The logistical support system elements for the preparedness for military operations

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Contents
INTRODUCTION 6
GRITSENKO S.I. Doctor of Economics, Professor, Professor of Logistics Department
National Aviation University (Ukraine), KARPUN O.V. PhD of Economics, Associate
Professor, Associate Professor of Logistics Department National Aviation University
(Ukraine)
7 – 15
CREATION OF AVIATION TRANSPORT AND LOGISTIC CLUSTERS NETWOR
K
KOSTYUCHENKO L.V. PhD (Economics), Associate Professor, Associate Professor of
Logistics Department National Aviation University (Ukraine), KOSTIUCHENKO A.V.
lieutenant-colonel Armed Forces of Ukraine, Kyiv, (Ukraine)
16 – 31
THE LOGISTICAL SUPPORT SYSTEM ELEMENTS FOR THE PREPAREDNESS FOR MILITARY
OPERATIONS
MARCHUK V.Ye. Doctor of Engineering, Associate Professor, Professor of Logistics
Department National Aviation University (Ukraine), HARMASH O.M. PhD
(Economics), Associate Professor, Associate Professor of Logistics Department
National Aviation University (Ukraine), OVDIIENKO O.V. PhD student, Assistant at
Logistic Department at National Aviation University (Ukraine)
32 – 50
WORLD TRENDS IN WAREHOUSING LOGISTICS
PATKOVSKYI Sergii Business practitioner; Business development manager,
emerging markets Kuehne + Nagel Inc., Chicago, IL (USA), LYTVYNENKO S.L. PhD
(Economics), Associate Professor, Associate Professor of International Economics
Department National Aviation University (Ukraine)
51 – 64
THE WAYS OF SUPPLY CHAIN RESPONSIVENESS INCREASE AT TIME OF PORT
INFRASTRUCTURE AND TRANSPORTATION ASSETS PRODUCTIVITY DISRUPTIO
N
POPOVYCHENKO I.V. Doctor of Economic, Professor, Head of Economics and
Entrepreneurship Department State Higher Educational Establishment
“Prydniprovs’ka State Academy of Civil Engineering and Architecture”, Dnipro,
(Ukraine), SPIRIDONOVA K.O. PhD (Economics), Associate Professor, Associate
Professor of Economics and Entrepreneurship Department State Higher Educational
Establishment “Prydniprovs’ka State Academy of Civil Engineering and
Architecture”, Dnipro, (Ukraine)
65 – 77
A
PPLICATION OF FUNCTION COST ANALYSIS AND NETWORK SCHEDULING IN LOGISTICS
COST MANAGEMEN
T

KOLOSOK V.M. Doctor of Economic, Professor, Head of the Department of
Transport Management and Logistics Department Priazovsky State Technical
University (Ukraine), LAZAREVSKA Yulianna. PhD student Donetsk National
Technical University (Ukraine)
78 – 87
EFFICIENCY OF DIGITAL COMMUNICATIONS IN THE LOGISTICS BUSINESS: EVALUATION
INDICATOR
S
CHORNOPYSKA N.M. PhD (Economics), Associate Professor, Associate Professor at
department marketing and logistics at Lviv Polytechnic National University
(Ukraine), BOLIBRUKH L.I. Student at department marketing and logistics at Lviv
Polytechnic National University (Ukraine)
88 – 98
THE INFLUENCE OF THE COVID-19 CRISIS ON THE FORMATION OF LOGISTICS
QUALITY
KOPISHYNSKA K. O. PhD (Economics), Senior Lecturer of Department of
Management, National Technical University of Ukrainen “Igor Sikorsky Kyiv
Polytechnic Institute” (Ukraine)
99 – 110
CURRENT STATE AND PROSPECTS OF DIGITAL TRANSFORMATION OF THE TRANSPORT
A
ND LOGISTICS SECTOR OF UKRAIN
E
HRYHORAK M. Yu. ., Doctor of Science in Economics, Associate Professor, Head of
Logistics Department of National Aviation University (Ukraine), KARPENKO O.O.,
Doctor of Science in Economics, Professor, Professor by Water Transport
Management and Economics Department, State University of Infrastructure and
Technologies (Ukraine), SEMERIAHINA M. M., Senior Lecturer of Logistics
Department of National Aviation University (Ukraine)
111 – 130
FORMATION OF THE MULTIMODAL TRANSPORT ECOSYSTEM IN UKRAIN
E
The History of Science.
MIROTIN Leonid Borysovych– the Doctor of Technical Sciences, Professor 131 – 135

