Achieving Mastery of Space Operations by Transforming Space Logistics

Logistics Spectrum, Jan-Mar 2005 by Snead, James Michael

Near-Term Space Logistics Opportunities

The previously cited comments by the Space Commission anticipated that an opportunity for transforming space logistics would happen as the Space Shuttle ended its operational period. With the release of the updated U. S. Space Transportation Policy, the current time frame for ending Shuttle operations is 2010, or so, coincident with the completion of assembly of the International Space Station (ISS). From a planning perspective this provides a target for assessing options for implementing improvements in space logistics capabilities. One focus area of the SLTC is to "provide example innovative logistical architectures and related system concepts to support future mission planning and improved public understanding." We have undertaken this by developing examples, much as Dr. Von Braun did in the 1950s, of what may be achieved.

Logistics Functions Needed

The goal for transforming space logistics is to establish within space a logistics support environment that enables human and robotics space operations to be undertaken with "aircraft-like" safety, effectiveness and operability. The initial functional capabilities to achieve this were evident in Dr. Von Braun's conceptualizations in the 1950s.

1) Reusable Earth-to-orbit-andreturn space transportation for passengers and cargo.

2) Spacelift for oversize and heavy cargo, space platforms, and components of space facilities and large spacecraft.

3) Space logistics facilities in low Earth orbit (LEO).

4) Reusable transportation within space for passengers and cargo.

5) Mobile logistics support capabilities throughout the Earth-Moon system.

6) Space habitats (e.g., hotels) in LEO to support human operations.

Defining "Near-Term"

In developing new operational capabilities there is always a "tug of war" between the systems engineers and the technologists. To provide value, technologists need opportunities to bring new technologies into operation. As a result, they argue, often passionately, for system solutions incorporating new technologies. Systems engineers, on the other hand, wish to be able to meet the customer's needs for capability with acceptable cost, risk and schedule.

Some programs are designed to provide technologists with the maximum opportunity to insert new technologies. The X-30 National Aerospace Plane and the X-33 Venture Star programs of the 1980s and 1990s were two examples. Both were aimed at achieving reusable, singlestage spacelift; a goal requiring significant advancements in flight vehicle technologies.

Other programs are intended to provide a new operational capability quickly. A classic example is the British challenge, in the late 1930s just prior to the outbreak of hostilities, to build a coastal early warning radar capability. Sir Robert Watson Watt led this effort and, as a result, coined his "Law of the Third Best" to address such situations. Watson Watt argued that when responding to critical near-term needs that cannot be satisfied through available systems, the best solution never comes and the second best solution takes too much time. Instead, he argued, identify the third best solution "the one that can be validated and deployed without unacceptable cost or delay."4