Force Multiplying Technologies for

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Board On Army Science And
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Multiplying Technologies For Logistics
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 COMMITTEE ON FORCE
MULTIPLYING TECHNOLOGIES
FOR LOGISTICS SUPPORT TO
MILITARY OPERATIONS

GERALD E. GALLOWAY, JR., University of Maryland, College Park,

Chair
GERALD G. BROWN, Naval Postgraduate School, California
CHARLES R. CUSHING, C.R. Cushing & Company, New York
STEVEN W. DELLENBACK, Southwest Research Institute, San
Antonio, Texas
THOMAS M. DONNELLAN, Pennsylvania State University, State
College
JULIA D. ERDLEY, Pennsylvania State University, State College
RONALD P. FUCHS, Independent Consultant, Bellevue, Washington
CHARLES F. GAY, Greenstar Foundation, Westlake Village, California
THOM J. HODGSON, North Carolina State University, Raleigh
LEON A. JOHNSON, Independent Consultant, Irving, Texas
GREG H. PARLIER, GH Parlier Consulting, Madison, Alabama
KAUSHIK RAJASHEKARA, University of Texas, Dallas
LEON E. SALOMON, Independent Consultant, Gulfport, Florida
PRABHJOT SINGH, GE Global Research, Niskayuna, New York
BRUCE M. THOMPSON, Sandia National Laboratories, Albuquerque,
New Mexico
DALE G. UHLER, Battelle Memorial Institute, St. Petersburg, Florida

Staff
BRUCE BRAUN, Director, Board on Army Science and Technology
JAMES C. MYSKA, Senior Research Associate, Study Director
NIA D. JOHNSON, Senior Research Associate
DEANNA SPARGER, Program Administrative Coordinator
 BOARD ON ARMY SCIENCE AND
TECHNOLOGY

DAVID M. MADDOX, Independent Consultant, Arlington, Virginia,

Chair
JEAN D. REED, Independent Consultant, Arlington, Virginia, Vice
Chair
DUANE ADAMS, Independent Consultant, Arlington, Virginia
ILESANMI ADESIDA, University of Illinois at Urbana-Champaign
STEVEN W. BOUTELLE, CISCO Consulting Services, Herndon, Virginia
MARY E. BOYCE, Massachusetts Institute of Technology, Cambridge
EDWARD C. BRADY, Strategic Perspectives, Inc., McLean, Virginia
W. PETER CHERRY, Independent Consultant, Ann Arbor, Michigan
EARL H. DOWELL, Duke University, Durham, North Carolina
JULIA D. ERDLEY, Pennsylvania State University, State College
LESTER A. FOSTER, Electronic Warfare Associates, Herndon, Virginia
JAMES A. FREEBERSYSER, BBN Technology, St. Louis Park,
Minnesota
PETER N. FULLER, Cypress International, Springfield, Virginia
W. HARVEY GRAY, Independent Consultant, Oak Ridge, Tennessee
JOHN J. HAMMOND, Independent Consultant, Fairfax, Virginia
RANDALL W. HILL, JR., University of Southern California Institute for
Creative Technologies, Playa Vista
JOHN W. HUTCHINSON, Harvard University, Cambridge,
Massachusetts
BRUCE D. JETTE, Synovision Solutions, LLC, Burke, Virginia
ROBIN L. KEESEE, Independent Consultant, Fairfax, Virginia
WILLIAM L. MELVIN, Georgia Tech Research Institute, Smyrna
WALTER F. MORRISON, Independent Consultant, Alexandria, Virginia
ROBIN MURPHY, Texas A&M University, College Station
SCOTT PARAZYNSKI, University of Texas Medical Branch, Galveston
RICHARD R. PAUL, Independent Consultant, Bellevue, Washington
DANIEL PODOLSKY, University of Texas Southwestern Medical
Center, Dallas
LEON E. SALOMON, Independent Consultant, Gulfport, Florida
ALBERT A. SCIARRETTA, CNS Technologies, Inc., Springfield, Virginia
JONATHAN M. SMITH, University of Pennsylvania, Philadelphia
DAVID A. TIRRELL, California Institute of Technology, Pasadena
MICHAEL A. VANE, DynCorp International, Lorton, Virginia
JOSEPH YAKOVAC, JVM LLC, Hampton, Virginia

Staff
BRUCE A. BRAUN, Director
CHRIS JONES, Financial Associate
JAMES C. MYSKA, Senior Research Associate
DEANNA P. SPARGER, Program Administrative Coordinator
 Preface

Logistics provides the backbone for Army combat operations.

Without fuel, ammunition, water, rations, and other supplies, the
Army would grind to a halt. This fact is frequently acknowledged in
conversation but not as often rewarded in the allocation of resources
necessary to carry out logistics functions. In 1997, I was asked to
chair the Committee to Perform a Technical Assessment Focused on
Logistics Support Requirements for Future Army Combat Systems.
That committee authored the report Reducing the Logistics Burden
for the Army After Next: Doing More with Less.1 The charge to the
1999 committee was similar to the charge to the authoring
committee of this report, the Committee on Force Multiplying
Technologies for Logistics Support to Military Operations—examine
logistics burdens and identify where technology, operating
adjustments, and efficiencies might offer opportunities for
improvements. In 1999, the committee found that there were
several areas in which logistics burdens could be reduced through
the use of emerging technologies. It also identified ways for Army
logistics to be better supported in its analytical efforts. Some of the
committee’s recommendations were adopted, especially with respect
to weapon systems reliability. Other recommendations, however,
were either put into the “too hard box” or the “awaiting funding
drawer.” Now, 15 years later, many of the findings and
recommendations of this report follow in the footsteps of the earlier
report.
This committee is concerned that logistics activities within the
Army do not receive the attention necessary to ensure the effective
sustainment of operational forces on the battlefield over the long
term. Because the logistics community has worked tirelessly to
ensure that soldiers get what they need when they need it, the
assumption is frequently made that these activities are being
performed in the most efficient manner, and at the least fiscal and
personal cost. In research and development, analyses, exercises,
and planning, logistics challenges are often minimized, or the need
to come to grips with them is postponed until another day. A recent
study by the Joint and Coalition Operational Analysis division, a part
of the Joint Staff J-7, identified “enduring lessons” from the past
decade of military operations.2 Although many of the lessons from
that study touched on issues raised in this report, the analysis did
not address any specific logistics topics, even though a substantial
number of the challenges faced over this last decade involved the
sustainment of the force. It is time to give appropriate attention to
logistics.
The National Research Council assembled an outstanding group of
experts to carry out this study. It brought together scientists,
engineers, policymakers, analysts, and logisticians. The members
brought their exceptional expertise and years of experience to the
study. I would like to express my personal appreciation to GEN (ret.)
Leon Salomon, a former Army G-4 and former commander of the
Army Material Command, and also a member of the 1999 committee
that authored Reducing the Logistics Burden for the Army After
Next: Doing More with Less. GEN Salomon served as chair of this
committee when I was not available. I would also like to express my
personal appreciation to the other members of the committee for
their professionalism, willingness to operate in a collaborative
environment during difficult discussions, and to continuously focus
their efforts on providing the most useful study possible to the
United States Army.
The committee very much appreciated the efforts made by
organizations to provide the information that was requested and to
share their insights into the challenges that they and the Army face.
The committee expresses its appreciation to all of those who took
time out of their busy schedules to meet with the committee as a
whole or with individual members. Their dedication to mission
accomplishment was evident. A list of the majority of people and
organizations contacted by the committee is given in Table 1-1, and
a more detailed listing is in Appendix A. At the request of some
interviewees, their names were not included on this list.
This study was directed to be unclassified, and as a result, some
information identified as “For Official Use Only” was not provided to
the committee. This may have resulted in small gaps in the study
coverage.
In its deliberations the committee examined the potential for
developing a strawman research and development (R&D) strategy
for logistics and logistics-related actions, but quickly learned that the
absence of information needed and the complexities of integrating
such a strategy across all Army elements would make such
development infeasible. A strategy begins with a clear definition of
the mission and goals to be achieved. It was clear to the committee
that the Army is in a period of great transition and is seeking,
through organizations such as the Army Capabilities Integration
Center, to better define how the Army will doctrinally and
organizationally meet future challenges and how a new force will be
equipped. Logistics burdens follow equipment choices and tactical
demands, strategies employed and missions assigned to the Army.
Much is said about the Army becoming expeditionary, yet much of
the large forward operating base memory still drives planning.
Development of a strategy for science and technology and R&D
affecting logistics will require agreement on the tradeoffs among
operational capabilities, logistics demands, and personnel
requirements in programs far outside the purview of the G-4. While
the committee determined that development of forward looking
logistics R&D strategy would be infeasible (especially considering
that none currently exists), it did provide advice in Chapter 9 as to
the collaborative development of such a strategy by the Army staff
as a whole.
The committee would like to express its sincere thanks to our
study director, Mr. James Myska. His tireless efforts to provide the
committee the information it requested, identify opportunities to
expand the horizons of the committee, and, of critical importance,
shepherd final writing of the report merits the highest levels of
praise. The committee also expresses its appreciation to Mr. Bruce
Braun, BAST director, Ms. Deana Sparger, and Ms. Nia Johnson for
their assistance to the committee throughout its life.
Finally, the committee would like to pay special tribute to LTG Ray
Mason, the Army G4 at the inception of the study, for his willingness
to undertake this study and to share his personal views on logistics
with the committee. His dedication to the improvement of Army
logistics will make a difference to the Army as a whole in the years
ahead.

