SCHOOL OF NAVAL WARFARE

THE PRE-POSITIONING LOGISTICS TO ENSURE THE FUNCTION LOGISTICS SUPPLY:

An analysis of the Gulf War in 1991

ANDREW LAGUNA

Rio de Janeiro

2013

THE PRE-POSITIONING LOGISTICS TO ENSURE THE FUNCTION LOGISTICS SUPPLY:

An analysis of the Gulf War in 1991

Monograph presented the School of Naval Warfare, as partial requirement for the completion of the Course of Staff for Senior Officers.

Advisor: CMG (RM1)

Rio de Janeiro

School of Naval Warfare

2013

SUMMARY

For the pursuit of military logistics, remained stagnant, but helped to establish a fundamental concept is to apply to the administration of the company's logistics, that is the interdependence between the strategy, tactics and military logistics, which is crucial for the success of the operations in the field of battle, and, in this case, it is considered as the employment of tactics of the armed forces to achieve the strategic objectives, and logistics, such as the continuation of the support of the armed forces to achieve these objectives, the principle of equivalence that the company is in the area of logistics as a component of the overall strategy of the organization and the aid for the employment in an integrated way, in the context of efforts to achieve the objectives The company. This way, with the privatisation of logistics support for supplies during the war in Iraq by the United States, in 1991, the military logistics gained strength and surprised with the agility, application of the same in the conflict, demonstrating the effectiveness of a structured team and employed in logistics of supplies.

Key Words: Iraq War, Logistics of Supplies, Organization and Military Logistics

SUMMARY

1. INTRODUCTION................................................................................................................................................ 8 2. THE PRE-POSITIONING OF LOGISTICAL UNITED STATES IN THE WAR IN IRAQ.......................... 102.1. The environment of joint logistics in multinational operations...................................................................... 102.2. Imperatives of logistics.................................................................................................................................. 112.3. Principles of multinational logistics................................................................................................................ 132.4. Special Considerations in the organization and conduct of operations of multinational logistics ................. 172.4.1. The USA as the provider and the recipient of logistical support 17................................................................ 3. LOGISTICS FUNCTION SUPPLIES: FOOD, FUEL AND AMMUNITION................................................. 224. THE REASONS THAT THE LOGISTIC FACTORS HAVE CONTRIBUTED TO THE UNITED STATES IN OPERATION DESERT STORM: THE IRAQ WAR (1991).......................................................................... 345. FINAL CONSIDERATIONS............................................................................................................................ 36BIBLIOGRAPHIC REFERENCES....................................................................................................................... 39

R. Esc. XXX Rio de Janeiro V. No P. xxx-xxx Jul/2013

1. INTRODUCTION

The cessation of hostilities in Iraq, on February 28, 1991 completed one of the great

feats of arms north American, all goals established were performed in record time against the

fourth largest army in the world, but more importantly, the victory was achieved with an

extraordinary minimum casualties between the forces of the United States. (PHILIP, 2002)

At the same time that the U.S. Army has played the dominant role in the land victory,

Operation desert Storm was a joint effort with the U.S. S. Air Force, Navy and Marine Corps,

and coast guard all performing leading roles. In addition, 37 nations joined in the cause to

expel Iraq from Kuwait, coalition unprecedented was reinforced by a series of strong

resolutions of the United Nations. (PHILIP, 2002)

The military success and political this campaign have been widely acclaimed by the

critics and was a great step forward in global cooperation against aggression.

In this document we will describe the performance of the United States Army in the

Gulf War, as part of a command in the United States and a coalition of 37 nations against the

illegal invasion, acquisition and annexation of Kuwait by Iraq. (METZ, 2008)

The operation Desert Shield is the code name applied to all military operations of the

first response of the United States on 6 August 6, 1990 until the beginning of the fighting in

January 17, 1991. On that date, the operation Desert Shield became Operation desert Storm,

thus began 42 days of intense war of air and soil that ended when President Bush gave a

temporary cessation of hostilities on 28 February. On 3 April, the UN Security Council

adopted Resolution 687 establishing the conditions for a cease-fire agreement permanent.

These conditions were formally accepted by Iraq on April 6th, it is to start a countdown of

120 days for the withdrawal of the allied forces in southern Iraq. (METZ, 2008)

Operation Desert Storm was a military success is indisputable, and proved the quality

of the armed forces of the United States, the value of the training and of the United States in

the United States and the effectiveness of weapons and, more important, the extinguished any

before doubt about military capabilities of the United States and resolve. (METZ, 2008)

2. THE PRE-POSITIONING OF LOGISTICAL UNITED STATES IN THE WAR IN IRAQ

2.1. The environment of joint logistics in multinational operations

The environment of joint logistics, Logistics common , is also applicable to

multinational operations. Operations are distributed quickly and, at the same time, in several

operational areas within a unique theater or in limits of more than a master of geographical

combatant (GCC) and may involve a variety of military organizations, between agencies, non-

governmental organizations (NGOs), business partners and multinationals. The environment

of joint logistics exists within this operating environment and consists of the conditions,

circumstances and influences that affect the employment of resources of logistics. He exists in

levels strategic, operational and tactical war. Understand the environment of joint logistics

characteristics is essential to the planning, execution and control logistics operations.