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UDC 656.062:658.7:658:81 DOI: https://doi.org/10.46783/smart-scm/2020-2-2
JEL Classification: F 42, F 53, H56, P41, P47.
Received: 24 July 2020
Kostiuchenko L.V. PhD of Economics, Associate Professor, Associate Professor of Logistics
Department National Aviation University (Ukraine)
ORCID – 0000-0002-7635-5153
Researcher ID – S-7795-2018
Scopus author id:
Kostiuchenko A.V. lieutenant-colonel Armed Forces of Ukraine, Kyiv, Ukraine (Ukraine)
ORCID – 0000-0002-5585-3831
Researcher ID –
Scopus author id:
THE LOGISTICAL SUPPORT SYSTEM ELEMENTS FOR THE
PREPAREDNESS FOR MILITARY OPERATIONS
Lesia Kostiuchenko, Andrii Kostiuchenko. «The logistical support system elements for the
preparedness for military operations». The modern views of the essence and content of logistics support for
the preparedness for military operations for military logisticians and academic experts differ in some way. The
main differences in the views of the authors are based on defining the boundaries of the logistics system. In
particular, military traditions significantly narrow the field of logistics management of the processes of
providing structural units under certain conditions. At the same time, approaches to the organization of
logistical support of rear structures and units that perform military operations are different algorithms. On the
contrary, according to the academic vision, the logistics of military units is only part of the macro-logistics
system. That is why the purpose of this study is to search a science-based system of supporting of all participants
in the logistics chain for the preparedness for military operations.
The implementation project of key elements of the logistical support system of readiness of the armed
forces units for military operations is offered. The implementation of these proposals is expected to achieve a
synergistic effect, namely: a powerful reduction in time, which is very critical in terms of active military
operations; achieving high quality of logistic support operations; reducing the prime cost of operations,
especially one-time or functionally unacceptable for military units; quick reaction to change of conditions, etc.
Such results can accelerate the practical implementation of NATO standards in the armed forces.
Keywords: logistics support, logistics system, support of military units, outsourcing of logistics
operations, resource potential of military logistics.
Леся Костюченко, Андрій Костюченко. «Елементи системи логістичного забезпечення
готовності до військових операцій». Сучасне бачення військових логістів та академічних
експертів змісту логістичного забезпечення готовності до військових дій ґрунтуються на
визначенні меж логістичної системи. Зокрема, військові традиції значно звужують сферу управління
логістикою процесів забезпечення структурних підрозділів за певних умов. У той же час, підходи до

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організації матеріально-технічного забезпечення тилових структур і підрозділів, які виконують
військові дії є різними алгоритмами. Навпаки, відповідно до академічного бачення, логістичне
забезпечення військових підрозділів є лише частиною макрологістичної системи. Саме тому метою
цього дослідження є пошук науково обґрунтованої системи підтримки всіх учасників логістичного
ланцюга щодо готовності до військових операцій.
Запропоновано проект впровадження ключових елементів системи логістичного
забезпечення готовності підрозділів збройних сил до військових операцій. Результатом реалізації
наведених пропозицій очікується досягнення синергічного ефекту, а саме: потужне скорочення
витрат часу, що є дуже критичним за умов ведення активних військових операцій; досягнення високої
якості операцій логістичного забезпечення; зниження собівартості операцій, особливо разових або
функціонально-неприйнятних для військових підрозділів; швидка реакція на зміни умов тощо. Такі
результати можуть прискорити практичну реалізацію стандартів НATO у збройних силах.
Ключові слова: логістичне забезпечення, логістична система, забезпечення військових
підрозділів, аутсорсинг операцій логістичного забезпечення, ресурсний потенціал військової
логістики.
Леся Костюченко, Андрей Костюченко. «Элементы системы логистического
обеспечения готовности к военным операциям». Видение военных логистов и академических
экспертов на сущность логистического обеспечения готовности к военным операциям
основываются на определении границ логистической системы. В частности, военные традиции
существенно сужают сферу управления процессами обеспечения структурных подразделений в
конкретных условиях. При этом подходы к организации материально-технического обеспечения
тыловых структур и подразделений, выполняющих военные операции, являются разными
алгоритмами. И, наоборот, в соответствии с академическим видением, логистическое обеспечение
военных подразделений является лишь частью макрологистической системы. Поэтому, целью
данного исследования является поиск научно-обоснованной системы поддержки всех участников
логистической цепочки касательно их готовности к военным операциям.
Предложен проект внедрения ключевых элементов системы логистического обеспечения
готовности подразделений вооруженных сил к военным операциям. Результатом реализации
приведенных предложений ожидается достижение синергетического эффекта, в частности:
мощное сокращение затрат времени, что является критичным в условиях ведения активных
операций, достижение высокого качества операций логистического обеспечения; сокращение
себестоимости операций, особенно разовых или функционально-неприемлемых для военных
подразделений; быстрая реакция на изменения и пр.
Ключові слова: логистическое обеспечение, логистическая система, обеспечение военных
подразделений, ресурсный потенциал военной логистики.
Introduction. Modern military-political
Ukrainian realities require the formation of a
single effective logistic support system of
military units. The main strategic goals of our
country must correlate with NATO logistics
standards and instructions. So it's very
important to search a science-based system
of supporting of all participants in the
logistics chain for the preparedness for
military operations.
Analysis of recent researches and
publications. Modern scientific publications
contain a large amount of material devoted to
the logistic support of different activities. The
article [4] explained the content of the term
“logistics of the defense sector”. This topic has
also gained popularity in the military sphere.
In particular, in June 2020 took place Scientific
and practical webinar on the topic “Improving
the logistics of the Armed Forces of Ukraine
based on the experience of the joint forces
operation” in the National University of
Defense of Ukraine named after I.
Chernyakhovsky. Most of the reports were
based on the principles of the NATO logistics
experience.
There is interpretation of the terms
“logistic support”, “material and technical

