Time and time again military men, commentators, writers, and the general public have referred to the recent war as “a war of logistics.” Certainly there is every justification for this, particularly with respect to the far-flung operations in the Pacific. No military campaign in history has equaled this war in its voracious demand for material support. As a result of this, the spotlight of attention has been turned on the subject of logistics with such intensity as to leave one with the impression that the realization of its true importance is a new-found discovery of the present generation. A brief inspection of the past will quickly dispel this impression.
History will show that immediately following all modern wars there has been a keen appreciation of the important role which logistics plays in determining the success or failure of the best-planned strategy and the most brilliantly executed tactics. Unfortunately the passage of time quickly dulls the edge of this appreciation and we revert to a state of unpreparedness. Your study of the past will not only dispel your complacency but it will also call your attention to another equally important observation; you will be struck by the realization that with each succeeding war, the percentage of their economic productivity which the participants have had to devote directly to the prosecution of their war effort has steadily increased. Recent estimates, based on the amount of our productive potential which had to flow through our logistic pipe lines to support our participation in World War II range all the way from 65 to 85 per cent. For the military, however, the importance of this fact lies not so much in the determination of an exact percentage but rather in the implications which this trend holds for logistic operations of the future.
Heretofore this country has possessed an economic productivity which permitted us to make errors in our logistics planning an execution and still win out by virtue of the “reserve cushion” which was available. But as the percentage of our economic productivity which must be devoted to the war effort goes up, that reserve cushion must decrease. It is easy to see that we are fast approaching the time when there will be no cushion and the only way we can offset its loss is to improve the efficiency of our logistics planning and implementation.
Efficiency in logistics planning, like efficiency in any other form of endeavor, requires the development and utilization of an orderly, logical, and comprehensive method of procedure for the solution of specific logistics problems. The paragraphs which follow describe one method which has been used successfully.
If the extensive logistics experience of World War II proved anything it certainly proved that there can be no universally applicable solution for all logistics problems. Each problem must be analyzed in the light of its own particular set of circumstances and a tailor-made solution evolved.
However, the experiences of the war did teach us that there are certain broad principles of approach and mechanics of solution that can be applied to every logistics problem with a consequent saving of time and effort. It is with these principles and mechanics that we will concern ourselves in the succeeding paragraphs of this paper.
The writer believes that the solution of a logistics problem can be broken down into the following five phases:
First Phase.—The primary instrument of guidance for any logistics planner, as well as for his military commander, is the directive received from the commander of the next higher echelon. The first step toward producing a logistics plan for the contemplated operation is a careful study of that directive and all its annexes and appendices. If the directive of the immediate superior is not complete in itself, as it should be insofar as possible, it may be necessary to refer to the plans of commanders of higher echelons.
From the directive of the immediate superior, the logistician gains the following information:
(1) The task assigned his own commander for which logistics preparations must be provided.
(2) The specific logistics obligations assigned to his commander by his superior.
(3) The logistics facilities made available to his commander.
(4) The forces made available to his commander, and
(5) A general concept of the over-all operation.
With the above information in hand, the logistics planner is able to make an analysis of his broad logistics requirements and match them against the facilities which current information indicates will probably be available. At this point he will be armed to meet the requirements of the Second Phase.
Second Phase.—This phase commences with the first staff meeting to discuss the probable courses of action open to the commander to accomplish his assigned task. At this meeting the logistician of the staff will undoubtedly be asked how he feels as to the adequacy of available logistic facilities to support the various broad courses of action under consideration. During this phase, the obviously unsuitable courses of action will be eliminated and those remaining will be given some order of preference for detailed consideration by the various sections of the staff. At this point steps should be taken to correct obvious logistics deficiencies.
With knowledge of the more promising courses of action the logistics planners now contact the Intelligence Section for such information as may prove of particular value in proceeding with the Third Phase.
Third Phase.—This phase is devoted to a detailed analysis of the logistics capabilities and requirements for each of the retained courses of action under consideration. From this analysis, further recommendations can be made to the commander concerning action which may be necessary to correct apparent logistics deficiencies. Frequent consultation with members of the other staff sections, particularly Operations, and extensive circulation of logistic data bearing on the feasibility of each course of action are the order of the day. This period usually terminates when the operational planners have narrowed down the courses of action under consideration to one preferred plan with possibly one or more alternate plans. Now the logistics people are set to begin the production of a concrete logistics annex. So begins the Fourth Phase.
Fourth Phase.—Under detailed headings such as General, Supply, Transportation, Repair and Maintenance, Medical, and Miscellaneous, computations of requirements dictated by the selected scheme of operations are made. Plans for insuring the fulfillment of these requirements are prepared in the form of a logistic annex, rough drafts of which are furnished other sections of the staff for their edification and proofing. During this period it is to be expected that strategical and tactical considerations will result in many changes of plans by the Operations people. Though this will be a source of trial and tribulation for the logisticians it is a necessary part of successful planning and must be anticipated and accepted. Eventually there will arrive a time when the operational plans become more or less firm and general approval of innumerable “rough drafts” of the logistics annex will permit the production of a final draft.
The outline reproduced below shows a typical arrangement of a naval logistics plan.
FLEET LOGISTICS PLAN
(1) General
(a) Reference to other applicable logistics plans
(b) Activities providing logistics support for the operation
(c) Other general information or instructions which cannot be logically placed in other parts of the plan.
