(FRA) JDN-2013-003_SUP(LOG) - CICDE

(FRA) Joint Centre
for Concepts,
Doctrine and
Experimentation
Support (LOG)
Joint Doctrine Note
(FRA) JDN-2013/003_SUP(LOG)(2013)
No. 101/DEF/CICDE/NP as of 17 June 2013
This French Joint Doctrine Note (FRA) JDN-2013/003 Support (LOG) respects the graphic
standards of the Allied Administrative Publication AAP-47(A) Allied Joint Doctrine
Development. The front cover of this document was created by the Joint Centre for
Concepts, Doctrine and Experimentation (CICDE, Centre interarmées de doctrines, de
concepts et d’expérimentations).
Please note: the only official reference document is the electronic online French
version released on the Internet and/or Intradef pages of the CICDE
(http://www.cicde.defense.gouv.fr).
Publication Director
Vice-amiral Arnaud DE TARLÉ
Director of the CICDE
21, place Joffre–BP 31
75700 PARIS SP 07
Secretariat: (+33) 1.44.42.83.31
Fax: (+33) 1.44.42.82.72
Editor
Colonel (Air) Laurent AUBIGNY
Authors
Collaborative work under the direction of
Colonel (Army) Olivier KEMPF
Translation
Cécile BOUTELOUP
Original Title
RDIA-2013/003 Soutien
Design
Maréchal des logis-chef Noëline Y BIOH-KNUL
Photo Credits
Ministère de la Défense
Impression
EDIACAT
Section IMPRESSION
76, rue de la Talaudière–BP 508
42007 SAINT-ETIENNE CEDEX 1
Phone: (+33) 4 77 95 33 21 or (+33) 4 77 95 33 25
2
(FRA) JDN-2013/003
JDN
SUPPORT
(LOG)
No. 101/DEF/CICDE/NP as of 17 June 2013
The French version RDIA-2013/003 supersedes the French joint concept
oncept CIA-4,
no. 183/DEF/CICDE/SEC-CENT/NP
183/DEF/CICDE/SEC
of 26 July 2012
3
(INTENTIONALLY BLANK)
4
Letter of Promulgation
Paris, 17 June 2013
No. 101/DEF/CICDE/NP
Object: Promulgation of the French joint doctrine note, entitled RDIA-2013/003
Soutien.
References:
Ministerial order of 21 April 2005 on the creation of the Joint Centre for Concepts,
Doctrine and Experimentation (CICDE).
Instruction no. 1239 DEF/EMA/GRH/OR of 20 June 2006 concerning the organization
and operation of the Joint Centre for Concepts, Doctrine and Experimentation (CICDE).
The French joint doctrine note, entitled RDIA-2013/003 Soutien, 17 June 2013, is hereby
promulgated. It supersedes the joint concept CIA-4 Soutien.
5
(INTENTIONALLY BLANK)
6
References and Foreword
References
a.
Défense et sécurité nationale. Livre blanc, Odile Jacob, La documentation française, June
2008 (ISBN: 978-0-9768908-2-9), foreword from the French President Nicolas Sarkozy. This
document will be referred to as LBDSN-2008 throughout the whole document.
English version available: The French White Paper on Defence and National Security.
b.
Décret 2009-869 du 15 juillet 2009 relatif aux attributions du ministre de la défense, du chef
d’état-major des armées et des chefs d’état-major de l’armée de terre, de la marine et de
l’armée de l’air.
c.
Décret 2009-870 du 15 juillet 2009 relatif aux attributions du délégué général pour l’armement
et du secrétaire général pour l’administration du ministère de la défense.
d.
Décret 2009-1178 du 5 octobre 2009 portant organisation de l’administration centrale du
ministère de la défense.
e.
Décret 2009-1179 du 5 octobre 2009 modifié, fixant les attributions et l’organisation du
secrétariat général pour l’administration du ministère de la défense.
f.
Arrêté du 16 février 2010 portant organisation de l’état-major des armées et fixant la liste des
autorités et organismes directement subordonnés au chef d’état-major des armées.
g.
Arrêté du 21 novembre 2010 portant création et organisation des bases de défense et
Instruction relative à l'organisation et au fonctionnement des bases de défense,
n°398/DEF/EMA/SC-SOUT/NP du 17 décembre 2010.
h.
Arrêté du 9 mars 2011 portant création et organisation des états-majors de soutien défense et
Instruction relative à l’organisation et au fonctionnement des états-majors de soutien de
défense, cosignée EMA et SGA, n°234/DEF/EMA/SC-SOUT/NP et n°1477/DEF/SGA/NP du 25
juillet 2011.
i.
Arrêté du 21 février 2012 relatif à la gestion logistique des biens mobiliers affectés au
ministère de la défense et des anciens combattants.
j.
CIA-01_CEF(2010), Concept d’emploi des forces, no. 004/DEF/CICDE/NP of 11 January
2010.
English version available: (FRA) JC-01_CCEAF(2010), Capstone Concept on the Employment
of Armed Forces.
k.
DIA-01_DEF(2011), Doctrine d’emploi des forces, no. 127/DEF/CICDE/NP of 12 July 2011.
English version available: (FRA) JD-01_CDEAF(2011), Capstone Doctrine on the Employment
of Armed Forces.
l.
DIA-03_CEO(2010),
Commandement
no. 217/DEF/CICDE/NP of 30 July 2010.
des
engagements
opérationnels,
7
Foreword
In this document, the term "support" is used to translate the French key function "soutien"; it is
be understood as support provided at the logistic level, not to be mistaken with combat support
("appui").
1
2
8
1.
Until now, the French joint concept and doctrine architecture only included one doctrine relative
to the support to operations (DIA-4, Doctrine du soutien), updated in February 2008. Since its
last promulgation, the decisions stated in LBDSN-2008, the promulgation of the 2009 decrees
and the creation of several structures have made a significant impact on support. Consequently,
the former document has been amended based on the works that have been conducted by the
1
Defence Staff (EMA ) since 2010.
2.
A first joint concept had been published in summer 2012. It has been complemented by a joint
doctrine (DIA-4[B], Doctrine du soutien), published in three booklets in March 2013. Since then,
the joint concept had to be changed into a joint doctrine note which would integrate the several
amendments required with the writing of the joint doctrine. This joint doctrine note serves as a
"framework document" for the writing of other documents.
3.
Operations have always had a "cost-effective" dimension, especially in the preparation for war
(buying or manufacturing weapons, setting up cantonments, fortifications or storage facilities,
forming and training troops, defining vectors for transport and evacuation). In a broader way,
support (soutien) focuses on this entire economical dimension.
4.
In a restricted way, support to operations ensures the combination and scheduling of the
different activities set up to sustain the engaged forces to facilitate their deployment, life,
combat, regeneration, recovery and duration.
5.
The present joint doctrine note encompasses the large spectrum of support (soutien) activities,
i.e. logistics and military administrative support activities, which are not limited to operations
only. Indeed, additional factors—such as the technical specialization of functions,
2
"juridicisation" , economical and industrial pressure, broader security issues—as well as the
increasing number and variety of actors (joint, defence, interministerial, public–private,
international) must be taking into account to cover all aspects of support.
6.
This document covers support principles, highlights its requirements and describes the
aptitudes to possess to efficiently support a force.
7.
Finally, it defines the respective responsibilities of the different supporting actors.
État-major des armées (EMA).
The French term "juridicisation" is defined on p. 20.
Overview Sheet 1
Support (soutien) Responsibilities
Support (soutien) is a joint key function covering logistics and military administrative support. Each
service acts in a specific environment which imposes specific constraints in terms of support. For this
reason, support responsibilities should be carefully distributed.
Definitions
The support cycle has three phases:
-
Acquisition logistics ensures the fabrication of material and takes support-related needs
into account as early as possible.
-
Production logistics refers to the daily services that are provided when there is no
operational engagement. It is mainly provided on the national territory for the preparation
for an operational engagement.
-
Consumer logistics puts into use the means that have been acquired and prepared through
acquisition and production logistics, during an operational engagement.
Production logistics is divided into three categories:
-
Specialized support: support that is exclusively provided by a certain number of
organizations, which may be functional, joint or interministerial, usually specialized around a
logistics or military administration sub-function. It is provided by the following joint services:
3
4
the military health service (SSA ), fuel military service (SEA ), joint supply and secretariat
5
6
department (SCA ), joint ammunition agency (SIMu ) and joint directorate for defence
7
infrastructure networks and information systems (DIRISI ). This category may include the
8
defence infrastructure service (SID ), which is under the general secretariat for
9
administration (SGA ).
-
Specific support: support that ensures the maintenance of operational readiness of the
materiel specifically dedicated to the three environments (land, sea, air). It is entrusted
according to the hierarchical chain (refer to DIA-4) as follow:
3
4
5
6
7
8
9
10
11
12
13
14
15
-
on the ground: the integrated through-life support structure for terrestrial
10
equipment (SIMMT ), a joint-oriented organization under the authority of
11
the chief of staff of the French Army (CEMAT ) at the organic level;
-
at sea: the fleet support services (SSF ), and the Navy logistics service
13
under the chief of staff of the French Navy (CEMM ) at the organic level;
-
in the air: the integrated through-life support structure for defence
14
aeronautical equipment (SIMMAD ), a joint-oriented organization under the
15
command of the chief of staff of the French Air Force (CEMAA ) at the
organic level.
12
Daily-life support: support that is implemented by the chain of defence bases.
Service de santé des armées (SSA).
Service des essences des armées (SEA).
Service du commissariat des armées (SCA).
Service interarmées des munitions (SIMu).
Direction interarmées des réseaux d’infrastructure et des systèmes d’information (DIRISI).
Service d’infrastructure de la défense (SID).
Secrétariat général pour l’administration (SGA).
Structure intégrée du maintien en condition opérationnelle des matériels terrestre (SIMMT).
Chef d’état-major de l’Armée de terre (CEMAT).
Service de soutien de la flotte (SSF).
Chef d’état-major de la Marine (CEMM).
Structure intégrée du maintien en condition opérationnelle du matériel aéronautique de la défense (SIMMAD).
Chef d’état-major de l’Armée de l’air (CEMAA).
9
Responsibilities
16
The chief of defence staff (CEMA ) heads the key function "support" with the assistance of the vice-chief
17
of defence staff (MGA ). To this end, a governing and coordinating system is implemented under the
18
MGA's responsibility, namely through the intermediary of the Deputy Chief of Staff Support (DCOS Sp ).
The latter ensures coherence of joint support.
The three services ensure coherence of actions conducted within their respective environment, namely
in terms of support, and especially in terms of specific support. They ensure coherence between
acquisition logistics, production logistics and consumer logistics for everything that is linked to their
environment.
Joint directorates and services are responsible for the sub-function(s) that fall(s) within their
jurisdiction.
19
The Deputy Chief of Staff Plans (DCOS Plans ) ensures acquisition logistics under the CEMA and in
20
collaboration with the Defence procurement agency (DGA ). Forces, directorates and services are
consulted on matters of their concern.
The Deputy Chief of Staff Support (DCOS Sp) ensures production logistics under the CEMA. Forces,
directorates and services are consulted. The DCOS Sp is informed on acquisition logistics and consumer
logistics. He participates in the conception and definition of specific support and specialized support.
21
In addition, since the DCOS Sp is also the joint support commander (COMIAS ), he commands the
support chain through defence bases. To do so, he is assisted by the command and coordination
22
23
support centre (CPCS ), which organizes and conducts the implementation of daily-life support under
the responsibility of the CEMA. Forces, directorates and services are consulted on matters of their
concern. Within defence bases, the base commander coordinates the support provided by the joint
directorates and services of the Ministry of Defence (DIRISI, SEA, SSA, SCA, and SIMu).
24
The Deputy Chief of Staff Operations (DCOS Ops ) ensures the development and conduct of
consumer logistics, under the authority of the CEMA. To do so, he is assisted by the joint operations
25
centre (CPCO ), subordinated agencies and different operational commanders. Forces, directorates and
services participate in the development and planning of support to operations.
16
17
18
19
20
21
22
23
24
25
10
Chef d’état-major des armées (CEMA).
Major général des armées (MGA).
Sous-chef d’état-major Soutien (SCEM/SOUT).
Sous-chef d’état-major Plans (SCEM/PLANS).
Direction générale de l'armement (DGA).
Commandant interarmées du soutien (COMIAS).
Centre de pilotage et de conduit du soutien (CPCS).
In French, soutien commun de proximité, here translated as "daily-life support", corresponds to a geographical support approach of the
defence bases, especially since the latter implement and coordinate support sub-functions.
Sous-chef d’état-major Opérations (SCEM/OPS).
Centre de planification et de conduite des opérations (CPCO).
Overview Sheet 2
Support (soutien) Functional Scope
The key function "support" (soutien) has two operational functions:
-
logistics;
-
and military administrative support.
Logistics Sub-Functions
The operational function "logistics" has ten sub-functions:
-
Movement Control and Transport (MCT): the move and transport of forces and of their
support between and within theatres.
-
Personnel welfare during operations: maintenance of the operational capability of
combatants by supporting their morale and satisfying individual and/or collective needs in
terms of their private life and bonds with their family, access to information and culture,
cohesion activities, sport, leisure and religious activities, and psychological support
(including rehabilitation and deployment of psychologists).
-
Hygiene and Security during Operations (HSO): implementation of all kinds of actions for
the prevention of accident and protection of the personnel's health.
-
Maintenance of operational readiness: range of actions conducted to ensure—through
the use of resources, procedures and services—the availability of a product or weapons
system in a way that it can provide the desired military effect in accordance with the
established instructions guidelines, and over a defined period of time.
-
Environmental protection during operations: range of actions that aim to minimize the
impact of the activities conducted by a deployed force on the environment, at an
economically acceptable cost, while preserving the requirements linked to the
accomplishment of a mission.
-
Individual support: range of activities consisting in maintaining, at all times, places and
under any circumstances, the operational capability of combatants through the
accomplishment and satisfaction of their vital needs. Individual support includes the
following capacities: the provision of contracting and procurement services, management,
storage, maintenance, resupplying or availability of diverse resources and equipment.
-
Medical support: range of actions which contribute to the preparation and preservation of
the human potential by full and coherent care to the combatants, the sick and wounded
within a joint framework.
-
Ammunition support: range of actions contributing to the provision of ammunition of all
kinds to the armed forces, at all places and times, in the desired quantity and quality, while
ensuring users their safety of use.
-
Petrol, Oil, Lubricants (POL) support: range of actions that enable to meet the forces'
needs at all times and places in terms of fuels and other petroleum products, in the desired
quantity and quality.
-
Infrastructure support: range of actions related to military infrastructures and conducted to
ensure the settlement of a force in the long term in a theatre of operations, and to guarantee
the maintenance of operational capabilities. In this definition, infrastructure is used as a
generic term referring to buildings and any type of construction, as well as to equipment for
the production and distribution of water and power, roads and diverse networks, and
protection works (bastion walls, shelters, etc.).
11
Military Administrative Support Sub-Functions
The operational function "military administrative support" has three sub-functions:
26
12
-
Administrative support: range of activities which enable to manage the military and civil
personnel engaged in an operation abroad or on the national territory. They also enable to
26
organize the administrative life of units, from the deployment phase to redeployment . In
addition, administrative support includes civil-status records.
-
Financial support: range of financial and budgetary actions supporting the forces engaged
in operations in accordance with the framework established by the command. These actions
can be the establishment of the necessary budgets to meet the needs of the forces involved,
the development of organization and financial procedures based on the volume of force to
support, the different phases of the engagement and the framework of the operation
(national, multinational), the set-up of financial means to enable the implementation of the
expenditure at the level of the force (purchases, financial execution) and the control of this
implementation.
-
Legal support: action which provides the command with legal advice relative to the nonoperational area, guarantees legal security within the theatres’ environment, and ensures
the settlement of disputes and damages. Legal support contributes in supporting
engagements through general legal advice, which is not under the exclusive jurisdiction of
other agencies. It also provides its expertise in terms of customs and tax regulations, as well
as in the settlement of disputes and damages.
Mainly focused on personnel management duties and on the administrative duties of the units and detachments involved in an operation,
administrative support does not cover the administration relative to equipments, purchases, contracts, management of power resources, or
internal control. These others areas are covered by individual support and financial support. Likewise, the administrative management of
evacuees, refugees and war prisoners is not provided by operations support, but depends on the operations’ chain and legal advice based on
the Law of Armed Conflict.
Organization Chart of the Key Function "Support" (soutien)
FONCTION CLÉ « SOUTIEN »
Key function "support" (LOG)
Fonction opérationnelle
SOUTIEN LOGISTIQUE
Operational function
"logistics"
Fonction opérationnelle
SOUTIEN ADMINISTRATIF MILITAIRE
Operational function
"military administrative support"
10 sub-functions
3 sub-functions
Acheminement
Movement control and transport (MCT)
Soutien de l’homme
Individual support
Soutien administratif
Administrative support
Condition du personnel en opération (CPO)
Personnel welfare during operations
Soutien médical
Medical support
Soutien financier
Financial support
Hygiène et sécurité en opérations (HSO)
Hygiene and Security during Operations (HSO)
Soutien munitions
Ammunition support
Soutien juridique
Legal support
Maintien en condition opérationnelle (MCO)
Maintenance of operational readiness
Soutien pétrolier
Petroleum, Oil, Lubricant (POL) support
Protection de l’environnement en opérations
Environmental protection during operations
Soutien au stationnement
Infrastructure support
13
Table of Contents
Page
Chapter 1 – A New Framework ..........................................................................................17
1.1.
1.2.
1.3.
1.4.
Ambitions.... ............................................................................................................................ 17
1.1.1.
Armed Forces Missions ...................................................................................... 17
1.1.2.
Role of Support During These Missions.............................................................. 18
Additional Factors Impacting Support ..................................................................................... 19
1.2.1.
Complexity, Uncertainty, Rhythm, and Volatility.................................................. 19
1.2.2.
Technical Specialization ..................................................................................... 19
1.2.3.
"Juridicisation"..................................................................................................... 20
1.2.4.
Economical Pressure .......................................................................................... 20
1.2.5.
Security ............................................................................................................... 21
Multiplication of Actors ............................................................................................................ 21
1.3.1.
Joint Level ........................................................................................................... 21
1.3.2.
Ministerial Level .................................................................................................. 22
1.3.3.
Interministerial Level ........................................................................................... 23
1.3.4.
Public–Private Level ........................................................................................... 23
1.3.5.