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support”, “logistics management bodies”,
“forces and means of logistics” in the
Resolution of the Cabinet of Ministers [10].
So, logistic support is a complex of
“measures from: logistic support planning;
identification of armaments needs, special
and vehicles, combat (military and special)
equipment, material and technical means
and services; design, development
(modernization and modification) of
armaments, military and special equipment
and logistical means, their purchase, supply,
storage, repair, maintenance, operation
control; sale, write-off and utilization of
surplus weapons, military and special
equipment and material and technical means;
planning and implementation of military
transportation by all modes of transport;
purchase of works and services of bath and
laundry, trade and household services;
catering; quartering of troops (forces, bodies);
procurement or construction, maintenance,
operation of military infrastructure” [10].
The material and technical means
include: “missiles, ammunition, military
equipment, fuel, special liquids, food,
belongings, medical and other property, in
addition to real estate, which are necessary to
ensure the components of the defense forces
in the performance of their defense tasks,
protection of its sovereignty, territorial
integrity and inviolability” [10].
Logistics support bodies are “military
management bodies (management bodies)
of the Armed Forces, other military
formations, of the law enforcement and
intelligence agencies, the State Special
Communications, the State Emergency
Service, which are authorized by law to
provide tasks for logistic support”. [10]
The forces and means of logistic support
are: “arsenals, bases, support centers,
warehouses, automobile and repair and
restoration military units (subdivisions) of the
Armed Forces, other components of the
defense forces, which are designed to
maintain stockpiles of weapons, military and
special equipment, material and technical
means, their transportation, maintenance and
repair”[10].
In particular in the NATO Logistics
Handbook (1997) we read “the definition of
logistics by NATO covers a wide range of
responsibilities that fall into different areas of
the NATO organization” [8]. NATO logistics is
largely identified with the concept of logistic
supporting. So NATO Logistics Handbook
offers the two aspects of logistics have to do
with the relationship between the producer
and the consumer, and two additional aspects
that have to do with how logistics functions
are performed [8]:
- Cooperative Logistics is the totality of
bilateral and multilateral consumer and
production logistics arrangements to
optimize in a coordinated and rationalized
way, logistics support to NATO forces. The aim
of NATO Cooperative Logistics is to achieve
cost savings through economy of scale and
increased efficiency in peacetime, crisis and
wartime logistics support. Development of
NATO Cooperative Logistics arrangements is
largely facilitated by the use of NATO
Production and Logistics Organizations
(NPLOs), particularly the NATO Maintenance
and Supply Agency (NAMSA) using modern
techniques in the field of materiel
management and procurement.
Multinational Logistics must function as
an effective force multiplier. With the risk now
omni-directional, the diminishing logistic
support resources, and the principle of shared
logistics responsibilities, the evolution toward
multinational logistics becomes of utmost
importance. It is proposed that this term
cover: “The different means to logistically
support operations other than purely
national, such as multinational integrated
logistic support, role specialization support
and lead nation support” [8]. There is classes
by NATO of supply are established in the five-
class system of identification as follows in the
Table 1:

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Table 1.
Classes of supply by NATO standards
Class Definition
Class I.
Items of subsistence, e.g. food and forage, which are consumed by personnel or
animals at an approximately uniform rate, irrespective of local changes in combat
or terrain conditions.
Class II. Supplies for which allowances are established by tables of organization and
equipment, e.g. clothing, weapons, tools, spare parts, vehicles
Class III.
Petroleum, oil and lubricants (POL) for all purposes, except for operating aircraft
or for use in weapons such as flamethrowers, e.g. gasoline, fuel oil, greases, coal
and coke.
Class III a Aviation fuel and lubricants
Class IV.
Supplies for which initial issue allowances are not prescribed by approved issue
tables. Normally includes fortification and construction materials, as well as
additional quantities of items identical to those authorized for initial issue (Class
II) such as additional vehicles.
Class V. Ammunition, explosives and chemical agents of all types
Source: [8]
Thus, according to NATO logistics as
logistics supporting is in fact material and
technical supporting for the defense sector.
The same interpretation and content of
logistics is followed by Ukrainian military
logisticians.
The basic principles on which the
logistical support of the defense forces is
based during their preparation and
application are [10]:
- centralization of management to
achieve effective implementation of tasks to
meet the common needs of the components
of the defense forces with the involvement of
all available forces and means of logistical
support of the defense forces components,
taking into account their capabilities, as well
as the efficient use of available resources;
- priority and sufficiency of logistical
support for continuous and full satisfaction of
the needs of the defense forces components
in armaments, military and special
equipment, material and technical means, as
well as directing the main efforts of logistic
support by the priority tasks performed by the
defense forces during their preparation and
the application;
- joint implementation of tasks to meet
the needs of the defense forces by the joint
efforts of central executive bodies, other state
bodies, forces and means of which are
involved in the defense forces, the Armed
Forces, other defense forces, taking into
account their capabilities;
- interaction and coordination of
actions between of the defense forces
components and central (local) executive
bodies, local governments, other state bodies,
enterprises of the defense industry, other
enterprises, institutions and organizations,
regardless of ownership, on the provision of
weapons, military and special equipment,
material and technical means and services
during the training of defense forces and
during their application;
- functional compatibility of
organizational structures of management
bodies of logistical support of defense forces
components and the forces and means
subordinated to them;
- cooperation of the constituent forces
of the defense with the bodies of foreign
states, international organizations and the
armed forces of other states in matters of
providing the constituent forces of the
defense with material means and services
during their preparation and application in
accordance with the powers defined by law.
The speakers of Scientific and practical
webinar [11] somewhat clarified the above
principles of logistical support of the rear and
troops in operations. Emphasis was placed on

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the efficiency of the use of the received
military property / services and infrastructure
facilities, the flexibility of processes and the
stability of logistical support as well as of the
possibility of integrating the logistics system
of the Armed Forces of Ukraine or its
individual elements during joint operations
with the armed forces of NATO member
states. The last thesis brings logistical support
to the macro level.
Military logisticians define the ultimate
goal of logistics as the acquisition by the
Armed Forces of Ukraine of such qualities that
will ensure the ability in peacetime to ensure
the combat and mobilization readiness of
forces in their new form. And in wartime, the
ultimate goal of logistics is to increase their
combat capabilities at all levels of armed
struggle: strategic, operational, and tactical.
So the essence of improving the provision by
military property to forces services of in
peacetime with the introduction of logistics in
the Armed Forces of Ukraine is the need of
[11]:
- reviewing the functions of the
elements of the military property supply
system and the system as a whole;
- identifying the priority, sufficiency and
redundancy or duplication of supplies;
- transition to new organizational and
staffing structures, to build a vertical of their
management, a system of staffing and
training of services included in the logistics
system;
- development of modern approaches
to the accumulation, structure and use of
military stockpiles, organization of military
transportation and evacuation, technical
equipment (military units and subdivisions,
institutions and medical establishments);
- improvement of economic activity,
quality of planning, efficiency of
infrastructure operation;
- optimization of costs for the purchase
and provision of services, etc.
In the context of European integration
and new tasks of the Armed Forces of Ukraine
related to Ukraine's participation in
environmental protection, anti-terrorist
operation, peacekeeping activities under the
auspices of NATO and the UN, webinar
participants [11] stressed the need to reform
troops (forces), types of logistics, technical
and medical support in accordance with
NATO standards.
In this context, the organization of
logistics management is to create an
appropriate management system,
maintaining any level of its readiness,
building and ensuring the smooth carrying
operations (combat operations). In addition,
they formulated the main transformation
directions of the existing system of military
property and services of the Ukrainian Armed
Forces, such as: complete change of all rules
and procedures of procurement, introduction
of electronic procurement and electronic
document flow. This, according to military
logisticians, will contribute to the creation of
an effective logistics system of the Ukrainian
Armed Forces, capable of planning and
managing the processes of logistics of troops
(forces) both in peacetime and in special
periods and will be compatible with the NATO
system.
The generalized modern vision of the
Armed Forces of Ukraine on the formation of
the logistics system is published in [13]:
- “Logistics forces will continue to
develop in order to maintain armaments and
military equipment, material resources and
provide them to troops (forces), all
components of the defense forces, as well as
to create an effective system of infrastructure
for troops (forces), which will ensure
guaranteed performance of such basic tasks:
real estate management, ensuring their
settlement in permanent locations and
during the performance of tasks in
operations, maintenance of facilities and
means of infrastructure, energy and utilities.
- Determining the needs and planning
of logistic support will be entrusted to the
logistics units (J, G, A, N, S-4) of the General
Staff of the Armed Forces of Ukraine,
commands of species, certain types of troops
(forces), operational (air) commands and
military units.