(2) Supply
(a) Levels
(1) Prescribed levels for combatant and auxiliary ships with respect to:
Ammunition
Fuels and Lubricants
Dry Provisions
Fresh Provisions
General Stores
Clothing
Ship’s Store Stock
Medical Stores
(2) Special instructions to Commanders concerning supply levels.
(b) Method of Supply and Supply Installations.
(Under the categories set forth below are sub- paragraphs which indicate original source of supply, normal resupply, and emergency sources of supply.)
Provisions
General Stores
Aviation Stores
Lubricating Oils
Fuel
Ammunition
Water
Medical Supplies
Replacement Planes
Personnel
(3) Transportation
(a) Water transportation
(1) Command responsibility
(2) Loading instructions
(3) Unloading instructions
(b) Air transportation
(1) Command responsibility
(2) Conditions of use
(3) Air evacuation
(4) Repairs
(a) Areas or Commands whose facilities will be available.
(1) List of facilities in afloat and ashore categories.
(b) Instructions for obtaining use of facilities.
(5) Salvage
(a) Command control of facilities available.
(1) List of salvage facilities.
(b) General instructions for obtaining use of facilities.
(6) Medical Section
(a) Evacuation policy
(b) Facilities available, afloat and ashore, including air evacuation
(c) Instructions concerning burial
(d) Records and reports
(e) Miscellaneous instructions.
(7) Prisoners of War
(a) Evacuation policy
(b) Treatment of wounded prisoners
(c) Interrogation instructions
(d) Reports and records
(8) Captured Material
(a) Disposition of captured documents
(b) Use of captured materials
(c) Transportation of captured material
(d) Preservation from souvenir hunters
(9) Miscellaneous
(a) Mail instructions
(b) Currency
(c) Civil affairs
(d) Previous instructions
Appendices:
I. Specific fueling and provisioning schedules
II. Boat Pool Plans
III. General Operating Instructions
IV. Rendezvous areas
At this point a word concerning the classification of the logistics annex is in order. For reasons of security it is imperative that basic operation plans be given a very high classification. On the other hand experience has indicated that with careful wording the classification of a logistics annex can usually be made lower than that of the basic plan. This is highly desirable, for much of the success of logistics planning is determined by adequate and expeditious dissemination of information. The higher the classification of material, the more restricted its dissemination must be, so for logistics purposes it is well to keep the classification down.
Fifth Phase.—With the completion of the final draft of the logistics annex it becomes necessary to attend to two very important details: (1) The determination of the proper distribution of the logistics annex, and (2) the preparation of such subsidiary directives and communications as are required for the proper implementation of the logistics plans.
No matter how good the plans, how comprehensive their coverage or timely their preparation, some degree of failure will result if the distribution is not adequate. It be-hooves the logistics planners to make a careful study to determine all activities that will be concerned in any way with the implementation of, or dependent on, the provisions of the logistics annex. Those activities should receive copies of the annex.
It is possible that there will be certain aspects of the plan which will require the cooperation of other commands for their successful execution. This requires that the commands concerned be informed of your own commander’s desires by appropriate letter, dispatch, or liaison contact.
With the distribution of the logistics plan and the preparation of subsidiary logistics communications the basic logistics planning is terminated. All that remains is to exercise careful supervision of the planned action and stand ready to make expeditious changes and adjustments as the changing strategical and tactical situation will undoubtedly dictate.
For purposes of affording a handy checkoff list for ready consultation, the above described procedure is reproduced below in form suitable for such purpose:
I—First Phase
(a) Study superior’s operation plan and annexes.
(b) Determine from (a) the following:
(1) Task assigned own commander
(2) Specific logistic obligations imposed
(3) Logistic facilities made available
(4) Forces assigned own command
(5) General concept of the proposed operation.
(c) Prepare analysis of broad requirements versus facilities.
II—Second Phase
(a) Become familiar with probable courses of action considered by own command
(b) Eliminate obviously unsuitable courses of action
(c) Take steps to rectify obvious deficiencies
(d) Obtain intelligence data bearing on retained courses of action
III—Third Phase
(a) Make detailed analysis of requirements and capacities for retained courses of action
(b) Take steps to rectify obvious deficiencies
(c) Maintain close liaison with other staff sections, particularly Operations
(d) Circulate rough drafts of computations or requirements and capacities
(e) Determine as soon as possible most preferred operation plan
IV—Fourth Phase
(a) Concentrate on determination of detailed requirements for selected plan under broad headings:
(1) General
(2) Supply
(3) Transportation
(4) Repair and Maintenance
(5) Medical
(6) Miscellaneous
(b) Prepare tentative plans for meeting the above requirements and circulate to other staff sections as “rough draft” logistics plan
(c) Effect changes in plan as dictated by recommendations and changes in operation plan
(d) Prepare final draft of Logistics Plan
V—Fifth Phase
(a) Determine proper distribution list for Logistics Plan
(b) Prepare subsidiary directives and communications
(c) Distribute plan
(d) Supervise planned action to effect changes as warranted by changes in strategical and tactical situation
In closing it should be emphasized that this method of approach and treatment of a logistics problem is not the way but a way. Each officer faced with the responsibility of supervising the solution of a logistics problem will have to formulate his own plan. It should be borne in mind, however, that those engaged in the formulation of a logistics plan should approach the problem scientifically. Systematic procedures should be decided upon and a clear definition of duties should be established. Finally, constant attention on the part of the logistics planners is necessary to insure that the dissemination of information within the Logistics Section and the associated sections is as thorough as security restrictions will permit. This will pay heavy dividends toward the success of the operation.