18 July 2008

Joint Logistics

Joint Publication 4-0
This revised edition of Joint Publication 4-0, Joint Logistics, is the keystone 

document of the joint logistics series and provides the doctrinal framework which 

describes how logistics is delivered to support joint operations across the range of 

military operations. Joint logistics enables all joint operations and represents a 

significant portion of our total efforts and resources. 

 The overarching ideas and principles contained in this publication provide a 

common perspective from which to plan, execute and control joint logistics operations in 

cooperation with our multinational partners and other United States Government 

agencies. 

 Recent operations have placed unprecedented requirements on joint logisticians 

operating in the most difficult environments. While support to the joint force has been 

nothing short of exceptional, the future operating environment will likely present joint 

logisticians with an increasingly complex set of challenges. The United States will face 

diverse challenges in an operating environment that will be more complex, more 

interconnected, more dynamic, and likely more volatile than ever before. Historically, 

the United States has derived its military superiority from a remarkable ability to translate 

technological innovation, industrial capacity and a robust logistical architecture into 

effective battlefield advantages. Our support to the warfighter has been displayed on 

battlefields across the globe for decades, and has been studied by our friends and 

potential adversaries alike. This exceptional logistical capability represents a potent force 

multiplier for our Nation. 

The current and future environments present tremendous challenges for the joint 

force logistician. We have made great progress in recent years, but we must continue to 

develop joint logistics doctrine to optimize joint military, interagency and multinational 

capabilities. 

While the operating environment constantly changes, the outcome the joint force 

commander expects will not. The joint force commander expects joint logistics to give 

him sustained logistic readiness which will provide freedom of action to effectively 

execute operations in support of national objectives. 

 

 

 M. G. MULLEN 

 Admiral, U. S. Navy 

 
PREFACE 

i 

1. Scope

This publication is the keystone document of the joint logistics series. As such, it 

provides overarching joint doctrine on logistic support to joint operations. 

2. Purpose 

 This publication has been prepared under the direction of the Chairman of the Joint 

Chiefs of Staff. It sets forth joint doctrine for the activities and performance of the 

Armed Forces of the United States in joint operations and provides the doctrinal basis for 

the conduct of joint logistics. It provides military guidance for the exercise of authority 

by combatant commanders and other joint force commanders (JFCs) and prescribes the 

doctrinal framework within which logistics can be optimized for operations, education, 

and training. This publication is intended to provide guidance to JFCs and staffs, their 

subordinate component commands, and combat support agencies for joint logistic 

operations including the incorporation of interagency and coalition elements. It is not the 

intent of this publication to restrict the authority of the JFC from organizing the force and 

executing the mission in a manner the JFC deems most appropriate to ensure unity of 

effort in the accomplishment of the overall objective. 

3. Application

 a. Joint doctrine established in this publication applies to the Joint Staff, 

commanders of combatant commands, subunified commands, joint task forces, 

subordinate components of these commands, the Services, and combat support agencies. 

b. The guidance in this publication is authoritative; as such, this doctrine will be 

followed except when, in the judgment of the commander, exceptional circumstances dictate 

otherwise. If conflicts arise between the contents of this publication and the contents of 

Service publications, this publication will take precedence unless the Chairman of the Joint 

Chiefs of Staff, normally in coordination with the other members of the Joint Chiefs of 

Staff, has provided more current and specific guidance. Commanders of forces operating as 

part of a multinational (alliance or coalition) military command should follow multinational 

doctrine and procedures ratified by the United States. For doctrine and procedures not 

ratified by the United States, commanders should evaluate and follow the multinational 

command’s doctrine and procedures, where applicable and be consistent with US law, 

regulations, and doctrine. 
Preface 

ii JP 4-0 

Intentionally Blank 
iii

SUMMARY OF CHANGES 

• Introduces the joint logistics environment (JLE) 

• Describes the characteristics of the joint logistician 

• Introduces the joint logistics imperatives 

• Introduces US Transportation Command as the Distribution Process Owner 

• Introduces US Joint Forces Command as the Joint Deployment Process 

Owner 

• Introduces the Department of Defense supply chain 

• Discontinues the use of the functions of logistics, the elements of the logistics 

process, and critical logistic enablers 

• Introduces the core logistic capabilities and the subordinate functional 

capabilities 

• Discusses joint operation planning and introduces joint logistic planning 

considerations 

• Discusses joint logistic execution and logistics execution organizations 

• Discusses the logistic staff organization and control options 

• Introduces multinational and interagency arrangements 

• Deleted chapter on joint theater logistics 

• Deleted chapter on conflicts in the theater 

• Revised Authorities and Responsibilities 

• Added Appendix on Joint Logistic Roles and Responsibilities 

• Added Appendix on Supply Commodity Executive Agents 

• Revised Appendix on Joint Logistic Boards, Offices, Centers, Cells and 

Groups 
Summary of Changes 

iv 

• Added Appendix on Department of Defense Logistic-related Executive 

Agents 

• Deleted Appendix on Focused Logistics 

• Deleted Appendix on Logistic Indicators and Checklist for OPLANs and 

CONPLANs 

• Revised the definition of component 

• Added the definition of the joint deployment and distribution enterprise 

(JDDE) 

• Revised the definition of logistics 

• Revised the definition of joint logistics 

• Added the definition of global command and support system ñ joint (GCSSJ) 

• Deleted the definition of global command and support system (GCSS) 

• Added the definition of process owner 

• Deleted the term level of supply 

• Revised the definition of time-definite delivery 

• Establishes definition for sustained logistic readiness 
TABLE OF CONTENTS 

v 

PAGE 

EXECUTIVE SUMMARY .............................................................................................. vii 

CHAPTER I 

 JOINT LOGISTIC OVERVIEW 

• Introduction...........................................................................................................I-1 

• Joint Logistics .......................................................................................................I-2 

• The Joint Logistics Environment..........................................................................I-4 

• Joint Logistics Imperatives ...................................................................................I-7 

• Integrating Functions ............................................................................................I-8 

• Core Logistic Capabilities.....................................................................................I-9 

• Supply Chain Management.................................................................................I-11 

CHAPTER II 

 CORE LOGISTIC CAPABILITIES 

• Introduction......................................................................................................... II-1 

• Supply ................................................................................................................. II-1 

• Maintenance Operations ..................................................................................... II-4 

• Deployment and Distribution............................................................................. II-6 

• Health Service Support ....................................................................................... II-8 

• Engineering....................................................................................................... II-11 

• Logistic Services............................................................................................... II-14 

• Operational Contract Support ........................................................................... II-15 

CHAPTER III 

 PLANNING JOINT LOGISTICS 

• Introduction........................................................................................................ III-1 

• Joint Operation Planning.................................................................................... III-1 

• Planning Functions............................................................................................. III-3 

• Joint Logistic Planning Considerations ........................................................... III-11 

CHAPTER IV 

 EXECUTING JOINT LOGISTICS 

• Introduction ...................................................................................................... IV-1 

• Joint Logistic Execution ................................................................................... IV-1 

• Framework for Joint Logistics.......................................................................... IV-3 

• Concluding Joint Logistic Operations ...............................................................IV-6 
Table of Contents 

vi JP 4-0 

CHAPTER V 

 CONTROLLING JOINT LOGISTICS 

• Introduction......................................................................................................... V-1 

• Authorities and Responsibilities ......................................................................... V-1 

• Logistics Directorate, J-4.................................................................................... V-4 

• Logistics Execution Organizations ..................................................................... V-6 

• Logistic Control Options................................................................................... V-11 

• Technology ...................................................................................................... V-12 

• Multinational and Interagency Arrangements .................................................. V-13 

• Control of Joint Logistics ................................................................................. V-14 

APPENDIX 

A Joint Logistic Roles and Responsibilities ........................................................... A-1 

B Supply Commodity Executive Agents.................................................................B-1 

C Joint Logistic Boards, Offices, Centers, Cells, and Groups.................................C-1 

D Department of Defense Logistics-Related Executive Agents............................. D-1 

E References............................................................................................................E-1 

F Administrative Instructions..................................................................................F-1 

GLOSSARY 

Part I Abbreviations and Acronyms .................................................................... GL-1 

Part II Terms and Definitions................................................................................ GL-5 

FIGURE 

I-1 Joint Logistics Environment Operating Framework.......................................I-4 

I-2 Global Relationships.......................................................................................I-6 

I-3 Core Logistic Capabilities.............................................................................I-10 

III-1 Joint Operation Planning Activities, Functions, and Products .................... III-2 

III-2 Phasing Model ............................................................................................. III-6 
EXECUTIVE SUMMARY

COMMANDER’S OVERVIEW

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•

•

•

•

•

•

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vii

Describes Joint Logistics as part of the Sustainment Joint Function

Defines and Describes Joint Logistics and the Role of Joint Logisticians

Discusses the Joint Logistics Environment within the Operational Environment

and the Levels of War

Lists the Joint Logistics Imperatives and Integrating Functions

Describes the Core Logistic Capabilities

Addresses Planning for Joint Logistics and its Integration within the Joint

Operation Planning Process

Describes Execution of Joint Logistics and the Organizational Framework for

that Execution

Describes the Control of Joint Logistics and the Required Authorities and

Responsibilities

Joint logistics is an

essential component of

joint operations because

the Services, by

themselves, seldom have

sufficient capability to

independently support the

joint force.

Joint Logistics Overview

 The Nation’s ability to project and sustain military power depends on

effective joint logistics. Joint logistics delivers sustained logistic readiness

for the combatant commander (CCDR) and subordinate joint force

commanders (JFCs) through the integration of national, multinational,

Service, and combat support agency (CSA) capabilities. The integration

of these capabilities ensures forces are physically available and properly

equipped, at the right place and time, to support the joint force.

The changing operational environment presents numerous, evolving

challenges. This publication provides guidance for joint logistic

operations, describes those core logistic capabilities that are essential

to success, and offers a framework within which joint logistics can be

planned, executed and controlled effectively.

Sustainment and Joint Logistics

Sustainment is the provision of logistics and personnel services necessary

to maintain and prolong operations until successful mission completion.

Sustainment in joint operations provides the JFC flexibility, endurance,

and the ability to extend operational reach. Effective sustainment
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Executive Summary

JP 4-0

determines the depth to which the joint force can conduct decisive

operations, allowing the JFC to seize, retain, and exploit the initiative.

Sustainment is primarily the responsibility of the supported CCDR

and subordinate Service component commanders in close cooperation

with the Services, CSAs, and supporting commands.

Joint Logisticians

Joint logisticians are military officers, warrant officers, enlisted personnel,

civilians, and contractors that specialize in providing joint logistics

support that extends from the national industrial base to the end user.

Joint logisticians are the planners, executors, and controllers of core

joint logistic capabilities. They understand tactical, operational, and

strategic operations and synchronize efforts to effectively meet joint

force requirements.

Joint Logistics Environment

Political and military leaders conduct operations in a complex,

interconnected, and increasingly global operational environment. This

environment is characterized by uncertainty and surprise. Operations

are also distributed and conducted rapidly and simultaneously across

multiple joint operations areas (JOAs) within a single theater or across

boundaries of more than one geographic combatant commander and

can involve a large variety of military forces and multinational and other

government organizations (OGAs). The joint logistics environment

(JLE) exists within this operational environment and consists of the

conditions, circumstances and influences that affect the employment

of logistic capabilities. It exists at the strategic, operational and tactical

levels of war; and includes the full range of logistic capabilities,

stakeholders and end-to-end processes.

Levels of War

Joint logistics spans the strategic, operational and tactical levels of

war. It is, however, at the tactical level where the principal outcome –

sustained logistic readiness – of joint logistics must be measured. At

the strategic level, joint logistics is characterized by the vast capacity

of the Nation’s industrial base, both government and commercial. At

the operational level, joint logistics has its most significant impact. It is

at the operational level that strategic and tactical capabilities, processes,

and requirements intersect, and it is here where the essence of joint

logistics resides. The tactical level represents that part of the operational

environment where outcomes are realized. At the tactical level, logistic

support is Service oriented and executed.

It is at the operational level

that strategic and tactical

capabilities, processes and

requirements intersect, and

it is here where the essence

of joint logistics resides.
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Executive Summary

Key Global Providers

The key global providers in the JLE are the Services, the Defense

Logistics Agency (DLA), United States Joint Forces Command

(USJFCOM) and United States Transportation Command

(USTRANSCOM). Global providers manage end-to-end processes

that provide capabilities to the supported CCDR, and are challenged

to link the CCDR requirements to the outcomes of those processes.

Services lie in the heart of this collaborative network and their logistic

organizations form the foundation of the JLE and are responsible to

maintain systems life-cycle readiness. DLA and the Services share

responsibilities as suppliers to the joint force since both “manage”

supplies in support of readiness requirements. In this shared role, they

support the components of the joint force with equipment and supplies

needed for sustained logistic readiness. USJFCOM is the primary

conventional force provider to CCDRs, which includes serving as the

Department of Defense (DOD) Joint Deployment Process Owner

(JDPO). USTRANSCOM is responsible for providing commonuser and commercial air, land, and sea transportation, terminal

management, and aerial refueling to support the global deployment,

employment, sustainment, and redeployment of US forces.

Joint Logistics Imperatives

The value of joint logistics can be determined by how well three

imperatives are attained: unity of effort, JLE-wide visibility, and

rapid and precise response. These imperatives define the desired

attributes of a federation of systems, processes, and organizations that

effectively adapt within a constantly changing environment to meet the

emerging needs of the supported CCDR.

To achieve unity of effort, joint logisticians must develop a clear

understanding of how joint and multinational logistic processes work;

know the roles and responsibilities of the providers executing tasks in

those processes; build agreement around common measures of

performance (process outcomes); and ensure appropriate members

of the JLE have visibility into the processes.

JLE-wide visibility is having assured access to logistic processes,

resources and requirements in order to gain the knowledge necessary

to make effective decisions. JLE-wide visibility provides the means to

optimize logistic processes to maximize outcomes, increase readiness,

and build confidence in joint logistics.

The key global providers

in the joint logistics

environment are the

Services, the Defense

Logistics Agency, United

States Joint Forces

Command, and the United

States Transportation

Command.
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Executive Summary

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Rapid and precise response is the ability of the core logistics

capability areas to meet the constantly changing needs of the joint

force.

Integrating Functions

Sustained logistic readiness is driven by the effective and efficient delivery

of joint logistics through coordinating and integrating Service, agency,

and other capabilities to meet the supported commander’s

requirements. To achieve this level of integration, commanders and

their staffs, especially logisticians, must be able to: effectively and

efficiently plan, execute, control, and assess joint logistic operations.

Planning for joint logistic support links the mission, commander’s

intent, and operational objectives to core logistic capabilities,

procedures, and organizations. Joint logistic planning defines joint

processes to establish an effective concept for logistic support.

Executing joint logistics involves the employment of capabilities and

resources to support joint and multinational operations. Effective

control of joint logistic operations results from the exercise of authority

and direction for the sustained logistic readiness of the joint force.

Supply Chain Management

The DOD supply chain is a global network that delivers materiel to the

joint force. Its fundamental goal is to maximize force readiness while

optimizing the allocation of resources. The logistic capabilities that

contribute to the DOD supply chain includes fulfillment of commodity

requisitions from supply, the distribution capabilities from deployment

and distribution, and movement and retrograde of repairable items to

support maintenance activities. Supply chain management synchronizes

the processes, resources, and efforts of key global providers to meet

CCDR requirements.

Core Logistic Capabilities

Core logistic capabilities provide a framework to facilitate integrated

decision-making, enable effective synchronization and allocation of

resources, and optimize joint logistic processes. The challenges

associated with support cut across all core logistic capabilities –

especially when multiple joint task forces or multinational partners are

involved. The core logistic capabilities are supply, maintenance

operations, deployment and distribution, health service support (HSS),

engineering, logistic services, and operational contract support.
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Executive Summary

The joint force

commander (JFC) must

plan for long-term

internment operations.

The JFC should ensure

that all transfer or release

operations are conducted

in accordance with

applicable law and policy.

Supply

The joint logistician effectively integrates three functional capabilities

within the supply core logistic capability: managing supplies and

equipment, managing inventory, and managing supplier

networks. Specifically, supply demand planning involves the joint

force operation planners, Service maintenance operations, and the

distribution system to fully consider major components of the logistics

pipeline beyond commodity stockpiles. Demand planning is

accomplished in a collaborative environment to provide responsive

supply operations. Another focus area critical to effective supply

operations is the return and retrograde of equipment and supplies.

Both demand planning and return and retrograde functions involve

collaboration and execution by all three areas of the DOD supply

chain.

Manage Supplies and Equipment. Attaining the JFC’s desired

material readiness goals requires effective integration and management

of supply operations. Integrated supply operations capitalize on

supplier network performance capabilities and the integrated links with

the supporting distribution and maintenance systems.

Inventory Management Operations. Managing inventory

throughout the supply chain requires collaboration with supply and

maintenance activities and distribution providers to enable the greatest

effect at best value. Maintaining optimal stockage levels and

accountability of materiel throughout the supply chain enables the joint

logistician to manage the flow of materiel between strategic and tactical

supply nodes to meet warfighter requirements.

Manage Supplier Networks. Supply operations extend to supplier

selection and include management of DOD supplier networks. This

role is performed by DLA and the Service materiel commands. As

DOD’s supplier, DLA acquires needed materiel and supplies by

purchasing, scheduling, shipping, receiving, and inspecting items.

Additionally, the JFC exploits DLA and Service capabilities to source

materiel within the theater via forward depots, forward repair activities,

pre-positioned materiel, and contracting authorities.

Maintenance Operations

Maintenance operations deliver systems readiness for the JFC. The

Services, as part of their Title 10, US Code (USC), responsibilities,

execute maintenance as a core logistic capability. To execute this

responsibility, Services employ a maintenance strategy that supports
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the JFC’s freedom of action through depot and field level maintenance

to maintain the fleet readiness of units and capabilities. Maintenance is

accomplished across DOD at two levels: depot level (sustainment)

and field level (intermediate and organizational). These two levels are

distinguished largely by their relative capabilities, flexibility, and capacitythey are not defined by the physical location at which a task is preformed.

Depot Maintenance Operations. The purpose of depot

maintenance is to repair, modify, rebuild and overhaul both entire

systems and components and is directly linked to life cycle systems

readiness.

Field Maintenance Operations. The purpose of field level

maintenance is to rapidly return systems to users in a ready status.

Field maintenance encompasses both intermediate and organizational

levels and consists of shop maintenance supporting both the supply

chain and weapon systems with component and end item repair.

Life Cycle Systems Readiness (LCSR). A LCSR capability enables

the requirements, acquisition, and sustainment communities to provide

systems with optimal availability and reliability to the joint warfighter at

best value to the Services. Fleet management of our systems is critical

and can only be enabled by a life cycle approach.

Deployment and Distribution

 The deployment and distribution capability moves forces and logistic

support globally and on time meeting the required delivery date and

providing time definite delivery to meet the needs of the CCDR.

Through sharing of critical information, it is possible to create unity of

effort among diverse distribution organizations, and provide end-toend support to satisfy deployment execution and sustainment

operations. Visibility through the joint deployment and distribution

enterprise (JDDE) provides the CCDR, in conjunction with the global

providers, the capability to see and redirect strategic and operational

commodity/force flow in support of current and projected priorities.

Move the Force. USJFCOM as the JDPO serves as the DOD

focal point to improve the joint deployment process supporting joint

and multinational operations, and interagency coordination. USJFCOM

and other joint force providers are supported by USTRANSCOM

during the planning and execution of the deployment and redeployment

process.
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Executive Summary

Sustain the Force. USTRANSCOM as the Distribution Process

Owner (DPO) is responsible for coordination and overseeing the DOD

distribution system to provide interoperability, synchronization, and

alignment of DOD wide, end-to-end distribution.

Operate the JDDE. The JDDE is that complex of equipment,

procedures, doctrine, leaders, technical connectivity, information,

shared knowledge, organizations, facilities, training, and materiel

necessary to conduct joint distribution operations. USTRANSCOM,

as the DPO, will exercise control of the JDDE through coordination

and synchronization with the other community of interest partners.

Health Service Support

The purpose of HSS is to maintain the individual and group health

needed to accomplish a military mission. The CCDR requires medical

capabilities that are scalable to the requirement, interoperable with

other medical forces, and capable of rapid deployment into the JOA.

The primary facilitators of HSS for the DOD are the Services, Service

components, USTRANSCOM, DLA as the Class VIII executive

agent (EA), and direct vendors. HSS is organized into five functional

capabilities designed to deliver full HSS to the joint force.

Casualty management is the delivery of medical treatment from

point of injury or illness, through patient movement, to definitive care.

Patient movement is the act or process of moving a sick, injured,

wounded or other person to obtain medical and/or dental care or

treatment. Functions include medical regulating, patient evacuation and

en route medical care.

Medical logistics is the management of medical materiel blood

products, medical maintenance, and optical fabrication.

Preventive medicine and health surveillance is the prevention of

communicable disease and illness and protection of the force from

exposure to health threats.

The theater medical information program is a tri-Service system

that is designed to provide information to deployed medical forces to

support all medical functional areas to include medical command and

control.
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Executive Summary

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Engineering

Joint force engineers provide the optimum mix of Service engineer

capabilities to maximize the JFC’s freedom of action. The functions

which define joint operational engineering help the joint force engineer

integrate, synchronize and direct engineer operations. These functions

include combat engineering, general engineering, and

geospatial engineering.

Combat engineering consists of those engineer capabilities and

activities that support the maneuver of land combat forces and which

require close support to those forces. Combat engineering enhances

operational movement, maneuver, and force protection by facilitating

mobility, countermobility, and survivability.

General engineering consists of those engineer capabilities and

activities, other than combat engineering, that modify, maintain, or

protect the physical environment. General engineering is a diverse

functional area involving horizontal and vertical construction as well as

numerous specialized capabilities, such as well drilling and tactical

pipelines.

Geospatial engineering consists of those engineer capabilities and

activities that contribute to a clear understanding of the physical

environment by providing geospatial information and services to

commanders and staffs. Geospatial engineering provides terrain

visualization; operational and tactical terrain analysis; digitized terrain,

standard and nonstandard map products, and imagery which may

assist in setting environmental baselines for US occupied sites as well

as identifying locations of natural, cultural and historical resources.

Logistic Services

Logistic services comprise the support capabilities that collectively

enable the US to rapidly provide global sustainment for our military

forces. Logistic services include many disparate activities that are highly

scalable capabilities. Included in this area are food, water and ice,

base camp, and hygiene services.

Food services includes planning, synchronizing and managing

subsistence support to the joint force to include dining facility

management, subsistence procurement and storage, food preparation,

field feeding and nutrition awareness.

Joint force engineers

provide the optimum mix

of Service engineer

capabilities to maximize

JFC freedom of action.
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Executive Summary

Water and ice operations produce, test, store, and distribute bulk

water and packaged ice in an expeditionary environment.

Base camp services provide shelter, billeting, waste management

and common user life support management in an expeditionary

environment.

Hygiene services provide laundry, shower, textile and fabric repair.

Operational Contract Support

The Department of Defense increasingly relies on contractors to perform

a multitude of functions and tasks. Factors that have led to this increased

reliance include reductions in the size of military forces (especially in

the combat support and combat service support areas), increases in

operations tempo and missions undertaken by the military, increased

complexity and sophistication of weapon systems, and a continued

push to gain efficiencies and reduce costs through the outsourcing or

privatizing of commercially adaptable functions.

The contract support integration functional capability can be utilized

by the CCDR to ensure Service and component contract support

augments organic military and government sources of support in an

efficient and effective manner. This functional capability synchronizes

the provision of contracted support through a process that optimizes

JFC operational planning, requirements development, contract

development, execution and closeout towards meeting the requirements

of deployed forces within the operational area.

Contractor management provides the CCDR with the capability to

orchestrate, functionally manage and maintain visibility over contractor

personnel supporting the Joint Force in the designated operational

area. While contractor management is related to contract support

integration, contractor management largely concerns the activities of

government and military activities charged with carrying out respective

responsibilities for integrating contractor personnel into joint operations

and in complying with terms and conditions in the contract, including

requirements to provide government furnished support.

Planning Joint Logistics

The demands and complexities of global operations require that joint

logistic planning be an integral part of all planning activities to deliver

adaptive, integrated, and synchronized joint logistic support. Effective

planning enables logisticians to anticipate requirements, and validate,

The demands and

complexities of global

operations require that
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synchronize and integrate them with available resources to minimize

duplication of effort, resolve shortfalls, mitigate risk and ensure effective

support of CCDR requirements.

Joint Operation Planning

Joint operation planning is the overarching process that guides CCDRs

in developing plans for the employment of military power within the

context of national strategic objectives and national military strategy to

shape events, meet contingencies, and respond to unforeseen crises.

The Joint Operation Planning and Execution System (JOPES) and

the joint operation planning process (JOPP) share the same basic

approach and problem-solving elements, such as mission analysis and

course of action development. The combination of JOPES and JOPP

promotes coherent planning across all levels of war and command

echelons, whether the requirement is for a limited, single-phase

operation such as noncombatant evacuation or for a multiphase

campaign involving major combat operations. Joint operation planning

encompasses a number of elements, including four planning functions:

Strategic Guidance, Concept Development, Plan Development, and

Plan Assessment.

The Principles of Logistics

The joint logistician can use the principles of logistics as a guide for

analytical thinking when assessing combatant commander courses of

action or plans. Responsiveness is providing the right support when

it’s needed and where it’s needed. Responsiveness is characterized

by the reliability of support and the speed of response to the CCDR

needs. Simplicity is defined as a minimum of complexity in logistics

operations. Simplicity fosters efficiency in planning and execution, and

allows for more effective control over logistic operations. Flexibility

is the ability to improvise and adapt logistic structures and procedures

to changing situations, missions and operational requirements. Flexibility

is reflected in how well logistics responds in an environment of

unpredictability. Economy is defined as the amount of resources

required to deliver a specific outcome. Economy is achieved when

support is provided using the fewest resources within acceptable levels

of risk. Attainability is the assurance that the minimum essential

supplies and services required to execute operations will be available.

Attainability is the point at which the CCDR or JFC judges that sufficient

supplies, support, distribution capabilities, and line of communication

capacity exist to initiate operations at an acceptable level of risk.

Sustainability is the ability to maintain the necessary level and duration

of operational activity to achieve military objectives. Sustainability is a

The principles of logistics

are a guide for analytical

thinking when assessing

courses of action or plans.

joint logistic planning be

an integral part of all

planning activities.
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Executive Summary

function of providing for and maintaining those levels of ready forces,

materiel, and consumables necessary to support military effort.

Survivability is the capacity of an organization to prevail in the face

of potential threats. Survivability is directly affected by dispersion,

design of operational logistic processes and the allocation of forces to

protect critical logistic infrastructure.

The Planning Functions

Strategic Guidance

During mission analysis joint logisticians must provide critical information

to operations planners on the guidance contained in strategic logistical

documents such as the Joint Strategic Capabilities Plan (Mobility and

Logistic supplements) and related or supplemental publications.

Concept Development

 Logistic planners coordinate and integrate planning efforts with

operational planners so that sustainment requirements are an integral

part of course of action (COA) development. The logistician identifies

requirements and critical items and services needed and must be fully

aware of force structure planning, time-phased force and deployment

data development and joint reception, staging, onward movement,

and integration requirements as they commence development of

concepts of support (addressing supply, maintenance operations,

deployment and distribution, HSS, engineering, logistic services, and

operational contract support) to meet sustainment requirements from

theater entry and operations, to redeployment and reset. It is not

uncommon for logistics and support operations to begin prior to or

concurrent with planning. Thus logistic planners and their concepts of

support need to remain flexible and sensitive to the ever evolving

operational requirements and changing force structure/organization of

the joint force.

Plan Development

 A clear understanding of the concept of operations is essential to the

joint logistician’s ability to meet joint force requirements. Because

logistic support is provided through a variety of different organizations,

joint logistic planning must provide the integration mechanism to unify

all sources of support. The joint logistic concept of support specifies

how capabilities will be delivered over time, it identifies who is

responsible for delivering a capability, and it defines the critical logistical

tasks necessary to achieve objectives during the phases of the operation.

Logistic planners

coordinate and integrate

planning efforts with

operational planners so

that sustainment

requirements are an

integral part of course of

action development.

The joint logistic concept

of support specifies how

capabilities will be

delivered over time.
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The logistic concept of support coordinates the capabilities of joint,

multinational, host nation, interagency, intergovernmental organization

(IGO), nongovernmental organization (NGO), plus Active Component

and Reserve Component forces.

Assessment (Plan Refinement, Adaptation, Termination,

or Execution)

The supported commander extends and refines planning while

supporting and subordinate commanders complete their plans. Branch

plans and other options continue to be developed. The CCDR and

staff continue to evaluate the situation for any changes that would trigger

plan refinement, adaptation, termination, or execution. Preparation

includes, but is not limited to, plan refinement; rehearsals; intelligence,

surveillance, and reconnaissance; coordination; inspections; and

movement. The planning process now requires the CCDR to conduct

modeling and simulations to test operational concepts as early as

COA development to identify potential risks or impediments that could

prevent mission success. The use of war games, simulations, or table

exercises often enable joint logisticians to work directly with the

operations planners as they seek to conduct assessments and identify

risk. Rehearsals are used as another tool to assess the effectiveness

of the concept of support, to familiarize supporting joint forces with

the concept, and to provide all concerned with confidence in the

selected concept. In order to monitor the progress or effectiveness

of plans in execution, logisticians and various subject matter experts

identify expected outcomes from the concept of support that will be

used to assess logistics progress.

