Military logistics
Military logistics
Open Briefing | No. SDR-05.2024
This is the Fifth in a series of Open Briefings to the Strategic Defence Review (SDR) from the Council on Geostrategy. Our aim is to analyse ten key questions facing the Defence Review Team, from the vantage point of how the United Kingdom’s (UK) adversaries and strategic competitors see us (an approach known as Opposing Forces, or ‘OPFOR’). We will avoid euphemisms and address the challenges head-on. After holding an expert seminar, we will formally submit the briefings at the end of September. Our contributions are deliberately candid – and we invite comment and challenge from all quarters.
Military logistics are the means by which armed forces are sustained, whether on operations, in training, or in the home base. The term commonly covers the supply and resupply of goods including armaments and fuel, but often incorporates personnel, repair facilities, administration and medical services.
In British doctrine, military logistics has traditionally comprised four critical components, known colloquially as the ‘Four Ds’. They are:
Demand: The resources, supplies, and services required to sustain the force;
Destination: Where the goods or services are required, which could be at home or away;
Distance: How far the materiel needs to travel to be of use, and whether there will be atrophy along the way;
Duration: How long for? A day-long fight or a multi-year campaign?
Superficially the Four Ds make sense and have helped to shape logistic thinking over decades. However, they are very linear and have not developed sufficiently to meet the challenges that the British Armed Forces face today, specifically:
Global supply chain vulnerabilities: The global supply chain increasingly is vulnerable to disruptions caused by geopolitical tensions, pandemics, natural disasters, and cyber-attacks. These disruptions can severely impact the availability and timely delivery of critical supplies. In addition, many military operations rely on international suppliers for key materials and components. This dependency can be a weakness in times of conflict or global crises.
Rapidly changing technology: As military and logistics systems become more digitised, they are increasingly susceptible to cyber-attacks. Protecting the integrity and security of logistics data and infrastructure is crucial but challenging. Incorporating advanced technologies such as Artificial Intelligence (AI), autonomous systems, and blockchains into logistics operations presents challenges in terms of integration, training and reliability.
Complex multi-domain operating environments: Contemporary and future military operations span the land, sea, air, space and cyber domains. The logistic systems supporting them must be equally applicable to each domain. Distance, for example, poses very different challenges in the physical domains than it does in cyberspace.
Environmental concerns: Military operations require vast amounts of energy, and there is growing global and societal pressure to adopt more sustainable practices. Balancing operational effectiveness with environmental sustainability is a significant challenge. This is not simply about being ‘green aware’; it is about acting responsibly in the disposal of waste, including hazardous materials, in conflict zones or remote areas, where they can have significant environmental and operational impacts.
Integration: Coordinating logistics among different branches of the military or between allies and partners requires interoperability in terms of systems, procedures, and communication. Achieving seamless coordination can be difficult due to varying standards and capabilities. As military forces become more disaggregated and decentralised, and as agile logistics must be able to support dispersed units without traditional supply lines, innovative approaches to distribution and resupply are required.
People: There is a growing need for highly trained people who can manage and operate increasingly complex logistics systems. Recruiting, training, and retaining such personnel is a challenge, especially in an era of rapid technological change and better offers elsewhere.
Resilience: The cost of maintaining and upgrading logistics infrastructure, coupled with the need for advanced technology, is rising. Budget constraints often force difficult decisions about where to allocate limited resources. Balancing cost efficiency with the need for redundancy in supply lines to mitigate risks is a persistent challenge, especially in an unpredictable global environment.
Addressing these and other challenges requires the UK, along with its allies and partners, to review the way that they do business now and how they are likely to do it in the future. The complexities of modern warfare, technological advancements, and global geopolitical dynamics, plus new and evolving concepts such as multi-domain operations and integration, require a different approach. Logistics planning should leverage technology, enhance coordination, and prioritise sustainability and resilience.
Recommendations for the Defence Review Team:
Strengthen supply chain resilience: Britain should reduce its dependency on single or foreign suppliers by diversifying its supply chains. This could involve sourcing critical materials domestically or from multiple allied nations to mitigate the risk of global disruptions.
Stockpile strategic reserves: The UK ought to establish and maintain strategic reserves of essential supplies, materials and people to ensure availability during crises.
Shine a light on supply chains: Supply chain transparency is critical. Britain should do more to implement advanced tracking and monitoring systems using technologies such as blockchain to enhance visibility and accountability across the supply chain, ensuring rapid response to potential disruptions.
Adopt new technologies: AI and machine learning can improve demand forecasting, optimise supply chains, and anticipate maintenance needs. The UK should also invest in autonomous systems and drones for transport, resupply, and reconnaissance. These technologies can improve efficiency, especially in contested or remote areas.
Enhance cybersecurity: Strengthen cybersecurity measures across logistics networks to protect against cyber-attacks. This includes planning regular assessments, adopting robust encryption methods, and ensuring secure communication channels.
Focus on sustainability: Britain should invest in energy-efficient technologies and explore alternative fuels to reduce the environmental impact of military logistics. This could involve the adoption of hybrid or electric vehicles and the use of biofuels. It should integrate sustainability into procurement and supply chain management by selecting suppliers committed to environmental standards and practices. This approach has the added benefit of reducing the military's carbon footprint and progressing Net Zero targets. The UK should also implement robust waste management systems, focusing on recycling and the disposal of hazardous materials in an environmentally responsible manner.
Build and retain a skilled workforce: By attracting talent, training and educating personnel, and retaining a logistics-aware workforce, military operations will be better mounted. New skills are needed to manage advanced technologies and complex supply chains, including cybersecurity, AI, and supply chain management.
Explore more and better public-private partnerships: Explore partnerships with private sector companies to leverage their expertise and resources, especially in areas such as transportation, warehousing, and technology development. Encourage career flexibility to develop and retain talent across the enterprise to strengthen the British economy as a whole.
Rationalise logistics command and control: Empower the Chief of Defence Logistics within the Military Strategic Headquarters to provide pan-domain oversight and leadership.
Dr Kevin Rowlands is the Julian Corbett Associate Fellow in Naval Strategy at the Council on Geostrategy. He is also the Head of the Royal Navy’s Strategic Studies Centre. (He writes here in a personal capacity).
Dr Emma Salisbury is the Robert Whitehead Associate Fellow in Military Innovation at the Council on Geostrategy. She is also an Associate Fellow at the Development, Concepts and Doctrine Centre in the Ministry of Defence.
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