Afghan National Army - Logistics
As a result of a deliberate decision made when the plan for expanding the ANSF was formulated, the initial focus for the ANSF was building combat capability and leveraging ISAF enablers to support the ANSF. As ANSF achieves its end strength goals, ISAF is increasingly focusing on development of ANA enablers, particularly logistics capabilities
At the national level, ANA logistics nodes are complete, and development efforts are expected to increasingly focus on improving logistics effectiveness in the coming year. On a regional level, the future structure of ANA logistics began to take shape in early 2012 as a merging of Forward Supply Depots and Corps Logistics Battalions into Regional Logistics Support Commands (RLSCs) started, with four mergers having been completed. Six RLSCs will report to the Army Support Command (ASC) of the GS, building the hub for logistical support. As a sign of Afghan development, the Commander of the ASC published the implementation plan for this effort in November 2011. Notably, the nascent logistics system successfully distributed packages of cold weather clothing and equipment to ANA units during this reporting period.
During 2012, logistics development efforts focused on facilitating distribution and using completed infrastructure in order to develop an ANA logistics system better able to respond to specific requests from the ANA units. However, despite progress, the ANA was expected to lack combat enablers and logistics support for the foreseeable future.
Due to alignment with the ANA corps, RLSC effectiveness varies depending on corps leadership; the 111th Capital Division and ANA 201st Corps perform the best while the ANA 215th Corps has struggled. CSTC-A is developing a proposal to improve regional supply chain management by aligning the RLSCs more directly underneath the ANA Logistics Command. In October 2015, CSTC-A also began focused TAA efforts with the ANA on procuring and distributing equipment and clothing items for the winter such as gloves and long underwear.
To address ammunition distribution challenges, the MoD has been improving its mechanisms to investigate usage and enhance consumption reporting. In September 2015, the GS G4 submitted an ammunition consumption report for January through August 2015 that exceeded the ammunition allocation model in 17 critical categories of Class V30 items by $145 million. CSTC-A worked with GS leadership to improve understanding of lead-lag times for ordering and the importance of accurate inventory and consumption data to manage budgetary requirements. The MoD has also begun convening monthly ammunition shuras at the ANA corps level to improve visibility below the national level.
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