IndexExisting systemService locationsDeficiencies of existing systemSuggested organisationsMOD/Inter-service level organizationExisting systemThe current logistics systems of the three services remain separate and there is ample scope to improve the provision of logistics support through improved interservice agreements. Some steps have already been taken to achieve cooperation between Services in the field of logistics and to rationalize single-service logistics areas. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay The Joint Administrative Planning Committee (JAPC), composed of representatives from the Services, is placed under the Chiefs of Staff Committee (COSC). The JAPC is tasked with preparing a joint administrative plan to complement and support the general operational and mobilization plan developed by the Joint Planning Committee (JPC), for any future operation or contingency plan involving two or more Services. Secretarial support is provided by the Military Wing of the Ministry of Defense (MOD), which is, to say the least, woefully inadequate. While all future operations will be joint in nature, each Service is currently planning its needs in isolation, without the concerted action of a joint approach. Some of the logistics functions, which are static in nature and may not really impact combat efficiency, have already been integrated. The medical services, the postal services, the MES (Military Engineering Service) works, the Embarkation Command, the Defense and Camp Grounds Organization and the Canteen The Shops Department provides support to all three Services. The navy and air force also depend on the army for common-use goods such as armaments, ammunition, vehicles, basic necessities and clothing. These agreements have led to economy of effort and unity of purpose. However, there are a number of areas in the current logistics support system, which are open to integration and conjunction to achieve synergies in operations[1]. At MOD level, the two important entities in the field of logistics are the Minister of Defense's Production and Supply Committee and Defense Research and Development Board. The role of the Production and Supply Committee is very important as it covers the full range of force level planning and equipment planning in relation to resource availability. The COSC advises the Minister of Defense on all military matters, including logistical matters. As previously mentioned, the JAPC under the direction of the COSC is expected to coordinate the logistics effort of the three services. Service Headquarters In the Army Headquarters, the agencies responsible for providing logistics are organized into four different PSOs (principal staff officers), namely the Adjutant General (AG), Quarter Master General (QMG), Master General of Ordnance ( MGO) and Chief Engineer. This could also mean that the management and control of logistics services is not subject to a single unified management or control. This gives rise to a number of logistical problems within Army service. The QMG branch is responsible for much of the logistics planning. It uses nearly two-fifths of the army's budget. In the Air Force, the logistics branch handles all equipment, materials management, and distribution functions. At Air Force Headquarters, the Flying Officer in Charge Administration and Flying Officer in Charge (AOM) Maintenance perform similar functions as the Flying Officer in Charge of Maintenance. AG eQMG in the army and partly similar to those of the MGO in the army. The AOM therefore, to a large extent, provides a single point of management and control of these activities. The establishment of the "Initial Provisioning Committee" and "Maintenance Planning Teams" provides logistical support for newly inducted aircraft and weapons systems. Apparently, these agreements militate against integrated logistical support since such activity involves an "after the fact" approach. The Air Force spends nearly 60% of its budget on supplies. In the Navy, the Chief of Materiel is responsible for maintenance and logistics support, armament supply, ship designs, engineering, electrical and weapons systems, and the procurement of naval stores. The Chief of Staff handles responsibilities related to medical services, recruiting, conditions of service, clothing and social welfare and uses over half of the naval budget. Even in the Navy, logistical support for newly introduced equipment is planned and organized after the selection and ordering of the new equipment by the user departments and, therefore, this procedure lends itself to being defined as an "after-the-fact discipline". ". of the existing system There is currently considerable divergence in the procurement, storage, maintenance and support functions. This leads to lack of standardization, excess inventory and increased inventory costs. Duplication exists in some areas of logistics where common items and weapons systems are used in more than one Service. While some duplication is unavoidable, a rationalization of logistics in common areas would prove fruitful. In addition to organizational weaknesses, there are weaknesses in policy and logistics infrastructure. There is a lack of an overall national perspective for logistics. Decision-making structures at the