Gerald E. Galloway, Chair

Committee on Force Multiplying
Technologies for
Logistics Support to Military
Operations

______________________
1 National Research Council, Reducing the Logistics Burden for the Army After
Next: Doing More with Less, National Academy Press, Washington, D.C., 1999.
2 Joint and Coalition Operational Analysis, Decade of War, Volume 1: Enduring
Lessons from the Past Decade of Operations, June 15, 2012,
http://blogs.defensenews.com/saxotech-access/pdfs/decade-of-war-lessons-
learned.pdf.
 Acknowledgments

This report has been reviewed in draft form by individuals chosen

for their diverse perspectives and technical expertise, in accordance
with procedures approved by the National Research Council’s (NRC’s)
Report Review Committee. The purpose of this independent review
is to provide candid and critical comments that will assist the
institution in making its published report as sound as possible and to
ensure that the report meets institutional standards for objectivity,
evidence, and responsiveness to the study charge. The review
comments and draft manuscript remain confidential to protect the
integrity of the deliberative process. We wish to thank the following
individuals for their review of this report:

Claude M. Bolton, Jr, Claude Bolton & Associates, LLC;

Lillian C. Borrone, NAE, Eno Center for Transportation;
W. Peter Cherry, NAE, Independent consultant;
Walt DeGrange, CANA Advisors, LLC;
Mitra Dutta, University of Illinois at Chicago;
Kathleen Gainey, Cypress International, Inc.;
Mary L. Good, NAE, University of Arkansas at Little Rock;
Michael R. Johnson, NAE, University of Arkansas;
David M. Maddox, NAE, Independent consultant;
M. Frank Rose, Radiance Technologies; and
Robert G. Traver, Villanova University.

Although the reviewers listed above have provided many

constructive comments and suggestions, they were not asked to
endorse the conclusions or recommendations nor did they see the
final draft of the report before its release. The review of this report
was overseen by Claude F. Christianson, independent consultant.
Appointed by the National Research Council, he was responsible for
making certain that an independent examination of this report was
carried out in accordance with institutional procedures and that all
review comments were carefully considered. Responsibility for the
final content of this report rests entirely with the authoring
committee and the institution.
 Contents

SUMMARY

1 INTRODUCTION
Logistics as a Key Battlefield Element
History
Warfare Today
Future Logistics
Previous Studies of Logistics
Statement of Task
Overview of Committee Activities and Approach
Overview of Report
References

2 THE CURRENT LOGISTICS PICTURE

Organization and Responsibilities
Logistics Operations and Players
Logistics in Joint and Combined Operations
Special Operations
Assessing the Logistics Burden
Challenges
References

3 REDUCING THE MAJOR LOGISTICS DEMANDS

Water
Water Requirements
Bottled Water
Water Technologies, Current and Future
Ship-Based Water Production
Rain and Atmospheric Water
Distillation and Nanotechnology
 Individual Water Filtration
Water Testing
Water from Diesel Engine Exhaust
Water Conservation
Transportation of Water
Fuel and Energy
Advanced Engine Programs
Aviation Engines
Ground Vehicle Engines
Hybrid Drive Systems for Propulsion
Auxiliary Power Units
Electric Vehicles
Microgrids, Power Generation, and Distribution
Alternative Energy Sources and Energy Storage
Fuel Cells
Solar
Small Modular Nuclear Reactors
Ammunition
Small-Caliber Ammunition
Caseless, Polymer-Cased, and Case-Telescoped Ammunition
Replacing Lead Bullets
Large-Caliber Ammunition
Ammunition Packaging
Directed Energy
Reducing the Ammunition Burden
Soldier Power
Solar Battery Charging
Lithium-Air Batteries
Small Radionuclide Power Sources
Battery Charging Methods
Single Charger for Various Batteries
Wireless Power Transfer
Soldier Power Integration and Management
References

4 LOGISTICS MOBILITY
 Mobility Into the Theater and Within the Theater
Airlift
Sealift
Hull-Borne Landing Craft
Maneuver Support Vessel to Replace Army Landing Craft
Air Cushion Landing Craft
Ship-to-Shore Connector as a Replacement for LCAC
Logistics Over the Shore
Causeways and Lighters
Offshore Petroleum Distribution System
Containers
Mobility Ashore
Ground Mobility Systems
Prior Autonomy Efforts Relevant to Logistics
Autonomous Vehicle Convoys
Applying Autonomy to Logistics
The Last Tactical Mile
Aerial Systems
Precision Air Drop
References