 Joint Logistic Planning Considerations

The principal focus of joint logistic planning is at the operational level.

The challenge for logisticians is to link strategic resources to tactical

unit requirements. The objective of joint logistic planning is to fully

integrate and coordinate support and operational execution to ensure

sustained operational readiness of the joint force. After the execution

of a joint operation, the CCDR’s planning generally occurs in three

distinct but overlapping timeframes and organizational elements: future

plans, future operations, and current operations. Operations

and logistics are most effectively integrated as part of a collaborative

planning process that includes subordinate component commands,

supporting commands and global providers. Historically, demand

for items increases faster than the supply system can provide, and

special management actions might become necessary. To anticipate

campaign priorities, planners must: provide instructions or guidance
xix

Executive Summary

for redistributing common-use assets from low to high-priority

organizations within the command. Automatic (push) resupply works

best for commodities and classes of materiel with constant usage rates

(e.g., rations). Requisitioning (pull) is preferable for variable usage

rate requirements (e.g., repair parts). Properly used and regulated, a

combination of push and pull resupply will reduce unused or wasted

space by adding predictability as well as combining compatible loads,

thus resulting in a more effective as well as more efficient use of

transportation assets and the logistic footprint in-theater.

Joint Logistic Execution

JFCs must be able to adapt to evolving mission requirements and

operate effectively across a range of military operations. This range of

military operations extends from shaping activities to major operations

and campaigns. Joint logisticians must have a general understanding

of the diversity, range, and scope of military operations and understand

their role in each type of operation. Shaping activities include military

engagement, security cooperation, and deterrence. Developing

mutually supportive relationships to enhance coordination between

regional partners and CCDRs is an important enabler for joint logistic

operations. Crisis response and limited contingency operations

are usually single, small-scale, limited-duration operations. Many of

these operations involve a combination of military forces and capabilities

in close cooperation with OGA, IGO, and NGO elements. Logisticians

must understand multinational and interagency logistical capabilities

and coordinate mutual support, integrating them into the joint operation

when appropriate. Many crisis response missions, such as foreign

humanitarian assistance and disaster relief operations, require timesensitive sourcing of critical commodities and capabilities, and rapid

delivery to the point of need. In these operations, joint logistics is most

often the main effort. The primary challenges for logisticians during

these types of operations are gaining visibility of the requirements,

sensing competing priorities and adjusting continuously as the situation

unfolds to ensure sustained readiness over time. Major operations

or campaigns typically involve the deployment, sustainment, and

retrograde of large combat forces. Joint logisticians develop support

plans for the duration of the operation, as well as the return of equipment

to the continental United States or other locations.

Organizing for Execution

The joint logistician must be aware of the characteristics and focus of

operations and tailor logistics support appropriately. Peacetime shaping

activities include military engagement, security cooperation, and
xx

Executive Summary

JP 4-0

deterrence. Developing mutually supportive relationships to enhance

coordination between regional partners and combatant commanders

is an important enabler for joint logistic operations. Crisis response

and limited contingency operations are usually single, small scale,

limited-duration operations. Joint logisticians must understand

multinational and interagency logistical capabilities and appropriately

integrate them into these types of operations. Many crisis response

missions, such as foreign humanitarian assistance and disaster relief

operations, require time-sensitive sourcing of critical commodities and

capabilities, and rapid delivery to the point of need. In these operations,

joint logistics is most often the main effort. Civil support refers to

Department of Defense support to US civil authorities for domestic

emergencies, and for designated law enforcement and other activities.

To address the wide range of civil support requirements, joint logistic

operations frequently involve supplying food and water, providing

medical support, creating temporary shelter, contracting support

capabilities, conducting distribution operations and assisting in the

evacuation of the populace. Majoroperations or campaigns typically

involve the deployment and sustainment of large combat forces. Joint

logisticians develop support plans for the deployment and sustainment

of those forces for the duration of the operation. The primary challenges

for joint logisticians during these types of operations are gaining visibility

of the requirements, sensing competing priorities, and adjusting

continuously as the situation unfolds to ensure sustained readiness over

time.

Joint Logistics Framework

The CCDR’s logistic staff must be able to rapidly and effectively

transition from peacetime/planning activities to monitoring, assessing,

planning, and directing logistic operations throughout the theater.

As the operational tempo increases during a contingency or crisis,

additional joint logisticians and selected subject matter experts

(maintenance, ordnance, supply, etc.) can augment joint deployment

and distribution operation centers and use established networks and

command relationships instead of creating new staffs with inherent

startup delays and inefficiencies.

Controlling Joint Logistics

 Control is inherent in command; however, the joint logistician will

rarely have unity of joint logistics command, and subsequently control

of joint logistics is more challenging. Control of joint logistics involves

organizing the joint staff and operational level logistic elements and

their capabilities to assist in planning and executing joint logistic support

Control is inherent in

command; however, the

joint logistician will rarely

have unity of joint logistics
xxi

Executive Summary

operations, integrating and synchronizing responsibilities, designating

lead Service responsibilities and developing procedures to execute

the CCDR’s directive authority for logistics (DAFL) when required.

While logistics remains a Service responsibility, there are processes

and tasks that must be considered when developing a concept of

support in order to optimize joint logistic outcomes.

Authorities and Responsibilities

This authority includes all aspects of military operations, joint training,

and logistics. Title 10, USC, and DOD Directive 5100.1, Functions

of the Department of Defense and Its Major Components, describe

the statutory requirements for each Military Department to provide

logistical support to assigned forces. Combatant command

(command authority) over assigned forces is vested only in the

commanders of combatant commands by Title 10, USC, and cannot

be delegated or transferred. This authority over assigned forces includes

DAFL, which gives the CCDR the authority to organize logistic

resources within theater according to the operational needs.

Administrative control is the direction or exercise of authority over

subordinate or other organizations with respect to administration and

support, to include the organization of Service forces and control of

resources and equipment.

Diretive Authority for Logistics

The exercise of DAFL by a CCDR includes the authority to issue

directives to subordinate commanders, including peacetime measures

necessary to ensure the following: effective execution of approved

operation plans; effectiveness and economy of operation; and

prevention or elimination of unnecessary duplication of facilities and

overlapping of functions among the Service component commands.

In exercising DAFL, CCDRs have an inherent obligation to ensure

accountability of resources. This obligation is an acknowledgement of

the Military Departments Title 10, USC, responsibilities, and recognizes

that the Military Departments do not resource their forces to support

other DOD forces.

Executive Agent

The Secretary of Defense (SecDef) or Deputy Secretary of Defense

may designate a DOD EA and assign associated responsibilities,

functions, and authorities within DOD. The head of a DOD component

may be designated as a DOD EA. The nature and scope of the DOD

EA responsibilities, functions, and authorities shall be prescribed at the

command, and

subsequently control of

joint logistics is more

challenging.
xxii

Executive Summary

JP 4-0

time of assignment and remain in effect until the SecDef or Deputy

Secretary of Defense revokes or supersedes them.

Lead Service

The CCDR may choose to assign specific common user logistic

functions, to include both planning and execution to a lead Service.

These assignments can be for single or multiple common logistical

functions, and may also be based on phases and/or locations within

the area of responsibility. Geographic combatant commander lead

Service assignments are normally aligned to Office of the Secretary of

Defense-level EA designations, but this may not always be the case.

Logistics Directorate, J-4

The logistics directorate of a joint staff (J-4) is the CCDR’s principal

staff organization responsible for integrating logistics planning and

execution in support of joint operations. The J-4 staff executes its’

responsibilities by integrating, coordinating and synchronizing

Service component logistic capabilities in support of joint force

requirements. The J-4 is also responsible for advising the JFC of the

logistic support that can be provided, and for optimizing available

resources to provide the most effective joint outcomes by fusing

information to facilitate integrated, quality decision-making. In addition,

the J-4 must be able to integrate and effectively employ capabilities

related to multinational support (acquisition cross-servicing agreement,

security assistance, etc.), host nation support and interagency support.

The J-4 is responsible for ensuring adequate logistic expertise is an

integral part of the planning process. The J-4 should establish a planning

cell to fulfill this responsibility. The J-4 should establish a joint logistics

operations center (JLOC) to monitor and control the execution

of logistics in support of on-going operations. The JLOC is an

integral part of the CCDR’s operations element and provides joint

logistics expertise to the operations directorate of a joint staff (J-3)

operations cell.

Synchronizing and integrating the many joint logistics functional

capabilities, multinational and interagency capabilities and operational

contract support may require the J-4 to establish a location or center

where the requirements, resources, and processes can come together

in a way that provides knowledge to effect quality decision-making.

This fusion of information is essential to effective logistics support and

critical to enabling the J-4 to “see the logistics battlefield” with clarity.

This “fusion” element is comprised of functional experts representing
xxiii

Executive Summary

the joint logistics functions, and provides functional assessments,

analysis, and expertise to the planning and execution elements of the J4. The CCDR may also establish boards, centers and offices to

meet increased requirements and to coordinate logistic efforts.

The J-4’s size is tailored to meet its mission requirements. The

core element is sized/tailored to perform its functions under “normal”

day-to-day conditions and provides the continuity and theater expertise

to transition to an increased operational tempo should a CCDR move

into a contingency or crisis.

Logistics Execution Organizations

The fundamental role of joint logistics is to integrate and coordinate

logistic capabilities from Service, agency and other providers of logistic

support, and to facilitate execution of the Services’ Title 10, USC,

responsibilities while supporting the ever-changing needs of the JFC.

The Services’ operational-level logistic control structures form the basis

for joint operations, thus it is important understand how each Service

and US Special Operations Command conducts logistics at the

operational level.

Logistic Control Options

The need for rapid and precise response under crisis action, wartime

conditions, or where critical situations make diversion of the normal

logistic process necessary in the conduct of joint operations, the

CCDR’s logistic authority enables him to use all logistic capabilities of

all forces assigned as necessary for the accomplishment of the mission.

The President or SecDef may extend this authority to attached forces

when transferring those forces for a specific mission and should specify

this authority in the establishing directive or order.

The J-4 staff may be used to support a wide range of operations

including campaigns; complex and/or long duration major operations;

or complex operations involving multiagency, IGO, NGO and/or

multinational forces, if properly augmented. When exercising this

option the CCDR must specify the control authorities being bestowed

on the J-4 and the control authorities this staff office will have when

working with the components logistics elements. Taskings to Service

component logistic elements in this case must come from formal tasking

orders issued through the CCDR J-3.
xxiv

Executive Summary

JP 4-0

As another alternative for controlling the major operations outlined

above, the CCDR may elect to assign responsibility to establish a

joint command for logistics to a subordinate Service component.

The senior logistics headquarters of the designated Service component

will normally serve as the basis for this command, an organization joint

by mission (e.g., campaigns, major operations, humanitarian missions),

but not by design. When exercising this option, the CCDR retains

directive authority for logistics, and must specify the control and

tasking authorities being bestowed upon the subordinate joint command

for logistics, as well as the command relationships it will have with the

Service components.

Multinational Operations

Integrating and synchronizing logistics in a multinational

environment requires developing interoperable logistic concepts and

doctrine, as well as clearly identifying and integrating the appropriate

logistical processes, organizations, and command and control options.

Multinational logistics is a challenge; however, leveraging multinational

logistical capabilities increases the CCDR’s freedom of action. In

today’s operational environment, logisticians will likely be working with

multinational partners. While the United States maintains the capability

to act unilaterally, it is likely that the requirement, and the desire, to

operate with multinational partners will continue to increase.

Other Agency and Organization Coordination

Integration and coordination among military forces, OGAs, and NGOs

and IGOs is different from the coordination requirements of a purely

military operation. Their operating procedures will undoubtedly differ

from one organization to another and with the DOD. Ultimately, some

OGAs, NGOs and IGOs may even have policies not in consonance

with those of DOD. As in multinational operations, the benefit of

leveraging the unique skills and capabilities that NGOs and IGOs

possess can serve as a force multiplier in providing the joint warfighter

more robust logistics.
CHAPTER I 

JOINT LOGISTIC OVERVIEW 

I-1 

1. Introduction 

 a. The Nationís ability to project and sustain military power depends on effective 

joint logistics. Joint logistics delivers sustained logistic readiness for the combatant 

commander (CCDR) and subordinate joint force commanders (JFCs) through the 

integration of national, multinational, Service, and combat support agency (CSA) 

capabilities. The integration of these capabilities ensures forces are physically available 

and properly equipped, at the right place and time, to support the joint force. Joint 

logisticians coordinate sustained logistic readiness through the integrating functions of 

planning, executing and controlling joint logistic operations. 

 b. A clear understanding of joint logistics- its description, personnel, core 

capabilities, functions, imperatives, and the operational environment will enable CCDRs 

and their staffs to meet global challenges across the range of military operations. These 

operations vary in size, purpose, and intensity extending from military engagement, 

security cooperation and deterrence through crisis response, and limited contingency 

operations, to major operations and campaigns if necessary. The changing operational 

environment presents numerous, evolving joint force challenges. This publication 

provides guidance for joint logistic operations, describes those core logistic capabilities 

that are essential to success, and offers a framework within which joint logistics can be 

planned, executed, and controlled effectively. 

 c. The six joint functions described in Joint Publication (JP) 3-0, Joint Operations, 

include Command and Control (C2), Intelligence, Fires, Movement and Maneuver, 

Protection, and Sustainment. Sustainment is the provision of logistics and personnel 

services necessary to maintain and prolong operations until successful mission 

completion. Sustainment in joint operations provides the JFC flexibility, endurance and 

the ability to extend operational reach. Effective sustainment determines the depth to 

which the joint force can conduct decisive operations, allowing the JFC to seize, retain, 

and exploit the initiative. Sustainment is primarily the responsibility of the supported 

CCDR and subordinate Service component commanders in close cooperation with the 

Services, CSAs, and supporting commands. Key considerations include employment of 

logistic forces, facilities, environmental considerations, health service support (HSS), 

host-nation support (HNS), contracting, disposal operations, legal support, religious 

support, and financial management. This publication will concentrate on the logistic 

function of sustainment; the personnel services function can be found in the JP 1-0 series.

ìLogistics is the bridge between the economy of the Nation and the tactical 

operations of its combat forces. Obviously, then, the logistics system must be in 

harmony, both with the economic system of the Nation and with the tactical 

concepts and environment of the combat forces.î 

--Rear Admiral Henry E. Eccles, US Navy (1959)
Chapter I 

I-2 JP 4-0 

2. Joint Logistics 

 a. Joint logistics is the coordinated use, synchronization, and sharing of two or 

more Military Departmentsí logistic resources to support the joint force. From a 

national perspective, it can be thought of as the ability to project and sustain a logistically 

ready joint force through the sharing of Department of Defense (DOD), interagency, and 

industrial resources. In todayís operating environment this will include coordination and 

sharing of resources from multinational partners, intergovernmental organizations (IGOs) 

and nongovernmental organizations (NGOs). This provides the JFC the freedom of 

action necessary to meet mission objectives. It is an essential component of joint 

operations because the Services, by themselves, seldom have sufficient capability to 

independently support a joint force. By purposefully combining capabilities, the 

commander can optimize the allocation of limited resources to provide maximum 

flexibility to the joint force. It is this kind of interdependence, focused on common 

outcomes, that delivers sustained logistic readiness. 

b. Personnel. Joint logisticians are military officers, warrant officers, enlisted 

personnel, civilians, and contractors that specialize in providing joint logistics support 

that extends from the national industrial base to the end user. Joint logisticians are the 

planners, executors, and controllers of core joint logistic capabilities. They understand 

tactical, operational, and strategic operations and synchronize efforts to effectively meet 

joint force requirements. Joint logisticians reach a level of proficiency through a 

combination of training, education, and operational experience created by Service, joint, 

and multinational duty assignments. 

 (1) Key attributes of a logistician include: 

 (a) An ability to effectively apply joint logistic policy, doctrine, rules, tools, 

and processes to enhance the readiness of the joint force. 

 (b) An ability to translate commanderís intent, mission, and operational 

objectives into the required logistic-related tasks. 

 (c) An ability to understand the operational situation in order to analyze 

available information to determine if joint logistic processes are established and working. 

 (d) An ability to plan and execute logistics in an ever changing operational 

environment that includes significant ambiguity and uncertainty. 

 (e) An ability to forecast logistic requirements, shortfalls and solutions, and 

to clearly articulate the logistic feasibility of an operation plan (OPLAN). 

 (f) An ability to integrate Service, host nation (HN), and multinational 

logistic capabilities in support of a joint force. 
Joint Logistic Overview 

I-3 

 (g) An ability to assist JFCs as they exercise authority and provide 

direction for the common support of forces. 

 (h) An ability to integrate and exploit commercial sector logistic practices 

and processes. 

 (2) Joint logisticians are exposed to logistic operations in a complex, diverse, 

globally distributed and interdependent joint, interagency, and multinational 

environment. When logisticians return to their Services from joint assignments, they 

have a broader knowledge of logistic capabilities from the strategic to the tactical level. 

 c. The Operational Environment. The operational environment will continue to 

change and increase in complexity. Therefore, core logistic capabilities must continue to 

evolve to meet the demands of this dynamic environment. JP 3-0, Joint Operations,

describes the operational environment as the composite of conditions, circumstances, and 

influences that affect the employment of capabilities and bear on the decisions of the 

commander. It encompasses physical areas and factors (of the air, land, maritime, and 

space domains) and the information environment. 

Joint Logisticians Education and Development 

One of the most critical considerations for the development, 

enhancement and control of joint logistics is the process that 

trains, educates and develops joint and Service logisticians, 

including military, civilians and contractors. Supporting joint 

logistic human capital development extends across a broad range 

of areas from acquisition and industrial processes to logistical 

support operations. Effective joint logistic management in an 

ever-changing environment requires a global, systematic and 

long-term approach to make the most beneficial decisions in 

support of the joint force and to ensure sustained logistic 

readiness for the joint force commander (JFC). In addition to 

developing a Service centric core expertise, logisticians must 

learn how to think about the complex and dynamic challenges they 

will face- developing a mature global perspective for prioritization 

of effort and being comfortable with making decisions in an 

uncertain operational environment. There is also an experiential 

component to developing joint logistic skills; some things can 

only be learned through performance of tasks. Joint logisticians 

are not expected to possess all the in-depth knowledge necessary 

to fully support the joint force. However, each is expected to be an 

expert in their Service or agencyís logistic profession, enabling 

the JFC to integrate diverse logistical support capabilities for the 

joint force. 

Various Sources 
Chapter I 

I-4 JP 4-0 

3. The Joint Logistics Environment 

 a. Complexity. Political and military leaders conduct operations in a complex, 

interconnected, and increasingly global operational environment. This environment is 

characterized by uncertainty and surprise. Operations are also distributed and conducted 

rapidly and simultaneously across multiple joint operations areas (JOAs) within a single 

theater or across boundaries of more than one geographic combatant commander (GCC) 

and can involve a large variety of military forces and multinational and other government 

organizations. The joint logistics environment (JLE) exists within this operational 

environment and consists of the conditions, circumstances and influences that affect the 

employment of logistic capabilities. It exists at the strategic, operational, and tactical 

levels of war; and includes the full range of logistic capabilities, stakeholders, and end-toend processes (See figure I-1). Understanding this environment and its characteristics is 

essential to planning, executing, and controlling logistic operations. 

JOINT LOGISTICS ENVIRONMENT OPERATING 

FRAMEWORK

Strategic Level 

Campaign Quality

Operational Level

Integration

Tactical Level 

Effectiveness

!

!

!

Industrial Base 

Capacity Enables 

Sustained Operations

End-to-end Processes 

Drive Efficiencies 

Across Services, 

Agencies, and Industry

Effectiveness 

Dependent Upon 

Optimizing Processes 

Against Required 

Outcomes

!

!

!

Combatant 

Commander Integrates 

Joint Requirements 

with National Systems

Must Optimize 

Component, Coalition, 

Agency, and Other 

Partner Capabilities 

Against Requirements

The Highest Payoff for 

Joint Logistics and the 

Joint Force

!

!

!

Outcome is Measured 

Here

Operational Readiness 

Enables "Freedom of 

Action"

Desired Outcomes 

Should Drive 

Optimization -- From 

Strategic to Tactical

AIR - LAND -MARITIME - SPACE DOMAINS

Supply 

Maintenance

Operations

Deployment

and

Distribution

Health 

Service 

Support

Engineering

Operational 

Contract 

Support Logistic 

Services

INFORMATION ENVIRONMENT

Figure I-1. Joint Logistics Environment Operating Framework 

 b. Physical Domains. Joint logistics takes place within the physical domains of 

air, land, maritime, and space. Service components provide the expertise within these 

domains and the JFC and staff focus on leveraging and integrating those capabilities. 
Joint Logistic Overview 

I-5 

Chapter V, ìControlling Joint Logistics,î provides additional detail on Service logistic 

control elements and guidance on how these capabilities might be used to leverage the 

control of joint logistic operations. 

 c. Information Environment. The global dispersion of the joint force and the 

rapidity with which threats arise have made real-time or near real-time information 

critical to support military operations. Joint logistic planning, execution, and control 

depend on continuous access to make effective decisions. Protected access to networks is 

imperative to sustain joint force readiness and allow rapid and precise response to meet 

JFC requirements. 

d. Levels of War. Joint logistics spans all levels of war. It is, however, at the 

tactical level where the principal outcome - sustained logistic readiness - of joint logistics 

must be measured. 

 (1) Strategic. At the strategic level, joint logistics is characterized by the vast 

capacity of the Nationís industrial base, both government and commercial. The Nationís 

ability to project and sustain military power comes from the strategic level; it enables 

sustained military operations over time and represents one of our Nationís greatest 

strengths. At this level, modern, clearly defined, well-understood and outcome-focused 

processes should drive effectiveness across joint, Service, agency, and commercial 

organizations. These global processes combined with agile force positioning are 

fundamental to optimizing joint logistics and critical to the Nationís ability to maintain 

flexibility in the face of constantly changing threats. 

 (2) Operational. At the operational level, joint logistics has its most significant 

impact. It is at the operational level that strategic and tactical capabilities, processes, and 

requirements intersect, and it is here where the essence of joint logistics resides. Joint 

logisticians at this level must integrate or coordinate national, DOD, combatant 

command, Service and functional components, multinational, interagency and other 

partner capabilities, and HNS, with the JFCís tactical requirements. Joint and Service 

logistics fuse at the operational level. Logisticians face their greatest challenge at the 

operational level because of the difficulty of coordinating and integrating capabilities 

from many providers to sustain logistically ready forces for the JFC. 

 (3) Tactical. The tactical level represents that part of the operational 

environment where outcomes are realized. At the tactical level, logistic support is 

Service-oriented and executed. Organizations operating at the tactical level are focused 

on planning and executing those operations, engagements, and activities to achieve 

assigned military objectives. Tactical units require sustained logistic readiness to meet 

assigned objectives. Sustained logistic readiness results from the cumulative efforts of 

Service, agency, and other providers across the entire JLE. 

 e. Global Relationships. The JLE is bound together by a web of relationships 

among global logistic providers, supporting and supported organizations and units, and 

other entities. The key global providers in the JLE are the Services, the Defense 
Chapter I 

I-6 JP 4-0 

Logistics Agency (DLA), United States Joint Forces Command (USJFCOM) and United 

States Transportation Command (USTRANSCOM) (see Figure I-2). Effective joint 

logistics depends on clear roles, responsibilities, and relationships between the global 

providers. Global providers manage end-to-end processes that provide capabilities to the 

supported CCDR, and are challenged to link the CCDR requirements to the outcomes of 

those processes. 

GLOBAL RELATIONSHIPS

RESOURCES

REQUIREMENTS

Combatant Commands

Global Logistics 

Providers

Roles and 

Accountabilities

SERVICES

DLA/SERVICES

USJFCOM

USTRANSCOM

Life Cycle 

Process Owners

Suppliers to the 

Joint Force

JDPO

DPO

LEGEND

DLA Defense Logistics Agency

DPO Distribution Process Owner

JDPO Joint Deployment Process 

Owner

USJFCOM US Joint Forces Command

USTRANSCOM US Transportation Command

Figure I-2. Global Relationships

See Appendix A, ìJoint Logistic Roles and Responsibilities,î for a listing of logisticrelated roles and responsibilities of the Services, CSAs, and commands. 

 (1) Services. In accordance with Title 10, United States Code (USC), the 

Services are responsible to prepare for such employment (of Service forces), and for such 

recruiting, organizing, supplying, equipping (including those aspects of research and 

development assigned), training, servicing, mobilizing, demobilizing, administering, and 

maintaining ready forces. Services lie in the heart of this collaborative network and their 
Joint Logistic Overview 

I-7 

logistic organizations form the foundation of the JLE and are responsible to maintain 

systemsí life-cycle readiness. 

 

 (2) Defense Logistics Agency/Services. DLA and the Services share 

responsibilities as suppliers to the joint force since both ìmanageî supplies in support of 

readiness requirements. In this shared role, they support the components of the joint 

force with equipment and supplies needed for sustained logistic readiness. As suppliers, 

they are responsible to deliver the right forces and materiel, at the right place and time, to 

give the components of the joint force exactly what they require, when they need it. 

 (3) United States Joint Forces Command. USJFCOM is the primary 

conventional force provider to CCDRs, which includes serving as the DOD Joint 

Deployment Process Owner (JDPO). As the JDPO, USJFCOM is responsible for 

maintaining the global capability for rapid and decisive military force power projection. 

As the JDPO, USJFCOM is responsible for leading the collaborative efforts of the joint 

planning and execution community (JPEC) to improve the joint deployment and 

redeployment processes, while maintaining the overall effectiveness of deployment and 

redeployment processes so that all supported joint force commanders and supporting 

DOD components can execute military force power projection more effectively and 

efficiently. 

 (4) United States Transportation Command. USTRANSCOM is responsible for 

providing common-user and commercial air, land, and sea transportation, terminal 

management, and aerial refueling to support the global deployment, employment, 

sustainment, and redeployment of US forces. It serves as DODís Distribution Process 

Owner (DPO) and is also responsible for coordinating and overseeing the DOD 

distribution system to provide interoperability, synchronization, and alignment of DODwide end-to-end distribution. It develops and implements distribution process 

improvements that enhance defense logistics. This support is delivered by a distribution 

process optimized to support CCDR requirements, and delivers required sustainment and 

deployment support at the time and destination specified by the joint force. 

4. Joint Logistics Imperatives 

 a. The value of joint logistics can be determined by how well three imperatives are 

attained: unity of effort, JLE-wide visibility, and rapid and precise response. These 

imperatives define the desired attributes of a federation of systems, processes, and 

organizations that effectively adapt within a constantly changing environment to meet the 

emerging needs of the supported CCDR. 

 

 (1) Unity of Effort. In accordance with JP 1, Doctrine for the Armed Forces of 

the United States, unity of effort is the coordination and cooperation toward common 

objectives, even if the participants are not necessarily part of the same command or 

organization - the product of successful unified action. For joint logisticians this is the 

synchronization and integration of logistic capabilities focused on the commanderís 

intent and is the most critical of all joint logistic outcomes. To achieve unity of effort, 
Chapter I 

I-8 JP 4-0 

joint logisticians must develop a clear understanding of how joint and multinational 

logistic processes work; know the roles and responsibilities of the providers executing 

tasks in those processes; build agreement around common measures of performance 

(MOPs) (process outcomes); and ensure appropriate members of the JLE have visibility 

into the processes. 

 (2) JLE-Wide Visibility. JLE-wide visibility is having assured access to 

logistic processes, resources, and requirements to gain the knowledge necessary to make 

effective decisions. JLE-wide visibility provides the means to optimize logistic 

capabilities to maximize outcomes, increase readiness, and build confidence in joint 

logistics. It provides access to authoritative information and enables the user to respond 

quickly to the CCDRís changing needs. Visibility fundamentally answers the CCDRís 

questions, ìWhere is it?î ìHow will it get there?î and ìWhen will it get there?î 

 (3) Rapid and Precise Response. Rapid and precise response is the ability of 

the core logistic capabilities, military and commercial, to meet the constantly changing 

needs of the joint force. The effectiveness of joint logistics can be measured by assessing 

the following attributes, or key performance indicators: 

 (a) Speed is at the core of responsiveness. Speed does not mean 

everything moves at the same rate or fastest rate, but everything moves according to 

priority at the rate that produces the most effective support to the joint force. 

 (b) Reliability is reflected in the dependability of the global providers to 

deliver required support when promised. Reliability is characterized by a high degree of 

predictability, or time-definite delivery of support. Time-definite delivery is the 

consistent delivery of requested logistic support at a time and destination specified by the 

requiring activity. 

 (c) Efficiency is directly related to the amount of resources required to 

deliver a specific outcome. In the tactical and operational environments, inefficiency 

increases the logistic footprint and increases force protection requirements and risk. At 

the strategic level, inefficiency increases the cost for a unit of process outcome. 

b. The joint logistics imperatives enable the measurement of our ability to provide 

sustained logistic readiness. The essence of these imperatives guide joint logisticians in 

the performance of the three integrating functions needed for successful joint logistic 

operations. 

5. Integrating Functions

 Sustained logistic readiness is driven by the effective and efficient delivery of joint 

logistics through coordinating and integrating Service, agency, and other capabilities to 

meet the supported commanderís requirements. To achieve this level of integration, 

commanders and their staffs, especially logisticians, must be able to: effectively and 

efficiently plan, execute, control, and assess joint logistic operations. 
Joint Logistic Overview 

I-9 

 a. Planning. Planning joint logistic support links the mission, commanderís 

intent, and operational objectives to core logistic capabilities, procedures and 

organizations. Joint logistic planning defines joint processes to establish an effective 

concept for logistic support. Effective planning among the combatant commands, 

Services, CSAs, and other government and nongovernment agencies is essential to enable 

integration and visibility across the operational environment. Obtaining and 

understanding joint requirements for supplies and services is vital to supporting the 

deployment, employment, and redeployment of forces and equipment. Chapter III,

ìPlanning Joint Logistics,î provides additional details and considerations for planning 

logistic support concepts. 

