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United States Joint Forces Command Command Overview and Joint Logistics Considerations

United States Joint Forces Command Command Overview and Joint Logistics Considerations. COL Vic Maccagnan Director, USJFCOM J49 Joint Logistics Capabilities Development Division 18 June 2010. 1.

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United States Joint Forces Command Command Overview and Joint Logistics Considerations

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  1. United States Joint Forces Command Command Overview and Joint Logistics Considerations COL Vic Maccagnan Director, USJFCOM J49 Joint Logistics Capabilities Development Division 18 June 2010 1

  2. The United States Joint Forces Command provides mission ready Joint Capable forces and supports the development and integration of Joint, Interagency, and Multinational capabilities to meet the present and future operational needs of the Joint Force USJFCOM Command Mission

  3. USJFCOM Command Components USFF ACC 6 CSGs 5 ESGs 17 F/B/Comp Wings 101,000 Sailors 83,652 Airmen 19,382 sailors (RC) 57,357 Airmen (RC) FORSCOM MARFORCOM 7 Divisions 35 BCTs 1 Division 1 Wing 1 MLG 51,579 Marines 195,000 Soldiers 39,600 Marines (RC) 545,000 Soldiers (RC) 1.1 Million Soldiers, Sailors, Airmen, and Marines Over 80% of US based General Purpose Active and Reserve Forces

  4. Dual-hatted: NATO Supreme AlliedCommander Transformation Evolution of USJFCOM Atlantic Command US Atlantic Command Commands US-based forces • USACOM US Joint Forces Command • leads Joint Deployment Process • enhances Joint training • establishes Joint requirements architecture Individual Augmentee Responsibility Joint Integration & Interoperability 1993 1997 1998 1999 2002 2003 2005 2006 2007 Global Force Mgr Global Force Provider Joint Experimentation Joint Training & Integration of assigned forces Completes Shift to a Functional Command Joint C2 Capability Portfolio Manager Organize, Train, Equip JTF HQ June 19, 2003 SUPREME ALLIED COMMAND TRANSFORMATION (SAC-T) SUPREME ALLIED COMMAND, ATLANTIC (SACLANT)

  5. Log Equity Log Equity Log Equity Log Equity Log Equity Log Equity What We Do – The Key Functions • Lead Joint Concept Development & Experimentation • Lead development, exploration, & integration of new joint warfighting concepts and DoD Experimentation • Serve as Lead Joint Force Integrator • Recommend changes in DOTMLPF to integrate DoD, interagency and multinational capabilities; Lead development of joint doctrine, concepts, requirements & integrated architectures for joint C2 • Train the Joint Force • Lead agent for the CJCS exercise program for joint and combined operations; Execute transformation of individual and collective joint training; Support the Chairman’s Joint Doctrine Development Program • Lead the Collaborative Development of Joint Readiness Standards • Lead development for JTF HQ staffs, JTF FCCs and staff, and HQs designated as potential joint HQs • Primary Joint Force Provider • Identify and recommend and supervise the implementation of global joint sourcing solutions; Globalize the Force Management process • Manage the Joint Command and Control (JC2) Capability Portfolio • Evaluate and assess to eliminate capability gaps, reduce redundancies and achieve efficiencies • Lead Joint Urban Operations Development • Executive Agent to lead, coordinate, & integrate JUO doctrine, organization, training, & equipment activities • Serve as the DoD Joint Deployment Process Owner • Executive Agent to improve and transition the global capability for force deployment & redeployment

  6. A Unique Organization Commander Command Sergeant Major Deputy Commander Chief of Staff Joint UAS Center of Excellence (JUAS COE) Unique Headquarters Functions J1 J2 J3/4 J5 J6 J7 SJFHQ JCOA J8 J9 PERSONNEL INTELLIGENCE OPERATIONS PLANS, LOGISTICS & ENGINEERING STRATEGY & POLICY COMMUNICATIONS JOINT TRAINING STANDING JOINT FORCE HEADQUARTERS CORE ELEMENT JOINT CENTER OPERATIONAL ANALYSIS REQUIREMENTS INTEGRATION JOINT INNOVATION & EXPERIMENTATION Joint Deployment Training Center Joint Transformation Command- Intelligence (JTC-I) Special Operations Command- JFCOM (SOCJFCOM) Joint Warfighting Center (JWFC) Joint Warfare Analysis Center (JWAC) Joint Public Affairs Support Element (JPASE) Joint Communications Support Element (JCSE) Joint Personnel Recovery Agency (JPRA) Joint Systems Integration Command (JSIC) Joint Fires Integration & Interoperability Team (JFIIT) USJFCOM “Enablers”