5 MAINTENANCE, RETROGRADE, AND WASTE

Maintenance
Additive Manufacturing
CBM
CBM+
Connecting CBM to the Supply Chain
Retrograde
Readiness-Responsive Retrograde
Improving Retrograde Efficiency
Synchronizing Retrograde with Depot Repair
Resilient Retrograde Design
Waste
Waste Reduction
Converting Waste to Energy
References
6 LOGISTICS ENTERPRISE INFORMATION SYSTEMS AND
DECISION SUPPORT
Logistics Enterprise Information System
Army Enterprise Systems Integration Program
The GCSS-Army and LMP Systems
Implementation
System Security
Data Integrity
Joint and Coalition Considerations
In-Transit Visibility and Supply Chain Management
Making Better Logistics Decisions
User Access to GCSS-Army Data
Operations Research and Logistics Decision Making
Improving Sustainment Support
(Lack of) Analysis of Logistics Issues Related to Acquisition
Operations Research Support for Logistics
References

7 USE OF CONTRACTORS AND THE ARMY RESERVE

Historical Contract Support
Studies of Operational Contract Support
Integrating Contractors into Planning and Operations
The Army Reserve
The Force
Sustainment Challenges
References

8 OPTIMIZING THE LOGISTICS EFFORT

Joint Operations
Logistics Support of Special Operations Forces
Giving Logistics Its Due
Control of Requirements
Recognition of the Logistics Mission
Logistics Education
Taking Advantage of Technology Innovation
References
9 LOGISTICS-CENTRIC SCIENCE AND TECHNOLOGY AND
RESEARCH AND DEVELOPMENT INVESTMENT STRATEGY
Setting an Azimuth
Taking Advantage of Industry Work
Implementing Logistics S&T and R&D
What Is Important
Reference

10 FUTURE OPERATIONS: HOW IT MIGHT BE

The Threat to Inlandia
The Threat to PACISLANDIA
The Battle for Aridia in 2021

11 FINDINGS AND RECOMMENDATIONS

Key Findings and Recommendations
General
Water
Fuel and Energy
Ammunition
Soldier Systems
Mobility
Additive Manufacturing
Logistics Enterprise Information System
Logistics Decision Support
Use of Contractors and the Army Reserve
Joint Logistics
Logistics Support of Special Operations
Taking Advantage of Technology Innovation
Logistics Science and Technology and R&D Strategy
Findings and Recommendations from the Chapters
Chapter 3—Reducing the Major Logistics Demands
Water
Fuel and Energy
Ammunition
Soldier Power
Chapter 4—Logistics Mobility
 Mobility Into and Within the Theater
Logistics Over the Shore
Mobility Ashore
Chapter 5—Maintenance, Retrograde, and Waste
Maintenance
Connecting CBM to the Supply Chain
Retrograde
Waste
Chapter 6—Logistics Enterprise Information Systems and
Decision Support
Logistics Enterprise Information System
Making Better Logistics Decisions
Chapter 7—Use of Contractors and the Army Reserve
Integrating Contractors into Planning and Operations
The Army Reserve
Chapter 8—Optimizing the Logistics Effort
Logistics Support of Special Operations Forces
Giving Logistics Its Due
Taking Advantage of Technology Innovation
Chapter 9—Logistics-Centric Science and Technology and
Research and Development Investment Strategy
Setting an Azimuth
Taking Advantage of Industry Work
Implementing Logistics Science and Technology and
Research and Development

APPENDIXES

A Committee Activities
B Biographical Sketches of Committee Members
C Statement of Task
D Sea State
E Containers
F Management Innovation as a Strategic Technology
G Sustainment Readiness Levels
 Tables and Figures

TABLES
S-1 Daily Resupply Requirements for a FIB and HBCT from CAMEX
2008 (tons)
S-2 Road Map and Areas to Focus Logistics S&T and R&D Efforts

2-1 Daily Resupply Requirements for a FIB and HBCT from CAMEX
2008 (tons)
2-2 Four-Day Sustainment Requirements for an HBCT and How
the Required Cargo Was Delivered
2-3 Four-Day Sustainment Requirements for a FIB and How the
Required Cargo Was Delivered
2-4 Total Sustainment Requirements Over CAMEX 2008 and How
those Requirements Were Delivered

4-1 Percentage of Time Different Littoral Areas Experience Sea

State 3 or Less
4-2 Major Classes of Army Hull-Borne Landing Craft
4-3 Planned Capabilities of the MSV, by Class

7-1 Contractor Support Breakout in Afghanistan, 2014

7-2 Breakdown of Contractor Personnel in Afghanistan in 2010,
2012, and 2014

9-1 Road Map and Areas to Focus Logistics S&T and R&D Efforts

D-1 Various Sea State Classification Systems

FIGURES
2-1-1 Aerial view of the hospital at Bagram Airfield
2-1 Phases of notional operation plan phases versus level of
military effort

3-1 A containerized system of 100 kW rolls of flexible photovoltaic

cell arrays
3-2 The High Energy Laser-Mobile Demonstrator (HEL-MD)
3-3 Soldiers unpack ammunition and prepare it for use during
predeployment training at Fort Riley, Kansas
3-4 Two concepts for D-cell sized radionuclide power sources

4-1 MCRS-16, modeling and simulation overview of the flow of

forces and materiel from the United States to an overseas
contingency
4-2 The strategic mobility triad
4-3 Artist’s concept of an LMSR alongside, and transferring cargo,
to an MLP
4-4 LCM-8
4-5 LCU-2000
4-6 Logistics Support Vessel
4-7 Artist’s conception of an MSV-light
4-8 LCAC
4-9 Artist’s concept of an SSC
4-10 Deployed JLOTS causeway segments
4-11 ELCAS-M in place
4-12 INLS
4-13 Artist’s conception of the LCMS in use by an M1 Abrams
4-14 The USNS Wheeler
4-15 An example of a road train
4-16 Ground Unmanned Support Surrogate undergoing testing
4-17 Artists’ renderings of ARES
4-18 JPADS
4-19 Helicopter sling for delivering cargo by JPADS, during testing

5-1 The prognostic replacement alert signal and order ship time
(OST)
5-2 Test results for the AH-64 nose gear box

6-1 Army Logistics Enterprise Systems

6-2 Difference between the data resident in ERP systems, labeled
“Operational,” and the data in prognostic, predictive, and
prescriptive analytics, labeled “Analytical”
6-3 Officer ORSA (Army Functional Area 49) authorizations in AMC
from FY1988 through FY2003
6-4 Civilian ORSA strength in AMC from FY1990 through FY2002

7-1 Contractor personnel and their functions in Iraq, 2008-2012

7-2 Size of the contractor workforce, by functional area, in
Afghanistan in 2010 and 2012

F-1 Transformational analytics: Capacity, inventory, and knowledge

F-2 Management innovation for improved logistics decision-making
F-3 An organizational construct for an engine for innovation

BOXES
2-1 Base Camps in Iraq and Afghanistan

3-1 Current Army Research Efforts in Energy Efficiency and Fuel

Demand Reduction
3-2 Types of Hybrid Power Trains
3-3 The Ammunition Industrial Base

6-1 The Value of Analysis

8-1 Integrating Army and SOF Support Activities

 Abbreviations and Acronyms

A2/AD anti-access/area denial

AESIP Army Enterprise Systems Integration Program
AFSB Afloat Forward Staging Base
AGC Army Geospatial Center
AMAS Autonomous Mobility Appliqué System
AMC Army Materiel Command
ARES Aerial Reconfigurable Embedded System
ASL Authorized Stockage List

