joint tactics, techniques, and procedures for common- …01).pdf · joint tactics, techniques, and...

11 June 2001

Joint Tactics, Techniques, andProcedures for Common-

User Logistics DuringJoint Operations

Joint Publication 4-07

PREFACE

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1. Scope

This joint publication provides thecombatant commander, subordinate jointforce commander (JFC) and Servicecomponent commanders with standardizedguidance and information for conductingcommon-user logistics (CUL) support fromthe theater strategic level to tactical levels inall joint operations. It defines and describesCUL support and the conditions in which itmay be best used. This publication will aidcombatant commanders, subordinate JFCs,and their Service component commanders byincreasing efficiency in both the planning andexecution of CUL support in joint ormultinational operations.

2. Purpose

This publication has been prepared underthe direction of the Chairman of the JointChiefs of Staff. It sets forth doctrine andselected joint tactics, techniques, andprocedures (JTTP) to govern the jointactivities and performance of the ArmedForces of the United States in joint operationsand provides the doctrinal basis for USmilitary involvement in multinational andinteragency operations. It provides militaryguidance for the exercise of authority bycombatant commanders and other JFCs andprescribes doctrine and selected tactics,techniques, and procedures for jointoperations and training. It provides militaryguidance for use by the Armed Forces inpreparing their appropriate plans. It is not the

intent of this publication to restrict theauthority of the JFC from organizing the forceand executing the mission in a manner the JFCdeems most appropriate to ensure unity ofeffort in the accomplishment of the overallmission.

3. Application

a. Doctrine and selected tactics,techniques, and procedures and guidanceestablished in this publication apply to thecommanders of combatant commands,subunified commands, joint task forces, andsubordinate components of these commands.These principles and guidance also may applywhen significant forces of one Service areattached to forces of another Service or whensignificant forces of one Service supportforces of another Service.

b. The guidance in this publication isauthoritative; as such, this doctrine (or JTTP)will be followed except when, in the judgmentof the commander, exceptional circumstancesdictate otherwise. If conflicts arise betweenthe contents of this publication and thecontents of Service publications, thispublication will take precedence for theactivities of joint forces unless the Chairmanof the Joint Chiefs of Staff, normally incoordination with the other members of theJoint Chiefs of Staff, has provided morecurrent and specific guidance. Commandersof forces operating as part of a multinational(alliance or coalition) military commandshould follow multinational doctrine and

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For the Chairman of the Joint Chiefs of Staff:

procedures ratified by the United States. Fordoctrine and procedures not ratified by theUnited States, commanders should evaluateand follow the multinational command’s

doctrine and procedures, where applicableand consistent with US law, regulations, anddoctrine.

S. A. FRYVice Admiral, U.S. NavyDirector, Joint Staff

TABLE OF CONTENTS

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PAGE

EXECUTIVE SUMMARY ............................................................................................. v

CHAPTER IOVERVIEW

• Introduction .............................................................................................................. I-1• Definition .................................................................................................................. I-1• CUL Support Methodology ....................................................................................... I-1• CUL and the Principles of Logistics .......................................................................... I-2• Logistics Authority Discussion.................................................................................. I-3• Sources of Authority ................................................................................................. I-3• Summary .................................................................................................................. I-7

CHAPTER IIROLES, RELATIONSHIPS, AND RESPONSIBILITIES

• Introduction ............................................................................................................. II-1• Department of Defense ............................................................................................. II-1• Military Departments ............................................................................................... II-2• United States Joint Forces Command ....................................................................... II-3• Key CUL Organizations ........................................................................................... II-4• Defense Logistics Agency ........................................................................................ II-7• Defense Contract Management Agency .................................................................... II-8• Other National Logistic Sustainment Providers ........................................................ II-8• Key Functional Combatant Commands .................................................................. II-12• Supporting Combatant Commands ......................................................................... II-15• The US Coast Guard .............................................................................................. II-16• Deployable Service Exchange Organizations ......................................................... II-17• Other DOD Agencies ............................................................................................. II-18• Non-DOD Federal Agencies .................................................................................. II-19

CHAPTER IIIORGANIZATION OPTIONS

• Introduction ........................................................................................................... III-1• General .................................................................................................................. III-1• Specific Organization Options ................................................................................ III-2• Organizational Options in Multinational Operations ............................................. III-8• Establishing Boards and Centers ........................................................................... III-9

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CHAPTER IVPLANNING AND EXECUTION

• Introduction ........................................................................................................... IV-1• General Planning and Execution Guidance ............................................................. IV-1• Considerations by Individual CUL Function .......................................................... IV-8• Other Major CUL Considerations ........................................................................ IV-20

APPENDIX

A The Defense Logistics Agency .......................................................................... A-1B The Defense Contract Management Agency ...................................................... B-1C References ......................................................................................................... C-1D Administrative Instructions ................................................................................ D-1

GLOSSARY

Part I Abbreviations and Acronyms ................................................................... GL-1Part II Terms and Definitions .............................................................................. GL-5

FIGURE

I-1 Common-User Logistics Sources of Authority ............................................... I-4II-1 Naval Ammunition Logistics Center Functions ........................................... II-11II-2 Supporting Combatant Commander Responsibilities ................................... II-15III-1 Organization and Management Options ..................................................... III-3III-2 Single-Service Logistic Command and Control and Management Option .. III-4III-3 Lead Service Common-User Logistics Command and

Control and Management Option ............................................................. III-5III-4 Multinational Common-User Logistics Management and

Organizational Options .............................................................................. III-9IV-1 Major Focus of Logistic Assessment of the Situation ................................... IV-3IV-2 Key Elements in Determining Common-User Logistics Responsibility ....... IV-5IV-3 Combatant Command Cross-Leveling Considerations ................................. IV-9IV-4 Classes and Subclasses of Supply .............................................................. IV-10IV-5 Other Joint Logistics Functions ................................................................. IV-16IV-6 Host-Nation Support Capabilities .............................................................. IV-23A-1 Defense Logistics Agency Contingency Support Team Functional

Elements .................................................................................................... A-2B-1 Defense Contract Management Agency Functions .......................................... B-1

EXECUTIVE SUMMARYCOMMANDER’S OVERVIEW

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When properly implemented, common-user logistics (CUL)can produce significant efficiencies by eliminatingduplication provided by Service components, Department ofDefense (DOD) agencies, host-nation support (HNS), and/orcontract support in theater. Principles of logistics as found inJoint Publication (JP) 4-0, Doctrine for Logistic Support ofJoint Operations, include responsiveness, simplicity,flexibility, economy, attainability, sustainability, andsurvivability. Several of these principles apply directly to thedecisions to use CUL vice routine Service support, economybeing the paramount CUL-related principle. However,properly planned and executed CUL support may also be thekey to providing responsive, sustainable, and flexible logisticsupport in joint and multinational operations. This publicationintroduces and/or clarifies several key CUL-relateddefinitions, including common-user logistics, dominant user,most capable Service or agency, DOD executive agent, DODsingle port manager, single integrated theater logistic manager,lead organization for CUL support, and logistic cross-leveling.

While supporting a jointforce entirely throughService channels may beeffective, operationalsituations will often dictatethat selected logisticfunctions be executedutilizing common-userlogistics (CUL) supportmethodology.

Common-User Logistics Support Methodology,Principles and Definitions

Discusses the Common-User Logistics (CUL) Concept andRationale in Joint Operations

Covers CUL-Related Roles, Relationships, andResponsibilities

Discusses CUL Organization Operations and CULManagement Techniques Within Each CUL OrganizationalOption

Provides CUL Planning and Execution Considerations

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Title 10, US Code (USC), chapter 6, section 165 (b) and JP 0-2,Unified Action Armed Forces (UNAAF), describe the statutoryrequirement of the individual Military Departments to providelogistic support to Service forces assigned or attached to combatantcommanders. JP 0-2 also provides for combatant commanderdirective authority for logistics over logistic matters that pertainto assigned forces. Furthermore, a combatant commander maydelegate directive authority for a common support capability tosubordinate commanders. Proper understanding of the differentsource documents that direct CUL support requirements is keyto understanding CUL support methodology. Source documentsinclude DOD directives and instructions, inter-Service supportagreements, and acquisition and cross-servicing agreements(ACSAs) as well as combatant commander operation plans(OPLANs), operation orders (OPORDs), and directives.

The Chairman of the Joint Chiefs of Staff, as the principalmilitary advisor to the President and the Secretary of Defense,is assigned specific advisory and joint operation planningresponsibilities in the areas of strategic direction, strategicplanning, and joint operation planning. The MilitaryDepartments are responsible for the administration andsupport of the forces assigned or attached to combatantcommands. United States Joint Forces Command facilitatesthe building of joint capabilities through the sourcing ofselected CUL capabilities from existing Service structures.

Ultimately, geographic combatant commanders are responsiblefor coordinating with the Department of Defense or otheragencies, US Transportation Command (USTRANSCOM),subordinate joint force commanders (JFCs), and the Servicecomponent commanders to provide an integrated distributionand support system from origin to destination during jointcontingency operations, as well as developing a theater planand capability for the capture of related in-transit visibility(ITV) data. Combatant commanders are key to ensuring thatdistribution and logistic support to campaigns and operationsexecuted within their area of responsibility are properlyassessed, planned, and executed. One way in which acombatant commander may ensure effective and efficientlogistic support in joint operations is to direct specific CULsupport to subordinate commanders tailored to the individualoperational situation. This directive authority, which cannot

Logistic Authority

Roles, Relationships, and Responsibilities

While overallresponsibility for logisticsupport remains with theindividual MilitaryServices, operationalcircumstances may oftenrequire selected CULsupport to be controlledand provided outsidenormal Service supportchannels.

At the national strategiclevel, the President orSecretary of Defenseissues directives,instructions, andmemoranda delineatingDepartment of Defenseexecutive agencyresponsibilities.

At the theater strategicand operational level, thesupported geographiccombatant commandersare responsible fordeveloping and producingeffective and efficientlogistic support conceptsthat make use of variousdistribution and supporttechniques, to include useof CUL support tailored tooperation-specificcircumstances.

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Executive Summary

be delegated except for specific common support capabilities,is normally exercised through combatant commander directivesor orders to subordinate joint and Service componentcommanders. The subordinate JFC also plays a major role inoptimizing resources and synchronizing materiel support tothe joint force per combatant commander guidance. In alljoint operations, the Service component commands retainoverall responsibility for logistic support of their forcesexcept when there are valid agreements or directives forthe provision of CUL support outside of the normal Servicecomponent channels.

Defense Logistics Agency (DLA) is the Department ofDefense’s major logistics combat support agency. It providesworldwide wholesale-level distribution and limited in-theaterCUL lead organization support capability across the full rangeof military operations, as well as to other DOD components,federal agencies, foreign governments, and internationalorganizations. Each Military Service has a wholesale logisticprovider that is an integral part of the national logisticsustainment base that can provide limited in-theater CULsupport. In addition to the Military Services’ primary wholesalesupport commands, there are Military Service engineercommands and a medical support command that may alsoprovide limited in-theater CUL support. USTRANSCOMwill normally serve as the single port manager for all common-user air and sea ports of embarkation and debarkation forDepartment of Defense operations. US Special OperationsCommand (USSOCOM) is responsible for providing trainedand ready special operations forces (SOF) in response tomission taskings and is unique in that it is supported by twoparallel logistic support systems. Except for special operations-peculiar items provided to SOF units worldwide throughUSSOCOM Service component commands, the logisticsupport of SOF units is the responsibility of their parentServices unless otherwise provided for by support agreementsor other directives. Supporting combatant commands areresponsible for ensuring that the supported combatantcommander receives the timely and complete support neededto accomplish the mission. To service military customers, eachof the three Military Service exchange systems hascontingency resale capabilities in locations outside thecontinental United States deployable to all but the most remotelocations. Upon the request of the supported combatantcommander, tactical field exchanges can provide support todeployed personnel. Other DOD combat support agencies ofinterest include the Defense Contract Management Agency,

There are other nationallevel organizations thathave a direct role intheater strategic andoperational level CULsupport operations.

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the Defense Security Cooperation Agency, the DefenseInformation Systems Agency, and the National Imagery andMapping Agency.

Title 10, USC, chapter 6, section 164 (c)(C) provides thecombatant commander with the authority for “organizingcommands and forces within that command necessary to carryout missions assigned to the command.” This authority alsoincludes directive authority for logistics. The combatantcommander can delegate directive authority for common supportcapability. Historically, logistic assets from different Services havecombined efforts to maximize the efficiency of the overall jointoperation despite the great variance in organizational options. Thecombatant commanders can modify or mix any of the followingtwo major CUL joint logistic organization options.

• Single-Service logistic support.

• Lead Service or agency support with or withoutoperational control or tactical control of other Servicelogistic organizations.

Each of these organizational options has distinct advantagesand disadvantages, and may or may not be applicable to aparticular operational situation or for a particular CUL function.Single-Service support may be a very effective support option,but it also may lead to significant inefficiencies that can reducethe overall responsiveness of logistic support. It is mostapplicable to major theater war (MTW) where pre-positionedstocks are adequate and/or build-up time allows for thedeployment of large amounts of logistic support; however, evenin these MTW scenarios, single-Service support may besupplemented with significant lead-Service or agency CULsupport. Lead Service or agency support can be, and hasbeen, utilized throughout the full range of military operations.

In the single-Service support option, while usually limited innature, CUL support would normally require LogisticsDirectorate (J-4) lead boards and centers to manage. In thelead Service or agency option, the lead Service or agency wouldmanage the day-to-day CUL support with only limitedmanagement oversight provided by joint logistic boards and

Organization Options

Logistic Management

The combatantcommander has theauthority to organizeforces and commands asnecessary to carry out themission.

How CUL is controlledand/or managed in each ofthe organizational optionsdiffers significantly.

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Executive Summary

centers. Depending on how the combatant commanderdelegates CUL authority, either the J-4 lead boards and centersor the lead CUL organization will be required to managepriorities, resolve issues, and make cross-levelingrecommendations.

There are several major CUL-related organization optionsin multinational operations. These options include nationalsupport through national support elements; limited CULsupport through individual ACSAs negotiated betweenindividual contributing nations; multinational CUL supportvia designated role specialist nation; and multinational CULsupport provided by multinational integrated logistic units.Coordination of multinational CUL support may beaccomplished through individual multinational logistic boardsor may be centrally coordinated through a multinational jointlogistic center.

Combatant command logistic planners, in coordination withsubordinate JFCs, functional component command, andService component command logistic planners or Joint TheaterLogistics Management cell, must conduct a thorough logisticestimate of the situation in order to determine the appropriateCUL support responsibilities and organizational structure.Along with their subordinate JFCs, combatant commandersmust review, coordinate, and direct CUL requirements withDLA, functional combatant commanders, and Servicecomponent commanders to provide an integrated joint logisticsystem from the strategic to tactical levels. Additional majorCUL planning considerations include developing andreviewing statements of requirements, establishing CULsupport relationships, assuring proper documentation of CULrequirements and responsibilities, and establishing andmaintaining standards of CUL support. Furthermore, thecombatant commander and subordinate JFCs must ensure thatthe following items are covered in their OPLANs andOPORDs: command, control, communications, computers, andintelligence and logistic automation enablers requirements toensure proper ITV and joint total asset visibility, coordinatingand reporting instructions; and the initial logistic priorities.Lastly, the combatant commander and subordinate JFC mustensure that there are procedures in place to adjust and deconflictCUL priorities as the operation progresses.

Common-User Logistics Planning and Execution

In the joint planningprocess, supportedcombatant commandplanners are responsiblefor outlining an effectiveand efficient logisticsupport concept thatmakes use of applicableCUL organizationaloptions andresponsibilities.

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All ten classes of supply are covered in this publication. Manysupply items have special CUL planning and executionrequirements, including determining the most appropriateorganization option, requisitioning, and distributionrequirements. Other major logistic functions includemaintenance and salvage, transportation, civil engineering,health services support, and other logistic services: mortuaryaffairs; materiel (both non-hazardous and hazardous)reutilization transfers, and donations and disposal; andexplosive ordnance disposal. Other major CUL planningand execution considerations include contracting support;HNS; refugee, enemy prisoner of war, and dislocated civiliansupport; multinational support; and support to othergovernmental agencies and nongovernmental organizations.

CUL support methodology is designed to provide prompt,efficient, and unified logistic support that enhances thedeployability and combat effectiveness of the joint force.CUL support in joint operations requires detailed andcontinuous planning, coordination, and training. CULsupport, as a logistic option, can produce significantefficiencies by eliminating duplication provided by Servicecomponents, DOD agencies, HNS, and/or contract supportin theater. By utilizing common-item and common-servicesupport, the combatant commander may be able to producesignificant savings in the areas of logistic equipment, personnel,and supplies. These savings may further reduce the requirementfor strategic lift, the logistic footprint in the joint operationsarea, and possibly the overall cost of an operation. Usingcommon-item and common-service support may improve thecombatant commander’s and subordinate JFC’s visibility ofsupplies and personnel flowing into the theater.

Considerations of Common-User Logistics by Functions

CONCLUSION

Most, but not all, classes ofsupply are appropriate forCUL support, but specificCUL applicability dependson the individualoperational situation.

CHAPTER IOVERVIEW

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1. Introduction

This chapter defines common-userlogistics (CUL), describes the CULmethodology, and discusses rationale forusing CUL in a joint operational framework.It provides a crosswalk between CULsupport and the logistic principles found inJoint Publication (JP) 4-0, Doctrine forLogistic Support of Joint Operations, anddescribes general logistic authorities anddocuments that are key to determiningspecific joint operations-related CULresponsibilities.

2. Definition

CUL is materiel or service supportshared with or provided by two or moreServices, Department of Defense (DOD)agencies, or multinational partners toanother Service, DOD agency, non-DODagency, and/or multinational partner in anoperation. It is usually restricted to a

“Logistics includes the ‘preparation of all material necessary for setting thearmy in motion’ and ‘comprises the means and arrangements which workout the plans of strategy and tactics’.”

Jomini, Summary of the Art of War

particular type of supply and/or service andmay be further restricted to specific unit(s) ortypes of units, specific times, missions, and/or geographic areas.

3. CUL Support Methodology

While normal Service channels may be aneffective means of supporting a jointoperation, the Services will often be precludedfrom deploying the capabilities necessary toprovide 100 percent dedicated Servicesupport. More often than not, theoperational situation will require CULsupport in order to provide effective andefficient support of one or more majorservices or supplies. In fact, CUL supportoccurs in almost all joint operations, especiallyin the form of standing inter-Service supportrelationships. An example is Army supplyand service support to US Air Force (USAF)weather detachments attached to Armyregiments, divisions, and corps aviationorganizations.

JOINT OPERATIONS DURING THE BERLIN AIRLIFT

During the planning and early stages of the Berlin Airlift, Navy participationhad been under consideration. General LeMay, the US Air Force-Europecommander, opposed, worried about operational control and logistic support.The first proved groundless, as the two Navy squadrons worked smoothlywith their Air Force counterparts at Rhein-Main Air Base. Logistics also turnedout to be less of a problem than anticipated. Air Material Command assuredUS Air Force-Europe that there were few unique Navy aircraft parts. The Navyagreed to provide its own aircraft engines, while US Air Force-Europe agreedto stock, support, and repair Navy parts and equipment whenever possible asif they were Air Force items.

SOURCE: The Air Force Can Deliver Anything, A History of the Berlin AirliftDaniel F. Harrington

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When properly executed, CUL canproduce significant efficiencies byeliminating duplication among Servicecomponents, DOD agencies, multinationalpartners, and/or contractors in theater. Byutilizing common-item and common-servicesupport, the combatant commander may beable to produce significant savings inequipment, personnel, and supplies deployedto a particular joint operations area (JOA).These savings may further reduce therequirement for strategic lift, the logisticfootprint within a JOA, and possibly theoverall cost of an operation.

The intent of CUL support is not to takeover control of Service or DOD agencysupplies and services, but to economize onthe individual operational situation. Thiscan be done by consolidating resources ortasking one Service component or DODagency to provide common supplies orservices to other Services, other nationalmilitary forces, and/or to other governmentand nongovernment organizations operatingin the JOA. CUL support can also be achievedthrough centrally-coordinated host-nationsupport (HNS) or by contracting supportwithin the JOA.

While CUL support can provide significantefficiencies, not all services and classes ofsupply — or specific commodities within aclass of supply — can be consideredcommon. This is due to certain unique supplyand service requirements among Services.While CUL support may address some logisticdeployment shortfalls, it must be planned forand conducted in a very focused and deliberatemanner to ensure proper execution. Insummary, CUL support is a valid methodof providing select supply items and/orservices in nearly all joint andmultinational operations, but it must beapplied judiciously.

See Chapter IV, “Planning and Execution,”for details on CUL categories and planningconsiderations.

4. CUL and the Principles ofLogistics

Principles of logistics found in JP 4-0,Doctrine for Logistic Support in JointOperations, include responsiveness,simplicity, flexibility, economy, attainability,sustainability, and survivability. Several ofthese principles influence the decisions to use

Many classes of supply and logistic services are well suited for CUL support.

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Overview

CUL vice routine Service support, economybeing paramount among them.

Joint doctrine unequivocally states thatresponsiveness is the keystone of the logisticprinciples. Logistic support provided vianormal Service channels will almost alwaysbe more responsive than CUL, provided thatthe Services are able to fully deploy their ownsupport capabilities in a timely manner. Sincethis is often not possible, especially in short-notice, limited-scale operations in austereconditions, CUL support may be the bestmethod to assure adequate responsiveness. Insome operations, utilizing CUL support inlieu of dedicated Service support may bethe only way to obtain logistic attainabilityand sustainability, hence logisticresponsiveness in actual operations.

Under most circumstances, dedicatedService support is simpler to execute thanCUL. This is especially true at the tacticallevel. However, CUL support may besomewhat simpler at the operational andtheater strategic levels because it will reduceService and DOD agency interface andcompetition for specific support itemsprovided by DOD, HNS, or in-theatercontractors.

The key logistic principle related to CULis economy. CUL can significantly reducestrategic lift requirements, the logisticfootprint in theater, and the overall cost of anoperation. This is especially true for common-user theater contracting, which can lead tosignificant economies of scale as well asreduced cost by lessening competitionbetween multiple Service and agencyrequirements. While efficiency is important,it is not a substitute for effectiveness.

Dedicated Service-provided support isoften more flexible than CUL support, butagain, this point is moot if the situation doesnot allow full and timely deployment of thesecritical Service logistic assets. In conclusion,

properly assessed, coordinated, plannedand executed CUL support may often bekey to providing responsive, attainable,sustainable, survivable, and reasonablysimple and flexible logistic support in joint,multinational, and interagency operations.

5. Logistics Authority Discussion

US law, directives, and doctrine defineService and CUL support responsibilities.The two key documents to understandinglogistic responsibilities in joint operationsare title 10, US Code (USC), chapter 6,section 165(b) and JP 0-2, Unified ActionArmed Forces (UNAAF). Both describe thestatutory requirement of the individualMilitary Departments to provide logisticsupport to Service forces assigned to thecombatant commands. Title 10, USC, and JP0-2, Unified Action Armed Forces (UNAAF),also describe the combatant commander’sdirective authority for logistic matters thatpertain to assigned forces in specific jointoperations. Directive authority for logisticauthority is inherent in combatant command(command authority) (COCOM) as describedin JP 0-2, Unified Action Armed Forces(UNAAF). Furthermore, a combatantcommander may delegate directive authorityfor a common support capability tosubordinate commanders. However, thecombatant commander must formallydelineate this delegated directive authority byfunction and scope to the subordinate jointforce commander (JFC), Service componentcommander, or DOD agency. In summary,while overall responsibility for logisticsupport remains with the individual militaryServices, operational circumstances may oftenrequire selected CUL support to be controlledand provided outside normal Service supportchannels.

6. Sources of Authority

Key to understanding CUL supportmethodology is the understanding of the

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different source documents that direct CULsupport requirements. These sources includeDOD directives (DODD) and DODinstructions (DODI) that assign common-userlogistic executive agent responsibilities; inter-Service support agreements (ISSAs);acquisition and cross-servicing agreements(ACSAs); and combatant commander andsubordinate JFC operation plans (OPLANs)and/or operation orders (OPORDs) anddirectives (see Figure I-1). Following is ageneral discussion on each of these keysources.

a. DOD Directives and Instructions. ADOD component may be designated by thePresident, the Secretary of Defense (SecDef),or law as the DOD executive agent to performa function or service for others. These formaldesignations are normally published in theform of Presidential directives, legislativeaction, or Secretary of Defense directives,instructions, or memoranda. The authorityto designate a DOD component as a DODexecutive agent for a specific CUL function

is found in title 10, USC, chapter 6, section165 (c). Executive agent responsibilitiesare normally focused on national strategiclevel activities, but may also carry over toCUL-related support in a specific theater.Therefore, Military Department or DODagency- leve l execut ive agencyresponsibilities must be closely considered,and are normally closely aligned withcombatant commander-directed lead Serviceor agency common-user logistic requirements.Current SecDef directives, instructions,and memoranda are posted on the DefenseLink web site.

