Warfighting
(FLOW) are another resource available to the
FL FCB in meeting its responsibilities to identi-
fy, assess, and prioritize joint logistics capability
needs:
■ In 1999, 2001, and 2003, FLOW was conduct-
ed as a joint logistics wargame to assess critical
joint and combined logistics issues.
Participants included representatives from the
Joint Staff Logistics Directorate, Unified
Commands, Services, Defense Logistics
Agency, United Kingdom, Australia, and
Canada.
■ For 2005, FLOW has been renamed Focused
Logistics Warfighting Capabilities-based
 Keeping Focused Logistics on Track
Assessment (FLOW CA) and has been
redesigned as an annual capabilities-based
assessment. During FLOW CA, participants
will conduct a Functional Area Analysis and a
Functional Needs Analysis.
■ As appropriate, FLOW CA results may be
passed to a sponsor for further JCIDS analy-
sis (and possible development of a new capa-
bility proposal) or may be assigned to another
forum for issue analysis and resolution.
Logistics Transformation
Roadmap
In developing this campaign plan, we took a
number of steps to be consistent with guidance
we expect the Defense Logistics Executive to
provide in the Logistics Transformation
Roadmap, in support of Focused Logistics.
To encompass the Force-centric Logistics
Enterprise (FLE), we
■ incorporated into Chapter 4, “Joint
Deployment/Rapid Distribution,” the FLE
initiative on end-to-end distribution;
■ incorporated into Chapter 5, “Agile
Sustainment,” the FLE initiatives on depot
maintenance partnership, condition-based
maintenance +, total life-cycle systems manage-
ment, and executive agents; and
■ incorporated into Chapter 9, “Information
Fusion,” the FLE initiative on enterprise
integration.
We incorporated ongoing Distribution Process
Owner initiatives into Chapter 4, “Joint
Deployment/Rapid Distribution,” and we incor-
porated ongoing joint theater logistics manage-
ment initiatives into Chapter 10, “Joint Theater
Logistics Management.”
We incorporated emerging concepts that support
and amplify Focused Logistics into Chapter 3,
“Focused Logistics Concept.” For the sense and
respond logistics concept, we addressed many of
the foundation capabilities in Chapters 5 and 9,
and we addressed DARPA’s new Network-
Centric Logistics program to advance the under-
lying science in Chapter 11, “Experimentation,
Science, and Technology.”
Educating Joint Logisticians
Educating logisticians is one key to maintaining
the focus on the joint warfighter and sustaining
the transformation to Focused Logistics. Each
Service has extensive Service-specific logistics
education programs. In addition, the
Department of Defense offers a number of joint
logistics education opportunities:
■ The Industrial College of the Armed Forces
(ICAF) within National Defense University
offers a Master of Science degree during the
10-month Senior Acquisition Course. ICAF
also conducts postgraduate, executive-level
courses for senior military officers and civilians
leaders.
■ The Joint Staff Director for Logistics is the
proponent for two courses at the Army
Logistics Management College:
- The Joint Course on Logistics prepares mili-
tary officers and civilians to plan and execute
joint theater-level logistics operations. It
focuses on strategy, doctrine, theory, pro-
grams, and processes. The course provides
mid-level managers the perspectives and
insights necessary to manage logistics at the
operational level of war.
- The Multinational Logistics Course intro-
duces students to the world of multinational
logistics operations. It covers alliances
89
 Focused Logistics
(primarily NATO) and coalitions, including
those initiated under the banner of the
United Nations and those that are ad hoc in
nature.
■ The Joint Deployment Training Center, a
component of the US Transportation
Command, develops standardized joint deploy-
ment planning curricula to educate and train
DOD and select government/non-governmen-
tal organizations. The Center participates in
the development and review of joint deploy-
ment doctrine, and provides training support
during contingency operations.
■ The Army Material Command, in conjunction
with Department of Defense Center of
Excellence in Logistics and Technology
(LOGTECH), offers two 5-day courses at
University of North Carolina, Chapel Hill:
- The Program for Executives in Logistics and
Technology is designed for military
general/flag officers, Senior Executive
Service civilians, and equivalent private-
sector executives. This program focuses on
strategic and organizational considerations
from the senior executive’s perspective.
- The Program for Advanced Logistics and
Technology is designed for 0-4 to 0-6 grade
military officers, GS-13 to GS-15 civilians,
and private-sector participants at the opera-
tional or regional level. This program is
organized around LOGTECH core logistics
objectives, stimulating participants to criti-
cally analyze issues and technologies that can
make a difference in the future of their
organizations.
90
Conclusion
Joint warfighters will realize significant benefits
from a logistics system with the necessary capac-
ity, control, and assurance and the Focused
Logistics capabilities and attributes approved by
the JROC.
Such a logistics system will be characterized by
a network-centric, distribution-based, anticipato-
ry, demand-driven, performance-based approach
to the joint logistics enterprise. A net-based, col-
laborative information environment will enable
shared operational and logistics situational
understanding as well as collaborative planning
and execution. Logistics processes and units will
be agile and adaptable. Embedded prognostics,
diagnostics, and sensors linked to the collabora-
tive information environment will give the logis-
tician the necessary capability to predict, antici-
pate, and react responsively to requirements,
thereby preventing or minimizing operational
pauses.
Focused Logistics capabilities will provide com-
manders the flexibility to tailor logistics support
approaches to specific situations:
■ In stable environments, support can be deliv-
ered with business-like efficiency.
■ In less stable environments, support can be
delivered responsively and effectively to meet
warfighter needs. Deviations from expected
delivery schedules or consumption rates can be
detected autonomously, alternative courses of
action can be developed and evaluated auto-
matically, and—within parameters specified by
the warfighter—alternative courses of action
can be chosen and executed automatically.
 Keeping Focused Logistics on Track
■ When forces are widely dispersed over a large
battlespace, demand identification can be
proactive whenever possible or reactive and
adaptive whenever necessary. Sustainment can
be pre-packaged for responsive direct delivery,
and support can be pulsed to meet warfighter
needs.
■ Exposure of the logistics pipeline to hostile
threats can be reduced—although not com-
pletely eliminated:
- Mission-ready, sustainable forces, ready for
prompt employment, can be delivered direct-
ly to locations specified by the supported
joint force commander.
- Systems will have the designed-in deploya-
bility, reliability, maintainability, supportabil-
ity, and interoperability necessary to meet
readiness requirements.
- Only minimum essential sustaining functions
need be performed in the joint or combined
operations area, enabled by precision deliv-
ery and extraction (retrograde, rotation, or
evacuation) of tailored logistics capabilities
and sustainment packages.
- Smaller stockpiles in the operations area—
and all along the pipeline—present less
lucrative targets.
- The capability to track and shift—and poten-
tially reconfigure—forces, equipment, sus-
tainment, and support, even while en route,
means the capability to avoid pipeline nodes
and links that are congested, threatened,
damaged, or under attack.
Transformation of DOD logistics capabilities
will not result from any single change or even a
small number of changes. Rather, it will result
from the cumulative effect of many changes
affecting the entire range of logistics tasks.
Achieving the full potential of Focused Logistics
will necessitate introducing a wide range of new
or improved logistics capabilities. These capabili-
ties may result from reengineered processes,
changes to information systems, advances in
transportation technologies, or innovations in
organizational structures.
Most important, for Soldiers, Sailors, Airmen, and
Marines, achieving the full potential of Focused
Logistics means much greater assurance that they
will receive the right support, at the right place, at
the right time, and in the right quantities, across
the full range of military operations.
91
Appendix A
Appendix B
Glossary
 Appendix A
Key Individuals and Organizations
The Department’s transformation strategy is ambitious and presumes the
success of multiple reform efforts. Its success depends upon innovative senior
leadership executing clearly defined roles and responsibilities.
Transformation Planning Guidance
April 2003