CAMEX computer aided map exercise

CASCOM Combined Arms Support Command
CAST Convoy Active Safety Technology
CBM condition-based maintenance
CBM+ condition-based maintenance-plus
CBRNE chemical, biological, radiological, nuclear, and
explosives

DARPA Defense Advanced Research Projects Agency

DE directed energy
DLR depot level reparable
DoD Department of Defense

ELCAS-M elevated causeway system-modular

ERP enterprise resource planning
ESC Expeditionary Support Command

FIB fires brigade

GCSS-Army Global Combat Support System-Army

GPH gallons per hour

HBCT heavy brigade combat team

HEL-MD High Energy Laser Mobile Demonstrator

ICAAPS Intelligent Collaborative Aging Aircraft Spare

Parts Support project
INLS Improves Navy Lighterage System
ISPDS Integrated Soldier Power and Data System
IT information technology
ITEP Improved Turbine Engine Program

JHSV Joint High Speed Vessel

JLOTS Joint Logistics Over-the-Shore
JOEI Joint Operational Energy Initiative
JPADS Joint Precision Airdrop System

LCAC Landing Craft Air Cushion

LCM Landing Craft, Mechanized
LCMS Lightweight Modular Causeway System
LCU Landing Craft, Utility
LMP Logistics Modernization Program
LMSR Large, Medium-speed, Roll-on/Roll-off Ship
LOC line of communication
LOTS logistics over-the-shore
MASMC Mobile Aircraft Sustainment Maintenance
Capability
MBF mission-based forecasting
MLP Mobile Landing Platform
mpg miles per gallon
MRE meal-ready-to-eat
MSV Maneuver Support Vessel

NDU National Defense University

NRC National Research Council

OEF Operation Enduring Freedom

OIF Operation Iraqi Freedom
OR operations research
ORSA operations research/systems analysts

PV photovoltaic

R&D research and development

RBS readiness-based sparing
RCM reliability-centered maintenance
RFID radio frequency identification
ROWPU reverse osmosis water purification unit

S&T science and technology

SARTRE Safe Road Trains for the Environment
SMR small modular reactor
SMSS Squad Mission Support System
SOCOM Special Operations Command
SOF special operations forces
SOFC solid oxide fuel cell
SRL sustainment readiness level
SSA Supply Support Activity
SSC Ship-to-Shore Connector

T&E test and evaluation

TARDEC U.S. Army Tank Automotive Research,
Development and Engineering Center
TOC theory of constraints
TRAC U.S. Army Training and Doctrine Command
Analysis Center
TRADOC U.S. Army Training and Doctrine Command
TRANSCOM U.S. Transportation Command
TRL technology readiness level
 Summary

MILITARY LOGISTICS
The mission of the United States Army is “to fight and win our
nation’s wars by providing prompt, sustained land dominance across
the full range of military operations and spectrum of conflict in
support of combatant commanders.”1 Accomplishing this mission
rests on the ability of the Army to equip and move its forces to the
battle and sustain them while they are engaged. This is Army
logistics.
Technology has enabled military forces to become far more
effective and lethal than they ever were in the past, but these
improvements have come at a cost. Much of the equipment is
heavier and more complex and requires more support than similar
systems in the past. The pace of battle has dramatically accelerated,
and deployment times for the engaged forces have been reduced.
The U.S. military must be prepared to fight anywhere on the globe
and, in an era of coalition warfare, to logistically support its allies.
While aircraft can move large amounts of supplies, the vast majority
must be carried on oceangoing vessels and unloaded at ports that
may be at a great distance from the battlefield. As the wars in
Afghanistan and Iraq have shown, the costs of convoying vast
quantities of supplies is tallied not only in economic terms but also in
terms of lives lost in the movement of the materiel. As the ability of
potential enemies to interdict movement to the battlefield and
interdict movements in the battlespace increases, the challenge of
logistics grows even larger.
For the past 13 years, the Army has been engaged in a hybrid
warfare scenario. In Iraq, the conflict began with near-conventional
warfare, moved to fierce fighting in an urban environment, and then
engaged in efforts to provide stability to a nation in turmoil. In
Afghanistan, conventional conflict was mostly bypassed as entering
forces began warfare in urban environments and then took on
stability operations. In both cases, logistics began with support of
frontline military operations and transitioned over time to a logistics
structure that closely paralleled, in many respects, the massive
system that existed to support U.S. forces in Europe during the Cold
War and coalition forces during the war in Vietnam. A significant part
of U.S. and coalition forces was committed to supporting logistics
and those who were providing logistics.
The wars in Afghanistan and Iraq have been unlike those that
occurred under more conventional circumstances. While the initial
phase of Operation Iraqi Freedom was more conventional (i.e., units
in formations engaging other military units over several weeks), the
remainder of the war became a mix of asymmetrical unconventional
war and short periods of conventional urban warfare. The war in
Afghanistan has been unconventional since its beginning and
provided few opportunities for formations to engage in combat of
the kind that has occurred in the past. Over time, the sustainment
for U.S. forces fighting these exceptionally long wars came to reflect
the logistics support conditions, and their support bases were
structured much like those, found in the United States or a partner
country outside combat zones. In both cases, the lines of supply,
both air and land, were extensive and involved heavy support from
contractor personnel.
U.S. forces were used in roles they were not equipped or trained
for in both Operation Enduring Freedom and Operation Iraqi
Freedom (e.g., artillery and other units were carrying out
transportation security missions), and the nature of the operations
over time involved individual battles, each battle having a different
supply character. It is difficult to develop insight into what future
logistics burdens might be based on what has occurred over the past
13 years. It is clear that there was a continuous, heavy logistics
burden on the system in both Iraq and Afghanistan, but whether the
demands from these wars will be seen again in future wars in other
geographic locations is hard to say.
 As a result, in 2008 the Combined Arms Support Command
conducted a Computer Assisted Map Experiment (CAMEX 2008)
using a scenario developed for the purpose of testing future
operational and sustainment concepts and equipment (CASCOM,
2008). CAMEX 2008 represented the Combined Arms Support
Command’s assessment of the operational challenges of routine
sustainment for the force in 2016 and identified daily resupply needs
for a heavy brigade combat team (HBCT) and a fires brigade (FIB).
The distribution lines of communications in CAMEX 2008 ran from
the aerial port of debarkation to the brigade support area and then
to the forward support company in the HBCT and FIB. Of the
projected major requirements for the combination of the HBCT and
FIB, 90 percent of the demand by tonnage was for fuel, ammunition,
and water. Although repair parts and batteries were of great
importance for operational assurance, they constituted less than 0.1
percent of the demand. These data are presented for illustrative
purposes in Table S-1. Any variations from the conditions set out in
the planning scenario used in CAMEX 2008 would result in different
data. For instance, since CAMEX 2008, the HBCT has been
reorganized to include an additional maneuver battalion. This will
affect the sustainment requirements. The committee does not
believe, however, that the fact that fuel, water, and ammunition
dominate the logistics demands would change.
As the Army moves into the next decades, it will likely be dealing
with conflicts different from those it has fought since 9/11 and those
considered in CAMEX. Both the Marine Corps and the Army now
speak in terms of expeditionary missions and expeditionary forces.
Getting to the battle site as quickly as possible and concluding
whatever mission is assigned to the Army as fast as possible is
paramount. This new approach is made all the more difficult by the
global nature of the conflicts and potential conflicts that have
emerged. The distances involved in Pacific operations are
extraordinary and will stress every facet of logistics for all services.
At the same time, force structure and resources are being reduced,
and there is little certainty as to how far the tightening and resource
reductions will go. It is a matter of having to do more with less. But
no matter how the nature of battle develops, logistics will remain a
key factor.