national level are inadequate or insensitive. The Siachen episode of 1998, when the Defense Minister had to send some bureaucrats to Siachen to understand the need for scooters by the troops, indicates the level of awareness of the logistical needs of the Services among the political leaders. Furthermore, in the second half of 1995, an excerpt from a memo sent to the Valley's army chief noted: "Public money is being thrown away by the people with increasing frequency. Apparently there are no qualms about condoning such actions where millions of people are stuffed at will without any accountability, while troops in the Valley have even offered to forgo a certain percentage of their ration if funds are insufficient for body armor. And to further compound the problems, body armor purchased by the Organization for Defense Research and Development (DRDO) were very heavy and cumbersome and limited the mobility and agility of troops in counterinsurgency operations[2]. of the service are responsible for operational and logistical preparation, but exercise little or no control over the budget and procurement of war materials. Vice President General Malik's statement during the Kargil War that "we will fight with everything we have" testifies to the lack of long-term logistical planning and an overall national perspective. Although a new fiscal management policy was introduced in September 1998, resulting in the devolution of financial powers to service chiefs, deputy chiefs and army commanders and their equivalents in the other two services, these measures were not quite effective. The Arun Singh Expenditure Committee on theDefense (CDE) of 1990 had made wide-ranging recommendations and proposals to promote rapid response and accountability. It was recommended that all revenue-related expenditure, except in a few areas, should be the responsibility of the chiefs of staff. Belatedly, after the DPP 2016, some financial powers were conferred on the Deputy Chief in the context of emergency procurement. There is a lack of connections between the nation's development plans and defense needs. There is no national-level organization to supervise, coordinate and integrate defense needs with national development. There is little evidence to suggest that logistics planning at the national level is carried out with defense requirements in mind. The three Services have not developed a common logistics doctrine and logistics support philosophy. The interaction and intercommunication between the three Services are limited in terms of logistics. Sometimes, parochial considerations dominate the decision-making process, which goes against the requirements of organizational economics. There is a multiplicity of logistics agencies without a single authority responsible for logistics preparation. The lack of centralized logistical support encourages duplication and unnecessary expense. Multiple service procurement agencies, with lack of interaction, work against the principle of economy and lead to increased costs. Sometimes, bureaucratic delays lead to increased costs and even inappropriate and inadequate procurement. Long delivery times lead to inefficiencies and functional losses, especially when changes are made after orders have been forwarded to supplier entities. There is a lack of standardization and codification. This leads to duplication and high inventory. There are multiple levels of storage, leading to a high level of storage. And this is further compounded by the lack of an integrated systems approach to determining inventory levels. All three services have separately undertaken automation in the field of logistics. For example, stockpile automation by the Army, Air Force, and Navy was done separately despite common procedures. A common system would have been cheaper. Suggested Organizations At the national level, it is necessary to establish a CNL along the same lines as the National Development Council. It could have the Minister of Defense as president. Alternatively, the Vice President of the Planning Commission may chair this council. All three Services could be represented in it or the CDL could be its representative. The council should consist of representatives of the Ministry of Finance, Industrial Development Council, Department of Science and Technology, representatives of the Federation of Indian Chambers of Commerce and Industry (FICCI) and the Confederation of Indian Industries (CII) . The list is not exhaustive; there may be other members directly interested in logistics infrastructure. The NLC should develop five-year logistics plans in consonance with the national five-year plans. It should also develop long-term 10 to 15 year perspective plans. These short-term and long-term perspective plans must be integrated with the Defense Service's perspective plans and should include proposals for such dual-purpose programs, which also help develop the economy. This would be possible in areas such as construction of roads, railways, airports, canals, communication networks (such as the Sankhya Vahini project) and waterworks that cater to vital defense needs as well as civil infrastructure development needs. It is evident that defense logistics and infrastructure development should be considered as part of development and 1991.