(CARACCILO, 2011)

(1) physical Domains. MNL takes place within the physical domains of air,

land, sea and space. Service Components provide the expertise within these areas and the

MNFC and staff focus on leveraging and integrating resources. (CARACCILO, 2011)

(2) information Environment. The global dispersion of the NSW group, the

speed with which arise the threats and the increase in the use of resources in cyberspace have

made real-time or near critical to support military operations, planning and execution of the

MNL of information in real time. Compatibility of networks is essential to provide the MNFC

with information to evaluate MNL and take crucial decisions relating to the operations of

MNL. In addition, protected access to networks is essential to maintain the readiness of the

NSW group and allow a fast, accurate response to the needs of MNFC. (CARACCILO, 2011)

(1) Strategic. At The strategic level, MNL is characterized by the great capacity

of the industrial base of the nation, government and commercial. The national capacity to

design and maintain the military power comes from the strategic level; allows military

operations over time and represents one of the largest forces of our nation. At this level,

modern, processes clearly defined, well understood and focused on results should lead to

efficiency throughout the multinational organizations, between agencies and commercial

department of defense (DOD). These processes combined with positioning of force agile are

fundamental to optimize the MNL and are essential for the nation's ability to maintain

flexibility in the face of threats of constant change. (CARACCILO, 2011)

(2) Operational. At The operational level, MNL has its most significant impact.

IS the operational level that intercept requirements, processes and resources strategic and

tactical, and it is here that lies the essence of the MNL. Multinational Logistics at this level

integrates or coordinate national, DOD, combatant command, service and functional

components, multinational partners, between agencies, and HNS, with requirements of tactics

in MNFC. Logistics is facing its greatest challenge at the operational level due to the

difficulty of coordinating and integrating resources from many suppliers. (CARACCILO,

2011)

(3) Tactical. In tactical, logistical support is nation, service-oriented and run.

Organizations that operate in tactical level are focused on implementation tasks on military

objectives. Units tactics require sustained logistics readiness to meet the objectives of

assigned. Results Sustained readiness logistics of cumulative efforts of national or agency and

other suppliers around the environment of the entire joint logistics. (CARACCILO, 2011)

2.2. Imperatives of logistics

The value of logistics can be determined by how well the force is deployed and

sustained. Three imperatives logistical help determine this: unity of effort, visibility across the

company of joint logistics and fast, accurate response. These requirements define the desired

attributes of an array of multi-tier global logistics key systems, processes and organizations

that effectively adapt within a complex environment and fluid to meet the emerging needs of

CCDR with support. (CIMBALA, 1998)

(1) Unity of effort. To achieve unity of effort of multinational logistics must

develop a clear understanding of how joint and multinational logistics work processes; to

know the roles and responsibilities of providers of execution of tasks in process; build the

agreement around common measures of performance (results of process); and provide

appropriate members of the joint force the visibility of processes. (CIMBALA, 1998)

(2) Joint logistics environment - all the multinational visibility.

Visibility across the multinational requires timely and accurate information on

logistics processes, resources and requirements of member nations. This allows the

commanders and their employees obtain the knowledge necessary to make decisions and

effective recommendations. Visibility essentially answers questions in CCDR: where is he?

As it going to get there? When he's going to get there? (CIMBALA, 1998)

(3) Response of fast and accurate. Fast, accurate Response is the ability of

logistics main features, military and commercial, to meet the needs of changing the NSW

group. The effectiveness of the MNL can be measured by evaluating the following attributes

or key performance indicators: (CIMBALA, 1998)

2.3. Principles of multinational logistics

The principles of logistics for the United States, joint logistics operations,

described in JP 4-0, joint Logistics, also apply to the logistics of multinational operations.

However, because the forces participating represent sovereign nations, there are several

principles unique to operations of MNL. (CONRAD, 1994)

(1) Responsibility of collective. Participating Nations and the MNFC has a

collective responsibility for the logistics in support of multinational operations. Although the

Nations are responsible for support of its forces, logistical support in military operations

multinational is not only a national responsibility. This collective responsibility encourages

partner nations (NPs) to share cooperatively the provision and use of resources and logistical

resources to support the force in an effective and efficient way. Standardization and

cooperation multinational nature in logistics together build the basis for the efficient and

flexible logistical support, thus contributing to the operational success. (CONRAD, 1994)

(2) Authority. Sovereign Nations are reluctant to give authority to policy of

MNFCs for logistics. There is an essential interdependence between responsibility and

authority. The responsibility given to any MNFC should be combined with the delegation of

authority For PNs to allow for the proper execution of tasks. The MNFC, at the appropriate

level, must be given sufficient authority over the logistical resources needed to receive ,

employ, sustain and redeploy forces assigned to more effectively. (CONRAD, 1994)

(3) Rule of operating conditions. Logistical Support is focused on the mission,

as defined by MNFC and participating nations. Nations must provide logistics assets

sufficient to support the operational objectives of the MNFC. (CONRAD, 1994)

(4) Cooperation. Nations must cooperate with each other and with the MNFC to

achieve unity of effort for their forces and overall operation are properly supported. The basis

for this begins in time of peace with the establishment of agreements and contacts

bilateral/multilateral. Applied across the full spectrum of logistics, including between the civil

sector and military within and between nations, contributes to the best use of limited

resources. (CONRAD, 1994)

(5) Coordination. Nations must closely coordinate their actions logistics with the

MNFC throughout the planning and implementation phases of the operation. This

coordination must exist between all levels of the structure of operational command and

logistics. Generic and walk pre-arranged agreements help to facilitate cooperation and

logistical coordination. The coordination is particularly important in the areas of motion

control, contractors, medical clearance, customs and border control, negotiation and allocation

of HNS, supply of fuel supply and negotiation of bilateral and multilateral agreements.