TABLE S-1 Daily Resupply Requirements for a FIB and HBCT from CAMEX 2008
(tons)

NOTE: CAMEX, Computer Assisted Map Experiment; FIB, fires brigade; GLOC,
ground lines of communication; HBCT, heavy brigade combat team.
SOURCE: CASCOM (2008).

EXAMINING ARMY LOGISTICS

This report responds to a request from the U.S. Army G-4,
Logistics, which asked the National Research Council (NRC) to
explore Army logistics in a global, complex environment that includes
the increasing use of anti-access and area-denial tactics and
technologies by potential adversaries. The NRC was asked to
describe new technologies and systems that would reduce the
demand for logistics—the tonnages referred to above—and meet the
demand at the point of need, make maintenance more efficient,
improve inter- and intratheater mobility, and improve near-real-time,
in-transit visibility. The NRC was also asked to explore options for the
Army to operate with the other Services and improve its support of
Special Operations Forces (SOF). Finally, the NRC was to provide a
logistics-centric research and development (R&D) investment
strategy and illustrative examples of how improved logistics could
look in the future. In response to this request, the NRC Board on
Army Science and Technology established the Committee on Force
Multiplying Technologies for Logistics Support to Military Operations.
The committee examined the technologies, the organizational
efficiencies, and adjustments in human capital that potentially would
have the most impact on logistics operations. It met with members
of the R&D community and civilian and military operational and
logistics practitioners from the Services, joint organizations, and
industry.

ENHANCING ARMY LOGISTICS

The Army is moving into a new, more austere and more joint
environment and must develop its equipment and prepare its
personnel, force structure, decision making, and concepts of
operation for a more expeditionary approach, one with a reduced
logistics footprint. Unfortunately, there is no single solution to the
logistics challenge. Reducing the footprint will require efforts in every
area in which the Army is engaged, and success will result from full
engagement with this challenge across the Army, not just in the
logistics community.
This engagement will begin efforts to reduce the bulk and weight
of Army logistics (e.g., ammunition, fuel, and water). It will seek
methods to increase the reliability and reduce the maintenance
requirements of equipment in the hands of our soldiers. It will
require more efficient management approaches and permit those in
the field to be part of logistics processes. It will seek to let soldiers
in the field know where their supplies and repair parts are in the
pipeline. It will address the need to link operational requirements for
new systems with the logistics loads they create and the life-cycle
costs they must pay. Recognizing that every new burden added to
the system adds force structure and the requirement for logistics to
support that structure, it will consider the personnel and system
risks that develop from such actions.
The committee provides recommendations on areas in which
burden-reducing R&D efforts should be focused, identifies areas in
which logistics efficiencies could be obtained, and reviews the status
of the Army’s role within the joint logistics effort. Although Table S-2
lists items related to reducing the burden, other science and
technology (S&T) or R&D work may be needed to address areas like
decision support, cultural changes, etc.
TABLE S-2 Road Map and Areas to Focus Logistics S&D Efforts
 KEY FINDINGS AND RECOMMENDATIONS
The committee’s overall priorities are set out in the Key
Recommendations, which represent the committee’s identification of
the actions that it believes need to be taken to reduce the logistics
burden and improve the efficiency of Army logistics. The first Key
Recommendation carries the highest priority. The subsequent Key
Recommendations follow the structure of the report and are
essentially equally important. They address technologies, operating
procedures to include resourcing, decision-making, education, joint
and special operations support. If there is going to be substantive
improvement in the logistics system the Army relies on for its
sustainment, all of the Key Findings accompanying these
recommendations must be recognized and all of the Key
Recommendations addressed. They are substantively intertwined.
Key Findings and Recommendations either rest on one or more
underlying findings and recommendations in the report body or
represent a finding and recommendation drawn from the substance
of the report or a section as a whole. Where the former is the case,
the pertinent findings and recommendations are noted in brackets.
The committee’s priorities for R&D investments are given in Tables
S-2 and 9-1 and represent the professional judgment of the
committee in assessing the technologies behind the technology-
based recommendations in the report. High-priority investment areas
represent a coalescence of a promise of a substantial reduction in
logistics burden and/or a reduction in resource demands and a
committee judgment that the programs are achievable within the
next decade or sooner and meet an immediate operational need
identified by the Army. However, these priorities are closely tied to
the force structure the Army chooses or is directed to implement.

General
Key Finding 1. Logistics activities within the Army do not receive
the attention necessary to ensure the effective sustainment of
operational forces on the battlefield over the long term. This is
because, unlike things that directly affect combat effectiveness, it is
difficult to understand the ultimate impact of logistics activities on
Army capability. In R&D, analyses, exercises, and planning, logistics
challenges are often minimized or postponed to be addressed
another day. As a result, when systems are developed or plans are
executed, the logistics enterprise is placed in a catch-up position,
significantly reducing its ability to support the ongoing operations.
Capability requirements, along with off-the-shelf solutions that
create logistics burdens, are outpacing the development and fielding
of burden-reducing logistics and logistics-related technologies.

Key Recommendation 1. Senior Army leadership should ensure

that adequate resources and priorities are given to logistics activities
across the spectrum of Army activities, including research and
development, analytical support, force structure, military education,
and operational planning.

Water
Key Finding 2. As a matter of doctrine, bottled water is used in the
initial stages of operations until the bulk purification, storage, and
distribution of water can be established. The use of bottled water
weighs heavily on the logistics systems, puts soldiers and civilians at
risk to deliver it, and generates a significant waste burden. Because
of the availability of contractor-provided bottled water in Iraq and
Afghanistan, earlier peacekeeping missions, and humanitarian
assistance and disaster relief missions, the Army reduced its organic
active force capability to provide water at the point of need and is
now heavily reliant on the use of bottled water.

Key Recommendation 2. The Army should rely on its existing

water technologies, and adopt or develop appropriate additional
technologies, to satisfy water demand at the point of need and limit
the use of bottled water except where the situation dictates its use
e.g. for humanitarian assistance and disaster relief operations.

Fuel and Energy

Key Finding 3. Emerging technologies such as the improved
turbine engine program and high-efficiency drive systems would
provide significant reductions in fuel demand for aircraft, the M1
Abrams, and the M2 Bradley and increases in system efficiencies.
Selective use of hybrid and electric vehicles in rear areas would
reduce fuel demands. Use of high-efficiency auxiliary power units
could not only reduce fuel demands but could also enable use of
electric systems in vehicle design. Advancements in fuel cell design,
micro- and smart-grid employment, and battery efficiency would
similarly reduce the demand for fuel. Use of small modular nuclear
reactors in rear areas could provide large-scale power sources. [This
is based on Findings 3-12, 3-14, 3-15, 3-16, 3-17, 3-19, and 3-22.]