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- The organization of logistical and
infrastructure support will be entrusted to the
Logistics Forces Command.
- In the medium and long term, units
and subdivisions of logistical support will be
consolidated into joint logistic support
centers”.
It's difficult to disagree with the fact that
the logistics management system must have
a high combat readiness, survivability,
resilience and provide the possibility of both
centralized and decentralized management.
So, the system of troops management
automation is a set of the means of
automation of management united by a
uniform information space which provide
support of decision-making, their delivery to
executors and implementation of control over
their execution. Ultimately, the troops
management automation system has to
ensure that such operations are performed
[11]:
- collection, processing, analysis and
evaluation of data on the location, condition,
composition and stocks of material means of
troops;
- reception, processing and display of
commands and signals of combat control
“from top to bottom” – from the highest body
of military management;
- formation and issuance of
confirmations of received signals and
commands, exchange of formalized and
informal information;
- management of troops in different
states (in the course of daily activities, during
the transition from peacetime to wartime and
in wartime when solving operational tasks);
- automation of planning and
management processes of the regular forces
and means;
- information protection and cyber
security;
- integration of existing automation
systems and tools.
The skills of synchronization of each
combat operations function with the general
picture of operation in units of armed forces
train during preparation, carrying out
rehearsals of logistics within the limits of one
or limited number of combat tasks. Such
support rehearsals allow commanders to see
the big picture and make decisions in real
time. Their goal is to harmonize logistics with
maneuvering plans, not to respond to
changes in combat. One of the webinar
speakers [11] also noted that even when units
adhere very closely to the concept of supply,
the changes could place excessive numbers
of troops and armaments in the way of
movement and thus cause damage due to a
lack of prior planning with support units. In
practice, however, supplies often do not
provide adequate combat support as a result
of brigade support, an advanced support
company (FSC) and a supported maneuvering
battalion. In general, the support rehearsal
creates future decisions and causes changes
in logistics requirements and solves the
question of: who, what, when, where and
how.
Thus, based on the results of the support
rehearsal, the units have to answer the
following questions [11]: What is the current
status of logistics in each echelon? What are
the problems with combat power that affects
units? What are the ongoing supply
arrangements in the echelon supervision
units? What is the priority of support? What is
the priority of the service and does it support
the main efforts? What is the priority of
supply? What is the priority of the care
operation relative to weapons, medical assets
etc.? When will the units need to be
replenished and what are the signs for
replenishment? What is the action plan for
mass losses?
Military experts are convinced that
without proper logistics planning and
synchronization for all teams, the battle will
be lost. With which we completely agree too.
Therefore, each unit has to integrate the
rehearsal of the support according to its own
timeline of continuous training, as well as the
decision-making process and define standard
operating procedures. [9, 11].
However, taking into account the current
unstable military-political situation in

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Ukraine, it's appropriate to take into account
the academic understanding and vision of the
formation of a logistical support system for
military operations readiness. First of all, it is
worth paying attention to two key principles
of logistics management – system-process
and variable-situational principles, which are
described in detail in [6, рp. 56–66].
In the monograph [3, pp. 185–189] a
distinctive feature of the logistics economy is
the focus on market segments, territories,
regions and the country as a whole, not only
it, but not only on enterprises, which reflects
only the corporate goals of logistics services.
The concept of economic space of logistics is
revealed, which correlates with the concept of
logistics system, the objects of which are
enterprises of different branches of economy,
logistics capacities, transport
communications, telecommunication
systems, etc., These objects interact in
accordance with the spatial (territorial)
structure of the economy and the spatial
(territorial) organization of economic entities,
united by material and accompanying flows.
Thus, according to Professor Grigorak M.Yu.,
it's important to study first the economic
relations that arise in the economic space of
logistics [3. pр. 185–189], and then work on
the coordination of logistics flows.
“In the theoretical and cognitive aspect of
the logistics system” the Professor Alkema
V.H. writes in his own monograph [2] “it’s a
subsystem of the economic system. Its feature
at the macro level as an object of
management is a set of interconnected and
interacting logistics entities that develop the
total resource potential, organized in the form
of logistics flows by optimizing and
streamlining them”. [2, p. 83].
This understanding of the logistics
system as an economic space suggests that
logistics is an element of the entity potential,
namely its resource component. According to
Professor Alkema V.G., the definition of the
term “potential” is more widely used in
relation to a particular type of resources or
their combination, and two "resource"
positions are distinguished [1]:
1) potential as a set of resources without
taking into account their relationships and
participation in the production process is a
generalized, collective characteristic of
resources (quantity and quality of resources
that a system has);
2) as a set of resources capable of
producing a certain amount of material
goods, as it characterizes the resources of
production, their quantitative and qualitative
parameters, which determine the maximum
capacity of society to produce material goods
at any given time. That is, it's a reflection of the
ability to achieve high end results through the
most efficient use of available resources. After
all, the concept of "resource" belongs to the
elements of the operational process and is, in
essence, opportunities to achieve goals that
are determined by potential. Professor
Alkema V.G. identifies two alternative
scientist’s views on the concept of resource
potential [1]:
First, as a set of all resources of the
enterprise, providing the opportunity to
obtain the maximum economic effect at a
given time;
Secondly, as a system of resources, an
interconnected set of material, energy,
information tools, as well as the themselves
workers, who use (or can use) them in the
production of material goods and services.
The resource approach to the separation
of logistics systems means that economic
entities operate in conditions of limited
resources and interact with each other in
accordance with economic laws in order to [3
]: maximize the results of their activities (with
a given amount of production resources to
strive for maximum output); minimize the
cost of production resources under a certain
volume of production; optimize results (costs
and results have to be in a certain optimal
combination).
The functioning of organizations –
participants in the economic system of the
highest order can’t do without interaction
with other organizations, components of
market infrastructure. In particular,
“economic and organizational relations of

