CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Logistics is part of the supply chain process that plans, implements, and controls

the efficient, effective forward and reverses flow and storage of goods, services,

and related information between the point of origin and the point of consumption

in order to meet customers’ requirements. Humanitarian logistics refer basically to

the concept of procuring, mobilizing, storing and even distribution among other

aspects that are aimed at delivering material assistance to the people that have been

hit by disaster (Van Wassenhove, 2006)

No military operation is conceivable without logistics. Military logistics provides

the resources of combat power, positions those resources on the battlefield, and

sustains them throughout the execution of operations. It is widely known, however,

the origin of the term logistics is not unambiguously stated in publications and

sometimes refers to ancient Greek. There is no doubt that the term “logistics” was

first used by the general of Napoleonic army Antoine-Henri Jomini. He took part

in a row of campaigns and after the war published his views on the nature of war

and its basic principles. Jomini originally defined logistics as the “art of well-

ordering the functioning of an army to assure its arrival at a named point” and the

term “logistique” (like a “mathematique”) derived from a military rank "Marechal

de logis" (Quartermaster) known in the French royal army till in the 18th century.
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Nearly one century the term of logistics was fully neglected in the military thinking

and reappeared again in 1917, when the Lieutenant Colonel George C. Thorpe, U.

S. Marines, anglicized Jomini's term to “logistics” (like mathematics) in his book

entitled “Pure Logistics: The Science of War Preparation”. Thus, his thoughtful

and perceptive analysis stands out as a milestone between the ground-breaking

treatise of Jomini and later writings on logistics that did not begin to appear until

about the time of World War II (Mugenda et al., 2003).

Logistic Support commonly known as Combat Service Support (CSS) holds key to

the success and victory in any military operation (Pagonis, 2012). Historical wars

such as the First World War (WWI), Second World War (WWII), The Vietnam

War, the Gulf Wars, the Afghanistan War and the Libyan Intervention; were all

virtually fought and won on the strength of superior logistic support accorded to

the forces in combat (Morgan, 2011). Logistics in military doctrine refers to the art

and science of designing, planning, acquiring and carrying out the movement of

the forces including their combat equipmen and supplies in the battle field

(Morgan, 2011).

1.2 Statement of the Problem

The concept of outsourcing products and services has taken root in many

organizations as they strive to focus their resources on their core businesses and

match the fierce competition * in their respective industries. Organizations, the

military included, can either keep logistics functions in house or contract them out.
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The decision process is based on an evaluation of the costs and benefits of

outsourcing. In the military, the outsourced logistics should be able to replenish

and regenerate combat forces through a flexible resupply system that ensures that

demands are met at short notice using any available means of delivery. Logistics

outsourcing is desirable in the military due to the fact that it allows the military

personnel to focus on core business: Protection of the territorial integrity of the

country. However, at the Nigerian Navy Finance and Logistics College, Owerrinta,

logistics services are still being internally sourced. From the studies above, the

factors hindering logistics outsourcing in the military has not been explicitly

studied and this represents a knowledge gap that this study will seek to fill.

Therefore, this study will seek to identify the factors hindering logistics

outsourcing at the Nigerian Navy Finance and Logistics College, Owerrinta. This

will be achieved through the investigation of the following question: What are the

factors hindering logistics outsourcing at the Nigerian Navy Finance and Logistics

College, Owerrinta?

1.3 Aim and Objectives of the Study

The aim of this study is to examine the effect of military logistics on Militray

operation in Nigeria using Nigerian Navy Finance and Logistics College,

Owerrinta. The specific objectives are;

i. To study how destination affect military logistics support on military

operation
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 ii. To investigate the effect of distance to logistics support on military

operation

iii. To measure the effect of demand on military logistics in military operation

iv. To study the effect of duration on logistic support to military operation

1.4 Research Questions

i. To what extent does destination affect military logistics support on military

operation?

ii. To what extent does distance to logistics support have effect on military

operation?

iii. What are the effects of demand on military logistics in military operation?

iv. To what extent does duration on logistic support affect military operation?

1.5 Research Hypotheses

H01: Destination on military logistics support do not have significant effect on

military operation

H02: Distance on military logistics support do not have significant effect on

military operation

H03: Demand on military logistics support do not have significant effect on

military operation

H04: Duration on military logistics support do not have significant effect on

military operation

1.6 Significance of the Study

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The study will be useful in the following ways:-

i. To the leadership of Nigeria Military, the study will evaluate the logistics

budget process in the force and develop policy recommendations for

strengthening the management of the logistics function for enhanced

logistics service quality in the force.

ii. To the academia, the study helps cover literature gaps on logistics budget

process as a predictor of military logistics service quality of a developing

and land locked country.

1.7. Scope of the Study

1.7.1. Content Scope

The study focused effect of military logistic on military operation and approved the

four dimensions of military logistics as the independent variable which influences

military operations.

1.7.2. Geographical Scope

The study was conducted in Nigerian Navy Finance and Logistic College Owerrinca.

The study covered Finance Department of the Ministry, Logistics Department of

Nigerian Navy.

1.7.3. Time Scope

The study covered the period three months, from February, 2023 to May, 2023

when the project was implemented which emphasized strengthening functional

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units, key among which was the logistics function to meet the military demands of

the state.

CHAPTER TWO

LITERATURE REVIEW

2.1 Conceptual Review

2.1.1 Production logistics

Production logistics is closely connected to the industrial domain. The core

processes implemented in that sector includes: planning, organising and design,

and procurement of equipment. All these tasks support standardisations which help

people all around the world make the flow of goods faster, better and without

mistakes (Mentzer et al., 2013. Moreover, it is concerned with reliability and

maintainability analysis, interoperability, safety standards for equipment, quality

assurance, acquiring spares, specifications and production processes, trials and

testing, codification, documentation and configuration control. Every country is

responsible for providing the equipment and maintaining military forces. Military

cooperation between all these countries is coordinated by NATO in numerous

spheres (Mentzer et al., 2013)

2.1.2 In service logistics

The main duty of in – service logistics is filling the gap between production and

consumer logistics. This is related to the core functions, which are: receiving,

procuring, storing, distributing, and providing materials which are needed for
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providing the forces. It is also linked to ensuring the weapons system (checking if

required equipment is available and suitable for use) (Kasomo, 2010).

2.1.3 Consumer logistics

Consumer logistics, also called operational logistics, relates to the supply and

support functions of forces. It requires the collection of the initial product, storage,

transport, maintenance, operation and disposal of materiel. As a consequence,

consumer logistics covers stock control, provision and construction of facilities,

movement and control. Furthermore, logistics in that aspect concern reliability and

defect reporting, safety standards for storage, transport and handling and related

training (North Atlantic Treaty Organization 2017).