See JP 0-2, Unified Action Armed Forces(UNAAF), for more discussion on executiveagent responsibilities.

b. Inter-Service Support Agreements.ISSAs are formal support agreementsbetween Services, DOD, and/or non-DODagencies. Most ISSAs are developed at thelocal level, while some may require ServiceSecretariat and governmental agency

Figure I-1. Common-User Logistics Sources of Authority

COMMON USER LOGISTICSSOURCES OF AUTHORITY

Department of Defense Directives and Instructions

Inter-Service Agreements

Acquisition and Cross-Servicing Agreements

Combatant/Subordinate Joint Force Commander’sOperation Plans, Operation Orders, and Directives

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Overview

DOD EXECUTIVE AGENT FOR VETERINARY SUPPORT EXAMPLE

The Secretary of the Army is the DOD executive agent responsible for veterinarysupport for all of the Department of Defense. However, while the Army hasoverall responsibility for providing veterinary support to the other MilitaryDepartments, this executive agent responsibility does not automatically makethe Army force commander responsible to provide veterinary support to alljoint operations. In reality, Army veterinarians and veterinary detachmentsare permanently assigned to selected Military Departments — Army, Navy, andUSAF — major commands worldwide. Therefore, the USAF or Navy couldalso be directed by the combatant commander as the lead Service for veterinarysupport in a joint operation utilizing the US Army veterinary capabilities alreadyunder their direct control.

SOURCE: Letter of Instruction, Office of the Secretary of Defense (OSD),Health Affairs, 5 August 1993

DOD CLASS III(B) EXECUTIVE AGENT EXAMPLE

The DOD-level executive agency instructions for fuel support to the Departmentof Defense (DOD) covers responsibilities of all three Military Departments. TheSecretary of the Army shall provide wartime planning and management ofoverland petroleum distribution support, including inland waterways, to USland-based forces of all DOD components. To ensure wartime support, theArmy shall fund and maintain tactical storage and distribution systems tosupplement fixed facilities. The Army shall also provide the necessary forcestructure to operate and install tactical petroleum storage and distributionsystems, including pipelines. The Army shall maintain laboratories forcertification testing of petroleum and related products used in ground vehicleand equipment system applications and other than fixed-wing aircraft. TheSecretary of the Navy shall provide wartime planning and management offorward-deployed seaward and over-water petroleum movements of fuel tothe high-water mark for US sea- and land-based forces of all DOD components.The Navy also shall provide laboratories for the certification of fuel andpetroleum-related products used in ship and watercraft applications. TheSecretary of the Air Force shall provide distribution of petroleum products byair. This method of movement is reserved for situations demanding immediatesupport in remote locations. The Air Force shall also provide laboratories forthe certification of fuel and petroleum-related products used in aircraft systemsapplications and submit requirements for competitive coal and natural gas tobe procured by the Defense Logistics Agency. Clearly, this defense fuels-related executive agent directive has direct implications to Class III(B) supportand must be considered by combatant commander, subordinate joint forcecommanders and Service component commanders when planning support tojoint operations.

SOURCE: DODD 4140.25 subject: DOD Management Policy for EnergyCommodities and Related Services, April 20, 1999

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director-level approval. However, theseSecretariat level ISSAs should not beconfused with formal DOD-level executiveagent responsibilities discussed above. ISSAscan be long-term or for a specific time period.They must clearly document funding andreimbursement procedures as well asstandards of support between the supplyingand receiving Services or agencies.Deviations to the provider’s standards needto be requested and negotiated prior to ISSAapproval. DODI 4000.19, Interservice andIntragovernmental Support, governs ISSAprocedures.

c. Acquisition and Cross-ServicingAgreements. Negotiated on a bilateral basiswith US allies or coalition partners, theseagreements allow US forces to acquire orexchange most common types of support,including food, fuel, transportation, limitedtypes of ammunition, and equipment.Authority to negotiate ACSAs is currentlydelegated to the combatant commander by theSecretary of Defense. ACSAs are agreementsbased on statutes under which the UnitedStates agrees to provide logistic support,supplies, and services to military forces ofanother country or organization in return forreciprocal provisions of logistic support,supplies, and services or on a reimbursementbasis from the host nation (HN). Thisauthority cannot be used to procure from anyforeign government or internationalorganization any goods or services reasonably

available from US commercial sources.Additionally, the US ACSA approval processcan be very restrictive and time consuming,especially in non-combat operations.Therefore, ACSAs may not be suitable CULagreement vehicles in short notice, non-combat contingency operations.

d. The Combatant Commander’s andSubordinate JFC’s OPLAN and/orOPORD and Directives. A combatantcommander, via COCOM authority, maydelegate a common support responsibility toa subordinate JFC, Service component, orDOD agency. This delegation of CULauthority normally covers a specific common-user item or service support within a specificjoint operation and may be further limited tospecific units, types of units, time periods,and/or geographical areas. In most cases,the combatant commander would delegatethis authority to the Service or DOD agencythat is the dominant user of the applicableCUL supply or service. In some cases, thecombatant commander may designate aService component or DOD agency as thesingle integrated theater logistic manager(SITLM) for a particular common item orservice within a specific theater of operations.SITLM responsibilities are long-term,narrowly focused lead Serviceresponsibilities that are applicable only tomature areas such as Korea in the Pacifictheater. In all cases, the combatantcommander must publish the specifics of

US ARMY LOGISTICS SUPPORT TO US AIR FORCE

An example of an inter-Service support agreement (ISSA) is US Army logisticsupport to US Air Force (USAF) tactical air control parties (TACPs). Thisparticular Service Secretariat-level ISSA is a long-term agreement thatrequires the Army to provide significant common-user logistic support —life support, fuel, selected maintenance, Class IX support to USAF TACPsthat are attached to Army tactical units.

SOURCE: Air Force Policy Directive 13-1 and Army Regulation 525-25

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the delegation of authority to includeresponsibilities and limitations, in the formof an OPLAN and/or OPORD or directive.

7. Summary

When establishing CUL responsibilitieswithin a subordinate joint force, thecombatant commander must take intoaccount existing CUL-related, DOD-directed executive agencies as well as anyexisting CUL-related agreements. CULresponsibilities are normally based on thecombatant commander’s determination of themost capable Service and/or the dominant

user of a particular service or commodity.Combatant commander-level CUL leadService or agency requirements are normallyaligned with, and should not contradict,existing DOD executive agent, ISSA,SITLM, and/or ACSA CUL supportrequirements. Regardless of the source ofauthority, all major CUL supportresponsibilities should be addressed in thecombatant commander’s, subordinateJFC’s, functional component’s (if utilized),Service component’s, and DOD agency’splanning process, force apportionmentdecisions, and appropriate OPLANs and/or OPORDs.

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CHAPTER IIROLES, RELATIONSHIPS, AND RESPONSIBILITIES

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1. Introduction

This chapter outlines the roles,relationships, and responsibilities of joint,Service, DOD, and federal governmentorganizations relative to the planning andexecution of CUL. CUL support involvesnumerous commands and agencies that arestakeholders in the process. Clearlyunderstanding their roles is the first stepin planning for and conducting integratedand coordinated CUL support to jointoperations.

“When discussing the particulars of the logistical aspects of General WilliamTecumseh Sherman’s epic march to the sea campaign, George Thorpe wrote“Sherman’s organization was a great step in Logistics; the organization waslargely made in the preparatory stage, instead of after the battle was on.Through giving his chief logistical officers large powers and keeping them inclose touch with the requirements that would be imposed, he secured theexercise of initiative and cooperation. But if the organization could havebeen made even earlier, and if it had been supported by similarly well-organized Logistics throughout the War Department, the costs would havebeen very much less; for it is said that methods were not weighed on thebasis of ’How much will it cost?’ but rather, ’Can it be done at any cost?’”

George C. Thorpe, Lieutenant Colonel, USMC, Pure Logistics, 1917

2. Department of Defense

a. The Secretary of Defense is responsiblefor the assignment of the forces andstrategic lift resources to the combatantcommands to perform missions assigned tothose commands and for strategic interagencycoordination. The Secretary of Defense alsoissues directives, instructions, andmemoranda delineating DOD executiveagency responsibilities, some of which havedirect implications to specific CULresponsibilities in joint operations.

The Secretary of Defense is responsible for the assignment of the forces andstrategic lift resources to the combatant commands.

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b. The Chairman of the Joint Chiefs ofStaff (CJCS), as the principal militaryadvisor to the President and the Secretary ofDefense, has specific responsibilities in theareas of strategic direction as well as instrategic and contingency planning. CJCSresponsibilities related to CUL include thefollowing.

• Reviewing and evaluating MilitaryDepartments’ movement requirements,resources, and allocated capability.

• Monitoring the capabilities of UnitedStates Transportation Command(USTRANSCOM) common-usertransportation resources to provide airlift,sealift, continental United States(CONUS) land transportation, oceanterminal service, and aerial port servicebased upon DOD requirements.

• Preparing joint logistic and mobilityplans to support strategic plans andrecommending the assignment of logisticand mobility responsibilities to theArmed Forces in accordance with thoseplans.

• Allocating strategic lift assets to thesupported combatant commanderthrough the CJCS execute order.

• Adjudicating competing supportrequirements between combatantcommanders and/or Services.

• Adjudicating competing lift requirementsas requested by USTRANSCOM or theJoint Transportation Board.

3. Military Departments

a. The Secretaries of the MilitaryDepartments are responsible for theadministration and support of the forcesassigned or attached to combatantcommands. They fulfill their responsibilitiesby exercising administrative control(ADCON) through the commanders of theService component commands assigned tocombatant commands. The Services exerciseauthority and responsibilities codified underUS laws, DODDs, and joint doctrine, whichalso describe the command relationshipsbetween combatant and componentcommanders.

The Chairman of the Joint Chiefs of Staff is responsible for monitoring the capabilityfor common-user transportation to ensure it meets the requirement of DODcomponents.

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b. The Army, Air Force, Navy, andMarine Corps (under their respectiveSecretaries) are responsible for thefollowing logistic-related functionsenumerated in DODD 5100.1, Functions ofthe Department of Defense and Its MajorComponents.

• Exercising authority to conduct all oftheir Department affairs, to includeorganizing, supplying, equipping,training, servicing, mobilizing,demobilizing, administering, andmaintaining forces.

• Preparing forces and establishingreserves of manpower, equipment, andsupplies for the effective prosecution ofwar and military operations other thanwar (MOOTW).

• Recruiting, organizing, training, andequipping interoperable forces forassignment to combatant commands.

• Conducting research; developing tactics,techniques, and organization; anddeveloping and procuring weapons,equipment, and supplies essential to thefulfillment of SecDef-assigned functions.

• Planning for the use of other Services’intrinsic capabilities that may be availableto include planning for and executinglogistic-related ISSAs.

• Providing common-item logisticsupport, as directed by the Secretaryof Defense, for Service forces, includingprocurement, distribution, supply,equipment, and maintenance.

• Training for and providing common-itemlogistic support of their forces whereveremployed.

• Determining Service force requirementsand recommending force requirements tosupport national security objectives andstrategy and to meet the unifiedcombatant commands’ operationalrequirements.

c. The Coast Guard, normally under theDepartment of Transportation (DOT),provides logistic support for its assetsthrough four major supply and supportcenters that receive the bulk of theirsupport from the Federal Supply System.In addition, the Navy provides outfitting andlogistic support to Coast Guard cutters,aircraft, deployable units, and facilities toensure that the Coast Guard is prepared tocarry out assigned naval warfare tasks. Detailsare provided in OPNAV 400.79, Policy forUS Navy Support of the Coast Guard.

4. United States Joint ForcesCommand

a. United States Joint Forces Command(USJFCOM) facilitates the building of jointcapabilities through the sourcing of selectedCUL capabilities from existing Servicestructures. USJFCOM is also heavilyinvolved in providing trained and readyCONUS-based joint force assets togeographic combatant commanders,including military units that support orperform logistic operations.

b. USJFCOM fulfills this responsibility byperforming three distinct functions — trainer,integrator, and force provider — with itsassigned CONUS-based forces.

• As the joint force trainer for CONUS-based forces, USJFCOM providestraining through joint operations stafftraining programs and simulation-drivenjoint force command post exercises.

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• USJFCOM is also the lead integratorof capabilities from the five Services,Reserve Components (RCs), andinteragency sources. USJFCOM focuseson developing and maintainingtechnological interoperability amongService distribution and selected logisticsystems.

• As the CONUS-based joint forceprovider, USJFCOM’s four componentcommands — US Army ForcesCommand; Marine Forces, Atlantic;Atlantic Fleet; and Air CombatCommand — provide joint force assetsneeded to support geographic combatantcommands. USJFCOM plays animportant role in the sourcing of keylogistic organizations that provide vitalCUL capabilities that may not beavailable through the supportedcombatant commander’s own Servicecomponent commands nor readilyavailable through HNS or other in-theatercontracts.

5. Key CUL Organizations

Key CUL organizations are the theaterstrategic and operational level commands thatplan for, control, coordinate and actuallyexecute CUL operations. These keyorganizations include the supportedgeographic combatant commands, thesubordinate joint force commands (toinclude joint task forces (JTFs)) and jointforce Service component commands.

a. Supported Geographic CombatantCommands. Geographic combatantcommanders are responsible for developingand producing joint plans and orders inresponse to mission taskings in their areas ofresponsibility (AORs). During jointoperations, geographic combatantcommanders plan and conduct campaigns andmilitary operations to accomplish assignedmissions.

• Combatant commands are responsiblefor developing effective and efficientlogistic support concepts that make useof various distribution and supporttechniques, to include use of CULtailored to operation-specificcircumstances. Ultimately, commandersof geographic combatant commandsare responsible for coordinating withthe Defense Logistics Agency (DLA),the Defense Contract ManagementAgency (DCMA), USTRANSCOM,and Service component commandersto both provide an integrateddistribution and support system fromorigin to destination during theatercontingency operations and to developa theater plan or capability for captureof related in-transit visibility (ITV) data.

• Combatant commanders are key toensuring that distribution and logisticsupport to campaigns and operationsexecuted within their AORs areproperly planned and executed. Oneway they accomplish this is through theirdirective authority for logistics, whichincludes issuing directives to subordinatecommanders. These directives includemeasures necessary to ensure effectiveexecution of approved OPLANs;effectiveness and economy ofoperation; and prevention orelimination of unnecessary duplicationof facilities and overlapping offunctions among the Servicecomponent commands. Duringpeacetime, the scope of the logisticauthority exercised by the commander ofa combatant command will be consistentwith the peacetime limitations imposedby legislation, DOD policy orregulations, budgetary considerations,local conditions, and other specificSecDef or CJCS-prescribed conditions.During crisis action, wartime, or wherecritical situations make diversion of thenormal logistic process necessary, the

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combatant commanders’ logisticauthority enables them to use allnecessary facilities and supplies of allforces assigned to their commands toaccomplish their missions. Joint logisticdoctrine and policy developed by theChairman of the Joint Chiefs of Staffestablishes wartime logistic supportguidance that will assist the combatantcommander in conducting successfuljoint operations.

• As units are permanently transferred tothe supported combatant commander, thecombatant commander’s activities androles change, resulting in a greater needfor reliable and accurate asset visibilityin order to gain greater control overlogistic operations. Specifically,combatant commanders, throughtheir directive authority for logistics,must ensure the following.

•• Overall effectiveness and economy ofthe joint force, Service component, andapplicable agencies’ logistic plans.

•• Establishment of the critical item listand allocation of critical distribution andCUL resources.

•• Review of all subordinate Servicecomponent and DOD support agencystatements of requirements and logisticplans.

•• Coordination of supply supportbetween Service components and/orDOD support agencies.

•• Establishment of supply build-uprates.

•• Establishment of stockage levels forselected critical items.

•• Allocation of critical logisticresources.

•• Prioritization of the joint theaterdistribution and logistic effort by phaseor operation.

•• Management of all intratheatermovement of assets.

•• Management of the deployment,employment, and redeployment ofsupporting forces.

•• Coordination of the overall jointlogistic preparation of the battlespaceeffort in order to identify and gain accessto key terrain, facilities, etc.

•• Prevention or elimination ofunnecessary duplication of facilities andoverlapping functions among the Servicecomponent commands.

•• Achievement of required economiesthrough proper and detailed delegation ofdirective authority for common-itemsupport to the appropriate joint force,Service component, or agency as either aCUL lead organization and/or as formalSITLM.

•• Clear identification of detailed logisticplanning and specific lead CULorganizations designations, responsibilities,and CUL execution parameters in theOPLAN and/or OPORD.

•• Planning and resourcing ofcommunication and/or informationnetworks to support distribution.

•• Establishment of a theater capabilityto capture and maintain total assetvisibility of common-user materiel andservices.

•• Organization of functional boards orcenters to centrally manage critical assetsand more effectively react to unforeseencircumstances.

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• A combatant commander’s directiveauthority may only be delegated forspecific common-item and/or Servicesupport. The combatant commander’sdirective authority does not discontinueService responsibility for logisticsupport even if it is being executed byanother Service or agency. Combatantcommand delegated common-itemsupport authority — accomplishedthrough either temporary CUL lead orlong-term SITLM responsibilities —must be clearly delineated in, andexecuted in accordance with (IAW),combatant commander OPLANs,OPORDs, and/or directives.Subordinate joint force and Servicecomponent commanders do not have theauthority to deviate from the combatantcommander’s CUL plans or directiveswithout formal combatant commanderapproval.

b. Subordinate Joint Force Commands

• Subordinate joint forces includesubordinate unified commands and JTFs.The subordinate JFC works for acombatant commander who retainsoverall responsibility for logisticplanning and execution; however, thesubordinate JFC will establish a LogisticsDirectorate of a joint force (J-4) who willcoordinate logistic support within thejoint force. The subordinate joint forceJ-4 is responsible to coordinate with thesupported combatant commander,subordinate joint forces (if utilized),Service components, and DOD agencyJ-4s or equivalent staff officers. Whileeach Service is responsible for the logisticsupport of its own forces, the Servicecomponents will use the commondistribution system and other combatantcommander-directed CUL support toexecute the overall logistic supportmission.

• The JFC plays a major role inopt imizing resources andsynchronizing materiel support toattached forces. In order to effectivelyexecute these responsibilities, the J-4needs to fully understand the forcelogistic requirements, the distributionoperations required to sustain them, andspecific CUL designations from thecombatant commander. He also mustactively manage the execution of thedistribution and CUL requirements tomeet the JFC’s intent. This coordinationwill take place in both the planning andexecution phase of the operation. Theprincipal CUL-related logisticresponsibilities of the JFC,coordinated through and managed bythe J-4 staff, are as follows.

•• Determine overall joint forcefunctions and requirements.

•• Review all Service supportrequirements as they relate todetermining CUL requirements.

•• Determine the source of support(military, civilian, HN, or other).

•• Recommend specific lead joint force,Service, or agency CUL responsibilitiesto the combatant commander.

•• Coordinate CUL support IAW taskingassigned in Annex D (“Logistics”) to theOPLAN or OPORD.

•• Establish, maintain, and changepriorities based on the operationalsituation and the combatant commander’sguidance.

•• Monitor critical classes of supplysupport capabilities for the purpose ofmission tasking and economy ofresources and cross leveling of critical

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common-item resources IAW combatantcommander directives for logistics.

•• Coordinate agreements for inter-Service supply and support, localprocurement and controls, and allocatedindigenous facilities and logisticresources available at staging bases andin the JOA.

•• Coordinate agreements, transactions,and implementing instructions for USand multinational support logisticexchange issues with the appropriateService component, agency, and/ormultinational points of contact.

• Joint Task Forces. One of the mostcommon joint force organizationaloptions is the JTF, which, IAW JP 0-2Unified Action Armed Forces (UNAAF),has special logistic considerations thatdeserve special attention. Specifically,JP 0-2 states that JTF operations do notrequire overall centralized control oflogistics. However, this statement doesnot negate the combatant commander’sdirective authority for logistics authority,which allows him or her to direct specificCUL requirements to selected jointcommands, Service components, orDOD agencies. In all joint operations,some limited — maybe even significant— CUL support will be requireddepending on the individual operationalsituation.

c. Supported Combatant CommanderService Component Commands.Commanders of the Service componentcommands have overall responsibility forlogistic support of their forces and directcommunication with appropriateheadquarters (HQ) on all logistic matters.The exception is when logistic support isprovided for by agreements with nationalagencies or allies, or by such combatant

command assignments as CUL lead or long-term SITLM responsibilities. The supportedcombatant command’s Service componentcommands implement and executeadministrative and logistic functions via theirADCON authority over all subordinateService forces in the AOR. Servicecomponent commands also remainresponsible for direct communications withappropriate HQ on all logistic matters. TheService component commanders areresponsible for the following specificlogistic-related functions.

• Providing logistic support to allsubordinate forces in theater unlessspecifically directed otherwise throughexisting executive agency, ISSA, ACSA,or combatant commander-directed CULsupport.

• Executing all CUL functions directed byapproved executive agency, ISSA,ACSA, or combatant commander-directed CUL support.

• Supporting the supported combatantcommander and subordinate and jointforces with the appropriate businessprocesses, automated informationsystems (AIS), and automatedidentification technologies (AITs) tofacilitate data capture and transmissionto designated DOD visibility systemsIAW the supported combatantcommander’s theater ITV and assetvisibility data capture plan.

6. Defense Logistics Agency

a. DLA is the Department of Defense’smajor logistic support agency. Controlledand directed by the Under Secretary ofDefense for Acquisition and Technology,DLA functions as an integral element of theDOD military logistic system. DLA providesworldwide wholesale-level distribution and

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limited in-theater CUL lead organizationsupport capability to the MilitaryDepartments and the combatantcommands across the full range of militaryoperations, as well as to other DODcomponents, federal agencies, foreigngovernments, and international organizations.It is the lead DOD organization for AITmatters. DLA manages or distributes morethan 80 percent of existing stocks of defensemateriel, including Service-“owned” stocksand nearly all of the fuel and petroleumproducts for military usage. Consequently, itis a key element to CUL-supported operations.DLA’s CUL-related responsibilities includethe following.

• Integrated materiel and supply chainmanagement and distribution support forall subsistence; clothing and textiles;maps and charts; bulk fuel and packagedpetroleum products; constructionmateriel; medical supplies andequipment; and weapon systemconsumable repair parts.

• Property disposal services, includingfacilitate Service component retrogradeof usable DOD Foreign Excess PersonalProperty and provide compliant disposalof scrap hazardous material and waste.

• DLA-Defense Reutilization andMarketing Service (DRMS). Leadagency for functions related to theinternational Basel Convention, aninternational agreement regulatinginternational transport and disposal ofhazardous waste.

• Executive agent responsibilities for theDOD Donation Program.

b. During joint contingency operations,DLA will assist the supported combatantcommander by establishing a DLAcontingency support team (DCST) toconsolidate in-theater management of DLA

operations and provide a single point ofcontact. The level of support provided bythe DCST is based on the mission and tasksassigned to DLA by the combatantcommander.

More details on DLA contingency support canbe found in Appendix A, “The DefenseLogistics Agency.”

7. Defense ContractManagement Agency

DCMA is the combat support agency thatprovides worldwide contract managementservices in times of peace, crisis, and war, toinclude administering civil augmentationprogram contracts; (e.g., Logistics CivilianAcquisition Program (LOGCAP), Air ForceCivil Augmentation Program (AFCAP), andConstruction Capabilities Contract(CONCAP)).

8. Other National LogisticSustainment Providers

Each Service has a wholesale logisticprovider that is an integral part of the nationallogistic sustainment base. The provider, whocan support common-item requirements orservices, can be accessed through therespective theater Service component logisticorganization. In addition to the Services’primary wholesale support commands, thereare two major DOD construction agents andone medical support command that mayprovide limited CUL support at theoperational level joint force. Specificdiscussion on the DOD construction agentsand medical command can be found below.

a. Service Strategic-Level SupportCommands. The Services’ primary strategiclevel wholesale logistic providers are the AirForce Materiel Command (AFMC), USArmy Materiel Command (USAMC), theNaval Supply Systems Command(NAVSUP), and the US Marine Corps

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Materiel Command (MARCORMATCOM).Following is a synopsis of each of theirresponsibilities.

• AFMC. AFMC is the major commandresponsible for researching, developing,testing, acquiring, and sustaining USAFweapon systems. The command’sresearch laboratories, test and productcenters, and maintenance depots providecontinuous product and processimprovement throughout the life cycleof a wide range of space, aircraft, engine,missile, command and control (C2),information, and armament systems.AFMC also performs depot repairs andmodifications of the Navy’s Harpoonmissile, E-3, and E-6 aircraft and handles70 percent of DOD repair needs foraircraft landing gear, wheels, brakes, andstruts. An integral part of the warfightingteam, AFMC contributes to readiness byproviding technical support for fieldedsystems, delivering repair andconsumable parts, and deployingstandard air munitions packages(STAMPs) and standard tanks, racks, andpylons packages (STRAPPs).