 

 b. Executing. Executing joint logistics involves the employment of capabilities 

and resources to support joint and multinational operations. The joint logistician must be 

able to assess and respond to requirements by monitoring dynamic situations and 

providing accurate feedback to subordinates and decision makers. The joint logistician 

must determine the proper balance of efficiency and effectiveness in processes being 

executed, and remain flexible to employ new methods as the environment changes. 

Chapter IV, ìExecuting Joint Logistics,î provides additional details and considerations 

for executing joint logistic operations. 

 

 c. Controlling. Effective control of joint logistic operations results from the 

exercise of authority and direction for the sustained logistic readiness of the joint force. 

This integrating function includes choosing organizational options to best execute 

effective joint logistic operations. Chapter V, ìControlling Joint Logistics,î provides 

additional details on joint logistic control options. 

 

6. Core Logistic Capabilities 

Core logistic capabilities provide a framework to facilitate integrated decisionmaking, enable effective synchronization and allocation of resources, and optimize joint 

logistic processes. The challenges associated with support cut across all core logistic 

capabilities ñ especially when multiple joint task forces (JTFs) or multinational partners 

are involved. The core logistic capabilities are supply, maintenance operations, 

deployment and distribution, HSS, engineering, logistic services, and operational contract 

support (see Figure I-3). The core logistic capabilities must be integrated within a 

complex operational environment, bridging the strategic sustaining base of the Nation to 

the tactical environment where outcomes are measured. There are significant challenges 

integrating Service and agency programs and systems not designed to holistically support 

joint operations. However, achieving this integration is essential to providing the most 

effective support to the JFC. An important objective for logisticians at the operational 

level is to set the conditions for tactical level logisticians to achieve success. 

Chapter II, Core Logistic Capabilities, provides additional detail on the joint logistic 

core and functional capabilities. 
Chapter I 

I-10 JP 4-0 

CORE LOGISTIC CAPABILITIES

Core Capabilities Functional Capabilities

!

!

!

Manage Supplies and Equipment

Inventory Management

Manage Supplier Networks

!

!

!

Depot Maintenance Operations

Field Maintenance Operations

Manage Life Cycle Systems Readiness

!

!

!

Move the Force

Sustain the Force

Operate the Joint Deployment and 

Distribution Enterprise

!

!

!

Combat Engineering

General Engineering

Geospatial Engineering

!

!

Contract Support Integration

Contractor Management

!

!

Food Service

Water and Ice 

Service

!

!

Base Camp Services

Hygiene Services

!

!

!

!

!

Casualty Management

Patient Movement

Medical Logistics 

Preventive Medicine and Health Surveillance

Theater Medical Information

Supply

Maintenance Operations

Deployment and Distribution

Engineering

Operational Contract Support

Logistic Services

Health Service Support

Figure I-3. Core Logistic Capabilities 

 a. Supply. Operations that include identifying requirements, selecting supply 

sources, scheduling deliveries, receiving, verifying and transferring product, inspection 

and acceptance, and authorizing supplier payments. It includes the following functions: 

management of supply operations, inventory management and the management of DODís 

supplier networks. 

 b. Maintenance Operations. Operations that encompass key functions executed 

by the Services to deliver systems readiness and enable the JFCís freedom of action. 

Field maintenance operations are focused on rapidly returning systems to the user. Depot 
Joint Logistic Overview 

I-11 

maintenance operations are focused on rebuilding/repairing systems and components to 

sustain long-term life cycle readiness. Total life cycle systems management is focused on 

the readiness and the integrated control of systemsí long-term health by maximizing 

availability and reliability of systems at best value to the Military Departments. 

 c. Deployment and Distribution. Deployment and Distributions operations 

include planning, coordinating, synchronizing, moving forces, and sustainment, and 

operating the Joint Deployment and Distribution Enterprise (JDDE) in support of military 

operations. Distribution capabilities are a part of joint logistics, while the full range of 

deployment activities are a series of operational events enabled by logistics. The portion 

of deployment that falls within the logistics capabilities is the movement of forces and 

materiel. 

 d. Health Service Support. Services that promote, improve, conserve, or restore 

the mental or physical well-being of personnel. These services include, but are not 

limited to, the management of health services resources, such as manpower, monies, and 

facilities; preventive and curative health measures; evacuation of the wounded, injured, 

or sick; selection of the medically fit and disposition of the medically unfit; blood 

management; medical supply, equipment, and maintenance thereof; combat stress 

control; and medical, dental, veterinary, laboratory, optometric, nutrition therapy, and 

medical intelligence services. 

 e. Engineering. Operations that assure mobility, provide the infrastructure 

necessary to position, project, protect and sustain the joint force, and enhance 

visualization of the operational area across the full range of military operations. 

Operational engineering is the integration of combat, general, and geospatial engineering 

to meet national and CCDR requirements. 

 

 f. Logistic Services. Operations that are essential to the technical management 

and support of the joint force. Logistics Services includes food, water and ice, base 

camp, and hygiene services in an expeditionary environment. 

 g. Operational Contract Support. Operations that provide the ability to 

orchestrate and synchronize the provision of integrated contract support and management 

of contractor personnel providing that support to the joint force in a designated 

operational area. As indicated, the major functional capabilities are support integration 

and contractor (personnel) management. Contract support integration gives the CCDR 

the ability to synchronize and integrate contract support in support of mission 

requirements. Contractor management provides the CCDR with the ability to manage 

and maintain visibility of the associated contractor personnel in the designated 

operational area. 

 h. Integration of the core logistics capabilities is critical to effectively sustaining 

the joint force. The complexity of this integration requires continuous collaboration 

between key stakeholders to maximize effectiveness and economy of resources. One of 
Chapter I 

I-12 JP 4-0 

the most important collaborations takes place between the supply, maintenance, and 

deployment and distribution communities in the DOD supply chain. 

7. Supply Chain Management

 a. The DOD supply chain is a global network that delivers materiel to the joint 

force. Its fundamental goal is to maximize force readiness while optimizing the 

allocation of resources. The logistic capabilities that contribute to the DOD supply chain 

includes fulfillment of commodity requisitions from supply, the distribution capabilities 

from deployment and distribution, and movement and retrograde of repairable items to 

support maintenance activities. Additionally, multinational partners, interagency, HN, 

NGOs, and other organizations may be segments within, or the end users of, the supply 

chain. Supply chain responsiveness and reliability are critical to the overall success of 

joint operations. 

 b. The supply chain provides materiel and equipment as requirements are defined 

or identified and communicated throughout the supply chainís activities. The supply 

chain satisfies requirements through appropriate sourcing, maintenance, and/or 

distribution of materiel and equipment to the requirements generators. 

 

 c. Supply chain management synchronizes the processes, resources, and efforts of 

key global providers to meet CCDR requirements. Several critical elements of supply 

chain management include: communicating with the JFC to attain visibility of forces as 

they maneuver, to identify critical weapon systems and equipment, and to prioritize tasks 

by operating area and intensity. The successful sharing of information on these elements 

is key to forecasting days of supply required and the distribution capacity required. 

Combatant command planners are key to optimizing supply chain operations and must 

strive to rapidly identify and communicate CCDR requirements to providers. It is 

important for these planners to establish mission priorities, assess the risk to and plan for 

the protection of the supply chain in theater, and collaborate with global providers to 

establish JLE-wide visibility of materiel requirements, distribution operations, resource 

availability/shortfalls, and shared processes. 
CHAPTER II 

CORE LOGISTIC CAPABILITIES 

II-1 

1. Introduction 

 The previous chapter provided a framework for joint logistics by describing joint 

logistics, its environment, and the key global relationships that give it strength. In this 

chapter joint logistics is further described in terms of the capabilities it delivers. These 

capabilities enable achievement of objectives (ends) through combinations of functions 

(ways) executed by the people and processes (means) within a broad range of conditions 

and to a specified set of standards. Joint logistics, in the larger sense, can best be 

understood as a joint capability area. The ways of joint logistics are its core logistic 

capabilities: supply, maintenance operations, deployment and distribution, HSS, 

engineering, logistic services, and operational contract support. Each of these capabilities 

includes the people, processes, and resources required to conduct joint logistics. See the 

Joint Electronic Library (JEL), http://www.dtic.mil/doctrine/jplogisticsseriespubs.htm, and the 

Joint Doctrine, Education, and Training Electronic Information System (JDEIS), 

https://jdeis.js.mil, for current list of joint logistic publications. The core logistic capabilities 

and the subordinate functional capabilities, when viewed in total and combined with joint 

personnel service support, provide the ability to globally project and sustain the joint 

force. Understanding these capabilities will enable the JFC and his subordinate 

commanders to obtain effective logistic support. The joint logistician must be able to 

integrate and make effective use of Service, agency, commercial, interagency, and 

multinational logistics assets. 

2. Supply 

 a. The 2005 Base Realignment and Close decisions transitioned several supply 

functions previously performed by the Services to DLA. The supply functions 

transferred include: 1. Commodity Management Privatization (Privatization of the 

management of tires, packaged petroleum, and compresses gasses), 2. Depot Level 

Repairable Procurement management consolidation (Consumable Item Management 

Transfer and transfer of the procurement management and related support functions for 

depot level reparable), and 3. Supply, Storage, and Distribution Management 

Reconfiguration. 

 b. It is important for the joint logistician to understand the complexities of supply 

operations; the functions and processes that define it, the many players responsible for 

executing tasks, and the roles and relationships between those players. The joint 

logistician effectively integrates three functional capabilities within the supply core 

logistic capability: managing supplies and equipment, managing inventory, and managing 

supplier networks. Visibility of requirements/demands is critical for supplies and it 

requires communication and integration with other areas affecting the DOD supply chain, 

maintenance, and distribution. Specifically, supply demand planning involves the joint 

There is nothing more common than to find considerations of supply 

affecting the strategic lines of a campaign and a war. 

--Carl von Clausewitz 
Chapter II 

II-2 JP 4-0 

force operation planners, Service maintenance operations, and the distribution system to 

fully consider major components of the logistics pipeline beyond commodity stockpiles. 

Demand planning is accomplished in a collaborative environment to provide responsive 

supply operations. Another focus area critical to effective supply operations is the return 

and retrograde of equipment and supplies. Both demand planning and return and 

retrograde functions involve collaboration and execution by all three areas of the DOD 

supply chain. 

 (1) Manage Supplies and Equipment. Attaining the JFCís desired material 

readiness goals requires effective integration and management of supply operations. 

Integrated supply operations capitalize on supplier network performance capabilities and 

the integrated links with the supporting distribution and maintenance systems. The 

attainment of performance objectives shared by the customers and suppliers requires 

seamless interfaces between supply operations from acquisition to delivery of the 

requested item to the end user. With inputs from the customers and logisticians within 

the distribution and maintenance systems, DLA, as the predominant supplier, matches the 

infrastructure capabilities of supply, storage, and distribution points against anticipated 

customer requirements and commercial production capacities to determine inventory 

requirements. This collaborative body of logisticians affects supply system performance 

that can be assessed using shared authoritative data and performance metrics to ensure 

effective supply support to the JFC. The joint logistician working within a responsive 

network will collaborate, conduct performance reviews, and when required, coordinate 

adjustments to increase performance. 

 (2) Inventory Management Operations. Managing DODís materiel inventory is 

the key capability in determining where materiel both exists and should exist. Although 

materiel is typically in motion within the supply chain, logisticians determine the optimal 

amount of materiel supporting operational requirements shipped from supply sources and 

processed and positioned at enroute supply nodes, to meet the issue and reclamation 

requirements of the end user. Managing inventory throughout the supply chain requires 

collaboration with supply and maintenance activities and distribution providers to enable 

the greatest effect at best value. When maintainers at all levels receive and rebuild 

materiel to serviceable condition for return to inventory, they effectively are suppliers 

and therefore influence the positioning of materiel within the supply chain. Similarly, the 

effectiveness of the distribution system and its capacity to move materiel influences the 

inventory levels at supply nodes. Inventory management capitalizes on authoritative 

information (accurate, real-time, and widely visible) and performance trends to inform 

decisions about attributes of the materiel inventory throughout the supply chain. 

Maintaining optimal stockage levels and accountability of materiel throughout the supply 

chain enables the joint logistician to manage the flow of materiel between strategic and 

tactical supply nodes to meet warfighter requirements. 

 (3) Manage Supplier Networks. Supply operations extend to supplier selection 

and include management of DOD supplier networks. This role is performed by DLA and 

the Service materiel commands. As DODís supplier, DLA acquires needed materiel and 

supplies by purchasing, scheduling, shipping, receiving, and inspecting items. 
 Core Logistic Capabilities 

II-3 

Additionally, the JFC exploits DLA and Service capabilities to source materiel within the 

theater via forward depots, forward repair activities, pre-positioned materiel, and 

contracting authorities. The mix of suppliers supporting a JFC during operations is not 

static. The method by which DLA sources materiel will likely change as an operation 

develops. Sourcing may rely more on strategic and operational sources (e.g., basic loads 

and pre-positioned materiel) at the onset of an operation. Sourcing may favor increased 

use of contracting and rebuild services as an operation stabilizes and the JFC gains 

logistics capabilities in theater. As joint forces draw down, supply sourcing may depend 

on increased strategic sourcing, retrograded excess, and contracting. 

 c. Supply Executive Agents. A DOD executive agent (EA) is the head of a DOD 

component to whom the Secretary of Defense (SecDef) or the Deputy Secretary of 

Defense has assigned specific responsibilities, functions, and authorities to provide 

defined levels of support for operational/administrative or mission designated activities 

that involve two or more of the DOD components. See Appendix B, ìSupply 

Commodity Executive Agents,î for a listing of commodity-oriented (Class I - Class IX) 

EAs; Chapter V, ìControlling Joint Logistics,î for additional discussion on EAs; and 

Appendix D, ìDepartment of Defense Logistic Related Executive Agents.î See also JP 

4-03, Joint Bulk Petroleum and Water Doctrine for additional specific information. 

Marines prepare to redistribute aircraft fuel from the hubs to 

the flight line of Forward Operating Base, Al Qa'im, Iraq. 

 d. War Reserve Materiel. War reserve materiel includes the mission essential 

secondary and principal end items and munitions required to attain operational objectives 

in the scenarios authorized for planning in the SecDef planning guidance. Prepositioning can increase war reserve materiel effectiveness by enabling a CCDR to 

rapidly field capabilities until follow-on capabilities are available via strategic lift. 

Logisticians influence the positioning of war reserves throughout the supply chain by 

determining the optimal balance between rapid employment, flexible response to multiple 
Chapter II 

II-4 JP 4-0 

requirements, and synchronization with supply chain components to effectively deliver 

the intended capabilities. See DOD Directive (DODD) 3110.6, War Reserve Materiel 

Policy for additional information. 

 e. Supply Chain Relationships. Supply operations provide the supply chain the 

capability to identify and select suppliers of materiel and receive that materiel 

commensurate with quantitative and qualitative conditions. It enables precise distribution 

and transfer of materiel to the end user by optimizing the links between supply nodes and 

maintenance and distribution providers. Supply operations further provide managed 

materiel inventories that are determined through deliberate collaboration with 

maintenance and distribution providers in order to optimize the end effect of the supply 

chain to the warfighter. To this end, suppliers are responsible for delivering perfect order 

fulfillment ñ providing the right items in the right condition when and where the 

customer requests it. 

3. Maintenance Operations 

 a. Maintenance operations deliver systems readiness for the JFC. The Services, as 

part of their Title 10, USC, responsibilities, execute maintenance as a core logistic 

capability. To execute this responsibility, Services employ a maintenance strategy that 

supports the JFCís freedom of action through depot and field level maintenance to 

maintain the fleet readiness of units and capabilities. These levels of maintenance utilize 

various functional capabilities to achieve their goal. Sustainment planning provides 

ready, reliable systems at best value and is achievable through life cycle systems 

readiness (LCSR). LCSR in support of the joint force begins when a weapon system is 

being acquired and continues until the system is disposed of. 

 b. Maintenance is accomplished across DOD at two levels: depot level 

(sustainment) and field level (intermediate and organizational). These two levels are 

distinguished largely by their relative capabilities, flexibility, and capacity- they are not 

defined by the physical location at which a task is preformed. 

 (1) Depot Maintenance Operations. The purpose of depot maintenance is to 

repair, modify, rebuild, and overhaul both entire systems and components and is directly 

linked to LCSR. Depot maintenance is the most complex and extensive level of 

maintenance work and links the Nationís economic base (people, resources, and industry) 

to its military operations. 

 (2) Field Maintenance Operations. The purpose of field level maintenance is to 

rapidly return systems to users in a ready status. Field maintenance encompasses both 

intermediate and organizational levels and consists of shop maintenance supporting both 

the supply chain and weapon systems with component and end item repair. It also 

consists of on-equipment maintenance tasks necessary for day-to-day operations. It is 

less complex than depot maintenance, and serves as the link between strategic 

capabilities and tactical requirements. 
 Core Logistic Capabilities 

II-5 

 (3) Life Cycle Systems Readiness. A LCSR capability enables the 

requirements, acquisition, and sustainment communities to provide systems with optimal 

availability and reliability to the joint warfighter at best value to the Services. Services 

and acquisition program managers must ensure that an effective life cycle systems 

approach is used for all newly developed and fielded systems. Essential tools for 

development are the sustainment key performance parameters (KPPs) of materiel 

availability, and key system attributes for materiel reliability and total ownership costs. 

The value of the sustainment KPP is derived from the operational requirements of the 

system, assumptions for its operational use, and the planned logistic support to sustain it. 

Fleet management of our systems is critical and can only be enabled by a life cycle 

approach. 

 c. Maintenance activities must possess the technical skills, tools, equipment, 

facilities, and quality assurance to maintain equipment readiness. The functions below 

describe the tasks necessary to provide effective maintenance support to the joint force. 

 (1) Inspect. The inspection of equipment determines faults and verifies repairs 

or determines the condition of an item by comparing its physical, mechanical, or 

electrical characteristics based on established equipment and serviceability standards. 

 

 (2) Test. Testing evaluates the operational condition of an end item, or 

subsystem thereof, against an established standard or performance parameter. 

 (3) Service. Servicing equipment includes preventive maintenance checks and 

services, monitoring equipment health and condition, predictive maintenance to 

sense/anticipate failure, and diagnosing equipment faults. 

 (4) Repair. Repair restores items to serviceable condition including the actions 

taken to overhaul, modify, or restore systems and system components to a like new or 

mission capable condition. Repair actions take place at the depot or field levels of 

maintenance. Once repaired, equipment is returned back to the user for employment or to 

the supplier for future distribution. 

 (5) Rebuild. Rebuild recapitalizes an item to a standard as nearly as possible to 

its original condition in appearance, performance, and life expectancy to include 

technology upgrades and capability improvements. Rebuild is the highest degree of 

materiel maintenance applied to equipment. 

 (6) Calibrate. To check, adjust, or standardize adjustments on instruments or 

test measurement and diagnostic equipment to bring them to a predefined standard. 

 d. Reset. Reset is a critically important activity to restore a unit to a desired level 

of combat capability commensurate with its future mission. Reset encompasses 

maintenance and supply actions that restore and enhance combat capability for both unit 

and repositioned equipment that has been destroyed, damaged, stressed, or worn out due 

to operations and training. These maintenance and supply actions involve depot and field 
Chapter II 

II-6 JP 4-0 

level work, and since the focus is future mission requirements it can include: enhancing 

existing equipment through the insertion of new technologies, restoring selected 

equipment to near zero-miles/zero-hours condition, and/or procuring replacement 

systems. The procurement of replacement systems, while not maintenance operations 

work, is directly related to LCSR. 

US Air Force sergeant performs scheduled maintenance on a F-15C Eagle aircraft; Soldiers 

perform maintenance on a vehicle at a patrol base in Iraq; US Navy technicians perform 

maintenance checks aboard USS BOXER. 

 e. CCDRs are responsible for the coordination of Service maintenance operations 

within their areas of responsibility (AORs). It is important that CCDR requirements are 

clearly understood and that Service maintenance capabilities are synchronized and when 

practical, integrated, thus providing the most effective and efficient materiel availability 

to the joint force. Where practical, maintenance facilities for joint or cross-service 

maintenance should be established and inter-service use of capabilities should be 

emphasized. 

 f. Supply Chain Relationships. The supply chain process becomes more 

responsive when activities provide visibility of materiel condition and repair 

requirements to the supply and distribution providers. Within this process, the Services 

play a key role in optimizing the maintenance function. Visibility enables the most 

effective delivery of parts to satisfy maintenance requirements. Once repaired, 

equipment is returned to service for the warfighter, or placed in the supply chain for 

future distribution. 

4. Deployment and Distribution 

 The global dispersion of the threats we face, coupled with the necessity to rapidly 

deploy, execute, and sustain operations worldwide makes the deployment and distribution 

capability the cornerstone of joint logistics. These operational factors are causing what 

has historically been a supply-based support concept to shift to a distribution-based 

system of support. This global distribution-based system requires the end-to-end 

synchronization of all elements of distribution. The deployment and distribution 

capability supports the movement of forces and unit equipment during the movement 

phase of the deployment and redeployment processes, and supports materiel movement 

during the logistical sustainment of operations. The deployment and distribution 

capability moves forces and logistic support globally and on time meeting the required 
 Core Logistic Capabilities 

II-7 

delivery date and providing time definite delivery to meet the needs of the CCDR. 

Through sharing of critical information, it is possible to create unity of effort among 

diverse distribution organizations, and provide end-to-end support to satisfy deployment 

execution and sustainment operations. Visibility through the JDDE provides the CCDR, 

in conjunction with the global providers, the capability to see and redirect strategic and 

operational commodity/force flow in support of current and projected priorities. 

See Chapter V, Movement, in JP 3-35, Deployment and Redeployment Operations and 

JP 4-09, Global Distribution, for additional information. 

Sailors attach supplies to a MH-60S Seahawk helicopter during 

replenishment between the USS EISENHOWER and USNS 

ARCTIC. 

 a. Move the Force. USJFCOM as the JDPO serves as the DOD focal point to 

improve the joint deployment process supporting joint and multinational operations, and 

interagency coordination. USJFCOM and other joint force providers are supported by 

USTRANSCOM during the planning and execution of the deployment and redeployment 

process. USTRANSCOM, as the DPO, supports the deployment process by providing 

the strategic distribution capability to move forces and materiel in support of JFC 

operational requirements and to return personnel, equipment, and materiel to home and/or 

demobilization stations. 

 b. Sustain the Force. USTRANSCOM as the DPO is responsible for coordinating 

and overseeing the DOD distribution system to provide interoperability, synchronization, 

and alignment of DOD wide, end-to-end distribution. It collaborates with other logistics 

agencies and commands (i.e., DLA and Service materiel commands) to provide optimal 

processes for movement of materiel through the distribution pipeline, from sourcing 

through issuance to end user. Additionally, it supports the retrograde process to move 

materiel from the operational area back to the supply process for refurbishment, 
Chapter II 

II-8 JP 4-0 

restocking, or disposal, as appropriate. It also develops and implements distribution 

process improvements that enhance the Defense Logistics and Global Supply Chain 

Management System. 

 c. Operate the JDDE. The JDDE is that complex of equipment, procedures, 

doctrine, leaders, technical connectivity, information, shared knowledge, organizations, 

facilities, training, and materiel necessary to conduct joint distribution operations. 

USTRANSCOM, as the DPO, will exercise control of the JDDE through coordination 

and synchronization with the other community of interest partners. The JDDE is a subset 

of the JLE and its governance is the primary responsibility of the DPO in coordination 

with JDPO and other members of the JDDE community of interest. 

 d. Supply Chain Relationships. A supply chain is an engineered flow (processes) 

of information, physical distribution, and funding to deliver products to the end 

customers. The deployment and distribution capabilities are the lynchpin in the physical 

distribution piece of end-to-end supply chain management. The operation of the JDDE 

provides visibility of information (status), facilities, and processes within the supply 

chain. 

See Chapter V, Movement, and Chapter VII, Redeployment, in JP 3-35, Deployment and 

Redeployment Operations, and JP 4-09, Global Distribution, for additional information. 

5. Health Service Support 

Air Force personnel run out to an Army medical evacuation Blackhawk 

helicopter in Kirkuk, Iraq. 

 a. Purpose. The purpose of HSS is to maintain the individual and group health 

needed to accomplish a military mission. The CCDR requires medical capabilities that 

are scalable to the requirement, interoperable with other medical forces, and capable of 

rapid deployment into the JOA. In accomplishing this, HSS capabilities are employed 

across the range of military operations and include the ability to organize, train, and equip 
 Core Logistic Capabilities 

II-9 

prior to deployment, and enabling the employment of physically fit personnel. HSS 

employs a mix of Service capabilities in order to keep the force healthy and available, 

maximizing the commanderís freedom of action. The primary facilitators of HSS for the 

DOD are the Services, Service components, USTRANSCOM, DLA as the Class VIII EA, 

and direct vendors. 

 b. Functions. HSS offers distinctive and overlapping care capabilities that enhance 

performance in a military force in accordance with JP 4-02, Health Service Support. HSS 

is organized into five functional capabilities designed to deliver full HSS to the joint 

force. The resulting capabilities describe the ìwhat needs to be doneî under the respective 

functional areas. 

 (1) Casualty Management. Casualty management is the delivery of medical 

treatment from point of injury or illness, through patient movement to definitive care. 

Casualty management is conducted along a continuum of care that includes: first 

responder, forward resuscitative care, theater hospitalization, definitive care, and en route 

care. 

 (2) Patient Movement. Patient movement (PM) is the act or process of moving a 

sick, injured, wounded or other person to obtain medical and/or dental care or treatment. 

Functions include medical regulating, patient evacuation, and en route medical care. PM 

is conducted using a variety of movement mechanisms including ground, air, and sea. 

 (3) Medical Logistics. Medical logistics is the management of medical materiel 

blood products, medical maintenance, and optical fabrication. Medical logisticians ensure 

health care providers have the necessary products and services available to provide 

medical care. Medical logisticians work at all points in the supply chain, at the strategic 

level interfacing with manufacturers, at the operational level integrating medical logistics 

to ensure adequate materiel and equipment are available for deployment and sustainment, 

and at the tactical level distributing materiel to the health care providers. 

 (4) Preventive Medicine and Health Surveillance. Preventive medicine and 

health surveillance is the prevention of communicable disease and illness and protection 

of the force from exposure to health threats. Prevention includes the use of vaccines and 

pharmaceuticals prior to exposure. Protection is the identification of health threats, 

protective measures and, once exposure occurs, associated treatment programs. Another 

important aspect of preventive medicine is medical intelligence preparation of the 

operational environment. Most prevention activities are planned and executed prior to 

deployment by the Service components, while protection activities generally occur during 

deployment, employment, and redeployment. Preventive medicine includes 

environmental, occupational, and disease threat considerations in military operations. 

 (5) Theater Medical Information. The theater medical information program 

(TMIP) is a tri-Service system that is designed to provide information to deployed 

medical forces to support all medical functional areas to include medical C2. TMIP 

integrates medical systems at the theater level to support deployed forces, and to enhance 
Chapter II 

II-10 JP 4-0 

the Servicesí capability to collect, process, and disseminate an uninterrupted flow of 

information. 

 c. Joint Force Surgeon. The joint force surgeon normally reports to the JFC as a 

member of the personal staff and serves as principal advisor to the JFC for HSS and force 

health protection. Joint force surgeons serve as the focal point for joint medical support 

and are responsible for providing recommendations to the JFC on the effective 

employment of all HSS capabilities. Joint force surgeons analyze JFC intent, identify 

HSS requirements, and integrate Service and DLA medical capabilities. Early 

involvement of HSS personnel in developing operation and campaign plans can ensure 

that HSS resources are optimized in support of US and multinational forces. HSS 

planning supports maneuver forces by ensuring treatment and evacuation assets are 

available. Additionally, HSS planning enables the JFC to make best use of deployed 

resources as well as capitalize on existing infrastructure such as HN hospitals, medical 

resources, and warehousing facilities. 

 d. Health Service Operations. Health service operations also play a significant role 

in foreign humanitarian assistance, civil support, and disaster relief. During foreign 

humanitarian assistance operations, HSS personnel may be required to provide medical 

care, medical screenings, and evaluation of HN facilities for availability and adequacy. 

During noncombatant evacuation operations, joint HSS personnel may be required to 

provide medical care to the evacuees. In support of theater security cooperation plans, 

HSS can help the JFC build international relationships. HSS provides a wide range of 

capabilities in support of the National Response Framework, such as facility assessments, 

medical personnel and materiel augmentation, deployment of medical resources, and 

assistance in the restoration of critical health services (safe food and water, medical care, 

and medical infrastructure). 

 (1) When appropriate, the joint force surgeon coordinates medical resources of 

multinational forces, interagency, HN, and NGOs and IGOs into the HSS plan to support 

the joint operation. 

For details on working with nonmilitary agencies, refer to JP 3-08, Interagency, 

Intergovernmental Organization, and Nongovernmental Organization Coordination 

During Joint Operations, Volumes I and II and Chapter IV Health Service Support 

Operational Considerations as detailed in JP 4-02, Health Service Support, for additional 

information. 