This appendix identifies key individuals in logistics transformation and describes their roles and
responsibilities.

Under Secretary of Defense for Acquisition, Technology,

and Logistics
The Under Secretary of Defense for Acquisition, Technology, and Logistics (USD(AT&L)) is the
principal staff assistant and advisor to the Secretary and Deputy Secretary of Defense for matters
relating to the DOD Acquisition System; research and development, advanced technology, and
developmental test and evaluation; production, logistics, installation management, military construc-
tion, and procurement; environmental security; and nuclear, chemical, and biological matters.
The USD(AT&L) is also the Defense Logistics Executive (DLE) and has the authority necessary to
integrate the global supply chain. The DLE chairs the Defense Logistics Board, bringing together
the senior logistics leaders from the Joint Staff, the Services, the Defense Logistics Agency, US
Transportation Command, and US Joint Forces Command.

Deputy Under Secretary of Defense for Logistics

and Materiel Readiness
The Deputy Under Secretary of Defense for Logistics and Materiel Readiness (DUSD(L&MR))
serves as the principal staff assistant and advisor to the USD(AT&L) and to the Secretary and
Deputy Secretary of Defense on logistics and materiel readiness in DOD.
In this capacity, the DUSD(L&MR)
■ prescribes policies and procedures for the conduct of logistics, maintenance, materiel readiness,
and sustainment support in DOD, to include supply and transportation; and
■ advises and assists the USD(AT&L) and the Secretary and Deputy Secretary of Defense in provid-
ing guidance to the Secretaries of the Military Departments with respect to logistics, maintenance,
materiel readiness, and sustainment support in DOD.
The DUSD(L&MR) is supported by a Principal Assistant and by Assistant Deputy Under
Secretaries of Defense for Transportation Policy; Maintenance Policy, Programs and Resources;

