UNCLASSIFIED
United States Joint Forces Command
Command Overview
and
Joint Logistics Considerations
COL Vic Maccagnan
Director, USJFCOM J49
Joint Logistics Capabilities Development Division
18 June 2010
UNCLASSIFIED
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USJFCOM Command Mission
The United States Joint Forces Command provides mission
ready Joint Capable forces and supports the development
and integration of Joint, Interagency, and Multinational
capabilities to meet the present and future operational
needs of the Joint Force
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USJFCOM Command Components
1.1 Million Soldiers, Sailors, Airmen, and Marines
USFF
ACC
6 CSGs
5 ESGs
17 F/B/Comp
Wings
101,000 Sailors
83,652 Airmen
19,382 sailors
(RC)
57,357 Airmen
(RC)
MARFORCOM
FORSCOM
7 Divisions
35 BCTs
1 Division
1 Wing
1 MLG
51,579 Marines
39,600 Marines
(RC)
195,000 Soldiers
Over 80% of US based General Purpose
Active and Reserve Forces
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545,000 Soldiers
(RC)
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Evolution of USJFCOM
Atlantic
Command
US Atlantic Command
Commands US-based forces
USACOM
US Joint Forces Command
• leads Joint Deployment Process
• enhances Joint training
• establishes Joint requirements architecture
Joint Integration &
Interoperability
1993
Individual Augmentee
Dual-hatted: NATO Supreme Allied
Responsibility
Commander Transformation
1997 1998 1999 2002 2003 2005 2006 2007
Global Force Mgr
Global Force Provider
Completes Shift to a
Functional Command
Joint C2 Capability Portfolio Manager
Organize, Train, Equip JTF HQ
June 19, 2003
Joint Experimentation
Joint Training &
Integration of assigned
forces
SUPREME ALLIED COMMAND,
ATLANTIC
(SACLANT)
SUPREME ALLIED COMMAND
TRANSFORMATION
(SAC-T)
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What We Do – The Key Functions
 Lead Joint Concept Development & Experimentation
•
Lead development, exploration, & integration of new joint warfighting concepts and DoD Experimentation
 Serve as Lead Joint Force Integrator
•
Recommend changes in DOTMLPF to integrate DoD, interagency and multinational capabilities; Lead
development of joint doctrine, concepts, requirements & integrated architectures for joint C2
 Train the Joint Force
•
Lead agent for the CJCS exercise program for joint and combined operations; Execute transformation of
individual and collective joint training; Support the Chairman’s Joint Doctrine Development Program
 Lead the Collaborative Development of Joint Readiness Standards
•
Lead development for JTF HQ staffs, JTF FCCs and staff, and HQs designated as potential joint HQs
 Primary Joint Force Provider
•
Identify and recommend and supervise the implementation of global joint sourcing solutions; Globalize the
Force Management process
 Manage the Joint Command and Control (JC2) Capability Portfolio
•
Evaluate and assess to eliminate capability gaps, reduce redundancies and achieve efficiencies
 Lead Joint Urban Operations Development
•
Executive Agent to lead, coordinate, & integrate JUO doctrine, organization, training, & equipment activities
 Serve as the DoD Joint Deployment Process Owner
•
Executive Agent to improve and transition the global capability for force deployment & redeployment
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A Unique Organization
Commander
Command
Sergeant Major
J1
J2
J3/4
PERSONNEL
INTELLIGENCE
OPERATIONS
PLANS,
LOGISTICS &
ENGINEERING
Joint Deployment
Training Center
Joint UAS
Center of Excellence
(JUAS COE)
J5
STRATEGY
&
POLICY
J6
J7
COMMUNICATIONS
JOINT
TRAINING
Joint Transformation
Command- Intelligence
(JTC-I)
Joint Public Affairs
Support Element
(JPASE)
Deputy
Commander
Special Operations
Command- JFCOM
(SOCJFCOM)
Joint Communications
Support Element
(JCSE)
USJFCOM
“Enablers”
SJFHQ
JCOA
STANDING JOINT JOINT CENTER
FORCE
OPERATIONAL
HEADQUARTERS
ANALYSIS
CORE ELEMENT
J8
J9
REQUIREMENTS
JOINT
INTEGRATION INNOVATION &
EXPERIMENTATION
Joint Warfighting
Center
(JWFC)
Joint Personnel
Recovery Agency
(JPRA)
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Unique
Headquarters
Functions
Chief of Staff
Joint Systems
Integration Command
(JSIC)
Joint Warfare
Analysis Center
(JWAC)
Joint Fires Integration
& Interoperability Team
(JFIIT)
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Commander’s Guidance
•
Jointness is not a natural state – Deserves our best effort
•
We will fight future wars with partners
•
Our enemy means every word it says
•
Our military must retain conventional dominance
•
Improve capability in the irregular fight
Reshape our forces to fight a new way of war
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JTF Headquarters requirements increasing
30
25
20
15
10
5
0
2000
2002
2004
2006
2008
New JTF HQ Formed During Fiscal Year
JTF HQ Operational During Fiscal Year
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Recent View from the Warfighter
“....logistics in this area of operations is not directed by a
single headquarters, but rather by rules and procedures of the
separate services…
This loosely formed system relies on informal, personal
relationships, command intervention and ad hoc requests
resulting in inefficiencies, uncertain schedules, and continual