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enterprises-producers of goods and services
make it possible to carry out exchange
processes and bring the manufactured
products to the final consumer. Therefore, …
today it is not the availability of own resources
in the enterprise that comes to the fore, but
the opportunity and ability to use available
external resources within the framework of
mutually beneficial cooperation of companies
in the supply chain”. [3, р. 186]. According to
the author [3], the resource concept of the
logistics system formation involves the spatial
component of the logistics system resources
and the decomposition of their elements (on
types and subtypes of resources by links of
the logistics system). Logistics system
resources include [3]: tangible assets (fixed
assets, current assets, investments) –
transaction costs; human resources
(qualification, skills, activity / effectiveness) –
partnership; intangible assets (strategic
assets, own technologies, reputational assets,
goodwill) – achieving a synergistic effect.
The purpose and objectives of the
study. The analysis of publications of the
above authors shows, that the views of the
essence and content of logistics support for
the preparedness for military operations for
military logisticians and academic experts
differ in some way. The main differences in the
views of the authors are based on defining the
boundaries of the logistics system. In
particular, military traditions significantly
narrow the field of logistics management of
the processes of providing structural units
under certain conditions. At the same time,
approaches to the organization of logistical
support of rear structures and units that
perform military operations are different
algorithms. In contrast, the academic vision of
the logistics support of military units is only
part of the macro-logistics system. That is why
the purpose of this study is to search a
science-based system of supporting of all
participants in the logistics chain for the
preparedness for military operations.
Basic material and results. Given the
resource concept set out in the monograph
[3], we can agree with the author that in the
theoretical and methodological sense the
most developed concept for the formation of
the national logistics system should be
considered the concept of synergy and
system dynamics, which are combined in an
economic theory system. Depending on the
features of spatio-temporal localization
among economic systems, there are four
basic groups [3, p. 187 ]: a) environmental
type systems for which spatial and temporal
boundaries are not defined (socio-economic
institutions, business climate, infrastructure,
Internet, etc.); b) process-type systems for
which temporal but not known spatial
boundaries are known (logistic processes,
dissemination of innovations, knowledge
transfer); c) system-type systems for which
both temporal and spatial boundaries are
defined (construction of logistics centers,
production development of a new type of
product, holding mass events); d) object type
systems for which spatial but not temporal
boundaries are defined (country, region,
enterprise, etc.).
For example, based on the principles of
NATO Logistics and the content of the
resource concept, Cooperative Logistics is an
environmental type system, because it’s the
combination of bilateral and multilateral
consumer and production logistics
arrangements. It should be added that such a
combination makes it possible to achieve a
synergistic effect. And Multinational Logistics
is an object type system because it covers the
different participants and means to
logistically support operations. So, “clear
spatial and temporal determination of
subsystems makes it possible to determine
the nature of their interaction and "natural"
properties: each of the subsystems is not a
priori self-sufficient, doesn't have all the
features and properties necessary to maintain
its own homeostasis and therefore can't be
stable in the long run… However, by
interacting … all four systems together
support each other's homeostasis and the
stability of the system as a whole” [3, р. 188 ].
Such interaction, in fact, causes synergy.