International Level............................................................................................... 24
Direct and Indirect Consequences of this Framework on Support .......................................... 25
1.4.1.
Humans .............................................................................................................. 25
1.4.2.
Resources ........................................................................................................... 25
1.4.3.
Organization........................................................................................................ 26
1.4.4.
Threshold Effects ................................................................................................ 26
1.4.5.
Anticipation of the Reinforcement of Support...................................................... 26
1.4.6.
Resilience ........................................................................................................... 27
Chapter 2 – Principles and Requirements ........................................................................29
2.1.
2.2.
14
Support and Strategic Functions ............................................................................................ 29
2.1.1.
Operational Contracts ......................................................................................... 29
2.1.2.
Support and Knowledge/Anticipation .................................................................. 29
2.1.3.
Support and Prevention ...................................................................................... 29
2.1.4.
Support and Deterrence...................................................................................... 30
2.1.5.
Support and Protection ....................................................................................... 30
2.1.6.
Support and Intervention ..................................................................................... 30
Support Principles for the Engagement of Forces .................................................................. 31
2.2.1.
Manoeuvre Uniqueness ...................................................................................... 31
2.2.2.
Efficiency ............................................................................................................ 31
2.2.3.
Similarity in Support Principles and Support Organizations during Operational
Engagements ...................................................................................................... 32
2.3.
2.4.
2.5.
2.6.
Role of Support in the Joint Chief's Decision .......................................................................... 32
2.3.1.
Environment Complexity and Action Unity: Support as One of the Choice Criteria
............................................................................................................................ 33
2.3.2.
Economy of Means and Freedom of Action ........................................................ 33
2.3.3.
Effects Persistence and Variety of Assets (unity of effort) .................................. 33
2.3.4.
Time and Support ............................................................................................... 33
2.3.5.
Intertwining ......................................................................................................... 33
Support Aptitudes ................................................................................................................... 34
2.4.1.
Support and Morale Force .................................................................................. 34
2.4.2.
Support Interoperability ....................................................................................... 34
2.4.3.
Support and Force Protection ............................................................................. 34
Support and Information Management ................................................................................... 35
2.5.1.
Support and Information Systems ....................................................................... 35
2.5.2.
Support and Intelligence ..................................................................................... 35
Possible Risks and Difficulties ................................................................................................ 36
2.6.1.
Operational Environment .................................................................................... 36
2.6.2.
Population ........................................................................................................... 36
2.6.3.
Competition ......................................................................................................... 36
2.6.4.
Economy ............................................................................................................. 37
Chapter 3 – Modalities and Capabilities ...........................................................................39
3.1.
3.2.
3.3.
3.4.
Joint Support and Physical Environment Approach ................................................................ 39
3.1.1.
Joint Support ....................................................................................................... 39
3.1.2.
Physical Environment Approach ......................................................................... 39
3.1.3.
Characteristics on the Ground ............................................................................ 40
3.1.4.
Characteristics at Sea ......................................................................................... 40
3.1.5.
Characteristics in the Air ..................................................................................... 41
3.1.6.
Other Components.............................................................................................. 42
3.1.7.
Equipment Approach .......................................................................................... 42
3.1.8.
Conclusion on Joint Support ............................................................................... 42
Logistics Cycles ...................................................................................................................... 42
3.2.1.
Acquisition Logistics............................................................................................ 42
3.2.2.
Production Logistics ............................................................................................ 43
3.2.3.
Consumer Logistics ............................................................................................ 43
3.2.4.
Specialized Support, Specific Support and Daily-Life Support ............................ 43
Support Responsibilities ......................................................................................................... 45
3.3.1.
Hierarchical and Functional Chain ...................................................................... 45
3.3.2.
Direction and Conduct ........................................................................................ 45
Capabilities and Command Relations ..................................................................................... 46
3.4.1.
Command Principles ........................................................................................... 46
3.4.2.
Support Sub-Functions ....................................................................................... 47
15
3.4.3.
Military Administrative Support............................................................................ 47
3.4.4.
Logistics .............................................................................................................. 48
Annex A – MOA, MOAD, MOAFD and MOE ......................................................................51
Annex B – Lexicon.......... ...................................................................................................53
B1.
Initialisms and Acronyms ........................................................................................................ 53
B2.
Terms and Definitions ............................................................................................................. 58
Summary (back cover).... ...................................................................................................64
16
Chapter 1
A New Framework
Definitions
27
The key function "support" (soutien) covers the supply or resources and services. It is part of a general
framework which applies both on the French national territory and abroad, for daily services as well as
for operational engagements. It is to be distinguished from "support" as in "combat support", the
objective of which is for a unit to be ready to intervene to support another unit through fires and
campaigns and/or to provide resources and services.
Within the framework of operational engagements, the key function "support" refers to the combination
and organization of both administrative and logistic functions intended to continuously provide the
engaged forces with the required level of means, resources and services necessary for them to operate
and conduct their activity. The key function "support" is divided into two operational functions:
-
the operational function "logistics";
-
the operational function "military administrative support".
-
Definitions specifically related to the support operational functions and sub-functions are to
be found in Chapter 3.
The action of the Ministry of Defence and especially of the Armed Forces evolves within a renewed
28
environment, described in Capstone Concept on the Employment of the Armed Forces (CCEAF) .
Consequences on the modalities of support are significant.
Support is one of the four key functions of the Armed Forces: command, manage information, operate
and support. The key function "support" "provides the force with everything it needs to live, be deployed,
29
operate, fight and last." This support must be organized in time of peace in order to meet the Armed
Forces' contracts which must ensure the defence of France and French people at all times and under
any circumstances.
Considering the overall ambition of the defence and military missions, several external factors impact the
conditions in which support is provided whilst participating actors are more numerous and of more
diverse nature. This phenomenon leads to direct and indirect effects on the support action.
1.1. Ambitions
1.1.1.
Armed Forces Missions
Deep reforms of the national defence policy have been conducted in 2008 and 2009, the result of which
has had an impact on the whole military structure, especially on the key function "support". Indeed,
LBDSN-2008 has taken into account the geopolitical environment to establish the three pillars of the
overall military strategy: independent situation assessment, nuclear deterrence and the will to be a
complete military power.
30
This strategy defines three main missions referred as the "strategic triangle" :
27
28
29
30
-
ensure the protection of fellow citizens and national interests;
-
contribute to international stability;
-
and respond to a sudden deterioration in the international environment.
In this document, the term "support" is used to translate the French key function "soutien"; it is be understood as support provided at the
logistic level, not to be mistaken with combat support ("appui").
Ref. j.
Ref. k., p. 78.
Ref. j., p. 18.
17
31
The French short-term military planning law (LPM ) presents a new armed force format based on the
recommendations of LBDSN-2008 and on the conclusions of the general review of public policies
32
(RGPP ). The latter publication exposes the state's reform and especially focuses on the redefinition of
the key function "support" within the Ministry of Defence.
33
The 2009 decrees specify the responsibilities of the minister of Defence’s senior subordinates. The
34
French chief of Defence Staff (CEMA ) is "responsible for supporting the Armed Forces: he sets the
overall support organization and objectives, ensures the maintenance of its equipments, expresses
needs in terms of joint infrastructures, and assesses the resulting satisfaction." The CEMA takes advice
from the chiefs of staff and may "entrust them with responsibilities, namely regarding the maintenance of
35
operating condition of the equipment" . Moreover, the 2009-869 Decree specifies that chiefs of staff
ensure the expertise of their respective staff. As the type of support to deliver is strongly linked to the
domain of activity, they must ensure coherence between the operational activities in their field of
intervention and their associated specific support.
In addition, a certain number of decisions put the action of the Armed Forces in a more and more
multilateral framework: besides the active participation in the European Union Common Security and
Defence Policy (EU CSDP), France has joined the NATO integrated command and has signed the
Lancaster House Treaty with Great-Britain in 2010. Some resources are even shared at the European
level (strategic transports with the European Air Transport Command [EATC]).
1.1.2.
Role of Support During These Missions
Support must meet two objectives: it must be streamlined while ensuring the forces’ missions. Missions
are either permanent or limited in time, which requires not only a capacity for action under normal
conditions, but also the ability to meet the occasional and sometimes unexpected needs for the
operational build-up of forces.
Therefore, support must be appropriate for each type of engagement and mission conducted by the
Armed Forces, such as described in Capstone Concept on the Employment of the Armed Forces (Annex
A), i.e.:
-
either combat operations: multinational intervention in a major conflict, limited
engagement—possibly within the national territory, peace-keeping and peace-enforcement
missions, protection of French nationals abroad, etc.;
-
or military contribution to the state action: domestic security and civilian security within
the national territory, counter-terrorism, counter-proliferation, defence of the economical
interests and accesses to strategic resources, fight against transnational criminal
phenomena and piracy, assistance to a third state, international disaster relief operations,
etc.
Finally, providing support requires taking into account the globalization of the action: first, because
France's ambition as a framework nation requires interoperability and support capabilities, and second,
because efforts in cost-effectiveness call for the sharing and pooling of resources.
31
32
33
34
35
18
Loi de programmation militaire (LPM).
Réforme générale des politiques publiques (RGPP).
Décret 2009-869 du 15 juillet 2009 relatif aux attributions du ministre de la défense, du chef d’état-major des armées et des chefs d’état-major de
l’armée de terre, de la marine et de l’armée de l’air.
- Décret 2009-870 du 15 juillet 2009 relatif aux attributions du délégué général pour l’armement et du secrétaire général pour
l’administration du ministère de la défense.
- Décret 2009-1177 du 5 octobre 2009 relatif aux attributions du chef d'état-major des armées et des chefs d'état-major d'armée.
- Décret 2009-1178 du 5 octobre 2009 portant organisation de l’administration centrale du ministère de la Défense.
- Arrêté du 16 février 2010 portant organisation de l’état-major des armées et fixant la liste des autorités et organismes directement subordonnés au chef
d’état-major des armées..
Chef d’état-major des armées (CEMA).
They are responsible of the maintenance of their staff's equipment in accordance with the directives and financial decisions taken by the chief
of Defence Staff. As the employment authority, they also are directly responsible for the airworthiness of aircraft and act under the regulations
defined by the Defence procurement agency (DGA), i.e. the technical authority.
1.2. Additional Factors Impacting Support
The reforms and missions of the Armed Forces are conducted within a changing environment: some of
the transversal factors described below impact the progress of operations, which has both direct and
indirect effects on support.
1.2.1.
Complexity, Uncertainty, Rhythm, and Volatility
Several characteristics of contemporary operations affect support, such as the complexity of operations,
significant uncertainty, the acceleration of the rhythm of operations and the volatility of conflicts.
Indeed, the complexity of operations implies multiple tasks, with diverse resources and actors, acting
according to specific procedures, tempos and variable time frames. The overall command of these
operations naturally falls under the responsibilities of the joint chief. Such complexity also affects the
support echelon in charge of answering multiple—and sometimes contradictory—requests. Operation
36
Harmattan is a good example: it has illustrated the juxtaposition of supporting organizations, between
national support (to the benefit of units operating from Corsica) and multinational support (to the benefit
of units based in Crete), while ensuring ad hoc support to contingency joint arrangements (Army
37
helicopter support based on a French Navy command and force projection ship) .
Uncertainty during military conflicts is not only a consequence of this complexity, but also the result of a
war fog and friction provoked by a conflict of wills. There is also uncertainties in terms of support,
whether relative to the level of stocks to build up or to the supply conditions and constrains: these two
38
dimensions are even more essential since operations can be remote, such as for Operation Pamir in
Afghanistan. This uncertainty also arises due to the simultaneity of engagements on different theatres
abroad and those within the national territory.
Relation to time and space has speeded up, namely thanks to information technologies. This leads to
rapid changes, but a faster tempo is not always compatible with the organization of a constant support
flow.
The shift to more hybrid forms of conflict has changed the art of war. Consequently, the French Armed
39
Forces now intervene most of the time in crisis management situations , sequenced by several phases:
an initial phase that could include coercion actions, then a stabilization phase, and finally a
standardization phase. Conflict situations are volatile, which necessarily has an impact on support.
In addition, other contemporary trends affect—and sometimes strongly disturb—the implementation of
40
support: technical specialization, "juridicisation" , economical pressure and security policy.
1.2.2.
Technical Specialization
Support has always benefited from technology. However, recent advances go beyond the mere transport
of products (food or ammunition) as during past wars, or even beyond the supply/mechanics/healthcare
reinforcements as during the Cold War: the specialization of support areas has led to the creation of
41
ten logistics sub-functions and three military administrative support sub-functions.
Such a specialization results from two factors:
-
36
37
38
39
40
41
First, the spreading use of technological advances which was formerly restricted to
armaments. While the technological level in maintenance and healthcare has kept on
increasing, other sub-functions require an increasing use of technology: importance of
software functions, ever-increasing use of electronics and informatics, more performing but
complex systems, Radio-Frequency Identification (RFID) tags for transport tracking,
armoured trucks, versatility of command and force projection ships, etc.
Operation Harmattan is the codename for the French participation in the 2011 military intervention in Libya.
Also, advance and rear notions have disappeared; hence the dispersion of logistics needs, which requires from units an ever greater
sustainability.
Operation Pamir is the codename for the military mission of the French forces in Afghanistan in charge of carrying out security patrols in the
province of Kabul and in the Shamali Plain for the International Security Assistance Force (ISAF), carried out by NATO on a United Nations
mandate.
See CIA-3.4_AG(2011), Approche globale (AG) dans la gestion des crises extérieures (contribution militaire), no. 024/DEF/CICDE/NP as of
24 January 2011. English version available: (FRA) JC-3.4_CA(2011), Comprehensive Approach to External Crisis Management and Military
Contribution.
The French term "juridicisation" is defined p. 20.
See ref. k. and Chapter 3 of this document.
19
-
1.2.3.
Second, the development of highly complex trade procedures resulting from the growing
dominance of information technologies, professionalization, optimization and accountability.
"Juridicisation"
The French term "juridicisation" refers to the development and use of legal tools within the field of
operations. It is not to be confounded with the French term "judiciarisation" referring to the control—by
a legal authority—of actions and of those accountable for them.
Juridicisation (the use of law) affects several aspects of an operation, especially legitimacy through UN
Resolutions or the drafting of rules of engagement. It also affects support:
-
through France ratified international agreements (air and sea traffic, customs, International
Civil Aviation Organization [ICAO], frequency management, Universal Postal Union [UPU],
etc.);
-
through agreements with the host nation determining the status of troops, and through
collaboration with the host nation’s authorities or forces (defence agreement, Status of Force
Agreement [SOFA] or Memorandum of Understanding [MOU], authorisation to fly over
neighbouring countries, Technical Arrangements [TA] and Administrative Arrangements
[AA]);
-
through local contracts on almost every theatre abroad: personnel under local recruiting
contract, water supply, waste management, etc;
-
through the outsourcing of logistic services: operational facilities, food (CAPES France in
Kosovo), individual support or local movement (liaison from N’Djamena to Abéché during the
43
EUFOR Tchad/RCA in 2008).
42
These are a few examples of support contexts in which legal tools are used.
Consequently, the notion of responsibility can be of three different types: responsibility, liability and
44
accountability.
-
Responsibility: for a military, the duty to conduct and accomplish a mission. At each level
of responsibility is a level of authority and different obligations to achieve particular results or
best efforts obligations.
-
Liability: legal liability, i.e. responsibility expressly provided for in the law and regulation,
under criminal and civil law to pay compensation for damages.
-
Accountability: personal liability for the payment of full or partial compensation for
damages, in some cases regardless of personal tort, as well as the payment of a fine for
some penalties or torts. It particularly, but not exclusively, applies to those responsible of the
45
moveable assets and accountants.
Unless illegal order, responsibility prevails upon liability and accountability. Although responsibility
remains dominant, especially in operations, it doesn't exactly cover liability and accountability which both
involve the implementation of support, in one way or another. It is an additional factor of complexity.
1.2.4.
Economical Pressure
Wars from the twentieth century have soon demonstrated to military chiefs the importance of economy,
hence the notions of industrial war, total war and war economy. Indeed, wars used to be conducted
thanks to the mobilization of the economy. Nowadays, budgetary constraints have an impact on
defence, especially for operations in which the vital interests of the Nation are not directly involved.
42
43
44
45
20
Capacités additionnelles par l'externalisation du soutien des forces françaises (CAPES France): provision of additional capabilities through
the outsourcing of support to the benefit of the French Armed Forces.
European Union military operation in the Republic of Chad and in the Central African Republic.
Respectively referred in French as "responsabilité hiérarchique", "responsabilité juridique" and "responsabilité comptable".
Ref. Décret n° 2012-244 du 21 février 2012 qui sépare les fonctions de gestion logistique et de gestion comptable, Arrêté du 21 février 2012
relatif à la gestion logistique des biens mobiliers affectés au ministère de la défense et des anciens combattants, Arrêté du 21 février 2012
fixant la liste des gestionnaires de biens mobiliers affectés au ministère de la défense et des anciens combattants.
There are two kind of pressure on the defence activity. First, there is a budgetary pressure: the
reduction of budgets, the difficult implementation of agreed principles ("costs lie where they fall", allied
notion of common financing, etc.), and the emergence of external providers (outsourcing, contractors
46
specialized in security and defence ) are signs of a greater economical pressure on the implementation
of support. Most of today's operations are conducted with "limited resources" to reach a "measured"
objective or desired end state.
Second, there is a managerial pressure: the business management rules, the constant quest for the
right price and for cost management, as well as the development of management monitor and control
techniques affect the conduct of forces.
This tendency impacts all the activities of the French Armed Forces, but pressure is even more important
on support. Indeed, support is the closest domain to cost-effectiveness in its objectives and processes.
For this reason, the reforms conducted in 2008 (LBDSN, LPM, RGPP) have particularly focused on the
overall support to the Ministry of Defence, and especially to the Armed Forces.
More than the consequences on the organization of support, this economical pressure imperatively
calls for cost-effectiveness, the translation of which is somewhat similar to two of Marshal Foch's
principles: economy of means and unity of effort. The military chief must ensure, at all levels, that the
desire of "sound management" is not detrimental to operational efforts.
1.2.5.
Security
LBDSN-2008 has added a concept of security to the traditional concept of defence. The Armed Forces
keep on defending the national territory (deterrence, standing security posture, etc.), but they also
47
48
intervene on the national territory (Vigipirate , Harpie , support to events such as a G20 summit or a
49
world cup, etc.), even though most of their activities are conducted abroad , on prevention or
deployment. These two configurations lead to different needs in terms of support, but are performed by
the same forces.