Key Recommendation 3. The Army should strongly support

continued development and fielding of a portfolio of promising
technologies to reduce fuel and energy demand, including
acceleration of the improved turbine engine program and more fuel-
efficient engines for the M1 Abrams and the M2 Bradley or their
replacements, recognizing that it will take success in several areas to
reduce the overall demand. [This is based on Recommendations 3-
12 and 3-14.]

Ammunition
Key Finding 4. Precision munitions potentially offer significant
reductions in required munition expenditures and qualitative
improvements in effectiveness, thereby reducing ammunition
demand and its logistics burden. The additional costs of precision
munitions must be weighed against the total costs of employing
nonprecision munitions in the aggregate, from the ammunition plant
to the target. Similarly, initial tests of directed energy weapons have
indicated both their effectiveness and the reduction in logistics
support required for their employment. [This is based on Findings 3-
25 and 3-27.]

Key Recommendation 4. The Army should adopt the use of

precision munitions as widely as practical within mission
requirements, and should use directed-energy weapons systems if
ongoing tests are successful. [This is based on Recommendations 3-
21 and 3-23.]

Key Finding 5. The planning of Army production, transportation,

maintenance, storage, and expenditure of ammunition are carried
out as relatively independent activities that have successfully
supported military operations and has improved the efficiency of
several elements of the ammunition supply chain. However, there is
no indication that the Army is taking advantage of usage data from
the past 25 years, experience from changes in weapons technology
over past decades, or future opportunities that may exist to lessen
the ammunition burden. There has been no significant effort to
examine ammunition as a system or which ammunition mixes will
provide the optimum combination of fires effectiveness and logistics
burden minimization. The recent “Improve/Lean & Control Phases
(Combined) Gate Review” by the Program Executive Office
Ammunition could provide the baseline for the development of the
optimum mix of weapons system effectiveness and logistics burden
reduction.2

Key Recommendation 5. As one of the largest logistics burdens

faced by the Army, it is imperative that the Army maintain
cognizance over all aspects of the ammunition supply chain and
identify steps that could be taken to ensure the effectiveness of the
support provided to combat units and the potential for reductions in
the ammunition tonnages that needs to be moved in battle
situations. The Army should conduct a comprehensive analysis of the
ammunition system with a view toward linking analysis of battlefield
experience with the operations of the system as a whole.

Soldier Systems
Key Finding 6. Over the past decade, the effectiveness of the
individual soldier has been increased by on-person combat support
systems. However, at the same time, the weight the soldier must
carry has increased. Technologies for effectively meeting power
demands for individual soldiers are emerging and offer the potential
to reduce soldier load and increase soldier trust in the power
reliability of carried systems. [This is based on Findings 3-28, 3-29,
3-30, 3-31, 3-32, 3-34, and 3-35.]

Key Recommendation 6. The portfolio of projects under way to

reduce the weight of power supplies for an individual soldier should
be given emphasis, and the resulting equipment should be fielded as
soon as possible. [This is based on Recommendations 3-25, 3-26, 3-
27, 3-29, and 3-30.]

Mobility
Key Finding 7. The Army will be dependent on its organic
watercraft capabilities for much of its intratheater transportation in
many areas of the world. The age and capabilities of the watercraft
currently in the inventory will limit such support. They are slow, have
insufficient capacity, are too few in number, are highly sensitive to
sea state, and could be impediments to efficient and effective
logistics in the Asia-Pacific theater. [This is based on Findings 4-2
and 4-4.]

Key Recommendation 7. The Army should maintain priority

support for the acquisition of the Maneuver Support Vessel (MSV)
(Light) and concurrent development of the MSV (Medium) and the
MSV (Heavy). It should also consider the acquisition of the Ship-to-
Shore Connector vessel under the Navy program. [This is based on
Recommendations 4-2 and 4-3.]

Key Finding 8. Autonomous vehicle technologies offer a significant

opportunity to automate military operations in an effort to improve
logistics operations. Unmanned and remote-controlled helicopters
and precision air drop systems can significantly reduce the demand
for ground-based resupply of forward areas in high-risk or limited-
access situations. Resupply operations over the last tactical mile
could be efficiently performed by autonomous vehicles to reduce the
risks to supply vehicle operators and lighten the load that small units
currently must carry. Autonomous vehicles are ready to be deployed
in constrained settings with limited obstacles and established routes.
They are not yet ready to deploy in operational settings with rough
terrain or unpredictable routes. Unmanned and remote-controlled
helicopters have been effectively employed by the Marine Corps for
resupply in Afghanistan on a test basis, and development continues.
[This is based on Findings 4-9, 4-11, 4-12, and 4-13.]

Key Recommendation 8. Autonomous vehicle technologies should

be implemented in phases, starting with what is possible now using
semiautonomous technologies, such as leader-follower, so that
incremental improvements to logistics can be realized as the
technology matures. Research and development should be continued
to develop these technologies for use in challenging, unpredictable
environments that are currently beyond the capabilities of these
technologies. The Army should work with the Marine Corps to
combine research and development efforts to develop a common
autonomous aerial support capability for logistics. The Army should
continue to support rapid development and fielding of precision
airdrop for sustainment to forward areas and pursue a helicopter-
borne Joint Precision Airdrop System capability to expand its overall
sustainment options and capabilities. [This is based on
Recommendations 4-7, 4-10, and 4-11.]
 Additive Manufacturing
Key Finding 9. Additive manufacturing provides an emerging
capability to produce components in support of Army logistics
system needs at the point of need and to improve the
responsiveness of the Army maintenance system. Present additive
manufacturing efforts are ongoing across the Army and are close to
the state of the art. However, additional development is required to
(1) fully realize the benefits of additive manufacturing and (2) make
it widely useful forward of fixed facilities, such as depots, given the
current heavy power demands and challenges in base material
management and standard setting. [This is based on Findings 5-1
and 5-2.]

Key Recommendation 9. The Army should leverage the industry

investments in additive manufacturing and support technology areas
that map to the Army’s specific needs and implementation
constraints. The Army should support standards development that
would form the basis for qualifying components produced by additive
manufacturing. [This is based on Recommendations 5-1 and 5-2.]

Logistics Enterprise Information System

Key Finding 10. The Army Logistics Enterprise System, which
includes the Army Enterprise Systems Integration Program Hub, the
Global Combat Support System-Army (GCSS-A), and the Logistics
Modernization Program (LMP), is a viable approach to support
efficient and effective logistics for the Army. The Army has expended
considerable resources on implementing what may be the largest
enterprise resource planning system ever. The other Services have a
mixed record of success in implementing such systems. Successful
implementation of the program will require strong and continuous
support and an understanding by Army leadership of the challenges
and opportunities that the continuously evolving systems will face.
In addition to the ever-present technical issues that will develop,
there will be a need to develop new decision support tools and
applications that can utilize GCSS-A and LMP data and to pay
attention to cybersecurity issues as the threats evolve. [This is based
on Findings 6-1, 6-2, 6-3, and 6-4.]

Key Recommendation 10. To ensure that the Army Logistics

Enterprise Systems is fully implemented and operated efficiently over
its life, the Army should provide constant resource and
organizational support for the Army Enterprise Systems Integration
Program, the Global Combat Support System-Army, and the Logistics
Modernization Program, even after full implementation of the initial
systems and related tools and applications. Without such support,
the overall system will rapidly atrophy. [This is based on
Recommendation 6-2.]