•• Acting as swing stocks to fill the gapsbetween the theater’s minimummunitions stockpile requirements andtheater on-hand stocks, STAMP andSTRAPP help support combat operationsuntil regular munitions supply channelsare established. In addition, thecommand’s unique engineering andinstallation (E&I) forces and combatlogistic support squadron (CLSS) teamsprovide rapid response logistic supportto joint forces worldwide. E&I mobilityforces provide in-theater support ofcommand, control, communications, andcomputer (C4) systems, air trafficcontrol, and landing systems. Theseforces install, relocate, repair, andreconstitute C4 equipment and theaterfixed antenna and cable assets. They also

add C4 capabilities to meet additionalsustaining force requirements, modify C4assets to increase survivability, and assessbattle damage to C4 equipment. Battledamage assessment and depot-levelrepair of aircraft are the primary missionof AFMC’s CLSS aircraft battle damagerepair teams, which deploy with anengineer to support a specific weaponsystem. Other CLSS teams accomplishjet engine intermediate- and depot-levelmaintenance, augment supply and freightpackaging operations, and perform rapidarea distribution support (RADS).RADS teams provide ITV, to includerecovery and tracking of inbound andretrograde assets in DOD, federalagencies, and commercial supply andtransportation systems.

•• AFMC employs contractor field teamsto perform modification, maintenance, orrepair on various DOD weapon systemsand support equipment at worldwidelocations. AFMC is also a key player inresponding to urgent, time-sensitivemission requirements that arise duringcombat or crisis operations. Rapidresponse involves accelerated fielding ofimmature systems in the acquisition cycleas well as critical new technologies andsystems that meet theater-specificwartime needs in minimum time and thatare supportable in-place, affordable, andhave acceptable risk. AFMC’s rapidresponse capabilities, for example, madeit possible to exploit contractor operatedJoint Surveillance Target Attack RadarSystem aircraft in the Gulf War andemploy the 5,000 pound GBU-28 Laser-Guided “Bunker Buster” Bomb, whichwas successfully developed, tested, andoperationally fielded in less than 60 daysduring Operation DESERT STORM.

• USAMC. USAMC operates as theArmy’s readiness command and providerof materiel readiness — technology,

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acquisition, materiel development, andsustainment — to the Army’s total forceacross the range of joint militaryoperations. This mission is bestsummarized by USAMC’s three corecompetencies: acquisition excellence,logistics power projection, andtechnology generation and application.

•• At the operational and tactical level,USAMC has the capability to deploya tailored multifunctional logisticsupport element (LSE) made up of acombination of military, civilian, andcontractor personnel. Its mission is toenhance unit readiness by bringingUS-based technical capabilities andresources forward to the JOA. TheLSE’s unique skills include sustainmentmaintenance, oil analysis, calibration oftest equipment, ammunition surveillance,release of pre-positioned strategic stocks,materiel fielding, and technologyinsertion. The LSE includes logisticassistance representatives assigned todivision and corps units to facilitate andexpedite forward support. The LSEworks in coordination and cooperationwith the DCST.

•• The USAMC also manages theLOGCAP support contract. TheUSAMC support contract is written forpeacetime planning and contingencyoperations. The support contract has thecapability for a wide range ofconstruction, engineering, and logisticservices.

• NAVSUP. The Naval Supply SystemsCommand’s mission of providingsupport to US Navy (USN) forcesworldwide encompasses a broad anddiverse set of responsibilities. In additionto performing direct operational supportfunctions, NAVSUP provides thepolicies, procedures, and business

systems that govern the Navy supplysystem, including the following.

•• Logistic support (supply operations,contracting, security assistance,transportation, fuel management,hazardous material management,information systems) and quality of lifeservices (Navy Exchanges, food,financial, and postal services).

•• The worldwide integrated NavySupply System, which gets the Fleet whatit needs, where and when it needs it.Exercises centralized control over400,000 different line items of repairparts, components and assemblies thatkeep ships, aircraft, and weaponsoperating. NAVSUP provides a varietyof logistic support services and productsto Navy and other military customers.

•• Managing contracting activity for theNavy field contracting system thatconsists of 75 activities. With contractingauthority and technical policy guidancefrom the command, these activitiesannually contract for over $5B inequipment, supplies, and services,making more than 235,000 individualpurchases.

•• Information systems design,development and maintenance supportfor numerous shore activities in thefunctional areas of logistics,transportation, finance and accounting,and inventory math modeling.

•• Management of Fleet fuelrequirements, operating ten major fueldepots and acting as technical advisor toNavy shore activities and afloat units onpetroleum matters.

•• Transportation of Navy materiel bydetermining requirements, funding them,

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and monitoring the carriers’performance.

•• Management of the Navy’s HazardousMaterial Program. Actively involved inenvironmental issues that reducehazardous waste and the procurement ofhazardous material, both afloat andashore.

•• Operation of the Naval AmmunitionLogistics Center that manages the Navy’sand United States Marine Corps (USMC)aviation ordnance and providesnumerous Naval aviation ordnanceservices as depicted in Figure II-1.

• MARCORMATCOM. On behalf ofthe Commandant of the Marine Corps,MARCORMATCOM provides life cycle

management of Marine Corps groundweapons systems, munitions, andinformation systems to ensure materielreadiness of operating forces.MARCORMATCOM has thecapability to send out ad hoc teams asrequested from the Marine Corpsforces (MARFOR) commander.Marine Corps contact teams from Albanyand/or Barstow may be formed to providedepot maintenance support or augmentintermediate 4th echelon maintenancesupport. The MARFOR may request thatMARCORMATCOM deploy technicaladvisory assistance team supportregeneration of the maritime pre-positioning force (MPF) prior toredeployment. The scope of theoperation and mission will determine theexact task organization of the teams.

Figure II-1. Naval Ammunition Logistics Center Functions

NAVAL AMMUNITION LOGISTICSCENTER FUNCTIONS

Strategic global stockpile management

Worldwide distribution and deployment of naval in-serviceammunition

Naval ammunition inventory accuracy programmanagement

Naval demilitarization and disposal program management

Naval ammunition policy implementation monitoring oftraffic management, transportation, and safety and securityprocedures for movement of naval ordnance

Technical functions that support the overall in-serviceordnance management mission

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b. Contract Construction Agents. TheDOD construction agents (see DODD 4270.5,Military Construction Responsibilities) arethe US Army Corps of Engineers (USACE),the Naval Facilities EngineeringCommand (NAVFACENGCOM), or othersuch approved DOD activity. Theirresponsibilities include design, award, andmanagement of construction contracts forprojects associated with the peacetimeconstruction program. Overseas, USACE,NAVFACENGCOM, and the Air Force areassigned specific geographical areas underDODD 4270.5, Military ConstructionResponsibilities. In the case of contractingfor construction in contingencies, thedesignated DOD construction agents forspecific geographical areas may be used toprovide construction in support of militaryoperations. For geographic areas wherethere is no designated DOD constructionagent, the supported combatantcommander will usually designate acontract construction agent to support aparticular contingency operation. Ifmilitary construction appropriations are used,the Services usually provide them directly tothe construction agents for execution.

See JP 4-04, Joint Doctrine for CivilEngineering Support, for further details.

c. National Level Medical SupportCommand. US Army Medical MaterielAgency is the Department of Defense’sprimary focal point for medical materielprocurement, fielding, and sustainment.Additionally, they have limited capability toprovide medical logistic support teams duringjoint contingency operations.

9. Key Functional CombatantCommands

While the supported combatantcommanders capitalize on the power inherentin joint operations by synchronizing thecomplementary warfighting capabilities of all

the Services and supporting commands intoa unified effort, one or more functionalcombatant commands are normallyinvolved in every phase of a joint operation.The key functional combatant command thatis directly related to CUL is USTRANSCOM.

a. United States TransportationCommand. The Commander in Chief, USTransportation Command (USCINCTRANS)provides strategic common-user air, land,and sea transportation for the Departmentof Defense across the range of militaryoperations. USCINCTRANS serves as theDOD single port manager (SPM)worldwide for all common-user air and seaports of embarkation and debarkation. SPMensures the seamless transfer of personnel,cargo, and equipment in any given theater.

• Geographic combatant commanders arethe supported commanders indetermining movement requirementsand requi red de l ivery da tes .USCINCTRANS is the supportingcommander who, with the transportationcomponent commands, provides acomplete movement system from originto initial theater destination.

• A key area of concern related toUSTRANSCOM CUL support is thecommand relationships between thegeographic combatant commander (orsubordinate JFC) and USTRANSCOM’scomponent command elements thatoperate in the theater. Theserelationships must be clearly identifiedin the planning process, because theseUSTRANSCOM component commandsmay not be attached to the geographiccombatant commander. This can affecthow they are incorporated (or notincorporated) into the overall JFC CULefforts. For example: the Military TrafficManagement Command (MTMC) mayarrange port contracting support separatefrom any centralizing JFC contracting

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agency. Key to precluding duplicationof effort, lack of support, and/orcompetition for local resources is propercoordination and approval of the C2 andsupport relationships between the in-theater USTRANSCOM componentcommand organizations and the JFC.

• The USTRANSCOM componentcommands operate the DefenseTransportation System (DTS). DTS-specific operations are covered in JP4-01, Joint Doctrine for the DefenseTransportation System. Following is adiscussion of USTRANSCOMcomponent commands’ CUL-relatedresponsibilities.

•• Air Mobility Command (AMC).AMC is a major USAF command. As atransportation component ofUSTRANSCOM, AMC providescommon-user airlift, air refueling, andstrategic aeromedical evacuationtransportation services to deploy, employ,sustain, and redeploy US forces on aglobal basis. Additionally, AMC is thesingle aerial port manager and, wheredesignated, operator of common-user

aerial ports of embarkation and/or aerialports of debarkation.

•• Military Sealift Command (MSC).MSC is a major command of the USN.As a transportation component ofUSTRANSCOM, MSC providescommon-user and exclusive-use sealifttransportation services to deploy, employ,sustain, and redeploy US forces on aglobal basis.

•• Military Traffic ManagementCommand. MTMC, a major US Armycommand, is the CONUS surfacetransportation manager. It providescommon-use ocean terminal and trafficmanagement services to deploy, employ,sustain, and redeploy US forces on aglobal basis. MTMC conductstransportation engineering to ensuredeployability and feasibility of presentand future deployment assets.Additionally, MTMC is the seaportmanager under the SPM concept for allcommon-user seaports of embarkation(SPOEs) and/or seaports of debarkation(SPODs). When designated, MTMCalso serves as the port operator.

AMC provides common-user airlift, air refueling and strategicaeromedical evacuation.

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b. US Special Operations Command.USSOCOM is responsible for providingtrained and ready special operations forces(SOF) in response to mission taskings. Theseforces are organized, trained, and equippedspecifically to accomplish nine principalmissions: direct action, specialreconnaissance, foreign internal defense,unconventional warfare, combattingterrorism, psychological operations, civilaffairs (CA), counterproliferation of weaponsof mass destruction, and informationoperations. In addition, SOF frequentlyconduct the following collateral activities:coalition support, combat search and rescue,counterdrug activities, humanitariandemining, foreign humanitarian assistance(FHA), security assistance, and specialactivities.

• The Military Departments areresponsible for providing or arranging forthe administration and support of Serviceforces assigned to the combatantcommands, including Service-commonsupport of assigned SOF units. However,it is the supported geographic combatantcommander who has overall

responsibility to ensure that all jointlogistic and administrative support,including SOF support, is coordinatedand executed. In-theater non-specialoperations (SO)-peculiar logistic supportcan be provided through Servicecomponent and/or CUL lead Service oragency support channels. Normally, adesignated lead Service is responsible toprovide selected common administrativeand CUL to the joint SOF headquarters.

• The theater Special OperationsCommand J-4 is responsible tointerface and coordinate with theatersupport elements for SOFsustainment. SOF must be integratedinto any applicable CUL support plans.This is especially important during theearly stages of a deployment while theconventional theater logisticinfrastructure is being established. SO-peculiar support will normally beprovided to theater-deployed SOFthrough USSOCOM Service componentlogistic infrastructures. Effective andefficient SOF support in joint operationsrequires skillful integration of Service-

SOF logistic support may come from several different sources: USSOCOM forSO-peculiar items, the Service components for Service specific items and CULsupport (if applicable) for common items.

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common and SO-peculiar logisticsupport systems.

For more information on support tospecial operations, see JP 3-05,Doctrine for Joint Special Operations,and JP 3-05.1, Joint Tactics, Techniques,and Procedures for Joint SpecialOperations Task Force Operations.

10. Supporting CombatantCommands

a. Many operational situations require thatone combatant commander support another.Support is a command relationship obligatingthe supporting organization to aid, protect,complement, or sustain the supportedorganization. The supporting combatantcommands’ primary task is to ensure thatthe supported combatant commandertasked to achieve national objectivesreceives the timely and complete supportneeded to accomplish the mission.

b. Supporting combatant commandershave four major responsibilities that couldaffect CUL operations (see Figure II-2).

• Make selected CUL forces availableto supported combatant commanders asrequired by the National CommandAuthorities (NCA) through the Chairmanof the Joint Chiefs of Staff. Thesupporting combatant commanderwill, on occasion, be required tocoordinate the allocation of selectedCUL forces from one or more of itssubordinate component commands todeploy to, and provide support in, anothercombatant commander’s theater ofoperations.

• Verify Movement Data. Supportingcombatant commanders are responsibleto the supported combatant commanderfor the accurate reporting of theirmovement requirement data. Unitverification of movement data must

Figure II-2. Supporting Combatant Commander Responsibilities

SUPPORTING COMBATANTCOMMANDER RESPONSIBILITIES

Make forces available to supportedcombatant commander

Verify movement data

Regulate the sustainment flow

Coordinate employment needs

Make forces available to supportedcombatant commander

Verify movement data

Monitor the sustainment flow

Coordinate employment needs

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begin at the deploying unit or supportingorganization level, since they are mostfamiliar with what is being deployed forthe operation.

• Monitor the Sustainment Flow.Supporting combatant commandersshould establish a control systemcapable of interfacing with thesupported combatant commander’stheater distribution system andUSTRANSCOM’s movement controlsystem. The supporting combatantcommander’s control system needs to beintegrated into the global distributionsystem in order to regulate the flow offorces, equipment, and materieloriginating in their AOR and fromdepots, Service supply activities, andcommercial firms located in their AOR.ITV is essential to the successful flowand integration of supporting assets intothe supported AOR. Supportingcombatant commanders must ensure thattheir business processes, AIS, and AITsfacilitate ITV data capture andtransmission to meet the supportedcombatant commander’s asset visibilityrequirements. Supporting combatantcommand control systems must be ableto respond to changes or unforeseencircumstances that develop duringmission execution.

• Coordinate Employment Needs.Effective and responsive integration andcoordination are the keys to success insupporting operations. Supportingcombatant commands must remaincognizant of the needs of the supportedcombatant commander. Situationalawareness is accomplished by supportingcombatant commands maintaining abroad focus of the global distributionsystem, anticipating theater distributionrequirements, and resolving issues beforethey negatively impact joint forceoperations.

11. The US Coast Guard

a. The United States Coast Guard (USCG)is a Military Service and a branch of theArmed Forces of the United States at all times(14 USC 1). It is specifically authorized toassist the Department of Defense inperformance of any activity for which theCoast Guard is especially qualified (14 USC141). The USCG is unique among the USMilitary Services in that it has statutory lawenforcement authority. Its dual military andlaw enforcement capabilities can provide anadvantage in its contributions. It is a Servicelocated in the DOT but is transferred to theDepartment of the Navy as a specializedService on declaration of war or when thePresident directs. However, as one of theMilitary Services at all times, the USCGperforms the same common Service functionsand supports the National Security Strategy,National Military Strategy, and the combatantcommanders. To more specifically identifyCoast Guard participation in Defenseoperations, a Memorandum of AgreementBetween the Department of Defense and theDepartment of Transportation on the Use ofUS Coast Guard Capabilities and Resourcesin Support of the National Military Strategyis maintained by the Chief of NavalOperations and the Commandant of the CoastGuard. Currently, the memorandum states thatit is desirable and appropriate for the USCGto participate in the following operations: portoperations, security, defense in both SPOEsand SPODs and the approaches; maritimeinterception operations at sea to enforcesanctions against another nation; peacetimemilitary engagement; and militaryenvironmental response operations. Duringdeployment and redeployment operations ofthe joint force, the USCG can provide forceprotection of military shipping at US SPOEsand overseas ports of debarkation byconducting port security and harbor defenseoperations with Port Security Units (PSUs),cutters, and patrol boats. They supportdefense contingency requirements including

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major theater war, small scale contingencies,or MOOTW in joint or combined operationsas a component or task unit(s) of a navalcoastal warfare operation. PSUs may conductoperations in conjunction with a USN/USCGHarbor Defense Command Unit, USN MobileInshore Undersea Warfare Unit, USNExplosive Ordnance Disposal (EOD)detachments, USN Mobile Diving and SalvageUnit, USN Inshore Boat Unit, USCG cutters,Military Police, USMC security teams, and othercoalition assets assigned to the componentcommander. Major USCG cutters are deployedto participate in maritime interception operationsto enforce sanctions and to conduct peacetimeengagement activities.

b. Deployed USCG forces are supportedby the receiving commander. One or moreof the other Service component commanders,normally the Navy Forces commander,provide required CUL support to USCGforces operating in the JOA. Major cuttersdeployed require the similar logistic supportas the Navy combatants. PSUs are organizedfor sustained operations. They are deployablewithin 96 hours and must be prepared toestablish operations within 24 hours of arrivalin theater. Stocks for sustainment must be

time-phased to support Navy componentoperations and entered on the joint force time-phased force and deployment data (TPFDD)by supported combatant command plannersfor scheduling of common-user lift assets.PSUs are normally equipped for an initial 30days of sustained operations, but requirepetroleum, oils, and lubricants (POL), andpotable water. Logistic support is requiredfor catastrophic equipment casualties andrepairs beyond unit capabilities.

12. Deployable ServiceExchange Organizations

To service military customers, each of thethree Military Service exchange systems hascontingency resale capabilities in locationsoutside the continental United States(OCONUS) deployable to all but the mostremote locations. Tactical field exchanges canprovide a variety of deployable personnelsupport upon request of the supportedcombatant commander. Exchange supply andservice support for both initial andsustainment merchandise stocks will typicallyuse a combination of commercial and DODassets, depending on the individualoperational situation.

While deployed outside the continental United States, Coast Guard unitsnormally obtain logistic support from the Navy component of the joint force.

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For additional information, see Chapter IV,“Planning and Execution,” paragraph 4d.

a. Army and Air Force ExchangeSystem (AAFES). The AAFES mission isto provide authorized patrons with goods andservices of necessity and convenience atuniformly low prices. This includes militarymembers involved in exercises or contingencyoperations. Different levels of support includethe following:

• AAFES Imprest Fund Activity(AIFA). An AIFA is a military-operatedretail activity that supports a small orremote site. AIFAs are satellite activitiesof an AAFES main exchange operation.The supported unit appoints the officer-in-charge (OIC) of an AIFA. AAFESissues an initial fund to the OIC allowinghim or her to purchase a beginninginventory. Money generated from salesis used to replenish the merchandisestock.

• Tactical Field Exchange (TFE). A TFEis a military-operated exchange designedto provide limited retail support on atemporary basis (normally 30-90 days)to personnel deployed to remote fieldlocations. TFEs are also consideredsatellite activities of an AAFES mainexchange operation. The supportedmilitary commander must appoint aTactical Field Exchange Officer or Seniornoncommissioned officer to oversee TFEoperations. The supported commandermust also arrange for enlisted personnelto operate the TFE.

• Direct Operation Exchange-Tactical(DOX-T). A DOX-T is a larger retailfacility directly run by AAFESemployees. The DOX-T contains anexpanded inventory to includeconcession services under contract to theexchange. Like the TFE, the DOX-T isalso linked to a main exchange operation

and is designed to provide limited supporton a temporary basis. DOX-Ts areactivated only on approval of theCommander, AAFES.

b. Marine Corps Exchange (MCX).MCX tactical field exchanges provide healthand comfort merchandise sales to deployedMarine forces. Marine morale, welfare, andrecreation (MWR) specialists operate thesenonappropriated fund activities whose initialoutfitting merchandise is shipped fromCONUS MCX stock.

c. Navy Exchange Command(NEXCOM). Navy ships’ stores providehealth and comfort merchandise to crewsaboard most Navy ships. Uniformed sailorsoperate these appropriated fund activities.Ships’ stores obtain sustainment stock fromcombat logistic force resupply ships and fromcommercial sources in CONUS andOCONUS. Naval Reserve barber, laundry,and ships’ store units are available to providehealth and comfort support duringcontingency operations to naval forcesdeployed ashore.

13. Other DOD Agencies

a. Defense Security Cooperation Agency(DSCA). Under the authority, direction, andcontrol of the Assistant Secretary of Defense(International Security Affairs), DSCA servesas the DOD focal point and clearinghousefor the development and implementationof security assistance plans and programs,for monitoring major weapon sales andtechnology transfer issues, for budgetary andfinancial arrangements, for legislativeinitiatives and activities, and for policy andother security assistance matters. DSCAdirects and supervises the organization,functions, training, administrative support,and staffing of DOD elements in foreigncountries responsible for managing securityassistance programs. It also supports thedevelopment of cooperative programs with

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industrialized nations. DSCA’s Office ofHumanitarian Assistance and Demining isresponsible for managing the overseashumanitarian, disaster, and civic aidappropriation; oversight of the combatantcommanders operational demining,humanitarian, and civic assistanceprograms; and the DOD HumanitarianAssistance Program (HAP). HAP providesexcess, nonlethal property to authorizedrecipients; arranges DOD-funded and space-available transportation for nongovernmentorganizations to deliver humanitarian goodsto countries in need; coordinates foreigndisaster relief missions; and procures,manages, and arranges for delivery ofhumanitarian daily rations to those in need.

See Chapter IV, “Planning and Execution,”for further discussion of HDRs.

b. Defense Information Systems Agency(DISSA). DISSA is responsible for planning,developing, and supporting command,control, communications, computers, andintelligence (C4I) systems that serve the needsof the NCA under all conditions of peace andwar. It provides guidance and support ontechnical and operational C4I issues affectingthe Office of the Secretary of Defense, theMilitary Departments, the Chairman of theJoint Chiefs of Staff and the Joint Staff, theunified and specified commands, and thedefense agencies. DISSA ensures theinteroperability of the Global Command andControl System (GCCS), the Global CombatSupport System, and the other logistic C2,asset visibility, and transportation systems thatsupport global distribution.

c. National Imagery and MappingAgency (NIMA). NIMA, a DOD combatsupport agency, is a source of intelligence andgeospatial information used during theplanning and execution of all joint operations.NIMA provides geospatial information andservices support, technical guidance, and staff

assistance to the Military Services, combatantcommands, and other DOD components andis the focal point for imagery, imageryintelligence, and geospatial information. DLAdistributes selected hard-copy NIMA productsthrough the Defense Distribution MappingActivity (DDMA) and a network of DDMAmap support offices in CONUS andOCONUS.

14. Non-DOD Federal Agencies

The military will often interface withnumerous non-DOD federal organizations inboth foreign and especially in domesticoperations. Combatant commanders andsubordinate JFCs will often be required tocoordinate with, and possibly providesupport to, these organizations.

a. Department of State (DOS). The DOSis the lead agency for the coordination anddistribution of Class X items, which supportnonmilitary programs such as economic andagricultural development, civic action, andvarious relief and education programs. TheDOS also issues export licenses that permitweapon systems and other sensitive items tobe sold to foreign nations via the foreignmilitary sales or other means of transfer.

b. Department of Transportation. Underthe National Plan for EmergencyPreparedness (Executive Order 12656), theSecretary of Transportation leads the federaltransportation community. During nationaldefense emergencies and in periods of crisis,the Secretary of Transportation has a widerange of delegated responsibilities, includingexecutive management of the Nation’stransportation resources.

A more detailed account of DOTresponsibilities is contained in Chapter V,“Employment of the Defense TransportationSystem,” of JP 4-01, Joint Doctrine for theDefense Transportation System.

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c. Federal Emergency ManagementAgency (FEMA). FEMA coordinates theexecution of emergency preparednessactions of all federal agencies, includingcoordination of military support to civilauthorities (MSCA) missions. As the keyagency for emergency assistance to civilauthorities, it coordinates all military supportdirectly with the Director of Military Support.

d. Department of Health and HumanServices (DHHS). DHHS assists FEMA andother national agencies during naturaldisasters or civil emergencies.

e. US Customs Service. US CustomsService is a Department of the Treasurybureau responsible for enforcing US lawsconcerning carriers, cargo, and personsentering and departing the United States.Their responsibilities include assessing andcollecting duties; detecting and interceptingcontraband, including drugs; and ensuring thatimported materiel meets the requirements forlegal entry. All forces and materielredeploying to CONUS require US Customsclearance.

f. US Postal Service (USPS). USPSsupports joint force operations throughmovement of mail, including materielshipped via parcel post. The Military Postal

System is an official extension of USPSoutside of the United States. The MilitaryPostal Service Agency (MPSA), a jointservice staff headquarters under the executivedirection of Department of the Army, is theDOD single military mail manager and pointof contact with USPS. The MPSA draws itsauthority from title 39, USC. MPSA conductsDOD contingency planning with the JointStaff and combatant commanders. Whenrequested, provides postal support throughthe deployment of advisory teams.Transportation of official and personal mailto and from joint forces outside of the UnitedStates is a DOD responsibility. Such mail ismoved, using a combination of military andcommercial carriers, through overseasmilitary mail hubs and deployed Servicepostal units.

g. General Services Administration(GSA). GSA provides common-use items tothe Department of Defense through a networkof customer service centers and distributioncenters. GSA is a major source for generalcommodities such as office supplies and paperproducts, tools, furniture, paints, andchemicals. GSA also provides vehicleacquisition and leasing service and is thefederal contracting agency for the governmentpurchase card program and domestic expresssmall-package delivery service.