retraining and reestablishment of relationships…
While the commander possesses directive authority for
logistics he is unable to execute it as effectively and
efficiently as possible due to this lack of joint rules, tools, and
processes.”
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What USJFCOM has been working on…
Problem Statement:
The current logistics system characterized by Service and Agency centric
operations supported by numerous non interoperable information
technology systems creates barriers in logistics operations that degrades
the Joint Force Commander’s ability to effectively support Joint Operations.
The resultant redundancies and inefficiencies include incomplete planning,
poor ops / log integration, sub optimization of service component
resources, reduced cross-component asset visibility and situational
awareness, redundant distribution systems, and unintended competitive
component supply chains and contracting.
Outcome:
Joint Logistics capabilities with supporting rules, tools, processes,
and organizations to enhance the JFC’s ability to effectively plan,
execute and integrate logistics in order to optimize its effects at the
operational level resulting in effective support to joint operations.
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The Joint Logistics Problem
 No Single Log POC in Charge of Overall Theater Logistics
 Competitive, Service-Centric Supply Chains
 Lack of Cross-Service Supply Chains
 Poor Cross-Service Situational Awareness
 Lack of In-Transit Visibility
 Redundant, Unconnected Distribution Systems
 Costly and Inefficient Service-Centric Processes
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Precepts for Joint Logistics
•
Essence of joint log is to combine service capabilities to enhance the
effectiveness and compensate for the vulnerabilities of the other
•
Achieving log synergy requires ability to visualize logistics holistically,
identifying support that enables each component to optimize its
operations, and determining how other components might support each
other as the situation dictates; requires the ability to think in terms of
joint logistics, independent of a specific service component or domain
•
Requires ability and willingness to compare alternative support options
for component missions from the perspective of combined effectiveness
Achieving joint logistics and the mutual sharing of resources must:
 Be consistent with component's intrinsic capabilities and limitations
 Ensure shared resources not risked for insufficient overall return
 Guarantee that support provided will be executed as promised
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Insights on Joint Logistics
•
Success of Joint Logistics should be measured at Tactical Level
• Operational readiness is desired outcome
• Sustained Joint operational readiness enables freedom of action
•
Essence of Joint Logistics is at the Operational Level
• Focus effort here
•
The Operational Level is where Joint Logistics MUST excel
• Full integration here provides greatest opportunities
• Svc, MN, IA, Other elements / capabilities linking Strategic to
Tactical Systems, Rules, Tools, Processes, and Orgs enable freedom
of action
Imperatives for Success (How we measure…)
 Unity of Effort
 Domain-wide Visibility
 Rapid and Precise Response
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Imperatives for Success
Unity of Effort
• What it is / What it requires
• Enablers
• Appropriate Organizations / Capabilities / Authorities
• Shared Awareness
• Common Measures of Performance
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Imperatives for Success
Domain-wide Visibility
• What it is / What it requires
• Enablers
• Connectivity
• Standard Enterprise Data Architecture
• Global Focus Over Process
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Imperatives for Success
Rapid and Precise Response
• What it is / What it requires
• Enablers
• Responsiveness / Speed
• Sustainability / Continuity of Support
• Efficiency / Economy of Scale
• Simplicity
• Flexibility / Adaptability
• Survivability
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The Joint Logistics Pitfall…
Avoid combining joint capabilities where doing so adds complexity without
compensating advantage
The requirement to operate jointly imposes constraints on the services,
which the service should willingly accept if the radical increase in
collective improved effectiveness joint log provides is demonstrated
Joint log synergy is not a natural outcome of multi-service operations
It requires explicit effort and is achieved only at a cost of increased
complexity and greater requirements for training, technical and
technological interoperability, liaison and planning
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Joint Logistics Lessons Learned
Operational
Lessons
Learned
The Combatant Commander’s inability to see requirements and respond with
the appropriate capabilities limited effectiveness and reduced joint synergy
Information technology infrastructure lacked the necessary interoperability –
log situational awareness was minimal
The stove-piped operations between services and commands created barriers
in communications and supply operations.
