The Army can’t guarantee overmatch in future war – a luxury we have had since the end of the Cold War. Our senior leaders are acknowledging it. This is a sobering thought, especially for sustaining the force. As part of the so called “tail,” this changes how we support the future fight. We have spent our entire military careers operating in theaters where our forces have superiority across all domains. Our forces executed resupply operations from the division rear area in relative security. We were able to appropriately prepare to provide logistics across the line of departure, but no longer.
As instructors on the Logistics Captains Career Course, it is our responsibility to ensure that students know what this means. They must understand what the loss of domain superiority means for sustainment. The Commandant of Army Logistics University, COL Godfrey, and the Staff of the Army Futures Command Sustainment Battle Lab believe that advances in technology and proposed changes to logistics leader development will shape the sustainer’s role in the future fight.
In order to understand how a sustainer must change, we must begin by looking at what will stay the same. According to Colonel Godfrey, providing support has and will always be “providing support.” The way in which we do it will significantly change in the next ten years. However, the mission and the fundamental principles will always stay the same. The basic principles of Reception, Staging, Onward Movement, and Integration (RSO&I) will still happen. However, RSO&I has previously been conducted near a Theatre in a relatively safe environment. Multi-Domain Operations (MDO) highlight that we might need to maneuver from strategic distances due to near-peer threat contesting us from strategic distances. The MDO tenet of “Calibrated Force Posture” might mean that we have more forces, equipment and supplies pre-positioned – subject to threat levels.
At some point in time we will have to synchronize the coming together of the Soldier with their equipment. This creates the capability required to defeat our adversary. We will have to forecast the needs of the Soldiers and their equipment. We will have to provide them with the critical supplies necessary to accomplish the assigned mission. The reason there is not a multifaceted logistics approach to dense urban combat is because the fundamental sustainment mission does not change. In order to ensure maneuver does not culminate we have to continue to forecast and provide subsistence, fuel, ammunition, medical and maintenance support regardless of the theatre of war or type of operation.
The Future of Logistics
If so much will stay the same then what will change? Everything else, especially from a technological, procurement and execution perspective. There have been amazing advances in logistics technology around the world. Much of these advances are already in use by civilian industry to great success. It will not be long before we see drones and other autonomous delivery platforms (air, sea and ground) executing distribution missions. Quartermaster capabilities could soon include water-from-air technology, alternative sources of energy (reducing the physics challenges of supplying fossil fuels) including solar energy, and additive manufacturing. Some munitions could soon be replaced by precision energy weapons. All this technology is already in existence. Soon, the average Soldier will have to work out how to employ it across all the domains, while not having domain superiority.
The Sustainment Battle Lab staff re-iterated that the number one threat that we, as Sustainers, face is that we will be contested continually, across all domains by our adversaries. While the principals of RSO&I will stay the same the execution of the process is forever changed by that consideration. With near peer adversaries having global reach there will no longer be a haven location to prepare for deployment that is free from threat. Our forces will not have the freedom to stage in a location or neatly integrate into a theatre of operations.
If we are involved in Large Scale Ground Combat Operations (LSGCO) against a near peer threat we are always under threat from some form of attack. A joint multi-agency force will be required to set the conditions to create a period of superiority in some domains. This allows sustainers to enable the preparation and deployment of a force or capability. From an Army sustainment perspective our ability to enable readiness will be paramount to the success of future deployments. We will need to offset the loss of relative security while leveraging the quantum leaps in available technology to provide the maneuver force with the right sustainment effects in the right place, at the right time.
Modernizing Sustainment
How we get from where we are now, to where we need to be in the future relies heavily on the Logistics Branch. The way in which the Army procures equipment is changing. In the next ten years we will see a vertical approach to modernization; meaning that high readiness units, aligned to deter and compete with our near peer adversaries, will receive the newest equipment in a more efficient timeframe. Potentially, newer versions of that equipment before units with a lower readiness priority receive their initial issue.
This approach to modernization sets new challenges for our Logisticians and equipment Program Managers. How do we keep our maintainers in the high readiness units qualified on changing equipment variants? Can we design and implement a program that enables the supply system to track multiple variants of the same base equipment fleets? How do we simultaneously support rapid fielding of new equipment, turn in of superseded equipment?
The Acquisitions Corps is only going to be as effective as the feedback it receives from the field. We, as logisticians are key to this process and will be the intermediary between the ground truth in the units and the feedback the Acquisition Corps receives. Even if Artificial Intelligence will allow us to have access to an instant feed on equipment status, logisticians must have the requisite knowledge to enable them to articulate relevant information when it comes to equipment status. We will be charged to relay that information in an accurate and timely manner to enable an efficient and effective procurement decisions.