CHAPTER IIIORGANIZATION OPTIONS

III-1

1. Introduction

This chapter focuses on CUL organizationaloptions and management principles at theoperational level. Specifically, it provides ageneral discussion on the basic joint forceorganizational options and managementtechniques available to combatantcommanders to accomplish CUL supportin their AORs. It identifies the majoradvantages and disadvantages of eachorganizational option, describes briefly eachof the organizational options, includingdelineation of doctrinal C2 relationships, anddiscusses the fundamentals of joint logisticmanagement within each organizationaloption. Furthermore, it provides a generaloverview of the role of combatant commanderand subordinate JFC-level boards and centersin management of CUL functions in jointoperations.

“What I want to avoid is that my supplies should command me.”

Field Marshal Francois Comte de Guilbert,Essai General de la Tactique, 1770

Additional doctrinal informationorganizational options and managementtechniques can be found in JP 0-2, UnifiedAction Armed Forces (UNAAF), JP 3-0,Doctrine for Joint Operations, and JP 4-0,Doctrine for Logistic Support of JointOperations.

2. General

Title 10, USC, chapter 6, section 164(c)(C) provides the combatant commanderwith the authority for “organizingcommands and forces within thatcommand as he considers necessary tocarry out missions assigned to thecommand.” How the geographic combatantcommander organizes the forces to bestexecute CUL in joint operations varies greatlydepending on the nature of the individualoperation and force composition. Historically,

OPERATION RESTORE HOPE

During Operation RESTORE HOPE in Somalia, there was no centralized jointor Service control or management of explosive ordnance disposal (EOD)operations. Due to the lack of centralized control or management, each Servicecomponent was left to its own devices to conduct EOD operations. Toovercome a lack of higher-level planning and direction, EOD forces from theArmy, Air Force, and Marines entered into short-term informal supportagreements to coordinate response sectors in Mogadishu. Despite no formalcommand and control arrangements or tasking from the joint commander,Navy EOD personnel supplemented Army EOD soldiers in destroying capturedmunitions at an improvised demolition range. In this small scale contingencyoperation, the lack of formal command relationships or joint staff managementwas overcome successfully through informal unit-level inter-Servicecooperation.

SOURCE: Discussion at multi-Service EOD doctrinal workshop betweenpersonnel who participated in Operation RESTORE HOPE

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logistic assets from different Services havecombined efforts to maximize the efficiencyof the overall joint operation, but how theseforces were organized varied from operationto operation. Recent joint force logisticarrangements run the gamut from primarilysingle-Service-provided support, as seen inOperation ALLIED FORCE (Kosovo), to amultifunctional CUL-oriented joint force(referred to in historical documents as eithera joint logistic support command or JTFsupport command) in Operations RESTOREHOPE in Somalia in 1993 and UPHOLDDEMOCRACY in Haiti 1994. In some cases,these joint structures and relationships wereimprovised on site through informalagreements between the local commandersand sometimes outside established doctrinalguidelines.

3. Specific OrganizationOptions

Rather than dictate how to best controllogistic forces and ensure continuity of logisticsupport throughout a joint force, the followingdiscussion allows the combatant commanderand subordinate JFCs maximum flexibilityin determining the appropriate option for

each operation. In order to achieve effectiveand efficient logistic support, the combatantcommander must choose the most suitableorganizational option based on proper andthorough logistic assessments. Additionally,these decisions must be made in closecoordination with the subordinate JFC, theService component commanders, andapplicable defense agencies — primarilyDLA. Based on the operational situation, thecombatant commanders can modify or mixany of the following two major options:single-Service logistic support; or lead Serviceor agency support with or without operationalcontrol (OPCON) or tactical control(TACON) of other Service logisticorganizations (see Figure III-1).

a. Single-Service Logistic Support. Inthis organizational option (see Figure III-2),each Service retains primary responsibility forproviding support to their subordinateorganizations. CUL would be generallylimited to existing support relationshipsbetween Services as identified in ISSAs and,if delegated the authority by the combatantcommander, some limited J-4 coordinatedCUL support to other Services or agencies.This method would most likely be used in

Force beddown is a common service provided in many joint operations. Forcebeddown standards can be a major joint issue and must be considered if forcebeddown will be accomplished utilizing CUL methodology.

III-3


major operations where the operationalsituation allows for, and calls for, thedeployment of the requisite Servicecomponent logistic assets in a timely mannerand where logistic effectiveness is paramount.However, in even major theater war (MTW)scenarios, there will most likely also be somelead Service or agency or logistic-focusedCUL support.

• Advantages of single-Service logisticsupport

•• Does not require new commandrelationships

•• Allows each Service component toretain control of its own logistic assets

•• Does not require major adjustmentsto standard operating procedures

• Disadvantages of single-Servicelogistic support

•• May require significantly morestrategic lift requirements to properlyexecute

•• May increase operation costs

•• May increase deployment time

•• Will increase logistic footprint intheater

•• May require the use of J-4 lead boardsand centers to manage specific CULfunctions

• Logistic Management. In the single-Service logistic organization option,CUL support is generally limited to thelong-term and/or operational specificISSAs that will be executed by theseparate Service components or DODagencies. If the subordinate JFC isdelegated directive authority for logisticsfor a specific common capability, the

Figure III-1. Organization and Management Options

ORGANIZATION ANDMANAGEMENT OPTIONS

Single-Service Logistic Support

Major Common-User Logistics (CUL) RelatedOrganization and Management Options

Major Common-User Logistics (CUL) RelatedOrganization and Management Options

Lead Service or Agency CUL Support

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subordinate JFC would manage thisCUL support through functionaltaskings from the J-4. The J-4 wouldeither manage these CUL functionsdirectly, or through boards or centers ifrequired. The general logistic prioritieswill be managed within the subordinateService component commands with theJ-4 specifically managing any CULsupport. Any cross-leveling of criticallogistic assets will be handled on a case-by-case basis by the J-4 through thesubordinate JFC and combatantcommander as necessary.

b. Lead Service or Agency CUL Support

• Combatant commanders, throughtheir COCOM authority, may designatea lead Service or DOD agency to

provide selected CUL support to oneor more Service components,governmental organizations, and/or othergovernmental agencies (OGA) andnongovernmental organizations (NGOs)in a joint or multinational operation.This CUL option (see Figure III-3) isnormally based on the dominant userand/or most capable Service conceptsand may or may not involve OPCON orTACON of one Service componentlogistic units to the lead Service.

• Lead Service or agency supporttechnique is well suited to MOOTWoperations and for selected CUL supportin mature theaters. In all cases, delegatedauthority will be limited to specificparameters as outlined in thecombatant commander’s OPLAN,

SINGLE SERVICE LOGISTIC COMMAND ANDCONTROL AND MANAGEMENT OPTION

SubordinateJFCJ-4

Marine CorpsForces

ArmyForces

Limited JFCdirected CULgeneral support

FunctionalTasking

ServiceCommand

OperationalControl

NavyForces

Limited JFC-directed CULgeneral support

FunctionalTasking

ServiceCommand

OperationalControl

Air ForceForces

Logistic Unit

Service components provide bulk of their own logistic support

If delegated the authority by the combatant commander, the subordinate joint forcecommander (JFC) manages common-user logistics (CUL) requirements viasubordinate Logistics Directorate (J-4) (utilizing boards and centers as necessary)

Logistic Unit Logistic UnitLogistic Unit

Logistic Board orCenter

(If necessary)

Figure III-2. Single-Service Logistic Command and Control and Management Option

III-5


OPORD, and/or directives. Normally,the combatant commander limits the leadService or agency CUL responsibilitieswithin specific parameters, to includespecific units or types of units to receivesupport. The combatant commander mayalso limit CUL support to specific timeperiods or phases of the operation or tospecific geographical areas.

• In complex operations, the combatantcommander may designate multiple leadServices or agents to provide selectedCUL items or services. The combatant

commander will normally designate thedominant user of the item or service asthe lead Service or agency to provide thissupport; however, in some operationalsituations, the dominant user may not bethe one most capable. In these cases, thecombatant and subordinate JFCs andplanners must explore other options inorder to establish responsive andeconomical CUL support. A commonoption in this case is to attach (with thegaining lead Service exercising OPCONor TACON over the attached force) theselected Service component’s logistic

Figure III-3. Lead Service Common-User Logistics Command and Controland Management Option

Army Lead Service ExampleArmy Lead Service Example

Subordinate JointForce Commander

(JFC)

LogisticsDirectorate (J-4)

Marine CorpsForces

ArmyForces

CUL generalsupport

StaffSupervision

ServiceCommand

OperationalControl

NavyForces

CUL generalsupport

StaffSupervision

ServiceCommand

OperationalControl

Air ForceForces

Other GovernmentAgencies,

NongovernmentalOrganizations,multinational

partner

Logistic Commanderresponsible for CUL

Logistic Commanderresponsible for CUL

Utilized when there are significant common-user logistics (CUL) requirements

Combatant commander determines lead Service requirements andresponsibilities; other Services augment

In exceptional cases, may attach (operational or tactical control) other similarlogistic units from other Service to lead Service

Day-to-day CUL management done by lead Service

Selected joint boards may still be required

Logistic Board orCenter

(If necessary)

ARMY LogisticOrganization

Other Service LogisticOrganization

LEAD SERVICE COMMON-USERLOGISTICS COMMAND AND CONTROL

AND MANAGEMENT OPTION

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force to the lead Service as deemednecessary. This modification of the leadService CUL organization option is bestsuited to specific, critical, single-functionlogistic operations where the lead Servicedoes not have sufficient in-theatercapability to perform the assigned CULtasks, or when consolidated C2arrangements are necessary to enhancethe overall effectiveness of the support.Normally, this option is utilized forspecific missions during specific phasesof a major operation. Note: The OPCONor TACON option would be utilizedwhen there is a lead Service. This optionwould not be applicable if the leadorganization was a DOD agency.

• It must be understood that the combatantcommander-designated CUL leadresponsibilities may or may notconform to existing Military ServiceDOD Executive Agency responsibilities;however, these combatant commander-directed lead CUL responsibilities willnormally conform to existing SITLMdesignations. In all cases, lead Service

or agency and J-4 (and associated J-4logistic boards) responsibilities must beclearly defined and detailed in thesupport annexes of the appropriatecombatant commander or JFC OPLANsand/or OPORDs.

• Advantages of lead Service or agencyoption

•• Reduces logistic redundancies

•• May significantly reduce the overalllogistic footprint in theater

•• May reduce strategic lift requirementsand deployment time

•• May significantly reduce overall cost

•• Allows each Service component toretain control of its own logisticorganizations (without OPCON orTACON option)

•• Requires very little joint staff, board,or center involvement to properly execute

OPERATION SOUTHERN WATCH

In Operation SOUTHERN WATCH, the Air Force performed lead common-userlogistics (CUL) Service functions in support of both Navy EA-6 Prowler andArmy helicopter units at Prince Sultan Air Base. That support includedeverything from basic life support to significant amounts of common Class II,III, and IX support. Base operating functions in Operation SOUTHERN WATCHincluded, but were not limited to, billeting, health service support, food service,laundry, bath, and sanitation support. The US Air Force (USAF) coordinatedand accounted for Class III support, some of which was provided throughformal host-nation support agreements with Saudi Arabia. Limited Class IIand IX support was also provided. To accomplish streamlined CUL Class IIand IX support, the USAF support organization operating at Prince Sultan AirBase established organizational codes for each of the non-USAF organizationsfor which they had responsibility. All requisitions for Code 9 Class II and IXitems were then processed through normal USAF and Defense LogisticsAgency logistic automated support systems. Funding was provided for throughmilitary interdepartmental purchase requests.

SOURCE: Interview With USAF ACC Region Supply Center Logistic Planner

III-7


• Disadvantages of lead Service oragency option

•• May be less responsive than dedicatedService support

•• Requires new support relationshipsand adjustments to standard operatingprocedures

•• Requires new C2 relationships (ifOPCON or TACON option is utilized)

• Lead Service or Agency LogisticManagement. In the lead Service oragency option, the lead Service or agencyexecutes CUL responsibilities within theparameters agreed, to include standardsof support, and procedures identified inthe combatant commander’s orsubordinate JFC’s OPLANs and/orOPORDs and directives. The leadService or agency is responsible tocoordinate with the subordinate JFC J-4, applicable DOD agencies, supportedService components, and supportedforces or agencies as required. The leadService or agency would manage theday-to-day directed CUL-related logisticoperation within the JOA, monitor

priorities, adjudicate issues if possibleand, when not possible, raise unresolvedissues to the joint commander via theJ-4. Joint force logistic boards andcenters would be utilized only whennecessary to properly coordinate orresolve issues above and beyond thecapability of the lead Service or agency.

• Joint theater logistics managementintegrates the logistic capabilities of theforces in-theater to fulfill the common-user and cross-Service support mission.When applied to the other challenges anddesired operational capabilities offocused logistics, joint theater logisticsmanagement (JTLM) facilitates supportto the warfighter while achievingeconomies and reducing the logisticfootprint. JTLM optimizes resources bysynchronizing all logistic support effortsin-theater. The objective is to providerapid, timely delivery of forces,materiel, and sustainment to thecombatant commander. JTLMprovides to the combatant commanderthe ability to synchronize, prioritize,direct, integrate, and coordinatecommon-user and cross-Servicelogistic functions necessary toaccomplish the joint theater mission.

OPERATION JOINT FORGE

In Operation JOINT FORGE, the Navy Forces Europe sent a 100-persondetachment from Naval Mobile Construction Battalion (NMCB) (SEABEE)FORTY to assist in civil engineering efforts in support of the Army lead TaskFORCE EAGLE, located in the Multinational Division North area of Bosnia-Herzegovina. This SEABEE detachment, which was placed under theoperational control of the Army’s 1st Cavalry Division’s Engineer Brigade, gavethe 1st Cavalry Division horizontal and vertical engineer construction capabilitythat does not exist organically at the Army division level. Through this common-user logistics organization arrangement, the Army was able to completesignificant force protection, life support, and command and control structureconstruction upgrades in minimal time and with reasonable expenditure ofresources.

SOURCE: Army Lessons Learned Report

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4. Organizational Options inMultinational Operations

a. Similar to joint operations, overalllogistic responsibility and authority inmultinational operations rest with thecontributing nations; but in many cases, atleast some limited CUL support may beexecuted. Different from joint operations,

however, is the fact that contributing nationsare free to retain full responsibility for alllogistic support to their subordinate units.Numerous management and organizationaloptions (see Figure III-4) exist formultinational logistic support and these canbe mixed and matched depending on theoperational situation and agreements enteredinto by the contributing nations. Specific

JOINT TASK FORCE AGUILA

In late October 1998, Hurricane Mitch, a category 5 storm, tore a ragged holethrough the heart of Central America. In response to this natural disaster,President Clinton formally directed the Department of Defense to provideemergency aid. The geographic combatant command, US Southern Command,quickly stood up the logistically-focused joint task force (JTF) AGUILA (Spanishfor “eagle”) to coordinate and implement the military disaster relief effort inGuatemala, El Salvador, and Nicaragua. JTF AGUILA was made up primarilyof engineer, medical, and transportation forces from the Army and otherServices. Operating hand-in-hand with embassy personnel, host-nationministries, foreign military leadership, and a host of nongovernmentalorganizations, JTF AGUILA provided significant support to not only the localcivilian population, but to other US and foreign military forces operating intheir joint operations area as well. Overall, JTF AGUILA treated nearly 16,000patients; vaccinated 9,000 animals; repaired 24 bridges and river crossingsand 207 kilometers of roadways; and delivered 6, 500 short tons of reliefsupplies.

SOURCE: Military Review, March-April 2000

Multinational logistics can be very challenging, but also can be very important tothe overall success of the multinational operation. In all cases, multinationallogistics requires detailed planning and careful execution.

III-9


multinational CUL management andorganizational options include the following.

• National support through nationalsupport elements.

• Limited CUL support through individualACSA negotiated between individualcontributing nations.

• Multinational CUL support via leadnation command structure (similar to leadService concept).

• Specific CUL support provided by a rolespecialist nation where one contributingnation provides one or more commonsupply or service.

• Single or multifunctional CUL supportprovided by a multinational integratedlogistic unit made up of two or morelogistic units from separate contributingnations.

• CUL support provided through variousmeans managed by a multinational jointlogistics center.

b. In all cases, however, detailed support,management and command authority, andreimbursement agreements must benegotiated and formally approved by NCAprior to execution of multinational CULsupport.

More detailed discussion of multinationaldoctrine can be found in JP 3-16, JointDoctrine for Multinational Operations, andJP 4-08, Joint Doctrine for Logistic Supportof Multinational Operations.

5. Establishing Boards andCenters

When necessary, the combatantcommander and/or subordinate JFC maydesire to stand up logistic boards andcenters under the auspices of the respective

Figure III-4. Multinational Common-User Logistics Managementand Organizational Options

MULTINATIONAL COMMON USER LOGISTICSMANAGEMENT AND ORGANIZATIONAL OPTIONS

National support elements

Individual support through acquisition and cross-Service agreements

Lead nation

Role specialist nation

Multinational logistic units

Multinational joint logistic center

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J-4. The requirements for and use of logisticboards and centers should be outlined andexecuted IAW the combatant commander’sOPLAN and/or OPORD or directives.

a. Combatant Commander Level. Thesupported combatant commander may formcommand centers and operational planningteams during actual operations. These boardsand centers can be either functional ormultifunctional in nature. JTLM is one wayto help achieve a unified focus within theaterby integrating information, product delivery,flexible response, and effective C2. JTLMensures that the right product is delivered tothe right place at the right time. The combatantcommander may, as an option, establish aJTLM element to fuse movement control andmateriel management to integrate andsynergize the logistic capabilities of the jointforce. Another technique is to form a logisticsreadiness center (LRC) manned withrepresentatives from various functional areas:fuel, ammunition, contracting, engineering,supply, surface transportation, sealift, airlift,personnel, and medical services. The LRC isthe nucleus of all joint logistic operations andthe nerve center for the supported combatantcommander in providing staff direction overService component logistic systems andrequirements. The LRC receives reports fromService components and external sources,distills information for presentation to thecombatant commander, and responds toquestions. In addition to operating the LRCand providing representation in the commandcenter, the LRC staff performs the followinglogistic coordination functions.

• Monitors current and evolvingsubordinate joint force logisticcapabilities.

• Advises the combatant commander onthe assignment of CUL lead Service oragency responsibilities.

• Coordinates logistic support, to includemaking logistic cross-levelingrecommendations with on-going andfuture joint operations.

• Advises the combatant commander onthe supportability of proposed operationsor courses of actions (COAs).

• Acts as the combatant commander’sagent and advocates to non-theaterlogistic organizations.

• Coordinates logistic support andmaintains total asset visibility.

b. Subordinate JFC-Level Boards andCenters. As in the case of the combatantcommander, the subordinate JFC may standup requisite logistic boards and centers underthe auspices of the J-4 in order to facilitatethe execution and synchronization of CULfunctions within the JOA. The type, duration,and configuration of these boards and centersdepend on the individual operational situation.Decisions to establish logistic boards andcenters are also very much tied to the amountand type of CUL support provided, as well asthe logistic organizational situation within theJOA.

For further information on J-4 lead boardsand centers, see Appendix B, “Organizationand Functions of the Supported CINC’s J-4and Functions of Joint Logistic Centers,Offices, and Boards,” of JP 4-0, Doctrine forLogistic Support of Joint Operations, andChapter VII, “Joint Task Force Operations,”of JP 5-00.2, Joint Task Force PlanningGuidance and Procedures.

c. Civil-Military Operations Center(CMOC). A very important CUL-relatedsubordinate JFC-level center is the CMOC.A CMOC may be established to manage therelationship between the conduct of civil-

III-11


military operations and CUL operations. TheCMOC is formed by CA assets and assiststhe subordinate JFC in coordinating activitiesbetween military forces, OGA, NGOs, localcivilian authorities, and the local populace.A CMOC can often be a critical joint center

for the coordination of CUL support inFHA and other MOOTW operations.

For more information on civil-militaryoperations, see JP 3-57, Doctrine for JointCivil-Military Operations (CMO).

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Intentionally Blank

CHAPTER IVPLANNING AND EXECUTION

IV-1

1. Introduction

This chapter discusses CUL planning andexecution considerations. Focusingprimarily on planning for operational- andtactical-level CUL support, it discussesstrategic logistics only as it relates directly toplanning and executing CUL support at theoperational and tactical levels.

2. General Planning andExecution Guidance

a. In the joint planning process, supportedcombatant command planners areresponsible for outlining an effective andefficient logistic support concept that makesuse of applicable CUL organizational optionsand responsibilities. At the combatantcommand level, logistic planning considersthe ways and means of supporting andsustaining proposed combatant commandoperations with the required logistic resources.More specifically, combatant commandlogistic planners, in coordination withsubordinate joint force and componentcommand logistic planners, must determinethe appropriate CUL support responsibilitiesand organization and management structurebased on the overall distribution functionsand networks tied to a particular operationalsituation and mission objectives.

b. Combatant command and subordinatejoint force logistic planners must keep in mindthat while CUL support can be very efficient,it may not always be the most effective methodof support. By its very nature, CUL support

“I believe that the task of bringing the force to the fighting point, properlyequipped and well-formed in all that it needs is at least as important as thecapable leading of the force in the fight itself…”

General Sir John Monash (1865-1931),quoted in Horner, The Commanders, 1984

will normally take place outside routinesupport channels, which may lead toreduced responsiveness if not properlyplanned, coordinated, and executed.Combatant commanders, along with theirsubordinate JFCs, must review, coordinate,and direct CUL requirements with DLA,functional combatant commanders, andService component commanders to providean integrated joint logistic system from thestrategic to tactical levels. All parties mustensure that the advantages and disadvantagesof each CUL-related COA are properlyconsidered; however, the geographiccombatant commander has overallresponsibility for deciding the amount andtype of CUL support for a particular jointoperation.

Additional information on joint operationplanning responsibilities — described in JP0-2, Unified Action Armed Forces (UNAAF),JP 3-0, Doctrine for Joint Operations, and JP5-0, Doctrine for Planning Joint Operations,— includes planning and coordinating jointoperations within assigned geographic areas.

c. Logistic Assessment of the Situation.Joint operation planning includes developingconcepts of operation and support based onspecific mission requirements derived frommission analysis. Logistic assessment of thesituation is a key step in the Joint OperationPlanning and Execution System crisis actionand deliberate planning processes. It consistsof the actions of logistic planners at allechelons to identify the best logistic COA inorder to optimize logistic means within the

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JOA. The supported combatantcommander’s J-4 is key to properlysynchronizing this effort with supportingcommands, key DOD agencies, thesubordinate JFC, and subordinate Service andfunctional component commands. Logisticassessment of the situation is a wide-rangingprocess that can be focused on four majorpoints as depicted in Figure IV-1. Whenconducting logistic assessments, thesupported combatant commander’ssubordinate Service component commanderand support agency’s logistic planners must,at a minimum, consider the following factorswhen determining overall logisticrequirements and subsequent potential CULsupport options.

• The joint force mission, includingavailable “build-up” time.

• Joint force C2 arrangements.

• Joint force allocated forces, including keylogistic forces.

• Available C4I and logistic automationenablers, and the appropriate supportingcommunications infrastructure.

• Location of, and force protection of, alllogistic bases and facilities.

• Allocated forces’ overall logisticrequirements, including non-DODsupport requirements: support to OGAand NGOs, humanitarian support tolocal populace, and others.

• Common items within the overall logisticrequirement that may be suitable for CULsupport.

• Strategic lift availability and restrictions.Commercial ocean, air, and landtransportation assets serving the theaterof operations should also be assessed.

• Capabilities and limitations of potentialdistribution and support infrastructure,including ports of debarkation, ports ofembarkation, and lines of communications.

• Force caps.

• Availability of RC forces.

• Existence of current HNS or theatersupport contract assets.

A key element of logistic planning is the proper assessment of the logisticsituation to include significant information on the joint operations area.

IV-3

Planning and Execution

• Availability of additional HNS or theatersupport contract assets.

• Specific logistic capabilities of each ofthe joint force Service components.

• Capabilities of DOD agencies (primarilyDLA).

• Theater customs and border clearanceprocedures for personnel and cargo mustbe thoroughly understood and compliedwith.