93
 Focused Logistics
Supply Chain Integration; Logistics Plans and
Programs; and Logistics Systems Management.
Office of Force Transformation
The Office of Force Transformation, within the
Office of the Secretary of Defense, is the advo-
cate, focal point, and catalyst for Department of
Defense transformation. It provides recommen-
dations for linking Service transformation efforts
to strategic functions, evaluates Service transfor-
mation efforts, and promotes synergy by recom-
mending steps to integrate ongoing transforma-
tion activities. Other responsibilities include
monitoring Service and joint experimentation
programs and making policy recommendations
to the Secretary and Deputy Secretary of
Defense.
Joint Staff Director
for Logistics
The Joint Staff Director for Logistics (J-4)
assists the Chairman of the Joint Chiefs of Staff
by
■ establishing joint logistics doctrine;
■ providing logistics parameters for strategic and
contingency plans development;
■ developing logistics, environmental, mobility,
and mobilization instructions and annexes in
support of strategic and contingency plans;
■ maximizing the logistics capabilities of the
combatant commands, to include developing
strategic mobility, mobilization, medical readi-
ness, civil engineering, and sustainment poli-
cies and procedures to support combat forces;
■ maintaining a logistics and mobility asset prior-
itization capability for contingency operations;
■ performing logistics studies, assessments, and
analyses;
94
■ advising on critical logistic requirements in the
Planning, Programming, Budgeting, and
Execution System, to include developing alter-
native budget recommendations;
■ planning and providing guidance for security,
humanitarian and disaster assistance logistics,
and support to civil emergency agencies;
■ reviewing the logistics and mobilization plans
and programs of the Services and the combat-
ant commands to determine their adequacy;
■ providing direction and guidance to the
Military Services and combat support agencies
for preparing logistics and mobilization plans;
■ establishing combined logistics strategy, doc-
trine, and plans; and
■ operating a Joint Logistics Operations Center
to execute the logistics aspects of current and
future operations and short-notice emergencies
and contingencies for the President, Secretary
of Defense, and combatant commanders.
Combatant Commanders
Unless otherwise directed by the President or
the Secretary of Defense, a combatant comman-
der’s authority, direction, and control over sub-
ordinate commands and forces include giving
authoritative direction necessary to carry out
assigned missions, including directive authority
over all aspects of military operations, joint
training, and logistics.
Combatant commander transformation responsi-
bilities include developing joint warfighting
requirements, conducting joint concept develop-
ment and experimentation, and developing spe-
cific joint concepts assigned by the Chairman of
the Joint Chiefs of Staff.