(CONRAD, 1994)

(6) Ensure the provision. Nations must ensure, individually or collectively, the

provision of logistical resources to support the forces assigned to the NSW group during

peace, crisis and conflict. (CONRAD, 1994)

(7) Sufficiency of. Logistical Support of a NSW group should be sufficient to

achieve designated levels of readiness, sustainability and mobility to meet operational needs.

The provision of support to the forces of participants and the general operation can be carried

out individually or by cooperation agreements between the participants. (CONRAD, 1994)

(8) Efficiency of the Group. (CONRAD, 1994)

(9) Flexibility. Logistics should be proactive, adaptable and responsive to meet

the mission. Adequate and timely logistical planning that considers potentially change of

circumstances, increases flexibility. Provided that the scope, the mission and the composition

of multinational operations differ, logistical support must be tailored to unique operational

requirements for each operation. (CONRAD, 1994)

(10) Visibility and transparency. Visibility and transparency of logistical

resources is essential to effective planning and logistical support IT management accordingly.

Common Formats for reports should be provided to the participants and information

technologies interoperable employed for quickly passing and processing logistics information.

(CONRAD, 1994)

(11) Synergy. The coordination of resources for logistics allows the United

States and other participating nations to build capacity of logistics to support operations more

effectively with less global resources. (CONRAD, 1994)

(12) Simplicity. To be effective, the concept of logistic support and its

implementation must be easily understood. Formats and simplified reporting requirements

should be employed. GCCs should continue efforts to achieve interoperability with probable

multinational partners during periods of peace as part of his plan of campaign of the theater.

(CONRAD, 1994)

(13) Opportunity. Develop and establish a framework for effective logistics

require more time in multinational operations that unilateral transactions due to the

involvement of various nations in the planning process.

B. In addition to principles of MNL listed above, several other "principles of

logistics," identified in JP 4-0, joint Logistics, and not unique to multinational operations, are

also applicable. (CONRAD, 1994)

(1) responsiveness. The logistical support of a NSW group must be sensitive to

operational circumstances that change rapidly. This requires planning and standardization

advance operation and facilitates the exchange of items of common support between the

forces. (CONRAD, 1994)

(2) Capacity for survival. In today's world of various threats FP measures should

be considered to establish arrangements MNL (CONRAD, 1994)

(3) Sustainability . Long-term Support can be enhanced through the use of

MNL, individually or by types of cooperation agreements, discussed in chapter III, "logistical

Planning multinational." (CONRAD, 1994)

(4) Obtain. MNL can be used to achieve minimum levels of essential support

fast since it is based on more sources of support resources that only national. (CONRAD,

1994)

(5) Economics . Taking into account the limits of logistical resources and the

benefits of reducing footsteps of logistics in the operational area, Nations must work together

to achieve the most cost effective way to logistical resources through coordination of

multinational and mechanisms for mutual support. (CONRAD, 1994)

2.4. Special Considerations in the organization and conduct of operations of

multinational logistics

2.4.1. The USA as the provider and the recipient of logistical support.

The national security strategy of the United States provides that the USA can

provide logistical support as part of its national contribution to the operation of multinational,

as happened in operations restore hope (Somalia), defending democracy (Haiti) and stabilize

(East Timor). The United States, in turn, could require extensive logistical assistance foreign

(as in the shield/desert storm of ongoing operations peacekeeping operations in the Balkans

and ENDURING FREEDOM/IRAQI FREEDOM). The US, therefore, are likely to be a

consumer and provider of CUL in multinational operations. Masters of USA and logistics

planners must see MNL, as an effective and efficient in supporting forces. (PHILIP, 2002)

The differences in multinational logistics, on the basis of the organizational

structure. JP 316, multinational Operations, list two basic types of multinational operations -

Alliance and coalition - and describes the structures of general command associated with each

one. Each type of operation has distinctive characteristics that affect the relations of logistics

C2, funding mechanisms and reimbursement for support of MNL and the scope of the scheme

the MNL. (PHILIP, 2002)

The military bases in strategic planning are found in legislation and in the documents

of the highest level of the country, such as the federal Constitution, the national defense

policy (DN), the National Strategy of Defense (END), and the additional laws that deal with

the organization, preparation and use of the Armed Forces. (CONRAD, 1994)

Transforms the limitations and guidance policies of strategic actions, with a focus on

internal and external environments to be developed, USD 179.1 million of various

departments, in a coordinated manner with the actions of the military term. This level occurs

in all expressions of national power. (CONRAD, 1994)

At this level, the guidelines policies and resources of the sector of the entire order can

be re-evaluated and adjusted by adequacy, the flexibility or the cancellation of the defined

objectives, as well as agreed with the political level. (CONRAD, 1994)

The planning Estrategico-Militar (PEM), sectoral level, is intended to develop a

defense capability, with a preponderance of military means to ensure the maintenance of the

safety condition defined for the country, in the face of external threats, possible crises or

disruption of the internal legal order, the highlight is the guidance on the preparation and

employment of all FA, displaying the possible needs for articulation with other expressions of

national power. (CONRAD, 1994)

The "evaluation phase of the economic situation and the development of scenarios" if

developed constantly, in order to identify the threats and opportunities for the Brazilian State

that involve the use of armed forces, the creation, so that the opportunities for employment

(A). This Mister, are selected, the helium, in order of priority, that guide the steps of strategic

planning, the step is the responsibility of the Directorate of Strategic Affairs (DAE).