This will have consequences on the notion of territorial support: indeed, it implies the territorial
50
organization of the Armed Forces’ own support (implemented by the joint support commander
51
[COMIAS ]), on one hand, and, on the other hand, the provision of support to the Armed Forces within
the framework of actions conducted within the national territory, especially in terms of security (under the
52
responsibility of the joint territorial defence organization [OTIAD ]).
1.3. Multiplication of Actors
The strictly national-military framework—formerly composed of the whole spectrum of operations,
including support—is no longer applicable. The key function "support" is now organized in a crossfunctional way operating at several levels.
1.3.1.
Joint Level
53
Joint support services have existed for a long time, such as the defence health service (SSA ), fuel
54
military service (SEA ), etc. However, in appliance with the 2009-869 decree, the chief of Defence Staff
has the general competence in terms of support, while chiefs of staff have a delegated responsibility: this
enhances the jointness of support while respecting an environment approach (land, sea, air) and the
necessity of a joint conduct (see Chapter 3).
55
Two joint services have been created: the joint supply and secretariat department (SCA )—which
56
gathers the three old commissariats—and the joint ammunition agency (SIMu ).
46
47
48
49
50
51
52
53
54
55
56
Entreprises de service de sécurité et de défense (ESSD).
French plan to ensure the security of French nationals, particularly by adapting the national security alert system to potential terrorist threats.
Domestic mission in Guyana dedicated to the fight against illegal gold mining and consequently, to the fight against illegal immigration.
Even though the main French Air Force's air activities are conducted in France, e.g. for territory protection.
French use the term territorialisation to refer to territorial organization.
Commandant interarmées du soutien (COMIAS).
Organisation territoriale interarmées de défense (OTIAD).
Service de santé des armées (SSA).
Service des essences des armées (SEA).
Service du commissariat des armées (SCA).
Service interarmées des munitions (SIMu).
21
Likewise, integrated structures have been implemented or reinforced for specific support (the integrated
57
through-life support structure for defence aeronautical equipment [SIMMAD ], created in 2000, and the
58
integrated through-life support structure for terrestrial equipment [SIMMIT ], created in 2010). In
addition, state industrial and joint-oriented structures have been created: the aircraft maintenance
59
60
(SIAé ) and industrial maintenance Army service (SMITer ).
Finally, the creation of a support chain through defence bases differentiated from specific support and
61
specialized support requires new internal relations. This chain is headed by the new command and
62
coordination support centre (CPCS ) which one operates in support of defence organizations and
defence units.
Beyond the creation of a support joint level, support jointness also results from operational support
actions directly conducted by a branch of the French Armed Forces to the benefit of another branch or of
a joint command (e.g. units employed by the Army or Air Force engineering section may offer operational
support to other armed forces or to the Special Operations Command [SOC]).
1.3.2.
Ministerial Level
The State has been concerned about the support to the Armed Forces since very early on. The link
between political decision and military engagement is obvious and well understood since Clausewitz: in
France, it is well illustrated by the Clemenceau action during World War I and by the 1958 Constitution.
63
However, we can no longer expect the military administration to follow the war without constraints .
Indeed, support has become a politico-military issue, hence the 16 March 1882 Bouchard Law on military
administration, which one places support services under the authority of the minister of Defence. Several
reforms have followed since then (the 1991 Armed Forces Decrees 2000, decrees of 2005 and 2009).
However, the minister of Defence continues to pay particular attention to the key function "support"
for several reasons: because of the allotted financial cost, and because it is where there are more civilian
defence actors. Most of the support sub-functions are at the borders of the civilian world and the
operations world (food supplies, facilities, etc.) while other support sub-functions have a civilian
economical dimension through subcontracting, and therefore establish a link with the civilian economical
environment.
Some supporting areas are no longer in the hands of the Armed Forces: they are implemented by other
64
actors of the Ministry of Defence. Even though the Defence procurement agency (DGA ) has played a
65
crucial role in terms of armaments (that can be considered as the earliest logistics implemented before
war) since long ago, support should be taken into account as early as the conception of the materials,
and requires follow-up relations with industrials. This is true for the definition of equipment, but also for
66
the functions and services ensured by the Armed Forces until then, e.g. the maintenance of equipment ,
which requires a dialogue with the industry.
67
68
The defence infrastructure service (SID ), created in 2005 , supports and ensures the adaptation of the
Ministry of Defence's real estate infrastructure, including in operations. While the Armed Forces preserve
their initial entry capabilities—through their engineering companies, for the Army, or through the
69
operations support air group (GAOO ) and Air Force engineering, for the Air Force—to support their
deployment and stationing, the SID is a pole of competences in terms of infrastructure support in
operation. It provides to the deployed forces all the needed specialists to lead and ensure the conduct of
infrastructures operations.
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60
61
62
63
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65
66
67
68
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22
Structure intégrée du maintien en condition opérationnel du matériel aéronautique de la défense (SIMMAD).
Structure intégrée du maintien en condition opérationnel du matériel terrestre (SIMMIT).
Service industriel aéronautique (SIAé).
Service de la maintenance industrielle terrestre (SMIT).
These concepts are defined in Chapter 3.
Centre de pilotage et de conduite du soutien (CPCS).
Hence the quote from General De Gaulle "l’intendance suivra", meaning that resources will be adapted to the command's decision no matter
what.
Direction générale de l’armement (DGA).
The DGA fully ensures deterrence support.
The concept of maintenance of operational readiness has emerged in the 1990s and was formerly intended to integrate and gather the whole
range of support functions to make them coherent as they were separated until then (documentation, training, spare parts, reparations, bench
tests, transport, etc.).
Service d'infrastructure de la défense (SID).
Décret 2009-1179 du 5 octobre 2009 modifié.
Groupement aérien d'appui aux opérations (GAAO).
Therefore, to honour some of the support sub-functions, the Armed Forces must work with actors who do
not directly depend upon them. This work comes along a dialogue that must be framed by clearly defined
and specific procedures.
1.3.3.
Interministerial Level
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As a result of the institutional law on finance laws (LOLF ), the Ministry of Defence works in conjunction
with other ministries. Therefore, the annual budget must respect the ambition of efficiency which is
reminded in the annual performance project and which also covers support issues.
The interministerial dimension of Defence is reinforced and has impacts on support. Therefore, the SSA
has always had close relations with the ministry in charge of social matters, at the national or regional
level. Likewise, the SEA develops links with other administrations, especially with the Ministry of Energy:
this link is increasingly important in terms of energy security.
The SID contributes to the requests of other ministries as needed.
71
The French Navy ensures the missions of government action at sea (AEM ) for the prime minister,
which generates specific and interministerial constraints, namely through their relation with the sea
72
general secretariat (SGMer ). Likewise, the French Air Force is responsible for air safety within the
national air space in accordance with the conditions established by the prime minister. As such, it
develops close relations with the ministerial departments supporting air defence, namely the general
73
directorate for civil aviation (DGAC ).
Finally, since crises have multiple facets, they include both defence and security issues. Consequently,
operational actions (including supporting actions) require traditional relations with the main ministries
involved, such as the ministries of foreign and European affairs, the interior and overseas, finances and
74
budget, the equipment, the healthcare, etc.
1.3.4.
Public–Private Level
The Armed Forces have always had contracts with private contractors such as the "cantinières"—women
who acted as sutlers, selling food and alcohol to soldiers—or the suppliers of the Armed Forces under
the French First Empire. This has not always been satisfactory and the militarization of the support key
function to deal with the observed defects has resulted in the Train des équipages, a unit of soldiers
carried on wagons pulled by horses, created by Napoleon in 1807. Nowadays, partnerships increase,
particularly within the field of support.
This evolution is translated by the presence of operators under the supervision of the Ministry of Defence
75
(joint logistics and supply agency [EDA ]) or not (strictly private actors, more or less specialized in
76
military affairs ), through the introduction of public/private partnerships, specialized subcontractors or
more throughout outsourcing for entire panels of support.
These relations are established in France but also in operations, and rise a double issue: first, the
militarization of support (why should it remain military?) and second, the minimal capabilities to possess
either to be able to confront chaos or to conduct dialogue with subcontractors.
77
These private actors may have profit or non-profit objectives , and they can be local, national,
multinational or international: such diversity complicates any simplistic approach.
A decision must be taken before contracting private actors on whether they are to complement a service
(e.g. to deal with a peak load) or to replace it (with the hope to obtain the same service for a lower cost,
which needs to be systematically verified). As a matter of principle, some functions should not be
outsourced, such as those involving the use of force, directly supporting initial entry or coercion phases,
or providing front-line support to tactical units engaged in hostile areas.
70
71
72
73
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75
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77
Loi organique sur les lois de finances (LOLF).
Action de l’État en mer (AEM).
Secrétariat général de la mer (SGMer)
Direction générale de l’aviation civile (DGAC).
Only the generic name of the ministries is given since their official designation may vary from one government to another.
Économat des armées (EDA).
Private military companies or military companies of private interests used to be contracted. The issue has arose following such practice by
English-speaking countries in a very visible way during the operations in Iraq, and then in Afghanistan. The Ministry of Defence now refers to
contractors specialized in security and defence as Entreprise de service de sécurité et de défense (ESSD).
Foundations, non governmental organizations, etc.
23
It is therefore important to take account of some criteria when making such a decision: ability to preserve
a deployable and trained operational capability, sustainable performance of the delegation and ability of
the market to enforce it, collateral consequences (especially on the local economy), command ability in
ensuring performance control, reversibility, costs and budgetary consequences. All these criteria also
determine the level of operational support provided by the forces. This level is based on the forces'
needs to accomplish their mission, which then determines the level of industrial support. All these
aspects will be developed in a doctrinal paper focused on outsourcing.
1.3.5.
International Level
Operations abroad have always occurred, but most of the time they were conducted on territories where
France benefited from appropriate structures, and operated within bilateral frameworks. However,
support used to remain a national prerogative.
Nowadays, not only the framework of engagement has widened and is no longer restricted to former
colonized countries, but also operations are rarely strictly national or bilateral. Most of the time, an
international organization frames these operations, such as the UN, the EU or NATO.
Logistic support rules are different depending on the international organization:
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79
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81
24
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UN: operations under the UN command benefit from Integrated Logistic Support (ILS), i.e.
the contributing nations get a refund from the UN for their logistic support expenses
according to procedures specialists should know. These procedures usually give satisfaction
and are beneficial if they are mastered. The Department of Peacekeeping Operations
(DPKO) includes an Office of Mission Support (OMS) responsible for determining financial
reimbursement to UN member states. However, the implementation of national logistic
support is still required, and should be coordinated with the UN logistic support system.
-
EU: the European Union uses a lot NATO interoperability rules on logistic support.
Nevertheless, the EU has its own specificities, mainly in terms of finances such as the
ATHENA financing procedure. The EU is progressively developing a doctrinal corpus which
will have an impact on logistic support. Sometimes, a framework nation structures the
logistic support to an EU operation, as for EUFOR Tchad-RCA.
-
NATO: even after the withdrawal of France from NATO's integrated military command in
1996, the Alliance had remained a reference in terms of logistic support: through
standardization operations, the organization of pipelines and common supporting
78
programmes or works from the NATO Support Agency (NSPA) . Participation in important
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allied operations (SFOR , KFOR , ISAF ) and France's recent return to the NATO
integrated command have reinforced the need for logistic support interoperability.
Henceforth, our support to operations must be compatible with allied norms, should it be our
ambition to become a framework nation or our integration within standardized structures,
especially within the Joint Logistic Support Group (JLSG). Membership to the Alliance
implies heavy consequences and greatly influences the organization of our support
structure. Such compatibility will be further discussed in this paper.
-
Bilateral: bilateral agreements continue to provide policy for some aspects of logistic
support, e.g. the recent Franco-British treaty on the implementation of a Combined Joint
Expeditionary Force (CJEF) and its associated logistic support. However, these bilateral
agreements also intervene in the case of defence agreements, and define the establishment
of operational bases, which ones also ensure logistic support functions (Gabon, Djibouti,
Abou Dhabi, etc.).
-
Multilateral: the multilateral framework may also be relevant to organize such or such
support sub-function. Authorities have been established to set up or conduct multinational
cooperation: the Multinational Interoperability Council (MIC), Movement Coordination
Centre–Europe (MCCE) acting to the benefit of the EU and NATO, European Air Transport
Centre (EATC), Strategic Airlift Interim Solution (SALIS) for the supervision of flight hours for
large aircraft, maintenance contracts for common fleets, etc.
Formerly known as NATO Maintenance And Supply Agency (NAMSA).
Supplementary Force (SFOR).
Kosovo Force (KFOR).
International Security Assistance Force (ISAF).
The degree of complexity is especially high when different structures coexist or are interlinked within a
82
same theatre, such as the coexistence of national or multinational operations (Licorne and ONUCI in
the Ivory Coast, Épervier and EUFOR Tchad/RCA in Chad) or the coexistence of several multinational
83
84
operations (KFOR and EULEX in Kosovo, ISAF and OEF in Afghanistan).
Therefore, logistic support is delivered in an extreme diversity of situations: overall support to forces
85
stationed in France, interventions on the national territory (Plan Paille ), internal security missions (fight
against illegal gold mining in Guyana), missions abroad implying complex organizations combining
national support and logistic multinational support (a clear example is Operation Harmattan, which was
supported from the national territory [Toulon and Solenzara], from a base abroad [Souda in Crete], and
joint support was provided from a command and force projection ship off the coast of Libya, via a
transport system between relay points to shorten the sailing distance of tankers).
86
Finally, the Armed Forces contribute, in a particular way, to "exports support" (SOUTEX ). Exports
support has consequences on the overall provision of support to our Armed Forces in the different
support sub-functions; however, this point is not discussed here.
1.4. Direct and Indirect Consequences of this Framework on Support
Support involves several dimensions of the Armed Forces: humans, resources and organization. This
leads to three issues regarding threshold effects, support reinforcement and resilience.
1.4.1.
Humans
Forces are first of all made of men and women who implement weapons systems. Support is mainly
intended to benefit them. But it implies that the forces must have support specialists.
Indeed, support to the personnel requires specialized tasks in the fields of administration (pay, civil
status, documentation to enter and leave a territory, chancellery, etc.), individual support (clothing, food,
etc.), infrastructure (construction and maintenance, networks and evacuations, energies, etc.),
healthcare (preventive medicine, disease prevention, medical treatment, emergency medicine, war
surgery, etc.), health and safety (risk prevention, water treatment, etc.), and personnel welfare (morale,
family support, physical and sports training, etc.).
1.4.2.
Resources
Resources mainly consist of equipment, spare parts, ammunition, fuels and combustibles, food, and
finances.
Support units need above all specific materials and appropriate infrastructures: logistic ships, vehicles,
trucks, workshops, engines, materiel adapted to the environment, specialized bench tests, technical
shelters with electrical power, etc. The equipment is not armaments properly speaking, although it may
be hardened: a transport aircraft can carry self-protection systems, and some trucks can be equipped
with armoured cabins. In other words, operational constraints may require technical specifications that
civil equipment cannot provide.
However, one of the support sub-functions is to ensure the maintenance of the materiel used by
combatants. This implies the mastering of some highly technical tasks.
Examples of such tasks are the maintenance of the equipment or the management of resources
supplies, e.g. fuel supply (in quantity and more importantly in desired quality) or ammunition supply
(which requires the management of multiple calibres, the supply of which must be ensured in quantity
and quality). These two last tasks have specific security constraints that impact the transport and storage
functions, and require from support teams to set up special arrangements, both in France and in
operation.
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Opération des Nations Unies en Côte d’Ivoire (ONUCI): United Nations Operation in the Ivory Coast.
European Union Rule of Law Mission in Kosovo (EULEX).
Operation Enduring Freedom (OEF).
Plan of the French government to provide thousands of tons of straw for the farmers affected by the drought.
Soutien aux exportations (SOUTEX).
25
1.4.3.
Organization
Various functions must be organized so as to support the forces, starting with the management of flows.
The new conditions of use of the forces have deeply affected the support structure. Before, there was an
advanced and a rear base, located in the direct vicinity of the national territory, and log support ensured
the logistic liaison between the two bases. Nowadays, the arrangements of expeditionary engagements
present gaps and are often at great distance from the borders, which implies multiple changes of
physical environments (land, sea, air), and consequently, requires multiple types of transport. As a result,
it impacts the organization of support.
This organization of flows has become one of the main characteristics of logistics. It mainly consists in
the organization of the movement control and transport of men, materiel, parts and various material or
immaterial supply to and from the theatre (the return is often neglected in the planning). The objective is
to develop a logistic system upstream to the benefit of a logistic system used downstream, by using
diverse vectors and changing vehicles as the physical environment changes or the distribution necessity
requires it. For some materiel, such as aeronautical materiel, flows must be adapted to the lack of stocks
and to the principle of tight flow (which does not apply to the French Army). It implies the organization of
continuous logistics from the industry to the theatre of operations and vice-versa. This return is
necessary to regenerate materiel and therefore ensure the capacity to last, but it is often neglected since
it is erroneously considered as a non-priority. This shows a weakness in the system.
The organization of flow leads to specific data management since logistics and military administration
also require the ability to manage information (to know the resource level, where to find it and in which
state). The difficulty resides not only in the resource, but also in the associated information: which
element (vehicle, weapons system, spare part, etc.) is where, coming from where, going where, to the
87
benefit of whom, and currently under whose responsibility ? The answer to these questions requires the
development of Logistics Information Systems (LIS) and information, administration and management
88
systems (SIAG ), adapted to needs in terms of support, and interoperable with other information
systems, especially those of the command (see Chapter 2).
However, support must also be organized to deal with several other tasks, such as financial flows, legal
support (with regards to "juridicisation", see above) or environmental protection.
1.4.4.
Threshold Effects
Support triggers threshold effects: while the strength of a fighting force may increase in a linear way, the
associated supporting force increases by stages.
The size of support depends on whether to adopt a standing structure or a contingency structure.
Moreover, it is no longer possible to provide support to the force below a certain threshold. Indeed, the
policy on the cost-effectiveness or reduction of the "logistic footprint" soon reaches its limits. A logistic
unit cannot conduct convoys to forward operating bases while conducting an ongoing defence action
without affecting support.
1.4.5.