US Transportation Command
In addition to its general responsibilities as a
unified combatant command, USTRANSCOM
has specific functional responsibilities as DOD’s
Distribution Process Owner (DPO).
USTRANSCOM’s mission is to provide air,
land, and sea transportation for the DOD, both
in time of peace and time of war.
USTRANSCOM functions as a single integrat-
ed team, bringing the synergy of the US military
and commercial transportation resources to bear.
The command’s force of Soldiers, Sailors,
Airmen, Marines, Coast Guardsmen, merchant
mariners, civil servants, contractors, and com-
mercial partners accomplish a wide array of joint
mobility missions through its Transportation
Component Commands: Air Force’s Air
Mobility Command, Navy’s Military Sealift
Command, and Army’s Surface Deployment and
Distribution Command. These subordinate com-
mands provide mobility forces and assets in a
force structure continuum designed to provide a
seamless transition from peace to war.
The Secretary of Defense has designated the
Commander, USTRANSCOM, as the DPO. In
this capacity, USTRANSCOM is tasked with
developing effective and efficient distribution
solutions to enhance strategic support to world-
wide customers.
With this appointment, the DOD has one entity
to revolutionize the distribution system, working
with the Services and combatant commanders in
synchronizing distribution of personnel and
equipment from installation, depot, or factory to
foxhole. Designating a process owner to lead
strategic distribution is another step in transfor-
mation, designed to ensure effective support for
combatant commanders and troops and also
aimed at realizing logistics efficiencies:
Appendix A
■ Eliminating seams between current distribu-
tion processes and standardizing the policies,
vision, and performance goals in DOD’s sup-
ply chain
■ Driving interoperable information technology
solutions and enhancing total asset visibility to
distribution customers
■ Institutionalizing sustainment planning into
contingency processes
■ Streamlining distribution accountability under a
single combatant commander (providing one
single accountable person for combatant com-
manders to contact for their distribution needs).
The DPO will work with the Services and com-
batant commanders, using the best transforma-
tional concepts and ideas available, and subse-
quently drive revolutionary changes.
US Joint Forces Command
In addition to its general responsibilities as a
unified combatant command, USJFCOM has
specific functional responsibilities. USJFCOM
serves as a transformation laboratory for DOD.
USJFCOM’s joint experimentation campaign
plans provide a framework for synchronizing all
Services, ensuring forces are used more effec-
tively, based on improvements in doctrine, inter-
operability, and integration.
Within USJFCOM’s Joint Experimentation
Directorate is the Joint Deployment,
Employment and Sustainment Department. This
department has two elements of special interest
to the joint logistics community: Joint
Deployment Process Owner (JDPO) and Joint
Logistics Transformation Center (JLTC).
Joint Deployment Process Owner
The Secretary of Defense has designated the
Commander, USJFCOM, as the DOD JDPO.
95
 Focused Logistics
The JDPO leads the collaborative efforts of the
joint planning and execution community to
improve the joint deployment and redeployment
processes. The principal role of the JDPO is to
maintain overall effectiveness while improving
the joint deployment and redeployment process-
es so that all supported joint force commanders
and supporting DOD Components can execute
them more effectively and efficiently.
Improvements must be based on sound opera-
tional doctrine and should be supported by
information systems, management techniques,
and practices that reflect best practices in DOD
and the private sector. The principal focus of the
JDPO is to resolve joint deployment and rede-
ployment process problems that span functional
and organizational boundaries.
Joint Logistics Transformation Center
The JLTC serves as a rapid logistics concept
and prototype development unit. The center pro-
vides the joint logistics community a conduit to
the joint experimentation process. JLTC part-
ners with the joint logistics community and with
multinational logistics concerns to develop and
experiment with logistics concepts. The center
conducts experiments in various venues using
modeling and simulation, commercial off-the-
shelf solutions, and advanced concept technolo-
gy demonstrations. Testing in limited objective
experiments allows the logistics community to
see how concepts will work in operational
environments.
Services
Service Secretaries have the responsibility and
authority to conduct all affairs of their Services,
including recruiting; organizing; supplying;
equipping (including research and develop-
ment); training; servicing; mobilizing; demobiliz-
ing; administering (including the morale and
96
welfare of personnel); maintaining; construction,
outfitting, and repair of military equipment; and
construction, maintenance, and repair of build-
ings, structures, and utilities and the acquisition
of real property and interests in real property.
Transformation responsibilities of Service
Secretaries and Chiefs of Staff include develop-
ing specific concepts for supporting operations
and core competencies, overseeing Service
experimentation, modifying supporting concepts
as a result of experimentation, and building
transformation roadmaps to achieve transforma-
tional capabilities.
Agencies
Defense Logistics Agency (DLA)
DLA provides worldwide logistics support for
the missions of the Military Departments and
the unified combatant commands under condi-
tions of peace and war. It also provides logistics
support to other DOD Components and certain
Federal agencies, foreign governments, interna-
tional organizations, and others as authorized.
The DLA Director reports to the USD(AT&L)
through the DUSD(L&MR).
Defense Information Systems Agency (DISA)
DISA is responsible for planning, engineering,
acquiring, fielding, and supporting Global Net-
Centric Solutions and operating the Defense
Information System Network to serve the needs
of the President, Vice President, Secretary of
Defense, combatant commanders, Services, and
Defense agencies under all conditions of peace
and war.
Defense Advanced Research Projects Agency
(DARPA)
As DOD’s central research and development
organization, DARPA manages and directs