 (2) Integration of medical resources is important not only to support the joint 

force, but also in caring for dislocated civilians and detainees and any scenario where a 

chemical, biological, radiological, or nuclear (CBRN) mass casualty event may occur. 

By integrating all available resources, the joint force surgeon is better positioned to meet 

any medical requirements that the situation may demand. 

 e. Service Capabilities. Each Service has organic HSS units with capabilities that 

are tailored for their traditional roles and missions; however, these units are normally 
 Core Logistic Capabilities 

II-11 

capable of meeting other Servicesí requirements. The Army, Navy and Air Force have 

the collective capability to perform all types of HSS missions, from tactical level support 

to rehabilitative care. 

 (1) The Army also has robust medical logistic assets capable of providing long 

term sustainment support to include medical materiel storage, optical fabrication, blood 

operations and medical maintenance. In addition, Army medical logistics provide Class 

VIII forward distribution for the JTF. 

 

 (2) The Navy is the only Service that has the capacity to provide afloat 

operational hospitalization of casualties. 

 (3) The Air Force is the only Service that has the aircraft and medical personnel 

specifically trained to provide fixed-wing patient movement of casualties transitioning 

between treatment locations. 

 f. Executive Agencies. The US Army is the EA for rotary-wing medical 

evacuation as well as medical research and development; and the US Air Force is the EA 

for fixed-wing aeromedical evacuation. DLA is the EA for medical materiel. 

For additional information and detail on HSS, refer to JP 4-02, Health Service Support, 

which provides doctrine for the planning and execution of HSS throughout the range of 

military operations. 

6. Engineering 

 a. Engineer operations are a significant force multiplier for the JFC. Joint force 

engineers provide the optimum mix of Service engineer capabilities to maximize the 

JFCís freedom of action. The functions which define joint engineering help the joint 

force engineer integrate, synchronize, and direct engineer operations. These functions 

include combat engineering, general engineering, and geospatial engineering. 

In early April 2004, convoys came under complex attacks aimed at 

cutting lines of communications, isolating the forces fighting in the 

central portion of the country (including Baghdad) and focusing on the 

commercial convoys in an effort to interdict the flow of sustainment. 

On the morning of April 9, we woke up to the realization that the main 

supply routes between Kuwait and Baghdad were ìraining bridges.î 

We experienced a period of about five days when our surface 

distribution system for all commodities ground to a halt. Through close 

coordination with Engineers to rebuild or repair the bridges and the 

application of heavy force protection for convoys, we were able to get 

the routes reopened. 

Supporting Victory in Operation IRAQI FREEDOM 

BG Scott A. West, Quartermaster General (2004) 
Chapter II 

II-12 JP 4-0 

 (1) Combat Engineering. Combat engineering consists of those engineer 

capabilities and activities that support the maneuver of land combat forces. Combat 

engineering enhances operational movement, maneuver, and force protection by 

facilitating mobility, countermobility, and survivability. Mobility overcomes physical 

obstacles to US and allied forces; countermobility restricts an adversaryís ability to 

maneuver and sustain his forces; and survivability protects critical assets and 

organizations. Most combat engineering activities are planned through the Service or 

functional components and executed by the joint force at the tactical level. For more 

information on combat engineering, refer to JP 3-15, Barriers, Obstacles, and Mine 

Warfare for Joint Operations; and JP 3-34, Joint Engineer Operations. 

 (2) General Engineering. General engineering consists of those engineer 

capabilities and activities, other than combat engineering, that modify, maintain, or 

protect the physical environment. General engineering is a diverse functional area 

involving horizontal and vertical construction as well as numerous specialized 

capabilities, such as well drilling and tactical pipelines. During military operations, 

general engineering tasks typically include construction and repair of strategic and 

operational lines of communications (LOCs), airfields, seaports, base camps, and logistic 

facilities supporting joint and, when required, interagency coordination and multinational 

operations. Without these facilities, the flow of logistics to warfighting units would be 

greatly impaired. General engineering also includes environmental considerations in 

military operations. See JP 3-34, Joint Engineer Operations, Annex D, ìEnvironmental 

Considerations,î for detailed information. The joint force engineer employs a 

combination of military engineers, civilian contractors, and multinational and host nation 

capabilities to meet JFC operational requirements. For more information on general 

engineering support, refer to JP 3-34, Joint Engineer Operations. 

 (3) Geospatial Engineering. Geospatial engineering consists of those engineer 

capabilities and activities that contribute to a clear understanding of the physical 

environment by providing geospatial information and services to commanders and staffs. 

Geospatial engineering provides terrain visualization; operational and tactical terrain 

analysis; digitized terrain; standard and nonstandard map products; and imagery which 

may assist in setting environmental baselines for US occupied sites as well as identifying 

locations of natural, cultural and historical resources. Geospatial engineers assist in 

predictive analysis of the impact that terrain and weather has on operations, to include 

communication and intelligence systems. In addition, the analysis of environmental 

intelligence is critical during the planning phase of any military operation to ensure force 

protection, environmental protection, and assistance in complying with US and 

international laws, policies, directives and treaties. Since much of geospatial data is 

stored on intelligence systems, geospatial engineers are often located within the 

intelligence directorate of the joint force. For more information on geospatial 

engineering, refer to JP 2-03, Geospatial Intelligence Support to Joint Operations, and JP 

3-34, Joint Engineer Operations. 

 b. Joint force engineers are responsible for providing comprehensive 

recommendations to the JFC on the effective employment of all engineer capabilities in 
 Core Logistic Capabilities 

II-13 

support of joint operations. The joint force engineer analyzes the JFCís intent and 

integrates Service capabilities. Engineer planning supports the development of the JOA 

for maneuver, enhances strategic and operational movement, and provides infrastructure 

for force projection and sustainment. Early involvement of engineers in developing 

OPLANs and targeting plans can minimize the amount of reconstruction required by US 

and allied forces. This enables the JFC to capitalize on existing infrastructure such as 

roads, bridges, airfields, and other essential facilities and structures for operational uses 

and can accelerate the return of infrastructure to a desired condition upon cessation of 

hostilities. Infrastructure reconnaissance supports the commanderís understanding of the 

status of infrastructure through assessments and surveys. For more information on 

infrastructure reconnaissance see JP 3-34, Joint Engineer Operations.

An Army multi-role bridge company pushes a newly assembled assault float bridge section 

upstream outside Camp Taji, Iraq; airmen work on the roof of a tactical operations center in order 

to run wires which will provide electrical service in the building; an airman using a global 

positioning system collects survey data while deployed to Iraq. 

 c. Engineers assist in preparing the theater for the full range of military operations 

by providing intelligence support, facilities and infrastructure, and improved theater 

access. During crisis response and limited contingency operations, engineers play a 

significant role. For example, during noncombatant evacuation and foreign humanitarian 

assistance operations, engineers may be required to provide infrastructure improvements 

to airfields and seaports, repair or create basic essential services structures or facilities, 

clear helicopter landing zones, and construct base camps. In combating terrorism, 

engineers reduce the vulnerability of personnel, critical infrastructure, and other 

important assets. Finally, engineers provide a wide range of capabilities in support of the 

National Response Framework, such as damage assessments and technical assistance, 

rubble and debris removal, and the restoration of essential services to mitigate damage 

and relieve human suffering. 

 d. When appropriate, the joint force engineer considers the engineer capabilities of 

multinational forces, interagency NGOs, and IGOs to develop valid courses of action 

(COAs), improve coordination, or properly integrate them into the joint operation. For 

details on working with nonmilitary agencies, refer to JP 3-08, Interagency, 

Intergovernmental Organization, and Nongovernmental Organization Coordination 

During Joint Operations, Volumes I and II. When engineering support requirements 

exceed available military engineering capabilities or capacity, the JFC may turn to 

external support and/or theater support contracts. Theater support contractors assist 

deployed engineer forces under prearranged contracts through host nation and regional 
Chapter II 

II-14 JP 4-0 

businesses and vendors. These contracts provide goods, services, and minor 

construction. External theater contracts, such as the civil augmentation program (CAP), 

are with US or third party businesses and vendors. These types of contracts usually 

provide road and airfield construction, heavy equipment and transportation services, and 

base camp services. The CAP contracts, such as the Armyís Logistics Civil 

Augmentation Program, the Navyís Global Contingency Construction Contract and 

Global Contingency Service Contract, and the Air Force Contract Augmentation 

Program, can play a significant role in mission accomplishment by providing the JFC and 

joint force engineer with additional options and flexibility in general engineering and 

logistic support. 

 e. Each Service has core engineering units and capabilities that stem from their 

traditional roles and functions to meet specific operational requirements and can support 

other Services during joint operations and training. 

For more detail on Service engineering capabilities, see JP 3-34, Joint Engineer 

Operations. 

 f. SecDef designated the US Army Corps of Engineers and the Naval Facilities 

Engineering Command as construction agents for design and construction of US military 

facilities worldwide. The US Air Force is the designated DOD construction agent for 

military construction in the British Isles (see DODD 4270.5, Military Construction). 

Engineers are involved in development of military construction projects supporting the 

global repositioning of US forces and assist in developing business rules and standards 

for operating joint bases. DLA is the DOD EA for Construction and Barrier Materiel. 

7. Logistic Services 

 a. Logistic services comprise the support capabilities that collectively enable the 

US to rapidly provide global sustainment for our military forces. Logistic services 

include many disparate activities that are highly scalable capabilities. Included in this 

area are food, water and ice, base camp, and hygiene services. 

 (1) Food Service. Food service includes planning, synchronizing and managing 

subsistence support to the joint force to include dining facility management, subsistence 

procurement and storage, food preparation, field feeding, and nutrition awareness. 

 (2) Water and Ice Service. Water and ice operations produce, test, store and 

distribute bulk water and packaged ice in an expeditionary environment. 

 (3) Base Camp Services. Base camp services provide shelter, billeting, waste 

management, and common user life support management in an expeditionary 

environment. 

 (4) Hygiene Services. Hygiene services provide laundry, shower, textile and 

fabric repair. 
 Core Logistic Capabilities 

II-15 

 b. Mortuary affairs (MA) oversight and responsibility currently resides within the 

Joint Staff Logistics Directorate. MA delivers care for deceased personnel beginning 

with the point of incident and ending at final disposition. 

For a more complete discussion of joint MA operations, see JP 4-06, Mortuary Affairs in 

Joint Operations, and DODD 1300.22, Mortuary Affairs Policy. 

Airmen assemble tents that will become the dining facility at Tallil Air 

Base, Iraq during Operation IRAQI FREEDOM. 

8. Operational Contract Support 

 DOD increasingly relies on contractors to perform a multitude of functions and tasks. 

Factors that have led to this increased reliance include reductions in the size of military 

forces (especially in the combat support and combat service support areas), increases in 

operations tempo and missions undertaken by the military, increased complexity and 

sophistication of weapon systems, and a continued push to gain efficiencies and reduce 

costs through the outsourcing or privatizing of commercially adaptable functions. 

Operational contract support is the core logistic capability that gives the CCDR the 

ability to synchronize and integrate both the delivery of Service, agency, and other 

government organization contract support and the contractor personnel providing support 

to the joint force in a designated operational area. Operational contract support consists 

of the functional capabilities of contract support integration and contractor (personnel) 

management. The logistics directorate of a joint staff (J-4) at the combatant command 

level is typically responsible for overseeing operational contract support that is provided 

to the joint force in a designated operational area. 

a. Contract Support Integration. This functional capability synchronizes the 

provision of contracted support through a process that optimizes JFC operational 

planning, requirements development, contract development, execution, and closeout 

towards meeting the requirements of deployed forces within the operational area. The 
Chapter II 

II-16 JP 4-0 

Contracting officers and program managers meet with contractors in Iraq.

contract support integration functional capability can be utilized by the CCDR to ensure 

Service and component contract support augments organic military and government 

sources of support in an efficient and effective manner. Subject to certain constraints 

placed on the functions that contractors may perform in battlefield environments, 

generally speaking, contract support may be used to provide capabilities that do not exist 

in the joint force or do not exist to the depth and breadth required; contract support also 

may be employed when there are no acquisition and cross-servicing agreements 

(ACSAs), inadequate HNS agreements, or when there are diplomatic constraints on the 

use of military personnel. Contract support is executed by contracting officers warranted 

under authorities granted to the Services and other components under Title 10, USC, and 

in accordance with rules established in the Federal Acquisition Regulation (FAR), the 

Defense Federal Acquisition Regulation Supplement, and Service FAR supplements. 

Contract support integration in a large contingency is a complex undertaking for 

numerous reasons, including separate Service and component contracting authorities, 

hundreds of contracting activities originating contracts, combatant commands possessing 

command authority but not contracting authority, contracts originating and largely 

executed outside the operational area that are activated for performance in the operating 

area, separate Service funding sources and Service priorities for support of their own 

forces. Effective contract support integration allows the CCDR to both maintain 

visibility of contracted capabilities and synchronize execution of contract support in the 

designated operational area. Moreover, it provides the ability to constantly assess and 

manage the risks associated with contract support. Proper planning, coordination and 

execution of contract support integration is key to optimizing both the effectiveness of 

contract support to the joint force and the efficiency of requiring activities and 

contracting activities supporting joint force needs. Thus, operational contract support is a 

tool for combatant command use in order to evaluate risk and apply contract support in 

mitigation against identified shortfall of capabilities required to complete the missions. 
 Core Logistic Capabilities 

II-17 

b. Contractor Management. Contractor management provides the CCDR with the 

capability to orchestrate, functionally manage, and maintain visibility over contractor 

personnel supporting the joint force in the designated operational area. The CCDR can 

easily maintain visibility over contractor personnel working under Service contracts let 

by contracting officers in the designated operational area. However, his ability to 

maintain visibility over contractor personnel working under contracts originating outside 

the designated operational area is more challenging. While contractor management is 

related to contract support integration, contractor management largely concerns the 

activities of government and military activities charged with carrying out respective 

responsibilities for integrating contractor personnel into joint operations and in 

complying with terms and conditions in the contract, including meeting requirements to 

provide government furnished support. Contractor management in a large contingency is 

a complex undertaking that requires close coordination between three elements/entities. 

These elements are: the CCDR staff involved in planning for the support and setting 

theater entrance and theater management rules, the Service components that will be 

involved in providing such support and the contracting officers who will be responsible 

for ensuring that the contracts properly reflect the respective support relationship between 

the contractor and the government. Proper planning, coordination, and execution is 

crucial to maintaining a good military-contractor relationship, maximizing effectiveness, 

and minimizing costs both the contractor and the government resulting from unplanned 

support issues. 

For further guidance on contracting and contractor management, refer to JP 4-10, 

Operational Contract Support. 
Chapter II 

II-18 JP 4-0 

Intentionally Blank 
CHAPTER III 

PLANNING JOINT LOGISTICS 

III-1 

1. Introduction 

 a. US military forces face a challenging security environment where it has become 

increasingly difficult to predict with any certainty which nations, combinations of 

nations, or non-state actors may threaten US interests. To mitigate this risk, CCDRs must 

develop plans that can generate multiple military capabilities across the range of military 

operations in order to dissuade, deter, or defeat any adversary. Well coordinated plans 

help mitigate risk and increase CCDR freedom of action. 

b. The demands and complexities of global operations require that joint logistic 

planning be an integral part of all planning activities to deliver adaptive, integrated, and 

synchronized joint logistic support. Effective planning enables logisticians to anticipate 

requirements, and validate, synchronize and integrate them with available resources to 

minimize duplication of effort, resolve shortfalls, mitigate risk and ensure effective 

support of CCDR requirements. Joint logistic planning includes the identification of 

roles, responsibilities, key tasks and resources, along with the sequencing of logistical 

capabilities to meet the commanderís intent. Effective joint logistics planning identifies 

future requirements and proposes solutions; it requires joint logisticians to clearly 

understand the commanderís intent and concept of operations (CONOPS). The objective 

of joint logistic planning is to fully integrate support planning and operations. The more 

integrated the logistics plan is with the operational concept, the more effective the overall 

operation will be. 

2. Joint Operation Planning 

 

 a. Joint operation planning is the overarching process that guides CCDRs in 

developing plans for the employment of military power within the context of national 

strategic objectives and national military strategy to shape events, meet contingencies, 

and respond to unforeseen crises. 

 b. The Joint Operation Planning and Execution System (JOPES) and the joint 

operation planning process (JOPP) share the same basic approach and problem-solving 

elements, such as mission analysis and course of action development. The combination 

of JOPES and JOPP promotes coherent planning across all levels of war and command 

echelons, whether the requirement is for a limited, single-phase operation such as 

noncombatant evacuation or for a multiphase campaign involving major combat 

operations. JOPP underpins planning at all levels and for missions across the full range 

of military operations. It applies to both supported and supporting CCDRs and to joint 

ìAs we select our forces and plan our operationsÖwe must understand 

how logistics can impact on our concepts of operationÖCommanders 

must base all their concepts of operations on what they know they can do 

logistically.î 

-- General Alfred M. Gray, Jr. 

29th Commandant of the Marine Corps (July 1987- June 1991) 
Chapter III 

III-2 JP 4-0 

force component commands when components participate in planning. JOPP helps 

commanders and their staffs organize planning activities, share a common understanding 

of the mission and commanderís intent, and develop effective plans and orders. 

Refer to Chairman of the Joint Chiefs of Staff Manual (CJCSM) 3122.01A, Joint 

Operation Planning and Execution System (JOPES) Volume I, (Planning Policies and 

Procedures); CJCSM 3122.03C, Joint Operation Planning and Execution System 

(JOPES) Volume II, (Planning Formats); and CJCSM 3122.02C, Joint Operation 

Planning and Execution System (JOPES) Volume III (Crisis Action Time-Phased Force 

and Deployment Data Development and Deployment Execution), for details on JOPES. 

Refer to JP 5-0, Joint Operation Planning, for details on JOPP. 

 c. Joint operation planning encompasses a number of elements, including four 

planning functions: Strategic Guidance, Concept Development, Plan Development, and 

Plan Assessment (See Figure III-1). These functions can be done either sequentially or 

concurrently depending upon the type of planning and time available. Joint operation 

planning features detailed planning guidance and frequent dialogue between senior 

leaders and commanders to promote a common understanding of planning assumptions, 

considerations, risks, COAs, implementing actions, and other key factors. Plans may be 

rapidly modified throughout their development and execution. This process involves 

expeditious plan reviews and feedback, which can occur at any time, from SecDef and 

the Chairman of the Joint Chiefs of Staff (CJCS). The intent is to give SecDef and the 

CCDR a mechanism for adapting plans rapidly as the situation dictates. 

JOINT OPERATION PLANNING ACTIVITIES, FUNCTIONS, AND PRODUCTS

Situational Awareness

Planning

Execution

Strategic 

Guidance

Concept 

Development

Plan 

Development

Plan Assessment

(Refine, Adapt, Terminate, Execute)

Approved 

Mission

Approved 

Concept

Approved 

Plan

Execute Order

Deployment 

Order

IPR (In-Review Progress)

OPERATIONAL 

ACTIVITIES

PLANNING 

FUNCTIONS

PRODUCTS

Six-Month Review Cycle

IPS IPS IPS

Warning 

Order

Planning 

Order

Operation 

Order

Alert 

Order

Base Plan 

Concept Plan

Operation Plan

Figure III-1. Joint Operation Planning Activities, Functions, and Products 
Planning Joint Logistics 

III-3 

 d. CJCSM 3122.01A, Joint Operation Planning and Execution System (JOPES) 

Volume I, Planning Policies and Procedures, provides for orderly and coordinated 

problem solving and decision making in two related but distinct categories ó 

contingency planning and crisis action planning. These categories differ primarily in 

level of uncertainty, amount of available planning time, and products. First, the process 

is highly structured to support iterative, concurrent, and parallel contingency planning 

throughout the planning community to produce thorough and fully coordinated OPLANs 

when time permits. Second, the process is shortened in crisis action planning, as 

necessary, to support the dynamic requirements of changing events. During actual 

military operations, the process adapts to accommodate greater decentralization of joint 

operation planning activities. Contingency and crisis action planning share common 

planning activities and are interrelated. 

3. Planning Functions 

 Planning translates strategic guidance and direction into executable OPLANs and 

operation orders (OPORDs) for contingency or crisis action response. Planning is 

initiated from a continuous awareness of global events, recognition of the need for a 

prepared military response to support the National Security Strategy, and follows a 

collaborative, iterative planning process. From a logisticianís perspective it is important 

for the operations planners to understand the capabilities and limitations of their 

apportioned core logistic capabilities. The joint logistician is deeply involved in each of 

the planning functions and can use the principles of logistics to assist in preparing the 

logistic plan to support the CCDRís mission. 

 a. Principles of Logistics. Logisticians use the principles of logistics as a guide 

for analytical thinking when assessing COAs or plans/orders. These principles are not a 

set of rigid rules, nor do they apply in every situation. They should be applied with 

creativity, insight and boldness. These principles should guide joint logisticians during all 

of the planning steps. The joint logistic principles are: 

 (1) Responsiveness. Responsiveness is providing the right support when it is 

needed and where it is needed. Responsiveness is characterized by the reliability of 

support and the speed of response to needs of the joint force. Responsiveness is 

enhanced by visibility commanders need to see where their support is and when it will 

arrive. Clearly understood processes and well-developed decision support tools are key 

elements enabling responsiveness to emerging requirements. By establishing and 

monitoring/controlling battle rhythm to look at logistic operations, the joint logistician 

can see and predict logistic issues and make adjustments to support operational needs. 

 (2) Simplicity. Simplicity is defined as a minimum of complexity in logistic 

operations. Complexity introduces confusion into an already chaotic environment. 

Simplicity fosters efficiency in planning and execution, and allows for more effective 

control over logistic operations. Clarity of tasks, standardized and interoperable 

procedures, and clearly defined command relationships contribute to simplicity. 

Simplicity is a way to reduce the ìfog of warî or the friction caused by combat. Having 
Chapter III 

III-4 JP 4-0 

clearly understood objectives, plus clear logistic processes and procedures, assists unity 

of effort. 

 (3) Flexibility. Flexibility is the ability to improvise and adapt logistic 

structures and procedures to changing situations, missions, and operational requirements. 

Flexibility is reflected in how well logistics responds in an environment of 

unpredictability. Where responsiveness is a commanderís view of logistic support, 

flexibility is a logisticianís view of being responsive. The logisticianís ability to see and 

predict requirements in an ever changing environment allows for the development of 

viable options in supporting operational needs. 

 (4) Economy. Economy is defined as the minimum amount of resources 

required to deliver a specific outcome. Economy is achieved when support is provided 

using the fewest resources within acceptable levels of risk. At the tactical and 

operational levels, economy is reflected in the number of personnel, units and equipment 

required to deliver support. Among the key elements of the logistic principle of economy 

is the identification and elimination of unnecessary duplication and redundancy. 

 (5) Attainability. Attainability is the assurance that the minimum essential 

supplies and services required to execute operations will be available. Attainability is the 

point at which the CCDR or subordinate JFC judges that sufficient supplies, support, 

distribution capabilities, and LOC capacity exist to initiate operations at an acceptable 

level of risk. It is also that point at which logistic capabilities exist at a level that will 

allow the transition of operations between phases. Some examples of minimal 

requirements are inventory on hand (days of supply), critical support and Service 

capabilities, theater distribution assets (surge capability), combat service support 

sufficiency, and force reception throughput capabilities. 

 (6) Sustainability. Sustainability is the ability to maintain the necessary level 

and duration of operational activity to achieve military objectives. Sustainability is a 

function of providing for and maintaining those levels of ready forces, materiel, and 

consumables necessary to support military effort. Sustainability is focused on the longterm objectives and requirements of the supported forces. Sustainability provides the 

JFC with the means to enable freedom of action and extend operational reach. Effective 

sustainment influences the depth to which the joint force can conduct decisive operations 

allowing the CCDR to seize, retain and exploit the initiative. 

 (7) Survivability. Survivability is the capacity of an organization to prevail in 

the face of potential threats. To ensure continuity of support critical logistic 

infrastructure must be identified and plans developed for its protection. Survivability is 

directly affected by dispersion, design of operational logistic processes and the allocation 

of forces to protect critical logistic infrastructure. Examples of critical logistic 

infrastructure include industrial centers, airfields, seaports, railheads, supply points, 

depots, LOCs, bridges, intersections, logistic centers, and installations. 
Planning Joint Logistics 

III-5 

 b. Strategic Guidance. At the CCDR level, planning begins with the receipt of 

strategic guidance or a planning directive and continues as the CCDR develops a mission 

statement. This JOPES planning function relates to the first two JOPP steps (Initiation 

and Mission Analysis). The staffís planning activities initially focus on mission analysis, 

which develops information to help the commander, staff, and subordinate commanders 

understand the situation and mission. Planning activities include identifying 

assumptions, planning forces, mission and desired end state. Logisticians identify critical 

logistical assumptions. During mission analysis joint logisticians must provide critical 

information to operations planners on the guidance contained in strategic logistical 

documents such as the Joint Strategic Capabilities Plan (JSCP) (Mobility and Logistic 

supplements) and related or supplemental publications. Additionally, detailed 

information on airfields, seaports, road, rail, and bridging capabilities and other critical 

infrastructure. 

 c. Concept Development 

 (1) This JOPES planning function relates to the following JOPP steps: COA 

Development, COA Analysis and Wargaming, COA Comparison, and COA Approval. 

The staff develops, analyzes, and compares valid COAs and develops staff estimates that 

are coordinated with the CSAs, and JPEC when applicable. The output is an approved 

COA along with common understanding of the enemy situation, interagency coordination 

requirements, multinational involvement (if applicable), and capability requirements. 

Logistic planners coordinate and integrate planning efforts with operational planners so 

that sustainment requirements are an integral part of COA development. The logistician 

identifies requirements and critical items and services needed and must be fully aware of 

force structure planning, time-phased force and deployment data (TPFDD) development 

and joint reception, staging, onward movement, and integration (JRSOI) requirements as 

they commence development of concepts of support (addressing supply, maintenance 

operations, deployment and distribution, HSS, engineering, logistic services, and 

operational contract support) to meet sustainment requirements from theater entry and 

operations, to redeployment and reset. It is not uncommon for logistics and support 

operations to begin prior to or concurrent with planning. Thus logistic planners and their 

concepts of support need to remain flexible and sensitive to the ever evolving operational 

requirements and changing force structure/organization of the joint force. 

 (2) During COA refinement, phasing of joint operations is done to ensure joint 

capabilities are available in the proper sequence to meet the operational requirements. 

Phasing helps the CCDR and his staff visualize and think through the entire operation and 

define requirements in terms of forces, resources, time, space, and purpose. The planning 

process routinely uses a standard phasing construct (six phases numbered from 0 to V ñ 

see figure III-2). The actual phases used will vary (compressed, expanded, or omitted 

entirely) with the joint campaign or operation and be determined by the JFC. Phases are 

designed and protracted sequentially, but some activities from a phase may continue into 

subsequent phases or actually begin during a previous phase. Transitions between phases 

are designed to be distinct shifts in focus by the joint force, and may be accompanied by 

changes in command relationships. Phase transitions will normally require changing 

priorities, command relationships, force allocation, or even the design of the operational 
Chapter III 

III-6 JP 4-0 

area, creating new support challenges. Using operational phases as the common 

denominator provides an effective method to ensure the support capabilities are provided 

when and where needed during the course of an operation. For example, during phases I 

and II (Deter and Seize Initiative), the focus may be on the rapid expansion of theater 

presence through the opening of intermediate staging bases, forward operating stations, 

and main operating bases required to sustain military operations. In these phases, a joint 

expeditionary capability to rapidly establish and initially operate a port of debarkation 

and support expanding distribution may be required to support the CCDRís operational 

requirements. A critical element of initial entry is collecting accurate port and airfield 

infrastructure information along with an understanding of projected throughput and 

expansion requirements. An example of logistics planning for an operational task would 

be planning for joint and multinational force JRSOI. During phase III (Dominate), a key 

task is sustaining combat operations. It is essential to leverage visibility during rapid and 

dispersed combat operations to see changing requirements as the situation develops. 

Phase IV (Stabilize) may include providing basic subsistence to the civil population and 

equipping of local security forces. During this phase, the logistician must plan to ensure 

that logistical support expands to meet stabilization requirements often including critical 

infrastructure repair, temporary base camp or forward operating base enhancement, and 

improved theater distribution capabilities. Improved theater distribution capabilities 

include: maturation of materiel retrograde system supporting item repair, redistribution of 

materiel, and eventual retrograde and reset of materiel and forces. Successful Phase IV 

logistic planning requires coordination with multinational, HN, interagency, IGO, NGO, 

or other agencies. Phase V (Enable Civil Authority) may require planning for 

simultaneously supporting redeployment, force regeneration, relief operations, 

community assistance, and logistic support to civil authority. 

PHASING MODEL

STABILIZE

ENABLE 

CIVIL 

AUTHORITY

PREVENT

PREPARE

CRISIS 

DEFINED

ASSURE FRIENDLY 

FREEDOM OF 

ACTION/

ACCESS THEATER 

INFRASTRUCTURE

ESTABLISH 

DOMINANT FORCE 

CAPABILITIES/

ACHIEVE FULLSPECTRUM 

SUPERIORITY

ESTABLISH 

SECURITY

RESTORE 

SERVICES

TRANSFER TO 

CIVIL 

AUTHORITY

REDEPLOY

SEIZE

INITIATIVE

SHAPE DETER DOMINATE

Phase 0 Phase I Phase II Phase III Phase IV Phase V

Figure III-2. Phasing Model 

 d. Plan Development. During the plan development function, the CCDRís staff 

will create a detailed OPLAN, OPORD, or operation plan in concept format 

(CONPLAN), with required annexes. The supported CCDR, staff and subordinate 
Planning Joint Logistics 

III-7 

commanders, and supporting commanders conduct a number of different planning 

activities to include: force planning, support planning, nuclear strike, deployment 

planning, shortfall identification, feasibility analysis, refinement, documentation, plan 

review and approval, and supporting plan development. A clear understanding of the 

CONOPS is essential to the joint logisticianís ability to meet joint force requirements. 