  7. Jointness is not a natural state – Deserves our best effort We will fight future wars with partners Our enemy means every word it says Our military must retain conventional dominance Improve capability in the irregular fight Commander’s Guidance Reshape our forces to fight a new way of war

  8. JTF Headquarters requirements increasing

  9. Recent View from the Warfighter “....logistics in this area of operations is not directed by a single headquarters, but rather by rules and procedures of the separate services… This loosely formed system relies on informal, personal relationships, command intervention and ad hoc requests resulting in inefficiencies, uncertain schedules, and continual retraining and reestablishment of relationships… While the commander possesses directive authority for logistics he is unable to execute it as effectively and efficiently as possible due to this lack of joint rules, tools, and processes.”

  10. What USJFCOM has been working on… Problem Statement: The current logistics system characterized by Service and Agency centric operations supported by numerous non interoperable information technology systems creates barriers in logistics operations that degrades the Joint Force Commander’s ability to effectively support Joint Operations. The resultant redundancies and inefficiencies include incomplete planning, poor ops / log integration, sub optimization of service component resources, reduced cross-component asset visibility and situational awareness, redundant distribution systems, and unintended competitive component supply chains and contracting. Outcome: Joint Logistics capabilities with supporting rules, tools, processes, and organizations to enhance the JFC’s ability to effectively plan, execute and integrate logistics in order to optimize its effects at the operational level resulting in effective support to joint operations.

  11. The Joint Logistics Problem • No Single Log POC in Charge of Overall Theater Logistics • Competitive, Service-Centric Supply Chains • Lack of Cross-Service Supply Chains • Poor Cross-Service Situational Awareness • Lack of In-Transit Visibility • Redundant, Unconnected Distribution Systems • Costly and Inefficient Service-Centric Processes

  12. Precepts for Joint Logistics • Essence of joint log is to combine service capabilities to enhance theeffectiveness and compensate for the vulnerabilities of the other • Achieving log synergy requires ability to visualize logistics holistically, identifying support that enables each component to optimize its operations, and determining how other components might support each other as the situation dictates; requires the ability to think in terms of joint logistics, independent of a specific service component or domain • Requires ability and willingness to compare alternative support options for component missions from the perspective of combined effectiveness • Achieving joint logistics and the mutual sharing of resources must: • Be consistent with component's intrinsic capabilities and limitations • Ensure shared resources not risked for insufficient overall return • Guarantee that support provided will be executed as promised

  13. Insights on Joint Logistics • Success of Joint Logistics should be measured at Tactical Level • Operational readiness is desired outcome • Sustained Joint operational readiness enables freedom of action • Essence of Joint Logistics is at the Operational Level • Focus effort here • The Operational Level is where Joint Logistics MUST excel • Full integration here provides greatest opportunities • Svc, MN, IA, Other elements / capabilities linking Strategic to Tactical Systems, Rules, Tools, Processes, and Orgs enable freedom of action • Imperatives for Success (How we measure…) • Unity of Effort • Domain-wide Visibility • Rapid and Precise Response

  14. Imperatives for Success Unity of Effort • What it is / What it requires • Enablers • Appropriate Organizations / Capabilities / Authorities • Shared Awareness • Common Measures of Performance

  15. Imperatives for Success Domain-wide Visibility • What it is / What it requires • Enablers • Connectivity • Standard Enterprise Data Architecture • Global Focus Over Process

  16. Imperatives for Success Rapid and Precise Response • What it is / What it requires • Enablers • Responsiveness / Speed • Sustainability / Continuity of Support • Efficiency / Economy of Scale • Simplicity • Flexibility / Adaptability • Survivability