Military logistics concerns all processes and systems involved in generating,

transporting and redeploying or reallocating materiel and personnel. The military

power of a specific country depends on the ability to accomplish the above stated

functions. The more efficiently these logistics operations are, the more strategic

and flexible a country is. Moreover, a specific nation has the potential to be

granted a position of advantage. The above mentioned functions are the results of a

level of war which can turn the tactical into strategic. In addition, their

implementation includes the joint, interagency, intergovernmental and

multinational domains. The foundation of military logistics is the production and

procurement of military forces. This has a direct impact on the reaction that can
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also mobilise a country. Furthermore, it influences how long the specific country

can withstand a conflict. Logistics support can improve the mission; however, it

can also destroy it. All logistic processes must be prepared for every situation,

especially when a conflict has arises that had not been previously planned.

2.1.4 Main logistics challenges in military area

The best way to present the main challenges in the logistics field is to explain the

4D formula which includes: demand, distance, destination and duration (Major and

Strickmant 2011). These determinants describe the conditions of every operation.

Furthermore, these aspects define the planning and organising of a certain mission.

The above mentioned parameters have to be adjusted to the different environments

of operations and to frictions in the logistics support chains. Tensions may arise

due to the variety of subjects functioning at local, national or international level

(different government representatives, international partner organisations,

contacting organisations, and EU institutions). Distances and destinations are

aspects that can be simply estimated. These aspects are linked into logistical

planning processes. However, these two points can also create some serious

challenges: some placements are not readily available, do not have access to basic

infrastructure or are in the middle of the operation theatre. Furthermore,

transportation of soldiers, equipment and services over long distances is tough and

expensive. The important question is demand and the duration of missions. They

are established in the mandate of a mission. It is possible to extend the mandate

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depending on the situation. From a logistics point of view, it is a really difficult

situation because all previously organised plans have to be adjusted to current

requirements. A further difficult issue is demand. It is problematic to estimate all

of the materials and equipment needed. Situations on a mission can be

unpredictable, so the logistics team has to be prepared for sudden issues and instant

reacting. The core logistical challenges for military operations are: the cost of

logistics, transport and the outsourcing of logistics (Major and Strickmant 2011).

Transport, also called strategic and tactical lift, is essential for any mission. The

strategic lift is a process which begins at the place of origin and finishes at a place

close to the operational theatre. The tactical lift is the process which is provided

close to the conflict zone, so that needs more protection and different requirements.

This type of transport is related to small units of transportations. Strategic air lift is

usually provided by transport aircraft. The remaining tactical sealift is provided by

helicopters. Nowadays, it is important to ensure effective and adequate strategic

and tactical lifts at short notice. In that context, it is difficult to assert proper

transport capacities because of time and availability. Rapid reaction is the main

challenge for the EU Battle group. In that concept, it is mentioned that it has to be

in the region of operation within ten days after an official decision has been taken.

When the crisis breaks out and when the EU decides to intervene, it cannot afford

to waste time (Major and Strickmant 2011).

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The most important aspect is sufficient air lift in order to operate over a distant and

wide area of combat. Specialists are concerned about the cost of tactical and

strategic transport. Sea lift is cheaper than air transport, but unfortunately takes

more time. In order to reduce costs, the use of combined transportation is

increasing. Air lift is the fastest and the most expensive way of transportation. The

biggest advantage of this type of transportation is that helps with rapid deployment

of units in a short amount of time. This aspect is helpful when it concerns

emergency reactions, to offer the troops a quick place away from the place of

origin at short notice. In the past, access to some places was that difficult that the

only way of transportation was by air. The fundamental infrastructure was poor,

which made trouble even for tactical aircraft. Most EU Members prefer support

leasing and coordinating initiators, because the transportation process is expensive

and rare. This idea is more realistic when considering the economic point of view

(Major and Strickmant 2011).

Logistic processes depend on the availability of capabilities and on the cost of

these operations. In civilian logistics, the biggest problem for all logistics

departments is reducing expenses and making the processes more efficient. The

same problem appears in military logistics. In 2004, the Council of the European

Union launched the Athena mechanism to help EU members by funding military

operations (Ahmed, 2012). The main idea of the programme is the organisation

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and administrative cost of military operations, which are: fuel, accommodation and

others connected to national contingents.

2.1.5 The Essence of Military Logistics

Military logistics is a multi-dimensional and complex entity that constitutes one of

the most important and essential components of warfare. However, similar to other

intangible and complex terms such as economics, strategy, policy and intelligence,

the term logistics is difficult to define, or even explain, in a few simple words. In

the most general (and not very useful) language, we can say that logistics may be

viewed as a complex mix of physical entities, processes and rules - that is, as a

system - that is governed by mostly abstract concepts and principles. This complex

mix is, however, a critical ingredient in any attempt to conduct war, and constitutes

logistics raison d' etre. Throughout history numerous military leaders did not

realize the essence of logistics and failed to appreciate its impact on the battlefield.

They paid dearly for their negligence. George Washington in the American War of

Independence, Napoleon in Spain and in Russia, General Ludendorff in WWI,

Fieldmarshal Montgomery in WWII and General MacArthur in the Korean War

are just a few examples of commanders who excelled in combat planning and

execution, but whose disregard of logistics resulted in grave operational

consequences (Lt. Emmanuel Kotia,2000).

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2.1.6 Logistic Support Management Functions

In this respect, Nicolescu and Verboncu (1997), as well as other authors, speaks

about five functions, related to the type of tasks involved in carrying out these

processes and their way of accomplishment, as follows: “forecasting, organization,

coordination, training and controlevaluation” (p. 19). Taking into account the close

connection between the logistics planning and management bodies with the

designated units for execution, we can define the functions of the logistics support

management as a set of relatively independent actions that succeed in a certain

timely order, performed by any leading system that exerts influence on the

execution system in order to establish missions and fulfill them. When formulating

and delimiting the functions of logistics support management we must consider the

following: ‒ functions are actions performed by any logistics management system;

‒ the component actions of the logistics management functions take place one after

the other in a well-defined time sequence; ‒ the functions are well defined and

consequently relatively independent; ‒ the component actions are in constant

dynamics, they change under the influence of some factors. The logistics units of

the military units in peacetime have closer links and increasingly cooperation with

existing logistical companies in order to apply and benefit from advanced business

practices, distribution processes, materials, as well as networks and flows specific

to the logistics domain, in other words, the know-how of practical ability,

knowledge and skill in a domain of interest. In our opinion, the management of

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logistics support must perform the following functions: diagnosis; forecast;

organization; command; coordination and control (Ahmed, 2012).