Because logistic support is provided through a variety of different organizations, joint 

logistic planning must provide the integration mechanism to unify all sources of support. 

The joint logistic concept of support specifies how capabilities will be delivered over 

time, it identifies who is responsible for delivering a capability, and it defines the critical 

logistical tasks necessary to achieve objectives during the phases of the operation. The 

logistic concept of support coordinates the capabilities of joint, multinational, host nation, 

interagency, IGO, NGO, plus Active Component and Reserve Component forces. Two 

planning activities logisticians are most involved in are: 

 (1) Support Plan Development. The purpose of support planning is to 

determine the sequence of the personnel, logistics, and other support required to provide 

supply, maintenance operations, deployment and distribution, HSS, engineering, logistic 

services and operational contract support in accordance with the CONOPS. Support 

planning is conducted in parallel with other planning, and encompasses such essential 

factors as EA identification; assignment of responsibility for base operating support; 

airfield operations; HSS; aeromedical evacuation; personnel services; handling of 

prisoners of war and detainees; theater general engineering policy; logistic-related 

environmental considerations; support of noncombatant evacuation operations and other 

retrograde operations; disposal; and nation assistance. Support planning is primarily the 

responsibility of the Service component commanders and begins during CONOPS 

development. Service component commanders identify and update support requirements 

in coordination with the Services, USJFCOM, DLA, and USTRANSCOM. They initiate 

the procurement of critical and low-density inventory items; determine HNS availability; 

develop plans for asset visibility; and establish phased delivery plans for sustainment in 

line with the phases and priorities of the CONOPS. They develop plans for battle damage 

repair; retrograde of reparables; container management; force and LOC protection; and 

transportation and support that are aligned with the CONOPS. Service component 

commanders continue to refine their sustainment and transportation requirements as the 

force providers identify and source force requirements. During distribution planning, the 

supported CCDR and USTRANSCOM resolve gross distribution feasibility questions 

impacting intertheater and intratheater movement and sustainment delivery. 

USTRANSCOM and other transportation providers identify air, land, and sea 

transportation resources to support the approved CONOPS. These resources may include 

apportioned intertheater transportation, GCC-controlled theater transportation, and 

transportation organic to the subordinate commands. USTRANSCOM and other 

transportation providers develop transportation schedules for movement requirements 

identified by the supported commander. A transportation schedule does not necessarily 

mean that the supported commanderís CONOPS is transportation feasible; rather, the 

schedules provide the most effective and realistic use of available transportation 

resources in relation to the phased CONOPS. Mobilization planning includes two 

processes: the military mobilization process by which the Nationís Armed Forces are 
Chapter III 

III-8 JP 4-0 

brought to an increased state of readiness, and the national mobilization process of 

mobilizing the national economy to meet non-defense needs as well as sustaining the 

Armed Forces across the range of military operations. 

 (a) Transportation Feasibility. Transportation refinement simulates the 

planned movement of resources that require lift support to ensure that the plan is 

transportation feasible. The supported commander evaluates and adjusts the CONOPS to 

achieve end-to-end transportation feasibility if possible, or requests additional resources 

if the level of risk is unacceptable. Transportation feasibility determination will require 

concurrent analysis and assessment of available strategic and theater lift assets, 

transportation infrastructure, and competing demands and restrictions. 

 1. USTRANSCOM supports GCCs with coordinated transportation 

planning expertise required during the contingency planning process. This includes 

reviewing the JSCP tasking, analyzing supported CCDR requirements registered in the 

JOPES for transportation feasibility, and advising the CCDR of changes required to 

produce a sustainable force deployment concept. 

 2. The CCDR conducts movement planning to ensure the time-phasing 

arrival of forces supports the employment plan. The time-phased sequencing of forces 

supports JOPES, and once prepared for use is called the TPFDD, which is the basis for 

transportation feasibility assessments. Retrograde and the movement of detainees, 

courier missions, initial contingency sustainment, and others as designated should be 

assessed to predict impact upon strategic transportation and overall transportation 

feasibility. 

 (b) Logistics Supportability Analysis (LSA). The LSA, as outlined in CJCS 

Instruction (CJCSI) 3110.03C, Logistics Supplement to the Joint Strategic Capabilities 

Plan (JSCP), provides a broad assessment of core logistic capabilities required to execute 

the CCDR plans. The LSA is a critical plan assessment tool that seeks to define the total 

unconstrained logistical requirement for execution of a CONOPS. The LSA findings 

should highlight deficiencies and their associated risk to supporting theater operations. 

The LSA assesses each core logistic capability, and is usually accomplished as part of 

plan development and updated during plan assessment. 

 1. Critical Items. Critical supplies and materiel must be identified 

early in the planning process. Critical items are supplies vital to the support of operations 

that are in short supply or are expected to be in short supply. Critical items may also be 

selected mission-essential items that are available but require intense management to 

ensure rapid resupply for mission success. Special handling, transportation and storage 

of requisitions or requests for transportation of critical items may be required. 

 2. Limitations. Logistic planners must understand the limiting factors 

affecting deployment, sustainment, and redeployment degrading the ability to support a 

campaign or OPLAN. Identifying limitations en route to or within the theater is the first 

step in coordinating activities to avoid overloading LOCs. Traditionally, limited 
Planning Joint Logistics 

III-9 

unloading capacities at ports and airfields, lack of asset visibility, and limited inland 

transportation have constrained the operational reach of combat forces. Logistic planners 

must anticipate congestion and seek solutions to limitations. Finally, if multinational 

operations are planned, the impact of multinational land, naval, and air forces competing 

for real estate, ship berthing and unloading facilities, transportation, labor, and 

construction materials on US force deployment and employment plans must be assessed. 

Planners must evaluate the impact of using seaports of debarkation (SPODs), aerial ports 

of debarkation (APODs), and/or joint logistics over the shore when preparing for 

operations. 

 3. Logistic Outsourcing. Planning for the use of contracted capabilities 

is a complex undertaking. It must address both contracting capability and the 

management of contractor personnel. Planning for contract support is complicated by the 

fact that support flows from inside and outside the theater. 

Detailed planning should be done for both contracting support (contracting support plan) 

and contractor (personnel) integration (either integrated into appropriate functional areas 

of the plan or in a separate contractor integration plan annex). Such plans need to be at a 

level of detail appropriate to ensure contract support is fully integrated and on par with 

forces planning (e.g., in TPFDD). Planning should identify sources of supplies and 

services from civilian sources and integrate them with operational requirements. The 

Services have existing contracts whose capabilities include planning for worldwide and 

country-specific logistics support and execution of logistic support plans during 

contingencies. Contract support in a JOA is provided by theater support, external support 

(e.g., Navy fleet husbanding support and Defense Energy Support Center [DESC] fuels 

contracts), and systems support contracts. 

Refer to JP 4-10, Operational Contract Support, for additional information.

 4. Threat. Logistic units and installations are also high-value assets 

that must be safeguarded by both active and passive measures. Active measures must 

include a defense plan for logistics with provisions for reinforcement and fire support. 

Passive measures include dispersion, physical protection of personnel and equipment, 

deception, and limiting the size of an installation to what is essential for the mission. 

Although the physical environment will most often only degrade logistic capabilities 

rather than destroy them, it must be considered when planning. Logistic operations are 

particularly vulnerable to weapons of mass destruction (WMD) that deny, temporarily 

hamper, or restrict the use of critical infrastructure (e.g., aerial ports and seaports of 

embarkation, APODs/SPODs) and prepositioned assets. Survivability in a CBRN 

environment presents additional challenges and will dictate planning for dispersion and 

the allocation of protective forces at critical nodes of the logistic infrastructure ñ 

particularly within the theater. Decentralization and redundancy are critical to the safety 

of the logistic system supporting the CCDR. Planners must also consider alternate 

APODs and SPODs in the event that WMD use denies access to the primary sites or 

trans-load operations that enable continued use in a contaminated primary site. 

Additionally, WMD use on ports may affect the ability and willingness of civilian 

flagged carriers, (Voluntary Intermodal Sealift Agreement and civil reserve air fleet) to 
Chapter III 

III-10 JP 4-0 

use these ports. The allocation of reserves, development of alternatives, and phasing of 

logistic support contribute to survivability. All force protection initiatives for traditional 

and irregular threats must emphasize security of logistic support. 

For further information on logistic planning considerations in CBRN environments, see

JP 3-11, Operations in Chemical, Biological, Radiological, and Nuclear (CBRN) 

Environments. For additional information on planning development refer to JP 5-0, Joint 

Operation Planning. For specific information on deployment planning refer to JP 3-35,

Deployment and Redeployment Operations. 

 (c) Logistics Synchronization Matrix. One product of detailed planning is 

a synchronization matrix, which allows the CCDR and his staff to display many of the 

known activities of the operation by phases, functional areas and operating systems. It 

also allows the CCDR to assign responsibility for task accomplishment and identify 

metrics for future execution monitoring. The joint logistic concept of support is 

synchronized with the OPLAN. Particular attention is given to linking critical joint 

logistical tasks and responsibilities to key operational objectives and vice versa. The 

joint logistician develops his own logistic synchronization matrix (or decision support 

tool) as part of joint logistic detailed planning, which can assist in identifying logistical 

requirements matched to force deployment and sustainment actions, operational phasing, 

scheme of maneuver, and the generation of logistic theater capabilities. 

 (2) The deliverable product at the conclusion of plan development is a 

completed joint logistic concept of support which resides in the base plan and logistic 

annex to an OPLAN/OPORD. CCDRs follow the guidelines for contingency planning in 

Enclosure CJCSM 3122.03C, JOPES, Volume II, Planning Formats. 

 e. Assessment (Plan Refinement, Adaptation, Termination, or Execution). 

The supported commander extends and refines planning while supporting and 

subordinate commanders complete their plans. Branch plans and other options continue 

to be developed. The CCDR and staff continue to evaluate the situation for any changes 

that would trigger plan refinement, adaptation, termination, or execution. 

 (1) Preparation for execution. This consists of activities performed by joint 

forces to improve the ability to execute an operation. Preparation includes, but is not 

limited to, plan refinement; rehearsals; intelligence, surveillance, and reconnaissance; 

coordination; inspections; and movement. Preparation creates conditions that improve 

friendly forcesí opportunities for success. It facilitates and sustains transitions, including 

those to branches and sequels. 

 (a) Modeling, Simulations, and Exercises. The planning process now 

requires the CCDR to conduct modeling and simulations to test operational concepts as 

early as COA development to identify potential risks or impediments that could prevent 

mission success. The use of war games, simulations, or table exercises often enable joint 

logisticians to work directly with the operations planners as they seek to conduct 

assessments and identify risk. During these events, the joint logisticians must be able to 
Planning Joint Logistics 

III-11 

portray how well the logistic concept of support integrates and nests with the CONOPS. 

In addition, the joint logistician must be able to refine the logistic concept of support 

dynamically if a wargame, simulation, or exercise demonstrates a need for a change. 

Members of a joint US and Australian civil affairs team discuss the logistics of a 

Red Cross contingent delivering supplies and humanitarian aid to a simulated 

refugee camp as part of an exercise designed to train in planning and conducting 

combined task force operations. 

 (b) Rehearsals. Rehearsals are used as another tool to assess the 

effectiveness of the concept of support, to familiarize supporting joint forces with the 

concept, and to provide all concerned with confidence in the selected concept. 

Rehearsals help to clarify roles and responsibilities, and are essential to effectively 

prepare for execution of an operation. There are many forms of rehearsals which have 

historically improved operational execution and these include: review of concept drills, 

exercises and table tops. Rehearsals are usually part of Step 4 of JOPP activities. 

 (2) In order to monitor the progress or effectiveness of plans in execution, 

logisticians and various subject matter experts identify expected outcomes from the 

concept of support that will be used to assess logistics progress. Identifying shared 

measures of effectiveness (MOEs) and MOPs at key nodes aids this comparison, but the 

ultimate MOE is the delivery of expected combat power at the time and location the 

CCDR requires. Coordination with Service logistic components and supporting 

commands will help ensure correct MOEs and MOPs are identified, understood, and 

valid. 

 

4. Joint Logistic Planning Considerations 

Military operations require specific logistical support starting at the strategic level 

in the national industrial base and ending at the tactical level where required sustainment 
Chapter III 

III-12 JP 4-0 

is delivered on time, at the right place, in the right quantity. The principal focus of joint 

logistic planning is at the operational level. The challenge for logisticians is to link 

strategic resources to tactical unit requirements. Joint logistic planning is the accurate 

identification of future requirements and the development of a scheme or method of 

meeting those requirements through the synchronization of logistic capabilities and 

resources in time and space. The objective of joint logistic planning is to fully integrate 

and coordinate support and operational execution to ensure sustained operational 

readiness of the joint force. 

 a. Organizing for Joint Logistic Planning. Operations and logistics are 

inseparable. After the execution of a joint operation, the CCDRís planning generally 

occurs in three distinct but overlapping timeframes and organizational elements: future 

plans, future operations, and current operations. Logisticians may not be on any planning 

cell on a full time basis, however, a coordinated staff battle rhythm, information 

technology, and staff management may facilitate support to the numerous planning or 

coordination cells. Operations and logistics are most effectively integrated as part of a 

collaborative planning process that includes subordinate component commands, 

supporting commands and global providers. Collaborative, inclusive planning helps 

prevent unnecessary duplication or overlap of logistical functions among the Service 

component commands, and ensures early identification of risks associated with shortfalls 

in support capabilities. 

 (1) Future Plans. Future planning usually occurs in a joint planning group or in 

the plans directorate of a joint staff (J-5). In order to develop possible concepts of 

support and identify sustainment risks early in the planning process logisticians should be 

members of the future plans cells providing subject matter expertise as necessary. The 

time horizon for future plans varies according to the level of command, type of operation, 

commanderís desires, and other factors. Typically, the emphasis of future plans is on 

planning the next phase of operations or sequels to the current. 

 (2) Future Operations. Future operationsí planning usually occurs in the 

operations directorate of a joint staff (J-3) or in the joint operations center. A future 

operations planning team normally works on branch plans, revising planning 

assumptions, and other assigned tasks. Joint logistic expertise is required in this planning 

function as well. The current conditions, the readiness of the logistical resources and 

capacity available to the supported commander become critical elements of information 

in developing branches and sequels to an existing plan. The timeframe for future 

operations planning varies but the period typically is more near-term and focused on the 

current operation or a soon-to-be executed plan. 

 (3) Current Operations. Current operationsí planning is normally conducted in 

the joint operations center, and addresses the immediate or very near-term planning 

issues associated with ongoing operations. This type of planning has a very short time 

horizon, and results in fragmentary orders (FRAGOs) directing rapid action by the joint 

force. Normally, the joint logistics input to this type of planning is provided from the 
Planning Joint Logistics 

III-13 

logisticians in the operations center, with reach back to the joint logistics fusion or 

sustainment centers. 

Marines discuss plans for handling wildfire evacuees at the Regimental 

Information Facility on Camp San Mateo, Camp Pendleton, CA. 

 b. Demands of an Expanding Force. Execution of an OPORD or campaign plan 

or response to a crisis may be accompanied by general expansion of the Armed Forces of 

the United States. Historically, demand for items increases faster than the supply system 

can provide, and special management actions might become necessary. To anticipate 

campaign priorities, planners must: provide instructions or guidance for redistributing 

common-use assets from low to high-priority organizations within the command; obtain 

assets from external sources with lower priority needs; control the allocation of new 

assets in short supply; and provide efficient means to retrograde, repair, and then reissue 

critical items. 

 c. Balancing Push and Pull Resupply. Automatic (push) resupply works best for 

commodities and classes of materiel with constant usage rates (e.g., rations). It is 

particularly useful for establishing and maintaining the stocks of common-user items, 

which may then be distributed within the theater. Requisitioning (pull) is preferable for 

variable usage rate requirements (e.g., repair parts). Properly used and regulated, a 

combination of push and pull resupply will reduce unused or wasted space by adding 

predictability as well as combining compatible loads, thus resulting in a more effective as 

well as more efficient use of transportation assets and the logistic footprint in-theater. 

Current logistic initiatives are designed to further reduce the logistic footprint, increase 

the velocity and visibility of resupply, and emphasize pull resupply for maximum 

efficiency. In this regard, planners must realize that for certain commodities such as 

repair parts and major end-items, the Services have oriented their logistic system to a pull 

system, heavily reliant on information systems and a rapid, time-definite distribution 

system. Whether a push or pull system is employed, planners must determine planning 
Chapter III 

III-14 JP 4-0 

factors based on the mission and environment and maintain the flexibility to adjust 

planning factors and resupply methods as circumstances dictate. 
CHAPTER IV 

EXECUTING JOINT LOGISTICS 

IV-1 

1. Introduction 

 a. The term ìexecuting joint logisticsî in this publication is used to describe 

actions and operations conducted by joint logistic forces in support of the JFC mission. 

Force reception, theater distribution, and MA are examples of joint logistic operations. 

Since joint logistic operations span the strategic, operational, and tactical levels, the 

transition from planning to execution is critical. 

 b. In todayís ever-changing operating environment, planning and executing 

operations often occur simultaneously. Even though these two functions may be running 

concurrently, it is critical that planning outputs serve as inputs to the execution function. 

Planning fidelity must translate into executable actions for those forces assigned to the 

JFC to accomplish the stated mission. An up to date logistic concept of support is the 

critical planning output that serves as the ìexpectationî against which the logistician 

measures execution. The logistician should be able to monitor, assess, and direct (when 

required) logistical operations in order to assure that the concept of support is being 

effectively executed. 

2. Joint Logistic Execution 

 JFCs must be able to adapt to evolving mission requirements and operate effectively 

across a range of military operations. These operations differ in complexity and duration. 

The joint logistician must be aware of the characteristics and focus of these operations 

and tailor logistical support appropriately. This range of military operations extends from 

shaping activities to major operations and campaigns. Joint logisticians must have a 

general understanding of the diversity, range, and scope of military operations and 

understand their role in each type of operation. 

 a. Military Engagement, Security Cooperation, and Deterrence. Shaping 

activities include military engagement, security cooperation, and deterrence. Developing 

mutually supportive relationships to enhance coordination between regional partners and 

CCDRs is an important enabler for joint logistic operations. The US and multinational 

partners collaborate in order to expand mutual support and leverage each others' 

capabilities to quickly respond to future contingencies. Effective joint logistic operations 

in peacetime provide the foundation for an expanded role in later crisis and provide 

additional warfighting flexibility. Specific issues that can be addressed in peacetime 

include: 

ìItís through information technology that we will have the visibility of the 

processes that we will further validate. And itís time to do the same thing 

with the supply chainóstart to finish, factory to foxhole.î 

--General John W. Handy, US Air Force 

Commander, USTRANSCOM (October 2001- September 2005)
Chapter IV 

IV-2 JP 4-0 

 (1) Securing interagency approvals and permissions, normally through the 

country team, to execute events and establish the supporting infrastructure for DOD 

activities. 

 (2) Address partner nation (PN) and regional sensitivities, changing politics, 

and overall stability. These issues play heavily on where and when DOD can secure 

permissions for events and support. Successful execution of bilateral events, for 

example, does not guarantee continued access in the near-term. PNs often need extended 

timelines before they are prepared to permit additional bilateral or multilateral events. 

Additionally, positive US relations and successful bilateral engagement in one nation can 

impact US interests in other regional locations. 

 (3) Determining optimal presence and posture: Persistent DOD presence in 

other nations is generally less supported by both country teams and partner nation 

governments. Maintaining a low visibility signature to US DOD presence and activities 

is often the only way we can secure requisite interagency and PN permissions. In some 

instances, interagency and/or PN desires/mandates not only limit/restrict US military 

presence, but also apply to US civilian contractors. In these instances, logistic support 

(or construction) must be executed through local nationals or third-country nationals. 

 (4) Developing formal agreements/permissions between the US and many 

developing nations (e.g., status-of-forces agreements, ACSAs): US law and military 

regulations often involve long approval processes and restrictions on the types of funding 

authorized. 

 b. Crisis Response and Limited Contingency Operations. Crisis response and 

limited contingency operations are usually single, small-scale, limited-duration 

operations. Many of these operations involve a combination of military forces and 

capabilities in close cooperation with other government agencies, IGO and NGO 

elements. Logisticians must understand multinational and interagency logistical 

capabilities and coordinate mutual support, integrating them into the joint operation when 

appropriate. Efforts during peacetime shaping operations to develop partner capacities 

can pay dividends in these types of operations. Many crisis response missions, such as 

foreign humanitarian assistance and disaster relief operations, require time-sensitive 

sourcing of critical commodities and capabilities, and rapid delivery to the point of need. 

In these operations, joint logistics is most often the main effort. Civil support refers to 

the unique DOD ability to provide support to civil authorities. DOD responds to requests 

for support under the National Response Framework to civilian authorities. Upon 

approval by SecDef, or at the direction of the President, DOD resources may be used to 

support federal, state, local, and tribal authorities. These operations frequently involve 

supplying food and water, providing medical support, aeromedical evacuation, creating 

temporary shelter, providing contracting support, conducting distribution operations and 

assisting in the evacuation of the populace. In the event of an incident involving CBRN 

or high-yield explosives, joint logistics operations may also involve providing specific 

consequence management support, such as emergency clearance of debris and restoration 

of essential public services. For other capabilities, such as MA, state and local medical 
Executing Joint Logistics 

IV-3 

examiners or coroners normally maintain jurisdiction. When this is the case, DOD 

should be prepared to support as needed. 

For additional information see JP 3-28, Civil Support. 

Marines use a rough terrain forklift to offload humanitarian relief 

supplies from a Navy landing craft on the beach in Biloxi, 

Mississippi during Hurricane Katrina relief operations. 

 c. Major Operations or Campaigns. Major operations or campaigns typically 

involve the deployment, sustainment, and retrograde of large combat forces. Joint 

logisticians develop support plans for the duration of the operation, as well as the return 

of equipment to continental United States (CONUS) or other locations. These plans often 

leverage contractor support to alleviate logistical capability shortfalls. The primary 

challenges for logisticians during these types of operations are gaining visibility of the 

requirements, sensing competing priorities and adjusting continuously as the situation 

unfolds to ensure sustained readiness over time. A critical planning requirement during 

major operations is to plan for the transition to phase IV (Stability), and phase V (Enable 

Civil Authority), where logisticians will have competing requirements to include 

supporting stability operations, providing basic services and humanitarian relief, and 

assisting reconstruction efforts, while redeploying a large number of forces and 

equipment. The retrograde of contaminated materiel will require special handling to 

control contamination and protect the force and mission resources from CBRN hazards.

3. Framework for Joint Logistics 

 a. Organizing for Execution. The CCDRís logistic staff must be able to rapidly 

and effectively transition from peacetime/planning activities to monitoring, assessing, 

planning, and directing logistic operations throughout the theater. This transition may 

occur through the directed expansion of the joint logistics operations center (JLOC) 

and/or the CCDRís joint deployment and distribution operations center (JDDOC). The 

CCDRís or JFCís staff is augmented (either physically or virtually) with representatives 
Chapter IV 

IV-4 JP 4-0 

Trucks from Kellogg Brown and Root and US Marines travel over 

alternate supply route Long Island during a tactical convoy to Camp 

Ramadi, Iraq. 

from Service components, USTRANSCOM and other supporting CCDRs, CSAs, and 

other national partners or agencies outside the commandís staff. For example, each GCC 

has established a JDDOC to synchronize and optimize the flow of arriving forces and 

materiel between the intertheater and intratheater transportation. As the operational 

tempo increases during a contingency or crisis, additional joint logisticians and selected 

subject matter experts (maintenance, ordnance, supply, etc.) can augment JDDOCs and 

use established networks and command relationships instead of creating new staffs with 

inherent startup delays and inefficiencies. This expanded organization must be organized 

and situated to ensure increased coordination and synchronization of requirements in the 

deployment and distribution process. This organization must have clear roles and 

responsibilities between the various elements and clearly understood relationships 

between the logistical elements and the combatant command staff. 

 b. Technology. Logisticians use a variety of automated tools to assist in planning 

and execution. 

See Chapter V, ìControlling Joint Logistics,î for more information on technology. 

 c. Achieving Situational Awareness. A role of the joint logistician is to support 

the CCDR in achieving situational awareness in order to make decisions, and disseminate 

and execute directives. Maintaining situational awareness requires maintaining visibility 

over the status and location of resources, over the current and future requirements of the 

force, and over the joint and component processes that deliver support to the joint force. 

This kind of visibility is the key to continuously monitoring progress and is enabled by 

operational inputs which serve to inform joint logisticians about the current situation. 

Service reports, operational summaries, and logistical situation reports all serve to expand 

the joint logisticianís awareness of the JOA. Awareness is enhanced through automated 

systems and reports such as the Defense Readiness Reporting System, munitions report, 
Executing Joint Logistics 

IV-5 

or bulk petroleum contingency report. Collectively this information enables joint 

logisticians to assess planned versus actual consumption in order to detect possible 

shortfalls, predict requirements and develop possible solutions to issues. This data should 

be used to predict requirements and capabilities near-term (10 days or less), mid-term 

(about 30 days), or long-term (next operational phase). 

 d. Battle Rhythm. The combatant commander will establish a battle rhythm for 

the operation along with mechanisms for establishing and maintaining visibility for all 

functional areas, to include logistics. The joint logistician must develop a supporting 

battle rhythm for the sustainment staff that builds off the JFC battle rhythm. 

Synchronizing logistic reporting with operational updates, ensuring that the operational 

planning cycle is part of the logistical battle rhythm, and minimizing shift changes at 

critical points in the battle rhythm will enable more effective execution. Additionally, 

tying the battle rhythm to the component logistical elements will provide more accurate 

situational awareness and promote better integrated support to the joint force. 

 e. Joint Logistic Boards, Offices, Centers, Cells, and Groups. The joint 

logistician will often use boards, centers, or other organizations to assist the J-4 staff in 

executing joint logistic operations, by prioritizing and/or allocating resources, controlling 

functions or prioritizing requirements. More information about these organizations can 

be found in Appendix C, ìJoint Logistic Boards, Offices, Centers, Cells, and Groups.î 

 

f. Synchronization Matrix. A synchronization matrix or decision support 

tool/template serves to establish common reference points to help assess the progress of 

an operation. Joint logisticians may use a matrix to assess expected progress against 

actual execution and recommend adjustments as needed. A logistic synchronization 

matrix is built around the concept of the operation, and normally contains the phasing of 

the operation over time along the horizontal axis. The vertical axis normally contains the 

functions that the joint logistician is responsible to integrate as part of a concept of 

support. The body of the matrix contains the critical tasks, arrayed in time and linked to 

responsible elements for execution. It is this sort of decision support tool that enables the 

logistician to ìseeî into the future, ìassessî against the current situation, and develop 

options for effective support that respond to a changing operational environment. 

g. Commanderís Critical Information Requirements (CCIRs). CCIRs are key 

data that the CCDR has identified as being critical to his decision making and mission 

success. Joint logisticians must ensure that CCIRs are a part of every operational update, 

and must ensure that functions, resources or processes directly linked to CCIRs are given 

highest priority. Operational adjustments or branch plans may be necessary if CCIRs 

cannot be collected to ensure mission success. Joint logisticians will most often use 

friendly forces information requirements to guide decision making, those requirements 

are often a direct reflection of resources (force availability, unit readiness, or materiel 

availability). 

 
Chapter IV 

IV-6 JP 4-0 

4. Concluding Joint Logistic Operations 

 Joint logistic operations are always ongoing, but it is possible that some logistic 

operations could be complete before the operation has been completed. For example, 

force reception operations could be complete when forces have moved to the tactical 

assembly area, have been placed under the control of the commander for integration and 

employment, and no other forces are flowing into the JOA. It is important for joint 

logisticians to monitor these transitional activities and ensure logistical resources used for 

the completed actions are either given new tasks, or the resources are redeployed back to 

home station. When operations are complete, joint logisticians should participate in the 

lessons learned process to review processes, roles, authorities, and the execution of the 

operation. 
CHAPTER V 

CONTROLLING JOINT LOGISTICS 

V-1 

1. Introduction 

 This chapter describes the authorities, organizations, and control mechanisms that 

enable the synchronization of logistics in support of the CCDR. JP 3-0, Joint Operations, 

identifies C2 as a joint function. Command includes both the authority and responsibility 

for effectively using available resources and the art of motivating and directing people 

and organizations to accomplish missions. Control is inherent in command; however, the 

joint logistician will rarely have unity of joint logistics command, and subsequently 

control of joint logistics is more challenging. Control of joint logistics involves 

organizing the joint staff and operational level logistic elements and their capabilities to 

assist in planning and executing joint logistic support operations, integrating and 

synchronizing responsibilities, designating lead Service responsibilities and developing 

procedures to execute the CCDRís directive authority for logistics (DAFL) when 

required. While logistics remains a Service responsibility, there are processes and tasks 

that must be considered when developing a concept of support in order to optimize joint 

logistic outcomes. 