selected basic and applied research and develop-
ment projects. DARPA pursues research and
technology where risk and payoff are both very
high and where success may provide dramatic
advances for traditional military roles and
missions.
Since 1996, DARPA has been investing in
advanced information technologies for rapid,
secure, robust, and accurate processing of mas-
sive quantities of logistics and transportation
data. In partnership with DLA,
USTRANSCOM, the Joint Staff J-4, and the
Services, DARPA has designed, developed, and
demonstrated prototype systems that can help
fulfill the Focused Logistics vision and gain con-
trol of the logistics pipeline.
Defense Acquisition Board
The Defense Acquisition Board (DAB) is the
Department’s senior-level forum for advising the
USD(AT&L) on critical decisions concerning
Acquisition Category (ACAT) ID programs.
The DAB is composed of the Department’s sen-
ior acquisition officials. The Board is chaired by
the USD(AT&L). The Vice Chairman of the
Joint Chiefs of Staff serves as the vice chairman
of the Board. Other principal members of the
Board include the Principal Deputy
USD(AT&L); the Under Secretary of Defense
(Comptroller); the Under Secretary of Defense
(Policy); the Under Secretary of Defense
(Personnel and Readiness); the Assistant
Secretary of Defense for Networks and
Information Integration/DOD Chief
Information Officer; the Director of Operational
Test and Evaluation; the Secretaries of the
Army, Navy, and the Air Force.
The DAB Chairman is also routinely supported
by senior advisors such as the Director of
Defense Procurement/Acquisition Policy and the
Chairman of the Cost Analysis Improvement
Appendix A
Group. Other senior Department officials may
be invited by the USD(AT&L) to participate in
DAB meetings on an as-needed basis.
Defense Logistics Board
The Defense Logistics Board was formed to
advise the DLE on oversight of the Defense
Logistics and Global Supply Chain Management
System. The Defense Logistics Board advises
the USD(AT&L) on critical logistic matters sim-
ilar to the way the Defense Acquisition Board
advises the USD(AT&L) on critical acquisition
matters.
Joint Logistics Board
The Joint Logistics Board (JLB) was formed to
guide DOD’s comprehensive program to inte-
grate logistics with operational planning and to
meet warfighter requirements for more agile and
rapid support.
JLB membership consists of
■ the Deputy Under Secretary of Defense
(Logistics and Materiel Readiness) and the
Director for Logistics, The Joint Staff, who
serve as co-chairs;
■ the Deputy Commanders of USTRANSCOM
and USJFCOM;
■ the Commanders of Army Materiel Command,
Naval Sea Systems Command, Air Force
Materiel Command, and Marine Corps
Materiel Command;
■ the Deputy Chief of Staff, G-4 (USA); the
Deputy Chief of Naval Operations (Fleet
Readiness and Logistics); the Deputy Chief of
Staff, Installations and Logistics (USAF); and
the Deputy Commandant, Installations and
Logistics (USMC); and
■ the Director, Defense Logistics Agency.
97
 Focused Logistics
Joint Requirements Oversight
Council
The Joint Requirements Oversight Council
(JROC) assists the Chairman of the Joint
Chiefs of Staff in identifying and assessing the
priority of joint military requirements (including
existing systems and equipment) to meet the
National Military Strategy. The Vice Chairman
of the Joint Chiefs of Staff chairs the Council
and decides all matters before the Council. The
permanent members include the Vice Chiefs of
the Army and Air Force, the Vice Chief of Naval
Operations, and the Assistant Commandant of
the Marine Corps. The Council directly supports
the Defense Acquisition Board through the
review, validation, and approval of key cost,
schedule, and performance parameters at the
start of the acquisition process, prior to each
milestone review, or as requested by the
USD(AT&L).
Joint Capabilities Board
The Joint Capabilities Board (JCB) assists the
JROC in carrying out its duties and responsibil-
ities. The JCB reviews and, if appropriate,
endorses all JCIDS (Joint Capabilities
Integration and Development System) and
DOTMLPF (doctrine, organization, training,
materiel, leadership and education, personnel,
and facilities) proposals prior to their submission
to the JROC. The JCB is chaired by the J-8,
Director of Force Structure, Resources, and
Assessment.
Focused Logistics Functional
Capabilities Board
The Focused Logistics Functional Capabilities Board
(FL FCB) supports the Joint Requirements
Oversight Council. This support includes identifying,
considering alternatives for, assigning priority of, and
98
validating joint warfighting capability needs in the
Focused Logistics functional area. The FL FCB is
responsible for all aspects, both materiel and nonma-
terial, of the Focused Logistics functional area. For
the Focused Logistics functional area, the FL FCB
will be the lead coordinating body to ensure the joint
force is best served throughout the Joint Capabilities
Integration and Development System, the acquisition
process, and overarching recommendations for
change to doctrine, organization, training, materiel,
leadership, personnel, and facilities.
The FL FCB is chaired by the Vice Director for
Logistics, Joint Staff. The Vice-Chair is the Assistant
Deputy Under Secretary of Defense for Logistics
Plans and Programs.
FL FCB principal members include representatives
of
■ Office of Under Secretary of Defense for
Acquisition, Technology, and Logistics;
Director, Program Analysis and Evaluation;
and Office of the Assistant Secretary of
Defense for Networks and Information
Integration/DOD Chief Information Officer;
■ combatant commands;
■ Services;
■ Defense Intelligence Agency (for intelligence
supportability and threat assessment); and
■ other DOD and non-DOD agencies (as
required).
FL FCB advisory members include
■ Joint Staff Legal Counsel, Joint Staff J-6E/I,
and Joint Staff J-8/Warfighting Concepts and
Architecture Integration Division;
■ DOD laboratories;
■ industrial/corporate expertise; and
■ FL FCB working groups.
 Appendix B