Anticipation of the Reinforcement of Support
Support can temporarily need more or less specialized reinforcements. These reinforcements are
options to be decided upon by the command, depending on the function of each mission. Everything will
depend on the circumstances, and what is possible for a garrison force in France in time of peace will not
necessarily be possible for a high intensity operational engagement. Therefore, the decision to reinforce
support is taken to meet a "temporary" need. However, the provision of support at different places for the
conduct of an operation might be detrimental to the conduct of more demanding operational contracts
since they might limit support capabilities. This flexibility in sizing support is a two-way process: to
increase the number of staff to meet a temporary need or to reduce it when support has progressively
settled and does not require the same volume any more.
The military may call in the operational pool staff: it is easily usable since it provides adequate and highly
specialized competences the Armed Forces cannot permanently preserve. They may also call in existing
units such as some Army transport units. However, most of the time, individuals rather than entire units
would be called in. The Armed Forces should carefully manage both specialists and needs, but also
implement an adapted recruiting and training policy.
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26
The geographical position of the resource is referred as tracking and its status as tracing.
Systèmes d’information d’administration et de gestion (SIAG).
Multinational reinforcements are another solution; they enable to pool and share a sub-function.
However, this option often depends on the engagement conditions and on the force generation
organized for the operation. Nevertheless, some tasks can be more or less widely pooled and shared in
times of peace (air transport, inflight refuelling, etc.). This pooling and sharing implies an intense
dialogue between the contributing nations so as to define rules of engagement as similar as possible.
Most of the time, caveats interfere with the efficiency of what could be an interesting option.
Outsourcing is also a way to reinforce support (e.g. charter contracts). Once again, it depends on the
mission and on the reversibility imperatives of the theatre. Outsourcing may also be translated into local
contracts on the theatre or the employment of local personnel.
Requisition remains a tool enabling a significant increase of the forces' support means. Should it be
infrastructures, personnel, vehicles or ships, support may be reinforced through the implementation of
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the provisions relative to the French defence code formal applications .
Finally, in the near future, the reinforcement of support may imply the use of robots as weapon assistants
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to combatants. Among the possible use of robotics (fight, intelligence), support is a promising field.
However, it is important to keep in mind that robots should be used as reinforcements to supporting
actors, not as substitutes.
1.4.6.
Resilience
The key function "support" plays an important role within the field of resilience, a notion that figures
among the top defence priorities in LBDSN-2008: first, it enables the permanence and continuity of the
forces' action, but it also joins their contribution in the resilience of the nation. This may sometimes lead
to redundancies that could be contradictory to the forces' objectives of performance and costeffectiveness.
Support contributes to the overall resilience of the Armed Forces: it enables them to act where other
tools of the Nation are in shock and temporarily inactive following an event (hazards, disasters, attacks,
etc.). From this point of view, a particular attention must be paid to the resilience of this key function.
Indeed, the resilience of support ensures the resilience of the Armed Forces and therefore contributes to
the resilience of the Nation.
As an example, 100,000 men of the Japanese Armed Forces have been deployed following the 2011
tsunami that has provoked the Fukushima nuclear accident in Japan. By securing the areas, reestablishing rudimentary liaison and communication means, and by operating in a degraded environment
thanks to a certain logistic independency, the Japanese defence forces have significantly contributed to
their national resilience. Likewise, during the 2007 cyclone in the Antilles, land, air and maritime
capabilities have made it possible to immediately deploy ad hoc support.
Resilience is characterized by the possession of several types of capacities. Support's resilience resides
in its capacity to take a blow, i.e. to absorb a first shock and to resist its consequences and those of
following shocks. This implies a specific organization and training, the possession of stocks, and also the
duplications of materiel which must be deployed on the whole territory. The objective is to imperatively
ensure the security of our fellow citizens "at all times and under all circumstances". This has a cost, but it
is a worthy investment. This cost may be justified by the French Parliament even though it seems to
weight on the Armed Forces' budget.
Support's resilience also resides in its capacity to recover. In other words, once the first shock has been
absorbed, support must re-establish damaged infrastructures and assets, and it must find a way to
rebuild temporary or permanent stocks, depending on the situation. This is a regeneration process that
involves suppliers (industrials or trading companies), transporters (military, civilian, public or private,
including requisition procedures), and local distributors and executers.
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90
Ref. Code de la défense, partie législative, Partie II, livre II, articles 2211–2236. However, this implementation seems difficult, except for the
most exceptional cases.
Other applications could be considered: automation of the storage function, transport drones, etc.
27
Finally, support's resilience resides in lasting: not only it enables to conduct an operation phase, but also
to progress through the following phases until the desired end state is reached. For example, it could be
the conduct of the stabilization phase of a crisis management military operation. Once back to normal
and once the sovereign or essential functions of the state considered are re-established, the functions
temporarily ensured by the military must be transferred to civil authorities as soon as possible. Such will
be the case for support sub-functions. The "real time" of rapidly conducted actions, favoured during the
intervention phase, must give way to the "due time" of in-depth actions. It requires forces able to last,
recover and adapt to circumstances. So, the stabilization phase is highly demanding in terms of qualified
staff. The support capability is one of the key elements of success of a force, since stabilization is often
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the decisive phase of contemporary operations .
Conclusion: the Necessity of Converging Efforts
The key function "support" (soutien) and its environment have become increasingly complex. This
context requires from the military authority to converge efforts around shared principles.
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28
Ref. Les forces terrestres dans les conflits aujourd’hui et demain, Armée de Terre, p. 27, Économica.
Chapter 2
Principles and Requirements
In order to cope with the constraints of this new environment, to extract the support principles,
requirements and specific skills, support (soutien) must be considered in the light of the five strategic
functions.
2.1. Support and Strategic Functions
2.1.1.
Operational Contracts
The operational contracts defined in LBDSN-2008 determine the size of the Armed Forces and include
the necessary support. Therefore, it is important to study the respective needs of each strategic function
in terms of support, as well as the consequences it can have on its implementation.
2.1.2.
Support and Knowledge/Anticipation
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The function "knowledge/anticipation" is mainly run by the directorate of military intelligence (DRM ),
which has its own technical assets (satellites, electronic surveillance, images analysis systems). It
requires special support which can be provided by the Armed Forces (e.g. the satellite observation
centre in Creil, near Paris, or the space surveillance sensor of the French Air Force).
However, support also needs intelligence to be properly sized. So, the logistic dimension must be taken
into account at the beginning of the early planning works (available infrastructures, strategic transport
capabilities and associated costs, etc.). The objective is to be able to inform the decision-maker at the
soonest on the logistic weight of an operation, or to provide elements to judge on the feasibility of such
an operation. For this reason, it is imperative that the intelligence collection plans include these general
logistic data.
2.1.3.
Support and Prevention
93
Among other assets, forces of presence and operational military assistance enable the Armed Forces
to contribute to the function "prevention". Indeed, they contribute to the collect of military-oriented
information which is useful to the support key function.
In addition, these forces can participate, if needed, in operations launched in their areas, particularly to
be used as a forward logistic base. This enables to store a certain number of reserved means and
resources, establish emergency procedures, anticipate reception facilities for reinforcement coming from
France, and benefit from this vicinity to lengthen or shorten timelines, or to be used as a secured site
from where to conduct some operations requiring changes of vehicles due to changes in the physical
environment.
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These forces benefit from the same type of support than the rest of the French forces ; however,
particular procedures are established to take into consideration the distance for specific supplies, but
also for local purchases for daily-life support.
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93
94
Direction du renseignement militaire (DRM).
These forces include the French forces in Gabon, in the United Arab Emirates and in Djibouti; the French Forces in Chad and in Senegal; as
well as the naval Corymbe mission (mission implemented by the French Navy since 1990 to have a permanent mobile base in the Gulf of
Guinea and off the western coasts of Africa).
Subject to the command powers of the force commanders.
29
2.1.4.
Support and Deterrence
Deterrence is the cornerstone of France's defence. Each of its components receives integrated support.
Since deterrence is a key priority, it is allotted high levels of resources, in terms of warning and support
systems, as well as of infrastructures. Therefore, what is used as a defence infrastructure may be used
as a key operational infrastructure in a situation of deterrence. The protection requirement, the full
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consideration of nuclear security and the continuous maintenance of ports, airports and C4I facilities
dedicated to deterrence systems contribute to the credibility of this strategic function.
2.1.5.
Support and Protection
The contribution of the Armed Forces to the function "protection" is first translated by a standing security
posture. The permanence of such posture and immediate response that is required, call for particular
support arrangements, which must meet this imperative of reactivity.
Sovereign forces also contribute to protection. They benefit from the same type of support than the rest
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of the French forces ; however, particular procedures are established to take into consideration the
distance for specific supplies, but also for local purchases for daily-life support.
Moreover, the Armed Forces can contribute to contingency missions as part of their contribution to
domestic security, government action at sea (AEM) or civil security. Each time, specific support
capabilities may be deployed depending on what is available and on the degree of emergency of the
mission.
2.1.6.
Support and Intervention
The strategic function "intervention" is mainly ensured by the Armed Forces. It covers several operational
contracts: protection of the population on the national territory, stability and peace in the world, major
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conflicts outside the national territory, and independent action and reaction capability. For each of
these cases, operations will need significant support, which will affect the choices and operational
processes, but also the different phases of the operations.
Support must be taken into account all along the operational process.
95
96
97
30
-
Some operational contracts have very short response times, which require autonomous
support capabilities that can be deployed with forces and enable to wait for the
establishment of resupplying logistic flows.
-
The operation planning is highly based on the assessment of the state of support
capabilities, by making the distinction between what can be locally available, what must be
prepared prior to the operation, and what needs to be brought. Therefore, it is important to
find a good balance between supporting combatants to the front and supporting combatants
to the rear, depending on the objectives and circumstances.
-
During force generation, support must be integrated at the beginning of the process in order
to facilitate the build-up of forces and to properly calculate future needs in terms of support
during the operation. Experience has demonstrated that needs are often under-estimated in
France.
-
Support is fully part of the conduct of operations, for each phase of the manoeuvre (see
paragraph below).
-
Once an operation is accomplished, the Lessons Learned (LL) process must also apply to
the support key function, especially since its role is increasingly important in contemporary
engagements.
Command, Control, Communications, Computers and Intelligence (C4I).
Subject to the command powers of the higher military authority in French overseas territories (COMSUP, Commandant supérieur).
Ref. LBDSN-2008, p. 211-212.
-
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Operations unfold in successive phases . Following this principle of continuity, support is
adapted to each phase. The ratio between support forces and combat forces varies
depending on the phases: it is high at the beginning during the build-up of forces and entry
into the theatre, then slightly decreases as the operation stabilizes, and increases again
towards the end of the redeployment phase.
Conclusion
Support should not be neglected since it frames operations. As General Charles De Gaulle said: "It is
through the respect of logistics that General Eisenhower guided to victory [...] the machinery of the
armed forces of the free world." In order to respect logistics, some support principles need to be applied.
2.2. Support Principles for the Engagement of Forces99
Principles defined in Capstone Doctrine on the Employment of the Armed Forces (Ref. K., p. 92-93.)
apply. They have two key notions: the uniqueness of the manoeuvre and support efficiency.
The joint chief of the level considered, is responsible for the balance of the manoeuvre. He varies his
efforts, including in terms of support, depending on the manoeuvre’s phases.
2.2.1.
Manoeuvre Uniqueness
A manoeuvre is unique. As such, there is no independent support manoeuvre. The key function
"support" directly contributes to the overall manoeuvre; therefore, it should be completely integrated.
Support does not have the power to determine the courses of action to adopt, but it may condemn those
for which the level of support may not be guaranteed (permanence, continuity, stability, efficiency and
vulnerability thresholds, etc.). According to this same principle of uniqueness, the combat service support
command is an integral part of the operational command. On the other hand, the uniqueness of the
logistic manoeuvre does not lead to the uniqueness of logistic concepts which depend on the physical
environments and associated weapons systems, operational tempo, operational phase, international
context, etc.
2.2.2.
Efficiency
The key function "support" seeks efficiency in order to contribute to the success of an engagement while
allowing a national control of resources (especially cost control). This efficiency resides in the visibility
and traceability of a resource, in modularity, in the system's adaptability, in the continuity of the logistic
chain and in anticipation.
•
Visibility and Traceability of Resources
The optimization of the logistic footprint on a theatre depends upon the command and control—at all
levels of responsibility—of the availability and allotment of resources considered as essential to the
success of a mission. To this end, the command relies on the effective coordination of all administrative
support and logistics sub-functions—from France to the theatre of engagement, overseas and abroad—
as well as on a resource tracking capability, using Logistics Information Systems (LIS) and information,
administration and management systems (SIAG), which ones ensure their traceability.
•
Support Modularity (during the elaboration phase)
There is no static solution regarding the organization of support. Each engagement is unique and so
requires an ad hoc arrangement, which must be defined according to its specificities and to the best
cost-effectiveness. Seeking to pool and share, especially through the shared use of resources and
carriers as well as the co-localization of support facilities, is part of this modularity approach.
98
99
Ref. CIA-3.4.9_STAB, Stabilisation, no. 022/DEF/CICDE/NP as of 02 February 2010. English version available: (FRA) JC-3.4.9_STAB,
Stabilisation.
Support principles are here generic and include all the processes of generation, deployment, action on the theatre and redeployment.
31
•
Support Adaptability (during the conduct phase)
The type and volume of support capabilities (logistics battalion, logistics detachment, logistics support
company, deployed airbase, logistic marine aviation detachment, etc.) evolve according to the different
phases of an engagement. Usually, the entry phase and the redeployment phase correspond to a phase
of efforts in terms of support operations, i.e. a high level of activity for support units. Therefore,
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and additional capabilities can be used, for a limited period, to prop up the support
"enablers"
arrangements during these phases. Limited intervention operations or changes in the force's posture
may also require a reorganization of the existing support arrangement.
•
Continuity of the Support Chain
The support chain must be continuous—from storage and production locations to the units and
formations to support—and LIS guarantee the visibility and tracking of resources. This chain is led by
different actors depending on the decisional levels. When several components are engaged, an
operational conduct increases the efficiency of the whole organization.
•
Anticipation
Anticipation helps in preserving the principle of freedom of action in terms of support. It consists in
stockpiling in order to be able to face different operational requirements defined by the command. It must
cover all phases of the engagement, from the entry into theatre to redeployment. Anticipating aims to
constantly be one step ahead of the operations' progress in order to ensure the force commander the
provision of support to the current manoeuvre without compromising that of an upcoming manoeuvre.
It requires the early planning of logistic flows and the reservation of their entry points to the theatres of
operations.
•
Minimal Sufficiency
Minimal sufficiency enables to make enough resources available to the supported force to protect it from
operational engagement hazards (overconsumption, supply disruption, etc.), but in quantities adjusted to
its need so as not to waste resources, nor hinder the manoeuvre. One way of doing so is to provide
support to the deployed forces on the front from a "rear" base. With the improvement of the liaison of
data, the principle of minimal sufficiency is partly translated as the reduction of support-specialized staff,
and the increasing temporary or permanent use of rear support structures able to deal with
administrative tasks (accounting, secretariat, etc.) and expertise tasks (e-medicine, technical analysis,
remote software verification) from a distance.
2.2.3.
Similarity in Support Principles and Support Organizations during
Operational Engagements
Support principles and organizations are similar for operations abroad, domestic missions and major
exercises, even though courses of action may differ.
Whether for operations abroad or domestic missions, joint support structures are set up according to the
most similar organization and functioning as possible. More particularly, support to domestic missions
follows the same principles as for operations abroad, namely for the possible designation of support
responsibilities.
2.3. Role of Support in the Joint Chief's Decision
In addition to the application of these principles, support must permanently combine contradictory
requirements which define the manoeuvre space from where the chief will focus his effort and
major effect. Therefore, support has an important role in this decision due to its main quality: mobility.
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32
"Enablers" refers to reinforcements.
2.3.1.
Environment Complexity and Action Unity: Support as One of the Choice
Criteria
Military action cannot face the full complexity of the environment. However, it cannot keep on focusing on
its domain only. Therefore, it is necessary to combine action unity and coordination with the different
actors: support can be a criterion to establish priorities between what "can be" and what "cannot be",
between what costs and what does not.
2.3.2.
Economy of Means and Freedom of Action
These two Foch principles are linked: economy on means enables to stockpile, which gives the freedom
of action that enables a unity of effort where needed. However, saving too much on resources may
hinder such freedom of action: this is the ambiguity of the "minimal sufficiency" principle. The "right
level" must be adjusted based on the freedom of action required from the chief. If this level is too low
(which sometimes happens), the chief's action is restricted. If it is too high (which is rare), it can lead to
wastes, but also to constraints on the manoeuvre, e.g. the mobility of the force. The analysis of the
minimal sufficiency level requires the good balance of the independency of the force to support.
2.3.3.
Effects Persistence and Variety of Assets (unity of effort)
The recent doctrinal effort is highly focused on the notion of effects, particularly within a context of
asymmetric war. The notion of effect is of paramount importance to supporting actors since those effects
are directly assessable. However, support is delivered to the benefit of the force, but it also improves its
environment. Therefore, it is important to organize the persistence of these effects—to the benefit of
the force and of its environment—while using the range of available assets.
2.3.4.
Time and Support
Support must follow the tempo of the manoeuvre (agility), ensure to save up on the allotted resources
(right on time), and ensure a long-term action (permanence): in other words, the short term and long
term should be taken into account.
Support is provided at all phases of an operation: it is often the first to be deployed and the last to
redeploy. It is thus necessary to ensure the continuity of support, taking into account that it depends on
logistic chains that may break. The continuity of support requires resilience and so, the build-up of
stocks that may hinder the overall agility or the prevision of alternative itineraries. The logistic footprint
must find a balance between security requirements—to ensure the permanence of the action—and
agility requirements—to ensure the freedom of action.
2.3.5.
Intertwining
Support is more than ever correlated to the rest of the operations. For instance, the experience from
Afghanistan has demonstrated that it is the chief of the convoy who commands the whole, including
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escorting and supporting elements . Advanced posts ensure both an operational function and support
function. More than ever, support participates in combat. This implies tactic-logistic continuity, referred as
intertwining due to its complexity.
Logistics personnel are also combatants. This has consequences on their operational readiness:
support forces must follow a high-tempo training and preparation to the mission, including during its
hardest phases.
Contemporary combats have made the notions of combat, combat support and combat service support
units unclear: support is only a particular type of participation in the combat, as taught by the veterans of
102
103
104
the Voie Sacrée , RC4 or of the Berlin airlift .
