Supporting special operations forces - Inside logistics: exploring the heart of logistics

Air Force Journal of Logistics, Fall, 2003 by Travis E. Condon, Kirk A. Patterson

Recent terrorist attacks throughout the world and US response to them have revealed the importance and increasing use of special operations forces (SOF). In fact, from 1998 to 2002, special operations forces deployed to an average of 150 countries per year. (1) Furthermore, because of the increased focus on the war on terrorism, the Department of Defense (DoD) has expanded the responsibilities of the US Special Operations Command (USSOCOM). Some of these additional responsibilities include expanding cooperative efforts to work with the geographic unified combatant commands, other government agencies, and international organizations to dismantle terrorist groups threatening US and allied interests.

While most logisticians are proficient with parent service logistics processes, many junior and midlevel logisticians lack the knowledge and experience to effectively provide the joint military support required by special operations forces. However, with increasing reliance on special operations forces to combat terrorism, the geographical dispersion of small units, and expansion of SOF responsibilities and activities, it is inevitable that more logisticians will interface with these special forces. Thus, it has become increasingly important for logisticians to understand better the complexity and uniqueness of the logistical support required by special operations forces.

The primary purpose of this article is to introduce fellow logisticians to several key issues they may encounter when supporting USSOCOM. Better educated logisticians who understand these processes can improve support to the front line and enhance US warfighting capability. More specifically, this article focuses on the distinctive funding and acquisition requirements for unit-level and theater joint staff forces. Understanding the authorization and funding process, getting requirements approved and funded, and sourcing needed equipment and supplies are critical steps to supporting the special operations warrior.

USSOCOM Overview

USSOCOM, headquartered at MacDill AFB, Florida, was activated 16 April 1987 (2) to organize, train, equip, and deploy Army, Navy, and Air Force special operations forces. (3) Commanded by a four-star general, USSOCOM is a unified combatant command with three service components: (4)

* US Army Special Operations Command

* Naval Special Warfare Command

* Air Force Special Operations Command (5)

Whereas these service components are continental United States (CONUS)-based and fall under the command of USSOCOM, other special operations forces operate outside the CONUS under the command of the designated unified combatant commander (US European Command, US Pacific Command, and so on). In 1988, a theater special operations command (TSOC) was established in each theater to assist the designated unified combatant commander by providing headquarters support to the special operations forces of each theater. These commands are subunified commands in their respective theater and provide planning, preparation, and command and control of special operations forces in theater.

The six TSOCs supporting geographic combatant commanders are:

* Special Operations Command Joint Forces Command

* Special Operations Command Central

* Special Operations Command Europe

* Special Operations Command Pacific

* Special Operations Command Korea

* Special Operations Command South (6)

SOF personnel support DoD strategic and operational objectives by providing warfighting skills, capabilities, and tactics beyond the capabilities of conventional military forces. Their missions are often performed in small units in inhospitable locations lacking established or conventional logistics support facilities. The following are the nine principal missions performed by special operations forces:

* Direct Action

* Combating Terrorism

* Foreign Internal Defense

* Unconventional Warfare

* Special Reconnaissance

* Psychological Operations

* Civil Affairs

* Information Operations

* Counterproliferation of Weapons of Mass Destruction (7)

Because of its special missions, diverse organizational structure, and equipment requirements, USSOCOM presents logisticians with complex acquisition and funding challenges.

Common Logistics Support

Joint Publication 1-02 defines logistics as:

   The science of planning and carrying out the movement and
   maintenance of forces. In its most comprehensive sense, those
   aspects of military operations that deal with: a. design and
   development, acquisition, storage, movement, distribution,
   maintenance, evacuation, and disposition of materiel; b. movement,
   evacuation, and hospitalization of personnel; c. acquisition or
   construction, maintenance, operation, and disposition of
   facilities;
   and d. acquisition or furnishing of services. (8)

The joint publication definition covers all general aspects of SOF logistics, but the responsibility for acquiring and furnishing services and materiel to the special operations forces is often a topic of debate and is vital for the logistician to understand. The responsibility depends on the theater of operation, type of organization, and type of equipment or services needed. A common misconception concerning special operations forces is that they come to the theater self-supporting. This is not the case as special operations forces rely heavily on their respective service or executive agent to provide the bulk of their support. (9)