(CONRAD, 1994)

The evaluation of the current situation is a methodical process of knowledge of the

past and the present, and its likely evolution in the national and international context,

identifying the potential opportunities and threats, vulnerabilities and the geographical areas

of interest, with a view on the implications of the use of national power to the achievement

and preservation of national objectives. (CONRAD, 1994)

The scenarios forward-looking statements, prepared on the basis of the evaluation of

the economic situation, idealizations are developed by concatenation of events and the

knowledge that characterize the evolution of today for a future situation. For the two, is of

fundamental importance a permanent work of strategic intelligence, exercised by a specialized

team. (CONRAD, 1994)

The "stage of evaluation of the economic situation and the development of scenarios"

preceded the military planning in the light of the conditions of employment, at the time,

because it is drawn up, the update extract of "evaluation of the situation", were to focus in the

area of conflict, called "climate", which is an appendix to Annex "Strategic Plan for the

intelligence", PEECFA. (CONRAD, 1994)

"The phase of analysis of the situation and planning" will cover the production of

PEECFA by EMCFA, with the participation of representatives indicated by forces and by

other government bodies, when invited to participate, in the context of the review of strategic

situation. (CONRAD, 1994)

Each hypothesis of employment selected requires a PEECFA, the result of the

corresponding examination of strategic position. (CONRAD, 1994)

The strategic plans are used as the basis for the operational controls produce the

operational plans, which had as a consequence that the orders of the components of the Forces

develop their tactical plans. (CONRAD, 1994)

On the basis of the restrictions, the strategic level of the policies already may establish

guidelines for the drafting of the rules of engagement to be observed in lower levels, which

should supplement these rules and the dissemination of their subordinates, the level of detail

appropriate to their level of decision-making. (CONRAD, 1994)

Since the consideration of the strategic situation, must be made "Lists of needs", which

contains the requests of all kinds (intelligence, logistics, C2, doctrinal, troops, and of the

means of each of the forces, dressage, etc. ), since the gaps to fill for the obtaining of the basic

conditions and the implementation of this plan, the process of inquiry into the needs will

continue at the levels of planning, when will be consolidated, and the level of appropriations

for the fixing and the preparation of forces. (CONRAD, 1994)

All decision-making levels requires the work of Intelligence activity, in order to

minimize or eliminate the uncertainty surrounding the entire decision-making process and, in

this context, the policy makers and their advisers must establish, vital and what is the scope

and priorities of needs of knowledge or information necessary for the subsoil due to this

process, which is the basis more insightful that must be observed, under penalty of loss of

time and resources. (CONRAD, 1994)

In the operating environment, even prior to the commitment of the armed forces, the

captains will have answers to your questions, to plan and conduct operations with success.

Some responses are crucial for decision-making, therefore, masters must prioritize their

needs before the intelligence, among which are the essential elements of Intelligence (WAS)

as the most critical to the commander at certain times. (CONRAD, 1994)

At the level of the steering wheel, it is established that the rol of NI and the planning

of an effort of collection and/or research between the agencies and/or between the sources of

information, and the plans are prepared or requests for information and the control of these

emissions in the agencies that participate in the system of intelligence for defense (Sindh), the

Plan document for the provision of information in the field of defense (Pindus Mountains)

establishes the routing at the strategic level; at the operational level, the system of operational

intelligence (SIOP) updates and complements the Pindus mountains that planning defines the

demand for nickel; the C Po, establishes the plan of joint information; and in tactics, each FA

laying down their plans, each plan comes His predecessor in the level immediately above.

(CONRAD, 1994)

During the meeting, is made the systematic exploitation by means of sources and

agencies that sent the information obtained for the correct treatment, aimed at the production

of knowledge. The criteria for the selection and prioritization of intelligence sources should

be examined during the orientation phase. (CONRAD, 1994)

In production, the analysis of data and information collected in the cells or sectors

corresponding to the types of sources, as a result, the integration of analyzes obtained will

provide the conclusions that embasarão formulations of judgments of knowledge production.

(CONRAD, 1994)

In the dissemination of information, is made to the disclosure of information by the

political authorities, the military commanders, and the senior member at all levels involved in

the planning and execution of operations. The time factor is a critical aspect of the disclosure,

but there are other principles that govern the disclosure (in particular, in order to avoid an

overload of information and duplicates), which are: as soon as possible, the use of standard

formats and appropriate, the availability of adequate channels of information and ease of

control of access to authorized users. (CONRAD, 1994)

3. LOGISTICS FUNCTION SUPPLIES: FOOD, FUEL AND AMMUNITION

In the middle of the military, since the proper use of the two has been the fundamental

factor for obtaining a good power to fight, more recently, companies have recognized the

positive impact of the strategic management of logistics in gain competitive advantage.

(CHRISTOPER, 1997)

An important proposal in the field of administration is the ascension of the logistics,

such as activity and integrating strategic, covering the entire supply chain, the acquisition of

raw materials to the point of consumption of the end product, in achieving the objectives of

sustainable competitive advantage through cost reduction and improvement of services that

characterizes the strategic role of logistics in the management of their business.

(CHRISTOPER, 1997)

Christopher (1997) considers that the logistics management can provide a source of

competitive advantage for the carrying out of a position of superiority lasting over

competitors in terms of customer preference. Assessed, however, that the leaders of

organizations to a more secure position of competitive power, on the basis of the benefit

obtained in differentiated products of value and productivity . (CHRISTOPER, 1997)

Four editions of the magazine military (IN 1992, 1993, 1997, 2002), reviewed the

professional army of the United States and published by the School of command and state-

greater -general of the army of this country, were selected with the objective of characterizing

the importance of military logistics in reality, from the perspective of the armed forces of the

United States, as well as their practices and lessons for the future. (CHRISTOPER, 1997)

To deal with the logistics during the Gulf War (1990-1991), Pagonis and Krause

(1992) examine the logistical support starting from the displacement of Saudi Arabia the

