Is interoperability to some extent still a national responsibility?
It is up to each nation to decide what capabilities they acquire and how they use them. Interoperability is first and foremost a national responsibility.
But, of course, NATO has an interest in making sure that allies, and the capabilities they have, are able to operate together. That is why interoperability is fully integrated into NATO’s defence-planning process, which ensures the organisation has the right capabilities to carry out its missions. And our efforts are successful: more than 110,000 NATO troops are currently working together in NATO missions and operations.
At our summit in Chicago, US, last year, NATO decided to launch the Connected Forces Initiative. Part of this initiative is to ensure that the technology one ally acquires is compatible with the technology acquired by others, and that the troops who use it are trained to work with other allies.
What are the benefits of, for example, tri-service cooperation between allied forces?
We have to make smarter use of the limited money we have through more multinational cooperation.
Bilateral or multinational logistics cooperation between allies and within a NATO framework can reduce costs and increase efficiency.
For instance, pooling logistics capabilities can remove the need for each ally to provide fuel to run its national equipment during an operation. It may also allow smaller allies to contribute forces to NATO operations, even if they could not independently provide the complete range of support for their deployed forces.
What are the differences between military and civilian supply chains, and what challenges do they pose?
Military supply chains make use of civilian supply chains to the greatest possible extent, so that they are complementary with one other.
Certain critical or sensitive items, however – such as ammunition – are almost always delivered by military supply chains, as shortfalls could hamper operations. Military supply chains, when compared with civilian supply chains, keep greater stockpiles and have back-up delivery mechanisms in case equipment is destroyed in combat. Military supply chains also have a greater ‘reverse flow’ because reparable equipment is often returned from operations to the home nation for refurbishment.
One weakness could be an insufficient number of logistics experts at the key ports of disembarkation. Can and is this being addressed at a NATO level?
In general, allies are responsible for the way they bring equipment to theatre and how they bring it back home. NATO, of course has an interest in making sure that military equipment can go quickly to where it is needed. That is why, in Kosovo, we use multinational cooperation, such as KFOR’s Movement Control Multinational Integrated Logistics Unit, which helps allies coordinate their logistics. Similarly, in Afghanistan, the International Security Assistance Force oversees and coordinates the execution of the national redeployment plans.
What is being done to improve communication between NATO countries in order to better understand and organise multinational logistics?
At the political level, the NATO Headquarters Logistics Committee has overarching coordinating authority for all logistics efforts within NATO.
NATO’s military authorities are helping allies to strengthen their logistics capabilities. They are doing this by sharing information, developing NATO policies and doctrine, and by conducting training so that we can increase our level of preparedness in all areas, including logistics.
As the operational tempo is expected to decrease after our current mission in Afghanistan is completed at the end of 2014, NATO will step up training to maintain readiness, particularly from 2015. We will continue working together and maintain the skills gained in Afghanistan via a series of demanding exercises. This will include training in logistics.
Is it possible to achieve total asset awareness and how can this be accomplished?
In any military operation, the level of asset awareness can never be total; however, we have standards and mechanisms in place, which have been agreed by all 28 allies, that help NATO commanders have visibility over assets in their area of responsibility.
It is the responsibility of the nations that contribute to an operation to make information on assets, such as fuel, spare parts or ammunition, available to NATO.
Risk is a large factor in making logistical military decisions. How can NATO reduce these risks?
Risks to a military supply chain can never be fully removed. But NATO has taken steps to reduce the vulnerability and ensure the continuity of services, even during combat. We minimise the logistical risks in our operations by having sufficient back-up capabilities and stockpiles. We also work towards improving information-sharing between those involved in the supply chain, and by having clear command and control arrangements.
How are European financial woes and ensuing military budget cuts impacting NATO’s collective logistics approach?
Most of our allies are dealing with difficult choices in these tough economic times. This is, of course, a serious concern, which makes it even more important that we take the right decisions as an alliance.
Using collective logistics solutions is the right way forward, and our allies are fully committed to this method.
There have been reports that French cuts could affect joint efforts with the UK military. What can NATO or the countries in question do to lessen the impact of this?
National budget decisions are up to nations, but, generally speaking, we have to make sure that our forces have the right military capabilities in spite of tough economic times. That is why, at 2012’s NATO Summit, we adopted our Smart Defence Initiative. This is about strengthening multinational cooperation, so we can develop and maintain capabilities that we would not be able to afford alone. We also agreed to strengthen the links between our forces to make sure we keep working well together.
Of course, Smart Defence can help us make best use of our investment, but it cannot replace it, so we must invest in modern military capabilities as our economies recover.
The NATO logistics community has been working to transform its network of NATO and national supply chains by which its forces are sustained. How does the planned operations logistics chain management work in practice?
Operations are at the core of what NATO does, and operations logistics chain management (OLCM) seeks to improve
the operational logistics chain.
OLCM does this by streamlining logistics processes, and ensuring that the various supply chains are visible and can interact with each other. For instance, knowing where your vehicles are at a given time enables you to better plan how much fuel you need to have at a given location.
It also makes sure that a proper NATO logistics information system is in place to support these processes, and facilitate the exchange and processing of information between NATO and its nations.
OLCM also provides a clear command-and-control function, along with a common logistics operating picture for NATO commanders.
What do you believe will be at the forefront of military logistics over the next decade?
With regards to NATO and logistics, we will continue to focus on putting in place the mechanisms for collective logistics.
We will work hard to ensure that NATO allies share the capabilities they have in order to make us all more efficient and more cost-effective.