  17. The Joint Logistics Pitfall… Avoid combining joint capabilities where doing so adds complexity without compensating advantage The requirement to operate jointly imposes constraints on the services, which the service should willingly accept if the radical increase in collective improved effectiveness joint log provides is demonstrated Joint log synergy is not a natural outcome of multi-service operations It requires explicit effort and is achieved only at a cost of increased complexity and greater requirements for training, technical and technological interoperability, liaison and planning

  18. Joint Logistics Lessons Learned Operational Lessons Learned The Combatant Commander’s inability to see requirements and respond with the appropriate capabilities limited effectiveness and reduced joint synergy Information technology infrastructure lacked the necessaryinteroperability – log situational awareness was minimal The stove-piped operations between services and commands created barriers in communications and supply operations. Inability to effectively execute Directive Authority for Logistics (DAFL)   Lack of a Joint Logistics Organization to ensure that joint functions were executed meant that very few were   Lack of effective Logistics Command and Control – B2C2WG were of marginal value with inherent log C2 challenges

  19. Law and Doctrine Supporting Joint Logistics NEW !!! Jul 08

  20. Building a Joint Logistics Framework Common User Logistics is the Bridge Joint Logistics

  21. Common User Logistics (CUL) “Services, materiel, or facilities provided by a DOD Agency or Military Department on a common basis for two or more DOD agencies, elements, or other organizations as directed.” JP 1-02

  22. CUL Pillar # 1 Executive Agent (EA) Delegation of authority by the Secretary of Defenseto a subordinate to act on behalf of SecDef EA The nature and scope of the authority must be designated in writing

  23. Pillar # 2 ISSAs

  24. Pillar # 3 COCOM

  25. Endstate - Operational Results Faster identification of theater log REQUIREMENTS Clearer understanding and synchronization of theater CAPABILITIES Faster identification of theaterSHORTFALLS(current / projected) Faster and more effectivePRIORITIZATIONof theater shortfalls More effective ADJUDICATIONof conflicting priorities Improved capability toDIRECTtheater logRESOURCES

  26. Back Up Slides

  27. Joint Force Cdr Considerations for Log C2 Mission End State Prevalent Domain Dominant Service and Capabilities Physical Infrastructure of the AO DOD Agencies involved and their Capabilities Interagency and Multi-National Implications IT Capability Force Protection Requirements

  28. Required Operational Level Joint Log Capabilities 1) Centralized Joint Log Planning 2) Efficient Adjudication of Conflicting Priorities 3) In-Transit Visibility and Tracking 4) Timely ID of Requirements and Shortfalls 5) Clear Understanding of Component Capabilities 6) Ability to Synchronize Component Capabilities 7) Integrated Log Processes 8) Integrated Distribution System 9) Coordinated Component Supply Chains 10) Cross Component Asset Visibility 11) Improved Capability to Direct Resources 12) Documented Procedures (SOPs) 13) Coordinated Contracting 14) JMETL Based Logistics Training 15) Single Log POC with Effective Org Construct 16) Ops / Log Coordination and Integration 17) Improved Cross Component Collaboration

  29. Rules, Tools, and Processes To EnableRequired Joint Logistics Capabilities UNCLASSIFIED • Enabled By • Fusion Center, Joint Decision Support Matrix (JDSM) • Fusion Center, Log COP (Portal), JDSM • Log COP (Portal), JDDOC, JDSM, GCSS-J • Fusion Center, JDSM, Plan, Decide, Execute (PDE) Cycle • Fusion Center, JDSM, PDE Cycle • Fusion Center, Log COP (Portal), JDSM, PDE Cycle • Joint Log Standard Operating Procedures (SOPs) • JDDOC, JDSM, PDE Cycle • JDSM, PDE Cycle • Log COP (Portal) • Fusion Center, PDE Cycle, FRAGO Process • SOPs • Log COP (Portal), PDE Cycle • Senior Leader & Staff Training, Joint Computer Based Trng • Staff Officer or Commander (Options) • Fusion Center, PDE Cycle, FRAGO Process • Fusion Center, Log COP (Portal) Required Joint Logistics Capabilities Centralized Joint Logistics Planning Efficient Adjudication of Conflicting Priorities In-Transit visibility and tracking Timely Identification of Requirements and Shortfalls Clear understanding of Component capabilities Ability to Synchronize Component Capabilities Integrated Logistics Processes Integrated Distribution System Coordinated Component Supply Cross Component Asset Visibility Improved Capability to Direct Resources Documented Procedures (SOPs) Coordinated Contracting JMETL Based Logistics Training Single Logistics POC with effective org construct OPS / LOG Coordination and Integration Improved Cross Component collaboration