101
102
103
104
In Afghanistan, a logistic convoy required from our joint comrades the deployment of two company teams (SGTIA, Sous-groupements
tactiques interarmées) to secure the route and radio relay on the route for a day. The logistic convoy is a tactical operation that must be
planned, organized and conducted as a full operation. It mobilizes logistic and tactic resources and can also benefit from fighter cover
(drones, fighters).
Air corridors organized by the Western Allies to carry supplies to the people in West Berlin during the Berlin Blockade, from 1948 to 1949.
A 72 km road connecting Bar-le-Duc to Verdun that has played a crucial role during the Battle of Verdun, in 1916.
Also known as Highway 4, a road which was used to supply a French military base during the First Indochina War.
33
2.4. Support Aptitudes
105
Among the structuring capacities listed in Capstone Concept on the Employment of the Armed Forces ,
several of them particularly apply to support: for a particular role (support and morale force), for a
specific organization (interoperability), or for both (support and force protection).
2.4.1.
Support and Morale Force
Support actively participates in the establishment of the "morale force". Morale force results from a solid
physical, intellectual and psychological preparation to the engagement. Support directly contributes to
the maintenance of this morale force, particularly by resolving individual administrative or financial
difficulties through personnel welfare during operations, hygiene and security, individual support and
medical support.
It is equally important for the logistics personnel to possess such a morale force, as their brothers of
arms do. Therefore, their physical, intellectual and psychological preparation must be intensified so that
they can face all possible events that can occur during operations.
2.4.2.
Support Interoperability
Nowadays, interoperability is mainly defined by the allied doctrines and procedures, mostly based on the
NATO Allied Joint Publications (AJPs) of the AJP-4 series. The involvement of many nations in the
standardization works—intended to create a base for common regulations, and particularly within
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NATO —also contributes to interoperability. Such interoperability may take part to different frameworks
(particular structures are further described in the French doctrine DIA-4 on support to operational
engagement (2013).
2.4.3.
-
Framework Nation: voluntary state which has received the political or military mandate to
assume command responsibility at the strategic, operational or tactical level. It provides the
command structure of the level considered, and usually provides the most important volume
of engaged forces.
-
Host Nation (HN): "A nation which receives the forces and/or supplies of allied forces and
organisations located on, operating in, or transiting through its territory." (MC 334/1)
-
Logistic Lead Nation (LLN): "One nation assumes overall responsibility for organizing and
coordinating an agreed broad spectrum of logistic support for all or part of the multinational
force, including headquarters within a defined geographical area for a defined period. This
LLN can also provide capabilities as LRSN at the same time." (MC 319/2)
-
Logistic Role Specialist Nation (LRSN): "One nation assumes the responsibility for
providing or procuring a specific logistic capability and/or service for all or part of the
multinational force within a defined geographical area for a defined period. Compensation
and/or reimbursement will then be subject to agreement between the parties involved." (MC
319/2)
Support and Force Protection
Support actively participates in force protection, either directly (e.g. infrastructure support, materiel
maintenance) or indirectly (e.g. medical support).
However, support units must also be protected, like the rest of the force: this has been an increasing
need since the notion of front line has disappeared in contemporary engagements. In Iraq, the most
attacked units were logistic units. Support protection is possible through static arrangements (e.g.
protection of facilities, armouring of transport vehicles' cabins) and dynamic arrangements (e.g. combat
logistic patrols in Afghanistan, naval escort of supply ships).
105
106
34
Ref. j., p. 33.
Reference to Standardization Agreements (STANAGs).
2.5. Support and Information Management
"Information management" is one of the key functions mentioned in Capstone Doctrine on the
Employment of the Armed Forces which requires a special structure in terms of support.
Support to information management is axed around information systems and intelligence.
2.5.1.
Support and Information Systems
Information systems are divided into three categories:
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);
-
operational information and command systems (SIOC
-
administration and management systems (SIAG) and scientific and technical information
108
systems (SIST );
-
Logistics Information Systems (LIS) are a sub-category of SIOC. They are adapted to each
sub-function and fulfil the increasing need for integration (SILCENT, then SILRIA, SIM@T,
109
ATAMS/COMP@S) . It is even more important to seek compatibility with NATO systems
110
(LOGFAS, OLCM, ADAMS, etc.).
Moreover, the management of the documentation and computer parameters of the different weapons
systems is necessary: indeed, support is more and more based on data or configurations known by the
111
forces in France or by the constructors, which requires the connexion to a remote technocentre. This
complicates the organization of daily-life support, especially in operation, since it requires an information
112
system flow that is specific to this sub-function . These are Technical Information Systems (TIS), also
113
referred as Logistics and Technical Information Systems (LTIS) .
Likewise, SIOC already, and will increasingly, include data relative to support (availability of materiel,
extent of ammunition stocks and personnel, etc.), particularly so as to build a shared operational vision.
Furthermore, SIAG such as Chorus (interministerial) or Concerto/Rhapsodie/Orchestra are or will be
deployed even on theatres of operations: this will require more information liaisons in order to ensure the
continuity of financial and information flows.
2.5.2.
Support and Intelligence
Support contributes to intelligence collection: indeed, support units are brought to regularly move on
itineraries that are often going through populations and belligerent positions. Therefore, they are firstclass sensors to assess the viability of itineraries, but also the state of mind of the populations or
operational posture of the different soldiers. Likewise, during contracts or local purchases, exchanges
with the population enable to observe its state of mind.
However, the implementation of support can be a weakness with regards to the adversary's intelligence
operations. Indeed, support capabilities are implemented in areas of high concentration or for operations
requiring stability: they are easily observable by the adversary (e.g. loading of food supply to a ship or
loading of trucks on a logistic base).
On the other hand, support increasingly needs logistic data: this need must be expressed within the
different HQ and must be integrated to the intelligence collection plans.
107
108
109
110
111
112
113
Systèmes d’information opérationnels et de commandement (SIOC).
Systèmes d’information scientifiques et techniques (SIST).
Central logistic information systems (Systèmes d’information logistique central, SILCENT); logistic information system for the tracking of joint
resources (Système d’information logistique pour le suivi des ressources interarmées, SILRIA); Army maintenance information system
(Système d’information de la maintenance de l’Armée de Terre, SIMAT); logistics information systems of aeronautical maintenance of
operational readiness (ATAMS/COMP@S).
Logistical Functional Area Services (LOGFAS); Operations Logistics Chain Management (OLCM); Allied Deployment And Movement System
(ADAMS).
e.g. the Rafale is connected to an information system, the servers of which are in France.
Globally, the networks of the theatre and of France, or Allies, are connected: Internet, Intraced (for a long time), Intradef (recently, but
increasingly growing), NATO Secret Wide Area Network (NSWAN), European Operational Wide Area Network (EUOPSWAN), etc.
In this context, the information flows available to these connections are an important factor of the conduct and support of operations.
A good example is that of ATAMS/COMP@S: it is a LTIS dedicated to the technical and operational monitoring, logistic management and
airworthiness of aircraft, without which it is no longer possible to conduct an air action (in overseas or domestic operations).
35
2.6. Possible Risks and Difficulties
Support must counter a certain number of risks and difficulties that may hinder or complicate its action.
2.6.1.
Operational Environment
Support must take account of the environment. The physical and geographical environment is
characterized by its discontinuity between the land, the air, and the sea. Each type of environment is
organized according to communication lines: on the ground (axial routes, lateral routes, main logistic
route, etc.), at sea (with particular crossing points such as straits or shallows, but also ports of call along
shipping routes), or in the air. It may be necessary to take detours in order to respect the sovereignty of
states (land borders, territorial waters, international air traffic regulations).
Liaisons between these environments imply changes of carriers at communication nodes: at the
114
departure (materials are gathered at specific points before being sent to departure points ) or at the
115
arrival (ports, airports or train stations ). The road logistic network is organized around these different
points and irrigates the operational system and different units.
Geography has an impact on the implementation of support due to its relief (e.g. altitude of Afghan
mountains), accessibility (the lack of routes, ports or aerodromes is a limiting factor), distance to the
shores (support is harder to provide for operations at landlocked locations), or climate (Sahalian climate
in Chad, tropical in Cambodia and Haiti, or continental in Central Bosnia). Meteorological risks are also
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to be taken into account as extreme phenomena may hinder the logistic manoeuvre.
Finally, support must take into account the new ecological requirements: used water, used oils, all kinds
of waste substances, etc. require an ad hoc treatment depending on the priority of the action.
2.6.2.
Population
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Population
is a main stake for contemporary operations. The force must be accepted.
118
Support may provide an essential contribution to a comprehensive approach . It operates to the benefit
of the force, but also impacts its environment: it is at the core of the military contribution to a
comprehensive approach. Indeed, support capabilities favour an indirect approach while weapons favour
a more direct approach face to belligerents or towards the environment.
119
From this point of view, support is an essential actor of Civil-Military Cooperation (CIMIC) . One of the
CIMIC fields is to "support the civil environment", and especially to "answer to the vital needs of the
populations, in cases of absolute urgency, (...); compensate for the initial deficit in civilian capabilities in
order to prevent the intervention of the force from deteriorating the situation of the population; facilitate
the implementation of civil actors so as they can fulfil their role at the soonest in the management of the
crisis; reinforce the action of civil actors, if needed and if planned by the force's mandate, in order to
facilitate the accomplishment of the desired end state."
2.6.3.
Competition
However, this action to the benefit of the civilian population should not hide the risk of a certain
competition with it on several points: this refers to the logistic footprint. For instance, there can be a
competition for resources. In a country with a dry or desert climate, occidental standards of water
consumption may be incompatible with the available water resources, and lead to the excessive pumping
of the local production.
114
115
116
117
118
119
36
Sometimes referred as Air Point Of Embarkation (APOE), Sea Point Of Embarkation (SPOE), and Rail Point Of Embarkation (RPOE).
Sea Point Of Debarkation (SPOD), Air Point Of Debarkation (APOD), Rail Point Of Debarkation (RPOD).
Likewise, aerology has consequences on airlifts. For instance, an AN-124 lifts 80 tons in Kabul during winter, but only 20 tons during summer.
Refugees and displaced people ask for a particular attention as early as the beginning of the operation, during the engagement phase. This
can affect the support action provided to the forces.
"The comprehensive approach to external crisis management aims at the prevention, or lasting, and early settlement to the crisis by a
synergy of actions carried out by various agents in the fields of governance, security, and economic and social development." Ref. CIA3.4_CA(2011).
Civil-Military Cooperation (CIMIC) is an operational function which tends to improve the integration of the force in the human environment so
as to facilitate the accomplishment of the mission, the re-establishment of a standard security situation and the management of a crisis by civil
authorities (administration, humanitarian action, economic recovery, etc.). Ref. PIA-09.100, no. 262/DEF/EMA/EMP.1/NP as of 03 March
2005 (under revision).
There can be a competition for infrastructures: material (buildings, antennas, etc.) or immaterial
(frequencies, phone communication, etc.).
Finally, there can also be a competition for all types of itineraries (roads or trails, ports or airports,
storage areas).
In a broader way, competition may lead to frictions with local authorities (pressure, authority to overflight,
rights of way, customs), but also to a competition with other coalition partners seeking private accesses
to a resource for their national use. Therefore, the process based on support provided by the host nation
has limits. Any decision should be put into perspective in these areas so as to act in coherence with the
real objectives of the force.
2.6.4.
Economy
The notion of competition leads to economy, since it is a fight for rare goods. Indeed, support is
particularly confronted to the lack of products and services, to the dependency on local networks and
private operators, and to financial risks (inflation).
Since everything cannot be brought from France, and since it is necessary to rely on the local market,
such competition structurally limits the freedom of action of support. Solutions to face these difficulties, at
least during the stabilization phase, could be: the limitation of one’s own consumptions, the opening of
the market to competition between suppliers, and the pooling and sharing of needs among partners.
Partial Conclusion
Support is a full actor of the joint chief's manoeuvre. It enables the economy of force and a certain
freedom of action, as long as it applies the key principles: uniqueness of action, agility in its
implementation, action efficiency, and analysis of the logistic choices with regards to the desired end
state.
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(INTENTIONALLY BLANK)
38
Chapter 3
Modalities and Capabilities
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The coordination of the forces and of their support follows the "supported–supporting" principle . This
principle "defines the organizational arrangements of the support (fire, manoeuvre, resources or
services, etc.) provided to the commander of a force, to a component or to an element of a component,
so as to enable the conduct of actions in the best possible conditions. The commander receiving support
is referred as the 'supported commander' or 'leading commander'. The commander providing support is
referred as the 'supporting commander'."
The provision of resources or services in ensured by "supporting" actors and is received by
"supported" actors. Some supporting actors are "suppliers": they provide, maintain and make resources
available.
Supporting actors operate within a network, in an integrated and synchronized fashion. They support
supported actors in all their aspects (daily life on the national territory or in operational engagements
abroad) and in all the phases of an engagement (combat, stabilization, reconstruction, redeployment).
Each supporting actor is also supported by other supporting actors, particularly for what cannot be done
autonomously.
3.1. Joint Support and Physical Environment Approach
Support mainly consists in the management of flows. Flows are defined as the steady and continuous
movement of physical (human or material), financial or information resources.
Most of the flows are "forward flows": they are to be consumed on the spot. Some are "forward and
reverse flows", and others are only "reverse flows" (produced on the spot and repatriated). The main
logistic flows concern the following categories: humans, equipment, fuels, spare parts, food, ammunition,
health products, administration and finance, postal services, other consumables, waste, etc.
Support must organize flows from end-to-end, i.e. from the departure implantation to the arrival
implementation. In order to do so, the use of resources should be limited since the high transporting and
storage costs and the dispersion of assets on several theatres require the notion of pull systems, i.e. a
production based on the real needs of units and managed from end-to-end. Finally, the management of
flows implies a manoeuvre of the vectors transporting these resources, which implies the management of
transport with and without load in order to maximize the use of available resources.
3.1.1. Joint Support121
The CEMA has the overall authority over the key function "support" since 2009.
Indeed, contemporary operations have lead to conduct joint support because military action is now
conducted jointly. Therefore, joint support is of the strategic and especially operational level: support is
one of the main characteristics of the operational level. The component is necessarily tactical. Its support
is adapted and always requires resources from other components, directorates and services, the supply
of which is coordinated at the operational level.
3.1.2. Physical Environment Approach
Every type of environment has specific constraints affecting the implementation of support.
120
121
Ref. k., art. 3014, p. 50; and DIA-3a, Commandement des engagements opérationnels, no. 217/DEF/CICDE/DR as of 30 July 2010, art. 5.2.2,
p. 46.
Note: respective responsibilities are not described in this section.
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3.1.3. Characteristics on the Ground
On the ground, support must establish a continuity that is often hindered by terrain obstructions of all
kinds: natural (swamps, mountains, deserts, rivers, barriers, etc.) or artificial (cities, dams, etc.).
Moreover, support is particularly dependent on infrastructures: transport infrastructures (highways,
roads, train tracks) or infrastructure connections with other environments (ports, airports). Finally,
support is confronted to a variable ground occupation depending on the operational structures: in a
front-line approach, logistic flows between the rear and the forward bases should be organized. In a zone
control approach, depending on the more or less important lack of structures, distributed flows should be
organized. Therefore, support has several concerns:
-
First of all, it needs to transport resources from the central storage points (usually in the
national territory) to a main point on the theatre of operations. Transport will use all types of
carriers (to go on ground, at sea and in the air) and will require logistic entry points (APOD,
RPOD, SPOD). From there, resources should be distributed to the different units engaged
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on the theatre.
-
This distribution has two constraints: first, the geographical distribution, and second, the
necessary reduction of the resource distributed in smaller quantities as it gets closer to the
unit of destination. It requires a system of intermediary deposits, carriers between depots of
different categories, the unpacking/repackaging/distribution of resources depending on the
beneficiaries, and a logistic information management system.
-
Prior logistic self-sustainment is necessary to immediately react to a threat. It is one of the
principles that have been guiding the logistic organization of the Army for a long time, but it
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is has profoundly changed: nowadays, units are barely logistically autonomous. The
Army has concluded that it was necessary to adopt a pull system as early as possible in
order to ensure the constant provision of support despite obstacles, and despite the diversity
of vectors and of resources to distribute.
-
Evolving on the ground requires the implementation of a certain number of specialized
logistic units (logistic brigade, transport regiments, maintenance regiments, combat service
support regiment, medical regiment, etc.) as well as interface units with other physical
environments (air cargo and transit, transhipments, airlifts, air drops, helicopters, drones or
aircraft).
-
In practice, as early as the force generation, contributions from joint directorates and
services are integrated to the forces’ support units by adopting a physical environment
approach, which is especially the case in the framework of ground support.
-
Taking into account the security of the supplying routes (operational, tactical) and
implantations might be a restrictive criterion, especially in a context of degraded security.
The environment requires more or less reinforced security and protection measures, which
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can prevent some outsourcing options.
3.1.4. Characteristics at Sea
Seas are fluid and continuous spaces, although sea currents and weather conditions create
discontinuities. As a result, no resource can be made permanently available from there.
This has a double consequence for ships:
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40
-
on one hand, they should be logistically autonomous in a way that is adapted to the
programmed navigation needs and different hazards that could occur;
-
on the other hand, they should regularly put into ports, either temporarily for refuelling or
into national ports to get more support.
In French, this process is referred as Réception, stationnement, mouvement, intégration (RSMI), a concept similar but distinct to the NATO
RSOI concept (Reception, Staging, Onward Movement, and Integration). It will be further described in a specific doctrine.
Considering contemporary engagements, the initial self-sustainment of units should increase so as to compensate the incomplete nature of
operations.
A convoy of trucks will ask for an escort and high security measures. Likewise, intra-theatre resupplying by plane (lift or air-to-air) or by a
projection and command ship or tanker does not necessarily enable outsourcing.
Solutions have been studied to overcome these constraints: for instance, nuclear propulsion enables
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to limit fuel supply. Also, the French Navy has implemented a range of support ships : tankers,
command and supply ships, light transport ships, etc. They ensure the supply to a naval force engaged
on a maritime theatre of operations, and sail back and forth from ports of call to supplying points.
Liaison with joint support is possible through several ways: either through the shipping of units or
resources (even if this function is more and more outsourced to civilian companies), or by organizing
support delivery from the sea, without needing a port regardless of the operational circumstances. In
other situations, the maritime environment requires joint support early on for several logistics (POL
support, medical support, etc.) and military administration sub-functions. Liaison with allied maritime
support is crucial since maritime forces are almost systematically multinational, and their selfsustainment capacity greatly depends on their interoperability in terms of support, especially supply-wise.