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Effective implementation of the resource
concept is impossible without a thoroughly
planned process approach. The process
approach to the management of logistics
flows dictates the need to apply the
methodology of business process
reengineering, taking into account the
specifics of logistics. The combination of work
procedures and operations into one is
characterized by the absence of “assembly
line” technology, in which simple tasks or
work procedures are performed at each
workplace. In the process approach to
logistics flow management, procedures
previously performed by different employees
are integrated, resulting in horizontal process
compression. According to experts, this
compression accelerates the execution of
processes by about 10 times [6]. In contrast to
horizontal compression as a consequence of
the process approach, independent decision-
making by the executor provides vertical
compression of processes and eliminates the
need to spend time to apply to the top
management structure.
According to Professor Kulik V.A.
resourcefulness is one of the main properties
of the logistics flow, along with such as:
territorial location, target orientation,
elemental structuring, process coherence,
system organization, legal allocation, multi-
flow [6]. Disclosure of the essence and variety
of properties of the logistics flow allowed
identifying the substantial heterogeneity of
the composition and multi-vector motion of
individual elements of the logistics flow as an
object of management in compliance with
the established subordination of processes
caused by its multi-flow [6].
It's difficult to disagree with the fact that
the revolutionary transformations in the basic
issues of military affairs have led to significant
changes in the conditions of logistical support
of forces with military property and services.
There was a multiple increase in the volume of
tasks to provide forces. Due to the further
development of armaments and military
equipment, the emergence of high-precision
weapons, weapons on new physical
principles, as well as changes in the methods
of preparation and conduct of operations, the
conditions for providing forces with military
property and services have become sharply
more complicated and increased. [11].
Therefore, the logistical support system for
the preparedness for military operations in
accordance with the purpose, has to be able
to coordinate resources, equipment,
information and people quickly, accurately,
coordinated in conditions of constant
instability and changes in time parameters. In
order to achieve this feature of the logistics
system, military logisticians propose to
integrate NATO Logistics projects by creating
a new structure for procurement, joining
support and supply services. The result of
such integration, in their opinion, will be
achieved [9, 10, 11]:
- improving the quality of military
property, the responsibility of suppliers for
product quality and trust in them and creation
of a state guarantee system of the defense
products quality;
- improving the system of outsourcing
services, following the example of NATO
member countries, where food services are
provided by a structural unit of the Ministry of
Defense, which is obliged to provide these
services both in peacetime and in other cases;
- clarification of the division functions of
providing military property to the Armed
Forces between the Ministry of Defense and
the General Staff;
- achieving compliance of the
composition and capabilities of logistics
management bodies, military units and
institutions to the assigned tasks, taking into
account the established number;
- improvement of methods of work and
use of automated technical means, high
technologies for the purpose of structure
improvement and number of military
management bodies, forces and providing
means reduction;
- introduction of principles of
conformity and mutual compatibility,
structural management subdivisions and

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forces of maintenance in peacetime and
wartime.
Based on the experience of NATO
Logistics, military logisticians propose to
optimize the support system of the Armed
Forces of Ukraine. To this goal, it's proposed
to achieve the maximum degree of autonomy
at all operation levels of this system and
implement the following measures [9, 10, 11]:
- determination of the volume and
order of separation of military property stocks
taking into account the reduction of the
combat and numerical composition of the
Ukrainian Armed Forces, as well as their
transition to a three-tier structure;
- reduction of redundant infrastructure,
which doesn't directly affect the level of
combat readiness of forces;
- improving organizational and
economic forms of management, including
by expanding the participation of the national
economy civil sector in providing forces and
modernization of technical equipment of
logistics support classes (see above the Table
1);
- optimization of the training system of
servicemen and civilian personnel in
specialties belonging to the types of logistics
and classes of military means.
It's worth noting the following feature of
the approaches vision to the tasks of the
logistical support system for the
preparedness for military operations by
military logisticians: separation of the logistic
support for the rear zone from the zone of
active combat operations. As a result, with
such a vision, management decisions and
approaches (requirements, tasks, principles,
parameters) for the organization of support
are also different. In our opinion, this fact
explains the frequent failures or low-level
quality of logistical support of certain facilities
(subdivisions of the Armed Forces) in the
conditions of changing parameters of supply
(time, structure of logistics flows, suppliers,
stakeholders, etc.) After all, the experience of
conducting military operations in part of our
country has shown that any changes in the
zone of active hostilities require an immediate
response from the rear and therefore quick
change. This explains the reasons for the
sudden change in the parameters of supply in
the process of delivery, disbandment,
redeployment, and so on. As a result,
response delays are very critical and
sometimes fatal. Therefore, such a narrow
approach to the planning of operations for
the logistic support of military facilities needs
to be some adjusted.
Here is one of the key properties of the
logistics system – adaptability. Thus, the
planning of logistics operations can be
effective only if the flexibility and adaptability
of the entire logistics system. It's necessary to
apply the system-process principle, which
“forms a system of logistics activities
processes and is guided by them in the
presence of branched connections: direct and
inverse, formal and informal, internal and
external, vertical and horizontal [6, p. 57].
Namely, the direction of the principle is
oriented simultaneously in three directions:
on the structure of the system (subsystems) in
general; on the chains of flow processes; on a
complex of logistic functions (Fig. 1).
This multi-vector direction of logistics
system management contributes to a
significant increase in its flexibility and
adaptability. In other words, this step will
allow a systematic approach to the effective
organization of key processes of logistics,
subject to a radical change in supply
parameters. It's worth noting that the
implementation of all logistics operations on
one’s own is often unprofitable. This is due to
various reasons: narrow functional
orientation of the Armed Forces units; their
overload with the performance of basic
functions; insufficient of technical or staffing
support; lack (insufficiency) of the necessary
logistics infrastructure; impossibility
(limitation) of financing non-target
operations; the long duration of obtaining
permits for a sudden change in supply
parameters – a late response to changes; low
profitability (high prime cost) of logistics
operations due to suboptimal planning for
objective reasons, etc.

