The Process of Military Distribution Management
A Guide to Assist Military and Civilian Logisticians in Linking Commodities and Movement
by
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For the last five years, the Army has been trying to integrate the Distribution Management (DM) Process and Army Transformation into the new logistical structure of the future with some success. The real concern is to operate both concepts in their pure conceptual form – this is not realistic, however. Under the Distribution Management Process, units would live off the flow and there would be no need for intermediate stocks forward and for transformation, there would be only one battle set or force structure required to meet all situations. The issue is the distribution network that the logistician is required to operate within is as much an enemy as the human one we are there to fight. The limitations in the network’s physical construction and our own resources we bring to the fight can hamper our ability to conquer time, distance and space requirements in support of maneuver forces. Both concepts need the flexibility to adapt to the environment they are going to operate within, allowing the military to create hybrid versions of both concepts while providing operational procedures and structures to meet the needs of the distribution network and offer the proper battle setting. Logistical planners must have the vision to enhance the network with additional capabilities and tailor assets to meet shortfalls in reference to physical or resources required. The Distribution Management Process is based on visibility of information, to maximize capacity of systems and to control the pipeline. Transformation is based on creating a force structure that is modular in composition and can be tailored by components to meet the situation.
With all this said, it is apparent that the distribution network is the logistician’s battle space. Focusing on its construction, control and even its manipulation, is a definite requirement for the success in supporting maneuver forces on today’s modern battlefield. Normally, offensive operations are conducted in a linear operational environment and within a contiguous area of operations, which supports an undeveloped distribution network. As the conflict moves toward stability and sustainment operations, so does the distribution network progress to a nonlinear operational set, within either a contiguous or noncontiguous area of operations (AO). Nonlinear operations generally center on multiple decisive points, which correlates to the logistical lines of communications (LOC) between operating bases within the distribution network. These lines of communications, or convoy routes that re-supply, are dependent on the ability to protect the element throughout its travel. But, when the freedom of movement in the lines of communications is threatened, linear operations should be considered. The problem exists when operating within a nonlinear operational set - every line of communication of linear battlefields within the nonlinear construct, requires route clearance and convoy security, between specific boundaries and a number of passage of lines among different maneuver units and designated area of operations. Operations like these add to the confusion and congestion of the maneuver commander’s battle space, and take away maneuver forces to support convoy security operations. To elevate the strain of these types of operations, combat service support units synchronize subordinate unit actions in time, distance and space with the intent to link convoy operations with tactical execution.
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About the Book
This book is a guide for Logistician’s (military or civilian) in the execution of Movement Control and Distribution Management. – Provides a process to utilize data from different automation systems, which do not talk to one another, as well as incorporates manual procedures to develop a system to monitor and track movement and commodities on today’s modern battlefields. By doing this, we have provided the commander with a focused staff battle rhythm that works. Due to the Army Transformation and Spiral Development, there is a lack of documentation on just how to interpret and implement the new concepts and automation applications, and synchronize their usage and development. Many of the ideas and process in this book have not advanced beyond the conjectural level. The work covered is an initial effort to make operational these new ideas and procedures and provide them as training in a classroom and wartime environment. The uniqueness of the logistical mission and the technology of these services, this book may be guided towards a rather select audience. But due to the tactics and methods being used by our enemies in the field, it is important to understand that at all levels, the ability to have visibility and command and control of movement within our battle space is essential.
– Provides examples of procedures and guidance utilized by our armed forces operating in
– Presents information for staff management that incorporates manual and automated procedures to monitor and track movement and commodities on today’s modern battlefields.
About the Author
Lieutenant Colonel Henderson was commissioned a 2d Lieutenant of Quartermaster following completion of his Master Degree from
Lieutenant Colonel James H. Henderson assumed the duties of the Deputy Commander for Corps Distribution Command (Provisional), 13 COSCOM, at Fort Hood, Texas on 1 December 2003 and deployed to Balad (LSA ANACONDA), Iraq on 4 January 2004 in support of Operations Iraqi Freedom II. That is where he gained the knowledge and experience to develop the ideas and procedures of distribution management.
He retired from active duty on 1 August 2005, and is now working as a consultant for the Army’s logistical automation system the Battle Command Sustainment Support System (BCS3), as well as conducting classes and seminars for the US Army Quartermaster and