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Contents:
  1. The Eight P’s for Effective Delivery of an Integrated Logistics Operations
  2. Integrated Logistics Support
  3. Subscribe to SIPMM Newsletter
  4. Management planning - Management planning and policy | Mitsubishi Logistics Corporation

The first principle concerned — that of collective responsibility — is the driving force of logistic support at NATO. This collective responsibility encourages nations and NATO to cooperatively share the provision and use of logistic capabilities and resources to support the force effectively and efficiently. Standardization, cooperation and multinationality in logistics build together the basis for flexible and efficient use of logistic support, thereby contributing to the operational success.

There is an essential interdependence between responsibility and authority. The responsibility assigned to any NATO commander must be matched with the delegation of authority by nations and NATO to allow the adequate discharge of responsibilities. The NATO commander at the appropriate level must be given sufficient authority over the logistic resources necessary to enable him to receive, employ, sustain and redeploy forces assigned to him by nations in the most effective manner.

All logistic support efforts, from both the military and civil sector, should be focused to satisfy the operational requirements necessary to guarantee the success of the mission. Cooperation among the nations and NATO is essential. Cooperation across the full spectrum of logistics, including between the civilian and military sector, as well as within and between nations, both contribute to the best use of limited resources.

For non-Article 5 crisis response operations, this cooperation must be extended to non-NATO nations, and other relevant organisations as required.


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Logistic support must be coordinated not only among nations but also between nations and NATO at all levels. It must also be carried out with non-NATO nations and other relevant organisations as required. Generic and standing pre-arranged agreements are the tools to facilitate logistic coordination and cooperation. The overall responsibility for coordination lies with NATO and should be conducted as a matter of routine. Nations and NATO must ensure, individually and collectively, the provision of logistic resources to support forces allocated to NATO during peace, crisis and conflict. It must be ensured for any NATO operation, no matter the duration.

Logistic resources must be used as efficiently and economically as possible. Needs must be identified in a timely manner to optimise the efficient provision and effective use of such resources. Logistic support must be proactive, adaptable and responsive to achieve the objective.

Adequate planning which considers potentially changing circumstances enhances flexibility. Visibility and transparency of logistic resources are essential for effective logistic support. NATO commanders require a timely and accurate exchange of information among nations and NATO to prioritise consignment movement into and within the joint operation area. This allows for redirection in accordance with agreements between the commander and national support elements, as well as for effective employment of logistic assets within the joint operation area.

A formal hierarchy of logistics policies and doctrine exists. At the top are strategic-level logistics policies, which are published as North Atlantic Council Memoranda and Military Committee documents. The framework for its implementation is the Concept for Cooperation in Logistics, which is composed of three principal elements:. All logistics policy documents promulgate the principles outlined in the section above: collective responsibility, authority, primacy of operational requirements, cooperation, coordination, assured provision, sufficiency, efficiency, flexibility, and visibility and transparency.

With regard to the general implementation of logistic support, responsibility and authority have a fundamental role to play. Individual countries have the ultimate responsibility for equipping their forces and ensuring the provision of logistic resources to support the forces assigned to NATO during peace, crisis and conflict. They retain responsibility until such time as they are released to NATO by agreed mechanisms for the Transfer of Authority.

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The Eight P’s for Effective Delivery of an Integrated Logistics Operations

The NATO commander assumes control of commonly provided resources as directed and is responsible for establishing the logistic requirements for all phases of an operation, as well as the development of a logistic support plan that supports the operational plan. The commander must also ensure that the logistic force structure and the command and control C2 arrangements have been established and are capable of supporting the operation. In sum, with logistic information, the NATO commander has the key authority to ensure that the force is properly supported and to establish a support organisation to meet the operational requirement.

Defence planning provides a framework within which national and NATO defence-related planning can be harmonised so as to meet the Alliance's agreed requirements in the most effective way. In other words, defence planning seeks to ensure that the Alliance has the requisite forces, assets, facilities and capabilities to fulfil its tasks throughout the full spectrum of its missions in accordance with the Strategic Concept.

Integrated Logistics Support

It is at this level that the logistic capabilities needed to deploy, sustain and redeploy Alliance forces are identified by the Strategic Commanders in consultation with participating countries. The authority, responsibility and funding for multinational logistic arrangements are established during the operational planning process. The Strategic Commanders are also responsible for developing stockpile requirements.

Stockpiling is closely linked to the principles of logistic readiness and sustainability. National and NATO logistic plans must ensure that sufficient quantity and quality of logistic resources are available at the same readiness and deployability levels to support forces until a re-supply system is in place. In addition, combat power must be sustained for the foreseen duration of operations, which necessitates sufficient stocks or at least assured access to industrial capabilities, agreements, contingency contracts and other means, including contractor support to operations.