2.1.7 Factors affecting logistic support in military operations

2.17.1. Diagnosis

Diagnosis is a function of logistics support management, a complex action, carried

out after a certain algorithm, with specific methods and techniques of real data

knowledge of military structures. Knowing the reality of the military units in

peacetime in all its aspects, both positive and negative, becomes an essential

condition for the logistics support activity. Diagnosis is a directional, realistic and

critical investigation of the process of logistics support and material supply for

forces participating in training exercises, consisting of collecting raw data,

studying them in order to transform the significant information needed for the

adoption of the Logistics Activities Plan that underlie the drawing up the Main

Activities Plan of each military unit.

2.1.7.2. Prediction

The prediction, as a basic function of logistics management, consists of an overall

actions which determine the main (long, medium or short) objectives of logistics

and the necessary resources and means. Referring to the prediction, General A.

Beaufre stated that “it is not the present but the future, today we are constrained to
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live in the future if we do not want it to be built by chance” (Dupuy, 2010).

Foresight is necessary to determine the most likely evolution of logistics support

situation to know what decision is to be made, after the activity has started as well,

in order to properly identify the possible unconventional changes preventing

therefore disadvantageous effects. In other words, a good prediction supposes to

identify possible consequences of the decisional alternative, aiming to lessen costs,

maximizing the advantages, avoiding the failure of the planned military activity.

Depending on the anticipated periods of time, from the point of view of the

military organization logistics evolution, three types of logistically foreseeable

activities are distinguished: forecasting, planning and scheduling. Their result is

reflected in forecasts, plans and programs. The logistics forecast is a long-term

anticipation of the logistics evolution for a military organization with more than

five years deadline analyses and is based on specific methods and procedures for

investigating economic and technical processes. Prognosis is usually done by the

logistics structures of the upper echelon, especially those at the strategic level. The

planning process of logistics, where most of the forecasting activities are

completed, “is usually compiled on average terms (from one quarter to one year)

and short terms (from one month to one quarter)” (Dupuy, 2010).

2.1.7.3. Organization

The function of organizing the logistics of military units in peacetime involves the

direct combination of human resources and, indirectly, material, informational and

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financial resources at the level of the management and logistic planning

compartments, as well as for each job within the logistics structures. In the area of

logistics activities we can talk about the structural organization, the organization of

the military activities according to the Main Activities Plan (with the preparation

and execution phases), as well as about the organization of the labor on each level

of the logistics structures (Bassford, 2012). The logistics module is a balanced

well-organized system within each employee who mans the departments, offices

and logistics compartments determines, depending on their place and role, a system

of organizational relationships, namely: authority (hierarchical-management,

execution and information) functional; state-owned (large units and logistic units);

cooperation and control. The field of organizing logistics activities has a special

position in the understanding and manifestation of the organizational function.

Therefore, we appreciate that this function is determined by the fact that in the

military systems, the operational and logistics management processes consist, in

essence, in the coordinated preparation and deployment of a large number of

activities. They derive from the attributions of the respective logistic system and

delimit the frame of manifestation of competence and responsibility of the cadres

for the accomplishment of the elaborated logistic objectives and plans (Bassford,

2012)

2.1.7.4. Command

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Commanding the logistics military structures is the attribute of empowered

commander leading to the “realization of a viable management system, as well as

its efficient functioning, without disturbances and dysfunctions, with an increased

adaptability, flexibility and flexibility which represents the guarantee of fulfilling

the mission” (Molana, 2009) for each military entity, regardless of the hierarchical

level. We assume that the order includes both authority and responsibility for the

efficient use of logistical resources made available and for their planning,

organization, coordination and control. This also implies responsibility for health,

living standards, troop morale, and in the area of military exercises and ethics

towards the local population. The manner which the head of logistics influences

the actions of others by command depends both on the certain situation and on his

personality, experience and the degree of knowing his subordinates. The practice

of our work in different \(Molana, 2009).

2.1.7.5. Coordination

The role of logistics coordination is to maintain, preserve and improve the ordering

status of the leading system and subordinate one, all the relations between them, as

well as their synchronization with the other structures they come into contact with

(New et al., 2009). The place of coordination lies between conception and logistics

execution; its role is manifested both after the adoption of the logistical decision

and especially during its application, without excluding its presence in the previous

stage, during the elaboration of annual plans, monthly with the logistic activities.
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Simultaneously, by coordination, the actions of the logistics officers, the decisions

issued at the different logistics management echelons, the actions of the entire

logistics personnel within the planning and logistics management compartments

are synchronized, in order to carry out effective activities, capable of achieving the

predetermined logistics objectives (New et al., 2009).

2.1.8 Levels of logistics support to peacekeeping operations

Commanders and their staffs must remember the importance of logistics to

achieving the overall goal, for friendly forces as well as the enemy. Furthermore,

in military terms, a campaign plan that cannot be logistically supported is not a

plan but simply an aspiration. Therefore a commander needs to have a well

balanced logistics back up in order to achieve his ultimate aim (Nilsson, 2008).

The Logistician: A News Magazine of the Logistics Command, Nigerian Air

Force, April 2007. For instance, oil played a crucial, if not the key role, in the

Japanese decision to go to war with the United States in 1941. Because of the

deteriorating political situation with the United Kingdom and Netherland’s East

Indies, most of Japan’s oil reserve and supply was exhausted. When diplomatic

efforts failed to resolve the political impasse, Japan made plans to seize militarily

what it could not achieve diplomatically. The decision of this military option was

what led to war with the United States. With this in mind the Japanese planned to

eliminate any short-term American threat quickly and seize needed oil by first

launching the sea attack at Pearl Harbour (Leslie, 2002). Therefore, we can say
17
without logistics the war effort can never be sustained. Sun Tzu stated that “The

line between disorder and orderliness is logistics (Pagonis, 2012). The logistics

efforts at these three levels must be integrated to provide the requisite support for

the smooth operation of the mission. The logistics activities performed at each of

the levels should not be considered as separate or discrete activities. They should

all merge into the continuous flow of support necessary to provide the most

effective application of air support.