• Availability of pre-positioned stocks.

• Climatic conditions.

d. Statement of Requirements. Duringthe planning phase of an operation, Servicecomponents must develop and provide tothe J-4 a comprehensive statement ofrequirements that are broken out by phases

of the operation. Additionally, the detailedrequirements should reflect or at least becross-referenced against the combatantcommander’s critical items list (CIL). Ifthe common-user items and CIL are notreviewed together, efficiencies could be lostor requirements could be competing againstone another. Identification of common-user requirements by phase assists plannersto identify unwarranted duplication ofsupport, common-user responsibilities, anysignificant logistic shortfalls, and overalldistribution requirements. For ease inconsolidating data, a common unit ofmeasure (e.g., pounds per man per day,gallons per man per day, and barrels of fuelper day) is used for consumables less ClassIX items. While Class IX items need to beforecasted, these forecasts are not based oncommon measures. When not designated byapproved policy or regulation, standards forgiving or receiving CUL support should bedesignated in the statement of requirement.

Figure IV-1. Major Focus of Logistic Assessment of the Situation

MAJOR FOCUS OF LOGISTICSASSESSMENT OF THE SITUATION

Ensuring that the overall logistic system provides requiredresources on time.

Identifying resources available to meet requirements

Anticipating and forecasting logistic, contractual, andfinancial requirements

Determining and delegating common-user logistics-relatedrequirements

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e. Establishing Responsibilities. Oncethe combatant commander, in coordinationwith the subordinate commanders, hasassessed the operational situation, thecombatant commander then must determinehow best to organize and execute joint logisticsupport. The combatant commander’sdecision to use directive authority for logisticsto direct CUL support within a subordinatejoint force must be deliberate and well thoughtout to ensure proper CUL execution. Keyelements that combatant commanders andsubordinate JFCs must consider whenestablishing CUL responsibility are depictedin Figure IV-2.

• Combatant commanders will typicallyappoint a lead Service (or agency insome cases), normally the dominantuser of a particular supply or servicewithin a specific joint force, responsibleto provide a specific CUL support itemor service to all or part of the joint force.In some operational circumstances, thedominant user of a specific supply orservice may not be the most capableService or agency. In these situations,combatant commander’s logisticplanners may have to look for alternatemeans to provide this CUL support. An

option to the combatant commanderincludes giving the lead Service OPCONand/or TACON of other Services’logistic organiza t ions . Thecombatant commander’s goal shouldbe to ensure effective yet efficient logisticsupport for the entire joint force basedon the individual operational situation.

• Another factor in designating a CUL leadorganization is the proper understandingof the capabilities and limitations ofpotential lead CUL organizations. Thecapabilities of each Military Service (andDLA) to perform CUL functions variesgreatly. Furthermore, the actualavailability of these CUL capabilities isvery much operationally dependent.

• In general, the Army has the bulk ofCUL capabilities. In fact, some ArmyCUL capabilities, such as mortuaryaffairs and bulk petroleum storage anddistribution, are outlined in formal DOD-level executive agency responsibilities.Some of these executive agencyrequirements actually require the Armyto maintain specific CUL-related forcestructure that could be used to providesupport to other Services when required

Availability of strategic lift is one of the major factors that must be consideredwhen conducting the logistic assessment of the situation.

IV-5


by the combatant commander. However,it must be clearly understood that themajority of the Army’s CUL-capableunits are reserve force units, and thereforemay not be readily available to theoperational commander depending uponReserve call-up authority granted for aparticular operation.

• In addition to common-user airliftcapabilities, the Air Force hassignificant CUL capabilities in the areaof base support, force beddown,general engineering, and contractingsupport, but these CUL-capable units arelimited in number and are often fullyengaged in providing single-Servicesupport requirements. The Navy alsohas some highly capable generalengineering, port operations andcontracting capabilities applicable toJFC CUL support. The Marine Corpsdoes not have significant CULcapabilities; therefore, the MARFORwould normally only provide CULsupport on an emergency basis exceptin very small scale contingencies.

For further information on militaryService and agency CUL supportcapabilities, refer to Appendix A, “TheDefense Logistics Agency,” of thispublication for information on DLAcontingency support capabilities, JP4-01.1, Joint Tactics, Techniques andProcedures for Airlift Support to JointOperations, JP 4-04, Joint Doctrine forCivil Engineering Support, and JP 3-33,Joint Force Capabilities.

f. Documentation. When delegating theauthority to execute CUL functions, thecombatant commander and subordinateJFCs must ensure that all concernedcommands and agencies and their staffs areaware of the overall responsibilities andgeneral parameters of the CUL functionsfor a particular operation. Furthermore, thesupporting and supported organizations mustunderstand the specific “how to” details ofthe combatant command-directed CULsupport functions.

• General CUL information must includeapplicable CUL C2 and management

Figure IV-2. Key Elements in Determining Common-User Logistics Responsibility

KEY ELEMENTS IN DETERMINING COMMON-USERLOGISTICS RESPONSIBILITY

Sound Mission Analysis

Thorough Joint Logistic Assessment of the Situation

Proper Coordination with Those who will Provide andReceive Common-User Logistics Support

Well-Defined and Delineated Parameters for theExecution

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arrangements, general guidance onstandards for support, and specificrestrictions (e.g., time, geography) for eachCUL functional responsibility within a jointforce. These general guidelines andresponsibilities will normally be found incombatant commander, subordinate JFC,and Service component commander’sOPLANs and/or OPORDs. They also maybe found in combatant commanderdirectives.

• Since, by definition, CUL support isexecuted outside the normal Servicesupport channels, more detailedmanagement, requisitioning, reporting,funding (including reimbursementprocedures for any directed cross-leveling of supplies), and cross-levelingprocedures must also be developed foreach joint operation. The supported andsupporting organizations, along with thesubordinate joint force J-4, must becognizant of detailed procedures requiredto execute CUL functions. Thesesituationally-dependent procedures canrange from simple “fill or kill” supportfor a limited time period or geographicalarea to fully integrated CUL supportbased on long-term ISSAs. Key tounderstanding these procedures is properexecution planning and documentationof applicable procedures. Thisdocumentation may take the form ofreferences to existing DOD procedures;ISSAs, ACSAs, or SITLM directives inthe combatant commander orsubordinate JFC OPLANs and/orOPORDs; or operational-specificagreements between the supported andsupporting organizations.

g. Establishing Standards. Standards forCUL support must be taken into account foreach CUL function in a particular jointoperation. Determining specific CULstandards begins with the combatantcommander’s J-4 staff, and they must be

coordinated closely with the subordinate JFC,Service component commanders, andapplicable support agencies (normally DLA).Close coordination in setting standards ofCUL support is important in that individualServices may have different notions on whatconstitutes acceptable standards of logisticsupport. In all cases, OPORDs and/orOPLANs, ISSAs, ACSAs, HNS, orcontracting support agreements developed fora particular contingency operation need toclearly define applicable CUL standards ofsupport. Additionally, both the supported andsupporting joint force organizations mustdevelop and understand procedures toadjudicate any related issues. These logisticorganizations that provide CUL support mustfollow the CUL standards. Any deviationmust be identified by the supported Serviceand resolved using procedures established bythe combatant or subordinate joint forcecommander. Applicable joint logistic boardsand centers is one method of adjudicatingCUL support standards issues.

h. Logistic AIT and Communications.Logistic AIT and communications are criticalto the proper execution of CUL support.However, due to a lack of compatibility insome current Services’ logistic systems,AIT and communications also currentlypose significant CUL-related challenges.Current and emerging logistic AIT must beleveraged to support force projection andsustainment in joint, multinational, andinteragency operations. The systems andtechnologies that aid in providing joint totalasset visibility (JTAV) and ITV necessary toproperly manage the flow of critical materiel,in the theater or the logistic pipeline, andmoving assets where they are needed mostare an integral part of logistic managementand must support efficient logistic businessprocesses. Ideally, a logistic operator fromone Service component could process arequisition through another component andreceive the appropriate item(s) in a timelymanner; however, this is not the case with

IV-7


many current and near-term automatedsystems. Therefore, logistic planners at alllevels must be fully cognizant ofcommunications and connectivity capabilitiesand limitations when planning and executingCUL support in a joint, multinational, andinteragency environment.

Refer to JP 4-01.4, Joint Tactics, Techniquesand Procedures for Theater Distribution, JP4-09 Joint Doctrine for Global Distribution,JP 6-0, Doctrine for Command, Control,Communications, and Computer (C4)Systems Support to Joint Operations, and JP6-02, Joint Doctrine for Employment ofOperational/Tactical Command, Control,Communications, and Computer Systems, forfurther discussion on joint logisticcommunications and information systems.

• Coordination and Reporting.Combatant commanders andsubordinate joint force logistic plannersmust closely consider coordination andreporting requirements. Theserequirements are not fully standardizedand will depend on the details of theindividual logistic support plan as wellas the specific logistic C2 andmanagement relationships.

• Coordination Requirements. Thecombatant commander and subordinatejoint force logistic coordination processand procedures are highly dependent onthe overall logistic organizationalstructure as outlined in Chapter III,“Organizational Options.” Acombination of combatant commanderand subordinate joint force J-4 staff,logistic boards and centers, and CULlead organization staffs may be involvedin coordinating CUL support. In allsituations, specific coordinationrequirements must be detailed inapplicable OPLANs and/or OPORDs,agreements, and/or directives.

• Reporting Requirements. Logisticreporting is important to ensure properexecution of CUL functions. Properreporting assures that the subordinatejoint force, multinational command,Service components, and key DODagencies are kept abreast of the logisticsituation, allowing their logistic staffs toproperly assess, predict, and be proactivein adjusting CUL support, to includecross-leveling key CUL items andservices. Sources for logistic reportingrequirements include DOD instructions,

Automated technology is becoming more and more critical to the properplanning and execution of CUL support.

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automated systems manuals, jointdoctrine, combatant commanderdirectives, and OPLANs and/orOPORDs. Key to successful and usefulCUL reporting is to keep requiredreports as simple as possible, focusingon only key CUL support items andservices, normally those listed in thecombatant commander’s CIL.Maximum use should be made ofautomated reports, keeping in mindthat due to the incompatibility of someautomated logistic systems some datamay have to be converted to a standardformat depending on the particular datafields and their usage. These problemsare often aggravated in multinationaloperations since some allied or coalitionpartners may not be up to the same levelof automation as US forces. Theemerging GCSS capability, whichprovides a fused, integrated, real timecommon picture of logistic support, willenable combatant commanders (CINCs)and their component HQ staffs to trackCUL assets and standardize reporting.Until this capability is fully fielded, theJTAV System and Global TransportationNetwork may also be leveraged whereappropriate to help track CUL assets andstandardize reporting. Such reporting iskey to the combatant commander’sability to establish, adjust, and deconflictpriorities.

i. Establishing, Adjusting, andDeconflicting Priorities. Both combatantcommander and subordinate JFC logisticplanners must establish priorities early andoutline a sufficient plan to deconflict anycritical CUL support issues that occur duringjoint operations. Identifying requirements byphase assists planners in determining priorityconflicts. At times there will be shortages ofa particular CUL supply or service, and inthese cases the subordinate JFC may berequired to make a cross-levelrecommendation based on operational

priorities within delegated authority. Thesecross-leveling decisions will be done via jointlogistic boards and centers; but in all cases,they will be accomplished within theparameters of the combatant commander’sdelegated CUL authority. The subordinateJFC may be required to elevate a CUL-relatedconflict that is not within the parameters ofdelegated CUL authority to the combatantcommander for resolution.

j. Cross-Leveling CUL Assets. It mustbe clearly understood that only the combatantcommander has the authority to direct thecross-leveling of supplies within a joint force.Cross-leveling of a supply for one Servicecomponent will be only for common itemsand should be accomplished in a very prudentand deliberate manner. Generalconsiderations for subordinate joint forcecross-leveling are depicted in Figure IV-3.

3. Considerations by IndividualCUL Function

Not all supplies and logistic services aresuitable for CUL support. Often Service-specific component applications of aparticular supply preclude them fromconsideration. The type of operation will alsodictate what support will actually be executedvia CUL methodology. In many cases, logisticservices, vice supplies, may be moreapplicable for CUL; but again, the operationalsituation will dictate the actual decision ofwhat type of CUL support is provided.

a. Supplies. Joint supply operationsinvolve the acquisition, management,receiving, storing, and issuing of material;however, this publication focuses primarilyon requisition and distribution. Figure IV-4provides a listing of the basic classes andsubclasses of supply along with a synopsis ofthe CUL suitability of each. Please note thatthis list is based on US doctrine; foreignclasses of supply may not conform to this list.While as a whole supply support has

IV-9


significant CUL support potential, not allcategories are suitable for common-itemsupport. Some unique Service applicationsmay not be conducive to CUL support.Furthermore, until Service logistic automationsystems become fully interoperable,requisitioning of some supplies by one Servicecomponent from or through another is stillproblematic. Listed below are those classesof supply and a brief description of what isconsidered appropriate for CUL, to includeapplicable CUL-related requisition,distribution, and storage considerations.

Further details on all classes of supplies canbe found in JP 4-09, Joint Doctrine for GlobalDistribution.

• Class I. Class I supplies consist of bothperishable and semiperishablesubsistence items such as meals, readyto eat; unitized group rations-A; andunitized group rations heat and serve.

•• DLA, as the strategic level singleintegrated materiel manager for Class Iitems, executes all inventorymanagement and stocking policies

through the Defense Supply CenterPhiladelphia (DSCP). The currentstocking policy for Class I materiel is tominimize distribution depot bulk stocksand maximize the use of customer-tailored commercial prime vendorsubsistence packages directly to themilitary unit. At the subordinate jointforce level, Class I is an excellentcandidate for common-user support.

•• Subordinate joint force-level Class ICUL support is best executed in the leadService or agency (DLA) option. If alead Service or agency is used, it wouldbe responsible for assisting the J-4 inplanning, consolidating, and passingClass I requisitions to DLA, receivingClass I stocks either through theatercontingency stocks or prime vendorsupport shipments, and distributing to theother Services or supported DOD or non-DOD agencies. The lead CUL Class IService could perform this mission withorganic military capability, HNS, in-theater contract support (e.g., Servicecivilian augmentation programcontracts), or a combination of these

Figure IV-3. Combatant Command Cross-Leveling Considerations

COMBATANT COMMAND CROSS LEVELINGCONSIDERATIONS

Done in exceptional cases only

Involves only common support items

Requires item visibility via joint total asset visibility

Normally does not come from tactical unit stocks

Must have specific reimbursement procedures in place

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CLASSES AND SUBCLASSES OF SUPPLY

Subclasses

CLASS I

CLASS III

CLASS V

CLASS VII

CLASS IX

CLASS II

CLASS IV

CLASS VI

CLASS X

CLASS VIII

Subsistence

Petroleum, oils,lubricants

Ammunition

Major end items:racks, pylon,tracked vehicles

Repair parts

A- Nonperishable

C- Operational rations

R- Refrigerated

A- POL for aircraft

W- POL for surface

vehicles

P- POL, packaged

A- Air delivery

W- Ground

A- Air

B- Ground support

materiel

D- Admin. vehicles

G- Electronics

K- Tactical vehicles

A- Air

B- Ground support

materiel

D- Admin. vehicles

G- Electronics

K- Tactical vehicles

A- Air

B- Ground support

materiel

C- General supplies

F- Clothing

A- Construction

B- Barrier

A- Medical materiel

B- Blood and fluids

S- Nonrefrigerated

W- Water

L- Missiles

M- Weapons

N- Special weapons

T- Industrial materiel

X- Aircraft engines

L- Missiles

M- Weapons

N- Special weapons

T- Industrial materiel

X- Aircraft engines

G- Electronics

M- Weapons

T- Industrial

supplies

Fully suited for CUL

Excellent CULcandidate (withsome limitations)

Limited, primarily tosmall arms, selectedlarger munitions

Not suitable for CUL

Not suitable for CULexcept for commonitems; requiresspecial coordinationto ensure propersupport

Limited CULsuitability




POL= Petroleum, oils, and lubricantsCUL= Common-user logistics


Clothing, individualeqpt., Tools, admin.supplies

Constructionmateriel

Personal demanditems

Materiel fornonmilitaryprograms

Medical materials

CULSuitability

Figure IV-4. Classes and Subclasses of Supply

IV-11


support sources. DLA also has thecapability to perform as the CUL Class Ilead agency via in-theater contract or HNsupport. Utilizing DLA as the lead ClassI agency would be most appropriate inMOOTW, especially in FHA anddomestic support operations. In majorsupport operations, the lead Class I CULorganization may be responsible torequisition, receive, and distributehumanitarian daily rations in addition toany military Class I CUL supportrequirements.

• Class II Materiel. Consisting of itemssuch as clothing, individual equipment,tentage, organizational tool sets and kits,hand tools, maps, administrative andhousekeeping supplies, and equipment,Class II can be equated with the term“general stores.” These items support theday-to-day operations of joint forces withgeneral and administrative supplies andinclude some items found on equipagelists and all items on general-useconsumable lists. Equipment and thoseitems common to the joint force, suchas limited clothing items, tentage,hand tools, maps, and administrativeand housekeeping supplies, should be

considered for CUL management.CUL Class II also has significantapplicability to humanitarian supportmissions where a Service or agency issupporting OGA and NGOs withselected Class II items.

•• The integrated materiel manager(IMM) for most Class II items, DLAexecutes inventory management andstocking policies through the DSCP. TheGSA is the other agency responsible forClass II items that predominantly fall inthe administrative supplies category.

•• Class II materiel is issued IAWstandard military standard requisitioningand issuing procedures (MILSTRIP) anddistributed via normal DLA and Servicedistribution channels. When executingCUL Class II support, detailed planningwill ensure that proper requisitioning andfunding procedures are in place and fullyunderstood by the supported andsupporting organizations. Furthermore,a major challenge of supplying Class IImateriel is maintaining adequate stocksand meeting unplanned demand. Ashortage of common consumable itemscan have major operational,

Some Class II supplies are very suitable for CUL support.

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administrative, or morale impacts. Closeattention to demand forecasting,replenishment at every opportunity, andearly recognition of Class II shortfalls arenecessary to sustain operations, especiallywhen executed as a CUL function.

• Class III. Class III products includePOL; fuels; hydraulic and insulating oils;preservatives, bulk chemical products,coolants, deicing and antifreezecompounds, together with componentsand additives of such products; liquid andcompressed gases; natural gas; and coal.Most Class III products are excellentcandidates for CUL support because oftheir commonality across all elementswithin a joint force. For example, eventhe North Atlantic Treaty Organization(NATO) has standardized JP-8 as themajor fuel. However, because operatingforces depend on regular refuelingoperations, propulsion fuel is the majorlimiting factor in operations. This shouldbe taken into account when decidingCUL Class III responsibilities. In allcases, the combatant commander mustcarefully balance Class III supportresponsiveness with any Class III CULefficiencies and economies.

•• Through the Defense Energy SupportCenter (DESC), DLA is the Departmentof Defense’s bulk POL IMM. DESC isresponsible for the common-usercoordination of procurement, quality,storage, and distribution of bulk POLproducts. Through their responsibilitiesfor bulk storage and funding of POL,DESC facilitates practical andresponsible decisions that ensureexpeditious delivery of fuel products toeach Service in the AOR.

•• Once the POL products are within theJOA at the bulk storage location, the jointpetroleum office or officer is responsible

for the overall planning of POL logisticsupport including spill prevention controland countermeasures. Depending on thesize of the operation or the JOA, the jointpetroleum office or officer or a subareapetroleum office(JPO) or officerintegrates the common-user support ofall POL products in the JOA. The Armyis responsible for providing overlandpetroleum support to US land basedforces for all DOD components, asrequired and coordinated by the JPO.

Refer to JP 4-03, Joint Bulk PetroleumDoctrine, for further discussion on ClassIII joint operations.

• Class IV Materiel. Class IV consists offortification, barrier, and other constructionmaterials. Construction machinery,equipment, vehicles, and tools used inconstruction are not part of Class IV.Because Class IV materials may beprocured locally, regionally, or broughtfrom CONUS, Class IV may be providedthrough a variety of means, includingcommon-user provisioning. Class IVmateriel is typically in high demand forany type of contingency, includinghumanitarian assistance and disaster reliefoperations where a large requirement oftenexists for shelters and other buildings.Engineers may also produce their ownClass IV, (e.g., sand, aggregate, andconcrete). Contractors normally procuretheir own construction material for projectscontracted by the DOD construction agents,(e.g., USACE or NAVFACENGCOM).Care must be taken to account for Class IVitems used to construct facilities that willbe built using funds appropriatedspecifically for construction.

Refer to JP 4-04, Joint Doctrine for CivilEngineering Support, and JP 3-34,Engineer Doctrine Joint Operations, forfurther information on Class IV.

IV-13


• Class V. Class V materiel consists ofammunition of all types, includingchemical, biological, radiological, specialweapons, bombs, explosives, land mines,fuses, detonators, pyrotechnics, propellants,and associated items. Weapons such asnaval mines and torpedoes are consideredmajor end items and are assigned to ClassVII. Routinely, only small-armsmunitions and selected pyrotechnicdevices are normally consideredappropriate for consideration for CULsupport; however, additional common-user opportunities may be possible forother Class V items such as artilleryrounds, tank rounds, aircraft missiles,and general-purpose bombs. In allcases, extreme care must be exercisedin cross-referencing requisition datato ensure that the correct munitionsare requisitioned.

• Class VI (Personal Demand Item)Materiel. Class VI supplies consist ofhealth and comfort packages and femalesundry packages. Health and comfortpackages contain toothbrushes,toothpaste, razors, and personal demanditems. Female sundry packages containadditional health and comfort items.Since Class VI is not Service-specific,it is highly appropriate for CUL. Keyto successful Class VI support is theproper coordination for the introductionof military exchange activities into thetheater as operational conditions permit.Class VI materiel is procured andmanaged by the various Serviceexchange systems (AAFES, NEXCOMand the MCX), and MWR organizations.The majority of these items are procuredoutside of the Defense and Service supplysystems and, once sold or issued to theindividual Service member, cease to beaccountable government property.

• Class VII (Major End Item) Materiel.Class VII consists of major end items that

are normally procured by the individualService hardware systems commands aspart of major acquisition programs. ClassVII consists of the major warfightingequipment that constitutes the combatforces, and includes ships, aircraft, tanks,launchers, and vehicles. Units requiringreplacement of Class VII itemscoordinate directly with the ServiceIMM. Because of their special fundingand requisition characteristics, ClassVII items are not usually consideredfor CUL support.

• Class VIII Medical Materiel. ClassVIII consists of two major subclasses:Class VIIIa and Class VIIIb. Because ofthe commonality of Class VIII items, theyshould be considered for CULmanagement.

•• Class VIIIa consists of all medicalsupplies and materiel, to include opticallens fabrication, medical equipmentmaintenance, medical-unique repairparts, and medical gases. Subclassesinclude controlled substances; tax-freealcohol; precious metals; nonexpendableand expendable medical and dental items;all drugs and related items listed inFederal Class 6505 but not otherwiserestricted; designated items controlled onthe advice of the command surgeon; andService-controlled sensitive items. Asthe strategic IMM for Class VIII items,DLA executes all inventory managementand stocking policies through the DSCP.Bulk distribution depot stocks are keptto a minimum, with most materielprovided through prime vendor anddirect vendor delivery contracts. Militaryunits requisition Class VIII items viaDSCP utilizing standard MILSTRIPprocedures. Each of the Services hasdeveloped automated programs that feedinto the standard MILSTRIP system inorder to simplify and control therequisitioning of medical supplies.

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•• Class VIIIb is comprised of blood andblood products, which include wholeblood, packed red blood cells (RBCs),frozen RBCs, fresh frozen plasma, andplatelet concentrate. Class VIIIb itemsare administered by the DOD-levelmilitary blood program office andcombatant command joint blood programoffices. Traditionally, all joint forceService components establish andmaintain a separate blood program thatinterfaces with the joint program.However, depending on the size andmakeup of the joint force, the geographiccombatant commander may designate alead Service responsible to provide bloodsupport for other components of the jointforce. In larger contingencies, thecombatant commander may establish asubordinate joint force level area jointblood program office under themanagement of the subordinate jointforce surgeon. Because of the criticalnature, limited supply, and associatedcomplexities of assuring the safety ofblood and blood products, Class VIIIbitems are handled exclusively withinhealth service support (HSS) channels.Supply personnel do not requisition orotherwise procure or handle Class VIIIbitems without specific guidance fromblood program authorities.

•• In mature theaters, a medical supportSITLM may be appointed by thecombatant commander. The SITLM forClass VIII health service logistic support(HSLS) is referred to in existing jointdoctrine as the single integrated medicallogistic manager (SIMLM). TheSIMLM provides medical supplies,medical equipment and repair, bloodmanagement, and optical fabrication toall joint forces in the theater includingUSN ships for common-use items. Byexercising directive authority over theHSLS for the accomplishment ofassigned missions, the geographic

combatant commander can centralizecontrol, reduce duplication of services,and provide Class VIII and HSS in a moreeconomical and efficient manner.Further, it is the geographic combatantcommander’s responsibility to ensurethat coordination occurs among theService component health logisticsupport systems, so that critical servicelogistic resources are properly allocatedand medical materiel requirements areaccurately stated.