Kingdom of Saudi Arabia, and the land-based operations of the expulsion of Iraq from

Kuwait, until the end of the activities, in August of 1990, at the beginning of the operations,

there is a logistical structure in terms of food, shelter and provide a force in the dimension of

this which has been employed in conflict, the logistical command created to respond to these

questions and the other needs and has developed a plan that included: preparation and pre-

positioning of supplies; the support during the tactic of movements up to the Positions of

attack; the support of ground offensive resumption of Kuwait and to deal with the southern

Iraq; the return of personnel and equipment to their original banks (USA, Europe and other

continents); the defense and for the restructuring of Kuwait; closure of the "theater" of the

operations with the withdrawal of armoured cars, and ammunition to form more effective,

economical, safe, and efficient for an idea of the magnitude of the event, the logistics effort

including the service of 95 million meals; the consumption of 5.7 billion liters of fuel; the

receipt of 32,000 tonnes of correspondence; positioning the "theater" of war, the employment

and the withdrawal of the area of more than 117,000 cars, approximately 13,000 Cars and

other armoured fighting and 1,745 helicopters, during the period from August 1990 to

December 1991. (PAGONIS and KRAUSE, 1992)

The observation of Pagonis and Krause (1992) illustrates the idea of an exchange

between the military logistics and the activities of the company when referring to the

interaction of the staff was convened the National Guard and reserve of the army (together

accounted for 70 per cent of workers convened) with the military of active (which represents

approximately 30% of the labor force ), during the execution of complex missions in the

south-west of Asia, or the soldiers of booking transferred their knowledge logistics civilians

for military zone and, on the other hand, the model of military constitute four work teams to

begin the process of the development of logistics infrastructure In future operations of

projection of power, can be used by logistics companies of civilians involved in global

operations, these teams include: (PAGONIS and KRAUSE, 1992)

• The staff with specialized knowledge about the host country.

• The staff responsible for the activation of the contractual obligations established

previously.

• Administrators can assign funds and maintain records;

• The planners who work as an extension of the spirit of his master and well

informed of its intention and the concept of long-term operations, which could facilitate and

accelerate the operational implementation.

The LOGCAP, considered as the best way for the extension of the logistic support for

future military operations, is approach by Nichols26 as an instrument of support appropriate

to the operations of non-war and actions regional emergency LOGCAP was not used, but

hundreds of suppliers civilians were recruited to provide logistical support to the forces of the

coalition and the experience gained in the conflict, the reduction of the military force and the

likely growth of the operations of non-war motivated the LOGCAP to sign the contract with

the company "Brown & Root" in order to allow a pre-planned support of installations and

Logistics services for any eventuality of projection of power. (PAGONIS and KRAUSE,

1992)

The ASI in December of 1992 and March of 1994, Somalia, oconeu the first event to

validate the program (LOGCAP) in support of the Marine Corps of the United States and the

multinational forces of the United Nations (UN). The mission and the services of the

contractor LOGCAP covered: the construction of a military camp, the maintenance and repair

of motor vehicles; water supply and power supply; the bathroom and laundry; the production

of energy; health ; portable junk ; fuel handling; transport; and the translation services, which,

in spite of doubts about this form of outsourcing, the experience was beneficial and the

civilian support Somalia has been considered more appropriate than the military. (PAGONIS

and KRAUSE, 1992)

Another possibility of employment for the contracts the integration of civilians with a

small group of American soldiers, which took place from July to September 1994, in Rwanda,

in drilling, production, distribution and storage of drinking water, a humanitarian mission,

which has favored the use of civilians as an alternative to the use of military personnel. The

success encouraged the further use of LOGCAP in Haiti (1994), return to Kuwait due to the

new threat from Iraq (1994), Bosnia (1995). The experience has led to improvements in the

program, as well as helped to predict the military and political benefits The LOGCAP can

offer to the operations of non-war, mainly. (PAGONIS and KRAUSE, 1992)

As regards the consolidation of logistics within the framework of the strategy of the

projection of American power, one of the biggest concerns raised by Ross (1992) as regards

the maintenance of armed forces, the long-term, which depends on an industrial base flexible

and active, able to develop, produce and support weapons systems in time of peace. A

different perception returns to the inadequacy of budgetary appropriations for the defense,

which indicates the need for greater cooperation between the government and industry in the

development of advanced technologies and manufacturing processes, in order to increase the

production of essential elements in the event of an emergency. (ROSS, 1992)

Always in this line of reasoning, Power (1993) considers that it is essential to ensure

the availability of civil support and suppliers at the time of preparation of the displacement

and the logistical planning for the "theater" of operations, an activity that can be answered by

LOGCAP. (POWER, 1993)

Finally, as exposed by Randall Jr (2002), the strategy of projection of American power

in the 21st century has changed little in concept and implementation. In this respect, the

consolidation of logistics continues strengthens throughout the army of the United States,

since the logistics focus is between the four operational concepts advocated in the vision of

the projection of power in the 2010 version, which remains as the foundation of the vision of

the future in version 2020 (RANDALL JR, 2002)

Consolidated the functional structure of logistical support for military operations, the

22 SUPCOM became the operational phase of the organization of such support, the plan of

logistic support operations is designed to be carried out in six phases defined in time and

space, with clear objectives: (RANDALL JR, 2002)

- Phase 1 - preparation and pre-positioning.

- 2ND phase - displacement of XVIII and VII Army Corps;

3- The offensive phase - overland;

- Phase 4 - the defense of Kuwait.

5- THE stage - return of troupe.

6- A phase - the reconstruction of Kuwait.