2.1.9 Strategic Level Logistics Support

Strategic level logistics support involves the development and stocking of

materials and their deployment from the stores holding area to the peacekeeping

operations area. At this level of logistics support the logistics process provides link

between the resources provided by the UN and the UN peacekeeping forces

deployed in the field. The production of logistics resources is almost entirely a

civilian commercial process. Once these resources are manufactured, their

employment in support of peacekeeping force (consumer logistics) becomes a

military function, albeit one dependent on civilian support. The integration of

production and consumer logistics system takes place at the military-strategic level

and is the responsibility of the DPKO. The determination of strategic requirements,

planning of logistics aspects of regeneration capability, control storage and bulk

distributions are all military- strategic logistics functions.

2.1.10 Operational Level Logistics Support

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The operational level logistics support is the provision of support for UN

peacekeeping operations from initial planning, through deployment, to the conduct

of operations in the mission area and the eventual recovery of deployed forces. It

serves as a link between strategic and tactical logistics support. In essence

operational logistics is responsible for taking the resources provided by strategy

and delivering them in the right quantity and time scale to the component

commanders. With its enhanced range and flexibility, air support remained the

principal means of troop transportation and the deployment of time sensitive

materiel required to support the force. The instance of this support was also

exhibited during the first Gulf War codenamed “Operation Desert Storm”. It was

the support capability that enabled the rapid build-up of the Coalition's combat

aircraft. A total of 256 x KC-135 and 46 x KC-10 tankers flew more than 34,000

sorties and made over 85,000 air-to-air refueling stops that sustained the

momentum of the force projection by combat aircraft as well as the numerous force

sustainment sorties for the Coalition forces (Walter et al., 1984).

2.1.11 Tactical Level Logistics Support

Tactical level logistics support is the least but crucial level where actions actually

take place. At this level, the highest tactical commanders are those on the ground.

Tactical level logistics support therefore is the level which involves the

employment of a peacekeeping force to achieve operational objectives. It is the

logistics support directly given to the forces which are directly engaged in combat.
19
The logistics support here could be for the forces on the Land, Maritime, Air and

Special Forces. It could be referred to as the logistics of direct confrontation with

the opposing forces. The logistics required for the predominant tactical operations

of air-to-air refuelling, air transportation, surveillance and combat air patrols

during Operation Desert Storm could also be liken to Tactical Level logistics

Support.

2.1.12 Factors Affecting Perception on Logistics Outsourcing

Many organizations, including the military and commercial entities consider many

factors in determining the viability of outsourcing logistics services. The main

factors include availability of logistics service providers, nature of logistics

services to be outsourced, financial constraints and policy provisions (Bradley,

1997).

2.1.12.1 Availability of Logistics Service Providers

There has been considerable interest worldwide in the last few years in the growth

of third party logistics providers. These firms typically provide some of the

following services: Warehousing operations, freight payments, carrier selection

and rate negotiation. In addition, third party logistics firms may develop

information systems and manage inventory and customer order fulfillment (Golop

and Reagan, 2001). Several recent studies have addressed the issue of growth in

the third party logistics market in detail. A study by Murphy and Poist (1998)

provides a review and synthesis of research on this topic. Their study suggests that
20
f while current use is fairly low, the majority of users of third party logistics

services will increase such use in the near future. The next step in the evolution is

that freight transport and forwarding firms, which handle logistics operations on

behalf and on credit of the shipper, can be called on as the third party logistics

providers of the first generation (Berglund et al., 10 1999). The fourth party

logistics provider integrates the logistics services provided to the shipper as part o f

a partnership, managing and optimizing the whole supply chain (network),

including both operational and strategic levels (Magill, 2000). Bade and Mueller

(1999) define the fourth party logistics firm as the Supply Chain Integrator (SCI),

managing the firm’s own resources, skills and knowledge, as well as its

technologies, combining them with sub-suppliers for delivering the holistic supply

chain customers.

Recent studies performed in Europe in the same period report that market growth

has not been as rapid as predicted in earlier studies. Stone (2000) reports that while

European users of third party logistics services are satisfied with services received,

they have not, in general, increased their use of such services during the last few

years. However, many have increased the breadth of services purchased beyond

warehousing and transportation. Schary and SkjottLarsen (2001) claim that

logistics services in Europe have shifted, first from the market transaction to the

outsourcing of freight transport and warehousing, and then to third party logistics

and fourth party logistics companies. A survey based on 1,000 managers

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worldwide by the PA Consulting Group (1996) revealed that only 5 percent of

organizations gained high levels of economic benefit from outsourcing and that 39

percent of organizations admitted mediocre economic benefit.

2.1.12.2 Nature of Logistics Services

Integrated Logistics Support (ILS) is a discipline used in military industries to

ensure an easily supportable system with a robust customer service concept at the

lowest cost and in line with (often high) reliability, availability, maintainability and

other requirements as defined for the project (Yim-Yu et al. 2000). Research on

modem functional logistics systems can be traced to the work conducted by De

Hayes and Taylor (1974), who concluded that logistics systems were critical in

providing the customers’ time and place utilities associated with every final

product. Bowersox (1974) complemented these concepts by noting that the

conceptualization of logistics as a functional system is crucial to improving the

efficiency in the flow of goods and information and to meeting low-cost, fast, and

reliable delivery objectives within a firm and throughout a network of firms.

According to Bowersox (1974), a system of logistics functions can be divided into

five broad areas: facility location; transportation; inventory; communication; and

material movement.

Novack et al. (1992) also introduced a new dimension to Bowersox's framework.

This new dimension divided all logistics activities into two categories. The first
22
category includes the physical activities that are required to create form, time, and

quantity utilities of customer need. These activities encompass inventory,

transportation, and customer service operations. The second category includes the

transaction activities that follow or initiate the physical activities previously

presented. The activities in this category are centred on transaction negotiation

areas (like the interaction between firms through the purchasing of inbound

materials, supplies, and products) and order cycle management areas (like the

management and control of information flows necessary to create customer service

in the logistics system). Authors such as Granzin and Bahn (1989) and Sharma et

al. (1995) also refined Bowersox's work by applying the conceptual foundations of

Bowersox's model to decisions and activities of consumers within a logistics

framework. Their research contributed to the logistics research by identifying

direct links between logistics operations and the final consumption of goods,

through the provision of customer service, and by introducing a new

customeroriented logistical interface into the model.