Effectively, it is a planning tool that provides the Logistics Committee with a mechanism to coordinate and harmonise, on behalf of the North Atlantic Council and the Military Committee, the development and implementation of logistics policies and initiatives within NATO. It is approved by the Logistics Committee, but logistics and logistics-related committees are invited to cooperate in its completion.

Progress on objectives is reported to the Logistics Committee through an Annual Logistic Report, which is also sent to defence ministers for notation. Logistics operational planning is part of the NATO operational planning process. It aims to get what is effectively needed in the field of logistics for a specific operation, as opposed to logistics planning which aims to ensure the availability of logistics in general. Three key documents are produced during operational planning:. In addition to these three documents, logistic support guidelines are produced that include considerations such as the geography of the theatre and the political and military situation.

LIS in numbers

Other issues are also taken into account such as the use of multinational logistics, movement planning, medical planning, the role of the host nation and coordination with international organisations and non-governmental organisations. A number of associated policy committees, organisations and agencies are involved in, or support logistics.

Its overall mandate is two-fold: to address logistics matters with a view to enhancing the performance, efficiency, sustainability and combat effectiveness of Alliance forces; and to exercise, on behalf of the North Atlantic Council, an overarching coordinating authority across the whole spectrum of logistics functions within NATO. It carries out its work through four subordinate bodies of which the Logistics Committee Executive Group and the Movement and Transportation Group are the principal ones. The LC reports jointly to both the Military Committee and the North Atlantic Council, or the Defence Planning Committee as appropriate, reflecting the dependence of logistics on both civil and military factors.

The PC is the expert body reporting to the LC responsible to ensure NATO can meet its petroleum requirements in times of peace, crisis and conflict, including expeditionary operations. The PC was originally established as the NATO Pipeline Committee in , but was renamed twice after that: once in March when it became the NATO Petroleum Committee to better reflect its wider role and responsibilities; and the second time in June during a major committee review, when it became the Petroleum Committee and was placed under the LC.

It facilitates integration of civil support and advice on civil issues into Alliance operational planning, including the possible use of military logistic resources for civil emergencies. It coordinates closely with the LC. This is the senior authority of the Alliance for providing coordinated advice to the North Atlantic Council on overall standardization matters. Accordingly, its only focus at the time was the establishment of and compliance with overall logistics requirements.

The Alliance planned the linear defence of Western Europe with national corps supported by national support elements. Lines of communication within Europe extended westwards and northwards to Channel and North Sea ports. Planning called for reinforcements and supplies to be sea-lifted from the United States and Canada to these same ports and to be airlifted to European bases to pick up pre-positioned equipment.

In the s, NATO recognised the changed security environment it was operating in as a result of enlargement, Partnership for Peace PfP and other cooperation programmes with Central and Eastern Europe, cooperation with other international organisations, and peace support operations in the Balkans. The logistic footprint was very large, featuring redundant and inefficient national logistic structures.


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  8. IFOR's 60, troops in Bosnia and Herzegovina were deployed and supplied nationally by road, rail, ships and aircraft over relatively short lines of communication. While the force was able to rely on some host nation support — civil and military assistance from neighbouring countries and even Bosnia and Herzegovina itself — it relied heavily on national support elements with redundant logistic support capabilities, reducing the overall efficiency and effectiveness of the overall force. For example, KFOR had five field hospitals, one for each brigade, when fewer would have been sufficient for the force.

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    In particular, the downsizing of military resources stressed the need for increased cooperation and multinationality in logistic support. The new challenges required the Alliance to be able to logistically sustain and operate in non-Article 5 crisis response operations, potentially at far distances from the supporting national logistic and industrial bases and on non-NATO territory, with no supportive or functioning host nation.

    It first developed a vision for NATO logistics aimed at addressing the challenge of developing collective responsibility in logistics between NATO and the states involved. This collective responsibility is attained through close coordination and cooperation between national and NATO authorities during both planning and execution. It also includes greater consideration of the efficient use of civil resources.

    As a result of their experiences in NATO-led operations, countries have gained an appreciation of the value of this approach to logistic support, especially in the case of the International Security Assistance Force ISAF in Afghanistan.

    Management planning - Management planning and policy | Mitsubishi Logistics Corporation

    The long lines of communication inside the country are hampered by rough terrain, unpaved roads and security threats. The force therefore relied heavily on airlift for movement, reinforcements and supplies. Tactical fixed- and rotary-wing aircraft were crucial for the expansion of the ISAF mission beyond Kabul as it could take days to travel from the capital to the provinces by road, made potentially impossible in the winter with snow. This expansion began in January with the establishment of Provincial Reconstruction Teams PRTs , north of the Afghan capital, then to the west, the south and the east.

    Across the crisis management spectrum in particular, a need for enhanced intelligence-sharing within NATO and more effective interface with civilian partners in forming appropriate civilian crisis management capability were highlighted. Additionally, Political Guidance further articulates the strategic direction set in the Strategic Concept and the measures put in place by the RAP. It provides specific direction to the different planning domains, including logistics.