Armor & Mobility

FEB 2017

Military magazines in the United States and Canada, covering Armor and Mobility, focuses on tactical vehicles, C4ISR, Special Operations Forces, latest soldier equipment, shelters, and key DoD programs

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Page 14 of 27

Over the past fifteen years our Air Force has seen a number of changes resulting in the centralization of many logistics functions. This trend towards a more centralized construct was made for both effectiveness and efficiency; and it has fundamentally changed how we operate as logisticians. We've seen great success from our willingness to evolve, but there is more that must be done for Air Force logistics to be the critical enabler to operations in tomorrow's battlespace. Multi-Domain Responsibility Logistics support within the Air Force today is quite 'theater-centric', born from practice that has brought us great success in the past. Our joint forces are organized into warfighting commands, with each one focused on their Area of Responsibility (AOR). Our enterprise has been largely shaped with the view that each command owns the necessary and respective logistics resources to prepare for one major contingency with a single adversary in a single theater. We know this 'one adversary at a time' model will likely not be the reality in tomorrow's strategic environment. With the increasing development of space and cyber threats, long-range strike capabilities, and advanced technologies that challenge our supremacy in air and space, tomorrow's battlespace is becoming less regional and more global. We know that we don't have enough resources for each command to possess all that they need to shape, deter, seize the initiative, dominate, and stabilize multiple regional and global threats simultaneously. As operations unfold, and the elastic band of logistics is stretched tighter, an Air Force Forces (AFFOR) depends on the "enterprise" to deliver the resources that are required to meet the needs of a Joint Task Force Commander (JTF/ CC). The disconnect is that the "enterprise" doesn't have the global awareness, the authorities, or the decision support tools that are required to prioritize requirements across multiple theaters and make rapid decisions to source and deliver resources at the speed of modern warfare. Any delay in the logistics process equals mission risk to the AFFOR and that risk is ultimately transferred to the JTF/CC. In this dangerous world, time is not our friend. In our current 'theater-centric mindset' (figure 1) we assume that we fight one adversary at a time in a single area of responsibility (AOR), that the AFFOR has all the required resources within the AOR, and that global assets will be channeled to that AOR if necessary. If the Air Force does not fundamentally change our current mindset, we will be handing unspecified and often unacceptable risk to the Joint Forces Commander (JFC). Our logistics mindset must change and change is challenges the status quo. To change from a model that is Lt. Gen. Lee K . Levy II is the Commander, Air Force Sustainment Center, Air Force Materiel Command, headquartered at Tinker Air Force Base, Oklahoma. As the AFSC Commander, he leads nearly 43,000 Total Force Airmen to deliver combat effects for the immediate and long-term requirements of component and combatant commanders in every area of responsibility. Serving as the Logistics Numbered Air Force, AFSC is the supporting command for the readiness of Logistics and Sustainment activities around the world. The Center is comprised of three Air Logistics Complexes, three Air Base Wings, two Supply Chain Wings, and 21 CONUS and OCONUS geographically separated operating locations. MULTI-DOMAIN LOGISTICS COMMAND AND CONTROL COMMANDER REVIEW Armor & Mobility | February 2017 | 13

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