2.1.12.3 Policy and Regulations on Logistics Services

Traditionally, logistics management in the private sector was only a support

function and was sometimes relegated to a 'traffic council’ within the organization

(Pagonis et al., 1992). However, it now receives increasing attention in corporate

strategic planning because of the globalization o f competition and the

complexities that have developed. Often, products are designed in one location and
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materials obtained in a second. Assembly may take place in a third, sales in a

fourth and product support services in a fifth. Accounting for 25% of retail cost, on

average, effective logistics management has become a vital factor in measuring a

company’s success (Wood, 1995). One of its functions is to create a seamless

system that allows a product to be delivered to market efficiently and at minimum

cost. The Japanese approach is a prime example. Because thirty percent of Japan's

autos are manufactured f overseas and transportation is a critical element, a senior

vice president of logistics with tangible responsibilities and cross-functional

oversight is placed in charge, an approach viewed favourably by Pagonis et al.

(1992).

Some classes’ o f supply may have a linear demand relationship—as more troops

are added more supply items are needed—as more equipment is used more fuel

and ammunition is consumed. Other classes of supply must consider time as a third

variable besides usage and quantity. As equipment ages more and more repair parts

are needed over time, even when usage and quantity stays consistent. For instance,

in the military, history has shown that good logistical planning creates a lean and

efficient fighting force. Lack thereof can lead to a clunky, slow, and ill-equipped

force with too much or too little supply.

2.1.12.4 Budgetary Allocations for Logistics Services

Many organizations believe that logistics has become a highly specialized,

complicated affair that is too costly and too risky for a company to assign to
24
subordinate levels within its own organizational structure (Browne and Allen

2001) Outsourcing can give the organization an immediate access to resources,

equipment, and f management expertise that would cost billions of dollars to

develop internally. Further, outsourcing enhances the overall quality of

performance in the global supply chain. It not only allows the outsourcing

organization to achieve operational goals, such as cutting cycle f and deliver)'

times and ensuring accurate shipments, but it also promotes competition among

service providers, motivating them to continue renewing and refining their

services. As a result, the logistics provider and the outsourcing organization

frequently grow together and move into new markets. Outsourcing also allows a

company to change its strategic allies (in this case, logistics management

providers) if they do not perform to agreed standards, which often include the

company’s own unique demands. Further, by outsourcing, the company can

conceivably reduce its asset-commitment and preserve or invest the resulting

capital. Other advantages in outsourcing include increased customer satisfaction,

lower liability costs, and trimmed inventories Zhang & Keith (2001) contend that

today, in the USA, manufacturing is the industry sector most likely to outsource,

with durable goods accounting for 39 percent of all activity, and nondurable goods

accounting for 25 percent). In addition, with a global outsourcing market 4

estimated at £188 billion in 1998. and with annual growth rates of 15 percent the

distinction between economic activities in different sectors has become blurred.

25
Although outsourcing is undertaken by many organizations to control or reduce

costs, there is some evidence that it does not decrease costs as expected, and in

some cases, actually increases costs. For instance, 4 when an item is outsourced,

the assumption is that the supplier’s costs and required contribution is less than and

will continue to be less than the cost of internal provision.

2.1.12.5 Secretive Nature of Military Services

Governments often attempt to conceal information from other governments and the

public. These state secrets can include weapon designs, military plans, diplomatic

negotiation tactics, and secrets obtained illicitly from others (intelligence). Most

nations have some form of Official Secrets Act and classify material according to

the level of protection needed (hence the term classified information). An

individual needs a security clearance for access and other protection methods, such

as keeping documents in a safe, are stipulated. A military secret is secret

information that is purposely not made available to the general public and i hence

to any enemy, by the military in order to gain an advantage or to not reveal a

weakness, avoid embarrassment or to help in propaganda efforts. Most military

secrets are military in nature, such as the strengths and weaknesses of weapons

systems, tactics, training methods, number and location of specific weapons and

plans. Some involve information in broader area, such as secure communications,

cryptography, intelligence operations and cooperation with third-parties (Moran

2012).
26
2.1.13 Challenges in Logistics Outsourcing

Although outsourcing is undertaken by many organizations to control or reduce

costs, there is some evidence that it does not decrease costs as expected, and in

some cases, actually increases costs. For instance, when an item is outsourced, the

assumption is that the supplier's costs and required contribution is less than and

will continue to be less than the 1 cost of internal provision. As indicated by Van

Damme and Ploos Van Amstel (1996), the market and firm characteristics

influence the decision to contract multiple combinations of third-party logistics

services. These services range from single transportation activities to integrated

warehousing, distribution, and information management activities. Also several f

authors have indicated that across many industries logistics outsourcing has

become a rapidly expanding source of competitive advantage and logistics cost

savings. For example, some firms routinely have achieved up to 30 per cent to 40

per cent reductions in logistics costs and have been able to greatly streamline

global logistics processes as a consequence of outsourcing. Competition among

logistics management providers also adds to the value-added dimension and

inspires them to tailor their services to the outsourcing company’s needs. When the

primary provider sees that it is not addressing those needs satisfactorily, as when

Activity t Based Costing (ABC) analysis indicates that there is cost inefficiency in

performing certain logistics functions, it will further outsource those services to

third-party providers (Troian. 1995). As a result, all parties benefit through more
27
cost-efficient, innovative methods, and the capabilities of all strategic allies are

expanded along the global supply chain. It seems clear that third party providers

will have increasing strategic significance for organizations that require instant and

virtual global distribution capabilities.

2.2 Theoretical Review

2.2.1 Thorpe's conception

Thorpe's conception of logistics was akin to that of Jomini: strategy and tactics

constituted the conduct of war; logistics provided the means. But this means was

not limited to the narrow functions of transportation and supply. Logistics indeed

embraced the entire range suggested by Jomini as well as all those larger and

deeper aspects subsumed within the economics of warfare. Logistics as thus

broadly defined, argued Thorpe (1986), constituted an entity. It comprised many

activities, but was nonetheless a single whole. To ignore or reject its unity and the

interrelationship of its parts, a common error, was to divide or splinter a natural

functional category of the art of war. Separating supply and transportation, for

example, from engineering, maintenance, hospitalization, administration, and other

aspects of logistics was unnatural and dangerous. It left these interdependent

activities to be planned, organized, and managed without unifying direction and

coordination: a certain invitation to defeat in battle and disaster in war. Logistics,

in short, was "a distinctive branch of warfare," embracing "a large number of

activities that should be coordinated, but not confused, with tactical or strategical
28
activities". To prove the validity of this concept, Thorpe offered three historical

examples: Napoleon in Russia, Sherman's Atlanta campaign, and the Prussian

army in the war with France. Napoleon, noted Thorpe, had made great personal

efforts to ensure sufficient supplies, yet his campaign failed because the logistical

functions of the French army were poorly coordinated and the demands placed on

them were too great. Sherman, on the other hand, had planned and established an

efficient logistical organization that enabled him to carry out his bold, ambitious

campaign. The Prussians had been the most foresighted of all, felt Thorpe. Several

years before the start of the Franco-Prussian war, the chief of General staff Moltke

had made a careful estimate of the logistical base of both the French and Prussian

armies, planned for war accordingly, and organized his staff to ensure proper

logistical support of his strategy and tactics.