2. Authorities and Responsibilities 

 The purpose of this section is to further describe authorities and responsibilities for 

logistics and underscore their importance in implementing joint logistics. These 

authorities are necessary to effectively control joint logistics and are not intended to 

supersede the responsibility of the Services to provide support to their own forces. 

 a. Title 10, USC, and DODD 5100.1, Functions of the Department of Defense and 

Its Major Components, describe the statutory requirements for each Military Department 

to provide logistical support to assigned forces. Title 10, USC, also describes the basic 

authority to perform the functions of command that include organizing and employing 

commands and forces, assigning tasks, designating objectives, and ìgiving authoritative 

direction to subordinate commands and forces necessary to carry out missions assigned to 

the command.î This authority includes all aspects of military operations, joint training, 

and logistics. Services are responsible to prepare for such employment (of Service 

forces), and for such recruiting, organizing, supplying, equipping (including those aspects 

of research and development assigned), training, servicing, mobilizing, demobilizing, 

administering, and maintaining ready forces. 

 b. Combatant command (command authority) (COCOM) over assigned forces is 

vested only in the commanders of combatant commands by Title 10, USC, and cannot be 

"Logistic considerations belong not only in the highest echelons of military 

planning during the process of preparation for war and for specific wartime 

operations, but may well become the controlling element with relation to 

timing and successful operation." 

--Vice Admiral Oscar C. Badger II, US Navy 

Address to the Naval War College, 1954 
Chapter V 

V-2 JP 4-0 

delegated or transferred. This authority over assigned forces includes DAFL, which 

gives the CCDR the authority to organize logistic resources within theater according to 

the operational needs. 

 c. Directive Authority for Logistics. Commanders of combatant commands 

exercise authoritative direction over logistics, commonly referred to as DAFL, in 

accordance with Title 10, USC, Section 164. The CCDR may delegate directive 

authority for as many common support capabilities to a subordinate JFC as required to 

accomplish the assigned mission. For some commodities or support services common to 

two or more Services, one provider may be given DOD EA responsibility by SecDef or 

the Deputy Secretary of Defense. However, the CCDR must formally delineate this 

delegated authority by function and scope to the subordinate JFC or Service component 

commander. The exercise of DAFL by a CCDR includes the authority to issue directives 

to subordinate commanders, including peacetime measures necessary to ensure the 

following: effective execution of approved OPLANs; effectiveness and economy of 

operation; and prevention or elimination of unnecessary duplication of facilities and 

overlapping of functions among the Service component commands. 

 (1) The President or SecDef may extend this authority to attached forces when 

transferring forces for a specific mission, and should specify this authority in the 

establishing directive or order. 

 (2) A CCDRís directive authority does not: discontinue service responsibility 

for logistic support; discourage coordination by consultation and agreement; or disrupt 

effective procedures or efficient use of facilities or organizations. Unless otherwise 

directed by SecDef, the Military Departments and Services continue to have 

responsibility for the logistic support of their forces assigned or attached to joint 

commands, subject to the following guidance. 

 (a) Under peacetime conditions, the scope of the logistic authority 

exercised by the CCDR will be consistent with the peacetime limitations imposed by 

legislation, DOD policy or regulations, budgetary considerations, local conditions, and 

other specific conditions prescribed by SecDef or CJCS. 

 (b) Under crisis action, wartime conditions, or where critical situations 

make diversion of the normal logistic process necessary, the logistic authority of CCDRs 

enables them to use all facilities and supplies of all forces assigned to their commands as 

necessary for the accomplishment of their missions. The President or SecDef may extend 

this authority to attached forces when transferring those forces for a specific mission and 

should specify this authority in the establishing directive or order. 

 d. Administrative Control. Administrative control (ADCON) is the direction or 

exercise of authority over subordinate or other organizations with respect to 

administration and support, to include the organization of Service forces and control of 

resources and equipment. ADCON is synonymous with the administration and support 

responsibilities identified in Title 10, USC, as previously mentioned. 
Controlling Joint Logistics 

V-3 

 e. DAFL Execution. In exercising DAFL, CCDRs have an inherent obligation to 

ensure accountability of resources. This obligation is an acknowledgement of the 

Military Departments Title 10, USC, responsibilities and recognizes that the Military 

Departments do not resource their forces to support other DOD forces. In that regard, 

CCDRs will coordinate with appropriate Service components before exercising DAFL or 

delegating authority for subordinate commanders to exercise common support 

capabilities to one of their components. In keeping with the Title 10, USC roles of the 

Military Departments, CCDRs should maintain an accounting of resources taken from 

one Service component and provided to another. This accounting can be used to 

reimburse the losing Service component in kind over time within the AOR when 

possible, or can be used to pass back a requirement to DOD for resource actions to 

rebalance Military Department resource accounts. 

For more information on DAFL, refer to JP 1, Doctrine for the Armed Forces of the 

United States.

 f. Executive Agent. SecDef or the Deputy Secretary of Defense may designate a 

DOD EA and assign associated responsibilities, functions, and authorities within DOD. 

The head of a DOD component may be designated as a DOD EA. The DOD EA may 

delegate to a subordinate designee within that officialís component the authority to act on 

that officialís behalf for any or all of those DOD EA responsibilities, functions, and 

authorities assigned by SecDef or the Deputy Secretary of Defense. The nature and scope 

of the DOD EA responsibilities, functions, and authorities shall be prescribed at the time 

of assignment and remain in effect until SecDef or the Deputy Secretary of Defense 

revokes or supersedes them. EA designations are related to, but not the same as, CCDR 

lead Service designations discussed below. 

For additional information on EA, refer to JP1, Doctrine for the Armed Forces of the 

United States, for supply commodity related EAs, refer to Appendix B, ìSupply 

Commodity Executive Agents,î and for logistic-related EAs, refer to Appendix D, 

ìDepartment of Defense Logistics-Related Executive Agents.î 

 g. Lead Service. The CCDR may choose to assign specific common user logistic 

functions, to include both planning and execution to a lead Service. These assignments 

can be for single or multiple common logistical functions, and may also be based on 

phases and/or locations within the AOR. GCC lead Service assignments are normally 

aligned to Office of the Secretary of Defense-level EA designations, but this may not 

always be the case. For example, in circumstances where one Service is the predominant 

provider of forces and/or the owner of the preponderance of logistic capability, it may be 

prudent to designate that Service as the joint logistic lead. It would be rare for one 

Service logistic organization to have all the capabilities required to support an operation, 

so the CCDR may augment the lead Service logistic organization with capabilities from 

another componentís logistic organizations as appropriate. 
Chapter V 

V-4 JP 4-0 

3. Logistics Directorate, J-4 

 a. The CCDR must have the right resources to plan, execute, and control logistics 

within the joint operational area. The J-4 is the CCDRís principal staff organization 

responsible for integrating logistics planning and execution in support of joint operations. 

The J-4 staff executes itsí responsibilities by integrating, coordinating, and synchronizing 

Service component logistic capabilities in support of joint force requirements. The J-4 is 

also responsible for advising the JFC of the logistic support that can be provided, and for 

optimizing available resources to provide the most effective joint outcomes by fusing 

information to facilitate integrated, quality decision-making. Although the organizational 

considerations outlined below could apply to a CCDRís J-4 staff, they will most 

frequently be applied to subordinate joint force J-4 organizations. In addition, the J-4 and 

other logisticians support the J-3 lead in the planning and executing of requirements for 

the JRSOI process and base support installations planning and sustainment. 

b. Structure. In order to effectively conduct its responsibilities, the J-4 is 

organized around the integrating functions of planning, execution, and control, and is 

responsible for integrating the joint logistic functional capabilities across these 

integrating functions. In addition, the J-4 must be able to integrate and effectively employ 

capabilities related to multinational support (ACSA, security assistance, etc.), HN 

support, and interagency support. 

 (1) Planning. The J-4 is responsible for ensuring adequate logistic expertise is 

an integral part of the planning process. The J-4 should establish a planning cell to fulfill 

this responsibility. 

 (a) Within the strategic planning framework, this function is normally 

executed as part of the J-5 planning process. J-4 representation in the J-5 planning 

process is critical to ensure early integration of logistics in OPLANs. The number of 

personnel from the J-4 needed in the J-5 planning process is dependent on the nature and 

maturity of the plan itself. For example, more resources may be needed to provide 

supportability analysis after a COA decision than during initial mission analysis. 

 (b) Within the operational planning framework, the J-4 executes its 

responsibility as part of its operations center task. Normally an assistant battle captain is 

assigned primary responsibility to work with the operational planning cell of the J-3 to 

develop FRAGOs and other execution orders to control on-going operations. This joint 

logistic operational planning capability is key to ensuring that on-going operations can be 

effectively sustained as operational conditions change. 

 (2) Execution (Operations). The J-4 is responsible for executing and controlling 

joint logistics, and should organize to respond to anticipated or on-going operations. 

 (a) The J-4 should establish a JLOC to monitor and control the execution of 

logistics in support of on-going operations. The JLOC is an integral part of the CCDRís 
Controlling Joint Logistics 

V-5 

operations element and provides joint logistics expertise to the J-3 operations cell. The 

JLOC is tailored to the operation and staffed primarily by the J-4 staff. 

See Appendix C, ìJoint Logistic Boards, Offices, Centers, Cells, and Groups,î for 

additional information on the JLOC. 

 

 (b) Joint Deployment Distribution Operations Center. USTRANSCOM, as 

the DPO, through its Deployment and Distribution Operations Center (DDOC), 

collaborates with JDDOCs to link strategic deployment and distribution processes to 

operational and tactical functions in support of the warfighter. The geographic CCDRs 

are responsible for implementing their JDDOC core structure. The JDDOC is an integral 

organization of the GCCís staff, normally under the direction of the J-4 and collocated 

with the JLOC during operations. However, the GCC can place the JDDOC at any 

location required or under the operational control of other command or staff 

organizations. The JDDOC can reach back to the national partners to address and solve 

deployment and distribution issues for the CCDR and can have the capability to develop 

deployment and distribution plans, integrate multinational and/or interagency deployment 

and distribution, and coordinate and synchronize the movement of sustainment in support 

of the CCDRís priorities. The JDDOC structure is built around a core structure, but is 

flexible and is tailored by the CCDR after considering the operational mission, the 

During the first months of Operation IRAQI FREEDOM, battlefield 

distribution was a challenge in the southern part of the Iraqi Theater of 

Operations. As a result, the 377th Theater Support Commanderís 

Director of Support Operations and the Coalition Forces Land 

Component Commandís Chief of Sustainment integrated logistics 

functions with the goal of providing a rapid and timely flow of forces, 

material and sustainment while simultaneously reducing the logistics 

footprint. Their initiative to integrate logistics support efforts created 

a single Theater Support Command Center (TSCC) to better manage 

and coordinate Army and Marine Corps logistics. 

The TSCC achieved big dividends by pulling together functions 

traditionally performed by individual Services, within Service 

stovepipes. Integrating logistics functions, especially Class III (fuel) 

and Class V (ammunition), reduced traditional coordination measures, 

as information from activity cells fed directly to the functional fusion 

area. Integrating the functional areas reduced the time required to 

gather and fuse information, and therefore provided greater situational 

awareness, faster, to the command center. 

The TSCC synchronized, prioritized, directed, integrated and 

coordinated the common-user and cross-Service logistics functions 

necessary to accomplish the joint theater mission. 

--Iraq, March 2003 to May 2003: Joint Combined Combat Operations 
Chapter V 

V-6 JP 4-0 

operational environment (i.e., US only, allied and/or coalition participation, force 

posture) and the maturity of the theater of operations. 

 (c) Fusion Cell. Synchronizing and integrating the many joint logistics 

functional capabilities, multinational and interagency capabilities and operational 

contract support may require the J-4 to establish a location or center where the 

requirements, resources, and processes can come together in a way that provides 

knowledge to effect quality decision-making. This fusion of information is essential to 

effective logistics support and critical to enabling the J-4 to ìsee the logistics battlefieldî 

with clarity. This ìfusionî element is comprised of functional experts representing the 

joint logistics functions, and provides functional assessments, analysis, and expertise to 

the planning and execution elements of the J-4. 

 

 (d) Joint Logistics Boards, Centers and Offices. The CCDR may also 

establish boards, centers and offices to meet increased requirements and to coordinate 

logistic efforts (e.g., subarea petroleum office, joint facilities utilization board, joint 

mortuary affairs office). 

See Appendix C, ìJoint Logistic Boards, Offices, Centers, Cells and Groups,î for 

additional information. 

 

 (e) Size. The J-4ís size is tailored to meet itsí mission requirements. It is 

built around a core set of responsibilities described above in order to plan and execute 

logistic operations for the CCDR on a daily basis at the existing operational tempo. The 

core element is sized/tailored to perform its functions under ìnormalî day-to-day 

conditions and provides the continuity and theater expertise to transition to an increased 

operational tempo should a CCDR move into a contingency or crisis. 

 1. To meet increased requirements generated by planned operations or 

crisis situations, the core J-4 staff is first augmented by in-theater assets using personnel 

from the CCDRís resources. Additional resources can be requested from national assets 

using either a request for forces or joint manning document process. 

 2. The size and composition of the augmentation will vary depending 

upon mission requirements, to include the scope of the scenario and the maturity of the 

theater. For example, deployment operations may require significant JDDOC 

augmentation from USTRANSCOM to synchronize intertheater and intratheater 

movements. Additional augmentation could also be required from DLA due to the 

criticality and volume of supply support required. Other augmentation could include 

operational contract support, enhanced munitions support, or other specialized support. 

4. Logistics Execution Organizations 

 The fundamental role of joint logistics is to integrate and coordinate logistic 

capabilities from Service, agency and other providers of logistic support, and to facilitate 
Controlling Joint Logistics 

V-7 

execution of the Servicesí Title 10, USC responsibilities while supporting the everchanging needs of the JFC. 

 a. Service Logistics Control Structures. The Servicesí operational-level logistic 

control structures form the basis for joint operations, thus it is important understand how 

each Service and US Special Operations Command (USSOCOM) conducts logistics at 

the operational level. The following paragraphs briefly describe those logistic C2 

capabilities and are fundamental to understanding Service and special operations forces 

(SOF) logistics capabilities. 

 (1) Army. The overarching theater-level headquarters is the Army Service 

component command (ASCC). The ASCC is responsible for providing support to Army 

forces and common-user logistics to other Services as directed by the CCDR and other 

authoritative instructions. The theater sustainment command (TSC) is the logistic C2 

element assigned to the ASCC and is the single Army logistic headquarters within a 

theater of operations. The TSC is responsible for executing port opening, theater 

opening, theater surface distribution and sustainment functions in support of Army 

forces, and provides lead Service and EA support for designated common user logistics to 

other government agencies, multinational forces, and NGOs as directed. Additionally the 

TSC, working with the JFCís J-4, or as designated or directed, is responsible for 

establishing and synchronizing the intratheater segment of the surface distribution system 

in coordination with the JDDOC with the strategic-to-theater segment of the global 

distribution network. The TSC rapidly establishes C2 of operational level logistics in a 

specified area of operations/JOA by employing one or more expeditionary sustainment 

commands (ESCs). The ESC provides a rapidly deployable, regionally focused, forwardbased C2 capability that mirrors the organizational structure and functionality of the TSC. 

 (2) Marine Corps. The Marine expeditionary force (MEF) is the largest force 

the Marine Corps employs at the operational level. The logistics combat element (LCE) 

that supports the MEF is the Marine logistics group (MLG). The MLG is the principal 

and largest Marine logistics element. The MLG is organized to provide multifunctional 

direct support and functional general support to logistic units and combat arms and 

tactical units. A standing and experienced command and control capability, as well as an 

operations and planning capability, are organic to the MLG. It can rapidly and 

seamlessly task organize, and deploy to meet MEF mission requirements. While the 

Marine Corps does not possess an organic capability to execute operational-level 

logistics, the Marine component commander may be augmented and/or may task 

elements of an LCE to perform limited operational-level functions. Integration with 

strategic level logistical support is coordinated through the operational-level Marine 

component commander. 

 (3) Navy. Numbered fleet commanders (e.g., Fifth Fleet, Sixth Fleet, and 

Seventh Fleet) have operational logistics responsibilities within a CCDRís geographic 

boundaries. Fleet operational forces are normally organized into task forces under the 

command of a task force commander. The commander, logistics forces, executes tactical 

logistics based on numbered fleet policy, guidance and direction. The logistics task force 
Chapter V 

V-8 JP 4-0 

commander normally exercises operational control (OPCON) of assigned combat 

logistics forces and is responsible for coordinating the replenishment of forces at sea. 

 

 (4) Air Force. The air and space expeditionary task force (AETF) is the 

organizational structure for deployed US Air Force forces. The AETF presents a 

scalable, tailorable organization with three elements: a single commander, embodied in 

the commander, Air Force forces (COMAFFOR); appropriate C2 mechanisms; and 

tailored and fully supported forces. The Air Force air and space operations center 

provides operational-level C2 of Air Force forces and is the focal point for planning, 

executing, and assessing air and space operations. Although the Air Force provides the 

core manpower capability for the Air Force air and space operations center, other Service 

component commands contributing air and space forces, as well as any multinational 

partners, may provide personnel in accordance with the magnitude of their force 

contribution. The Air Force air and space operations center can perform a wide range of 

functions that can be tailored and scaled to a specific or changing mission and to the 

associated task force the COMAFFOR presents to the JFC. The Air Force forces staff is 

the vehicle through which the COMAFFOR fulfills operational and administrative 

responsibilities for assigned and attached forces, and is responsible for long-range 

planning that occurs outside the air tasking cycle. The director of logistics (A-4) is the 

principal staff assistant to the COMAFFOR for JOA-wide implementation of combat 

support capabilities and processes, to include the coordination and supervision of force 

beddown, transportation, supply, maintenance, logistic plans and programs, and related 

combat support activities. In general, the A-4 formulates and implements policies and 

guidance to ensure effective support to all Air Force forces. 

 (5) Coast Guard (USCG). USCG deployable units are capable of providing 

combat and combat support forces and as such, must be able to react rapidly to 

worldwide contingencies. In order to accomplish the many missions, deployable units 

and assets consist of high endurance cutters, patrol boats, buoy tenders, aircraft, port 

security units, maritime safety and security teams, maritime security response teams, 

tactical law enforcement teams, and the National Strike Force. Logistical support is 

provided through the USCG maintenance and logistic commands and their subordinate 

elements. When USCG units operate as part of a JTF, Coast Guard units may draw upon 

the logistic support infrastructure established by/for the JTF. These general support 

functions normally include but are not limited to the following: berthing, subsistence, 

ammunition, fuel, and accessibility to the naval supply systems. The Navy logistic task 

force commander is responsible for coordinating the replenishment, intratheater organic 

airlift, towing, and salvage, ship maintenance, and material control, as well as commodity 

management for the task force group. 

 (6) Special Operations Forces. SOF in the US are normally under the COCOM 

of Commander, US Special Operations Command (CDRUSSOCOM). When directed, 

CDRUSSOCOM provides US based SOF to a GCC. The GCC normally exercises 

COCOM of assigned and OPCON of attached SOF through the commander of a theater 

special operations command (TSOC), a subunified command. When a GCC establishes 
Controlling Joint Logistics 

V-9 

and employs multiple JTFs and independent task forces, the commander, TSOC 

(CDRTSOC) may establish and employ multiple joint special operations task forces 

(JSOTFs) to manage SOF assets and accommodate JTF/task force special operations 

(SO) requirements. Accordingly, the GCC, as the common superior, normally will 

establish supporting or tactical control command relationships between JSOTF 

commanders and JTF/task force commanders. When directed, CDRUSSOCOM can 

establish and employ a JSOTF as a supported commander. The CDRTSOC and JSOTF 

J-4s are the primary logistic control authorities for SOF. Responsibilities include 

oversight of the core logistic capabilities. The JSOTF J-4 must ensure that JSOTF forces 

are supported by the Services, which is required by Title 10, USC. The JSOTF J-4 is 

dependent on Service and joint logistic support as the primary means of support. The 

JSOTF J-4 may have to recommend and/or set priorities of support for common items 

and consolidated functions. Limited resources available to the JSOTF elements may 

require the J-4 to provide prioritization information to the JTF J-4 and/or the appropriate 

lead Service logistic organization. In addition to the core logistic capabilities, SOpeculiar support must be considered. This support includes equipment, materials, 

supplies, and services required for SO missions for which there is no Service-common 

requirement. These are limited to items and services initially designed for, or used by, 

SOF until adopted for Service-common use by one or more Military Service; 

modifications approved by CDRUSSOCOM for application to standard items and 

services used by the Military Services; and items and services approved by the 

CDRUSSOCOM as critically urgent for the immediate accomplishment of a SO mission. 

This support will be provided via USSOCOM Service component logistic infrastructures 

and in coordination with theater Service components. Logistical support to SOF units is 

the responsibility of each Serviceís logistic command and control structure and this 

responsibility exists regardless of whether the SOF unit requiring support is assigned to 

the Service component, the TSOC, JSOTF, joint psychological operations task force, or a 

joint civil-military operations task force. For rapid response operations, USSOCOM 

component commands will maintain the capability to support SOF elements for an initial 

period of 15 days. Services and/or executive agents should be prepared to support special 

operations as soon as possible but not later than 15 days after SOF are employed. 

For additional guidance on SOF logistic operations, refer to JP 3-05, Doctrine for Joint 

Special Operations, and JP 3-05.1, Joint Special Operations Task Force Operations.

 b. USTRANSCOM. USTRANSCOM serves as the single coordination and 

synchronization element on behalf of and in coordination with the JDDE community of 

interest to establish processes to plan, apportion, allocate, route, schedule, validate 

priorities, track movements, and redirect forces and supplies per the supported 

commanderís intent. This coordination and synchronization does not usurp the supported 

CCDRís Title 10, USC, responsibilities but drives unity of effort throughout the JDDE to 

support CCDRs. The supported CCDR is responsible to plan, identify requirements, set 

priorities, and redirect forces and sustainment as needed to support operations within the 

respective AOR. USTRANSCOM exercises responsibility for planning, resourcing, and 

operating a worldwide defense transportation system in support of distribution 

operations, to include reviewing taskings and analyzing supported CCDRís requirements 
Chapter V 

V-10 JP 4-0 

for transportation feasibility, and advising on changes required to produce a sustainable 

force deployment. During the deployment, sustainment, and redeployment phases of a 

joint operation, CCDRs coordinate their movement requirements and required delivery 

dates with USTRANSCOM, and supported CCDRs are responsible for deployment and 

distribution operations executed with assigned/attached force in their respective AORs. 

USTRANSCOM may also sponsor or provide other distribution process enablers, to 

include the JDDOC, DDOC-Forward, and joint task force-port opening (JTF-PO). 

Although all Services have the organic capability to execute theater opening functions, 

among other logistics tasks such as port opening and distribution, the JTF-PO provides a 

joint expeditionary capability to rapidly establish and initially operate an aerial port of 

debarkation (POD) and conduct cargo handling and port clearance/movement control to a 

forward distribution node, facilitating port throughput in support of combatant 

commander executed contingencies. JTF-PO also supports USTRANSCOMís mission of 

providing end-to-end synchronized cargo and passenger movement and common-user 

terminal management. JTF-PO is designed to be in place in advance of a deployment of 

forces, sustainment, or humanitarian/relief supplies in order to facilitate joint reception, 

staging, onward movement, integration and theater distribution. This is accomplished by 

providing an effective interface between the theater JDDOC, associated POD, and other 

organizations. In cases when a JTF-PO is utilized, Commander USTRANSCOM 

(CDRUSTRANSCOM) will retain OPCON of forces in most cases while in theater. 

However, some instances may call for forces to be transferred to the CCDR, and these 

cases will be decided by SecDef with input from CDRUSTRANSCOM and the supported 

CCDR. 

 c. USJFCOM. USJFCOM is DODís primary joint force provider and is involved 

in deployment operations under its charter to provide trained and ready joint force assets 

to geographic CCDRs as they require them. USJFCOM fulfills this responsibility by 

performing four distinct functions: joint force trainer, integrator, primary joint force 

provider, and joint deployment process owner.

 d. DLA. DLA manages, integrates and synchronizes suppliers and supply chains 

to meet the requirements of the Armed Forces of the US, military allies and coalition 

partners. When directed, DLA also supports interagency and non-DOD organizations by 

providing humanitarian and natural disaster relief. DLA provides the equipment, 

supplies and services needed for sustained logistic readiness, and supports major aviation, 

ground and maritime systems by providing tailored logistic support, by optimizing 

investment strategies and by capitalizing on commercial business practices. In addition, 

DLA has EA responsibilities for subsistence, bulk fuel, construction and barrier materiel, 

and medical materiel. DLA provides a continuous forward presence through its regional 

commands in the Pacific, Europe, and Southeast Asia, and has liaison officers attached to 

every combatant command staff to assist with planning, exercises and current operations. 

DLAís contingency support teams are also deployed to enhance theater distribution to 

meet the warfighterís needs. 

 e. Defense Contract Management Agency (DCMA). DCMA is the combat 

support agency responsible for ensuring major DOD acquisition programs (systems, 
Controlling Joint Logistics 

V-11 

supplies, and services) are delivered on time, within projected cost or price, and meet 

performance requirements. DCMA is a combat support agency whose major role and 

responsibility in contingency operations is to provide contingency contract administration 

services for external and theater support contracts and for selected weapons system 

support contracts with place of performance in the operational area and theater support 

contracts when contract administration services is delegated by the procuring contracting 

officers. 

 f. Defense Security Cooperation Agency (DSCA). DSCA serves as the DOD 

focal point and clearinghouse for the development and implementation of security 

assistance plans and programs. DSCA manages major weapon sales and technology 

transfer issues, budgetary and financial arrangements, legislative initiatives and activities, 

and policy and other security assistance matters. DSCA has oversight responsibilities for 

DOD elements in foreign countries responsible for managing security assistance 

programs, and oversees the DOD Humanitarian Assistance Program that provides 

nonlethal property to authorized recipients. DSCA arranges DOD funded and space 

available transportation for nongovernmental organizations for delivery of humanitarian 

goods to countries in need; coordinates foreign disaster relief missions; and, in concert 

with DLA, procures, manages, and arranges for delivery of humanitarian daily rations 

and other humanitarian materiel in support of US policy objectives. 

5. Logistic Control Options 

 The need for rapid and precise response under crisis action, wartime conditions, or 

where critical situations make diversion of the normal logistic process necessary in the 

conduct of joint operations, the CCDRís logistic authority enables him to use all logistic 

capabilities of all forces assigned as necessary for the accomplishment of the mission. 

The President or SecDef may extend this authority to attached forces when transferring 

those forces for a specific mission and should specify this authority in the establishing 

directive or order. The CCDR may elect to control logistics through his J-4 staff tailored 

and augmented as discussed in paragraph 3 (Logistics Directorate, J-4). The CCDR may 

also decide to control joint logistics through a subordinate logistics organization. In these 

instances, the CCDR will delineate the authorities and command relationships that will be 

used by the subordinate commander to control logistics. In both cases, the CCDR 

expects effective control of joint force logistics by fusing procedures and processes to 

provide visibility and control over the logistic environment, and integrating joint logistic 

planning with operations planning. Control of joint logistics is enhanced by how 

effectively the logistician combines the capabilities of the global providers and the 

Serviceís logistic elements with the JFCís requirements in a way that achieves unity of 

effort. 

 a. Staff Control. The J-4 staff may be used to support a wide range of operations 

including campaigns; complex and/or long duration major operations; or complex 

operations involving multiagency, IGO, NGO and/or multinational forces, if properly 

augmented. For example, the staff may be expanded and scoped to provide increased 

movement control or material management capabilities; it could be augmented with a 
Chapter V 

V-12 JP 4-0 

robust operational contracting capability; the J-4 could receive augmented capability to 

coordinate multinational support operations, or expanded to execute JOA-wide 

infrastructure rebuilding missions. When exercising this option the CCDR must specify 

the control authorities being bestowed on the J-4 and the control authorities this staff 

office will have when working with the components logistics elements. Taskings to 

Service component logistic elements in this case must come from formal tasking orders 

issued through the CCDR J-3. The ìlogistics task orderî, which could come in the form 

of a FRAGO, formalizes the authorities given the J-4 by the JFC, and enables the rapid 

response to operational logistic requirements. 

 b. Organizational Control. As another alternative for controlling the major 

operations outlined above, the CCDR may elect to assign responsibility to establish a 

joint command for logistics to a subordinate Service component. The senior logistics 

headquarters of the designated Service component will normally serve as the basis for 

this command, an organization joint by mission (e.g., campaigns, major operations, 

humanitarian missions), but not by design. When exercising this option, the CCDR 

retains directive authority for logistics, and must specify the control and tasking 

authorities being bestowed upon the subordinate joint command for logistics, as well as 

the command relationships it will have with the Service components. This command 

would control logistic taskings as directed by the CCDR and must not infringe on the 

authorities and responsibilities as specified in paragraph 2 (Authorities and 

Responsibilities). The CCDR would augment this joint command as required with joint, 

agency and other Service capabilities to effectively integrate and control logistic 

requirements, processes and systems, and with forces made available. 

6. Technology 

 a. The rapid advance of technology, if leveraged effectively, can enable the CCDR 

to effectively control logistics within the operational area. Technology, in the form of 

information systems, decision support tools and evolving communications capabilities 

can improve visibility of logistic processes, resources and requirements and provide the 

information necessary to make effective decisions. These technologies can also 

contribute to a shared awareness that enables the CCDR to focus capabilities against the 

joint warfighterís most important requirements, and can be used to more effectively 

capture source data, make data more accessible within the public domain, and integrate 

data into tools or applications that enable effective decision-making. Logistics operations 

rely on a variety of Service and agency information systems to gather the data necessary 

for planning, decision-making, and assessment. 

