Strategic and Operational Staff Duties Process PDF

Strategic and Operational Staff Duties Process 2. It is important to understand structural hierarchy of the overall strategic and operational staff duties process initiated at the highest level and its articulation in formulating a military strategy for Pakistan's Armed Forces at Joint Staff Headqu...

Strategic and Operational Staff Duties Process 2. It is important to understand structural hierarchy of the overall strategic and operational staff duties process initiated at the highest level and its articulation in formulating a military strategy for Pakistan's Armed Forces at Joint Staff Headquarters. The entire process, both during peacetime, war or emergency situation is discussed briefly in succeeding paragraph's to highlight vital linkages. This process results in issuance of several operational documents in varying operational conditions. Details can be sought in Military Methodology Folder issued by National Defence University. 3. The National Security Policy is framed by the National Security Council (NSC), (if existing) and the Defence Policy is to be framed by the Defence Committee of the Cabinet (DCC), with the necessary input and expertise provided by the Defence Council, Ministry of Defence, and Joint Chiefs of Staff Committee. Defence Policy is issued during peace time and identifies the various threat scenarios based on the study of environment. In case of imminence of war or in emergency, the DCC issues a War Directive covering the impending threat scenario. Based on Defence Policy, Joint Staff Headquarters (JSHQ) issues Joint Strategic Directive. Whereas, in response to War Directive, JSHQ issues the Joint Operations Directive (JOD). 4. Besides preparation and issuance of Joint Strategic Directive, JSHQ concurrently prepares contingency JODs that are in response to the joint military hypotheses as identified in the Joint Strategic Directive. These contingency JODs are prepared and refined through a detailed interaction with operations branches of the Services. These are issued duly approved by the Joint Chiefs of the Staff Committee. Hence, when the War Directive is issued by Ministry of Defence, the JSHQ only refines the contingency that covers the leading or emerging joint hypothesis and issues it to the Services in the form of JODs for the conduct of the war. JOD follows a format similar to the JSD, excluding the aspects of military system and development strategy. It elaborates the campaign plan for impending scenario of the joint hypothesis. 5. Next are the individual Service Strategies, which are worked out at each service headquarters. The service strategies are an amalgam of military strategy and operational strategy, because the service headquarters are entrusted with both, the development and employment functions of their respective services. The land, naval, or air strategy would cover the forces available, their development, organisation, sustenance, and application. It needs to take into consideration the coordination aspects with the other services as well as governmental agencies and departments, which have some role to play in operational matters. A. Peacetime (1) (2) (3) To summarise, in peacetime, Defence Policy is enunciated by the Ministry of Defence, based on which Joint Staff Headquarters issues Joint Strategic Directive (JSD). Strategic appreciation is undertaken by JSHQ is a prelude to formulation of JSD. Based on Joint Strategic Directive, Services Headquarters devise Operational Instructions, which may also require an operational appreciation to arrive at a logical plan, prior to their issuance to subordinate commanders. Hence, overall design and plan of Services' Chiefs gets transmitted to theatre/command/fleet/ zone of operation/corps commanders. (4) b. This interaction between appreciation and issuance of operational instructions, concept of operation, operation orders continues down to tactical level. Emergency/Imminence of War. A similar process, as discussed above, takes place, with minor changes in nomenclature of the documents initiated at various levels. (1) (2) (3) (4) In case of imminence of war or emergency, the Ministry of Defence issues a War Directive. Based on this document, JSHQ would issue an Operational Directive. Subsequently, Services Headquarters are required to issue appropriate orders, hereby termed as Concept of Operation. Hence, it may be understood that Services HQs issue Operational Instructions during peace time and Concept of Operation during war. This strategic and operational staff duties process is also depicted in the flow chart at Annex E. CHAPTER IX -- LOGISTIC APPRECIATIONS SECTION 6 -- LOGISTIC APPRECIATIONS General 1. A logistic appreciation is prepared by the logistic staff after receipt of the concept of operation/outline operational plan. General Staff formulates and evaluates various courses of action. Similarly, logistic staff also analyzes the feasibility of each course from logistic support point of view. Logistic staff must get involved in the planning right from the initial stages. The purpose of logistic appreciation is usually to produce a logistic plan that can be put into action. The objectives of a logistic appreciation are:- a. B. C. To establish the basis for orderly and timely build up of the balanced logistic force at required destination in the light of operation. To identify the magnitude of the logistic requirement for forces in the zone/area of operation and pre-position these for the impending operation. To consider and analyze all relevant factors to draw logical conclusions to arrive at the most feasible logistic plan. Level and Contents 2. Logistic appreciation is prepared by corps/higher level logistic staff while such appreciation at division level is termed as tactical logistic appreciation to be carried out by division logistic staff. Logistic appreciation differs from tactical logistic appreciation with regards to its level and contents. The method of approach for logistic appreciation is similar to that of tactical appreciation. Data 3. A complete and comprehensive data will be required before the start of logistic appreciation, which must be made available by the concerned staff. The following information/data will generally be required for a logistic appreciation:- a. The commander's overall concept of operation and operational plan for the force with all the contingencies to include composition, grouping, future movements and