Operations involving a combination of maritime environment with other environments (particularly
amphibious operations) require a reinforced coordination and definition of the prerogatives in order to
avoid any discontinuity.
3.1.5. Characteristics in the Air
The air is fluid too and enables free circulation. It is continuous with the exoatmospheric space, which is
an issue in terms of intelligence and air surveillance. However, more than at sea, it does not enable a
permanent stay. Consequently, self-sustainment is greatly reduced and each aircraft must rapidly
land, hence the importance of ground support.
Aircraft involved in air operations can be prepared, implemented and directly take off from airbases in
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France. Support to air operations, which are conducted from airbases , requires specific support
resources: an aeronautical platform with the required dimensions and in good condition, aeronautical
communication and information systems (sensors, control tower, guidance and radio devices, etc.),
aircraft overhaul capabilities, fuel and aeronautical fluids supply, spare parts stocks and flows, protection
of the whole structure and appropriate liaisons, a particular flow of resources, a concentrated storage
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method , etc.
Moreover, air power projection aims for a minimal footprint on theatres abroad. Therefore, an important
part of the operational support manoeuvre is conducted from France. As the spare pieces necessary to
the maintenance of operational readiness of air weapons systems are scarce and costly, aeronautical
support should be part of a logistic approach applied from the operational theatre. The management of
time and the operational readiness of air operations often require air transport resources. Technical
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support and supply squadrons (ESRTA ) play a major role in the implementation of operational
aeronautical logistic support.
The air space and the freedom it offers are used by the forces for diverse purposes. It is the most shared
environment among the three services (Army, Navy, Air Force), even though the Air Force is the most
dominant.
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126
127
128
129
130
-
Operational contracts, including some with very short lead time, gives the Air Force the
capacity of initial entry. The Air Force implements fighters (including the airborne nuclear
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component), operational support aircraft , helicopters, drones, aircraft for government use
only, strategic and tactical transport aircraft, as well as ground-air weapons systems.
Transport aircraft must also be supported where they land (APOD, deployable airbase, etc.).
-
The Army also operates in the air through the Army light aviation (ALAT
Vehicles (UAVs) and artillery fires.
-
The Navy also operates in the air through its aircraft (on-board fighter units, helicopters,
maritime patrols, liaison aircraft) and its missiles, UAVs and naval artillery.
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), Unmanned Air
Some ships are not permanently dedicated to support activities, but they can ensure support missions: landing ship docks, command and
force projection ships, or aircraft carriers.
Either on the national territory, on a NATO member state's territory or deployed on a theatre, airbases are the combat tools of the Air Force. It
is from where aircraft take off and land, and where they are overhauled and maintained.
The storage of ammunition, especially on airbases used as an operation departure point for armed aircraft, is one of the main lessons learned
from the last engagements of the air component (Harmattan, targeting exercises).
Escadron de soutien et de ravitaillement technique aéronautique (ESRTA).
Aerial refuelling military aircraft, Airborne Warning And Control System (AWACS), Transall, Electronic Warfare (EW), etc. According to the
definition given in Chapter 1, they refer to support missions.
Aviation légère de l’Armée de Terre (ALAT).
41
3.1.6. Other Components
Besides from the components linked to the physical environment (land, air, sea), there are two other
131
components : Special Operations and National Gendarmerie.
The "Special Operations" component intervenes within the three environments. Considering the
particular processes it implements and its specific materiel, it needs special support.
The "National Gendarmerie" component intervenes within the national territory (but also in operations
abroad for the military police and for some particular missions). Once an integral part of the Ministry of
Defence, the National Gendarmerie has kept certain links with it described in special support protocols,
especially for operational engagements.
3.1.7. Equipment Approach
In addition to these particular "physical" environments (land, sea, air), there are "equipment
environments", i.e. equipment which can intervene to the benefit of the forces operating within the three
environments, such as aeronautical materiel.
This has consequences in terms of equipment maintenance of operational readiness. Indeed, equipment
responsibilities in terms of support are different than those linked to the environment (see below).
3.1.8. Conclusion on Joint Support
Special needs emerge from these different environments, either in terms of self-sustainment or
deployment. No component can operate without being rapidly "supported" by joint forces—especially by
specialized joint directorates and services—in order to ensure the continuity of its action. Reversely, it is
hardly conceivable for a joint service to act by itself. This illustrates more than ever the importance of an
operational level adapted to the operation, if it requires several components, particularly in terms of
support. In order to reduce the discontinuity between the different physical environments, the different
supporting actors must develop a common language and common procedures.
3.2. Logistics Cycles
Different approaches to logistic support can be taken at the different phases of its implementation since
there is in a continuum between them. There are three types of logistics: acquisition logistics, production
logistics (itself divided into three categories), and consumer logistics. These notions are developed within
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NATO, but with slightly different definitions.
3.2.1.
Acquisition Logistics
Acquisition logistics covers the research, conception, development, manufacturing, and acceptance
trial of materiel.
-
It also covers standardization and interoperability, procurement, quality assurance,
acquisition of spare parts, reliability and defects analyses, equipment safety standards,
specifications, and manufacturing processes.
-
In addition, it covers experimentations and testing (including the availability of the required
facilities), codification, writing of instructions for the use and maintenance of equipment,
configuration management, and modifications.
Acquisition logistics is strongly linked to weapons programmes, which are integrated to its process as
early as the conception of equipment.
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132
42
Ref. k., p. 100-101 (English version: p. 99-100).
The French definition of production and consumer logistics is similar to the NATO definition of consumer logistics, and the French definition of
acquisition logistics is similar to the NATO definition of production logistics.
3.2.2.
Production Logistics
Production logistics intervenes after acquisition logistics.
It is mainly conducted within the national territory, for the daily life and for the preparation to
operational engagements. For the sake of efficiency, it can be organized in professional expertise fields
or support sub-functions.
-
It ensures the reception, storage, transport, distribution, maintenance, and disposal of the
resources and equipment necessary to the forces.
-
It also ensures the control of stocks, provision or construction of facilities, control of
movements, reliability and defects reports, storage safety standards, transport and materiel
handling, as well as the appropriate training of the staff and the expertise linked to these
functions;
-
Finally, it covers all military administration tasks.
3.2.3.
Consumer Logistics
Consumer logistics uses the resources acquired and prepared by acquisition logistics and
production logistics during operational engagements, for operations and crises (standing postures,
domestic missions, support to the state's major events, operations abroad, etc.). As a joint function,
consumer logistics gathers under the same authority the different specialities of production logistics in
order to contribute to the manoeuvre of the operational chief.
The organization of consumer logistics directly impacts the organization of production logistics.
3.2.4.
Specialized Support, Specific Support and Daily-Life Support
Production logistics includes three categories: specialized support, specific support, and daily-life
support. The latter is conducted or coordinated at the local level by the chain of defence bases.
Specialized support: support that is exclusively provided by a certain number of organizations, which
may be functional, joint or interministerial, usually specialized around a logistics or military administration
sub-function.
-
At the joint level, it is provided by: the defence health service (SSA), fuel military service
(SEA), joint directorate for defence infrastructure networks and information systems
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134
(DIRISI ), joint supply and secretariat department (SCA) , joint ammunition agency
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136
(SIMu), joint postal services , military treasury service .
-
At the ministerial level, it is provided by: the general secretariat for administration (SGA ),
including the defence infrastructure service (SID), directorate of memory, heritage and
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archives (DMPA ), with its regional joint offices of military housing and social assistance to
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the military (ASA ).
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Specific support: support that ensures the maintenance of operational readiness of the materiel
specifically dedicated to the three environments (land, sea, air). Responsibilities are shared out between
140
the MOA, MOAD, and MOE (see Annex A for further explanation).
133
134
135
136
137
138
139
140
Direction interarmées des réseaux d’infrastructure et des systèmes d’information (DIRISI).
Including military chaplains.
Dissolution planned around 2014.
The paymaster is the public finance departmental director (DDFiP, Directeur départemental des finances publiques) of Essonne. The
operations administration joint centre (CIAO, Centre Interarmées d’Administration des Opérations), the SCA’s operational centre, includes the
liaison office of the military treasury (BLTA, Bureau de liaison de la Trésorerie aux armées).
Secrétaire général pour l’administration (SGA).
Direction de la mémoire, du patrimoine et des archives (DMPA).
Action sociale des armées (ASA).
Maître d’ouvrage (MOA), Maître d’ouvrage délégué (MOAD), Maître d’ouvrage fonctionnel délégué (MOAFD), Maître d’œuvre (MOE).
43
-
Ground support: the main role is entrusted to the integrated through-life support structure
141
for terrestrial equipment (SIMMT) , a joint-oriented organization under the authority of the
142
chief of staff of the Army (CEMAT ), working to the benefit of the Armed Forces, SEA and
other services (DIRISI, SCA, EMA/CPCS, etc.). The Steering Committee of the SIMMT is
under the authority of the CEMA and gathers representatives of the staffs of the French
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Army, Navy and Air Force (EMAT, EMM and EMAA ), defence procurement agency
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145
(DGA ) and central directorate of the sea (DCSEA ). It manages assets and acts as the
MOAD (deputy foreman) to the benefit of the staffs ensuring the role of MOA (foreman).
Ground operational readiness requires several MOE (supervisors): operational–
governmental, industrial–governmental (organized by the aircraft maintenance [SIAé]) and
private industry.
-
Sea support: the main role is entrusted to the fleet support service (SSF ) in charge of
maritime operational readiness. It acts as the MOAD (deputy foreman) to the benefit of the
EMM and supervises all the naval equipment of the Ministry of Defence. It manages several
MOE (supervisors): operational–governmental (crews), industrial–governmental (marine
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logistics services [SLM] ) and private industry.
-
Air support: the main role is entrusted to the integrated through-life support structure for
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defence aeronautical equipment (SIMMAD) , a joint-oriented organization under the
command of the CEMAA and working to the benefit of the Armed Forces, DGA and National
Gendarmerie (grouped in a committee presided by the CEMA and gathering representatives
of the EMAT, EMAA and EMM), DGA and general directorate of the national gendarmerie
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(DGGN ). It manages assets and acts as the MOAD (deputy foreman) to the benefit of the
staffs ensuring the role of MOA (foreman). Air operational readiness requires several MOE
(supervisors): operational–governmental, industrial–governmental (organized by the aircraft
maintenance [SIAé]) and private industry.
146
Daily-life support: support that is implemented by the chain of defence bases.
141
142
143
144
145
146
147
148
149
150
151
152
153
44
-
It is the support that is commonly shared and pooled among the defence bases.
-
It is implemented by defence base support groups (GSBdD ) to support defence agencies
151
and units. However, the defence base commander is the local coordinating and arbitration
authority of the specialized support services falling under functional chains. He is
responsible for the daily-life support delivered by GSBdD to defence organizations and units
located within its area of responsibility. It ensures the local coordination and arbitration of the
specialized support delivered by the defence directorates and services to these
organizations and units.
-
At the intermediary level, defence support HQ (EMSD) have been implemented. They are
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under the authority of a support area general officer (OGZS ). The OGZS ensures that the
defence base commanders located within his area of responsibility have the necessary
capabilities to ensure their support mission to the defence organizations and units.
-
The OGZS ensures the coordination of support actions (except specific ground, sea and air
support) conducted by all directorates and services falling under the CEMA or SGA, when
they do not fall under the responsibility of defence bases. The OGZS in Toulon and Brest
are directly supported by the defence base commanders.
150
152
Ref. Code de la défense, Partie III – Livre II – Titre III – Chapitre III – Section 6.
Chef d’état-major de l’Armée (CEMAA).
État-major de l’Armée de Terre (EMAT), État-major de la Marine (EMM), État-major de l’Armée de l’Air (EMAA).
Direction générale de l’armement (DGA).
Direction centrale du Service des essences des armées (DCSEA).
Service de soutien de la flotte (SSF).
Service logistique de la Marine (SLM). See Instruction n° 36/DEF/EMM/ORJ relative aux missions et organisation du service logistique de la
marine.
Ref. Code de la défense, Partie III – Livre II – Titre III – Chapitre III – Section 5.
Direction générale de la gendarmerie nationale (DGGN).
Groupements de soutien des bases de défense (GSBdD).
Ref. Arrêté du 21 novembre 2010 portant création et organisation des bases de défense et Instruction relative à l'organisation et au
fonctionnement des bases de défense, n° 398/DEF/EMA/SC-SOUT/NP du 17 décembre 2010.
États-majors de soutien défense (EMSD). Ref. Arrêté du 9 mars 2011 portant création et organisation des états-majors de soutien défense et
Instruction relative à l’organisation et au fonctionnement des états-majors de soutien de défense, cosignée EMA et SGA,
n° 234/DEF/EMA/SC-SOUT/NP – n° 1477/DEF/SGA/NP du 25 juillet 2011.
Officier général de zone de soutien (OGZS).
3.3. Support Responsibilities
3.3.1.
Hierarchical and Functional Chain
The key function "support" is transversal: its organization is based on a double hierarchical and
functional chain. This organization is confronted to the conciliation of the necessity of jointness,
requirements from the physical environment, and particularities of support.
This is why, in principle, the three types of logistic support (acquisition, production and consumer
logistics) are conducted by different actors. Since the Armed Forces, directorates and services
guarantee the coherence of their environment, they participate in the three types of logistic support.
Responsibilities are shared between:
the person in charge, who conducts and controls;
the actor, who obeys, implements, contributes and reports;
the person consulted, who can contribute and make suggestions, but who can also prevent for
technical reasons;
and the person informed, who can make suggestions, but cannot prevent.
3.3.2.
Direction and Conduct
The CEMA commands the Armed Forces, as well as operations and the types of support, in France and
abroad. Therefore, the support key function falls under the CEMA's authority, as well as joint support
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directorates and services. The CEMA is seconded by the vice-chief of Defence Staff (MGA ) and
different deputy chiefs of staff (see section 3.4. below).
The operational dimension used to fall under the CEMA, and the organic dimension under the Armed
Forces, in accordance with the 1982 decree. Support was often associated to the "organic"
dimension (as opposed to "operational"): such vision no longer applies since the 2009 decrees.
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However, the organic dimension
remains important within the three services.
-
It is the case of the French Navy and Air Force: they have permanent operational
responsibilities (deterrence, maritime defence and air defence of the territory), but they have
their own organic commands.
-
It is also the case of the French Army: compared to the other services' practices and to the
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definition given to the term "organic", the land force command (CFT ) appears as the main
organic command of the Army.
The three services ensure coherence of actions within their environment, especially in terms of support:
they advise the CEMA on the force preparation as well as on the conduct of operations. They also
ensure coherence between acquisition logistics, production logistics and consumer logistics, relative to
their environment. They ask the directorates and services for services or any necessary resources to
fulfil their operational contracts. In the field of support, a logistic-oriented operational contract must set to
157
the contribution of each of the three services to the support structures
of strategic and operational
level.
154
155
156
157
Major général des armées (MGA).
According to Code de la défense, art. D 1221-6: "The organic commander is responsible for the organization, instruction, training and security
of the forces; the definition and expression of the needs to fulfil in all areas contributing to the preparation and operational readiness of the
forces; the management and administration of personnel, as well as the enforcement of the regulations relative to the living conditions. The
organic commander participates to the development of a doctrine on the employment of the armed forces or force elements placed under his
authority. Since the organic commander is in charge of the forces' level of training and preparation, he will check their ability to fulfil their
missions according to the modalities of their respective branch."
Commandement des forces terrestres (CFT).
A logistic contract, setting the objective inventory levels that these forces must have based on the selected engagement hypotheses (volume,
distance, duration), is studied to be integrated to their global operational contract. The objective is to improve the qualitative and quantitative
visibility on the resources managed by the different actors (ammunition, field materiel, individual equipment, fuel supply and resupply
materiel).
45
They are responsible for the support of "equipment environments", particularly in terms of
maintenance, thanks to adapted and joint organizations, and also to the joint-oriented organizations
described above.
The MGA assists the CEMA in the exercise of his authority over the joint support directorates and
services. To this end, a governing and coordinating system is implemented under the CEMA's
responsibility, especially through the intermediary of the Deputy Chief of Staff Support (DCOS Sp). The
latter ensures the coherence of the joint support by gathering directors at a services steering
158
committee .
Joint directorates and services are responsible for the sub-function(s) falling under their jurisdiction
(information systems networks for the DIRISI, health for the SSA, POL for the SEA, military
administration and individual support for the SCA). They ensure coherence between the acquisition
logistics, production logistics and consumer logistics of this specialized support.
Particularities of the defence infrastructure service (SID): the SID is not a "joint service", as it
depends on the general secretariat for administration (SGA). The key function "support" has to be
distinguished from the function "infrastructure", which is implemented by the SID. However, support
should take into account "infrastructure support" during operations because it includes the contribution of
159
the infrastructure function .
-
Within the framework of the support to and adaptation of the Defence real estate, the
SID advises and assists the forces, directorates and services, including in operations.
-
Within the framework of the Defence real estate policy, the coordination committee of the
160
real-estate function (CCFI ), presided by the SGA, examines the policy and adopts the
physical and financial programming of the infrastructure operations with the assistance of
the different representatives of the appropriate services in charge of the staffs’
infrastructures, of the directions, services, and the SID.
-
Within the framework of operations abroad, the elements mentioned above are adopted by
161
the Defence Staff and defence operations centre (EMA/CPCO ).
3.4. Capabilities and Command Relations
3.4.1.
Command Principles
Joint support services are under the authority of the CEMA, with the assistance of the MGA in the
exercise of this authority. This hierarchy is expressed through:
-
command meetings between the MGA, directors and assistant chiefs of the staffs that are
concerned;
-
a governing and coordinating system which is implemented under the MGA's responsibility,
especially through the intermediary of the Deputy Chief of Staff Support (DCOS Sp).
The objectives and operational contracts to reach are determined based on this governance, depending
on the allotted resources and means, as well as on the priorities and deadlines that have been set. The
meeting of the needs and the quality of the management of the service are assessed. This governance
and steering system is based on the annual directives given by the EMA, multi-annual projects of
services or directorates, and their respective steering cycle.
162
The Deputy Chief of Staff Plans (DCOS Plans) ensures acquisition logistics under the CEMA and in
collaboration with the defence procurement agency (DGA). Forces, directorates and services are
consulted on matters of their concern.
158
159
160
161
162
46
Ref. Note n° D-12-000551 /DEF/EMA/ESMG/NP of 20 January 2012.