We need to reevaluate our definitions of “readiness” and “fully mission capable.” This will shape how we training the future force. It’s not enough to be able to start a tank or fire a rifle. The force as a collective must be able to provide the required effect on the enemy or the terrain. Our lexicon must evolve to create shared understanding of logistical readiness in real-time.
Leading Future Sustainment
Our job, as COL Godfrey pointed out, is about more than equipment management. We as logisticians are leaders of some of the largest formations on the battlefield. Our leaders need to delegate, adapt, assume risk, and invest energy in technologies we don’t fully understand. As company and battalion commanders, S-4s, and Support Operations Officers we must be absolute experts in understanding and relaying the situation on ground to our higher commanders, staffs, and peers.
LTC Henry-Neil pointed to convergence as an emerging problem-set of sustaining MDO. It’s the point in a battle where maneuver forces prioritize a logistics operation (e.g., refueling) ahead of a tactical task. At some point, maneuver forces will need to support logistics operations. They will need to converge at a time and place to set conditions and achieve superiority to support resupply. This must be built into the operational plan; it cannot be an afterthought in a concept of support.
Logisticians don’t set the conditions nor do they achieve the superiority required to enable resupply operations. But without resupply, maneuver forces can’t execute their mission. From a leadership perspective, asserting the need for prioritization of logistics over a maneuver tactical task requires situational awareness. Sustainers not only need to be present in the maneuver planning process but also be able to articulate their needs. This includes the need for maneuver convergence in support of logistics and the risk associated with not prioritizing it.
Let’s Talk About Risk
We as Sustainers must be able to speak in terms of risk, both to the mission, and to our Soldiers. That language is common across the branches. Being able to clearly articulate our risk determination is critical in creating shared understanding. How we assess and then mitigate mission risk determines mission success. As logisticians we must be the subject matter expert on sustainment capabilities in your command. We are responsible for informing the Maneuver Commander of the art of the possible, probable and impossible. Sustainment enables maneuver.
We need to know and understand who holds key information. Then we have to know what questions to ask and master the information processing systems available. We need to force ourselves to be part of the planning process and get a seat at the table. Only then can we match our supported maneuver forces requirements and develop solutions for shortfalls. The rapid changes to technology and loss of assured domain superiority adds to the complexity.
Decisions at the Speed of War
Our discussions with the commandant and the Battle Lab team revealed a common theme. Leaders will need to make decisions faster to succeed in future war. Decision-makers will require numerous sources of information and the ability to convert dense data into relevant information. What does that mean for Sustainers? It means that leaders must improve their ability to process information and make decisions at the speed of relevancy.
We need to be able to explain the outcome of our decision-making process coherently to our subordinates and superiors alike. This will be challenging as some of the process will be automated and managed by artificial intelligence within our lifetime. We will need to create an environment to enable our subordinates to make decisions in our absence. Clear Commander’s Intent and the understanding and prosecution of the emerging technology available will be paramount to enable our subordinates to act in our absence and employ Mission Command.
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Multi-Domain Operations represent a pivotal moment for Sustainers in the preparation of the future fight. If we develop requirements, understand capabilities, and provide creative solutions to shortfalls, we will ensure our maneuver brethren can meet their future challenges with the support they need. As an enterprise, we need to review the Multi-Domain Operations Concept and reflect on what we need for the next fight. We must continue to evolve the way we sustain to sustain our forces on the future battlefield. Investing in the future will ensure that Sustainers have the necessary skills, equipment and capabilities to enable victory on tomorrow’s battlefield.
Maj. Andrew Laingis is an Australian Exchange Officer currently serving as the Deputy Director of the Captain Career Training Department at Fort Lee, Virginia. A Royal Australian Corps of Transport Officer, he has served in support of Brigade and Joint Exercises/Operations, Regional Force Support Units and Special Forces; with operational experience in Afghanistan. Maj. Laing will shortly return to Australia to commence Company Command at Road Transport Wing, Army School of Transport.
Capt. Stephanie Worth is currently a Small Group Leader for the Combined Logistics Captain’s Career Course at Fort Lee, Virginia. A Logistics officer, she has served in support of Infantry, Armor and Special Forces; with operational experience in Iraq and Afghanistan. She has a bachelor’s degree in Economics from Drew University and a master’s degree in business administration from Northeastern University. Capt. Worth will attend the Marine Corps Command and Staff College this summer. She has published commentary in the NCO Journal,From the Green Notebook, and the Field Grade Leader.
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