•• The SIMLM assumes responsibilityfor planning and executing the HSLSmission for common-use medicalservices, material, or facilities within thedesignated operational area. Currently,the US Army is designated as theSIMLM in Europe and Korea. Althoughthe US Army may be designated as theSIMLM in OPLANs because of the largecommitment of ground forces, anyService, except the Marine Corps, couldbe designated a SIMLM.

For further information on Class VIIIsupport, refer to JP 4-02, Doctrine forHealth Service Support in JointOperations, and JP 4-02.1, Joint Tactics,Techniques and Procedures for HealthService Logistics Support in JointOperations.

• Class IX Repair Parts Materiel. ClassIX consists of any part, subassembly,assembly, or component required in themaintenance or repair of an end item,subassembly, or component. TheMilitary Services have managementresponsibility for the depot-levelrepairable items and major items andassemblies in their weapons systems,while DLA manages the consumablesand kits. CUL Class IX support shouldbe considered where commonality ofequipment exists and supportingautomation systems allow; however,

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CUL should not be considered as aprimary means to provide Class IXsupport. Class IX CUL support, otherthan when long-term ISSAs areestablished, is normally limited tosupport of common Code 9 DLA itemsand may be further restricted to fill orkill basis only. When CUL Class IXsupport relationships are established,specific requisitioning and reimbursementprocedures must be worked out in detailin order to ensure that requisitions areproperly submitted, tracked, and filled.

• Class X (Other Nonmilitary) Materiel.Class X supports nonmilitary programssuch as economic and agriculturaldevelopment, civic action, and variousrelief and education programs. Class Xitems are typically provided by variousgovernmental and private agencies, bothdomestic and foreign, to provide for thewell being of the civilian population indesignated areas. There is no stockingpolicy for these items since they aretypically donated or procured by thegovernment as required. Nor is there anofficial support concept for Class Xitems. Materiel is donated by NGOs tomeet specific support requirements orprocured to satisfy relief and/or educationprograms. Standard requisitioningprocedures do not pertain to this class ofmateriel. DOS personnel usuallydevelop Class X requirements. CULClass X support is normally limited toDOD assistance to DOS or NGOs inthe procurement, warehousing,transportation, and distribution ofselected Class X items.

b. Other Joint Logistic Functions. CULconsiderations for these logistic functionscover maintenance and salvage,transportation, civil engineering, HSS, andother logistic services as depicted in FigureIV-5.

• Maintenance and Salvage.Maintenance includes actions taken tokeep materiel in a serviceable conditionor to upgrade its capability. In mostinstances, maintenance and salvage isa Service-peculiar requirementbecause of differences in equipment,training, tools, and spare parts requiredto perform the required servicing ofequipment. Some CUL maintenancesupport may be appropriate in certaincircumstances. For example, CULmaintenance is provided via ISSAs suchas Army support to assigned USAFtactical control parties and weatherdetachments. It is also possible thatlimited CUL maintenance supportmay be appropriate when a smallcontingent from one Service componentis part of a joint force with a largercomponent and their vehicles may be thesame or similar, such as high-mobilitymultipurpose wheeled vehicles.Resources may be saved andeffectiveness enhanced by having thelarger component provide backupsupport or even augment the organicmaintenance capabilities of the smaller.Specific areas that should be investigatedfor CUL support are common groundequipment, communications-electronicsrepair, and salvage operations.

•• Common Ground Equipment. TheDepartment of Defense has manycommon ground vehicles and equipment,especially between the Army and theMarine Corps. Ground equipment CULsupport will normally be limited toformal long-term ISSAs or to limitedbackup or technical maintenanceassistance from one Service componentto another. Availability of repair parts,proper tools, technical data, andmaintenance personnel must beconsidered.

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Figure IV-5. Other Joint Logistic Functions

OTHER JOINT LOGISTIC FUNCTIONS

Type of Service CULSuitability

Very Limited

Excellent

Limited

Excellent

Excellent

CUL= Common-user Logistics

Potential CUL Areas

Maintenance andSalvage

Civil Engineering

Transportation

Health ServiceSupport

Other Services

Common Ground EquipmentCommunications ElectronicsSalvage

Base DevelopmentEnvironmental Support

Common Airlift SupportCommon Sealift SupportCommon Port OperationsCommon Land TransportationJoint Movement ControlJoint Logistics Over-The-ShoreJoint Reception, Staging, OnwardMovement, and Integration

Medical EvacuationHospitalizationBlood ManagementVeterinary ServicesDental ServicesPreventive MedicineMedical LogisticsMedical Laboratory ServicesVector Control

Mortuary AffairsReutilization and DisposalExplosive Ordnance DisposalWater SupportFood Service SupportLaundry and Bath SupportClothing and Textile Repair

ExcellentHazardous Materialand Waste Mangement

Inventory ManagementDisposal

•• Communications - ElectronicsRepair and Test. The technical design,complexity, and tactical employmentconcept of today’s electronic systemsdemand system-unique support. Thisarea is becoming a stronger candidate forcommon-user support as the Servicesacquire common C4 systems such as theSingle Channel Ground or Airborne

Radio System radio and the JointTactical Radio System.

•• Salvage. Salvage operations involvethe recovery, evacuation, and reclamationof damaged, discarded, condemned, orabandoned allied or enemy equipmentand materiel for reuse, repair,refabrication, or disposal. (Note:

IV-17


Captured enemy equipment and materielshould be forwarded through intelligencechannels for analysis then issued for useto support enemy prisoners of war(EPWs) or disposed of in a mannerdeemed appropriate by the JFC.) Whenpractical, sharing of joint ormultinational salvage or recovery assetsshould be considered; however, salvageof Service-owned equipment andmateriel is normally a Servicecomponent responsibility.

• Transportation. USCINCTRANS hasthe mission to provide common-userstrategic air, land, and seatransportation and terminal servicesto deploy, employ, redeploy, and sustainmilitary forces to meet national securityobjectives. Once assets and personnelarrive in theater, the geographiccombatant commander is responsiblefor distributing them to their ultimatedestinations. Maximum use of commontransportation resources depends onefficient and effective use of inter-Serviceand/or multinational transportationsupport. Each geographic combatantcommander develops a joint theaterdistribution plan to rapidly and efficientlytransport theater assets and personnel.The joint theater distribution systemenables the geographic combatantcommander to deploy, employ, sustain,and redeploy assigned forces and non-unit materiel to carry out missionsassigned to the command. The system isa network of nodes and links tailored tomeet the requirements of the militaryforce during peacetime, contingency, orwartime operations. Distinct CUL-related transportation processesinclude: common sealift support,common airlift support; common portoperation support; common landtransportation; movement control;logistics over-the-shore; and joint

reception, staging, onward movement,and integration.

For further information, refer to JP 4-01,Joint Doctrine for the DefenseTransportation System, and other 4-01series publications on jointtransportation operations.

• Civil Engineering. Civil engineering isdefined as those combat support andcombat service support activities thatidentify, design, construct, lease, or providefacilities, and which operate, maintain, andperform war damage repair and otherengineering functions in support of militaryoperations. Critical to all militaryoperations, civil engineering support is apotential candidate for CUL support.The Military Services staff, organize, train,and equip general and civil engineering

Salvage is primarily a Service responsibility.

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resources to perform tasks required by theirassigned role and missions. However, thecombatant commander has responsibilityfor establishing construction standards andpriorities to assure that overall Servicecomponent construction activities supportthe concept of operations. Civilengineering is critical in base developmentand support, which includes the majoradditional mission of ensuring that wastes,including hazardous waste and effluentsfrom operations materiel and servicefunctions, are appropriately controlled;for constructing facilities andinstallations; and for controlling realproperty upon occupation andredeployment.

Refer to JP 4-04, Joint Doctrine for CivilEngineering Support, for furtherinformation.

• Hazardous Material and WasteManagement. Hazardous material useand resultant hazardous wastes arecommon to joint operations. Minimizinghazardous materials through inventorymanagement improves the safety andsurvivability capabilities of the JFC.Hazardous waste must be disposed ofusing the method that is the mostprotective of human health and theenvironment under existing operationalconditions and IAW applicable US andHNS agreements, environmental laws,conventions, policies, and regulations.DLA is the DOD agent responsible fordisposal of hazardous waste.

• Health Service Support. HSS includeshealth care evacuation, hospitalization,medical logistics, medical laboratoryservices, blood management, vectorcontrol, and dental, veterinary, andpreventive medicine services.Geographic combatant commanderscoordinate and integrate HSS within theirtheaters. Where practical, joint use of

available medical assets is used to supportthe warfighting strategy and concept ofoperations. Combatant commandersshould ensure that the following HSSgoals are met.

•• Return ill and injured combatants toduty as far forward as possible.

•• Stabilize and evacuate those patientswho cannot return to duty within theestablished theater evacuation policy.

For detailed discussions of HSS, refer toJP 4-02, Doctrine for Health ServiceSupport in Joint Operations.

• Other Services. Other joint logisticservices include mortuary affairs,defense reutilization and disposal,EOD, water support, food support,laundry and shower, and clothing andtextile repair.

•• Mortuary Affairs. The jointmortuary affairs program providessupport across the full range of militaryoperations and is divided into threedistinct programs: current death, gravesregistration, and concurrent return. TheArmy is the DOD executive agentresponsible for the DOD mortuary affairsoffice that is the proponent for mortuaryaffairs doctrine, procedures, and trainingfor all Services; however, the individualMilitary Services are responsible formanaging their own mortuary affairsprograms. Additionally, the geographiccombatant commanders are responsiblefor controlling and coordinating overallmortuary affairs operations within theirtheaters. The combatant commandersoften accomplish this coordination inmajor operations by establishing a jointmortuary affairs office.

For detailed discussions of mortuaryaffairs, see JP 4-06, Joint Tactics,

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Techniques, and Procedures forMortuary Affairs in Joint Operations.

•• Reutilization and Disposal. DLAprovides worldwide disposal of DODproperty through the DRMS. DLAsupport to the Services and geographiccombatant commands includes thecapability to relieve Service componentof property accountability at turn in anddispose of materiel hazardous wastes andscrap in a theater. DRMS will facilitatethe retrograde of Service componentusable excess property, to establisheddisposal sites in the AOR. The disposalelement of the in-theater DCST, throughthe combatant commander andsubordinate JFC J-4s, establishes theater-specific procedures for the facilitation ofService component retrograde or disposalof facilities, equipment, and supplies,including hazardous material and waste.Disposal operations are included inDLA’s preparation of its combat supportagency supporting plan in the jointoperations process for campaign,deliberate, or crisis action planning.

For further information, see Appendix A,“The Defense Logistics Agency.”

•• Explosive Ordnance Disposal. TheDOD EOD mission is to support nationalsecurity strategy and force protection byneutralizing hazards from foreign anddomestic conventional, nuclear,biological, and chemical unexplodedordnance and improvised explosivedevices that present a threat to operations,installations, personnel, or materiel.EOD is an excellent candidate for CULsupport because each Military Servicehas EOD organizations, personnel, andequipment that can provide a variety ofcommon service EOD capabilities toJFCs. Furthermore, due to the jointnature of EOD training, professionaldevelopment, and equipment acquisition

process, Service EOD units are veryadept at working in a joint environment.

See the Air, Land, Sea Application Center’smulti-Service publication (Servicepublication numbers to be determined)titled Explosive Ordnance Disposal (EOD)Operations in a Joint Environment.

•• Water Support. Water is not a ClassI asset for all Services; however, it is acritical combat subsistence commoditythat requires intensive managementand control. In addition to drinkingand cooking, it is required formedical, sanitation, construction,decontamination, and maintenance. Theamount of water required depends on theregional climate and the type and scopeof operations. Potable water may beprovided by military water purificationunits, water supply, distribution andtreatment facilities constructed bymilitary civil engineering units,distillation, HNS, contracting, or anycombination thereof. Nonpotable watermay be provided by water supply anddistribution facilities constructed bymilitary civil engineering units, HNS,contracting, or any combination thereof.To ensure that units are not competingagainst one another for water, controlsmust be established early on in areaswhere water is not readily available.

•• Food Service Support. Food servicesupport could easily be provided fromeither military or contracted supportcapabilities or a combination of both.Key considerations include militarycapabilities available for joint use,standards of support between Services,and reimbursement procedures.

•• Laundry and Shower Support.Laundry and shower support could beprovided from either military orcontracted support capabilities, or a

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combination of both. However, organicmilitary laundry and shower capabilitiesare limited and vary greatly betweenServices. Key considerations includeavailability of military capabilities forjoint use, standards of support betweenServices, and reimbursement procedures.

•• Clothing and Textile Repair.Clothing and textile repair could beprovided from either military orcontracted support capabilities or acombination of both. However, organicmilitary clothing and textile repair is verylimited. Key considerations includeavailability of military capabilities forjoint use and reimbursement procedures.

4. Other Major CULConsiderations

a. Contracting Support. Contractorshave historically supported militaryoperations in significant numbers. Recentmilitary downsizing, restructuring,procurement of more highly technicalsystems for warfighting, and implementationof better business practices will furtherincrease DOD’s reliance on contractorsupport to all joint military operations.

Contracting also can be a key source ofCUL supply and service support in anyJOA. Contractors provide support across thefull range of military operations, but they areespecially applicable to MOOTW operations.Contracting support can bridge the gap priorto arrival of military support capabilities, canaugment military or HNS, and can providesole support for selected logistic functionswhen force caps or other constraints do notallow for the deployment of adequate militarylogistic capabilities. In fact, there will be few,if any, military operations where contractorsare not an integral part of US in-theatersupport structure. However, utilizingcontractor support can entail special legal,force protection, and funding considerationsdepending on the individual operationalsituation.

• Types of Contractors. The three typesof contractors are theater support,external theater support, and systemssupport. Theater support contractingsources range from major long-termcontracts in mature theaters to locallyarranged unskilled labor contracts inoperational situations where there is noHN, e.g., operations in northern Iraq;or an absence of national government,

Bottled water is a very appropriate CUL support item that has become agenerally accepted standard within US military operations.

IV-21


e.g., Somalia. External theatersupport contractors include US nationaland third party foreign nationalcontractors that are not already locatedin theater. Systems contractors aregenerally technicians with expertise in theareas of missile, computer, communicationsand other highly technical areas. In someinstances, maintenance operations forentire systems are totally contractoroperated under what is referred to ascontractor logistic support. Some contractsmay be a combination of both externalsupport and theater support. Examples ofmulti-source contracts are the Army’sLOGCAP, Air Force’s AFCAP, and theNavy’s CONCAP civil augmentationprograms. These prearranged contracts areoften modified based on short-noticecontingencies and use a combination ofexternal support and theater supportcontractors.

• Contractor Planning. The geographiccombatant commander and subordinateJFCs play a major role in contractorplanning. The key to joint contractorplanning is to assure efficient,

effective, and well-coordinatedcontracting efforts throughout theJOA. This is particularly true in theexecution of in-theater contracts in that,generally, external support andespecially systems contracts aremanaged through the Servicecomponents and are much lessapplicable to CUL support. Contractorpersonnel and their DOD sponsors mustwork closely with geographic combatantcommand logistic planners to positivelyensure that all inbound and retrogradecargo is visible, in item level detail, andaccounted for in the overall logisticcommand and control process. Ifcontractor personnel anticipate receivingcargo from commercial transportationproviders, the contractor must establisha commercial delivery address. Thisaddress must be complete and includecity, street, building number and acommercial telephone number for thereceiving point of contact. However,multi-source and theater supportcontract administration, which areapplicable to CUL support, can bemanaged by DCMA.

Contracting can be a significant CUL support capability as demonstrated byUS Army LOGCAP in support of multinational operations in East Timor.

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More details on DCMA can be found inAppendix B, “The Defense ContractManagement Agency.”

•• Short-notice contingency contractingsupport commences immediately afterthe notification of an operation andgenerally continues until replaced bymilitary capabilities or HNS or untilcessation of the operational requirement.Initial activities include the purchase ofbasic life-support services such asbilleting, food, and water, but also caninclude support in transportation andother areas as well. Additionally,contracting is responsible for theacquisition of force build-up capabilitiessuch as construction contracts.

•• During sustainment, a myriad ofservices, including MWR activities andbase infrastructure support, are required.The CINC Logistics ProcurementSupport Board (CLPSB), or other jointboards as determined at the combatantcommander or subordinate JFC level, aredesigned to achieve a properlycoordinated acquisition program. Oneof the primary functions of the CLPSBis to eliminate duplication by arrangingfor single-Service contract assignmentsfor specific supplies and services when

appropriate. The CLPSB provides anexchange of information betweencontracting and HNS activities coveringsuch matters as sources of supply andprices as well as medical and contractorperformance. It also provides guidanceon the consolidation of purchases. TheCLPSB establishes procedures tocoordinate procurement with the supplyoperations of the command and area andprescribes payment proceduresconsistent with currency controlrequirements and internationalagreements.

Refer to JP 1-06, Joint Tactics,Techniques, and Procedures for FinancialManagement During Joint Operations,JP 4-0, Doctrine for Logistic Support ofJoint Operations, and JP 4-04, JointDoctrine for Civil Engineering Support,for further information on contractoperations.

b. Host-Nation Support. HNS is the civiland/or military assistance rendered by a nationto foreign forces within its territory duringpeacetime, crises or emergencies, or warbased on agreements mutually concludedbetween nations. HNS, which is based uponmutually concluded agreements between oramong nations, is a key CUL area of concern.

OPERATION JOINT ENDEAVOR

In Operation JOINT ENDEAVOR in Bosnia, the US Army used their existingLogistics Civilian Augmentation Program (LOGCAP) to provide significantamounts of civil engineering and other logistic support throughout the ArmedForces area of operation. The Army LOGCAP contract, executed by Brownand Root Corporation, used a mixture of external support and theater supportcontractors to perform missions ranging from major vertical constructionefforts to providing truck drivers to augment Army transportation forces.Brown and Root relied heavily on US hires for planning and supervisorypositions, but also hired numerous local nationals to perform both skilled andunskilled labor functions. Utilizing LOGCAP saved significant deployment timeand military force structure. Overall, LOGCAP contracting was very successfulin Operation JOINT ENDEAVOR.

SOURCE: Army Center For Lessons Learned Report

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HNS may often play an important role inreducing the military logistic footprint in-theater, thus allowing the deployment ofincreased combat capabilities early in theoperation. HNS can also provide long-termlogistic support, thus freeing up key militarylogistic capabilities for other contingencies.HNS may include many different types ofCUL support (Figure IV-6 depicts specificHNS support capabilities). Combatantcommanders have overall responsibility toensure the proper use of HNS within theJOA. In some operational situations, thesupported combatant commander mayappoint one Service component to be thelead to conduct contracting and HNSarrangements with the HN in order to avoidduplication of effort and to control costs.Through bilateral ACSAs or formalmemoranda of support, the lead Service orcombatant commanders assure that HNS isproperly coordinated and integrated into theoverall CUL logistic plan. HNS is used to

augment the US force capability, not toreplace it. Care should be taken to ensure thatHNS is not depended upon so heavily that itswithdrawal could jeopardize missionaccomplishment.

Refer to JP 4-0, Doctrine for Logistic Supportof Joint Operations, for further HNSinformation.

c. Pre-positioning. All Military Services,along with DLA, have pre-positionedequipment and supplies in various locationsthroughout the world. These pre-positionedstocks are designed to reduce deploymentrequirements and are generally focused onMTW contingencies. While they may not bemanaged with CUL support in mind, thesein-theater stocks may be considered as apotential resource for CUL support to jointoperations. However, it must be clearlyunderstood that pre-positioned stocks aregenerally Service-specific and are

Figure IV-6. Host-Nation Support Capabilities

HOST NATION SUPPORT CAPABILITIES

General labor support

Port and terminal labor, facility, and equipment support

Transportation support

Bulk petroleum, including distribution and storage

Use of other logistic facilities

Food and water support

Other services support

Hazardous material and hazardous waste disposal support

General labor support

Port and terminal labor, facility, and equipment support

Transportation support

Bulk petroleum, including distribution and storage

Use of other logistic facilities

Food and water support

Other services support

Hazardous material and hazardous waste disposal support

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normally controlled by the MilitaryServices, not the Military Servicecomponent commander of the regionwithin which they are located. Therefore,close coordination between the supportedcombatant commander, the Servicecomponent commanders, and strategicService organizations or DOD agency (DLA)that controls these stocks must take placeprior to their utilization in CUL supportoperations. Note: Due to the degradation ofthe USMC MPF capability that occurs uponthe issue of pre-positioned sustainmentequipment and supplies for force stand-up,MPF assets should be considered for CULsupport source only as a last resort, when allother options have been exhausted.

d. Post or Base Exchange Support.Tactical field exchange support can provideexcellent CUL service. Field exchangesupport can be provided through any one ofthe three Service exchange systems, all ofwhich have contingency deployable resalecapabilities in all but the most remoteOCONUS locations. Tactical fieldexchanges can provide a variety of deployablepersonnel support upon request from thesupported combatant commander. Exchangesupply and service support for both initialand sustainment merchandise stocks willtypically use a combination of commercialand DOD assets, depending on the individualoperational situation.

e. Support to Refugees, EPWs, andDislocated Civilians. Depending on theoperational situation, combatantcommander planners will have to considerthe possibility of providing CULsustainment and life support for refugees,EPWs, dislocated civilians, and civilianinternees. Cultural preferences regardingfood must be considered as well as medicalsupport issues — blood, infectious diseases,etc. The requirement to temporarily shelterand ultimately transport EPW personnel forrepatriation also exists, as do requirements for

EPW pay and local contract support for food,shelter, etc. Coordination through the staffjudge advocate with the International RedCross and the supporting military finance unitwill assist in this effort. Due to existing DODExecutive Agent requirements that put theArmy in the lead for EPW operations, theArmy forces commander is normallyresponsible for EPW support.

f. Multinational Considerations. Theresponsibility for providing CUL support tonational component forces rests ultimatelywith each provider nation; however, varyingdegrees of mutual logistic support exist inmultinational operations and must be plannedto complement partners’ capabilities andto minimize weaknesses. Normally,multinational forces will be supported throughnational channels with limited CUL-relatedmultinational support dependent onoperational conditions and other factors. Tosupplement purely national support, to easeindividual burdens, and to achieve economiesof scale, nations may participate in one ormore multinational CUL C2 andmanagement arrangements as discussed inChapter III, “Organization Options.” Whenexecuting CUL in multinational operations,care must be taken to ensure that both thesupported and supporting organizationshave a proper understanding of the specificexecution parameters. In NATO or otheralliance operations, commanders shouldfollow existing ratified doctrine andagreements. In coalition operations, aconcerted effort must take place to ensure thatadequate agreements exist and that CULexecution procedures are properly understood.Normally, the supported organization willfollow existing procedures and doctrine ofthe supporting organization. In allcircumstances, it is imperative that the logisticstaff officers of all commands that arereceiving, providing, or overseeingmultinational CUL operations havecoordinated properly to ensure understandingof appropriate CUL execution, reporting, and

IV-25


coordinating procedures. Propercoordination and planning may includesignificant liaison and translation support.

Additional information on multinationallogistic support arrangements can be foundin JP 3-16, Joint Doctrine for MultinationalOperations, and JP 4-08, Joint Doctrine forLogistic Support of Multinational Operations.

g. Support to NongovernmentalOrganizations and Other GovernmentalAgencies. As the US military takes on moreoverseas peacekeeping operations as well asCONUS and OCONUS humanitarian supportmissions, US contact with civilianorganizations is becoming commonplace.The potential requirement to provideMSCA, (e.g., NGOs and OGA), mustalways be considered. Approximately 350NGOs registered with the US Agency forInternational Development (USAID) arecapable of conducting some form of foreignhumanitarian relief operation. Many otherforeign-based organizations not required toregister in the United States also provideforeign humanitarian relief operations.USAID publishes a yearly report titled

Voluntary Foreign Aid Programs thatdescribes the aims and objectives of theregistered organizations. In domestic supportoperations, the military will operate in supportof the civil lead federal agencies, (e.g.,FEMA). In many joint operations, thesubordinate JFC, Service components, andDLA may be required to coordinate and/orprovide support related to movement orsupply of FHA materiel. Support to NGOsmay be done when directed by appropriateauthorities. An additional Service or agencyCUL requirement for support of non-DODmateriel may result from voluntary donationsin support of US forces. DLA coordinatesdistribution of donated materiel subject tocombatant commander policy and procedures.In these situations, the combatant commander,the subordinate JFC, and their staffs mustevaluate the operational situation to ensurethat CUL support is properly coordinated andlegally authorized and that a balance isachieved in providing support throughout thetheater.

h. Funding. Until emerging technologyfor all Service reimbursement fundingprocedures is programmed or automated to

The US military will often be called upon to provide CUL support in foreignhumanitarian assistance missions as was the case in JTF ATLAS RESPONSEin Mozambique.