With the mission of store and continuous power supply needed for the XVIII and VII

C Ex, logistical bases has been recounted by 22and SUPCOM, in particular along the main

supply routes (EPS) Dodge and the Sultan (see table "EPS" ). This fireworks allowed

preposition supplies and provides them relentlessly to the levels that are involved in the

operation, the reduction of the acute shortage of road infrastructure in the region, thus, the

operational command can unfold its large quotas of form continues, freeing them from the

need to regulate their unfolding in depth due to logistical limitations. (RANDALL JR, 2002)

It is concluded that, in part, that the mission and the organization of CLTOT and Ba

Log were fruits of logistical planning as a function of the design of tactical operations.

(RANDALL JR, 2002)

As the quotas already started arriving in Saudi Arabia, it is not necessary to set up, on

the part of Ba Log in its support. Initially, were established Ba Log around the airport

complex in Jaboatao dos Guararapes, Ad Damman and Jbail, with the mission to receive and

process the join in 18and C Ex, first large order to unfold in Saudi territory. (RANDALL JR,

2002)

For a greater amount of resources, which was joining the Tocantins, the SUPCOM 22

has unfolded the Ba Log of Bastogne, as well as the motorway Dodge, while the 18TH C Ex,

using the 1ST Corps COSCOM (logistical support and command, control of body army),

composed of Ba Record of Pulaski. (RANDALL JR, 2002)

Under the cooling of the Gulf crisis, the government of the United States, it was

determined that the VII C Ex if moved out of its base, in Western Europe, the Persian Gulf,

this decision has become causing the need to increase the logistic structure of Saudi Arabia,

before the displacement of a large crew in the north, which has led to the creation of Log Ba

Alpha, Bravo and Delta along the roads that would be traversed by VII and XVII C Ex, staked

by EPS Dodge and Sultan. (RANDALL JR, 2002)

Taking into account the need to preposition, in order to provide the best conditions for

the support VII and XVIII C Ex, 22 SUPCOM created, respectively, the Ba Log ECHO and

Charlie along the EPS Dodge. Due to its location, close to the positions of attack of these

large orders, it has been possible for the cerrado support necessary for the execution of the

attack. (RANDALL JR, 2002)

The planned offensive power supply for the fight against the great enemy. To justify

the logistical support, since the establishment of Ba Log in depth, which can provide the

necessary supply of attacking forces, to the extent or the actions were performed. In this way,

provision has been made for the creation of provisional duty Ba Log Hotel, Golf, Oscar,

Romeo and November, all located in Iraqi territory, given the speed of operations, were

converted into work simple exchange of trailers. (RANDALL JR, 2002)

Because of the short duration of the fighting ground, about 100 hours, and some of

these Ba Log since were not fully established, once more, that the situation no longer requires

your behavior with the resources and effective. Others, in turn, were even established, as was

the case with the Log Ba Hotel and Romeo, fact offered significant tactical advantage,

because it relieves the strike force of the load of the creation of new Ba Log. (RANDALL JR,

2002)

During this phase, an incursion of 101ST Aero mobile (101ST Airborne Division)

established a basis of advanced operations in the territory of Iraq, who have served, by suite,

the conduct of Ba Log Cobra, with the objective of providing scale actions and quickly.

(RANDALL JR, 2002)

It follows, therefore, that the establishment of Ba Log assured me, in advance, the

features of the initial concentration of means and attack against the Iraqi forces, to ratify the

planning and that gain the flexibility of logistics. (RANDALL JR, 2002)

In accordance with the campaign manual C 100-10 - military logistics land, of the

Brazilian Army, the flexibility is "the principle that allows the adoption of alternatives

regarding the possibility of a change of circumstances". (RANDALL JR, 2002)

The effective and supplies of different continents, were transported in the Persian Gulf

by air and by sea, with the purpose of providing the greatest possible amount of resources in

the face of Iraqi aggression. The vessels preposicionadas worked as a floating deposits and

contained supplies needed to support the troops by the supply chain has been created.

(POWER, 1993)

The different conceptions of the operations "Desert Shield" and "desert Storm" -

offensive and defensive, respectively - and with the arrival of VII C Ex demanded that the

planning of logistics have been adapted so that the actions resulting from someone in a

minimum of changes in transport and positioning of resources, given that there would be no

significant increase in the provision for the interior. Before the difficulty found in its support

for the movement of troops on the border of Iraq, still in Saudi territory, is expected, and ran

the pre-positioning of supplies in Ba Log, as the previous information, in order to avoid the

pitfalls of offsets for the positions of attack. This measure also allowed the logistics anticipate

of tactical maneuver, all of which were the directions of attack, in front of the shortage of

resources and transportation routes in the region. (POWER, 1993)

To increase the flexibility of logistical support, has been carried out for certain

procedures, among which we can highlight: (POWER, 1993)

- The level of stock of ammunition and the offering was increased from 30 to 60 days.

- Were distributed equipment and computer programs for the number of units of the

asset and the booking that were already in the theater of operations, and for those who have

led in the Gulf, by facilitating the exchange of information and the streamlining of

procedures.

- THE 22ND SUPCOM insisted on certain elements of the logistics of military

operations to the nearest city of King Khaled, troops along the Iraqi border, in search of the

best for command, control and support cerrado.

- The transport of supplies by helicopter has been widely used in the field of battle, by

anticipation, on several occasions, to fight against the troops and allowing the movement of

uninterrupted flow.

- The transport of power have been carried out during the 24 hours of the day, unlike

the execution pattern, preferably during the night.

- The chain of logistical support operated at distances much larger than those laid

down in the manuals, because of the rapid advance of the combatants of the forces.