The SID's action is carried out in accordance with the joint chief engineer's prerogatives in charge of the coordination and optimization of the
national engineering means during the engagement. Studies are currently conducted to specify the perimeter of the different actors likely to
use engineering (infrastructure support, combat operation support, actions conducted within the framework of protection measures).
Comité de coordination de la fonction immobilière (CCFI). Ref. Code de la défense, art. D 5131-15.
Centre de Pilotage et de Conduite du Soutien (CPCO).
Sous-chef d’état-major Plans (SCEM/PLANS).
163
The Deputy Chief of Staff Support (DCOS Sp)
ensures production logistics under the CEMA.
Forces, directorates and services are consulted. The DCOS Sp is informed on acquisition logistics and
consumer logistics. He participates in the conception and definition of specific support and specialized
support.
The DCOS Sp is also the joint support commander joint support commander (COMIAS
165
opposed to a common belief, this title refers to a function, not a command .
164
). As
Therefore, the DCOS Sp commands the support chain ensured by the defence bases. To do so, he is
166
assisted by the command and coordination support centre (CPCS ), which organizes and conducts the
167
under the responsibility of the CEMA. Forces, directorates and
implementation of daily-life support
services are consulted on matters of their concern. Within defence bases, the base commander
coordinates the support provided by the joint directorates and services of the Ministry of Defence
(DIRISI, SEA, SSA, SCA, and SIMu).
168
The Deputy Chief of Staff Operations (DCOS Ops or SCEM/OPS ) ensures the development and
conduct of consumer logistics, under the authority of the CEMA. To do so, he is assisted by the joint
169
operations centre (CPCO ), subordinated agencies and different operational commanders. Forces,
directorates and services participate in the development and planning of support to operations.
170
The Deputy Chief of Staff International Relations (DCOS IR / SCEM/RI ) is responsible for exports
support under the authority of the CEMA. The DCOS Plans, forces, directorates and services are
consulted on matters of their concern.
3.4.2.
Support Sub-Functions
The key function "support" has two operational functions: logistics and military administrative support.
These two operational functions are divided into sub-functions which in turn can be divided into several
segments. This principle applies not only to operational situations, but also within the framework of daily
life on the national territory. They must be efficiently implemented by optimizing resources and
minimizing the logistic footprint.
3.4.3.
Military Administrative Support
Military administration covers the different services implemented to sustain the engaged forces in
order to meet the regulation and management requisites associated to any engagement. Military
administrative support refers to the range of management and control activities executed by the military
administration implemented among the engaged force. The operational function "military administrative
support" has three sub-functions:
163
164
165
166
167
168
169
170
171
-
Administrative support includes the range of actions that enable to manage the military
and civilians engaged in an operation abroad or on the national territory, and to organize the
administrative life of units, from the deployment phase to redeployment. Administrative
support also includes civil-status records.
-
Financial support includes the range of financial and budgeting activities conducted to the
benefit of the forces engaged in operations within the framework established by the
command.
-
legal advice to the command,
Legal support to operations provides non-operational
guarantees the legal safety of the theatre environment, and ensures the settlement of
disputes and damages.
171
Sous-chef d’état-major Soutien (SCEM/SOUT).
Commandant interarmées du soutien (COMIAS).
Sometimes, it is referred as a joint support organization: strictly speaking, organization does not exist; there is only the support chain ensured
by the defence bases.
Centre de pilotage et de conduit du soutien (CPCS).
In French, soutien commun de proximité, here translated as "daily-life support", corresponds to a geographical support approach of the
defence bases, especially since the latter implement and coordinate support sub-functions.
Sous-chef d’état-major Opérations (SCEM/OPS).
Centre de planification et de conduite des opérations (CPCO).
Sous-chef d’état-major Relations internationales (SCEM/RI).
A Legal Adviser (LEGAD) provides legal advice in the operational area: his expertise is required during operations planning or during the
development of an Operation Order (OPORD) or Fragmentary Order (FRAGO). In operation, he must know the capacities of the resources,
weapons, ammunition and materiel that are used in order to specify the instruction of use under the national law, rules of engagement,
47
3.4.4.
Logistics
Logistics (in its broad meaning) covers the range of activities aimed at providing to the forces the
necessary means to live, fight and move, in the desired quantity and quality, at all times and under any
circumstances, and at a given place. The operational function "logistics" refers to the combination and
organization of the different logistic activities set up to sustain the engaged forces to facilitate their
deployment, life, combat, regeneration, recuperation and duration. They must be efficiently implemented
by optimizing resources and minimizing logistic footprint.
The operational function "logistics" covers the ten sub-functions described below. Operational
requirements may lead to different rules than those applied in garrison.
172
48
-
Movement Control and Transport (MCT) (acheminement): the move and transport of
forces and of their support between and within theatres.
-
Personnel welfare during operations (condition du personnel en operations, CPO):
maintenance of the operational capability of combatants by supporting their morale and
satisfying individual and/or collective needs in terms of their private life and bonds with their
family, access to information and culture, cohesion activities, sport, leisure and religious
activities, and psychological support (including rehabilitation and deployment of
psychologists). Other areas contribute to personnel welfare during operations without being
part of it: hygiene and security measures during operations, medical support, rear base
assistance to family, and individual support.
-
Hygiene and security during operations (hygiène et sécurité en operation, HSO): range
of methods and actions of all kinds implemented for the prevention of accident and
protection of the personnel's health. Operational requirements may lead to different rules
than those applied within garrison.
-
Maintenance of operational readiness (maintien en condition opérationnelle, MCO): range
of actions conducted to ensure—through the use of resources, procedures and services—
the availability of a product or weapons system in a way that it can provide the desired
military effect in accordance with the established instructions guidelines, and over a defined
period of time. By extension, maintenance of operational readiness contract is a term used
when some of these activities are contractually entrusted to third organizations.
-
Environmental protection during operations (protection de l’environnement en
operation): range of actions that aim to minimize the impact of the activities conducted by a
deployed force on the environment, at an economically acceptable cost, while preserving the
requirements linked to the accomplishment of a mission.
-
Individual support (soutien humain): range of activities consisting in maintaining, at all
times, places and under any circumstances, the operational capability of combatants
through the accomplishment and satisfaction of their vital needs. Individual support includes
the following capabilities: the provision of contracting and procurement services,
management, storage, maintenance, supply or availability of diverse resources and
equipment.
-
Medical support (soutien medical): range of actions which contribute to the preparation and
preservation of the human potential of deployed forces, at the collective and individual level,
by full and coherent care to the combatants, the sick and wounded within a joint framework.
Medical support to forces during operations aims to save the maximum of lives, limit the
172
potential after-effects of wounds , contribute to the maintenance of combatants' morale by
guaranteeing a constant medical follow-up and ensuring them to be rescued as fast as
possible, order general sanitary and disease prevention measures adapted to the
epidemiological context, and ensure medical supply. Medical support also includes
pharmacy practices, dental and veterinary support.
operational procedures and tactical directives that the FCdr on the theatre might have given. His expertise is different from that of jurists
working for legal support. The latter are more particularly involved in the negotiation of intergovernmental agreements or Technical
Arrangements (TAs), the taking-into-account of disputes and damages settlements procedures, as well as the implementation of financial,
fiscal and customs proceedings.
The term "wound" refers to all physical or psychological consequences of the harmful factors implemented by the enemy, and to the
consequences resulting from accidents and diseases.
-
Ammunition support (soutien munitions): range of actions contributing to the provision of
ammunition of all kinds to the armed forces, at all places and times, in the desired quantity
and quality, while ensuring users their safety of use. Ammunition support covers the
following areas: the provision of contracting and procurement services, supply,
management, storage, maintenance and disposal of ammunition. Ammunition support
participates in engagements support through:
-
the supply of the necessary ammunition to the operational employment and
training of the forces;
-
and the deployment of qualified and trained personnel specialized in
ammunition.
-
Petrol, Oil, Lubricants (POL) support (soutien pétrolier): range of actions that enable to
meet the forces' needs at all times and places in terms of fuels and other petroleum
products, in the desired quantity and quality. It includes the research, supply, quality control,
storage, transport and distribution of petroleum products, as well as the maintenance of the
material engaged. It also has responsibilities within the following areas: administration
(provision of contracting and procurement services, accountability), law (contracting
authority), finances (billing, trade accounts), technique (product and petroleum infrastructure
quality), as well as risks management (technological, environmental, health, safety, and
working conditions).
-
Infrastructure support (soutien au stationnement): range of actions related to military
infrastructures and conducted to ensure the settlement of a force in the long term in a
theatre of operations, and guarantee the maintenance of its operational capabilities. In this
definition, infrastructure is used as a generic term referring to buildings and any type of
construction, as well as to equipment for the production and distribution of water and power,
roads and diverse networks, and protections works (bastion walls, shelters, etc.).
Infrastructure support especially consists in maintaining, adapting, restoring or creating
horizontal or vertical infrastructures necessary to the personnel, materiel and their
protection, power supply and/or production and distribution, water production (boring,
treatment) and distribution (storage, network).
Some sub-functions are defined within an operational framework, such as hygiene and security,
personnel welfare and environmental protection during operations. They are not enforced as such on the
national territory or during training because other rules apply, especially those related to health, safety,
and working conditions, prevention, risk management and environment, personnel status, etc.
49
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50
Annex A
MOA, MOAD, MOAFD and MOE
Support actors, depending on the different sub-functions, use the notions of maître d’œuvre (supervisor)
and maître d’ouvrage (foreman) to define their relationships and responsibilities.
There are four different levels: maître d’ouvrage (foreman), maître d’ouvrage délégué (deputy foreman),
maître d’œuvre (supervisor) and maître d’ouvrage fonctionnel délégué (deputy functional supervisor).
The definitions given here are general and vary depending on function, with observable variations
according to whether the work is in the area of infrastructure, informatics, maintenance or support by
defence bases. Further information is provided in specific texts.
Maître d’ouvrage (foreman)
The maître d’ouvrage (MOA) is the entity responsible for defining operational requirements, the related
budget and how they are to be achieved. It defines the objectives and performance contracts, decides on
means (personnel, budget, etc.), sets the scope and format of the activities of the maître d’œuvre (see
below), establishes deadlines, determines how the work is to be done (internally or outsourced), and
checks results, etc.
Maître d’ouvrage délégué (deputy foreman)
When the MOA (foreman) does not have the trade experience needed to lead the project, it may call on
a MOAD (deputy foreman) to manage the project. The MOA uses the MOAD to carry out various
functions, without, however, relinquishing his responsibilities.
Therefore, the maître d’ouvrage délégué (MOAD) is the entity to which the MOA delegates overall
management of support in its field to meet specific requirements; the MOAD (deputy foreman) develops
an acquisition strategy and proposes the general support organization in its field. It acts as an interface
between MOAs (foremen). Relations between MOAD and MOE may range from direct leadership (e.g.
SIMMT/SMITer) to contractual relations (e.g. SIMMAD–SIAé).
Maître d’œuvre (supervisor)
The maître d’œuvre (MOE) is the entity that carries out all or part of the work in accordance conditions
(which may be costs, deadlines and quality or set out in a contract) set either directly by the MOA
(foreman), or generally by the MOAD (deputy foreman). The MOE (supervisor) may be state operational,
state, industrial or private. It is responsible for making the technical choices required to carry the project
and directs the execution of the project.
Maître d’ouvrage fonctionnel délégué (deputy functional supervisor)
The maître d’ouvrage fonctionnel délégué (MOAFD) is the entity to which the MOE (supervisor)
delegates a specific logistic function if the MOAD (deputy foreman) does not have the required
competences.
The MOAD and the MOE may be co-localized within different organizations or within the same
organization carrying out both direction tasks (MOAD) and execution tasks (MOE).
51
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52
Annex B
Lexicon
B1.
Initialisms and Acronyms
B1.1. Initialisms
Each letter of an initialism is pronounced separately as though separated by periods.
B1.2. Acronyms
Acronyms are made up of several syllables which can be pronounced as a single word.
B1.3. Graphic Charter of the Lexicon
In this lexicon, the characters which constitute an initialism or acronym are written in capitals so that the
reader can memorize their meaning.
French initialisms, acronyms and abbreviations are written in bold, italic, Arial font, size 9, in red
Roman characters. Anglo-saxon initialisms, acronyms and abbreviations are written in bold Arial font,
size 9, in blue Roman characters.
List of initialisms and acronyms used within this document
AA
Administrative Arrangement
AAP
Allied Administrative Publication
ADAMS
Allied Deployment And Movement System
AEM
Action de l’État en Mer
government action at sea
AJP
Allied Joint Publication
ALAT
Aviation Légère de l'Armée de Terre
French Army light aviation
APOD
Air Point Of Debarkation
APOE
Air Point Of Embarkation
ASA
Action Sociale des Armées
social assistance to the military
AWACS
Airborne Warning And Control System
BLTA
Bureau de Liaison de la Trésorerie aux Armées
liaison office of the military treasury
C4I
Command, Control, Communications, Computers and Intelligence
CA
Comprehensive Approach
CAPES
Capacités Additionnelles Par l'Externalisation du Soutien
provision of additional capabilities through the outsourcing of support
CCFI
Comité de Coordination de la Fonction Immobilière
coordination committee of the real-estate function
53
54
CEF
CCEAF
Concept d'Emploi des Forces
Capstone Concept on the Employment of Armed Forces
CEMA
Chef d'État-Major des Armées
chief of Defence Staff
CEMAA
Chef d'État-Major de l'Armée de l'Air
chief of staff of the Air Force
CEMAT
Chef d'État-Major de l'Armée de Terre
chief of staff of the Army
CEMM
Chef d'État-Major de la Marine
chief of staff of the Navy
CEO
Commandement des Engagements Opérationnels
operational engagements command
CFT
Commandement des Forces Terrestres
land force command
CIA
JC
Concept InterArmées
Joint Concept
CIAO
Centre Interarmées d’Administration des Opérations
operations administration joint centre
CICDE
Centre Interarmées de Concepts, de Doctrines et d’Expérimentation
Joint Centre for Concepts, Doctrine and Experimentation
CIMIC
CIvil-MIlitary Cooperation
CJEF
Combined Joint Expeditionary Force
COMIAS
Commandant InterArmées du Soutien
joint support commander
COMSUP
COMmandant SUPérieur (des forces outre-mer)
higher military authority in French overseas territories
CPCO
Centre de Planification et de Conduite des Opérations
Defence operations centre
CPCS
Centre de Pilotage et de Conduite du Soutien
command and coordination support centre
CSDP
Common Security and Defence Policy
DCSEA
Direction Centrale du Service des Essences des Armées
central directorate of the fuel military service
DDFiP
Directeur Départemental des Finances Publiques
public finance departmental director
DEF
CDEAF
Doctrine d'Emploi des Forces
Capstone Doctrine on the Employment of Armed Forces
DGA
Direction Générale de l’Armement
Defence procurement agency
DGAC
Direction Générale de l’Aviation Civile
general directorate for civil aviation
DGGN
Direction Générale de la Gendarmerie Nationale
general directorate of the national Gendarmerie
DIA
JD
Doctrine InterArmées
Joint Doctrine
DIRISI
Direction Interarmées des Réseaux d’Infrastructure et des Systèmes d’Information
joint directorate for Defence infrastructure networks and information systems
DMPA
Direction de la Mémoire, du Patrimoine et des Archives
directorate of memory, heritage and archives
DPKO
Department of PeaceKeeping Operations
DRM
Direction du Renseignement Militaire
directorate of military intelligence
EATC
European Air Transport Command
EDA
Économat Des Armées
joint logistics and supply agency
EMA
État-Major des Armées
Defence Staff
EMAA
État-Major de l'Armée de l'Air
Air Force Staff
EMAT
État-Major de l'Armée de Terre
Army Staff
EMM
État-Major de la Marine
Navy Staff
EMSD
États-Majors de Soutien Défense
Defence Support HQ
ESRTA
Escadron de Soutien et de Ravitaillement Technique Aéronautique
technical support and supply squadron
ESSD
Entreprises de Services de Sécurité et de Défense
contractors specialized in security and defence
EU
European Union
EUFOR
EUropean FORce
EULEX
European Union Rule of Law Mission in Kosovo
EUOPSWAN
EUropean OPerational Wide Area Network
EW
Electronic Warfare
FCdr
Force Commander
FRA
FRAnce (NATO country code)
FRAGO
FRAGmentary Order
GAAO
Groupement Aérien d’Appui aux Opérations
operations support air group
GSBdD
Groupement de Soutien de Base de Défense
defense base support group
HN
Host Nation
ICAO
International Civil Aviation Organization
ILS
Integrated Logistic Support
ISAF
International Security Assistance Force
JLSG
Joint Logistic Support Group
55
56
KFOR
Kosovo FORce
LEGAD
LEGal ADviser
LIS
Logistics Information Systems
LL
Lessons Learned
LLN
Logistic Lead Nation
LOGFAS
LOGistical Functional Area Services
LOLF
Loi Organique sur les Lois de Finances
institutional Law on finance laws
LPM
Loi de Programmation Militaire
short term military planning law
LRSN
Logistic Role Specialist Nation
LTIS
Logistics and Technical Information Systems
MCCE
Movement Coordination Centre – Europe
MGA
Major Général des Armées
vice-chief of Defence Staff
MIC
Multinational Interoperability Council
MOA
Maître d’OuvrAge
MOAD
Maître d’OuvrAge Délégué
MOAFD
Maître d’ OuvrAge Fonctionnel Délégué
MOE
Maître d’OEuvre
MOU
Memorandum Of Understanding
NAMSA
NAto Maintenance and Supply Agency
NATO
North Atlantic Treaty Organization
NP
NON PROTÉGÉ
UNCLASSIFIED
NSPA
Nato SuPport Agency
NSWAN
Nato Secret Wide Area Network
OEF
Operation Enduring Freedom
OGZS
Officier Général de Zone de Soutien
support area general officer
OLCM
Operations Logistics Chain Management
OMS
Office of Mission Support
ONUCI
Opération des Nations Unies en Côte d’Ivoire
United Nations operation in Côte d'Ivoire
OPORD
OPeration ORDer
OTIAD
Organisation Territoriale InterArmées de Défense
joint territorial defence organization
POL
Petrol, Oil, Lubricant
RDIA
JDN
Réflexion Doctrinale InterArmées
Joint Doctrine Note
RFID
Radio-Frequency IDentification
RGPP
Révision Générale des Politiques Publiques
general review of public policies
RPOD
Rail Point Of Debarkation
RPOE
Rail Point Of Embarkation
RSMI
Réception, Stationnement, Mouvement, Intégration
RSOI
Reception, Staging, Onward Movement, and Integration
SALIS
Strategic Airlift Interim Solution
SCA
Service du Commissariat des Armées
joint supply and secretariat department
SCEM/Ops
DCOS Ops
Sous-Chef d’État-Major Opérations
Deputy Chief Of Staff Operations
SCEM/PLANS
DCOS Plans
Sous-Chef d’État-Major PLANS
Deputy Chief Of Staff Plans
SCEM/RI
DCOS IR
Sous-Chef d’État-Major Relations Internationales
Deputy Chief Of Staff International Relations
SCEM/SOUT
DCOS Sp
Sous-Chef d’État-Major SOUTien
Deputy Chief Of Staff Support
SEA
Service des Essences des Armées
fuel military service
SEO
Soutien aux Engagements Opérationnels
support to operational engagements
SFOR
Supplementary FORce
SGA
Secrétariat Général pour l’Administration
general secretariat for administration
SGMer
Secrétaire Général de la Mer
sea general secretariat
SGTIA
Sous-Groupement Tactique InterArmes
company team
SIAé
Service Industriel Aéronautique
aircraft maintenance
SIAG
Systèmes d’Information d’Administration et de Gestion
information, administration and management systems
SID
Service d’Infrastructure de la Défense
defence infrastructure service
SILCENT
Système d’Information Logistique CENTral
central logistics information system
SILRIA
Système d’Information Logistique pour le suivi des Ressources InterArmées
logistics information system for the tracking of joint resources
SILT
Système d’Information Logistique et Technique
logistics and technical information system
57
B2.
