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The most important support function for a peacekeeping force is logistics. Daily peacekeeping activity is more a logistics function than any other function. Logisticians must be involved in the planning of a peacekeeping operation from the very beginning to ensure success. Since logistics support for peacekeeping is unique and more complex than logistics support for any other mission, it cannot be perceived as business as usual. It is not normal military logistics.

TOPIC: Self-Sustainment

DISCUSSION: The UN is responsible for all logistics aspects of the peacekeeping mission. However, there may be times when the U.S. force must be able to sustain itself for an initial period of up to 90 days. This gives the UN time to deploy civilian UN representatives who are responsible for contracting food and services for the UN force. Hostilities often interrupt contracted services and deliveries of food and water from the contracted source in the host country. To the maximum extent possible, CSS operations should follow standard U.S. Army procedures. The U.S. force should be prepared to support other allied peacekeepers with Class I, II, and III when the UN cannot sustain the force with contracted support.


  • U.S. units should plan to be self-sufficient while conducting peacekeeping operations.

  • Because of the complexity of peacekeeping logistics, the assignment and rotation of logistics personnel should be staggered to maintain proficiency/continuity in sustaining the force.

  • Plan for logistics support to coalition forces. Many third world countries that provide soldiers for peacekeeping operations may turn to the U.S. for support when their own country and the UN fail to provide basic CSS services.

  • Tailor the Class IX ASL to the mission.

  • U.S. units should plan on being completely self-sufficient for Class I support. UN health and sanitation requirements for the contract of Class I may not meet U.S. sanitation requirements.

Chapter XII: Heavy/Light Considerations
Chapter XIV: Media

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One Billion Americans: The Case for Thinking Bigger - by Matthew Yglesias