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conduct direct reimbursement (or currentmilitary interdepartmental purchase requestprocedures are fully integrated), the currentoff-line system remains unchanged. Servicesor individual item support is normallyaccomplished through the lead Serviceprocedures. Reimbursement is done through

common, joint, or cross-servicingagreements.

JP 1-06, Joint Tactics, Techniques, andProcedures for Joint Task Force FinancialManagement, addresses this subject indetail.

APPENDIX ATHE DEFENSE LOGISTICS AGENCY

A-1

1. Introduction

a. DLA is the DOD combat service supportagency that provides worldwide logisticsupport to Military Departments andcombatant commands across the range ofmilitary operations and to other DODcomponents, federal agencies, foreigngovernments, or international organizationsas assigned. Its mission is to provide commoncommodities and services to its customers.

b. DLA assists the combatant commanderin controlling the CUL segment of logisticsupport as follows.

• During contingencies (and upon requestfrom the supported commander), DLAprovides a tailored DCST to provide asingle focus for all DLA activities.

• During situations that require specializedattention, DLA’s Emergency SupplyOperations Centers (ESOCs) streamlinesupply requests or can expedite criticalrequisitions.

• During routine operations, DLA assignscustomer support representatives to assistmajor Service component units with day-to-day DLA support.

2. DLA Overview

DLA participates fully in the deliberateplanning process and exercises itsresponsibilities by advising the Joint Staff andrecommending resource allocations andproduction priorities when appropriate. It alsoconducts a logistic sustainability analysis ofthe combatant commanders’ OPLANs. DLAis responsible for distributing selected hard-copy geospatial information in support of

NIMA. DLA is also the Department ofDefense’s executive agent for disposal andreutilization, including hazardous material.Disposal operations will be included in thecombatant commander’s theater disposal plandeveloped in coordination with DLA. DRMSwill establish a Forward Receiving Activityas far forward as practicable, to facilitateService component(s) retrograde of usableexcess property, and arrange for the compliantdisposal of scrap metal and hazardous wastes.

3. DCST

When required for a contingency orexercise, a DCST is established to providea single point of contact for DLA mattersto the supported combatant commander,the subordinate JFCs, and/or Servicecomponent commanders. The DCSTprovides appropriate C2 when DLA isdesignated a CUL lead organization to aparticular joint operation and focuses on thein-theater DLA operations to respondproactively to requirements in a JOA.

a. The level of support is based on themutual assessment of the supported commandstaff and the DLA initial response team. TheDCST is then tailored to anticipatecontingency taskings. DLA reviews thetaskings to determine the size and mix offorces to satisfy each requirement. Thisprocess is normally accomplished during theplanning or early execution phases of a crisisthrough a DLA planning or liaison cell thatcan respond within 24 hours. DLA’sinvolvement during the planning stages of acrisis ensures that the plan being developedis sustainable. The standard elements are aninitial response team, the command supportelement, and specific functional elementsoutlined in the next paragraph.

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• An initial response team deploys first,bringing a small organic communicationssupport package to provide supportduring the early stages of the deployment.The team’s primary missions are todetermine a more precise requirement foroverall DLA and DCST support and toassist the supported combatantcommander or subordinate JFC inlogistic planning and execution.

• The command support element (CSE)later augments the initial response team,bringing the talents and equipmentneeded to make the DCST fullyoperational based on the individual jointforce DLA support requirements.

b. The DCST CSE normally collocateswith the JFC or Service component that isresponsible for the preponderance of CULsupport within the JOA. Other DLApersonnel who are already in the JOA or whoarrive later will form DCST functionalelements and provide required support. Thefunctional elements of a DCST are theMaterial Management Element, the DisposalElement, and the Fuel Support Element (seeFigure A-1). (For national disasters, DCST’sfunctional elements would normally onlyinclude distribution operations managementand mobility center operations.)

c. DLA support, based on taskings fromthe supported combatant commander, isphased in and out via the TPFDD. Whenunforeseen requirements arise, the CSE of theDCST arranges the most effective andefficient solution. In past contingencies, DLAset up special support elements outside theoperational area, cross-utilized in-countryassets, or brought in contractors as necessaryto help resolve problems.

d. In addition to planning how the DCSTwill be formed and how it will respond to thecombatant commander’s requirements, theinitial response team, in conjunction with the

JFC, must develop an exit strategy for theDCST. This strategy will be based on theoperational situation. The DCST willnormally redeploy once DLA-focusedexpertise is no longer required, (e.g., if normalDOD logistic systems, a host government, ora capable NGO can assume the mission). Thisdecision will be based on the individualoperational situation and will be made inconcert with the supported combatantcommander and/or subordinate JFC’s staff andreassessed as the complexity of the theaterchanges.

4. Emergency SupplyOperations Center

The ESOCs are standing centers servingas the single focal point within DLA for

Figure A-1. Defense Logistics AgencyContingency Support Team FunctionalElements

DEFENSE LOGISTICSAGENCY CONTINGENCY

SUPPORT TEAMFUNCTIONALELEMENTS

Fuel Support

MaterialManagement

Disposal

A-3

The Defense Logistics Agency

the execution of all facets of supplyoperations in response to militarycontingencies and exercises, national andinternational crises, and other requests foremergency supply support. Further, wherecentralized control and administration arerequired, the HQ ESOC serves as theinterface between all authorized customersand DLA activities, providing supply supportrelative to requisitions, citing issue prioritydesignators 01-03 without a mission capableindicator in the required delivery date fieldbeginning with a “9”, “N”, or “E”, and anOffice of the Secretary of Defense or JointChiefs of Staff project code beginning with a“9”. The ESOC acquires, analyzes, andprovides essential information to seniormanagement regarding supply operations insupport of crises as they occur. The HQESOC develops and promulgates policy andoperational guidance to the Defense SupplyCenter ESOCs and exercises headquartersstaff cognizance over these activities. Thecurrent functions and responsibilities of theESOC are as follows.

• Serve as the single focal point for DLAfor extraordinary and emergency supplysupport for special projects and crisissituations.

• Execute all facets of supply operationsin response to crisis situations and otherevents or special projects requiringextraordinary or emergency supplyassistance.

• Administer the ESOC and provide C2information to DLA senior management.

• Develop and promulgate policy andprocedures to the DLA ESOCs andDefense Distribution Center, andresolve operational issues that mayarise between DLA and its customersconcerning current policies andprocedures.

• Manage and issue DLA project codesand coding procedures, maintain controlof both DLA and DOD project codes inthe agency, and assign DLA-peculiarproject codes.

5. Customer SupportRepresentatives

DLA customer support representatives areassigned to the DLA Logistics Operationsunder the Readiness and Customer SupportDirectorate and the Readiness Directoratewithin DLA-Europe and DLA-Pacific. DLAcustomer support representatives aresupply management specialists with abroad knowledge of DLA logistic support;their responsibilities are “corporate” innature. They represent DLA to thecustomers, represent customer’s needs andconcerns to the DLA leadership and staff, andleverage DLA’s capabilities in response tocustomer’s needs and concerns.

a. DLA customer support representativesare assigned to activities that drive militaryreadiness, (e.g., the Services’ inventorycontrol points, maintenance facilities, andmajor operational units identified by theService). Their role is to engage in problemresolution and information managementbetween the supported customer andappropriate DLA organization. Theyrepresent DLA at meetings and on projectteams and interact daily with all levels ofcustomer personnel, from warehouse workersand requisition clerks to commanders andprogram managers. While DLA customersupport representatives are not intended as“parts chasers,” they ensure that the customeris getting the appropriate response from the DLAinventory control points and depots and takeappropriate action or provide training whenestablished procedures do not function properly.They spend most of their time with the customerwho hosts them, making extensive use oftelephone, facsimile, and electronic mail.

A-4

Appendix A

JP 4-07

b. Customer support representatives donot normally deploy to a contingencyoperational area unless rostered as a DCSTmember. DLA also has placed a liaisonofficer (LNO) at the Joint Staff J-4 office,

and created LNO positions at each of thegeographic combatant commands J-4sections, to provide necessary DLAexpertise and full time DLA representationat these key joint logistic staffs.

APPENDIX BTHE DEFENSE CONTRACT MANAGEMENT AGENCY

B-1

1. Introduction

DCMA is the combat support agency thatprovides worldwide contract managementservices in times of peace, crisis, and war, toinclude administering civil augmentationprogram contracts; (e.g., LOGCAP, AFCAP,and CONCAP). Procuring contractingofficers or a buying activity may delegate toDCMA any or all contract managementfunctions listed in Federal AcquisitionRegulation (FAR) Part 42.302. Examples ofauthorities and functions normally delegatedto DCMA during contingencies are listed inFigure B-1. Additionally, where an analysisof a defense contractor’s ability to supportcontingency operations and overall industrialsector capabilities, capacities, and productionsurge capability affect prosecution of acontingency, DCMA helps in reaching back

into the industrial base needed by Servicecomponents, combatant commanders, andJoint Staff to plan and execute contingencyoperations or participate in exercises. DCMAassists the combatant commander as follows.

• During exercises, contingencies, andupon request from the supportedcombatant commander, DCMA providesa tailored contingency contractadministration services (CCAS) team toprovide a single focus for all DCMAactivities.

• During peacetime and contingencies,DCMA provides a combat support center(CSC) to act as a focal point fordeliberate, crisis action, and exerciseplanning and execution. Additionally,the CSC is the organization that develops

DEFENSE CONTRACT MANAGEMENT

FUNCTIONSAGENCY

PERFORMING PRE-AWARD SURVEYS

APPOINTING ADMINISTRATIVE CONTRACTING

OFFICERS

ADMINISTERING CONTRACTS

ISSUING DELIVERY OR TASK ORDERS

NEGOTIATING COST AND SCHEDULES

MONITORING COSTS

MONITORING QUALITY ASSURANCE COMPLIANCE

PERFORMING PROPERTY ADMINISTRATION

PERFORMING PRE-AWARD SURVEYS

APPOINTING ADMINISTRATIVE CONTRACTING

OFFICERS

ADMINISTERING CONTRACTS

ISSUING DELIVERY OR TASK ORDERS

NEGOTIATING COST AND SCHEDULES

MONITORING COSTS

MONITORING QUALITY ASSURANCE COMPLIANCE

PERFORMING PROPERTY ADMINISTRATION

Figure B-1. Defense Contract Management Agency Functions

B-2

Appendix B

JP 4-07

and promulgates policy and doctrine forthe DCMA’s combat support readinessand leads DCMA participation in jointexercises.

• Provides quality information to theService components, combatantcommanders, and Joint Staff thatimproves the customer (warfighter) waittime and time definite delivery of partsand end-items that require industrial baseengagement. This service provides a“reach back” partnership into theindustrial base’s capability and capacityas well as industries’ ability to surgeproduction of specific materials. This isaccomplished through working closelywith forward-deployed Servicecomponent acquisition, logisticmanagement personnel, CONUS-basedprogram managers, and buying activities.This ability completes the warfighter’slogistic COA analysis function.

• DCMA assigns operations officers toassist the Joint Staff and combatantcommanders in day-to-day coordinationof DCMA support to deliberate, crisisaction, and exercise planning.

2. DCMA Overview

a. As a combat support agency, DCMAprovides direct support to the combatantcommander through CCAS teams. CCASteams have two primary missions in assistingthe combatant commander.

• Provide decision quality information tothe Service components, combatantcommanders, and Joint Staff thatimproves the customer (warfighter) waittime and time definite delivery of partsand end-items that require industrial baseengagement. This service provides a“reach back” into the industrial base’scapability and capacity as well asindustries’ ability to surge production of

specific materials. This is accomplishedthrough working closely with forwarddeployed Service component acquisitionand logistics management personnel andCONUS-based program managers andbuying activities. This ability completesthe warfighter’s logistics COA analysisfunction. Examples of surge capabilitymay include, but are not limited to, thecombatant commander's and Servicecomponent’s CIL.

• Provide post-award contingency contractadministration services to the combatantcommander for both external and theatersupport contracts in accordance with theFAR and Defense Federal AcquisitionRegulation, Part 43.302. These servicesinclude, but are not limited to, post-contract award management of civilaugmentation program contracts; (e.g.,LOGCAP, AFCAP, and CONCAP).DCMA’s legal authority to administercontracts is derived via a contractdelegation from a procuring contractingofficer (PCO). DCMA does not deploya CCAS team into a theater until contractadministration authority is received.

b. CCAS teams may consist of DCMAexperts in fuels quality assurance, contractservice quality assurance, contract operations,and property management. The teamcomposition will depend on the functionsdelegated to DCMA from the PCO, and onthe level of effort required to execute thedelegation. That is, the Commander, DCMACMO in the AOR becomes the CCAScommander (CCAS-C). The CCAS-Cgathers this information through thedeployment of a CCAS initial response team(IRT) into the AOR. The IRT assesses, onscene, the personnel skill types and numbersneeded for longer term management. TheCMO commander and/or CCAS-C is theDCMA’s representative and single point ofcontact to the command structure within theAOR. DCMA prepares and trains for these

B-3

The Defense Contract Management Agency

roles through contingency and deliberateplanning with the combatant commanders andServices in addition to participating in jointexercises and wargames.

3. Combat Support Center

a. The CSC is located at DCMAheadquarters and is the focal point for DOD,multinational, and interagency combatsupport coordination and tasking. In supportof the CSC, operations cells are locatedthroughout the DCMA districts and CMOsfor both day-to-day, contingency, exercise,and training support. When a crisis actionteam is activated at the combatant command,JTF, or Service component level for exercisesupport or actual contingencies, the CSC andsupportive operations cell staffs may beexpanded to meet operational requirements.

b. The CSC reports essential informationto senior management regarding contractadministration services in support of crises asthey occur. The CSC provides the following.

• Coordination for deliberate, crisis action,and exercise planning support.

• Operational, contingency, crisis action,joint, and multinational policy,procedures, and doctrine.

• Coordination with Services, Joint Staff,and combatant commander staff plannersfor doctrine and policy.

• A single focal point for DCMAcontingency operations and exercises.

4. Operations Officers

DCMA operations officers are assigned tocombatant commanders and the Joint Staff.Operations officers are specialists with a broadknowledge of how contingency contractingsupports the combatant commanders as wellas how the industrial base may be engaged

to improve warfighter wait time and timedefinite delivery of resources. They representDCMA to the warfighter, represent thewarfighter’s needs and concerns to DCMAand, ultimately, industry. They belong to thearea DCMA CMO and serve day-to-day asDCMA’s primary focal point fordisseminating, coordinating, and trackingcombatant commander issues and concernsto and from DCMA. During crisis theoperations officer will be the DCMA’srepresentative within the CINC’s contingencystaff. The operations officer is responsiblefor the following.

• Maintains the DCMA planning interfaceto the combatant commander’s staff andcomponents.

• Coordinates plans and conducts DCMAsupport planning for contingencies andexercises in the AOR.

• May deploy with CCAS teams forexercises and contingencies within theAOR.

• Maintains planning and operationalcoordination with the DCMA’s CSC,operation cells, and CMOs.

5. CCAS Teams

a. When required for a contingency orexercise, a CCAS team is established toprovide contract administration services to thesupported combatant commander, thesubordinate JFCs, and/or Service componentcommanders.

b. The level of support is based on themutual assessment of the supported combatantcommander’s staff and the DCMA IRT. TheCCAS team is then tailored to the anticipatedcontingency taskings. The CCAS-C, incooperation with the contingencycommander’s staff (i.e., JTF commander orService component) in the JOA, reviews the

B-4

Appendix B

JP 4-07

taskings to determine the size and mix offorces to satisfy each requirement. Thisprocess is initiated during crisis actionplanning and is done in coordination with theDCMA CSC. DCMA’s involvement duringthe planning stages of a crisis ensures that theplan being developed is sustainable throughthe contracting vehicles envisioned. Thestandard elements in an IRT are as follows.

• Command

• Contracting

• Quality assurance

• Property management

• Operations and automated dataprocessing.

c. The IRT deploys within 48 hours of atasking. The team’s primary missions are todetermine a more precise requirement foroverall DCMA support and to assist in theearly stages of contract administration forwhich contract delegation authority has beenpassed. The follow-on CCAS team lateraugments or replaces the IRT, bringing thetalents and equipment needed to make theCCAS fully operational.

d. The C2 element of a CCAS teamnormally collocates with the JTF commander,Service component, or organization managingcontracting for the operational area. The C2element of the CCAS team is comprised ofthe following.

• Industrial programs integration

• Contracting operations officer


e. The functional elements of a follow-onCCAS team are as follows.

• Fuels quality assurance

• Contract operations


• Property management

f. DCMA support, based on requirementsfrom the combatant commander, is phased inand out via the TPFDD. When unforeseenrequirements arise, the area CMO, throughthe DCMA operations officer, arranges themost effective and efficient solution.

g. In addition to planning how the CCASteam will be formed and how it will respondto the combatant commander’s requirements,the IRT, in conjunction with the JFC, mustdevelop an exit strategy for the CCAS team.This strategy will be based on when theindividual operational situation allows theCCAS team to re-deploy once the DCMA-focused expertise is no longer required, e.g.,if normal DOD acquisitions no longer requirepost award management, exposure and/or riskis too low to justify continued CCASfunctions, or the functions can be handledthrough routine contract administrationprovided directly from the cognizant CMO.This decision will be based on the individualoperational situation and will be made inconcert with the supported combatantcommander and/or subordinate JFC’s staff andreassessed as the complexity of the theaterchanges.

APPENDIX CREFERENCES

C-1

The development of JP 4-07 is based upon the following primary references:

1. Title 10, United States Code.

2. Public Law 96-323, The NATO Mutual Support Act (NMSA) of 1979, as amended.

3. Unified Command Plan, 29 September 1999.

4. DOD Directive 4270.5, Military Construction Responsibilities as amended by the Officeof the Assistant Secretary of Defense (Acquisition and Logistics) letter of 20 March 1986.

5. DOD Directive 5100.1, Functions of the Department of Defense and Its Major Components.

6. The Basel Convention, 1 May 1994.

7. JP 1, Joint Warfare of the Armed Forces of the United States.

8. JP 0-2, Unified Action Armed Forces (UNAAF).

9. JP 1-02, Department of Defense Dictionary of Military and Associated Terms.

10. JP 1-06, Joint Tactics, Techniques, and Procedures for Financial Management DuringJoint Operations.

11. JP 3-0, Doctrine for Joint Operations.

12. JP 3-05, Doctrine for Joint Special Operations.

13. JP 3-05.1, Joint Tactics, Techniques and Procedures for Joint Special Operations TaskForce Operations.

14. JP 3-07, Joint Doctrine for Military Operations Other Than War.

15. JP 3-07.3, Joint Tactics, Techniques, and Procedures for Peace Operations.

16. JP 3-07.6, Joint Tactics, Techniques, and Procedures for Foreign Humanitarian Assistance.

17. JP 3-08, Interagency Coordination During Joint Operations.

18. JP 3-16, Joint Doctrine for Multinational Operations.

19. JP 3-17, Joint Doctrine and Joint Tactics, Techniques, and Procedures for Air MobilityOperations.

C-2

Appendix C

JP 4-07

20. JP 3-33, Joint Force Capabilities.

21. JP 3-34, Engineer Doctrine for Joint Operations.

22. JP 3-35, Joint Deployment and Redeployment Operations.

23. JP 3-57, Doctrine for Joint Civil-Military Operations.

24. JP 4-0, Doctrine for Logistic Support of Joint Operations.

25. JP 4-01, Joint Doctrine for the Defense Transportation System.

26. JP 4-01.2, Joint Tactics, Techniques, and Procedures for Sealift Support to Joint Operations.

27. JP 4-01.3, Joint Tactics, Techniques, and Procedures for Movement Control.

28. JP 4-01.4, Joint Tactics, Techniques, and Procedures for Joint Theater Distribution.

29. JP 4-01.5, Joint Tactics, Techniques, and Procedures for Terminal Operations.

30. JP 4-01.6, Joint Tactics, Techniques, and Procedures for Joint Logistics Over-the-Shore(JLOTS).

31. JP 4-01.7, Joint Tactics, Techniques, and Procedures for Use of Intermodal Containers inJoint Operations.

32. JP 4-01.8, Joint Tactics, Techniques, and Procedures for Joint Reception, Staging, OnwardMovement, and Integration.

33. JP 4-02, Doctrine for Health Service Support in Joint Operations.

34. JP 4-02.1, Joint Tactics, Techniques, and Procedures for Health Service Logistics Supportin Joint Operations.

35. JP 4-03, Joint Bulk Petroleum Doctrine.

36. JP 4-04, Joint Doctrine for Civil Engineering Support.

37. JP 4-06, Joint Tactics, Techniques, and Procedures for Mortuary Affairs in Joint Operations.

38. JP 4-08, Joint Doctrine for Logistic Support of Multinational Operations.

39. JP 4-09, Joint Doctrine for Global Distribution.

40. JP 5-0, Doctrine for Planning Joint Operations.

41. JP 5-00.2, Joint Task Force Planning Guidance and Procedures.

C-3

References

42. JP 6-0, Doctrine for Command, Control, Communications, and Computer (C4) SystemsSupport to Joint Operations.

43. JP 6-02, Joint Doctrine for Employment of Operational/Tactical Command Control,Communications, and Computer Systems.

44. FM 41-10, Civil Affairs Operations.

45. FM 63-4, Theater Support Command.

46. FM 90-31/MCRP 3-3.8, Army Marine Corps Integration.

47. FM 100-5, Operations.

48. FM 100-7, The Army and Theater Operations.

49. FM 100-10, Combat Service Support.

50. FM 100-16, Army Operational Support.

51. FM 100-17-1, Army Prepositioned Afloat Operations.

52. FM 100-17-2, Army Prepositioned Land.

53. FM 100-17-3, Reception, Staging, Onward Movement, and Integration.

54. FM 100-19, Domestic Support Operations.

55. FM 100-25, Doctrine for Army Special Operations Forces.

56. AFDD 2, Organization and Employment of Aerospace Power.

57. AFDD 2-4, Combat Support.

58. AFDD 2-4-4, Bases, Infrastructure, and Facilities.

59. AFDD 2-6.1, Airlift Operations.

60. NDP 4, Naval Logistics.

61. NWP 4, Series.

62. MCDP 4, Logistics.

63. Air Land Sea Applications Publication and Multiservice Pub (numbers TBD), ExplosiveOrdnance Operations in Joint Operations.

C-4

Appendix C

JP 4-07

Intentionally Blank

APPENDIX DADMINISTRATIVE INSTRUCTIONS

D-1

1. User Comments

Users in the field are highly encouraged to submit comments on this publication to:Commander, United States Joint Forces Command, Joint Warfighting Center Code JW100,116 Lake View Parkway, Suffolk, VA 23435-2697. These comments should addresscontent (accuracy, usefulness, consistency, and organization), writing, and appearance.

2. Authorship

The lead agent for this publication is the US Army. The Joint Staff doctrine sponsor forthis publication is the Director for Logistics (J-4).

3. Change Recommendations

a. Recommendations for urgent changes to this publication should be submitted:

TO: HQ TRADOC FORT MONROE VA//ATDO-A//INFO: JOINT STAFF WASHINGTON DC//J4-SMPED/J7-JDETD//

Routine changes should be submitted to the Director for Operational Plans and JointForce Development (J-7), JDETD, 7000 Joint Staff Pentagon, Washington, DC20318-7000, with info copies to the USJFCOM JWFC.

b. When a Joint Staff directorate submits a proposal to the Chairman of the JointChiefs of Staff that would change source document information reflected in thispublication, that directorate will include a proposed change to this publication as anenclosure to its proposal. The Military Services and other organizations are requestedto notify the Director, J-7, Joint Staff, when changes to source documents reflected inthis publication are initiated.

c. Record of Changes:

CHANGE COPY DATE OF DATE POSTEDNUMBER NUMBER CHANGE ENTERED BY REMARKS__________________________________________________________________________________________________________________________________________________________________________________________________________________

D-2

Appendix D

JP 4-07

4. Distribution

a. Additional copies of this publication can be obtained through Service publicationcenters listed below (initial contact) or the USJFCOM JWFC in the event that the jointpublication is not available from the Service.

b. Only approved joint publications and joint test publications are releasable outsidethe combatant commands, Services, and Joint Staff. Release of any classified jointpublication to foreign governments or foreign nationals must be requested through thelocal embassy (Defense Attaché Office) to DIA Foreign Liaison Office, PSS, PO-FL,Room 1A674, Pentagon, Washington, DC 20301-7400.

c. Additional copies should be obtained from the Military Service assignedadministrative support responsibility by DOD Directive 5100.3, 1 November 1988,Support of the Headquarters of Unified, Specified, and Subordinate Joint Commands.