SIMAT
Système d’Information de la Maintenance de l’Armée de Terre
Army maintenance information system
SIMMAD
Structure Intégrée du Maintien en condition opérationnel du Matériel
Aéronautique de la Défense
integrated through-life support structure for defence aeronautical equipment
SIMMT
Structure Intégrée du Maintien en condition opérationnel du Matériel Terrestre
integrated through-life support structure for terrestrial equipment
SIMu
Service Interarmées des Munitions
joint ammunition agency
SIOC
Système d'Information Opérationnelle et de Communication
operational information and communication system
SIST
Système d’Information Scientifiques et Techniques
scientific and technical information system
SLM
Service Logistique de la Marine
marine logistics services
SMITer
Service de la Maintenance Industrielle Terrestre
industrial maintenance Army service
SOC
Special Operations Command
SOFA
Status Of Force Agreement
SOUT
Sp
SOUTien
Support
SOUTEX
SOUTien aux EXportations
exports support
SPOD
Sea Point Of Debarkation
SPOE
Sea Point Of Embarkation
SSA
Service de Santé des Armées
defence health service
SSF
Service de Soutien de la Flotte
fleet support services
STANAG
STANdardization AGreement
TA
Technical Arrangement
TIS
Technical Information System
UAV
Unmanned Air Vehicle
UN
United Nations
UPU
Universal Postal Union
Terms and Definitions
Accountability (responsabilité comptable): personal liability for the payment of full or partial
compensation for damages, in some cases regardless of personal tort, as well as the payment
of a fine for some penalties or torts. It particularly, but not exclusively, applies to those
responsible of the moveable assets and accountants.
58
Acquisition logistics (soutien d’acquisition): Acquisition logistics covers the research,
conception, development, manufacturing, and acceptance trial of materiel. Acquisition logistics
is strongly linked to weapons programmes, which are integrated to its process as early as the
conception of equipment. It covers standardization and interoperability, procurement, quality
assurance, acquisition of spare parts, reliability and defects analyses, equipment safety
standards, specifications, and manufacturing processes. It also covers experimentations and
testing (including the availability of the required facilities), codification, writing of instructions
for the use and maintenance of equipment, configuration management, and modifications.
Administrative support (soutien administratif): it includes the range of actions that enable
to manage the military and civilians engaged in an operation abroad or on the national
territory, and to organize the administrative life of units, from the deployment phase to
redeployment. Administrative support also includes civil-status records.
Ammunition support (soutien munitions): range of actions contributing to the provision of
ammunition of all kinds to the armed forces, at all places and times, in the desired quantity
and quality, while ensuring users their safety of use. Ammunition support covers the following
areas: the provision of contracting and procurement services, supply, management, storage,
maintenance and disposal of ammunition. Ammunition support participates in engagements
support through: the supply of the necessary ammunition to the operational employment and
training of the forces; and the deployment of qualified and trained personnel specialized in
ammunition.
Consumer logistics (soutien de consommation): Consumer logistics uses the resources
acquired and prepared by acquisition logistics and production logistics during operational
engagements, for operations and crisis (standing postures, domestic missions, support to the
state's major events, operations abroad, etc.). As a joint function, consumer logistics gathers
under the same authority the different specialities of production logistics in order to contribute
to the manoeuvre of the operational chief.
Daily-life support (soutien commun de proximité): it is implemented by the chain of
defence bases.
Environmental protection during operations (protection de l’environnement en
operation): range of actions that aim to minimize the impact of the activities conducted by a
deployed force on the environment, at an economically acceptable cost, while preserving the
requirements linked to the accomplishment of a mission.
Financial support (soutien financier): range of financial and budgetary actions supporting
the forces engaged in operations in accordance with the framework established by the
command.
Flow: flows are defined as the steady and continuous movement of physical (human or
materiel), financial or information resources.
Framework Nation: voluntary state which has received the political or military mandate to
assume command responsibility at the strategic, operational or tactical level. It provides the
command structure of the level considered, and usually provides the most important volume of
engaged forces.
Host Nation (HN): "A nation which receives the forces and/or supplies of allied forces and
organisations located on, operating in, or transiting through its territory." (MC 334/1)
Hygiene and Security during Operations (HSO) (hygiène et sécurité en opération, HSO):
range of methods and actions of all kinds implemented for the prevention of accident and
protection of the personnel's health. Operational requirements may lead to different rules than
those applied within garrison.
Individual support (soutien de l’homme): range of activities consisting in maintaining, at all
times, places and under any circumstances, the operational capability of combatants through
the accomplishment and satisfaction of their vital needs. Individual support includes the
following capabilities: the provision of contracting and procurement services, management,
storage, maintenance, supply or availability of diverse resources and equipment.
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Infrastructure support (soutien au stationnement): range of actions related to military
infrastructures and conducted to ensure the settlement of a force in the long term in a theatre
of operations, and guarantee the maintenance of its operational capabilities. In this definition,
infrastructure is used as a generic term referring to buildings and any type of construction, as
well as to equipment for the production and distribution of water and power, roads and diverse
networks, and protection works (bastion walls, shelters, etc.). Infrastructure support especially
consists in maintaining, adapting, restoring or creating horizontal or vertical infrastructures
necessary to the personnel, materiel and their protection, power supply and/or production and
distribution, water production (boring, treatment) and distribution (storage, network).
Judiciarisation: French term referring to the control of actions and of those accountable for
them by a legal authority.
Juridicisation: French term referring to the development of legal tools within the field of
operations, i.e. the use of law within the framework of operations.
Legal support to operations (soutien legal aux opérations): support that provides the
command with legal advice relative to the non-operational area, guarantees legal security
within the theatres’ environment, and ensures the settlement of disputes and damages.
Liability (responsabilité juridique): legal liability—i.e. responsibility expressly provided for in
the law and regulation—under criminal and civil law to pay compensation for damages.
Logistic Lead Nation (LLN): "One nation assumes overall responsibility for organizing and
coordinating an agreed broad spectrum of logistic support for all or part of the multinational
force, including headquarters within a defined geographical area for a defined period. This
LLN can also provide capabilities as LRSN at the same time." (MC 319/2)
Logistic Role Specialist Nation (LRSN): "One nation assumes
providing or procuring a specific logistic capability and/or service
multinational force within a defined geographical area for a defined
and/or reimbursement will then be subject to agreement between the
319/2)
the responsibility for
for all or part of the
period. Compensation
parties involved." (MC
Logistics (operational function) (soutien logistique): combination and organization of the
different logistic activities set up to sustain the engaged forces to facilitate their deployment,
life, combat, regeneration, recuperation and duration.
Logistics (broad meaning) (logistique): covers all activities aimed at providing to the armed
forces at all times and circumstances, and at a given place, the necessary means—in quantity
and quality—to live, fight and move. It mainly consists in the organization of the transport of
troops, materiel, pieces and various material or immaterial supply, to the theatre, but also from
the theatre.
Maintenance of operational readiness (maintien en condition opérationnelle, MCO):
range of actions conducted to ensure—through the use of resources, procedures and
services—the availability of a product or weapons system in a way that it can provide the
desired military effect in accordance with the established instructions guidelines, and over a
defined period of time. By extension, maintenance of operational readiness contract is a term
used when some of these activities are contractually entrusted to third organizations.
Maître d’œuvre (MOE) or supervisor: entity that carries out all or part of the work in
accordance conditions (which may be costs, deadlines and quality or set out in a contract) set
either directly by the MOA (foreman), or generally by the MOAD (deputy foreman). The MOE
(supervisor) may be state operational, state, industrial or private. It is responsible for making
the technical choices required to carry the project and directs the execution of the project.
Maître d’ouvrage (MOA) or foreman: entity responsible for defining operational
requirements, the related budget and how they are to be achieved. It defines the objectives
and performance contracts, decides on means (personnel, budget, etc.), sets the scope and
format of the activities of the maître d’œuvre (see below), establishes deadlines, determines
how the work is to be done (internally or outsourced), and checks results, etc.
60
Maître d’ouvrage délégué (MOAD) or deputy foreman: entity to which the MOA delegates
overall management of support in its field to meet specific requirements; the MOAD (deputy
foreman) develops an acquisition strategy and proposes the general support organization in
its field. It acts as an interface between MOAs (foremen). Relations between MOAD and MOE
may range from direct leadership (e.g. SIMMT/SMITer) to contractual relations (e.g.
SIMMAD–SIAé).
Maître d’ouvrage fonctionnel délégué (MOAFD) or deputy functional supervisor: entity
to which the MOE (supervisor) delegates a specific logistic function if the MOAD (deputy
foreman) does not have the required competences.
Medical support (soutien médical): range of actions which contribute to the preparation and
preservation of the human potential of deployed forces, at the collective and individual level,
by full and coherent care to the combatants, the sick and wounded within a joint framework.
Medical support to forces during operations aims to save the maximum of lives, limit the
potential after-effects of wounds, contribute to the maintenance of combatants' morale by
guaranteeing a constant medical follow-up and ensuring them to be rescued as fast as
possible, order general sanitary and disease prevention measures adapted to the
epidemiological context, and ensure medical supply. Medical support also includes pharmacy
practices, dental and veterinary support.
Military administration (administration militaire): covers the different services implemented
to sustain the engaged forces in order to meet the regulation and management requisites
associated to any engagement.
Military administrative support (soutien administratif militaire): range of management
and control actions executed by the military administration set up among the engaged force.
Movement Control and Transport (MCT) (acheminement): the move and transport of
forces and of their support between and within theatres.
Organic: The organic commander is responsible for the organization, instruction, training and
security of the forces, the definition and expression of the needs to fulfil in all areas
contributing to the operational readiness of the forces, the management and administration of
personnel, as well as the enforcement of the regulations relative to the living conditions. The
organic commander participates in the development of a doctrine on the employment of the
forces or force elements placed under his authority. Since the organic commander is in charge
of the forces' level of training and preparation, he will check their ability to fulfil their missions
according to the modalities of their respective branch.
Personnel welfare during operations (condition du personnel en opération, CPO):
maintenance of the operational capability of combatants by supporting their morale and
satisfying individual and/or collective needs in terms of their private life and bonds with their
family, access to information and culture, cohesion activities, sport, leisure and religious
activities, and psychological support (including rehabilitation and deployment of
psychologists). Other areas contribute to personnel welfare during operations without being
part of it: hygiene and security measures during operations, medical support, rear base
assistance to family, and individual support.
Petrol, Oil, Lubricants (POL) support (soutien pétrolier): range of actions that enable to
meet the forces' needs at all times and places in terms of fuels and other petroleum products,
in the desired quantity and quality. It includes the research, supply, quality control, storage,
transport and distribution of petroleum products, as well as the maintenance of the material
engaged. It also has responsibilities within the following areas: administration (provision of
contracting and procurement services, accountability), law (contracting authority), finances
(billing, trade accounts), technique (product and petroleum infrastructure quality), as well as
risks management (technological, environmental, health, safety, and working conditions).
61
Production logistics (soutien de production): Production logistics intervenes after
acquisition logistics. It is mainly conducted within the national territory, for the daily life and for
the preparation to operational engagements. For the sake of efficiency, it can be organized in
professional expertise fields or support sub-functions: it ensures the reception, storage,
transport, distribution, maintenance, and disposal of the necessary resources and equipment
necessary to the forces; it ensures the control of stocks, provision or construction of facilities,
control of movements, reliability and defects reports, storage safety standards, transport and
materiel handling, as well as the appropriate training of the staff and the expertise linked to
those functions; and it covers all military administration tasks.
Resources: mainly consist of equipment, spare equipment, ammunition, fuels and
combustibles, food, and finances.
Responsibility (responsabilité hiérarchique): for a military, the duty to conduct and
accomplish a mission. At each level of responsibility is a level of authority and different
obligations to achieve particular results or best efforts obligations.
Specialized support (soutien spécialisé): one of the three categories of production logistics
that is exclusively provided by a certain number of organizations, which may be functional,
joint or interministerial, usually specialized around a logistics or military administration subfunction.
Specific support (soutien spécifique): one of the three categories of production logistics
that ensures the maintenance of operational readiness of the materiel specifically dedicated to
the three environments (land, sea, air).
Support (as a key function) (LOG) (soutien): combination and organization of both
administrative and logistic functions intended to continuously provide to the engaged forces
the required level of means, resources and services necessary to their functioning and
activity. The key-function "support" is divided into two operational functions: "logistics Support"
and "military administrative support" operational functions.
Support (as in Tactics) (soutien): for a unit, to be ready to intervene to sustain another unit
through fires and campaigns and/or to provide resources and services.
62
(INTENTIONALLY BLANK)
63
Summary
Summary (back cover)
(FRA) JDN-2013/003
1.
The French key function "support" (soutien) (LOG) has been deeply affected by the set of military
reforms
since 2008 in accordance
with the decisions stated in the 2008 French White Paper on
Translation
ofapplied
RDIA-2013/003
Soutien
Defence and National Security and in the general review of public policies (RGPP), through the
promulgation of the 2009 decrees and the creation of new ad hoc structures (CPCS, SCA, SIMu, etc.).
2.
1.
The objective of support is to fulfil two requirements that can be seen as contradictory: the growing
needs of the forces (services, flows, regeneration, etc.) and the need to preserve resources (human,
The
French key function "support" (soutien) (LOG) has been deeply affected by the set of
financial, materiel). Support is one of the four key functions described in the French Capstone Concept
military
reforms applied
sinceForces.
2008 in
accordance
with the
stated
in the
on the Employment
of the Armed
Therefore,
and because
it isdecisions
often neglected,
it will
be 2008
French
White
Paper
on Defence
and
Security
andinin
thetogeneral
review
of public
necessary
to write
a concept
to describe
theNational
new support
framework
order
expose its
principles
policies
(RGPP),
through
the promulgation of the 2009 decrees and the creation of new
and specify
the respective
responsibilities.
ad hoc structures (CPCS, SCA, SIMu, etc.).
3.
2.
4.
3.
5.
6.
7.
This joint doctrine note focuses on the whole support area, i.e. activities that gather logistics and
The
objective
of support
tworespective
requirements
that can
be seen
as contradictory:
military
administrative
support, is
as to
wellfulfil
as their
sub-functions.
Moreover,
additional
factors—
the
growing
needs
of
the
forces
(services,
flows,
regeneration,
etc.)
andpressure,
the need to
such as the technical specialization of functions, "juridicisation", economical and industrial
broader security
issues—as
well financial,
as the increasing
number
and variety
of of
actors
(joint, key
defence,
preserve
resources
(human,
materiel).
Support
is one
the four
functions
interministerial,
need to be on
acknowledged
to cover allof
aspects
of support.
described
in public–private,
the French international),
Capstone Concept
the Employment
the Armed
Forces.
Therefore, and because it is often neglected, it will be necessary to write a concept to
This document
the principles
of support,in
highlights
describes the
describe
the covers
new support
framework
order its
to requirements
expose itsand
principles
andaptitudes
specify the
to possess to efficiently support a force.
respective responsibilities.
Finally,
it defines
the respective
responsibilities
of the
different
supporting
actors.
This
joint
doctrine
note focuses
on the
whole
support
area,
i.e. activities that gather
logistics and military administrative support, as well as their respective sub-functions.
This document
is addressed
to all those responsible
the central specialization
administration, joint
Moreover,
additional
factors—such
as thefor:technical
ofsupport
functions,
directorates
and
services,
organic
commands
conducting
support
forces,
as
well
as
all
joint
leaders
"juridicisation", economical and industrial pressure, broader security issues—as
well as
with operational responsibilities in terms of support.
the increasing number and variety of actors (joint, defence, interministerial, public–
private, international), need to be acknowledged to cover all aspects of support.
This joint doctrine note aims to be a "framework" document to all the doctrinal documents on support. It
4.
will bedocument
complemented
by an amended
version of of
the support,
French jointhighlights
doctrine DIA-4
on support and
This
covers
the principles
its(2013)
requirements
(soutien)
to
operational
engagements.
describes the aptitudes to possess to efficiently support a force.
5.
Finally, it defines the respective responsibilities of the different supporting actors.
6.
This document is addressed to all those responsible for: the central administration, joint
support directorates and services, organic commands conducting support forces, as
well as all joint leaders with operational responsibilities in terms of support.
7.
This joint doctrine note aims to be a "framework" document to all the doctrinal
documents on support. It will be complemented by an amended version of the French
joint doctrine DIA-4 (2013) on support (soutien) to operational engagements.
This document has been developed by the (FRA) Joint Centre for Concepts,
Doctrine and Experimentation (CICDE), a joint agency working on behalf of the
French Defence Staff (EMA). For any information, please contact the CICDE at:
CICDE,
École militaire
21, place Joffre
75700 PARIS SP 07
The CICDE has chosen to limit the paper publication of its document in favour of a unique and upto-date virtual library which is available from any computer with an Internet or Intradef connection.
Classified documents may be downloaded on protected networks only.
The electronic version of this document is available on the Internet and/or Intradef website of the
CICDE at htpp://www.cicde.defense.gouv.fr.
64