- Due to the anticipation of high consumption and the urgent need for the transport of

large volumes, it was decided to build a line of network of pipelines of the desert (Piping in

the desert, PLOD SPEAKER AND AMPLIFIER RANGE). The construction of this pipeline

covered the distance of 100 km, offering 130,000 liters per hour.

- In an effort to simplify and streamline the operations of refilling, the ammo was

organized by load of fighting games configured ( Combat-Configured load assemblies, the

CCLS), containing the quantities of each type of ammunition, which is necessary for a

particular weapon system.

Thus, it seems that the maneuver of logistics for 22-and SUPCOM met with the

principle of flexibility, thanks to the measures planned or not, in the planning and delivery of

resources of tactical operations. (POWER, 1993)

It has been observed that the organic law of the United States were insufficient for the

transportation of the forces, and that the local infrastructure does not have the resources to

mitigate the logistical effort required. These obstacles have generated the need for a planned

job mobilization of material resources and human resources, has been created a section of

contracts, which established the register of suppliers of region and formalized the

commitment of local businesses that provide services. (POWER, 1993)

As regards transport, the component responsible is the 318TH transportation company,

which was branched from September 20, 1990 and has been supported by 49 center of motion

control (MCC). Signed and if the contracts with local businesses with the public

transportation system of Saudi Arabia, through a system of leasing, and with the drivers of

various nationalities, in order to help in the transport of supplies and staff. (POWER, 1993)

The system of contracts has been faced with many obstacles, the difficulty of

adaptation of a contract, the military standards; communication problems because the

diversity of languages and the non-compliance on the part of the companies, the delays

already announced that caused delays in the delivery of loads and prevents the coordination

and control, that affect the logistics system. (POWER, 1993)

These problems have been resolved quickly. The drivers who spoke Spanish were

helped by U.S. military that has dominated the language and the other to have been facilitated

by the use of maps and sketches, in addition to having their cars properly identified. More

than 490 traffic signals have been installed to help traffic engineering with the mission to

increase the speed of the transport stream, the benefit has been possible due to an agreement

between the 49 MCC and the Saudi authorities responsible for traffic control, so that a more

efficient system of contracts. (POWER, 1993)

In the course of the conflict, the means used, has participated in active form, transport

approximately 1,700 cars with supplies Classes III and V, approximately 15,000 containers of

EPS, to meet the needs of. The staff of the transport sector has been carried out by the local

governments of passenger transport companies hired. Have used approximately 1,700

civilians of buses for the military transport efficient, retracing the routes initially favored by

the EPS Sultan and Dodge and linking the landings of troops in local areas of meeting 18 and

VII C Ex. (POWER, 1993)

To increase the efficiency of the road network, the centers were created to support the

trains along the main EPS. These support centers operate 24 hours a day and there are several

facilities, such as tents to rest, the latrine, vehicle repair shops, fuel station and room service

snacks. The installation of support points, which works in some areas, the suppliers of

construction services, has contributed to reduce the risk of accidents and increase the comfort

offered to drivers, thus optimizing the transport system of a significant improvement in

performance. (POWER, 1993)

The recruitment of companies to civil aviation, responsible for transport of personnel

in the area of conflict, has been carried out in such a way that the contracts were signed in the

United States, the companies not only transporting personnel, as has also completed the

transport of loads, contributing to the strategic concentration has been obtained in less time.

(POWER, 1993)

Due to the complexity of the equipment used by the allied forces, have been

outsourced the maintenance activities of high-tech equipment in general, in particular the

revisions of 5 (2) the step. Has been hiring employees of factories of suppliers of equipment,

increasing the availability of helicopters, aircraft and electronic equipment, among other

elements. (POWER, 1993)

Despite the problems, the hiring of civilian means was essential for the

implementation of the logistics, allowing the organic economy, efficient military. These

resources could then be used in areas closest to the line of contact. (POWER, 1993)

Of interest was the Saudi Arabian government remove the risk of an Iraqi invasion.

For this reason, the authorities of this country have helped to identify the forces stationed in

its territory various forms of support, which was reflected in logistics activities, among them,

can be cited: (POWER, 1993)

- Support for the food, accommodation, transport and water the American troops.

- The provision of 3,000 hospital beds.

- Transfer of civilian cars and drivers for the hiring of "Host Nation (HNS) and for

which they were intended to supplement the needs of transporting supplies to the more

advanced areas of;

- The availability of asphalt, steel, concrete, gravel, construction materials and of

obstacles to prevent the access of the Iraqi troops to Saudi Arabia.

- Intermediation in the process of hiring companies in Saudi Arabia for the

infrastructure services and in relations with the American companies, suppliers of services

necessary to ensure the effectiveness that arrived in the area of conflict.

- In addition to the financial resources, to meet the budgetary constraints imposed by

the United States Congress for the contracting of services during the operations.

This way, it becomes clear that the importance of the contribution of the host country

for the success of the operations of the army of the United States. (POWER, 1993)

4. THE REASONS THAT THE LOGISTIC FACTORS HAVE CONTRIBUTED TO THE UNITED STATES IN OPERATION DESERT STORM: THE IRAQ WAR (1991)

In two of the recent conflicts in the contemporary era, the Gulf War and the invasion

of Iraq, you can see that the role of logistics was predominant to ensure the victory of the

American forces, and provides the resources in a timely and efficient manner and in the

creation of the conditions for the sustainability of the positions won by Americans.