Appendix B
References
Following are some of the key references used in updating the Focused Logistics Campaign Plan:
Chairman of the Joint Chiefs of Staff Instruction 3137.01B, The Joint Warfighting Capabilities
Assessment Process, 15 April 2002.
Chairman of the Joint Chiefs of Staff Instruction 3170.01D, Joint Capabilities Integration and
Development System, 12 March 2004.
Chairman of the Joint Chiefs of Staff Instruction 3180.01, Joint Requirements Oversight Council
(JROC) Programmatic Processes for Joint Experimentation and Resource Change Recommendations, 31
October 2002.
Chairman of the Joint Chiefs of Staff Manual 3170.01A, Operation of the Joint Capabilities Integration
and Development System, 12 March 2004.
Defense Acquisition University Center for Program Management, Fort Belvoir, Virginia, Glossary:
Defense Acquisition Acronyms and Terms, Eleventh Edition, September 2003.
Department of Defense Directive 5000.1, The Defense Acquisition System, 12 May 2003.
Department of Defense Instruction 5000.2, Operation of the Defense Acquisition System, 12 May 2003.
Department of Defense, Joint Operations Concepts (JOpsC), Version 1.0, November 2003.
Department of Defense, Quadrennial Defense Review Report, 30 September 2001
Department of Defense, Transformation Planning Guidance, April 2003.
Director, Force Transformation, Office of the Secretary of Defense, Military Transformation:
A Strategic Approach, Fall 2003.
Focused Logistics Campaign Plan, August 2002.
Focused Logistics Joint Functional Concept, approved by JROC, February 2004.
Memorandum for Acting Under Secretary of Defense (Acquisition, Technology, and Logistics) and
Commander, US Transportation Command, from Donald H. Rumsfeld, Secretary of Defense,
Subject: Actions to Improve Logistics and Supply Chain Management, 16 September 2003.
Memorandum for Members of Defense Logistics Board and Office of Force Transformation from
Michael W. Wynne, Acting Defense Logistics Executive, Subject: Logistics Transformation Roadmap,
21 February 2004.
Memorandum for Commander, US Joint Forces Command, from General Richard B. Myers,
Chairman, Joint Chiefs of Staff, Subject: Deployment and Mobilization Process Reforms, 23 April 2003.
Title 10, United States Code.

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 Focused Logistics

Glossary
Part I: Abbreviations
ACAT Acquisition Category
ACSA acquisition and cross-service agreement
ACTD advanced concept technology demonstration
AFMIC Armed Forces Medical Intelligence Center
AIT automatic identification technology
AMP Avionics Modernization Program
ASD (NII) Assistant Secretary of Defense for Networks and Information Integration
BEA Business Enterprise Architecture
BEA-Log Business Enterprise Architecture for Logistics
BMMP Business Management Modernization Program
C4I command, control, communications, computers, and intelligence
C4ISR command, control, communications, computers, intelligence, surveillance,
and reconnaissance
CACE Coherent Analytical Computing Environment
CDD Capability Development Document
CDDOC CENTCOM Deployment and Distribution Operations Center
CIO chief information officer
CLS contractor logistics support
CONUS continental United States
COP common operational picture
COP-CSE Common Operational Picture—Combat Support Enhanced
CPA Chairman’s program assessment
CPD Capability Production Document
CPR Chairman’s program recommendations
CRAF Civil Reserve Air Fleet
CRD capstone requirements document
CTL ACTD Coalition Theater Logistics Advanced Concept Technology Demonstration
CWT customer wait time
DAB Defense Acquisition Board
DARPA Defense Advanced Research Projects Agency
DDOC Deployment and Distribution Operations Center
DESC Defense Energy Support Center

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 Glossary

DISA Defense Information Systems Agency

DLA Defense Logistics Agency
DLB Defense Logistics Board
DLE Defense Logistics Executive
DMLSS Defense Medical Logistics Standard System
DNBI disease and non-battle injuries
DOD Department of Defense
DOTMLPF doctrine, organization, training, materiel, leadership and education, personnel,
and facilities
DPO Distribution Process Owner
DSCP Defense Supply Center Philadelphia
DTTF Distribution Transformation Task Force
DUSD(L&MR) Deputy Under Secretary of Defense for Logistics and Materiel Readiness
EA executive agency
EIDE Enterprise Integrated Data Environment
EPC electronic product code
ESC Executive Steering Committee
FHP force health protection
FL FCB Focused Logistics Functional Capabilities Board
FLOW Focused Logistics Warfighting
FLOW CA Focused Logistics Warfighting Capabilities-based Assessment
FoS family of systems
FRS forward resuscitative surgery
FY fiscal year
GATM global air traffic management
GCSS Global Combat Support System
GIG-BE Global Information Grid Bandwidth Expansion
HNS host nation support
IBex Industrial Base Extension
ICAF Industrial College of the Armed Forces
ICD Initial Capabilities Document
IT information technology
JCB Joint Capabilities Board
JCIDS Joint Capabilities Integration and Development System
JDPO Joint Deployment Process Owner

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 Focused Logistics

JEPES Joint Engineer Planning and Execution System

JFC joint functional concept
JFRG II Joint Forces Requirements Generator II
JIC joint integrating concept
JLB Joint Logistics Board
JLOTS joint logistics-over-the-shore
JLTC Joint Logistics Transformation Center
JLWI Joint Logistics Warfighting Initiative
JMeWS Joint Medical Workstation
JOC joint operating concept
JOPES Joint Operation Planning and Execution System
JOpsC Joint Operations Concepts
JROC Joint Requirements Oversight Council
JTF joint task force
JTL joint theater logistics
JTLM joint theater logistics management
JWSTP Joint Warfighting Science and Technology Plan
LMSR large, medium speed roll-on/roll-off
LOGCAP Logistics Civil Augmentation Program
Log CROP Logistics Common Relevant Operating Picture
LOGTECH Center of Excellence in Logistics and Technology
MAIS major automated information system
MAT Medical Analysis Tool
MCS mobility capabilities study
MDAP major defense acquisition program
MRS-05 Mobility Requirements Study–2005
MUREP munitions report
NATO North Atlantic Treaty Organization
OCONUS outside the continental United States
OEH occupational and environmental health
OEF Operation ENDURING FREEDOM
OIF Operation IRAQI FREEDOM
OPLAN operation plan
ORD operational requirements document
OSD Office of the Secretary of Defense