2.2.2Production Theory

The theory of production is rooted in economics. It attempts to explain the methods

by which a firm dictates how much of each commodity, or output, it sells and

produces, as well as how many inputs such as labor or raw materials it will use to

achieve that level of output (Dorfman, 2016). After exploring the ideal balance of

inputs to outputs, Dorfman (2016) classified various productive activities to

include determining the most profitable quantity of products and the best

approaches to maximize profits within those parameters. This way of thinking

created new ways to manipulate and optimize the selection of inputs and outputs
29
that had a tangible effect on the bottom line of a firm by finding the “perfect”

balance.

In A Theory of Production, Cobb and Douglas (1928) sought to understand the

relationship between inputs and outputs based on the two entities' relative changes.

The effect that transfers from input to output or the "relative influence" between

these variables is measured in DEA as efficiency. Fully recognizing the correlative

nature of the DEA variables in the same fashion as the theory of production allows

one to pinpoint and adjust inputs and/or outputs to achieve better efficiency. This

relationship has been translated and leveraged in several different studies to

include an interesting adaptation on ecological efficiency. Production theory was

used alongside DEA to investigate the outcome of various polluting activities.

While DEA was typically used to balance "good" variables to provide an ideal

outcome, in the case of ecology, various "bads" or negative aspects were evaluated

and weighed in terms of inputs and outputs to find an outcome that caused the least

amount of environmental damage (Dyckhoff & Allen, 2001). Production theory

was also used as the theoretical foundation to explore the relationship between

quality and efficiency. DEA is almost exclusively used to study efficiency from a

perspective that is internal to the firm, excluding outside factors that often go in

conjunction with efficiency, such as quality of service. Using a quality-adjusted

model developed by Sherman and Zhu (2006) and Zervopoulos and Palaskas

(2001) further enhanced the model to balance high-quality and high-efficiency per
30
service unit used in a selected sample. In the same vein, this paper's research uses

production theory as a basis for a carefully selected series of inputs and outputs to

showcase varying levels of logistical efficiencies to target and balance

performance within countries in the East-Asian hemisphere.

2.3 Empirical Review

Otieno et al. 2014 examined the factors that affect logistic support to military

forces: Destination (areas of operation), Distance (lines of communication),

Demand (magnitude of requirements) and Duration (deployment period) and their

impact on Operation Linda Nchi (OLN). The study adopted descriptive research

methodology. The target population was 1200 soldiers comprising the Battalion

that was deployed for the operation. The study used stratified random sapling

technique and the Krejicie and Morgan table to draw sample size of 291

respondents. The instruments used were structured questionnaires, selected

interviews and observations. The collected data was classified, coded, tabulated,

and presented in graphs, frequency distributions, percentages and pie charts for

analysis and interpretation. The data was processed using Statistical Process for

Social Science (SPSS verse 20). The study found out that to a greater extent all the

parameters influences logistic support to military operations, that is, Language,

climate, infrastructure and attitudes of the local population. From the results,

Duration as a component of Logistic Support contributes.

31
Zakaria 2015 appraised the effectiveness of defense procurement practices of the

Ghana Armed Forces. The specific objectives such as to determine legislative

provision or clauses that exempt defense procurement activities from public

scrutiny, challenges, and possible strategies for improving defense procurement

performance were explored in the study. A sample size of eighty, (80) from the

sample frame was used. Questionnaires were used as research instrument to collect

data for analysis. The data were analysed using one-sample t-test and descriptive

statistics in which the mean values were determined and ranked accordingly. It was

found that there were no exemption clauses or sections of the act that barred the

procurement activities of the Ghana Armed Forces (GAF) from professional

adherence to public procurement guidelines and need to be more competitive.

Besides, this research found that defense procurement is challenged by technical

issues. It is also complex and costly and lacks some level of transparency. To

improve performance, recommendations were made to be incorporated into the

GAF defense procurement practices whiles improving public procurement in

Ghana.

Out, 2019 examined the extent to which logistics supports from the Nigerian

government to the Nigerian Armed Forces impacts the national security of the

nation. The study delves to analyze the violent insurgencies and insecurity issues in

the Niger Delta and the Boko Haram terrorism in the northeast, and how they have

undermined Nigeria’s national security. The paper adopts the Structural Functional
32
theory to analyze the issues that facilitate the persistence of the insurgent groups in

Nigeria. The study argues that in fighting insecurity in Nigeria the military

personnel do not receive the needed logistics support promptly. Likewise, the

paper highlights that the phenomenon of ethnicity and religious intolerance have

led to incessant recurrence of ethnoreligious conflicts, which have claimed the

lives of thousands of Nigerians, and birthed copious ethnic militias like the

Movement for the Actualization of the Sovereign State of Biafra (MASSOB),

Boko Haram, and Niger-Delta Avengers (NDA), amongst others. The study,

therefore, recommends that the Federal government should monitor the funds

allocated to the defense sector and ensure proper accountability of such funds and

that the government should facilitate the local production of arms by the Ministry

of Defense; this could be done through the government’s proper funding and

supervision of the activities of DICON, so as to boost the domestic production of

arms and ammunition for use by the military and other related agencies all

encapsulated within the Nigerian defense sector.

2.4 Summary and Knowledge Gap

The chapter has explored the various theories on logistics and outsourcing

concepts. The scholars and practitioners from all over the world have come to the

conclusion that logistics outsourcing requires a strategic approach in order to add

value to the organization. The overall logistics outsourcing model and procedures

is determined by the organization seeking logistics services and the logistics

33
service provider is expected to serve the interests of the organization though in

most cases the two parties end up growing together. It has also come out clearly

that the organizations including military organizations across the globe are

increasingly contracting services of logistics service providers in the provision o f

logistics services ranging from transportation to provision tools and equipment.