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Fig. 1. The main provisions of the system-process principle of logistics management
Source: [6, р. 57]
Of course, we are not talking about the
supply of strategically important resources,
manpower, information, etc. under the label
“top secret”. All operations that can be
partially or fully to transfer to execution to the
logistical provider should be outsourced.
There is a fairly dense coverage of the routes
of logistics transport companies,
warehousing infrastructure, hubs, gas
stations, service stations, medical
infrastructure in the territory of Ukraine. In
addition, there are a large number of
potential partners for the army in the food
industry, light industry, IT-manufacturers,
consulting companies to improve the skills of
personnel involved in logistics, etc. Of course,
choosing a list of potential partners of the
army is no less a responsible task. There are
developed, protocol-approved algorithms at
all levels of the Armed Forces. We propose to
use the following algorithm to determine the
feasibility of transferring “permitted” logistics
operations to outsourcing (Fig. 2) [5].

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Fig. 2. Algorithm for determining the feasibility of outsourcing logistics operations.
Source: developed by the author on the basis of [5]
The main factors that determine the
feasibility of logistics outsourcing include:
reducing the cost of work; reduction of time
intervals for operations; service improvement;
increase flexibility and achieve synergy
effects; lack of knowledge and experience of
the company in the field of logistics; strategic
considerations, etc. The priority is to create a
procedure that provides a clear sequence of
selection and evaluation of matrix criteria (Fig.
3) [5].

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j
ii
wFI
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

10
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oprt
l
ikthrt
wFI



10
1
1
10
1



j
ii
wF
1
10
1

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Fig. 3. The sequence of evaluation of the criteria for the transition to outsourcing for the
outsourcing matrix “Threats – Opportunities”
Source: developed by the author on the basis of [7]
A generalized view of the “Outsourcing
Matrix”, which is filled with certain values of
the calculated integrated indicators, is given
on the Figure 4 [7].

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Fig. 4. Outsourcing matrix
Source: developed by the author on the basis of [7]
According to the above method, it is
possible to make an informed decision on the
feasibility of transferring a separate operation
for logistics for the preparedness the Armed
Forces for military operations and the
selection of the optimal logistics provider or
other strategic partner in the supply chain.
Conclusions. A science-analyzing of key
elements supporting system of all
participants in the logistics chain for the
preparedness for military operations gives the
following conclusions:
1) Traditional military delimitation of
approaches to the implementation of the
tasks of the logistical support system of the
Armed Forces units for military operations,
namely, the separation of the logistic support
of the rear facilities from the zone of active
combat operations, eliminates the possibility
of achieving high efficiency, quality and
profitability of tasks;
2) A high degree of bureaucracy in the
army is superimposed on a low level of
analytical assessment of the current situation
in certain parts of the logistics chain, which as
a result minimizes the practical
implementation of the principles and
methods of NATO Logistics (NATO standards);
3) A practical experience shows that
performing all logistics operations on their
own is often unprofitable. There is a need for
an internal audit of own resources, technical
and infrastructural base, partly information
infrastructure, etc. in order to identify the
causes of low efficiency of logistics
operations;
4) Under modern conditions there is an
urgent need to develop an acceptable
adapted algorithm for finding a reasonable
solution for the feasibility of transferring a
separate operation to ensure the readiness of
the Armed Forces units for military operations
and select the optimal logistics provider or
other strategic partner in the supply chain.
5) it's worth considering (to make
additional research) the total resource
potential of military logistics and in particular
the logistic support system of units from the
standpoint of their readiness to change,
optimize and streamline the management of
logistics flows in conditions of high risk;

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6) The military automation system
developed by military specialists (it combines
management automation tools into a single
information space: decision support, bringing
them to the executors, controlling, etc.) can
also be used to address issues related to the
outsourcing of individual logistics operations
in real time. This tool will enable increase the
efficiency of objective management
decisions, as well as eliminate the influence of
the human factor;
7) The implementation of these
proposals will undoubtedly achieve a
synergistic effect: powerful reduction of time
expenses (is very critical in conditions of
active combat operations), achieving high
quality logistics operations, reducing the
prime cost of operations (especially one-time
operations or functionally unacceptable for
military units), quick reaction to changing
conditions, etc.
Of course, the start of such a project
(including the described key elements) of the
logistical support system of the Armed Forces
units for military operations requires a
powerful analysis, time and information base.
However, each cycle of further application of
the project will require only a certain
adjustment of the procedures at the
“entrance”. But “at the exit” the army received:
partial functional unloading of both units as a
whole and individual personnel units;
reduction of financial costs for logistics; faster
response to changing conditions; higher
degree of control over the implementation of
coordination of logistics flows in space and
time, etc.
These advantages will have a positive
impact on the development of the military
potential of the state as a whole. It should be
clarified that the above proposals do not in
any way contradict the creation of the Armed
Forces of Ukraine of a new structure on
procurement, joining the support and supply
services, but only complement it. However,
we have the opportunity to accelerate the
practical implementation of NATO Logistics
standards.
A more detailed study of the mechanism
of functioning of the logistical support system
of the Armed Forces units, as well as the
conditions and tools of its functioning will be
continued in future studies and presented in
future publications.
.
References
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