Key Finding 11. The U.S. Army logistics network has made
considerable progress in improving in-transit visibility to the supply
support activity and the unit motor pool. Estimated shipping dates
and advanced shipping notices are routinely provided, which has
improved availability and readiness. More confidence in the system
might be realized by also letting the end user/soldier know about the
availability of the item he or she requested from the supply system.
The benefit of this would be a reduction in the current practice of
placing redundant orders due to a lack of confidence in the supply
system.

Key Recommendation 11. Using the capabilities of Global Combat

Support System-Army and the Logistics Modernization Program, the
Army, in conjunction with industry, should compare the costs and
benefits of extending the in-transit visibility to the end
user/individual soldier to those of the current systems. [This is based
on Recommendation 6-5.]

Logistics Decision Support

Key Finding 12. Modeling and simulation and systems analysis
capabilities in support of Army logistics are insufficient to evaluate,
compare, and contrast various S&T initiatives and their respective
impacts on both the force structure alternatives currently under
consideration and the outcomes across the spectrum of operations.
(This same condition was identified in the 1999 NRC report Reducing
the Logistics Burden for the Army After Next. (NRC, 1999)) When
systems are being developed, the results of logistics analyses are not
quantified in terms of warfighting effects or the impact they might
have on the logistics system as a whole (e.g., adding fuel capacity to
a vehicle family may result in a need for additional fuel transport
vehicles, with the accompanying additions to force structure). As a
result, logistics systems and logistics requirements do not fare well
when competing with other types of systems or subsystems.
Because logistics decisions are complex and often mostly subjective
and because they have great impacts on life-cycle cost, investment
in decision support systems for logistics could result in significant
savings over a system’s life cycle. The Army’s ability to perform
informed logistic studies and analyses has eroded over the past two
decades to the point where there is little intrinsic capability left to
conduct these analyses. [This is based on Findings 6-15, 6-16, 6-17,
6-18, and 6-19.]

Key Recommendation 12. The Army should revitalize its logistics

analysis capability by acquiring the necessary tools and qualified
military and civilian analysts in quantities commensurate with the
number and impact of logistics decisions that need to be made.
Modeling, simulation, and analysis tools need to be improved to
explicitly include logistics factors. [This is based on
Recommendations 6-14 and 6-16.]

Use of Contractors and the Army Reserve

Key Finding 13. Contractors and the Army Reserve represent
important elements of the Army and joint logistics team and, given
Another random document with
no related content on Scribd:
frémissantes, les jarrets tendus, les ailes et la croupe en
mouvement. Et quel blanc que le leur : chaud, velouté, immaculé !
Puis j’allai vers un enclos où cent vingt poules blanches, à
l’adorable crête rouge, picotaient. Une quantité de coqs s’en
donnaient dans ce sérail : ils violaient, violentaient, harcelaient les
poulettes qui s’encouraient éperdues ; mais, prises au vol, elles y
passaient. Sous un arbre, des groupes nichaient par terre, le ventre
dans un creux, d’autres picotaient sans répit, sans souci, celles-là,
des coqs ardents qui les harcelaient toutes. Sur le vert tendre du
printemps, elles se détachaient si fraîches, si pimpantes que mon
spleen me quitta du coup.
— Vous devez avoir beaucoup d’œufs ? dis-je au gardien.
— Nous pas : le directeur.
— Si le directeur a les œufs, il doit les vendre pour arriver à
nouer les deux bouts, car le jardin périclite et s’est déjà fortement
endetté.
Puis j’allai voir les singes.
Plus de la moitié sont morts de privations et on ne peut les
remplacer.
— Ils n’ont pas ce qu’il leur faut, me dit le gardien.
Il est vrai que je les vis grignoter des fèves, et du maïs, au lieu
des figues, des oranges et autres bonnes choses qu’on leur donnait
avant. Des figues ! des oranges ! Oh ! que je voudrais en manger
moi-même !
Dans la salle des singes, on a installé les perroquets sur leurs
perchoirs. Ces bêtes au plumage magnifique me donnaient envie de
les étrangler : l’une après l’autre, elles s’étaient mises à crier en
chœur, avec des voix si discordantes et perçantes que les vitres
tintaient comme si elles allaient se briser. Hou, les sales bêtes ! elles
suent la stupidité et leur beau plumage en devient discordant lui-
même !

17 juillet 1918.
 C’est adorable, mais gênant. Je lis au lit ; une nuée de papillons
de nuit, fauves, velus, à grosse tête ornée de panaches, voltigent
lourdement autour de ma tête, sur mon oreiller, en laissant derrière
eux une poudre jaune comme du pollen. Je ne puis dormir : nuit
d’orage, de pluie battante, de chaleur moite. Je dépose le Journal
des de Goncourt et vais au balcon pour me rafraîchir. Il fait un noir
opaque, fouetté par des émanations qui illuminent tout le pays, et en
bas, dans le jardin, j’aperçois un ver luisant qui brille, même quand
les éclairs embrasent tout : il s’occupe bien des intempéries, celui-
là… Je scrute la nuit, mais je ne vois pas voltiger l’amoureux
phosphorescent, incandescent, qu’elle appelle, et elle luit, luit, dans
le gazon inondé…
Quant à mes oreillers, ils sont couverts de papillons : rien n’égale
leur beauté, leur variété de formes, de couleurs, et le précieux des
tissus : jamais manteau de déesse n’a pu approcher de cette
délicate opulence. Mais, mes chéris, où voulez-vous que je pose ma
tête ? Vous me préparez une nuit blanche… Voilà, ils se fourrent
dans mes cheveux, mon cou… Je vais chercher mon verre
agrandissant… Ah ! ce sont des monstres merveilleux, à tête
énorme, au crâne bossué, à cornes, à trompes, à suçoirs, à pattes
barbelées… Seulement, mes trésors, je voudrais dormir et,
maintenant que je vous ai vus, je voudrais bien me débarrasser de
vous, et vous êtes là d’une familiarité… vous descendez le long de
mon dos, sous mon vêtement, et vous glissez, toutes ailes
déployées, le long de mes draps…
Ça va finir : je vais éteindre, et ils se colleront tous au plafond…

1918.