Yim-Yu et al. (2000) studied the importance of strategic alliances and logistics

outsourcing in the military practice and confirms the advantages of outsourcing

logistics services including the attainment of a certain power that is not available

within military’s internal departments in the form of economies of scale, process

expertise, access to capital and access to expensive technology and greater capacity

for flexibility, especially in the purchase of rapidly developing new technologies,

fashion goods, or the myriad components of complex systems. However, it is clear

that the Nigerian Navy Finance and Logistics college, Owerrintais not embracing

the practice of logistics fast enough in tandem with the global trend despite the

apparent benefits. In addition, there is no specific study that has been carried out to

determine the exact factors that hinder the practice of logistics outsourcing at the

Nigerian Navy Finance and Logistics college, Owerrinta. Therefore, this study

seeks to fill the knowledge gap by investigating the factors that affect the

perception on logistics outsourcing at the Nigerian Navy Finance and Logistics

College, Owerrinta.

34
 CHAPTER THREE

METHODOLOGY

3.1 Research Design

The study adopted a descriptive survey design. This design was preferred because

it was more effective and enabled the researcher to collect relevant data that

answered the research questions. In addition, descriptive research helps to study

and report on the situation as it exists and also helps a researcher in describing the

attitudes, values and characteristics of a phenomenon (Mugenda & Mugenda,

1999). Orodho (2003), states that descriptive survey involves information

collection through interviews or administering questionnaires to a sample

population. This approach enabled the researcher to get an understanding of the

effect of military logistic on military operation.

3.3 Target Population

According to Mugenda (2008), the target population is the entire set of similar

items or objects that a researcher identifies in his or her research. The study

targeted the staff of Nigerian Navy Finance and Logistics College, Owerrinta.

3.4 Sample Size and Sampling Technique

35
Sampling is the process through which a researcher identifies the people, places or

things to be studied (Kombo & Tromp, 2006). The study employed random

purposive sampling and snow balling sampling in reaching respondents for the

study. Thus 150 military officers were sampled. Random purposive sampling was

considered appropriate as it offered credibility of the data collected and in

accessing respondents due to the small sample size.

3.5 Data Collection Instruments

3.5.1 Questionnaire

Both quantitative and qualitative data were collected in this study. The

questionnaire was the instrument for used in collecting primary data from the

senior and junior officers of Nigerian Navy Finance and Logistics College,

Owerrinta. The questionnaire comprised of questions, which were based on the

objectives of this study. The questionnaire entailed both close-ended and open

ended questions. The questionnaire was divided into two sections, the background

information and the research questions sections. Furthermore, the research

questions section was divided into sections according to the research objectives on

a Likert scale. The advantage of using both structured and unstructured

questionnaires is that they are easier to analyse and also permit greater depth of

response whereby respondents are given responsibility of giving their own

personal response. This helps in minimising subjectivity and makes it possible to

use quantitative analysis.

36
3.6 Validity and Reliability

In social sciences, measurement issues differ in that they are related to the

quantification of abstract, intangible and unobservable constructs. In many

instances, then, the meaning of quantities is only inferred. Most concepts in the

behavioral sciences have meaning within the context of the theory that they are a

part of. Therefore, the research instruments chosen must be able to measure the

concepts meaningfully, accurately and efficiently.

3.6.1 Validity of the Research Instruments

Validity is the extent to which an instrument is true to what it purports to measure

(Mugenda & Mugenda, 2003). It is an indicator of the extent to which the

inferences made from the research results are accurate and meaningful. The

research instruments were validated in terms of content and face validity. The

researcher sought experts‟ opinion in assessing validity of the instrument. The

questionnaire of the pilot study was assessed and weakness identified for example

few blank spaces, inaccurate responses, and in consistency on the instrument. The

questionnaire was then modified accordingly and pretested on subjects who were

not the actual sample. The subjects were encouraged to write comments and

suggestions concerning instructions, clarity and relevance of the statements.

3.6.2 Reliability of the Research Instruments

Reliability refers to the consistency of data arising from the use of a particular

research method. Mugenda and Mugenda (2008), states that reliability is the
37
measure of the extent to which a research instrument will give the same result

consistently after repeated trials over a period. In this study, split-half method was

used to test the reliability of the research instruments. Tests were divided into two

halves of odd and even items. The sets were then separated into two different

groups. Correlation coefficient for the two sets of scores was calculated to show

the extent to which the two sets of the test provided the same results for internal

consistency of the test

3.7 Data Analysis and Presentation

Because both closed-end and open-end questionnaires were used in the study, both

quantitative and qualitative data was collected. For content analysis, data was

scored by calculating the percentages, mean and frequencies. The Statistical

Package for Social Sciences (IBM SPSS Version 23) software was used for this

analysis. SPSS is considered appropriate because it provides a clear path to follow

and a set of quantitative data analysis procedures which lead to increased data

validity and reliability and helps in bringing out the relationship between the

variables. SPSS also assist in producing frequency tables for descriptive analysis.

For inferential statistics, multiple regression analysis was used.

3.8 Ethical Considerations

Before data collection, the researcher sought authorization from the EASF to carry

out research. The researcher also assured the respondents of confidentiality of the

information obtained and farther that the information was solely be used for the
38
purpose of the study. Individuals will be given the option to refuse to participate if

the so wish. The dignity, privacy and interest of the participants was treated with

utmost respect. Research data from this study was confidential and all participants

remained anonymous. Where required and deemed necessary, due credit was given

to parties contributing to the research. Bryman (2011) states that it is the researcher

bears the responsibility of carefully assessing the possibility that the research may

cause harm to the participants, and to the extent that it is possible, the possibility of

harm should be minimized.

39
 CHAPTER FOUR

So far in the study, the focus has been on the general background of the research

topic, literature review and the methodology used in carrying out the research

work.

4.0 ANALYSIS OF DATA

4.1 Presentation of Data

SECTION A: Demographic Characteristics of Respondent

Table 4.1: Gender

40
From table 4.1, it could be seen that there are more males respondents when

compared to the females in the data collected.

Table 4.2: Age

41
Table 4.2 tells us that higher numbers of the respondents below 30 years are

logistics personnel followed bythose respondent within the age of 30-39, then 40-

49 years and lastly 50-59 years.

Table 4.3: Cadre of office

Table 4.3 shows the offices of the respondents and we see that a total of 109

respondents are junior officers while 41 are senior officers.

Table 4.4: Specialized logistics training received

42
Table 4.4 displays the logistics training level the respondents have, and from the

table we can see that a larger number of the respondents are in the advanced level

followed by those that have undergo the basic level training, then other levels of

training.

Table 4.5: Specialized logistics training received

43
Table 4.5 shows the time each respondenthas worked in the logistic department

and from our data higher respondents have worked within the time frame of 1-3

years followed by 4-6 years, then 7-9 years while the least number of respondents

have worked for a time frame of 10 years and above.