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 Glossary

PAT process action team

PB President’s Budget
PBL performanced-based logistics
PM program manager
POM Program Objective Memorandum
PPBE Planning, Programming, Budgeting and Execution
QDR Quadrennial Defense Review
RC Reserve Component
RFID radio frequency identification
RSOM reception, staging, and onward movement
SPG Strategic Planning Guidance
SPIDERS Subsistence Planning Integrated Data Enterprise Readiness System
SPV Subsistence Prime Vendor
SS3 sea state 3
TC-AIMS II Transportation Coordinators’ Automated Information for
Movements System II
TDD time definite delivery
TH theater hospital
TPG Transformation Planning Guidance
TRAC2ES US Transportation Command Regulating Command and Control
Evacuation System
US United States
UGR unitized group ration
UID unique identification
UK United Kingdom
UN United Nations
USCENTCOM United States Central Command
USD(AT&L) Under Secretary of Defense for Acquisition, Technology, and Logistics
USJFCOM United States Joint Forces Command
USTRANSCOM United States Transportation Command
VISA Voluntary Intermodal Sealift Agreement
VWV Virtual Wartime Visibility
WMD weapons of mass destruction

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 Focused Logistics

Part II: Key Terms
The following are selected key terms associated
with resource allocation for logistics transforma-
tion.1
Acquisition Category (ACAT). Categories
established to facilitate decentralized decision
making and execution and compliance with
statutorily imposed requirements. The categories
determine the level of review, decision authority,
and applicable procedures. The ACATs are listed
below:
■ ACAT I programs are major defense acquisi-
tion programs (MDAPs). An MDAP is
defined as a program estimated by the
USD(AT&L) to require eventual expenditure
for research, development, test and evaluation
of more than $365 million (FY2000 constant
dollars) or procurement of more than $2.19
billion (FY2000 constant dollars), or those
designated by the USD(AT&L) to be ACAT I.
■ ACAT IA programs are major automated
information systems (MAISs) or programs
designated by the Assistant Secretary of
Defense for Networks and Information
Integration (ASD(NII)) to be ACAT IA. An
MAIS is an AIS program that is: 1) designated
by the ASD(NII) as an MAIS; or 2) estimated
to require program costs in any single year in
excess of $32 million (FY2000 constant dol-
lars), total program in excess of $126 million
(FY2000 constant dollars), or total life-cycle
costs in excess of $378 million (FY2000 con-
stant dollars). MAISs do not include informa-
tion technology that involves equipment that is
an integral part of a weapon system or is an
acquisition of services program.
■ ACAT II programs are defined as those acqui-
sition programs that do not meet the criteria
for an ACAT I program, but do meet the crite-
ria for a major system. A major system is
defined as a program estimated by the DOD
Component Head to require eventual expendi-
ture for RDT&E of more than $140 million in
FY2000 constant dollars, or for procurement
of more than $660 million in FY2000 constant
dollars, or those designated by the DOD
Component Head to be ACAT II. The
Milestone Decision Authority is the DOD
Component Acquisition Executive.
■ ACAT III programs are defined as those
acquisition programs that do not meet the cri-
teria for ACAT I, ACAT IA, or ACAT II pro-
grams. The MDA is designated by the
Component Acquisition Executive and shall be
at the lowest appropriate level. This category
includes less-than-major AISs.
Approval. Approval is the formal or official
sanction of the identified capability described in
the capability documentation. Approval also cer-
tifies that the documentation has been subject to
the uniform process established by DOD 5000
series publications.

1 A valuable reference for additional terms is the Glossary: Defense Acquisition Acronyms and Terms, Eleventh Edition,
September 2003, published by the Defense Acquisition University Center for Program Management, Fort Belvoir,
Virginia. This publication contains most acronyms, abbreviations, and terms commonly used in the systems acquisition
process within DOD and defense industries. It focuses on terms with generic DOD application but also includes some
Service-unique terms. It has been revised extensively to reflect new DOD 5000 series publications; adoption of the
Planning, Programming, Budgeting and Execution process; and implementation of the Joint Capabilities Integration
and Development System.

