2RHPZ
01-29-2006, 01:10 PM
Read about an important, often omitted, part of SOF world ...
Transforming special operations logistics: the logistics support structure for Army Special Operations Forces is changing. But ARSOF logisticians can learn valuable lessons from the experiences and practices of their old organization—the 528th Special Operations Support Battalion
Army Logistician, Nov-Dec, 2005 by Ronald R. Ragin
On 11 April 2005, Lieutenant General Philip R. Kensinger, Jr., Commanding General of the Army Special Operations Command at Fort Bragg, North Carolina, approved the Army Special Operations Forces (ARSOF) Logistics Transformation Concept. The concept calls for the creation of five regionally aligned Special Forces group support battalions, three Ranger battalion support companies, and a Special Operations sustainment brigade to replace the 528th Special Operations Support Battalion (Airborne). As the planning for implementing this transformation began, an important requirement became clear: the need to share the lessons learned and the training programs and unique capabilities developed by the 528th Special Operations Support Battalion (SOSB) over its 18 years of providing unparalleled combat service support (CSS) and combat health support (CHS) to Army and joint SOF throughout the world.
The nature of ARSOF operations places independent forces in remote locations without the logistics structure that normally supports conventional forces. ARSOF transformation is designed to provide an organic CSS and CHS capability to sustain deployed forces by means of internal capabilities, reachback for support, and coordination with Army conventional logistics units and by serving as a single point of contact for logistics in the earliest stages of ARSOF operations. Future modernization, in keeping with Army Vision 2010, will require digitization, automation, and fusion of capabilities to support the joint concept of Focused Logistics. ARSOF logistics must be transparent to the customers it supports and fully cost effective in terms of manpower and equipment requirements. The restructured ARSOF support assets will have to keep pace with the requirements imposed by contingencies and operations other than war in each theater; at any one time, on average, ARSOF are deployed to 35 to 45 countries worldwide.
An enduring objective of the 528th SOSB was to create a single, seamless, fully integrated organization to provide SOF-unique CSS and CHS for deployed ARSOF across the spectrum of conflict, anywhere in the world, from bare-base to urban environments. To achieve this objective, the battalion focused on four fundamental missions: Soldier development, SOF-unique equipping, operational planning and synchronization, and dynamic execution.
Link (http://www.findarticles.com/p/articles/mi_m0PAI/is_6_37/ai_n15979539)
Transforming special operations logistics: the logistics support structure for Army Special Operations Forces is changing. But ARSOF logisticians can learn valuable lessons from the experiences and practices of their old organization—the 528th Special Operations Support Battalion
Army Logistician, Nov-Dec, 2005 by Ronald R. Ragin
On 11 April 2005, Lieutenant General Philip R. Kensinger, Jr., Commanding General of the Army Special Operations Command at Fort Bragg, North Carolina, approved the Army Special Operations Forces (ARSOF) Logistics Transformation Concept. The concept calls for the creation of five regionally aligned Special Forces group support battalions, three Ranger battalion support companies, and a Special Operations sustainment brigade to replace the 528th Special Operations Support Battalion (Airborne). As the planning for implementing this transformation began, an important requirement became clear: the need to share the lessons learned and the training programs and unique capabilities developed by the 528th Special Operations Support Battalion (SOSB) over its 18 years of providing unparalleled combat service support (CSS) and combat health support (CHS) to Army and joint SOF throughout the world.
The nature of ARSOF operations places independent forces in remote locations without the logistics structure that normally supports conventional forces. ARSOF transformation is designed to provide an organic CSS and CHS capability to sustain deployed forces by means of internal capabilities, reachback for support, and coordination with Army conventional logistics units and by serving as a single point of contact for logistics in the earliest stages of ARSOF operations. Future modernization, in keeping with Army Vision 2010, will require digitization, automation, and fusion of capabilities to support the joint concept of Focused Logistics. ARSOF logistics must be transparent to the customers it supports and fully cost effective in terms of manpower and equipment requirements. The restructured ARSOF support assets will have to keep pace with the requirements imposed by contingencies and operations other than war in each theater; at any one time, on average, ARSOF are deployed to 35 to 45 countries worldwide.
An enduring objective of the 528th SOSB was to create a single, seamless, fully integrated organization to provide SOF-unique CSS and CHS for deployed ARSOF across the spectrum of conflict, anywhere in the world, from bare-base to urban environments. To achieve this objective, the battalion focused on four fundamental missions: Soldier development, SOF-unique equipping, operational planning and synchronization, and dynamic execution.
Link (http://www.findarticles.com/p/articles/mi_m0PAI/is_6_37/ai_n15979539)