United States Department of Transportation
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Abstract:The Army's Pre-positioned Afloat (APA) fleet, known by military planners as Army Pre-positioned Stocks (APS-3), performs a key role in the nation's power projection strategy. Budgeting for this program is measured in billions of dollars—and it will undoubtedly be funded and maintained beyond the year 2010. As a key component of the nation's deterrence strategy, and an essential element of the nation's strategic mobility triad, APA is here to stay. Units assigned contingency missions must draw equipment from Army Pre-positioned Afloat,' but they have little to no prior visibility of the equipment which they may draw in a theater of war. Wholesale systems designed to maintain accurate inventories of the equipment are less than perfect; they simply do not offer the fidelity required for warfighting commanders who plan for deployment. Because of this uncertainty, the Army must become better acquainted with APS-3 and integrate APA training into annual training calendars. In the long term, the Army must foster an on-going partnership between APS planners and analysts, on one hand, and warfighting commanders and staffs, on the other. in APS planners and analysts need to understand the warfighting business as much as the warfighter needs to know the APS business. This study provides a critical look into this program and offers solutions to provide warfighting commanders and APS planners with the level of detail necessary to plan and execute the CINC's military strategy. U.S. military history is laden with examples of poor logistical deployment planning. We must learn from such experiences, lest we repeat the past.
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