4.2 Regression Analysis

A multi-regression was generated to establish the combine variables destination

distance, demand and duration. The multi-regression analysis also provided the

relative importance of each of the variables with respect to Logistic support.

Table 1:
Model Summary

Adjusted R Std. Error of the

Model R R Square Square Estimate
a
1 .558 .789 .693 15161.589
a. Predictors: (Constant), transport time(Duration), Transportation
logistics(Destination), Weight of material needed(Demand),
Distance[km].

Coefficient of determination explains the extent to which changes in the dependent

variable can be explained by the change in the independent variables or the

percentage of variation in the dependent variable (logistic Support.) that is

explained by all the four independent variables (destination,distance, demand and

duration)

44
The four independent variables that were studied, explain 78.9 percent of variance

in Logistic Support as represented by the R 2. This therefore means that other

factors not studied in this research contribute to 22.1 percent of variance in the

dependent variable. Therefore, further research should be conducted to evaluate

other factors that affect Logistic Support to military operations.

Table 2:
ANOVA

Model Sum of Squares df Mean Square F Sig.

1 Regression 828978151.628 4 207244537.907 .902 .465b
Residual 33331700200.7 145 229873794.488
45
Total 34160678352.3 149
73
a. Dependent Variable: SUPPORT
b. Predictors: (Constant), transport time(Duration), Transportation logistics(Destination), Weight of
material needed(Demand), Distance[km]

If the significance p-value is less than 0.05 we reject the null hypothesis that the

model accounts for the variation in the outcome.

Since p-value is more than .05, the model has accounted for a statistically

significant amount of variance in the outcome.

Table 3:
Coefficients

Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 67803.166 7456.034 9.094 .000

45
Transportation 277.700 160.372 .145 1.732 .085
logistics(Destination)
Distance[km] 4.747 34.007 .012 .140 .889
Weight of material .094 .328 .024 .286 .776
needed(Demand)
transport time(Duration) 64.957 110.438 .049 .588 .557

46
a. Dependent Variable: SUPPORT
Duration .675 .536 .379 4.504 .003
a. Dependent Variable: Logistic Support

From the regression findings, the substitution of the equation becomes:

Reg (y) = 67803.166+ 277.700X1+4.747X2 + .094X3+.64.957X4

Where: Y is the dependent variable (Support) X1 is Destination variable, X2 is

Distance, X3 is Demand and X4is the Duration.

4.3 Discussion of Findings

According to the equation, taking all factors (destination,distance,demand and

duration) constant at zero, Logistic Support schemes will be .675.The data findings

also show that a unit increase in Destination variable will lead to a 277.700

increasein logistics Support; a unit increase in Distance will lead to 4.747 increase

in Logistic Support; a unit increase in Demand will lead to a .094 increase in

Logistic Support and a unit increase in Duration will lead to a 64.957 increase in

Logistic Support.

From the results, Destination as a component of Logistic Support contributes most

to the Logistic support, while Distance contributes the least.

The study findings are in line with Charles, (2007) on his study on the Geography

of Conflict who found that destination,demand,distance and duration are key

ingredients in logistic support.

Further Hathorn, (2013) found out that Demand determines the magnitude of the

47
requirement. It is not simply the aggregate consumption of materiel or usage of

medical facilities and other services, but also the pattern, rate of change and

variability across the operation. From the findings,it can be concluded statistically

that destination,demand,distance and duration have a significant input in logistic

support.

CONCLUSION:

CHAPTER FIVE

CONCLUSION AND RECOMMENDATION

5.1 Conclusion

The general objective of the study was to evaluate the factors that affect military

logistics to military operations modeled. Researchers and practitioners have

questioned the effect of military logistics on military operations. The study

findings revealed that distance, destination, duration and demand as logistics

support had a positive influence on military operations. It reaffirms what some of

the previous researchers (Major Herberman, 2010) have found, that for NATO to

field expeditionary forces that can move quickly to wherever they are needed and

sustain the operations over long distance and time and achieve their objectives. The

study further concluded that the 4D’s could be used for prediction of military

operations.

5.2 Recommendation

48
Based on the findings and the conclusions, the study recommends that the Nigeria

Navy and other military forces should invest in superior Logistic Support

equipment’s such as strategic air lift, long haulage vehicles.

Nigeria Navy and other military should also invest in manufacturing for essential

supplies to supplement the commercial sources, in superior technology for

intelligence gathering and information management to provide asset visibility and

inventory management and facilitate specialized pre-deployment training for troops

on logistic support.

The study also recommends that investment in major infrastructure such as road

network and airfields.

Due to the cost implication of the military operations, the government should also

allocate sufficient fundsto effectively undertake its primary role.

49
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52
 APPENDIX I

QUESTIONNAIRE

My name is Ogoniba. I am a Master student of Maritime Management Technology

department, Federal University of Technology, Owerri. As part of meeting the

requirements for the award of Master in Maritime Management degree in Project

Management, I am carrying out this research to Effect of Military logistic on

military operation. Your co-operation is therefore needed for the successful

execution of this research. Any information provided shall be kept confidential and

only be used for the purpose of this research. Thank you for your co-operation.

53
SECTION A: PERSONAL INFORMATION

Section A: Demographic characteristic of the Respondents

1. Gender (Please tick)

Male

Female

2. Age (Please tick)

Below 30 years

30-39 years

40-49 years

50 - 59 years

60 years and above

3. Cadre of Office

Junior Officer

Senior Officer
54
 4. Level of education

Degree

Postgraduate

Others

5. Specialized logistics training received

Basic Logistics

Advanced Logistics

Others

6. Time worked in that position

1-3 years

4- 6 Years

7-9 Years

10+

Section B: Destination
Parameters of destination
Language
Climate
Austerity of infrastructure and attitudes of
the operation area

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 Reliable knowledge of the environment and
infrastructure

Level of threat in a war zone and its environs

Section C: Demand
Parameters of demand
buffer stocks for unforeseen eventualities

big number of troops

e intensity of operational engagement

operational environment & distance

Section D: Distance
Parameters of distance
Suitable transport and logistics equipment
and facilities
Reliable transport and communication
infrastructure
Accessibility

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 Speed and flexibility are essential for logistic
facilities

Strategic lines of communications are

essential for logistic support operations

Section E: Duration
Parameters of duration
Longer operations consume more logistic
support,
Deployment and support of military
operations consumes heavy funding
Development of local infrastructure is
essential for operational support

Strategic investments are essential in longer

operational undertakings

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