 

 b. The Global Combat Support System ñ Joint (GCSS-J) is the primary 

information technology application used to provide automation support to the joint 

logistician. In order to deliver visibility over resources, requirements and capabilities, 

GCSS-J uses a services-oriented architecture to link the joint logistician to component, 

Service, multinational, and other agencies allowing all concerned to use shared data to 

plan for, execute and control joint logistic operations. 
Controlling Joint Logistics 

V-13 

See JP 3-35, Deployment and Redeployment Operations, Appendix A, Enabler Tools, for 

more information on deployment and redeployment enabler technologies.

7. Multinational and Interagency Arrangements 

 Multinational and interagency operational arrangements regarding joint logistics are 

bound together by a web of relationships among global providers. These relationships 

are critical to joint logistics success because logistical capabilities, resources, and 

processes are vested in a myriad of organizations which interact across multiple physical 

domains and the information environment, and span the range of military operations. 

 a. Multinational Operations. In todayís operational environment, logisticians 

will likely be working with multinational partners. While the United States maintains the 

capability to act unilaterally, it is likely that the requirement, and the desire, to operate 

with multinational partners will continue to increase. Multinational logistics is a 

challenge; however, leveraging multinational logistical capabilities increases the CCDRís 

freedom of action. Additionally, many multinational challenges can be resolved or 

mitigated by having a thorough understanding of the capabilities and procedures of our 

multinational partners before operations begin. Integrating and synchronizing logistics in 

a multinational environment requires developing interoperable logistic concepts and 

doctrine, as well as clearly identifying and integrating the appropriate logistical 

processes, organizations, and command and control options. Careful consideration 

should be given to the broad range of multinational logistic support structures. 

For further guidance on multinational logistics, refer to JP 4-08, Joint Doctrine for 

Logistic Support of Multinational Operations. 

US and coalition forces unload a Turkish International Security 

Assistance Force helicopter from an aircraft at Kabul International 

Airport in Kabul, Afghanistan. 
Chapter V 

V-14 JP 4-0 

 b. Other Government Agencies (OGAs), IGO, and NGO Coordination. 

Integration and coordination among military forces, OGAs, and NGOs and IGOs is 

different from the coordination requirements of a purely military operation. These 

differences present significant challenges to coordination. First, the OGA/NGO/IGO 

culture is different from that of the military. Their operating procedures will undoubtedly 

differ from one organization to another and with the Department of Defense. Ultimately, 

some OGAs, NGOs and IGOs may even have policies not in consonance with those of 

DOD. In the absence of a formal command structure, the joint logistician will need to 

collaborate and elicit cooperation to accomplish the mission. As in multinational 

operations, the benefit of leveraging the unique skills and capabilities that NGOs and 

IGOs possess can serve as a force multiplier in providing the joint warfighter more robust 

logistics. 

For additional guidance on interagency, intergovernmental organization, and 

nongovernmental organization coordination, refer to JP 3-08, Interagency, 

Intergovernmental Organization, and Nongovernmental Organization Coordination 

During Joint Operations, Volumes I and II. For additional guidance on civil-military 

operations, refer to JP 3-57, Civil-Military Operations. 

8. Control of Joint Logistics 

 Control of joint logistics is reflected by how effectively the logistician combines 

the capabilities of the global providers and the requirements of the CCDR in a way that 

achieves unity of effort. Integrating those capabilities is the essence of controlling joint 

logistics, and joint logisticians must integrate Service, multinational, agency, and other 

organizational capabilities and resources to plan, execute and control logistics in support 

of the CCDRsí CONOPS. 

ìThe current logistics apparatus was suited ideally to the 

battlefields of the Cold War, with more clearly defined front 

linesÖIt is not enough to ship supplies just to the nearest 

seaport or airfield. Nor can we solely depend on just-in-time 

concepts for fast-moving tactical forces. The current scenarios 

require a logistics infrastructure that can deliver supplies to the 

last tactical mileÖî 

--Lt Gen Lawrence P. Farrell, Jr., US Air Force, (April 2004) 
APPENDIX A 

JOINT LOGISTIC ROLES AND RESPONSIBILITIES 

A-1 

1. General 

 Basic roles and responsibilities of the Services, CSAs, and commands involved with 

joint logistic support are outlined in JP 1, Doctrine for the Armed Forces of the United 

States. Specific responsibilities for the joint logistical functions are articulated in 

applicable JPs and can be found on the JDEIS web portal at https://jdeis.js.mil/jdeis/ or 

the JEL at http://www.dtic.mil/doctrine/. Clearly articulating responsibilities is the first 

step in fully synchronized and coordinated logistic support during joint operations.

2. Office of the Secretary of Defense. 

 SecDef is responsible for developing national security emergency operational 

procedures and assigning forces to the combatant commands to perform missions 

assigned to those commands. Those SecDef offices most concerned with logistic matters 

are: 

 a. Under Secretary of Defense for Policy (USD[P]). The USD(P) is the principal 

staff assistant and advisor to SecDef and the Deputy Secretary of Defense for all matters 

on the formulation of national security and defense policy and the integration and 

oversight of DOD policy and plans to achieve national security objectives. For more 

information on the USD(P), see DODD 5111.1, Under Secretary of Defense for Policy 

(USD[P]). 

 b. Under Secretary of Defense for Acquisition, Technology, and Logistics 

(USD[AT&L]). The USD(AT&L) sets policy for acquisition through DODDs of the 

5000 series. The USD(AT&L) directs and controls the DLA, through the deputy Under 

Secretary of Defense (Logistics and Materiel Readiness). For more information on the 

USD(AT&L), see DODD 5134.01, Under Secretary of Defense for Acquisition, 

Technology, and Logistics (USD[AT&L]). 

 c. Deputy Under Secretary of Defense for Logistics and Materiel Readiness 

(DUSD[L&MR]). The DUSD(L&MR) serves as the principal staff assistant and advisor 

to the USD(AT&L), the Deputy Secretary of Defense and SecDef on logistics and 

materiel readiness in the DOD and is the principal logistics official within senior 

management. For more information on the DUSD (L&MR), see DODD 5134.12, Deputy 

Under Secretary of Defense for Logistics and Materiel Readiness (DUSD [L&MR])

3. Chairman of the Joint Chiefs of Staff 

 CJCS is the principal military adviser to the President and SecDef. As such, CJCS is 

assigned specific supervisory and joint operation planning responsibilities in the area of 

strategic direction, strategic planning, and joint operation planning. With respect to 

logistics, CJCSís responsibilities include preparing joint logistic and mobility plans to 

support strategic plans; advising SecDef on critical deficiencies and strengths in force 

logistic capabilities and assessing the effect of such deficiencies and strengths on meeting 

national security objectives and policy and on strategic plans; reviewing logistic plans 
Appendix A 

A-2 

and programs to determine their adequacy and feasibility for the performance of assigned 

missions; preparing and submitting general strategic guidance for the development of 

industrial and manpower mobilization programs; and preparing and submitting military 

guidance for use in the development of logistic-related military aid programs and other 

actions relating to foreign military forces. For more information on the Chairman of the 

Joint Chiefs of Staff, see DODD 5100.1, Functions of the Department of Defense and Its 

Major Components. 

4. Military Departments 

 The Military Departments exercise authority to conduct all affairs of their 

departments. These authorities include recruiting, organizing, supplying, equipping, 

training, servicing, mobilizing, demobilizing, administering, and maintaining forces; 

constructing, outfitting, and repairing military equipment; constructing, maintaining, and 

repairing buildings, structures, and utilities; and acquiring, managing, and disposing of 

real property or natural resources. For more information on the Military Departments, 

see DODD 5100.1, Functions of the Department of Defense and Its Major Components. 

5. Military Services 

 The Army, Marine Corps, Navy, and Air Force (under their departmental 

Secretaries) as well as the Coast Guard (under the Department of Homeland Security in 

peacetime and the Department of the Navy in wartime) are responsible for the functions 

enumerated in DODD 5100.1, Functions of the Department of Defense and Its Major 

Components. The components provide logistic support for Service forces, including 

procurement, distribution, supply, equipment, and maintenance, unless otherwise directed 

by SecDef. 

6. Combatant Commands 

 CCDRs are responsible for the development and production of joint OPLANs and 

CONPLANs. During peacetime, they act to deter war and prepare for war by planning 

for the transition throughout the range of military operations. During war, CCDRs plan 

and conduct campaigns and military operations to accomplish assigned missions. The 

joint operation planning responsibilities of CCDRs are further described in the Unified 

Command Plan, JP 1, Doctrine for the Armed Forces of the United States, and JP 5-0, 

Joint Operation Planning. 

 

a. Supported Combatant Commanders. CCDRs are responsible for the 

development and production of joint plans and orders in response to mission taskings. 

They exercise directive authority for logistics (DAFL) over assigned forces within their 

area of responsibility (AOR). Refer to Chapter V, ìControlling joint Logistics,î for more 

detail on DAFL. 

 b. Supporting Combatant Commanders. Certain situations may require that one 

CCDR support another CCDR. Support is a command relationship obligating the 
Joint Logistic Roles and Responsibilities 

A-3 

supporting organization to aid, protect, complement, or sustain the supported 

organization. Supporting CCDRs and their subordinates ensure that their actions are 

consistent with the supported commanderís strategy. The primary task for supporting 

combatant commands is to ensure that the supported CCDR tasked to achieve national 

objectives receives the timely and complete support needed to accomplish the mission. 

 c. Functional combatant commands participate in joint operation planning 

typically as a supporting command to a supported geographic combatant command. 

7. Combat Support Agencies 

 CSAs are DOD agencies designated in law or by the SecDef. They are supporting 

agencies in the same manner as supporting combatant commands. Supported 

commanders may assign missions and tasks to them consistent with their assigned 

functions in OPLANs and OPORDs. CSAs that provide some type of worldwide logistic 

support for the missions of the Military Departments and the combatant commands across 

the range of military operations, as well as to other DOD components, Federal agencies, 

foreign governments, or international organizations as assigned. The logistic ñ related 

CSAs are DLA, DCMA, and DSCA. For more information on CSAs, see DODD 

3000.06, Combat Support Agencies. 
Appendix A 

A-4 

Intentionally Blank 
APPENDIX B 

SUPPLY COMMODITY EXECUTIVE AGENTS 

B-1 

CL I Subsistence 

Executive Agent (EA) – DLA 

DODD 5101.10

EA - Plan for, procure, manage, ensure quality, and maintain war reserve 

stocks to support Service and combatant command requirements for types, 

quantities, and delivery. 

Services - Provide forecasts and coordinate mission transfers. 

Combatant Commands - Coordinate support for military operations.

CL II Clothing / Textiles / Individual 

Equipment / Tools 

Title 10, USC Responsibility – Services

DLA - Plan for, procure, and manage requirements and distribution of 

materiel. 

Services - Determine requirements and provide supporting distribution 

structure at retail level. 

Combatant Commands - Coordinate support for military operations. 

CL III Bulk Petroleum, Oils, and 

Lubricants Subclass: Bulk Petroleum 

EA – DLA / Defense Energy Support Center 

DODD 5101.8

EA - Acquire, store, and distribute bulk petroleum from source of supply to 

acceptance by customer. Establish equipment standards and interoperability 

requirements. Establish customer relationships with defense agencies and 

friendly forces where US is designated fuels role support nation. 

Services - Provide force structure to operate tactical storage and distribution 

systems. 

Army - Manage overland petroleum support. 

Air Force - Provide distribution of bulk petroleum products by air. 

Navy - Provide seaward and over-the-shore bulk petroleum products. 

Marine Corps - Maintain capability to provide bulk petroleum top USMC. 

Combatant Commands - Integrate EA supply chain recommendations. 

CL IV Construction / Barrier Materiel 

EA – DLA 

DODD 5101.12

EA - Plan for, procure manage, and supply materiel required by DOD 

components. 

Services - Provide requirements and maintain war reserve stocks. 

Combatant Commands - Provide requirements and determine points of 

physical and accountability transfer of materiel. 

CL V Ammunition 

Subclass: Conventional Ammunition 

Single Manager for Conventional 

Ammunition (SMCA) – Army 

DODD 5160.65

SMCA - Integrate wholesale conventional ammunition (specified items) 

logistics functions of Services to achieve efficiency and effectiveness. 

Coordinate transition of logistic support functions with Services. 

Services - Retain acquisition and logistics responsibilities not delegated to 

SMCA. Provide contingency requirements and receipt, storage, and issue 

requirements to SMCA. 

Combatant Commands - Coordinate support for military operations.

CL VI Personal Demand Items 

Title 10, USC Responsibility - Services

Services - Plan for, procure, and manage requirements and distribution of 

materiel. Provide supporting force structure. 

Combatant Commands - Coordinate support for military operations.

CL VII Major End Items 

Title 10, USC Responsibility - Services

Services - Plan for, procure, and manage requirements and distribution of 

materiel. Provide supporting force structure. 

Combatant Commands - Coordinate support for military operations.

CL VIII Medical Materiel 

EA – DLA 

DODD 5101.9

EA - Develop and implement acquisition and distribution strategies to 

support the medical materiel requirements identified by DOD components 

and CCDRs worldwide for peacetime, wartime, homeland defense and other 

contingencies. 

Services - Provide requirements and supporting force structure. 

Combatant Commands - Coordinate requirements and integrate EA supply 

chain recommendations.

CL IX Repair Parts 

Title 10, USC Responsibility - Services

Services - Plan for, procure, and manage requirements and distribution of 

materiel. Provide supporting force structure. 

Combatant Commands - Coordinate support for military operations. 
Appendix B 

B-2 JP 4-0 

Intentionally Blank 
APPENDIX C 

JOINT LOGISTIC BOARDS, OFFICES, CENTERS, CELLS, AND GROUPS 

C-1 

1. General 

 There are a number of logistic boards, offices, centers, cells, and groups that reside at 

the strategic and operational levels that can be used to resolve joint logistic issues during 

operations. These enduring or temporary organizations may be staffed on a permanent, 

full time basis, such as the JLOC at the Joint Staff J-4, or on a temporary basis such as a 

subarea petroleum office (SAPO) at a JTF to resolve specific strategic and operational 

gaps, shortfalls, or the impact of competition with another supported commanderís 

concurrent operations. These organizations have specified responsibilities and 

relationships identified in DOD or CJCS instructions, manuals and memoranda or 

combatant command planning documents. 

2. Strategic-level Boards, Offices, and Centers 

 Strategic-level joint logistic boards, offices, and centers provide advice or allocation 

recommendations to the CJCS concerning prioritizations, allocations, policy 

modifications or procedural changes. 

 a. Joint Materiel Priorities and Allocation Board (JMPAB). The JMPAB is the 

sole agency charged with performing duties for the CJCS, in matters that establish 

materiel priorities or allocate resources. The CJCS, through the JMPAB, establishes, 

modifies, or recommends policies for allocating scarce materiel assets in the DOD system 

when competing requirements among DOD components cannot be resolved by the DOD 

components. The board when convened is chaired by the Joint Staff J-4 and comprised 

of the following; J-3, J-5, J-6, J-8, Service logisticians, DLA, USSOCOM (when 

required), and Defense Security Cooperation Agency (for issues concerning use of a 

force activity designator, project code, or force module subsystem). 

 b. Joint Transportation Board (JTB). The JTB may be convened by the CJCS 

during wartime or contingencies for ensuring President and SecDef requirements for all 

common-user transportation resources assigned or available to DOD are apportioned and 

scheduled to optimize accomplishment of DOD objectives. When convened the CJCS 

JTB: adjudicates competing lift requirements; when required, evaluates COAs being 

proposed or taken by the Commander, US Transportation Command 

(CDRUSTRANSCOM) to resolve conflicting transportation requirements and makes 

appropriate recommendations to the CJCS; transmits CJCS guidance to the 

CDRUSTRANSCOM and supported CCDRs; understands the projected operational 

activities of the CCDRs and the strategic direction issued by the President and SecDef to 

anticipate developing problems or future resource requirements; when needed, provides 

an interface among supported and supporting CCDRs, the CDRUSTRANSCOM, the 

Chiefs of the Services, other CSAs, and the CJCS on matters concerning transportation. 

For additional information on the JTB refer to JP 4-01, Defense Transportation System.
Appendix C 

C-2 JP 4-0 

 c. Joint Logistics Operations Center. The Joint Logistics Operations Center 

(JLOC) is a current operations directorate within the Joint Staff J-4. The JLOC receives 

reports from supporting commands, Service components, and external sources, distills 

information for decision/briefings, and responds to questions. The JLOC coordinates and 

synchronizes the planning and execution of ongoing combatant command operations, 

interagency support requirements, and assigns priority movement for selected senior 

officials. 

 d. Deployment and Distribution Operations Center (DDOC). The DDOC 

located at USTRANSCOM directs the global air, land, and sea transportation capabilities 

of the Defense Transportation System to meet national security objectives provided by 

DOD. The DDOC fuses capabilities of multimodal deployment and distribution 

operations, intelligence, force protection, capacity acquisition, resource management and 

other staff functions to collaboratively provide distribution options to the warfighter. C2 

of the majority of intertheater lift forces and logistic infrastructure is accomplished 

through the DDOC, which tracks the movement requirement from lift allocation and 

initial execution through closure at final destination. 

For additional information concerning the DDOC refer to JP 3-35, Deployment and 

Redeployment Operations. 

 e. Defense Health Board (DHB). The DHB provides independent advice and 

recommendations on matters pertaining to operational programs, policy development, 

and research programs and requirements for the treatment and prevention of disease and 

injury, the promotion of health and the delivery of efficient, effective, and high quality 

health care services to Department of Defense beneficiaries. 

 f. Defense Medical Standardization Board (DMSB). The DMSB provides the 

joint voice of clinical experts on matters of expeditionary medicine. The DMSB serves 

as an executive-level body responsible for enhancing Service medical department 

cooperation, interoperability, and operational flexibility, while promoting efficient HSS. 

The DMSB is the focal point for medical standardization within DOD. 

 g. Global Patient Movement Requirements Center (GPMRC). The GPMRC is a 

joint activity that reports directly to the CDRUSTRANSCOM, the DOD single manager 

for the strategic and CONUS regulation and movement of uniformed Services and other 

authorized patients. GPMRC authorizes transfers to medical treatment facilities of the 

Military Departments or the Department of Veterans Affairs and coordinates intertheater 

and inside CONUS patient movement requirements with the appropriate transportation 

component commands of USTRANSCOM. 

 h. Armed Services Blood Program (ASBP). The ASBP consists of approximately 

81 blood banks and blood donor centers worldwide, including 22 Food and Drug 

Administration licensed blood donor centers. The ASBP plays a key role in providing 

quality blood products for Service members and their families in both peace and war. As 

a joint operation among the military Services (Army, Navy, and Air Force), the ASBP 
Joint Logistic Boards, Offices, Centers, Cells, and Groups 

C-3 

has many components working together to collect, process, store, distribute, and transfuse 

the blood worldwide. The ASBP coordinates with the supported CCDR and 

USTRANSCOM to ensure blood products distribution meets operational needs. 

For additional information concerning the DHB, DMSB, GPMRC, and ASBP refer to JP 

4-02, Health Service Support. 

3. Operational Joint Logistic Boards, Centers, Cells, and Others 

 Operational level joint logisticians must provide advice and recommendations to the 

supported CCDR concerning prioritizations, allocations, or procedural changes based 

upon the constantly changing operational environment. These boards, centers, cells, and 

other organizations are defined in terms of roles, responsibilities, locations, and 

relationships in planning or execution documents. 

a. Joint Logistics Operations Center. The JLOC may be established at the 

combatant command or joint subordinate commands at the discretion of the JFC and 

operated by the JFCís logistic staff. At the combatant command or subordinate level the 

JLOC is tailored to the mission or operation. It coordinates and synchronizes the 

planning and the logistic operations for such functions as engineering, contracting, 

materiel readiness, mortuary affairs, HNS, and other services; and must coordinate 

closely with the combatant command JDDOC concerning transportation and distribution 

of supplies. 

 b. Joint Deployment and Distribution Operations Center. A JDDOC is a joint 

capability solution designed to synchronize and optimize intertheater and theater 

deployment, distribution, and sustainment operations within a GCCís AOR. The JDDOC 

is an integrated operations and fusion center (movement control organization), acting in 

consonance with the GCCís overall requirements and priorities, and on behalf of the 

GCC, may direct common user and intratheater distribution operations. The JDDOC is a 

standing operations center, normally under the direction of the CCDRís J-4, but may be 

placed under other command or staff organizations. It may move to a forward-deployed 

location, or be collocated with a subordinate logistic command, unit, or task force. 

However, regardless of location, the JDDOC retains its direct organizational relationship 

to the combatant command. It does not become a subordinate activity of the host 

organization to which it may be attached. The JDDOC relies on liaison and collaboration 

to achieve reachback to access national support capabilities. 

For additional information concerning a JDDOC refer to JP 3-35, Deployment and 

Redeployment Operations.

 c. Combatant Commander Logistic Procurement Support Board (CLPSB). A 

GCC may establish a CLPSB to ensure that contracting and other related logistic efforts 

are properly coordinated across the entire AOR. This board is normally chaired by a 

GCC J-4 representative and includes representatives from each Service component 

command, DOD CSAs as well as OGAs or organizations concerned with contracting 

matters. The primary purpose of a CLPSB is to establish AOR-wide contracting and 
Appendix C 

C-4 JP 4-0 

contractor management policies and procedures; determine the theater support 

contracting organizational structure; coordinate with other IGOs, NGOs, and HNs on 

contracting support issues and actions; and coordinate with DOD and Military 

Departments on potential loss of contract support and risk management. 

 d. Joint Acquisition Requirements Board (JARB). A JARB approves and 

prioritizes JFC designated, joint logistic related, high value and or high-visibility 

requirements and determine the proper source of support for those requirements. It is 

normally chaired by the subordinate JFC (either subunified command or JTF-level) 

deputy commander or J-4, the JARB is utilized to coordinate and control the 

requirements generation and prioritization of joint logistic supplies and services that are 

needed in support of the operational mission. The JARB is normally made up of 

representatives of the Service component logistic staffs, SOF component staff, DLA, 

Defense Contract Management Agency (DCMA), joint staff engineer, communications 

system directorate of a joint staff (J-6), joint staff comptroller, staff judge advocate (SJA), 

and other JFC staff members as directed. It also should include representatives from 

designated theater support and external support contracting organizations. The theater 

support and external support contracting membersí main role in the JARB process is to 

inform the other JARB members which contracting mechanisms are readily available for 

their particular acquisition to include limits of the local vendor base for each type of 

support. 

 e. Joint Civil-Military Engineering Board (JCMEB). The CCDR or subordinate 

JFC may establish a JCMEB to assist in managing civil-military construction and 

engineer projects and resources. The JCMEB is a temporary board, chaired by the CCDR 

or his designated representative such as the combatant command J-4, combatant 

command engineer, subordinate joint force engineer, or civil affairs (CA) officer. The 

joint force engineer will provide the secretariat and manage the administrative details of 

the board. Key members on the board include the J-3 future plans officer, J-4, engineer, 

CA officer, SJA, and comptroller. Other personnel from the staff, components, DOD 

agencies or activities in support of the combatant command may also participate. 

 f. Joint Environmental Management Board (JEMB). The CCDR or subordinate 

JFC may establish a JEMB to assist in managing environmental requirements. The 

JEMB is a temporary board, chaired by the CCDR or subordinate joint force engineer, 

with members from the joint force staff, components, and any other required special 

activities (e.g., legal, medical, and CA). The board establishes policies, procedures, 

priorities, and the overall direction for environmental management requirements in a 

JOA. The JEMB will coordinate its activities with the combatant command or 

subordinate joint force engineering staff. 

 g. Joint Facilities Utilization Board (JFUB). A JFUB is a joint board that 

evaluates and reconciles component requests for real estate, use of existing facilities, 

inter-Service support, and construction to ensure compliance with JCMEB priorities. The 

JFC may establish a JFUB to assist in managing Service component use of real estate and 

existing facilities. The JFUB is a temporary board chaired by the combatant command or 
Joint Logistic Boards, Offices, Centers, Cells, and Groups 

C-5 

subordinate joint force engineer, with members from the joint force staff, components, 

and any other required special activities (e.g., legal, force protection, comptroller, 

contracting, and CA). If the JFC decides that all engineer-related decisions will be made 

at the JCMEB, then the JFUB functions as a working group to forward recommendations 

for decision to the JCMEB. It serves as the primary coordination body within the JTF for 

approving construction projects within the wire to support troop beddown and mission 

requirements. 

For additional information concerning a JCMEB, JEMB, and JUFB refer to JP 3-34,

Joint Engineer Operations. 

 h. Logistics Coordination Board. A group formed by the joint force commander 

to accomplish broad logistics oversight functions that may include but are not limited to 

coordinating logistic information, providing logistic guidance, reviewing logistic policies, 

and priorities. The board is normally comprised of representatives from the joint force 

staff, all components, and if required, component subordinate units. 

 i. Theater - Joint Transportation Board (T-JTB). The T-JTB may be established 

by a GCC to interface with the CJCS JTB and at the theater operational level in order to 

rapidly change transportation resource allocation to adjust to changing circumstances or 

immediately react to emergency or unanticipated situations. Procedures for establishing 

the T-JTB are developed during peacetime to facilitate rapid stand-up and execution 

under emergency or wartime conditions. The T-JTBís role is to resolve contentious 

transportation issues within the command, at the operational level 

For additional information concerning the T-JTB and joint movement center (JMC) 

please refer to JP 4-01, Defense Transportation System. 

 j. Joint Movement Center (JMC). The JMC may be established at a subordinate 

unified or JTF level to coordinate the employment of all means of transportation 

(including that provided by allies or HNs) to support the concept of operations. This 

coordination is accomplished through established of theater and JTF transportation 

policies within the assigned operational area, consistent with relative urgency of need, 

port and terminal capabilities, transportation asset availability, and priorities set by a JFC. 

The JTF JMC will work closely with the JDDOC. 

 

 k. Theater Patient Movement Requirements Center (TPMRC). The TPMRC 

manages the validation and regulation of intratheater patient movement within their 

respective theaters. The TPMRC is responsible for theater-wide patient movement (e.g., 

medical regulating and aeromedical evacuation scheduling) and coordinates with theater 

medical treatment facilities to allocate the proper treatment assets required to support its 

role. The TPMRC communicates this transport to bed plan to the theater Service 

transportation component or other agencies responsible for executing the mission. The 

TPMRC coordinates with the GPMRC for intertheater patient movement. 
Appendix C 

C-6 JP 4-0 

 l. Joint Patient Movement Requirements Center (JPMRC). JPMRC is normally 

under the operational control of the commander, JTF (CJTF). The JPMRC maintains 

coordinating relationships and is normally collocated with the JTF JMC and 

communicates movement requirements to the transportation component responsible for 

executing the mission. The JPMRC coordinates closely with the TPMRC and GPMRC 

for movement into theater controlled beds outside the JOA. 

 m. Joint Blood Program Office (JBPO). The JBPO is under the staff supervision 

of the combatant command surgeon. This office is responsible for the joint blood 

program management in the theater of operations. The JBPO advises the combatant 

command surgeon on all matters pertaining to theater blood management activities; and 

evaluates the JBPO, blood product depots, blood transshipment centers, and blood supply 

units to ensure that personnel, equipment, and resource requirements are addressed in the 

GCCís OPLANs. 

For additional information concerning a TPMRC, JPMRC, and JBPO refer to JP 4-02,

Health Service Support. 

 n. Joint Petroleum Office (JPO). The JPO, established by the GCC, works in 

conjunction with its Service components, SAPOs, and the Defense Energy Support 

Center (DESC) to plan, coordinate, and oversee all phases of bulk petroleum support for 

US forces employed or planned for possible employment in the AOR. JPOs typically 

have a mix of Service representatives. 

 o. Subarea Petroleum Office. When tactical operations warrant extensive 

management of wholesale bulk petroleum in a JOA, the GCCís JPO may establish a 

SAPO. Staff augmentation may be provided by Service components. The primary 

function of the SAPO is to discharge the staff petroleum logistic responsibilities of the 

JTF. Through the SAPO, the CJTF establishes policies, procedures, priorities, and 

oversight to optimize critical petroleum, oils, lubricants (POL) support for the JTF. The 

SAPO is responsible for POL planning and execution within the JOA. This level of 

planning focuses on support for each Service component. Its products are the inland 

petroleum distribution plan and base support plans. The SAPO conforms to the 

administrative and technical procedures established by the GCC and DESC. 

For additional information concerning a JPO or SAPO refer to JP 4-03, Joint Bulk 

Petroleum and Water Doctrine. 

 p. Joint Mortuary Affairs Office (JMAO). The GCC will normally establish and 

operate a JMAO that has responsibility for maintaining data on burial and recovery status 

of all dead and missing. The joint MA officer coordinates programs for search, recovery, 

identification, burial, or concurrent return of human remains and supervises the 

establishment and maintenance of temporary cemeteries and serves as the clearing point 

for graves registration information. At the discretion of the GCC, the CJTF may direct a 

JMAO be established in the JOA. The JTF JMAO is formed and organized to plan and 
Joint Logistic Boards, Offices, Centers, Cells, and Groups 

C-7 

execute all MA programs. The JTF J-4 has staff supervision responsibility for the 

JMAO. 