Inability to effectively execute Directive Authority for Logistics (DAFL)
Lack of a Joint Logistics Organization to ensure that joint functions
were executed meant that very few were
Lack of effective Logistics Command and Control – B2C2WG were of
marginal value with inherent log C2 challenges
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Law
Doctrine
Supporting
Joint Theater
Lawand
and
Doctrine
Supporting
JointLogistics
Logistics
UNCLASSIFIED (U )
108th Congress
2d Session
COMMITTEE PRINT
No. 2A
TITLE 10, UNITED STATES CODE
ARMED FORCES
Subtitle A, General Military Law
(101-3000)
(As Amended Through December 31, 2003)
DEFENSE-RELATED LAWS – VOLUME IA
________________
PREPARED FOR THE USE OF THE
COMMITTEE ON ARMED SERVICES
OF THE
HOUSE OF REPRESENTATIVES
MARCH 2004
Printed for the use of the Committee on
Armed Services of the House of Representatives
COCOM authority includes authoritative direction over all aspects
of military operations, joint training, and logistics.
Paraphrase U.S. Code -- Title 10 Section 164
Directive Authority for Logistics (DAFL) - COCOM authority to issue
directives necessary to optimize use or reallocate resources,
prevent or eliminate redundant facilities or overlapping functions.
Paraphrase Joint Pub 1-02 – DoD Dictionary
COCOMs may delegate directive authority for as many common
support capabilities to a subordinate joint force commander
(JFC) as required to accomplish the JFC’s assigned mission.
Paraphrase Joint Pub 0-2 -- Unified Action Armed Forces
COCOM may establish an element to integrate and synergize
logistic capabilities. Options include: augment J-4, use a service
organization, delegate to a JTF commander, establish a stand
alone joint logistics agency...
Paraphrase Joint Pub 4-0 -- Logistics Doctrine
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Building a Joint Logistics Framework
Common User Logistics is
the Bridge
Service
Responsibilities
TITLE 10 US Code
Air
Force
$$$
$$$
$$ Organize, train, equip
Navy
$$ Organize, train, equip
$$ Organize, train, equip
Army
$$ Organize, train, equip
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Joint
Logistics
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Common User Logistics (CUL)
“Services, materiel, or facilities provided
by a DOD Agency or Military Department
on a common basis for two or more DOD
agencies, elements, or other
organizations as directed.” JP 1-02
Three “Pillars” of the CUL Bridge
CUL Principles
Lead Service or
Agency Concept Based on:
• Executive Agent (EA)
• Inter-Service
Support Agreements
(ISSA)
•Dominant User
• Most Capable Service or Agency
• Combatant Command
(COCOM) Directive
Authority For
Logistics (DAFL)
JP 4-07
16
15
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Pillar # 1 Executive Agent (EA)
Delegation of authority
by the Secretary of Defense
to a subordinate
to act on behalf of SecDef
Navy is Executive Agent for:
• Coordination of DoD Shipbuilding, Conversion, Repair
• DoD Shipboard and Waterside Physical Security and
Explosive Detection Equipment RDT&E Programs
• DoD Port Security Program
The nature and scope of the authority
must be designated in writing
Army is Executive Agent for:
• Military Offshore Activities Program
Air Force is Executive Agent for:
•Function
Recipient
•Inland Logistics Support
USMC
•Common User Ocean Terminal Operations
All Svcs
•Inland Class I (Rations) Support
All Svcs
•Highway Engineering
All Svcs
• Air Force Medical Support Agency (AFMSA)
•Common User Land Transportation
All Svcs
• AFNEWS Work-force Standards and Armed Forces
Radio and Television Service (AFRTS) Wartime
Planning for the American Forces Information Service
•Overland Petroleum, Oil, and Lubricants
(POL) Support
All Svcs
•Military Troop Construction
USAF
•Mortuary Affairs
All Svcs
• Space Programs
• Designating and Naming Military Aerospace Vehicles
• Communications Service Authorizations
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Pillar # 2 ISSAs
Inter-Service Support Agreements
(ISSAs)
Formal support
agreements
between Services, DOD,
and / or non-DOD
agencies
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Pillar # 3 COCOM
Combatant Command (COCOM)
Combatant Command
authority over assigned
forces for all aspects of
military operations to
accomplish the mission.