expected ammunition expenditure. B. C. D. E. F. G. H. i. J. K. Title The General Staff Branch appreciation of probable enemy actions and own counter actions with special reference to its effect(s) on logistic arrangements. Services units and stocks of ammunition, petroleum, oil, lubricants, water, rations etc available within the force, from higher formations and stocks available from local resources. All types of transport available for logistic build up, assembly of forces and conduct of the operation, the lift capability of each type, and the turn round times between refilling and delivering points, during various phases of envisaged operation. Location of various logistic installations with capacity and distances. The state of communication infrastructure to include roads, railways, airfields etc, to be used before and during the operation and its capacity to stand the necessary traffic. The traffic control and intercommunication facilities available. The 'G estimates' of casualties for personnel, ammunition, animals and vehicles. The capacity of existing medical and veterinary units particularly in Nuclear, Chemical, Biological and Chemical Warfare environment. The condition of vehicles, equipment, recovery resources and workshop units. The forecast of weather during the operation and its likely effect on logistic support. This applies particularly to logistic support by air. The layout and minor staff duties for writing this appreciation will be same as for any other appreciation; title will be 'Log Aprc 1(or subsequent number)'. Each appreciation will be numbered successively throughout a calendar year. Format 5. The format of logistic appreciation provides an enhanced scope to deal with logistic factors at higher level. Aspects at corps and higher level are required to be seen in more detail. Though contents and arguments of the appreciation are more important than the format and layout, yet this format will serve as a checklist for analyzing relevant factors, which will help in reaching the final judgment while appreciating various factors. It must be realized that action to implement a logistic plan will start well before the operation it is to support. A commander, who initiates an operational plan before being satisfied that its logistic requirements can be met, is taking a great risk. Logistic appreciation therefore, must be made in ample time, firstly to enable the commander to modify his plan if necessary (or to take calculated risk) and secondly, to allow logistic staff and services to take executive action in time to provide the required logistic support. 6. Aim. The operation is estimated to last a certain time and is expected to develop on certain lines. Therefore, usually the aim takes the following form:- "To provide logistic support to \_\_\_\_ Corps during its defensive/offensive operation with effect from \_\_\_\_\_." 7. Factors a. B. Factors are considered in logical sequence keeping their importance in view. All possible factors affecting logistic support are given in the format. Logistic appreciation format also includes important factors like 'Movement' and 'Time and Space' which significantly affect logistic planning at higher level. C. 'G Usually the most important factor is the enemy's probable action, because it directly affects the speed at which own operations progress. The Staff' visualizes it and 'Log Staff' then treats it as 9.904 RESTRICTED factor. Thus, operational environment is the outcome of concept of operation and mission given by higher headquarters which will have certain implications on planning and provisioning of logistics. D. Logistic Logistic environment and logistic resources will originate from the analysis and working of staff carrying out the appreciation. Availability of local resources and presence of base/advance logistic installations road/railway network in and the communication and combat zone will environment. E. Greatly affect the logistic All G limitations become sub factors for logistic planning e.g. routes to be used, the time by which build up, assembly and dumping is to be completed, whether or not transport can be moved during day and use of lights at night etc. These limitations will exert pull on correct and timely positioning/ provision of desired logistics. F. Broken 8. 'Logistic Resources' factor can mostly be down into requirements, availability and restrictions. Courses a. B. The courses open normally are the alternative means or methods by which the administrative resources can be used to maintain the force during the operation. Reactions must always be considered in the light of possible effects of enemy actions on our logistic/ administrative course of action. This would involve an assessment of enemy capability to damage/ disrupt our chain of supplies (forward/rearward)/ dumps during various stages of the battle, either through his operations or weapon systems. This assessment would guide the commander and staff in the correct location of logistic/administrative facilities and formulation of contingency logistics plans. Normally, all enemy actions should be assessed on the basis of the visualization given by the operations staff. C. D. 9. Plan a. B. C. Annex A. When giving the advantages and disadvantages of courses operation, it is essential that the logistic risk attached to each course should be accurately stated. Although it is often necessary to improvise, it is avoided unless essential; e.g. the use of unit A or B echelon vehicles for dumping. When improvisation is unavoidable, existing organizations should not be broken up. Every logistic unit is trained for a particular job, and must, therefore, be kept doing that job to produce best results. If forced to use resources for tasks other than those for which they are intended, they must be released as soon as possible. It must have enough details so that logistic orders can be produced from it. It may be necessary to have an alternative plan to be adopted under certain circumstances. In this case details of the original plan should be issued to all concerned, but the alternative plan should be issued to the heads of services only so that they, in their turn, can make their own alternative plans. Reserves must be included to meet unforeseen demands; particularly a pool of transport and reserve of time. The plan should be as simple as possible because, the simpler the plan, the easier will the subordinates find it to execute, and the results will, therefore, be better.