  30. COCOM CDR Option Selection and Design Required Joint Logistics Capabilities • Centralized JLog Planning • Conflicting Priorities Adjudication • In-Transit Visibility/Tracking • Timely Requirement/Shortfall ID • Clear Component Capability Understanding • Synchronized Component Capabilities • Integrated Logistics Processes • Integrated Distribution System • Coordinated Component Supply • Cross Component Asset Visibility • Improved Resource Allocation Capability • Documented Procedures (SOPs) • Coordinated Contracting • JMETL Based Logistics Training • Single Log POC/Effective Org Construct • OPS/LOG Coordination/Integration • Improved Cross Component Collaboration Enabled By • Fusion Center (FC), Joint Decision Support Tool (JDST) • FC, Log COP (Portal), JDST • Log COP (Portal), JDDOC, JDST, GCSS-J • FC, JDST, Plan, Decide, Execute (PDE) Cycle • FC, JDST, PDE Cycle • FC, Log COP (Portal) JDST, PDE Cycle • Joint Log Standing Operating Procedure (SOP) • JDDOC, JDST, PDE Cycle • JDST, PDE Cycle • Log COP (Portal) • FC, PDE Cycle, FRAGO process • SOPs • Log COP (Portal), PDE Cycle • Sr Leader/Staff/Joint Computer Based Training • Staff Officer of Commander Option • FC, PDE Cycle, FRAGO Process • FC, Log COP (Portal) 3 Staff • Base – Existing joint staff • Authorized to coordinate and deconflict joint log issues • Empowered to recommend in coord with the J3 the preparation of FRAGORDs to direct log actions • Augmented as required by the mission Organizational • May establish joint command for logistics using existing Service led logistics organization • Augmented as required `to provide “joint” perspective • Operates with clear delineation of command relationships and authorities 2 2 1

  31. Why a COCOM might want a Joint Logistics Command (JLC) • Single operational logistics Commander to synchronize cross-service/agency support • Defense Logistics Agency (DLA) Interface • Defense Reutilization and Marketing Service (DRMS) • Forward Depots • Class III Synergy - Defense Energy Support Center (DESC) • Class I Synergy - Subsistence Prime Vendor (SPV) • Other Classes of Supply Synergy - DLA Contingency Support Teams (DCST) • Air / SeaPort Operations and interface with TRANSCOM • C2 of Deployment and Distribution Operations Center (DDOC) • Efficiency and Effectiveness of operations • Clothing Issue (DOL like activities like CIF) • Services • Contracting • Common-User Logistics (CUL) • Simplify Theater Level C2 • One Log HQ reporting to COCOM HQ • Force protection msns • Terrain mgmt

  32. Why a COCOM might want an Enhanced J4 (eJ4) • Single staff focal point for strategic level and operational level logistics fusion • Promotes synchronization of cross-service/agency support • Defense Logistics Agency (DLA) Interface • Defense Reutilization and Marketing Service (DRMS) • Forward Depots • Class III Synergy - Defense Energy Support Center (DESC) • Class I Synergy - Subsistence Prime Vendor (SPV) • Other Classes of Supply Synergy - DLA Contingency Support Teams (DCST) • Staff Oversight and integration of Deployment and Distribution Operations Center (DDOC) into J4 staff • Efficiency and Effectiveness of operations • Boards, Bureaus, Cells, Centers, Work Groups (B2C2WG) • Distribution Mgmt • Joint Contingency Contracting • Joint Engineer Effort • Security Assistance • Retains planning and execution linkages to other COCOM Staff Agencies

  33. Enhanced J-4 or Joint Support Cmd Directive Authority for Logistics (DAFL) Log Effectiveness Links to Planners & Operators Command Authority Better Rules, Tools and Processes Better Rules, Tools and Processes Staff Authority Staff Authority JSC Enhanced J-4 More Logistics Effectiveness = Improved Warfighting

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