Military Contribution
THE REVIEW 2017-2018 | THE ROYAL LOGISTIC CORPS FOUNDATION
The current environment The current geo-political landscape is probably the most complex and uncertain in a generation. The reinvigoration of democracy or populism, as witnessed by the election of President Trump in America and a decision by the UK to leave the EU through the BREXIT process has significantly challenged the status quo. At the borders of Europe, a revanchist Russia is flexing its military and non-military might. On the Korean Peninsula, we are seeing a level of tension that could lead to a significant conflict. Meanwhile, with the promise of the Arab Spring now faded, the proxy conflicts within the Middle East continue to demonstrate an appalling appetite for death, destruction and brutal repression of the people. Capping the challenges and threats we face are the enduring global financial situation and risk-averse Western democracies. Starting in 2008, an age of austerity still prevails and any military measures to address these challenges and threats will have to be prioritised against other departments’ requirements. The financial settlement for the Army is likely to come under increasing pressure and efficiencies will be ruthlessly pursued. This means that our leadership must be capable of articulating the Army’s value. They will need to consider carefully where limited financial resource is prioritised and spent. For the RLC, our unique capabilities, professionalism, effectiveness and efficiency must be recognised at every level of leadership. Amongst these challenges, it is important we consider and embrace opportunities in the present. In office, the new American President recognises the value of NATO and the need for all Members to pay their way. A raft of niche and small operations and contributions to the NATO enhanced Forward Presence (eFP) and Very High Readiness Joint Task Force (Land) (VJTF(L)) point to an important expression of UK global influence in the post BREXIT era. Moreover, there is an increased appetite for Joint training overseas; perfect for logisticians.
Joint Force 2025 and Army 2020 Refine Set against an uncertain future, in order to answer the question of ‘where to next?’ for the Corps, we need to understand the higher level direction. The Ministry of Defence articulated the future Defence capability outputs in Future Force 2020 (FF20) and subsequently in Joint Force 2025 (JF25). By 2025, the Joint Force will deliver across the Defence spectrum: • A maritime task group centered on a Queen Elizabeth Class aircraft carrier equipped with F35 Lightning combat aircraft • A land division with three brigades including a new Strike Force • An air group of combat, transport and surveillance aircraft • A Special Forces task group In November 2015, CGS initiated work in the Army HQ to refine the Army 2020 force structure, in response to the SDSR15 and the JF25 proposition. Known as Army 2020 Refine (A2020R), the work was compartmentalised, so for many months, little was known about the change proposals 116
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therein. Whereas the Army 2020 structure was designed principally to deliver five rotations of medium scale stabilisation operations, the new headmark under A2020R is the Army’s ability to field a division that can warfight at scale. Under A2020R, the Army’s Core Outputs are: • The ability to field a modernised division capable of warfighting at scale – the Army’s core strategic output, conferring the broadest range of political choice • The provision of other contingent tasks at high readiness, including much of the foundation of joint capability and two new STRIKE brigades • The provision of forces to deter, shape and understand and promote UK prosperity through Defence Engagement and resilience • The maintenance of a framework for reconstitution and regeneration • The Army will reconfigure to deliver a modernised division capable of warfighting. The 3rd (United Kingdom) Division (3(UK) Div) will deploy as a ‘triangular’ division, force packaged from two STRIKE Bdes and two AI Bdes. The 1st (United Kingdom) Division (1(UK) Div) will focus on Defence Engagement with specialist forces capable of delivering increased Train, Advise, Assist, Mentor activity as part of conflict prevention and capacity building.
Army 2020 Refine – The proposition Overall, the proposition for The RLC under A2020R has seen a realignment of units towards providing logistic support to a warfighting 3 (UK) Div enabled by properly configured theatre support. At the front end, the major change is the creation of CSS Regiments in support of the two new Strike Brigades, combining 2nd Line logistic and equipment support sub-units. The AI Bdes will continue to be supported through CSLRs. In the divisional space, the key changes will be the reestablishment of a properly resourced Divisional Support Group (DSG) within 101 Log Bde and the integration of the Reserves fully into the three Force Logistic Regiments (FLR) aligned to the two Divisional Support Areas (DSAs) and Div Troops. In the Joint Support Area (JSA), a theatre Enabling Brigade will be generated using 104 Log Sp Bde including 9 Regt RLC as a Theatre Logistic Regiment (TLR). A key feature of this template, versus previous experience, is the increased time assumed for receiving the division into a new
Figure 2 – A2020 versus A2020R