• Includes Directive
Authority for Logistics
• Includes expanded
Authorities under JP 4-0
(Joint Log HQ ?)
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Endstate - Operational Results
1. Faster identification of theater log REQUIREMENTS
2. Clearer understanding and synchronization of theater
CAPABILITIES
3. Faster identification of theater SHORTFALLS (current /
projected)
4. Faster and more effective PRIORITIZATION of theater
shortfalls
5. More effective ADJUDICATION of conflicting priorities
6. Improved capability to DIRECT theater log RESOURCES
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Back Up Slides
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Joint Force Cdr Considerations for Log C2









Mission
End State
Prevalent Domain
Dominant Service and Capabilities
Physical Infrastructure of the AO
DOD Agencies involved and their Capabilities
Interagency and Multi-National Implications
IT Capability
Force Protection Requirements
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Required Operational Level Joint Log Capabilities
1) Centralized Joint Log Planning
2) Efficient Adjudication of Conflicting Priorities
3) In-Transit Visibility and Tracking
4) Timely ID of Requirements and Shortfalls
5) Clear Understanding of Component Capabilities
6) Ability to Synchronize Component Capabilities
7) Integrated Log Processes
8) Integrated Distribution System
9) Coordinated Component Supply Chains
10) Cross Component Asset Visibility
11) Improved Capability to Direct Resources
12) Documented Procedures (SOPs)
13) Coordinated Contracting
14) JMETL Based Logistics Training
15) Single Log POC with Effective Org Construct
16) Ops / Log Coordination and Integration
17) Improved Cross Component Collaboration
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Rules, Tools, and Processes To Enable
Required Joint Logistics Capabilities
Enabled By
Required Joint Logistics Capabilities
1. Centralized Joint Logistics Planning
2. Efficient Adjudication of Conflicting Priorities
3. In-Transit visibility and tracking
4. Timely Identification of Requirements and Shortfalls
5. Clear understanding of Component capabilities
6. Ability to Synchronize Component Capabilities
7. Integrated Logistics Processes
8. Integrated Distribution System
9. Coordinated Component Supply
10. Cross Component Asset Visibility
11. Improved Capability to Direct Resources
12. Documented Procedures (SOPs)
13. Coordinated Contracting
14. JMETL Based Logistics Training
15. Single Logistics POC with effective org construct
16. OPS / LOG Coordination and Integration
17. Improved Cross Component collaboration
1. Fusion Center, Joint Decision Support Matrix (JDSM)
2. Fusion Center, Log COP (Portal), JDSM
3. Log COP (Portal), JDDOC, JDSM, GCSS-J
4. Fusion Center, JDSM, Plan, Decide, Execute (PDE) Cycle
5. Fusion Center, JDSM, PDE Cycle
6. Fusion Center, Log COP (Portal), JDSM, PDE Cycle
7. Joint Log Standard Operating Procedures (SOPs)
8. JDDOC, JDSM, PDE Cycle
9. JDSM, PDE Cycle
10. Log COP (Portal)
11. Fusion Center, PDE Cycle, FRAGO Process
12. SOPs
13. Log COP (Portal), PDE Cycle
14. Senior Leader & Staff Training, Joint Computer Based Trng
15. Staff Officer or Commander (Options)
16. Fusion Center, PDE Cycle, FRAGO Process
17. Fusion Center, Log COP (Portal)
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COCOM CDR Option
Selection and Design
Required Joint Logistics Capabilities
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
Centralized JLog Planning
Conflicting Priorities Adjudication
In-Transit Visibility/Tracking
Timely Requirement/Shortfall ID
Clear Component Capability Understanding
