Introduction
The reemergence of inter-state strategic competition presents a more complex
challenge for the U.S. joint force and the U.S. Army than any experienced
in the last 18 years of conict. The strategic security environment described
in the 2018 National Defense Strategy of the United States necessitates that
DoD and the military services prepare for operations on a complex and multi-
domain battleeld.
2
Russia and China, among others, are developing ca-
pabilities to counter the United States through multiple layers of stand-
o in all domains—space, cyber, air, sea and land.
3
They are synthesizing
emerging technologies with analyses of military doctrine and operations.
The U.S. Army’s response to this challenge is embedded in a concept called
Multi-Domain Operations (MDO).
MDO calls for the rapid and continuous integration of all domains of war-
fare to ensure that the U.S. Army can deter threats and prevail against bad
actors as Army units face engagements that are short of armed conict.
Should deterrence fail, armed conict will be undertaken to penetrate and
“dis-integrate” enemy defenses; to exploit the resulting weak points; and
to consolidate gains to force a return to competition (re-compete) on terms
favorable to the United States and its allies and partners.
4
Doing so rst
Precision Logistics:
Sustainment for
Multi-Domain Operations
SEPTEMBER 2019
ILW SPOTLIGHT 19- 4
PUBLISHED BY THE INSTITUTE OF LAND WARFARE
AT THE ASSOCIATION OF THE UNITED STATES ARMY
ISSUE
A focused, resilient and innovative
sustainment enterprise is essential
to supporting Army forces from fort
to port to foxhole in Multi-Domain
Operations (MDO).
SPOTLIGHT SCOPE
• Describes the U.S. Army’s transition
toward a sustainment enterprise that
is best postured to support MDO.
• Explains U.S. Army Materiel
Command’s focus areas, which guide
development of required MDO
sustainment capabilities.
• Explores emerging enabling
capabilities to overcome sustainment
gaps and deliver precision and
survivable logistics.
INSIGHTS
• Existing capability gaps could limit the
Army’s ability to provide reliable, agile
and responsive sustainment in an
MDO environment.
• Precision logistics are required to
achieve overmatch in MDO.
• The evolving sustainment enterprise
relies on a Total Army effort—the
Regular Army, Army National Guard,
Army Reserve and Department of the
Army civilians and contractors.
www.ausa.org
1
Tom Peters, “Rule #3: Leadership Is Confusing As Hell,” Fast Company Magazine, no. 44
(March 2001).
2
DoD, Summary of the 2018 National Defense Strategy of The United States of America: Sharpening
the American Military’s Competitive Edge, 19 January 2018, 2–3.
3
Department of the Army (DA), U.S. Army Training and Doctrine (TRADOC) Pamphlet 525-3-1,
The U.S. Army in Multi-Domain Operations 2028 (Washington, DC: U.S. Government Printing
Oce, December 2018), Forward.
4
TRADOC Pamphlet 525-3-1, The U.S. Army in Multi-Domain Operations 2028, iii.
by Major Bradley Cooper, U.S. Army
Leaders win through logistics. Vision, sure. Strategy, yes. But when you go to war, you
need to have both toilet paper and bullets at the right place at the right time. In other
words, you must win through superior logistics.
Tom Peters, March 2001
1