On lance des mines dans les bruyères. C’est une chute brutale,
pesante, sans écho, qui doit réduire en bouillie ou vous incruster en
terre. Mon Dieu, comme cela m’ébranle le système nerveux !
Dans les pinières où je me promène, il fait délicieux : la pluie
d’hier a rendu le tapis d’aiguilles moelleux ; une légère brise fait
onduler les cimes de pins ; le soleil filtre, le parfum de résine
ressemble à de l’encens : exquis, exquis ! Mes chiens courent et
aboient après un écureuil qui, de terreur, saute d’une haute pinière
dans une basse ; il tombe, ils l’ont ! Non, d’un bond il est de nouveau
en haut ; la chienne, de frénésie, bondit à une hauteur de deux
mètres et embrasse l’arbre ; aïe, elle se déchire le ventre et hurle ;
l’écureuil voltige déjà au loin, poursuivi par les deux chiens.
Rien dans la nature n’est ami ou bienveillant. Voilà des
aéroplanes de guerre qui s’exercent au-dessus des pinières…
Encore des mines, han ! han !… Les merles chantent… Je continue
ma promenade, l’esprit dispersé et ne pouvant se fixer sur rien par
l’agitation que me donne ce bruit.
Voilà encore un joli écureuil, au ventre blanc, que mes chiens ont
découvert ; il veut se mettre en sûreté dans des pins plus élevés ; il
voltige jusque sur le bord d’un chemin. Voyant qu’il ne pourra
atteindre la branche qui avance de l’autre côté, il ricoche à droite, où
une autre s’étend au-dessus du chemin ; il y saute, file en coin, puis,
d’un bond plané, atteint une branche de la plus haute pinière. Alors il
fait tant de méandres que mes chiens perdent sa piste.
Eh bien, il n’y avait pas que de l’instinct dans les agissements de
l’écureuil : il y avait certainement de la réflexion et de la
combinaison.
Au loin le canon ! les mines ! le carnage et le massacre !

1918.

Un gros rhume m’oblige de garder le lit. A portée de la main, je

puis ouvrir et fermer la fenêtre. Entre par le balcon une hirondelle.
Elle se débat contre le carreau, les ailes déployées, la queue étalée,
la respiration haletante. Ah ! la belle créature ! Bleu profond, miroitant
comme du satin. Je ne puis voir la poitrine. Sur chaque penne de la
queue en éventail, une tache blanche, les deux pennes de chaque
côté allongées en pinceau. Dieu, si je pouvais la tenir en main, la
garder un peu, la caresser ! mais elle est déjà affolée, me sentant
derrière elle : il serait cruel de la prendre. Attends, ma chérie.
J’ouvre la fenêtre. Houp ! Elle est partie !
 5 mai 1922.

Je soupe chez la petite femme, avec du lait chaud et du pain de

corinthes.
Mitje et Remi reviennent avec les vaches et nous racontent
comment la génisse rousse, qui n’est encore sortie que quelquefois,
s’est mise à courir et à sauter quand la pluie, qu’elle ne connaissait
pas, est tombée sur elle :
— Nous avons eu toutes les peines du monde à la rattraper, elle
était folle.
Puis Remi dit :
— Quand elle ne sait pas que je la laisse aller sans longe, elle
reste tranquillement à brouter à côté de moi, mais, si elle s’aperçoit
qu’elle est en liberté, elle court vers la bleue, se frotte à elle et lui
lèche le mufle : c’est une curieuse bête.
— Mais, fait Mitje, les vaches s’aiment et se détestent comme les
gens. Si je ne mettais pas, à l’étable, la bleue entre la blanche et la
tachée, elles se démoliraient. C’est la bleue qui arrange tout : le soir,
elle lèche à droite et à gauche, et il faut voir la jalousie de celle qui
doit attendre et comme elle gémit… Et le matin, la bleue est toujours
couchée contre l’une ou l’autre, qui lui lèche à son tour le dos ou le
mufle… Et le long des routes, quand une vache étrangère
s’approche de la bleue, elle la regarde une fois de côté, puis
continue son chemin, tandis que les autres se rapprochent et sont
prêtes à jouer des cornes.
— Oui, ce sont de curieuses bêtes, répéta Remi, mais le moindre
homme vaut mieux que toutes les bêtes.
Je saute sur mes pieds avec une telle violence que Remi en est
tout effrayé.
— Parce qu’elles n’ont pas d’âme, bégaye-t-il.
Ame ! âme ! quelle âme ? et la bleue n’en aurait pas ! Et je
cherche une comparaison.
 — Voyons, Triene, qui se dispute avec tout le monde et ne
cherche qu’à nuire, de fureur de ce qu’elle est laide… Voyons !…
Mais, devant ces six yeux incrédules, je cours vers la porte et
leur crie :
— La bleue, pas d’âme ! Moi, vous savez, je donnerais douze
Triene pour une bleue !

8 mai 1922.

Chez le boucher du village.

Il est planté au milieu de la rue, le col de sa chemise ouvert, la
poitrine nue, les manches retroussées, les bras et le tablier maculés
de sang. Il respire un instant entre deux tueries.
Un porc qui fume encore est, coupé en deux, pendu dans la
boucherie ; un bol est posé à terre sous les moitiés de la tête, pour
recueillir les dernières gouttes de sang. Un autre porc est encore sur
la charrette, étendu en plein soleil dans une caisse en lattes qui
l’immobilise, et un troisième a une corde nouée à une patte de
derrière, qui le retient au garde-fou du pont du petit ruisseau, où tout
à l’heure son sang coulera, car le boucher a bâti expressément au
bord pour y laisser écouler le sang inutile : ce ruisseau alimente
d’eau potable la ville voisine.
Le chien du boucher, un jeune de ma Loulotte, joue autour du
porc attaché par la patte, qui ne demande pas mieux que de se
familiariser et le suit de son pied engourdi, en grognant de manière
amicale.
— Mais, boucher, comme votre chien engraisse !
— C’est parce qu’il est châtré.
— Châtré ! pourquoi ? Un mâle ne vous reviendrait pas plein de
jeunes.
— Non, mais il en ferait partout, et tout le monde aurait un beau
chien comme moi, et ils vendraient les jeunes un gros prix sans que
j’en aie rien. Je ne voulais pas ça.
 — Mais, boucher, une des beautés du berger de Malines est son
tempérament fougueux et féroce, et maintenant c’est une moule. Je
m’étonnais déjà de son air indolent.
— Indolent, lui, ha ! Quand je tue une bête, il m’aide. Pour
saigner un porc, je le couche, n’est-ce pas, je mets un genou sur sa
panse, je tiens un pied d’une main, et de l’autre j’enfonce le couteau.
Eh bien, lorsqu’il gigote, le chien, sans que je le lui aie appris, prend
l’autre pied dans sa gueule et ne le lâche que si le porc ne bouge
plus.
« J’achète mes veaux chez le paysan ; quand je les emmène, ils
refusent de marcher ; alors le chien leur mord la queue, et les veaux
marchent. Et tout cela, je ne le lui ai pas appris : il a compris qu’il
doit m’aider. »
Mais comme je me sens agacée de la mutilation de la belle
créature, je veux lui dire une chose antipathique.
— Eh bien, boucher, si vous ne l’aviez pas émasculé, il vous
aiderait peut-être davantage. Quant aux jeunes qu’il ferait ailleurs, ce
ne seraient que des bâtards, puisqu’il n’y a que le vôtre de vraie race
au village. Et tout le monde vous envierait votre beau chien, tandis
que maintenant…
Et je fais une moue méprisante.
— Oui, on me l’envierait ? et il m’aiderait peut-être encore
mieux ?…
Et une ombre de regret passe dans ses yeux.
Je pars contente.
Le chien mutilé va tout de même flairer les autres chiens.
 TABLE

Pages
Angelinette 7
Je voulais en faire un homme 67
La petite femme et ses enfants 121
Bêtes en cage et bêtes en liberté 183
MAYENNE, IMPRIMERIE CHARLES COLIN
*** END OF THE PROJECT GUTENBERG EBOOK ANGELINETTE
***

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