Army: US Army AG Publication Center SL1655 Woodson RoadAttn: Joint PublicationsSt. Louis, MO 63114-6181

Air Force: Air Force Publications Distribution Center2800 Eastern BoulevardBaltimore, MD 21220-2896

Navy: CO, Naval Inventory Control Point700 Robbins AvenueBldg 1, Customer ServicePhiladelphia, PA 19111-5099

Marine Corps: Commander (Attn: Publications)814 Radford Blvd, Suite 20321Albany, GA 31704-0321

Coast Guard: Commandant (G-OPD), US Coast Guard2100 2nd Street, SWWashington, DC 20593-0001

CommanderUSJFCOM JWFC Code JW2102Doctrine Division (Publication Distribution)116 Lake View ParkwaySuffolk, VA 23435-2697

d. Local reproduction is authorized and access to unclassified publications isunrestricted. However, access to and reproduction authorization for classified jointpublications must be in accordance with DOD Regulation 5200.1-R, InformationSecurity Program.

GLOSSARYPART I — ABBREVIATIONS AND ACRONYMS

GL-1

AAFES Army and Air Force Exchange SystemACSA acquisition and cross-servicing agreementADCON administrative controlAFCAP Air Force Civil Augmentation ProgramAFMC Air Force Materiel CommandAIFA AAFES Imprest Fund ActivityAIS automated information systemsAIT automated identification technologyAMC Air Mobility CommandAOR area of responsibility

C2 command and controlC4 command, control, communications, and computersC4I command, control, communications, computers, and

intelligenceCA civil affairsCCAS contingency contract administration servicesCCAS-C contingency contract administration services commanderCIL critical items listCINC combatant commanderCJCS Chairman of the Joint Chiefs of StaffCLPSB CINC Logistic Procurement Support BoardCLSS combat logistic support squadronCMOC civil-military operations centerCOA course of actionCOCOM combatant command (command authority)CONCAP construction capabilities contractCONUS continental United StatesCSC combat support centerCSE command support elementCUL common-user logistics

DCMA Defense Contract Management AgencyDCST Defense Logistics Agency (DLA) contingency support teamDDMA Defense Distribution Mapping ActivityDESC Defense Energy Support CenterDHHS Department of Health and Human ServicesDISSA Defense Information Systems AgencyDLA Defense Logistics AgencyDOD Department of DefenseDODD Department of Defense directivesDODI Department of Defense instructionsDOS Department of StateDOT Department of Transportation

GL-2

Glossary

JP 4-07

DOX-T Direct Operation Exchange-TacticalDRMS Defense Reutilization and Marketing ServiceDSCA Defense Security Cooperation AgencyDSCP Defense Supply Center PhiladelphiaDTS Defense Transportation System

E&I engineering and installationEOD explosive ordnance disposalEPW enemy prisoner of warESOC Emergency Supply Operations Center

FAR Federal Acquisition RegulationFEMA Federal Emergency Management AgencyFHA foreign humanitarian assistance

GCSS Global Combat Support SystemGSA General Services Administration

HAP Humanitarian Assistance ProgramHN host nationHNS host-nation supportHQ headquartersHSLS health service logistic supportHSS health service support

IAW in accordance withIMM integrated materiel managementIRT initial response teamISSA inter-Service support agreementITV in-transit visibility

J-4 Logistics Directorate of a joint staffJFC joint force commanderJOA joint operations areaJP joint publicationJPO joint petroleum officeJTAV joint total asset visibilityJTF joint task forceJTLM joint theater logistics management

LNO liaison officerLOGCAP Logistics Civilian Augmentation ProgramLRC logistics readiness centerLSE logistic support element

MARCORMATCOM Marine Corps Materiel CommandMARFOR Marine Corps forcesMCX Marine Corps Exchange

GL-3

Glossary

MILSTRIP military standard requisitioning and issue procedureMOOTW military operations other than warMPF maritime pre-positioning force (USMC)MPSA Military Postal Service AgencyMSC Military Sealift CommandMSCA military support to civil authoritiesMTMC Military Traffic Management CommandMTW major theater warMWR morale, welfare, and recreation

NATO North Atlantic Treaty OrganizationNAVFACENGCOM Navy Facilities Engineering CommandNAVSUP Naval Supply Systems CommandNCA National Command AuthoritiesNEXCOM Navy Exchange CommandNGO nongovernmental organizationNIMA National Imagery and Mapping Agency

OCONUS outside the continental United StatesOGA other governmental agenciesOIC officer-in-chargeOPCON operational controlOPLAN operation planOPORD operation order

PCO procuring contracting officerPOL petroleum, oils, and lubricantsPSU port security unit

RADS rapid area distribution support (USAF)RBC red blood cellRC Reserve Component

SecDef Secretary of DefenseSIMLM single integrated medical logistic managerSITLM single integrated theater logistic managerSO special operationsSOF special operations forcesSPM single port managerSPOD seaport of debarkationSPOE seaport of embarkationSTAMP standard air munitions package (USAF)STRAPP standard tanks, racks and pylons packages (USAF)

TACON tactical controlTFE tactical field exchangeTPFDD time-phased force and deployment data

USACE United States Army Corps of EngineersUSAF United States Air ForceUSAID United States Agency for International DevelopmentUSAMC United States Army Materiel CommandUSC United States CodeUSCG United States Coast GuardUSCINCTRANS Commander in Chief, United States Transportation CommandUSJFCOM United States Joint Forces CommandUSMC United States Marine CorpsUSN United States NavyUSPS United States Postal ServiceUSSOCOM United States Special Operations CommandUSTRANSCOM United States Transportation Command

GL-4

Glossary

JP 4-07

acquisition and cross-servicing agreement.Agreements negotiated on a bilateral basiswith US allies or coalition partners thatallow US forces to exchange most commontypes of support, including food, fuel,transportation, ammunition, andequipment. Authority to negotiate theseagreements is usually delegated to thecombatant commander by the Secretary ofDefense. Authority to execute theseagreements lies with the Secretary ofDefense, and may or may not be delegated.Governed by legal guidelines, theseagreements are used for contingencies,peacekeeping operations, unforeseenemergencies, or exercises to correct logisticdeficiencies that cannot be adequatelycorrected by national means. The supportreceived or given is reimbursed under theconditions of the acquisition and cross-servicing agreement. Also called ACSA.(This term and its definition are approvedfor inclusion in the next edition of JP 1-02.)

administrative control. Direction or exerciseof authority over subordinate or otherorganizations in respect to administration andsupport, including organization of Serviceforces, control of resources and equipment,personnel management, unit logistics,individual and unit training, readiness,mobilization, demobilization, discipline, andother matters not included in the operationalmissions of the subordinate or otherorganizations. Also called ADCON. (JP1-02)

civil augmentation program. Standing, long-term contacts designed to augment Servicelogistic capabilities with contract support inboth preplanned and short noticecontingencies. Examples include US ArmyLogistics Civilian Augmentation Program,US Air Force Contract AugmentationProgram, and US Navy Construction

Capabilities Contract. (This term and itsdefinition are approved for inclusion in thenext edition of JP 1-02.)

civil engineering. Those combat support andcombat service support activities thatidentify, design, construct, lease or providefacilities, and which operate, maintain, andperform war damage repair and otherengineering functions in support of militaryoperations. (JP 1-02)

common use. Services, materiel, or facilitiesprovided by a Department of Defense agencyor a Military department on a common basisfor two or more Department of Defenseagencies, elements, or other organizations asdirected. (JP 1-02)

common-user item. An item of aninterchangeable nature that is in commonuse by two or more nations or Services of anation. (This term and its definition modifythe existing term and its definition and areapproved for inclusion in the next editionof JP 1-02.)

common-user logistics. Materiel or servicesupport shared with or provided by two ormore Services, Department of Defense(DOD) agencies, or multinational partnersto another Service, DOD agency, non-DODagency, and/or multinational partner in anoperation. Common-user logistics is usuallyrestricted to a particular type of supply and/or service and may be further restricted tospecific unit(s) or types of units, specifictimes, missions, and/or geographic areas.Also called CUL. (This term and itsdefinition are approved for inclusion in thenext edition of JP 1-02.)

contracted logistic support. Support inwhich maintenance operations for aparticular military system are performedexclusively by contract support personnel.

PART II — TERMS AND DEFINITIONS

GL-5

GL-6

Glossary

JP 4-07

Also called CLS. (This term and itsdefinition are approved for inclusion in thenext edition of JP 1-02.)

critical item list. Prioritized list, compiledfrom a subordinate commander’s compositecritical item lists, identifying supply itemsand weapon systems that assist Service andDefense Logistics Agency’s selection ofsupply items and systems for productionsurge planning. Also may be used inoperational situations by the combatantcommander and/or subordinate joint forcecommander (within combatant commanderdirectives) to cross-level critical supply itemsbetween Service components. Also calledCIL. (This term and its definition modifythe existing term and its definition and areapproved for inclusion in the next editionof JP 1-02.)

cross-leveling. The authority and ability toshift materiel inventory from one owner tomeet the requirement of another. At thetheater strategic level and operational level,it is the process of diverting en route or in-theater materiel from one military elementto meet the higher priority of another withinthe combatant commander’s directiveauthority for logistics. Cross-leveling plansmust include specific reimbursementprocedures. (This term and its definitionare approved for inclusion in the nextedition of JP 1-02.)

cross-servicing. A subset of common-userlogistics in which a function is performedby one Military Service in support of anotherMilitary Service and for whichreimbursement is required from the Servicereceiving support. (This term and itsdefinition modify the existing term and itsdefinition and are approved for inclusionin the next edition of JP 1-02.)

Department of Defense construction agent.The Corps of Engineers, Naval FacilitiesEngineering Command, or other such

approved Department of Defense activity,that is assigned design or executionresponsibilities associated with militaryconstruction programs, facilities support, orcivil engineering support to the combatantcommanders in contingency operations. (JP1-02)

Department of Defense single manager. AMilitary Department or Agency, designatedby the Secretary of Defense as a Departmentof Defense (DOD) executive agent, that isresponsible for management of specifiedlogistic commodities or common serviceactivities on a DOD-wide basis. (This termand its definition modify the existing termand its definition and are approved forinclusion in the next edition of JP 1-02.)

distribution. 1. The arrangement of troopsfor any purpose, such as a battle, march, ormaneuver. 2. A planned pattern ofprojectiles about a point. 3. A plannedspread of fire to cover a desired frontage ordepth. 4. An official delivery of anything,such as orders or supplies. 5. Theoperational process of synchronizing allelements of the logistic system to deliverthe “right things” to the “right place” at the“right time” to support the geographiccombatant commander. 6. The process ofassigning military personnel to activities,units, or billets. (JP 1-02)

distribution plan. A reporting systemcomprising reports, updates, and informationsystems feeds that articulate the requirementsof the theater distribution system to thestrategic and operational resources assignedresponsibility for support to the theater. Itportrays the interface of the physical,financial, information and communicationsnetworks for gaining visibility of the theaterdistribution system and communicatescontrol activities necessary for optimizingcapacity of the system. It depicts, and iscontinually updated to reflect changes in,infrastructure, support relationships, and

GL-7

Glossary

customer locations to all elements of thedistribution system (strategic, operational,and tactical). (JP 1-02)

distribution system. That complex offacilities, installations, methods, andprocedures designed to receive, store,maintain, distribute, and control the flow ofmilitary materiel between the point of receiptinto the military system and the point of issueto using activities and units. (JP 1-02)

dominant user. The Service or multinationalpartner who is the principal consumer of aparticular common-user logistic supply orservice within a joint or multinationaloperation. The dominant user will normallyact as the lead Service to provide thisparticular common-user logistic supply orservice to other Service components,multinational partners, other governmentalagencies, or non-governmental agencies asdirected by the combatant commander.(This term and its definition are approvedfor inclusion in the next edition of JP 1-02.)

dominant user concept. The concept that theService which is the principal consumer willhave the responsibility for performance of asupport workload for all using Services. (JP1-02)

executive agent. A term used to indicate adelegation of authority by the Secretary ofDefense to a subordinate to act on theSecretary's behalf. An agreement betweenequals does not create an executive agent.For example, a Service cannot become aDepartment of Defense executive agent fora particular matter with simply the agreementof the other Services; such authority mustbe delegated by the Secretary of Defense.Designation as executive agent, in and ofitself, confers no authority. The exact natureand scope of the authority delegated mustbe stated in the document designating theexecutive agent. An executive agent may

be limited to providing only administrationand support or coordinating commonfunctions, or it may be delegated authority,direction, and control over specifiedresources for specified purposes. (This termand definition are provided for informationand are proposed for inclusion in the nextedition of JP 1-02 by JP 0-2.)

external support contractors. US nationalor third party contract personnel hired fromoutside the operational area. (This term andits definition are approved for inclusion inthe next edition of JP 1-02.)

general engineering. Encompasses theconstruction and repair of lines ofcommunications, main supply routes,airfields, and logistic facilities to support jointmilitary operations and may be performedin direct support of combat operations, suchas battle damage repair. These operationsinclude both horizontal and verticalconstruction and may include use of bothexpedient repair methods, and moredeliberate construction methodscharacterized by the application of designcriteria, advanced planning, and preparation,depending on the mission requirements.Also called GE. (JP 1-02)

health service logistic support. A functionalarea of logistic support that supports the jointforce surgeon’s health service supportmission. It includes supplying Class VIIImedical supplies (medical materiel to includemedical peculiar repair parts used to sustainthe health service support system), opticalfabrication, medical equipment maintenance,blood storage and distribution, and medicalgases. Also called HSLS. (JP 1-02)

health service support. All servicesperformed, provided, or arranged by theServices to promote, improve, conserve, orrestore the mental and physical well-beingof personnel. These services include, butare not limited to, the management of health

GL-8

Glossary

JP 4-07

services resources, such as manpower,monies, and facilities; preventative andcurative health measures; evacuation of thewounded, injured, or sick; selection of themedically fit and disposition of the medicallyunfit; blood management; medical supply,equipment, and maintenance thereof; combatstress control; and medical, dental,veterinary, laboratory, optometric, medicalfood, and medical intelligence services. Alsocalled HSS. (JP 1-02)

host-nation support. Civil and/or militaryassistance rendered by a nation to foreignforces within its territory during peacetime,crises or emergencies, or war based onagreements mutually concluded betweennations. Also called HNS. (JP 1-02)

integrated logistic support. A composite ofall the acquisition support considerationsnecessary to assure the effective andeconomical support of a system for its lifecycle. It is an integral part of all other aspectsof system acquisition and operation. Alsocalled ILS. (JP 1-02)

integrated materiel management. Theexercise of total Department of Defense-levelmanagement responsibility for a federalsupply group or class, commodity, or itemfor a single agency. It normally includescomputation of requirements, funding,budgeting, storing, issuing, cataloging,standardizing, and procuring functions.Also called IMM. (This term and itsdefinition modify the existing term and itsdefinition and are approved for inclusionin the next edition of JP 1-02.)

interdepartmental or agency support.Provision of logistic and/or administrativesupport in services or materiel by one or moreMilitary Services to one or more departmentsor agencies of the United States Government(other than military) with or withoutreimbursement. (JP 1-02)

inter-Service, intragovernmentalagreements. Formal long-term oroperational specific support agreementsbetween Services, Department of Defense(DOD), and/or non-DOD agenciesgoverned by DOD Instruction 4000.19,Interservice and IntragovernmentalSupport. These agreements, normallydeveloped at the Service Secretariat andgovernmental agency director level,document funding and reimbursementprocedures as well as standards of supportbetween the supplying and receiving Serviceor agencies. Inter-Service,intragovernmental agreements, whilebinding Service level agreements, do notconnote DOD-level executive agentresponsibilities. (This term and itsdefinition are approved for inclusion in thenext edition of JP 1-02.)

inter-Service support. Action by one MilitaryService or element thereof to provide logisticand/or administrative support to anotherMilitary Service or element thereof. Suchaction can be recurring or nonrecurring incharacter on an installation, area, orworldwide basis. (JP 1-02)

in-transit visibility. The ability to track theidentity, status, and location of Departmentof Defense units, and non-unit cargo(excluding bulk petroleum, oils, andlubricants) and passengers; medical patients;and personal property from origin toconsignee or destination across the range ofmilitary operations. (JP 1-02)

joint logistics over-the-shore operations.Operations in which the Navy and Armylogistics-over-the-shore (LOTS) forcesconduct LOTS together under a joint forcecommander. Also called JLOTS operations.(JP 1-02)

joint reception, staging, onward movement,and integration. A phase of joint force

GL-9

Glossary

projection occurring in the operational area.This phase comprises the essential processesrequired to transition arriving personnel,equipment and material into forces capableof meeting operational requirements. Alsocalled JRSOI. (JP 1-02)

joint total asset visibility. The capabilitydesigned to consolidate source data from avariety of joint and Service automatedinformation systems to provide joint forcecommanders with visibility over assets in-storage, in-process, and in-transit. Alsocalled JTAV. (JP 1-02)

lead nation. One nation assumes theresponsibility for procuring and providing abroad spectrum of logistic support for all ora part of the multinational force and/orheadquarters. Compensation and/orreimbursement will then be subject toagreements between the parties involved.The lead nation may also assume theresponsibility to coordinate logistics of theother nations within its functional andregional area of responsibility. (JP 1-02)

lead Service or agency for common-userlogistics. A Service component orDepartment of Defense agency that isresponsible for execution of common-useritem or service support in a specificcombatant commander or multinationaloperation as defined in the combatant andjoint force commander’s operation plan,operation order, and/or directives. (Thisterm and its definition are approved forinclusion in the next edition of JP 1-02.)

logistic assessment. An evaluation of: a. thelogistic support required to support particularmilitary operations in a theater of operations,country, or area. b. the actual and/orpotential logistics support available for theconduct of military operations either withinthe theater, country, or area, or locatedelsewhere. (JP 1-02)

logistic estimate of the situation. Anappraisal resulting from an orderlyexamination of the logistic factorsinfluencing contemplated courses of actionto provide conclusions concerning thedegree and manner of that influence. (JP1-02)

logistics. The science of planning and carryingout the movement and maintenance of forces.In its most comprehensive sense, thoseaspects of military operations which dealwith; a. design and development,acquisition, storage, movement, distribution,maintenance, evacuation, and disposition ofmateriel; b. movement, evacuation, andhospitalization of personnel; c. acquisitionor construction, maintenance, operation, anddisposition of facilities; and d. acquisitionor furnishing of services. (JP 1-02)

logistics over-the-shore operations. Theloading and unloading of ships with orwithout the benefit of fixed port facilities, infriendly or nondefended territory and, in timeof war, during phases of theater developmentin which there is no opposition by the enemy;or as a means of moving forces closer totactical assembly areas dependent on threatforce capabilities. Also called LOTSoperations. (JP 1-02)

maintenance (materiel). 1. All action takento retain materiel in a serviceable conditionor to restore it to serviceability. It includesinspection, testing, servicing, classificationas to serviceability, repair, rebuilding, andreclamation. 2. All supply and repair actiontaken to keep a force in condition to carryout its mission. 3. The routine recurringwork required to keep a facility (plant,building, structure, ground facility, utilitysystem, or other real property) in suchcondition that it may be continuouslyused, at its original or designed capacityand efficiency for its intended purpose.(JP 1-02)

GL-10

Glossary

JP 4-07

mortuary affairs. Covers the search for,recovery, identification, preparation, anddisposition of remains of persons for whomthe Services are responsible by status andExecutive order. (JP 1-02)

most capable Service or agency. Theorganization that is best suited to providecommon supply commodity or logisticservice support within a specific jointoperation. In this context, “best suited” couldmean the Service or agency that has requiredor readily available resources and/orexpertise. The most capable Service may ormay not be the dominant user in anyparticular operation. (This term and itsdefinition are approved for inclusion in thenext edition of JP 1-02.)

multinational integrated logistic units. Anorganization resulting when two or morenations agree to provide logistics assets to amultinational logistic force under theoperational control of a multinationalcommander for the logistic support of amultinational force. Also called MILU.(This term and its definition are providedfor information and are proposed forinclusion in the next edition of JP 1-02 byJP 4-08.)

national support element. Any nationalorganization or activity that supports nationalforces that are part of a multinational force.National support elements are under theoperational control of the national authoritiesand are not normally part of the multinationalforce. Their mission is nation-specificsupport to units and common support that isretained by the nation. Also called NSE.(This term and its definition are providedfor information and are proposed forinclusion in the next edition of JP 1-02 byJP 4-08.)

operational control. Transferable commandauthority that may be exercised bycommanders at any echelon at or below the

level of combatant command. Operationalcontrol is inherent in combatant command(command authority). Operational controlmay be delegated and is the authority toperform those functions of command oversubordinate forces involving organizing andemploying commands and forces, assigningtasks, designating objectives, and givingauthoritative direction necessary toaccomplish the mission. Operationalcontrol includes authoritative direction overall aspects of military operations and jointtraining necessary to accomplish missionsassigned to the command. Operationalcontrol should be exercised through thecommanders of subordinate organizations.Normally this authority is exercised throughsubordinate joint force commanders andService and/or functional componentcommanders. Operational control normallyprovides full authority to organizecommands and forces and to employ thoseforces as the commander in operationalcontrol considers necessary to accomplishassigned missions. Operational control doesnot, in and of itself, include authoritativedirection for logistics or matters ofadministration, discipline, internalorganization, or unit training. Also calledOPCON. (JP 1-02)

role specialist nation. A nation that has agreedto assume responsibility for providing aparticular class of supply or service for allor part of a multinational force. Also calledRSN. (This term and its definition areprovided for information and are proposedfor inclusion in the next edition of JP 1-02by JP 4-08.)

salvage operation. 1. The recovery,evacuation, and reclamation of damaged,discarded, condemned, or abandoned alliedor enemy materiel, ships, craft, and floatingequipment for reuse, repair, refabrication,or scrapping. 2. Naval salvage operationsinclude harbor and channel clearance,diving, hazardous towing and rescue tug

GL-11

Glossary

services and the recovery of materiel, ships,craft, and floating equipment sunk offshoreor elsewhere stranded. (JP 1-02)

single integrated theater logistic manager.Service component or agency, usually in amature theater, that is designated by thecombatant commander or subunifiedcombatant commander as the single in-theater manager for planning and executionof a specific common-user logistic (CUL)item or related items. Single integratedlogistic managers are normally long-term innature with responsibilities that includeplanning, coordination, control, andexecution of a specific CUL function (orsimilar CUL functions) at the theater level,in both peacetime and during actualoperations, within the parameters ofcombatant commander’s directives. Alsocalled SITLM. (This term and its definitionare approved for inclusion in the nextedition of JP 1-02.)

systems support contractors. Contractpersonnel, normally with high levels oftechnical expertise, hired to support specificmilitary systems. (This term and itsdefinition are approved for inclusion in thenext edition of JP 1-02.)

tactical control. Command authority overassigned or attached forces or commands,or military capability or forces madeavailable for tasking, that is limited to thedetailed, and, usually, local direction andcontrol of movements or maneuversnecessary to accomplish missions or tasksassigned. Tactical control is inherent inoperational control. Tactical control maybe delegated to, and exercised at any levelat or below the level of combatant command.Also called TACON. (JP 1-02)

theater support contractors. Contractpersonnel hired in, and operating in, aspecific operational area. (This term andits definition are approved for inclusion inthe next edition of JP 1-02.)

GL-12

Glossary

JP 4-07

Intentionally Blank

Assess-ments/

Revision

CJCSApproval

TwoDrafts

ProgramDirective

ProjectProposal

J-7 formally staffs withServices and CINCs

Includes scope ofproject, references,milestones, and who willdevelop drafts

J-7 releases ProgramDirective to Lead Agent.Lead Agent can beService, CINC, or JointStaff (JS) Directorate

STEP #2Program Directive

The CINCs receive the JP andbegin to assess it during use

18 to 24 months followingpublication, the Director J-7,will solicit a written report fromthe combatant commands andServices on the utility andquality of each JP and theneed for any urgent changes orearlier-than-scheduledrevisions

No later than 5 years afterdevelopment, each JP isrevised

STEP #5Assessments/Revision

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ENHANCEDJOINT

WARFIGHTINGCAPABILITY

Submitted by Services, CINCs, or JointStaff to fill extant operational void

J-7 validates requirement with Services andCINCs

J-7 initiates Program Directive

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STEP #1Project Proposal

All joint doctrine and tactics, techniques, and procedures are organized into a comprehensive hierarchy asshown in the chart above. is in the series of joint doctrinepublications. The diagram below illustrates an overview of the development process:

Joint Publication (JP) 4-07 Logistics

JOINT DOCTRINE PUBLICATIONS HIERARCHYJOINT DOCTRINE PUBLICATIONS HIERARCHY

JP 1-0 JP 2-0 JP 3-0

PERSONNEL

JP 4-0 JP 5-0 JP 6-0

LOGISTICSINTELLIGENCE OPERATIONS C4 SYSTEMSPLANS

JOINTDOCTRINE

PUBLICATION

Lead Agent forwards proposed pub to JointStaff

Joint Staff takes responsibility for pub,makes required changes and prepares pubfor coordination with Services and CINCs

Joint Staff conducts formal staffing forapproval as a JP

STEP #4CJCS Approval

Lead Agent selects Primary ReviewAuthority (PRA) to develop the pub

PRA develops two draft pubs

PRA staffs each draft with CINCs,Services, and Joint Staff

STEP #3Two Drafts

JP 1

JOINTWARFARE

JP 0-2

UNAAF

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