United States Joint Forces Command

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
USJFCOM Command Mission

• 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

3
USJFCOM Command Components
1.1 Million Soldiers, Sailors, Airmen, and Marines
Over 80 of US based General Purpose
Active and Reserve Forces
4
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
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 Chairmans 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
Unique Headquarters Functions
J1
J2
J3/4
J5
J6
SJFHQ
J7
J8
J9
JCOA
COMMUNICATIONS
PERSONNEL
INTELLIGENCE
OPERATIONS PLANS, LOGISTICS ENGINEERING
STRATEGY POLICY
STANDING JOINT FORCE HEADQUARTERS CORE ELEMENT
JOINT TRAINING
REQUIREMENTS INTEGRATION
JOINT INNOVATION EXPERIMENTATION
JOINT CENTER OPERATIONAL ANALYSIS
Joint Transformation Command- Intelligence (JTC-I)
Special Operations Command- JFCOM (SOCJFCOM)
Joint Warfighting Center (JWFC)
Joint Warfare Analysis Center (JWAC)
Joint Deployment Training Center
Joint Public Affairs Support Element (JPASE)
Joint Personnel Recovery Agency (JPRA)
Joint Communications Support Element (JCSE)
Joint Systems Integration Command (JSIC)
Joint Fires Integration Interoperability
Team (JFIIT)
USJFCOM Enablers
7
Commanders Guidance

• 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

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
Commanders 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 JFCs 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 the effectiveness 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 Commanders inability to see
requirements and respond with the appropriate
capabilities limited effectiveness and reduced
joint synergy Information technology
infrastructure lacked the necessary
interoperability 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
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

1. Faster identification of theater log
   REQUIREMENTS
2. Clearer understanding and synchronization of
   theater CAPABILITIES
3. Faster identification of theater SHORTFALLS
   (current / projected)
4. Faster and more effective PRIORITIZATION of
   theater shortfalls
5. More effective ADJUDICATION of conflicting
   priorities
6. Improved capability to DIRECT theater log
   RESOURCES

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
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 / Sea Port 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

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