For additional information concerning a JMAO refer to JP 4-06, Mortuary Affairs in 

Joint Operations. 

 q. Explosive Hazards Coordination Cell (EHCC). The JFC may establish an 

EHCC to predict, track, distribute information on, and mitigate explosive hazards within 

the theater that affect force application, focused logistics, protection, and awareness of 

the operational environment. The EHCC should establish and maintain an explosive 

hazard database, conduct pattern analysis, investigate mine and improvised explosive 

device strikes, and track unexploded ordnance hazard areas. The cell provides technical 

advice on the mitigation of explosive hazards, including the development of tactics, 

techniques, and procedures, and provides training updates to field units. 

For additional information concerning an EHCC refer to JP 3-34, Joint Engineer 

Operations. 
Appendix C 

C-8 JP 4-0 

Intentionally Blank 
APPENDIX D 

DEPARTMENT OF DEFENSE LOGISTICS-RELATED EXECUTIVE AGENTS 

D-1 

Reference Subject Executive Agent 

DODD 1300.22 Mortuary Affairs Policy SECARMY 

DODD 2310.01E The Department of Defense Detainee Program SECARMY 

DODD 3216.1 Use of Laboratory Animals in DOD Programs SECARMY 

DODD 3235.2 DOD Combat Feeding Research and Engineer Program SECARMY 

DODD 4705.1 Management of Land-Based Water Resources in Support of 

Contingency Operations 

SECARMY 

DODD 4500.09E Transportation and Traffic Management CDRUSTRANSCOM for Customs 

and Border Clearance Program 

SECARMY for the Military 

Assistance to Safety and Traffic 

Program 

DODD 5101.8 DOD Executive Agent for Bulk Petroleum Dir DLA 

DODD 5101.9 DOD Executive Agent for Medical Materiel Dir DLA 

DODD 5101.10 DOD Executive Agent for Subsistence Dir DLA 

DODD 5101.11 DOD Executive Agent for the Military Postal Services SECARMY 

DODD 5101.12 DOD Executive Agent for Construction/Barrier Materiel Dir DLA 

DODD 5154.24 Armed Force Institute of Pathology SECARMY 

DODD 5154.25 DOD Medical Examination Review Board SECAF 

DODD 5158.5 Joint Deployment Process Owner CDRUSJFCOM 

DODD 6000.12 Health Services Operations and Readiness SECARMY 

for ASBP Office 

DODD 6055.9E Explosives Safety Management and the DOD Explosives 

Safety Board 

SECARMY for DOD emergency 

response to transportation mishaps 

involving DOD military munitions 

DODD 6205.3 DOD Immunization Program for Biological Warfare Defense SECARMY 

DODD 6400.4 DOD Veterinary Services Program SECARMY 

DODD 6490.2E Comprehensive Health Surveillance SECARMY for the Defense Medical 

Surveillance System and DOD 

Serum Repository 

DODD 8190.1 DOD Logistics Use of Electronic Data Interchange (EDI) 

Standards 

Dir DLA 

https://dod-executiveagent.whs.mil/index.cfm

LEGEND: 

ASBP Armed Services Blood Program 

CDRUSJFCOM Commander, United States Joint Forces Command 

CDRUSTRANSCOM Commander, United States Transportation Command 

Dir DLA Director, Defense Logistics Agency 

DOD Department of Defense 

DODD Department of Defense Directive 

EDI Electronic Data Interchange 

SECAF Secretary of the Air Force 

SECARMY Secretary of the Army 

Table D-1 Department of Defense Logistics-Related Executive Agents
Appendix D 

D-2 JP 4-0 

Intentionally Blank 
APPENDIX E 

REFERENCES 

E-1 

The development of JP 4-0 is based upon the following primary references. 

1. Federal Law 

Title 10, USC. 

2. Strategic Guidance and Policy 

a. The National Security Strategy. 

b. The National Defense Strategy. 

c. The National Strategy for Homeland Security. 

d. The National Military Strategy. 

e. Unified Command Plan. 

f. The Joint Strategic Capabilities Plan. 

g. National Response Framework. 

3. DOD Publications 

a. DODD 2010.9, Acquisition and Cross-Servicing Agreements. 

b. DODD 2310.01E, The Department of Defense Detainee Program.

c. DODD 3000.06, Combat Support Agencies.

d. DODD 3110.6, War Reserve Materiel Policy. 

e. DODD 3216.1, Use of Laboratory Animals in DOD Programs.

f. DODD 4140.1, Supply Chain Materiel Management Policy. 

g. DODD 4151.18, Maintenance of Military Materiel.

h. DODD 4270.5, Military Construction.

i. DODD 4500.09E, Transportation and Traffic Management. 

j. DODD 4705.1, Management of Land-Based Water Resources in Support of 

Contingency Operations. 
Appendix E 

E-2 JP 4-0 

k. DODD 5100.1, Functions of the Department of Defense and Its Major 

Components.

l. DODD 5101.8, DOD Executive Agent (DOD EA) for Bulk Petroleum.

m. DODD 5101.9, DOD Executive Agent for Medical Materiel.

n. DODD 5101.10, DOD Executive Agent for Subsistence. 

o. DODD 5101.11, DOD Executive Agent for the Military Postal Service (MPS). 

p. DODD 5101.12, DOD Executive Agent for Construction/Barrier Materiel. 

q. DODD 5111.1, Under Secretary of Defense for Policy (USD[P]).

r. DODD 5134.01, Under Secretary of Defense for Acquisition, Technology, and 

Logistics (USD[AT&L]). 

s. DODD 5134.12, Deputy Under Secretary of Defense for Logistics and Materiel 

Readiness (DUSD[L&MR]).

t. DODD 5154.24, Armed Force Institute of Pathology.

u. DODD 5154.25, DOD Medical Examination Review Board.

v. DODD 5158.04, United States Transportation Command. 

w. DODD 5158.5, Joint Deployment Process Owner.

x. DODD 6000.12, Health Services Operations and Readiness.

y. DODD 6055.9E, Explosives Safety Management and the DOD Explosives Safety 

Board. 

z. DODD 6205.3, DOD Immunization Program for Biological Warfare Defense. 

aa. DODD 6400.4, DOD Veterinary Services Program.

bb. DODD 6490.2, Comprehensive Health Surveillance.

cc. DODD 8190.1, DOD Logistics Use of Electronic Data Interchange (EDI) 

Standards.

dd. DOD Instruction (DODI) 1300.22, Mortuary Affairs Policy.
References 

E-3 

ee. DODI 3020.37, Continuation of Essential DOD Contractor Services During 

Crises.

ff. DODI 5158.06, Distribution Process Owner. 

gg. DODI 6200.2, Application of Food and Drug Administration (FDA) Rules to 

Department of Defense Force Health Protection Programs.

hh. DOD 4140.1-R, DOD Supply Chain Materiel Management Regulation. 

ii. DOD 4500.54G, Foreign Clearance Guide. 

4. Chairman of the Joint Chiefs of Staff Publications 

a. CJCSI 3170.01, Joint Capabilities Integration and Development System. 

b. CJCSI 5120.02A, Joint Doctrine Development System. 

c. CJCSM 3122.01A, Joint Operation Planning and Execution System(JOPES) 

Volume I Planning and Procedures. 

d. CJCSM 3122.03C, Joint Operation Planning and Execution System(JOPES) 

Volume II Planning Formats. 

e. CJCSM 3150.14B, Joint Reporting Structure ñ Logistics.

f. JP 1, Doctrine for the Armed Forces of the United States.

g. JP 1-0, Personnel Support to Joint Operations. 

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

i. JP 2-03, Geospatial Intelligence Support to Joint Operations. 

j. JP 3-0, Joint Operations.

k. JP 3-05, Doctrine for Special Operations. 

l. JP 3-08, Interagency, Intergovernmental Organization, and Nongovernmental 

Organization Coordination During Joint Operations, Volume I, Volume II.

m. JP 3-10, Joint Security Operations in Theater.

n. JP 3-11, Operations in Chemical, Biological, Radiological, and Nuclear 

(CBRN) Environments.
Appendix E 

E-4 JP 4-0 

o. JP 3-15, Barriers, Obstacles, and Mine Warfare for Joint Operations. 

p. JP 3-29, Foreign Humanitarian Assistance.

q. JP 3-34, Joint Engineer Operations. 

r. JP 3-35, Deployment and Redeployment Operations.

s. JP 3-41, Chemical, Biological, Radiological, Nuclear, and High-Yield 

Explosives Consequence Management. 

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

u. JP 3-63, Detainee Operations.

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

w. JP 4-02, Health Service Support. 

x. JP 4-03, Joint Bulk Petroleum and Water Doctrine. 

y. JP 4-05, Joint Mobilization Planning.

z. JP 4-06, Mortuary Affairs in Joint Operations.

aa. JP 4-07, JTTP for Common-User Logistics During Joint Operations.

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

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

dd. JP 4-10, Operational Contract Support.

ee. JP 5-0, Joint Operation Planning.

ff. JP 6-0, Joint Communications System.
APPENDIX F 

ADMINISTRATIVE INSTRUCTIONS 

F-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 ATTN: 

Joint Doctrine Group, 116 Lake View Parkway, Suffolk, VA 23435-2697. These 

comments should address content (accuracy, usefulness, consistency, and organization), 

writing, and appearance. 

2. Authorship 

 The Director of Logistics (J-4) is the lead agent and Joint Staff doctrine sponsor for 

this publication. 

3. Supersession 

 This publication supersedes JP 4-0, 6 April 2000, Doctrine for Logistic Support of 

Joint Operations. 

4. Change Recommendations 

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

 TO: JOINT STAFF WASHINGTON DC//J4// 

 INFO: JOINT STAFF WASHINGTON DC//J7-JEDD// 

 CDRUSJFCOM SUFFOLK VA//JT10// 

 Routine changes should be submitted electronically to Commander, Joint 

Warfigthing Center, Joint Doctrine Group and info the Lead Agent and the Director for 

Operational Plans and Joint Force Development J-7/JEDD via the CJCS JEL at 

http://www.dtic.mil/doctrine. 

 b. When a Joint Staff directorate submits a proposal to the Chairman of the Joint 

Chiefs of Staff that would change source document information reflected in this 

publication, that directorate will include a proposed change to this publication as an 

enclosure to its proposal. The Military Services and other organizations are requested to 

notify the Director, J-7, Joint Staff, when changes to source documents reflected in this 

publication are initiated. 

 c. Record of Changes: 

CHANGE COPY DATE OF DATE POSTED 

NUMBER NUMBER CHANGE ENTERED BY REMARKS 

________________________________________________________________________ 

________________________________________________________________________

________________________________________________________________________ 
Appendix F 

F-2 JP 4-0

5. Distribution of Printed Publications 

 Local reproduction is authorized and access to unclassified publications is 

unrestricted. However, access to and reproduction authorization for classified joint 

publications must be in accordance with DOD Regulation 5200.1-R, Information Security 

Program. 

6. Distribution of Electronic Publications 

a. Joint Staff J-7 will not print copies of JPs for distribution. Electronic versions are 

available on JDEIS at https://jdeis.js.mil (NIPRNET), and https://jdeis.js.smil.mil 

(SIPRNET) and on the JEL at http://www.dtic.mil/doctrine (NIPRNET). 

 b. Only approved joint publications and joint test publications are releasable outside 

the combatant commands, Services, and Joint Staff. Release of any classified joint 

publication to foreign governments or foreign nationals must be requested through the 

local embassy (Defense Attaché Office) to DIA Foreign Liaison Office, PO-FL, Room 

1E811, 7400 Pentagon, Washington, DC 20301-7400. 

 c. CD-ROM. Upon request of a JDDC member, the Joint Staff J-7 will produce and 

deliver one CD-ROM with current joint publications. 

 
GLOSSARY 

PART I — ABBREVIATIONS AND ACRONYMS 

GL-1 

A-4 Air Force logistics directorate 

ACSA acquisition and cross-servicing agreement 

ADCON administrative control 

AETF air and space expeditionary task force 

AOR area of responsibility 

APOD aerial port of debarkation 

ASBP Armed Services Blood Program 

ASCC Army Service component command 

C2 command and control 

CA civil affairs 

CAP civil augmentation program 

CBRN chemical, biological, radiological, and nuclear 

CCDR combatant commander 

CCIR commander’s critical information requirement 

CDRTSOC commander, theater special operations command 

CDRUSSOCOM Commander, US Special Operations Command 

CDRUSTRANSCOM Commander, US Transportation Command 

CJCS Chairman of the Joint Chiefs of Staff 

CJCSI Chairman of the Joint Chiefs of Staff instruction 

CJCSM Chairman of the Joint Chiefs of Staff manual 

CJTF commander, joint task force 

CLPSB commander’s logistics procurement support board 

COA course of action 

COCOM combatant command (command authority) 

COMAFFOR commander Air Force forces 

CONOPS concept of operations 

CONPLAN operation plan in concept format 

CONUS continental United States 

CSA combat support agency 

DAFL directive authority for logistics 

DCMA Defense Contract Management Agency 

DDOC Deployment and Distribution Operations Center 

DESC Defense Energy Support Center 

DHB Defense Health Board 

DLA Defense Logistics Agency 

DMSB Defense Medical Standardization Board 

DOD Department of Defense 

DODD Department of Defense directive 

DODI Department of Defense instruction 

DPO distribution process owner 

DSCA Defense Security Cooperation Agency 

DUSD(L&MR) Deputy Under Secretary for Defense (Logistics and 

Materiel Readiness) 
Glossary 

GL-2 JP 4-0 

EA executive agent 

EHCC explosive hazards coordination cell 

ESC expeditionary sustainment command 

FAR Federal Acquisition Regulation 

FRAGO fragmentary order 

GCC geographic combatant commander 

GCSS-J Global Combat Support System – Joint 

GPMRC Global Patient Movement Requirement Center 

HN host nation 

HNS host-nation support 

HSS health service support 

IGO intergovernmental organization 

J-3 operations directorate of a joint staff 

J-4 logistics directorate of a joint staff 

J-5 plans directorate of a joint staff 

J-6 communications system directorate of a joint staff 

JARB joint acquisition review board 

JBPO joint blood program office 

JCMEB joint civil-military engineering board 

JDDE Joint Deployment and Distribution Enterprise 

JDDOC joint deployment and distribution operations center 

JDEIS Joint Doctrine, Education, and Training Electronic 

Information System 

JDPO Joint Deployment Process Owner 

JEL Joint Electronic Library 

JEMB joint environmental management board 

JFC joint force commander 

JFUB joint facilities utilization board 

JLE joint logistics environment 

JLOC joint logistics operations center 

JMAO joint mortuary affairs office 

JMC joint movement center 

JMPAB Joint Materiel Priorities and Allocation Board 

JOA joint operations area 

JOPES Joint Operation Planning and Execution System 

JOPP joint operation planning process 

JP joint publication 

JPEC joint planning and execution community 

JPMRC joint patient movement requirements center 

JPO joint petroleum office 

JSROI joint reception, staging, onward movement, and integration 
Glossary 

GL-3 

JSCP Joint Strategic Capabilities Plan 

JSOTF joint special operations task force 

JTB Joint Transportation Board 

JTF joint task force 

JTF-PO joint task force-port opening 

KPP key performance parameter 

LCE logistics combat element (Marine) 

LCSR life cycle systems readiness 

LOC line of communications 

LSA logistics sustainability analysis 

MA mortuary affairs 

MEF Marine expeditionary force 

MLG Marine logistics group 

MOE measure of effectiveness 

MOP measure of performance 

NCC Navy component command 

NGO nongovernmental organization 

OGA other government agency 

OPCON operational control 

OPLAN operation plan 

OPORD operation order 

PM patient movement 

PN partner nation 

POD port of debarkation 

POL petroleum, oils, and lubricants 

SAPO subarea petroleum office 

SecDef Secretary of Defense 

SJA staff judge advocate 

SO special operations 

SOF special operations forces 

SPOD seaport of debarkation 

T-JTB theater-joint transportation board 

TMIP theater medical information program 

TPFDD time-phased force and deployment data 

TPMRC theater patient movement requirements center 

TSC theater sustainment command 

TSOC theater special operations commander 
Glossary 

GL-4 JP 4-0 

USC United States Code 

USCG United States Coast Guard 

USD(AT&L) Under Secretary of Defense for Acquisition, Technology, 

and Logistics 

USD(P) Under Secretary of Defense for Policy 

USJFCOM United States Joint Forces Command 

USSOCOM United States Special Operations Command 

USTRANSCOM United States Transportation Command 

WMD weapons of mass destruction 
PART II — TERMS AND DEFINITIONS 

GL-5 

Unless otherwise annotated, this publication is the proponent for all terms and definitions 

found in the glossary. Upon approval, JP 1-02, Department of Defense Dictionary of 

Military and Associated Terms, will reflect this publication as the source document for 

these terms and definitions.

acquisition and cross-servicing agreement. Agreements negotiated on a bilateral basis 

with US allies or coalition partners that allow US forces to exchange most common 

types of support, including food, fuel, transportation, ammunition, and equipment. 

Authority to negotiate these agreements is usually delegated to the combatant 

commander by the Secretary of Defense. Authority to execute these agreements lies 

with the Secretary of Defense, and may or may not be delegated. Governed by legal 

guidelines, these agreements are used for contingencies, peacekeeping operations, 

unforeseen emergencies, or exercises to correct logistic deficiencies that cannot be 

adequately corrected by national means. The support received or given is reimbursed 

under the conditions of the acquisition and cross-servicing agreement. Also called 

ACSA. (JP 1-02. SOURCE: JP 4-08) 

base. 1. A locality from which operations are projected or supported. 2. An area or 

locality containing installations which provide logistic or other support. 3. Home 

airfield or home carrier. (JP 1-02. SOURCE: JP 4-0) 

civil augmentation program. Standing, long-term contacts designed to augment Service 

logistic capabilities with contract support in both preplanned and short notice 

contingencies. Examples include US Army Logistics Civilian Augmentation Program, 

US Air Force Contract Augmentation Program, and US Navy Construction Capabilities 

Contract. (JP 1-02. SOURCE: JP 4-07) 

combatant command (command authority). Nontransferable command authority 

established by Title 10 (“Armed Forces”), United States Code, Section 164, exercised 

only by commanders of unified or specified combatant commands unless otherwise 

directed by the President or the Secretary of Defense. Combatant command (command 

authority) cannot be delegated and is the authority of a combatant commander to 

perform those functions of command over assigned forces involving organizing and 

employing commands and forces, assigning tasks, designating objectives, and giving 

authoritative direction over all aspects of military operations, joint training, and 

logistics necessary to accomplish the missions assigned to the command. Combatant 

command (command authority) should be exercised through the commanders of 

subordinate organizations. Normally this authority is exercised through subordinate 

joint force commanders and Service and/or functional component commanders. 

Combatant command (command authority) provides full authority to organize and 

employ commands and forces as the combatant commander considers necessary to 

accomplish assigned missions. Operational control is inherent in combatant command 

(command authority). Also called COCOM. (JP 1-02. SOURCE: JP 1) 

combat service support. The essential capabilities, functions, activities, and tasks 

necessary to sustain all elements of operating forces in theater at all levels of war. 
Glossary 

GL-6 JP 4-0 

Within the national and theater logistic systems, it includes but is not limited to that 

support rendered by service forces in ensuring the aspects of supply, maintenance, 

transportation, health services, and other services required by aviation and ground 

combat troops to permit those units to accomplish their missions in combat. Combat 

service support encompasses those activities at all levels of war that produce 

sustainment to all operating forces on the battlefield. Also called CSS. (JP 1-02. 

SOURCE: JP 4-0) 

combat support. Fire support and operational assistance provided to combat elements. 

Also called CS. (JP 1-02. SOURCE: JP 4-0) 

component. 1. One of the subordinate organizations that constitute a joint force. 

Normally a joint force is organized with a combination of Service and functional 

components. (JP 1) 2. In logistics, a part or combination of parts having a specific 

function, which can be installed or replaced only as an entity. (JP 4-0) Also called 

COMP. (This term and its definition modify the existing term and its definition and are 

approved for inclusion in JP 1-02.) 

concept of logistic support. A verbal or graphic statement, in a broad outline, of how a 

commander intends to support and integrate with a concept of operations in an 

operation or campaign. (JP 1-02. SOURCE: JP 4-0) 

critical supplies and materiel. Those supplies vital to the support of operations, which 

owing to various causes, are in short supply or are expected to be in short supply. (JP 1-

02. SOURCE: JP 4-0) 

deployment. 1. In naval usage, the change from a cruising approach or contact 

disposition to a disposition for battle. 2. The movement of forces within operational 

areas. 3. The positioning of forces into a formation for battle. 4. The relocation of 

forces and materiel to desired operational areas. Deployment encompasses all activities 

from origin or home station through destination, specifically including intra-continental 

United States, intertheater, and intratheater movement legs, staging, and holding areas. 

(JP 1-02. SOURCE: JP 4-0) 

depot. 1. supply - An activity for the receipt, classification, storage, accounting, issue, 

maintenance, procurement, manufacture, assembly, research, salvage, or disposal of 

material. 2. personnel - An activity for the reception, processing, training, assignment, 

and forwarding of personnel replacements. (JP 1-02. SOURCE: JP 4-0) 

directive authority for logistics. Combatant commander authority to issue directives to 

subordinate commanders, including peacetime measures, necessary to ensure the 

effective execution of approved operation plans. Essential measures include the 

optimized use or reallocation of available resources and prevention or elimination of 

redundant facilities and/or overlapping functions among the Service component 

commands. Also called DAFL. (JP 1-02. SOURCE: JP 1)
Glossary 

GL-7 

distribution. 1. The arrangement of troops for any purpose, such as a battle, march, or 

maneuver. 2. A planned pattern of projectiles about a point. 3. A planned spread of 

fire to cover a desired frontage or depth. 4. An official delivery of anything, such as 

orders or supplies. 5. The operational process of synchronizing all elements of the 

logistic system to deliver the “right things” to the “right place” at the “right time” to 

support the geographic combatant commander. 6. The process of assigning military 

personnel to activities, units, or billets. (JP 1-02. SOURCE: JP 4-0) 

equipment. In logistics, all nonexpendable items needed to outfit or equip an individual 

or organization. See also component; supplies. (JP 1-02. SOURCE: JP 4-0) 

Global Combat Support System. None. (Approved for removal from JP 1-02.) 

Global Combat Support System-Joint. The primary information technology application 

used to provide automation support to the joint logistician. Also called GCSS-J. 

(Approved for inclusion in JP 1-02.) 

global distribution. The process that synchronizes and integrates fulfillment of joint 

force requirements with employment of the joint force. It provides national resources 

(personnel and materiel) to support execution of joint operations. The ultimate 

objective of this process is the effective and efficient accomplishment of the joint force 

mission. See also distribution. (JP 1-02. SOURCE: JP 4-09) 

host-nation support. Civil and/or military assistance rendered by a nation to foreign 

forces within its territory during peacetime, crises or emergencies, or war based on 

agreements mutually concluded between nations. Also called HNS. (JP 1-02. 

SOURCE: JP 4-0) 

inter-Service support. Action by one Military Service or element thereof to provide 

logistic and/or administrative support to another Military Service or element thereof. 

Such action can be recurring or nonrecurring in character on an installation, area, or 

worldwide basis. (JP 1-2. SOURCE: JP 4-0) 

joint decision support tools. None. (Approved for removal from JP 1-02.) 

Joint Deployment and Distribution Enterprise. The complex of equipment, 

procedures, doctrine, leaders, technical connectivity, information, shared knowledge, 

organizations, facilities, training, and materiel necessary to conduct joint distribution 

operations. Also called JDDE. (Approved for inclusion in JP 1-02 and sourced to 

DODI 5851.06.) 

joint logistics. The coordinated use, synchronization, and sharing of two or more 

Military Departments’ logistic resources to support the joint force. (This term and its 

definition modify the existing term and its definition and are approved for inclusion in 

JP 1-02.) 
Glossary 

GL-8 JP 4-0 

level of supply. None. (Approved for removal from JP 1-02.) 

line of communications. A route, either land, water, and/or air, that connects an 

operating military force with a base of operations and along which supplies and 

military forces move. Also called LOC. (JP 1-02. SOURCE: JP 4-0) 

logistics. Planning and executing the movement and support of forces. It includes those 

aspects of military operations that deal with: a. design and development, acquisition, 

storage, movement, distribution, maintenance, evacuation, and disposition of materiel; 

b. movement, evacuation, and hospitalization of personnel; c. acquisition or 

construction, maintenance, operation, and disposition of facilities; and d. acquisition or 

furnishing of services. (This term and its definition modify the existing term and its 

definition and are approved for inclusion in JP 1-02.) 

logistic support. Support that encompasses the logistic services, materiel, and 

transportation required to support the continental United States-based and worldwide 

deployed forces. (Upon approval of this revision, this term and its definition will 

modify the existing term and its definition and will be included in the next edition of JP 

1-02.) 

materiel. All items (including ships, tanks, self-propelled weapons, aircraft, etc., and 

related spares, repair parts, and support equipment, but excluding real property, 

installations, and utilities) necessary to equip, operate, maintain, and support military 

activities without distinction as to its application for administrative or combat purposes. 

(JP 1-02. SOURCE: JP 4-0) 

multinational logistics. Any coordinated logistic activity involving two or more nations 

supporting a multinational force conducting military operations under the auspices of 

an alliance or coalition, including those conducted under United Nations mandate. 

Multinational logistics includes activities involving both logistic units provided by 

participating nations designated for use by the multinational force commander as well 

as a variety of multinational logistic support arrangements that may be developed and 

used by participating forces. (JP 1-02. SOURCE: JP 4-08) 

port of debarkation. The geographic point at which cargo or personnel are discharged. 

This may be a seaport or aerial port of debarkation; for unit requirements; it may or 

may not coincide with the destination. Also called POD. (JP 1-02. SOURCE: JP 4-0) 

pre-position. To place military units, equipment, or supplies at or near the point of 

planned use or at a designated location to reduce reaction time, and to ensure timely 

support of a specific force during initial phases of an operation. (JP 1-02. SOURCE: JP 

4-0) 

process owner. The head of a Department of Defense component assigned a 

responsibility by the Secretary of Defense when process improvement involves more 
Glossary 

GL-9 

than one Military Service or Department of Defense component. (Approved for 

inclusion in JP 1-02.) 

rapid and precise response. Rapid and precise response is the ability of the defense 

supply chain to meet the constantly changing needs of the joint force. (Approved for 

inclusion in JP 1-02.) 

shared data environment. None. (Approved for removal from JP 1-02.) 

supplies. In logistics, all materiel and items used in the equipment, support, and 

maintenance of military forces. See also component; equipment. (JP 1-02. SOURCE: 

JP 4-0) 

supply. The procurement, distribution, maintenance while in storage, and salvage of 

supplies, including the determination of kind and quantity of supplies. a. producer 

phase — That phase of military supply that extends from determination of procurement 

schedules to acceptance of finished supplies by the Military Services. b. consumer 

phase — That phase of military supply which extends from receipt of finished supplies 

by the Military Services through issue for use or consumption. (JP 1-02. SOURCE: JP 

4-0) 

supply chain. The linked activities associated with providing materiel from a raw 

materiel stage to an end user as a finished product. See also supply. (JP 1-02. 

SOURCE: JP 4-09)

time-definite delivery. The consistent delivery of requested logistic support at a time and 

destination specified by the receiving activity. (This term and its definition modify the 

existing term and its definition and are approved for inclusion in JP 1-02.) 

unity of effort. Coordination and cooperation toward common objectives, even if the 

participants are not necessarily part of the same command or organization - the product 

of successful unified action. (JP 1-02. SOURCE: JP 1) 

 
Glossary 

GL-10 JP 4-0 

Intentionally Blank 
JOINT DOCTRINE PUBLICATIONS HIERARCHY JOINT DOCTRINE PUBLICATIONS HIERARCHY

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

PERSONNEL

JP 5-0 JP 6-0

INTELLIGENCE LOGISTICS COMMUNICATIONSPLANS SYSTEM

JP 1

JOINT

DOCTRINE

Maintenance

Approval Development

Initiation

JOINT

DOCTRINE

PUBLICATION

ENHANCED

JOINT

WARFIGHTING

CAPABILITY

STEP #4 - Maintenance









JP published and continuously

assessed by users

Formal assessment begins 24-

27 months following

publication

Revision begins 3.5 years after

publication

Each JP revision is completed

no later than 5 years after

signature

STEP #3 - Approval STEP #2 - Development

STEP #1 - Initiation







JSDS delivers adjudicated matrix to JS J-7

JS J-7 prepares publication for signature

JSDS prepares JS staffing package

JSDS staffs the publication via JSAP for

signature













Joint Doctrine Development

Community (JDDC) submission to

fill extant operational void

US Joint Forces Command

(USJFCOM) conducts front-end

analysis

Joint Doctrine Planning Conference

validation

Program Directive (PD) development

and staffing/joint working group

PD includes scope, references,

outline, milestones, and draft

authorship

Joint Staff (JS) J-7 approves and

releases PD to lead agent (LA)

(Service, combatant command, JS

directorate)

All joint publications are organized into a comprehensive hierarchy as shown in the chart above.

is the keystone publication. The diagram below illustrates an overview of the development

process:

Joint Publication

(JP) 4-0 Logistics













LA selects Primary Review Authority (PRA) to develop the

first draft (FD)

PRA/USJFCOM develops FD for staffing with JDDC

FD comment matrix adjudication

JS J-7 produces the final coordination (FC) draft, staffs to

JDDC and JS via Joint Staff Action Processing

Joint Staff doctrine sponsor (JSDS) adjudicates FC

comment matrix

FC Joint working group

JP 3-0

OPERATIONS

JP 4-0