Synchronized Component Capabilities
Integrated Logistics Processes
Integrated Distribution System
Coordinated Component Supply
Cross Component Asset Visibility
Improved Resource Allocation Capability
Documented Procedures (SOPs)
Coordinated Contracting
JMETL Based Logistics Training
Single Log POC/Effective Org Construct
OPS/LOG Coordination/Integration
Improved Cross Component Collaboration
Enabled By
3

















Fusion Center (FC), Joint Decision Support Tool (JDST)
FC, Log COP (Portal), JDST
Log COP (Portal), JDDOC, JDST, GCSS-J
FC, JDST, Plan, Decide, Execute (PDE) Cycle
FC, JDST, PDE Cycle
FC, Log COP (Portal) JDST, PDE Cycle
Joint Log Standing Operating Procedure (SOP)
JDDOC, JDST, PDE Cycle
JDST, PDE Cycle
Log COP (Portal)
FC, PDE Cycle, FRAGO process
SOPs
Log COP (Portal), PDE Cycle
Sr Leader/Staff/Joint Computer Based Training
Staff Officer of Commander Option
FC, PDE Cycle, FRAGO Process
FC, Log COP (Portal)
Staff
Organizational
 Base – Existing joint staff
 May establish joint command
for logistics using existing
Service led logistics
organization
 Authorized to coordinate and
deconflict joint log issues
 Empowered to recommend in
coord with the J3 the
preparation of FRAGORDs to
direct log actions
 Augmented as required `to
provide “joint” perspective
 Operates with clear
delineation of command
relationships and authorities
 Augmented as required by the
mission
2
1
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Why a COCOM might want a
Joint Logistics Command (JLC)
 Single operational logistics Commander to synchronize
cross-service/agency support
 Defense Logistics Agency (DLA) Interface
•
•
•
•
•


Defense Reutilization and Marketing Service (DRMS)
Forward Depots
Class III Synergy - Defense Energy Support Center (DESC)
Class I Synergy - Subsistence Prime Vendor (SPV)
Other Classes of Supply Synergy - DLA Contingency Support Teams (DCST)
Air / Sea Port Operations and interface with TRANSCOM
C2 of Deployment and Distribution Operations Center (DDOC)
 Efficiency and Effectiveness of operations
 Clothing Issue (DOL like activities like CIF)



Services
Contracting
Common-User Logistics (CUL)
 Simplify Theater Level C2
 One Log HQ reporting to COCOM HQ
 Force protection msns
 Terrain mgmt
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Why a COCOM might want an
Enhanced J4 (eJ4)
 Single staff focal point for strategic level and operational level
logistics fusion
 Promotes synchronization of cross-service/agency support
 Defense Logistics Agency (DLA) Interface






Defense Reutilization and Marketing Service (DRMS)
Forward Depots
Class III Synergy - Defense Energy Support Center (DESC)
Class I Synergy - Subsistence Prime Vendor (SPV)
Other Classes of Supply Synergy - DLA Contingency Support Teams (DCST)
Staff Oversight and integration of Deployment and Distribution
Operations Center (DDOC) into J4 staff
 Efficiency and Effectiveness of operations
 Boards, Bureaus, Cells, Centers, Work Groups (B2C2WG)




Distribution Mgmt
Joint Contingency Contracting
Joint Engineer Effort
Security Assistance
 Retains planning and execution linkages to other COCOM Staff
Agencies
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Enhanced J-4 or Joint Support Cmd
Directive Authority
for Logistics (DAFL)
Log
Effectiveness
Links to Planners
& Operators
Command
Authority
Better Rules, Tools
and Processes
Better Rules, Tools
and Processes
Staff
Authority
Staff
Authority
Enhanced J-4
More Logistics Effectiveness = Improved Warfighting
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JSC
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