Martins and Alt (2003, p . 251) Expose that:

"Until a few years ago the term logistics remained associated with the transport, regional depots and sales activities. ( " ,) Today, companies have realized the immense potential implicit in integrated activities of a logistics system ... "

L dialog that the United States have defined the movement of troops to the Persian

Gulf, was organized a logistic support command, subordinate to the Commander of the

Theater of Operations (TO). This statement of support received the title of " 22nd Support

Command" (22nd SUPCOM), having as commander Gen William Pagonis.

The 22nd SUPCOM was responsible for the organization of the entire infrastructure

that serves to support the allied forces, and had the following missions:

Adjust, develop and organize the logistical support provided by host nation needs of allied forces. Use all the on-site infrastructure to provide the logistical support, developing it in the areas where this structure was lacking; Receive the allied forces intended for the Persian Gulf, detain them, nurture them, and move them to their meeting areas, providing conditions for that could adapt to local conditions, aiming to combat; Reduce the burden of effective military required through the hiring of civil works; Structure-if taking advantage of military newcomers TO and means provided by Saudi Arabia (CASTRO, 2002, p . 3).

As expected, the 22nd SUPCOM really cobbled together three groups of support area

(ASG), which had the responsibility for the implementation of the logistical support of

subordinate items in connection with the campaign offerings, services, and maintenance, as

well as the support in transport and health.

In parallel to logistics activities, the ASG helped the burden of control of security

operations in the area of rear. These commands were not fixed and organizations were

structured in accordance with the mission and the needs.

Second Castro (2002) after the consolidation of functional structure of logistical support for

military operations, 22nd SUPCOM migrated to the operational phase of the organization of

such support. The plan of logistic support operations is designed to be performed in six phases

defined in time and space, with objectives clearly established:

Phase 1 - preparation and pre-positioning.2The Stage - displacement of XVIII and VII Corps of Army;3RD Phase - offensive land;4The Stage - defense of Kuwait.5The Stage - return of the troop.6 The Phase - reconstruction of Kuwait (CASTRO, 2002, p. 4 )

With the mission of store and continuously supply the supply necessary to XVIII and

VII C Ex, were unfolded, by 22nd SUPCOM, logistics bases, particularly along the main

roads of supply (EPS) Dodge and Sultan. This fireworks allowed us to pre-position supplies

without interruption to the steps involved in the operation, and to reduce the lack of road

infrastructure in the region. Therefore, the operational command could extend its numerous

troops continuously, freeing them from the need to regulate their development in depth to

logistical limitations.

It is concluded that, in part, that the mission and the organization of the whole

operation were fruits of a logistical planning depending on the design of the operations tactics.

5. FINAL CONSIDERATIONS

The military logistics practiced by the United States during the conflict in Iraq has

handled the challenges presented by the integration of the logistics with the strategy and

tactics, which, at the same time, experienced and validated the global operations, the

integration of the sector given the efforts of war our valuable lessons. With regard to Brazil,

the experience gained in its participation in war influence the recovery of demand for their

own ideas, flexible and creative of military logistics, to meet the needs of defense.

The lessons learned from the experience in military logistics during the second

world war, has contributed to the academic and business worlds enfatizassem the areas of

studies and research that have made significant progress in the practice of logistics directed in

order to remove a competitive advantage over their competitors. It is, as well as the

employment of logistics, in an integrated way and inserted in a global perspective of the

strategic management of the company, has learned the lessons of the second world war or the

correction of strategic planning and its implementation is immediately reflected in the success

of the operations in the field of battle, on the other hand, in the military field, followed this

work and has been an improvement in the doctrine of operational employment focused on the

logistics of the war, in order to be able to expedite the passage of the situation of peace and

armed conflict.

An analysis of the different approaches on the scope of logistics in supply chain

management - if only the phase of production to distribution to the final consumer, or if it

occurs along the entire supply chain - associated with the growing importance of activity

allows for a reflection that a teaching that can be extracted is its involvement in the

management of the entire supply chain, from the acquisition of raw materials to the delivery

of the finished product.

The valorisation of logistics activity in the field of strategic planning corporate is

an indication of its importance in obtaining constant improvement of competitiveness of

organizations, for this reason, the company used new techniques and procedures, such as the

formation of partnerships and strategic alliances, pointing to obtain competitive advantage

before the competition.

The practices of interactions between the military logistics and the company, in

accordance with the army, as is the case of the USA, have shown the need to combine

knowledge in management and development of new production technologies, which allow an

adequate flexibility to transform the current industrial park for the production of war material

in the event of armed conflict, in the same way, the contractual provisions should be adopted

to respond to critical situations in the field of the rights and safety of workers in relation to

civilian personnel hired for the war effort.

In Brazil, the industry in the face of military production were achieved with the

budgetary constraints of the public sector, and the Armed Forces have sought to interact with

the private sector in the search for solutions that satisfy both parties and to strengthen the

participation of the domestic industry in the production of goods and services of military

employment. A pair of such difficulties, the army is dedicated to update doctrinaire and the

validation of practices of military logistics in the field doctrinaire, the art of preparing,

moving, the unfolding and employ the forces of theater of operations that are intended to

achieve, in the best conditions, the objectives set out in the strategic plan is a concept that, if it

has been replaced the military expression, other similar business use, it becomes perfectly

applicable to logistics strategy for the achievement of competitive advantage for the

organization.

The systemic view applied to the management company or the conduct of military

operations in the area of logistics one of the aspects that interacts and integrates with the other

elements, which allows the manager or captain, in order to remove a competitive advantage

over their competitors. Thus, the exploitation of intensification of logistics activities in the

strategic planning of the company or of the armed forces is a shows its importance in

obtaining constant improvement of competitiveness of the company or military organization.

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