104

Chairman’s Program Assessment (CPA). The
CPA provides the Chairman of the Joint Chiefs
of Staff’s personal appraisal on alternative pro-
gram recommendations and budget proposals to
the Secretary of Defense for consideration in
refining the defense program and budget in
accordance with 10 United States Code. The
CPA comments on the risk associated with the
programmed allocation of Defense resources and
evaluates the conformance of program objective
memoranda to the priorities established in strate-
gic plans and combatant commanders’ priority
requirements.
Chairman’s Program Recommendations
(CPR). The CPR provides the personal recom-
mendations of Chairman of the Joint Chiefs of
Staff to the Secretary of Defense for the pro-
gramming and budgeting process before publish-
ing the Strategic Planning Guidance (SPG) in
accordance with 10 United States Code. The
CPR articulates programs the Chairman deems
critical for the Secretary of Defense to consider
when identifying Department of Defense priori-
ties and performance goals in the SPG and
emphasizes specific recommendations that will
enhance joint readiness, promote joint doctrine
and training, improve joint warfighting capabili-
ties, and satisfy joint warfighting requirements
within DOD resource constraints and within
acceptable risk levels.
Joint Capabilities Integration and
Development System (JCIDS). JCIDS
replaces the Requirements Generation System
and supports the Chairman of the Joint Chiefs of
Staff and the Joint Requirements Oversight
Council in identifying, assessing, and prioritizing
joint military capability needs as required by law.
Glossary
JCIDS Documents:
■ Initial Capabilities Document (ICD). An
ICD documents the need for a materiel
approach to a specific capability gap derived
from an initial analysis of materiel approaches
executed by the operational user and, as
required, an independent analysis of materiel
alternatives. It defines the capability gap in
terms of the functional area, the relevant range
of military operations, desired effects, and
time. The ICD summarizes the results of the
doctrine, organization, training, materiel, lead-
ership and education, personnel, and facilities
analysis and describes why non-materiel
changes alone have been judged inadequate in
fully providing the capability. The ICD must
be validated and approved before a Milestone
A decision review.
■ Capability Development Document (CDD).
A CDD captures the information necessary to
develop a proposed program(s), normally
using an evolutionary acquisition strategy. The
CDD outlines an affordable increment of mili-
tarily useful, logistically supportable, and tech-
nically mature capability. The CDD must be
validated and approved before a Milestone B
decision review.
■ Capability Production Document (CPD). A
CPD addresses the production elements spe-
cific to a single increment of an acquisition
program. The CPD must be validated and
approved before a Milestone C decision
review. The refinement of performance attrib-
utes and key performance parameters is the
most significant difference between the CDD
and CPD.
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 Focused Logistics
Joint Potential Designator. The Joint Potential
Designator determines the body responsible for
final validation and approval, any certifications
required, and the staffing distribution:
■ JROC Interest. This designator applies to all
DOTMLPF change recommendations, to all
Capstone Requirements Documents, and to
major acquisition programs designated
Acquisition Category I or IA. This designator
also applies to other acquisition programs
where the capabilities have a significant impact
on joint warfighting. The JROC is the valida-
tion and approval authority.
■ Joint Integration. This designator applies to
other acquisition programs (Acquisition
Category II and below) where the concepts
and/or systems associated with the document
do not significantly affect the joint force and
an expanded review is not required, but inter-
operability, intelligence and/or munitions certi-
fication is required. The sponsor is the valida-
tion and approval authority.
■ Independent. This designation applies to other
acquisition programs (Acquisition Category II
and below) where the concepts and/or systems
associated with the document do not signifi-
cantly affect the joint force, an expanded
review is not required, and no certifications
are required. The sponsor is the validation and
approval authority.
Milestone. A milestone is the point at which a
recommendation is made and approval sought
regarding starting or continuing an acquisition
program, that is, proceeding to the next phase.
106
Milestones established by DOD Instruction
5000.2 Operation of the Defense Acquisition System
are
■ Milestone A, which approves entry into the
Technology Development phase;
■ Milestone B, which approves entry into the
System Development and Demonstration
phase; and
■ Milestone C, which approves entry into the
Production and Deployment phase.
Planning, Programming, Budgeting and
Execution (PPBE) Process. PPBE is DOD’s
primary resource allocation process. It is a for-
mal, systematic structure for making decisions
on policy, strategy, and the development of
forces and capabilities to accomplish anticipated
missions. PPBE is a biennial process which in
the On-Year produces a Strategic Planning
Guidance, approved Program Objectives
Memorandums for the Military Departments
and Defense agencies covering six years, and the
DOD portion of the President’s Budget (PB)
covering two years. In the Off-Year, Budget
Change Proposals and Program Change
Proposals are used to adjust the Future Years
Defense Program to take into account “fact of
life changes,” inflation, new programmatic initia-
tives, and the result of congressional enactment
of the previously submitted PB.
Validation. Validation is the review of documen-
tation by an operational authority other than the
user to confirm the operational capability.
Validation is a precursor to approval.
Our overarching goal •
is to attain the full
potential of focused
logistics and provide
our joint warfighters
• the right personnel,
equipment, supplies,
and support
• in the right place
• at the right time and
• in the right quantities
across the full spectrum
of military operations.