MILITARY UNIVERSITY OF TECHNOLOG

LOGISTICS INSTITUTE

Col. Prof Wlodzimierz MISZALSKI PhD, DSc

RESEARCH PROJECT:

THE INTEGRATION PROBLEMS OF THE MILITARY

LOGISTICS SYSTEMS OF POLAND AND NATO

FINAL REPORT

WAR SA W
June , 1998
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CONTENTS

INTRODUCTION ......................................................................................... 3
1. LITERATURE REVIEW....................................................................... 6
2. LOGISTICS POLICY............................................................................. 10
2.1. Historical remarks............................................................................ 10
2.2. Fundamental integration problems................................................... 10
2.3. Basic obstacles in formulating logistics policy................................. 12
3. PLANNING.............................................................................................. 14
3.1. General remarks................................................................................ 14
3.2. Planning potential............................................................................. 15
3.3. Logistics planning preparation for integration with NATO............. 17
3.4. Conclusions....................................................................................... 18
4. SUPPLY.................................................................................................... 20
4.1. General remarks................................................................................ 20
4.2. Materiel System potential................................................................. 21
4.3. Materiel System preparation for integration with NATO................. 22
4.4. Conclusions....................................................................................... 23
5. MAINTENANCE.................................................................................... 25
5.1. General remarks................................................................................ 25
5.2. Technical Support System potential................................................. 25
5.3. Technical Support System preparation for integration with NATO. 27
5.4. Conclusions....................................................................................... 27
6. MOVEMENT AND TRANSPORTATION.......................................... 29
6.1. General remarks................................................................................ 29
6.2. Movement and Transportation System potential.............................. 30
6.3. Movement and Transportation System preparation for integration
with NATO....................................................................................... 30
6.4. Conclusions....................................................................................... 32
7. MEDICAL SUPPORT............................................................................ 33
7.1. General remarks................................................................................ 33
7.2. Potential of the military medical service.......................................... 33
7.3. Military medical service preparation for integration with NATO.... 34
7.4. Conclusions....................................................................................... 35
8. INFRASTRUCTURE.............................................................................. 36
8.1. General remarks and basic notions................................................... 36
8.2. Potential of military infrastructure.................................................... 36
8.3. The infrastructure preparation for integration with NATO.............. 37
8.4. Conclusions....................................................................................... 39
9. PRODUCTION LOGISTICS................................................................. 41
9.1. General remarks................................................................................ 41
9.2. The actual arms procurement decision making procedure............... 42
9.3. Defence industries............................................................................. 44
9.4. Conclusions....................................................................................... 45
GENERAL CONCLUSIONS........................................................................ 47
LITERATURE............................................................................................... 51
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INTRODUCTION

The research project “The Integration Problems of the Military Logistics

Systems of Poland and NATO” has been conducted in the Logistics Institute of the
Military University of Technology in Warsaw since September 1996 thanks to the
NATO Research Fellowship received in May 1996, and according to the Fellowship
Agreement signed in July 1996 between the NATO Office of Information and Press
(NATIP) and the Commandant of the Logistics Institute.
The goal of the project was to identify to what degree the Polish military
logistics system is prepared for the integration with NATO. The project included
the evaluation of the fundamental spheres of military logistics: logistics policy,
planning, supply, maintenance, movement and transportation, medical support and
infrastructure.
Additionally as a result of seminars and meetings with NATO logisticians
and scientists working in the sphere of military logistics as well as a consequence of
certain conclusions from the lessons learned during participation of Polish
logisticians in peacekeeping operations in Bosnia – the Polish “Production
Logistics” (or “Acquisition Logistics”) have been also examined from the
integration issues’ point of view.
After initial studies on integration problems refering to basic functions of
military logistics, to fundamental notions, definitions and their meanings in the
NATO’s and Polish logisticians languages – finished in November 1996 – the
actually existing differences between the military logistics of selected NATO
countries (United States, Great Brittain, Germany, France) and Poland as well as the
differences between the NATO’s logistics principles, policies, organizations and
procedures have been specified and discussed from December 1996 to May 1997.
As a result of those comparative analyses the fundamental hypothesis of the
project has been formulated as follows.
Polish military logistics, in general, is able to meet the NATO logistics
requirements although the degree of the preparations is different on different
organizational levels and in different spheres (functions) of the logistics. The
main differences consist in:

• quantitatively sufficient “logistic hardware” (equipment, materiel

assets, installations) with necessary required selected qualitative
changes, and - generally insufficient ”logistic software” (principles,
policies, planning, organization, procedures, standards, knowledge
on NATO logistics);
• relatively better (from the integration point of view) situation o
tactical levels than on operational and central levels (transparency of
mutual relations, subordination, sharing responsibilities, principles
of co-ordination);
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• mobile (organic) logistic potential corresponds to NATO

requirements better than the stationary one (particularly on the level
of military dristrict and logistic area);
• the degree of preparation of medical support system, mobile supply
and maintenance systems – higher than the one of infrastructure,
movement and transportation as well as stationary (territorial)
supply and maintenance systems.
During the next stages of the research project the hypothesis has been tested
against the identified NATO detailed requirements refering to particular spheres of
military logistics (June – September 1997) and Polish logistics systems capabilities
(September – December 1997). Subsequently the necessary activities to fulfil the
compatibility and interoperability needs as well as to accelerate the integration
processes in particular spheres have been specified and prioritized (January – March
1998).
Final conclusions have been gathered from particular spheres of military
logistics – then generalized and included in the Final Report (April – June 1998).
The study on the Polish “Production Logistics” has been conducted
simultaneously since September 1997. The hypothesis that the materiel and legal
status of Polish defence industries are not sufficient to meet NATO challenges
and requirements in armaments cooperation; also that arms procurement
decision – making procedures and planning have not been adjusted and
synchronized so far with corresponding NATO planning processes an
procedures for armaments cooperation has been tested against the civil and
military experts’ opinions and analytic works on mutual relations, sharing
responsibilities and subordination of the institutions participating in arms
procurement procedures.
The project was conducted basically in the Logistics Institute of the Military
University of Technology in Warsaw but also in the selected logistic units and bases
of Polish Armed Forces. In particular cases the selected civil and military logistics
experts from the logistics branches of General Staff, Services’ Commands,
Procurement Department of the Ministry of National Defence as well as from the
National Defence Academy were asked to express their opinions on certain
problems. The broad consultations with NATO and NATO countries (USA, France,
Germany) logistics experts took place during seminars, symposiums and meetings.
We would like to thank Mr William G.T. Tuttle, Jr (US Army ret. Gen.) –
President of Logistics Management Institute (LM I) and particulary the author of
the idea of the US – Polish logisticians meeting - Mr David Garner(ret. Col.
USMC) and Mr Frank A. Tapparo from the Institute as well as their colleagues
from LMI for their initiative, advices and opinions presented during the first
seminar “US – Poland Bilateral Logistic Information Exchange” from 11 to 15
May 1998. We also would like to thank Col. Charles J. McKenzie from U.S. Army
Materiel Systems Analysis Activity for infomation given us during our
consultations in the United States in February 1997.
We also owe special thanks to Col. Jean – Sebastien Tavernier and Lt. Col.
Jean – Pierre Fontaine from French Military Mission in Warsaw for their advices
and lectures on the principles and organization of logistics in French Armed Forces.
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The project allowed to inerease significantly the knowledge of the scientific

and educational personnel (civil and military) employed in the Logistics Institute of
the Military University of Technology – on the principles, policies, organization,
procedures and standards of NATO logistics as well as to improve the education
programs for the students of the Military University of Technology, postgraduate
students and candidates for a doctors degree. For the co-operating with the Institute
representatives of civil and military institutions (Logistics Branches of General
Staff, Services Commands, Procurement Department of the Ministry of National
Defence it helped to realize the scale of shortcomings and distances between
selected NATO requirements and the capabilities of Polish system.
The additional advantage of the project was the promotion of the idea of
integration with NATO in the circles of civil and military logisticians.
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1. LITERATURE REVIEW
On the first stage of the project the literature was treated as the basic source of
information on NATO logistics principles, policies, structures, procedures and
standards. One of the most useful positions on that stage appeared “ NATO
Logistics Handbook” published by Senior NATO Logisticians’ Conference
Secretariat. During conducting the research project the second edition of the
“handbook” (from April 1994) was translated into Polish in the Logistics Institute
and then published by the Military Standardization Service Bureau and popularized
in the circles of Polish civil and military logisticians. In October 1997 the third
edition appeared taking into account NATO’s enlargement problems and PfP. The
“NATO Logistics Handbook” presents the broad spectrum of knowledge not only
on the logistics but on the Alliance structures and functionning as well. The
“Handbook” gives general information on NATO’s approach to logistics
(Consumer Logistics and Production Logistics, Cooperative Logistics,
Multinational Logistics, CEP and HNS logistic problems) and then describes in
details particular logistic functions (supply, movement and transportation, medical
support et.c.). There are also special chapters devoted to logistic support for peace
operations, standardization and interoperability problems, NATO military common
funded resources. Other important position useful not only on the first stage but
during the whole period of the project was AAP – 6 – “NATO Glossary of Terms
and Definitions” – also translated into Polish in the Military University of
Technology.
The next important documents studied in the course of the project were: MC
319/1 NATO Principles and Policies for Logistics, MC 55/3 Readiness and
Sustainability Factors, Land Forces Logistic Doctrine ALP - 9(B) - STANAG
2406 from May 1995, MC 327/1 NATO Military Planning for Peace Support
Operations.
Those documents presented more details on the concept of logistic support of
the Alliance’s new strategy.
Simultaneously corresponding Polish li terature have been studied. The basic
document was “Armed Forces Model 2012” worked out by the General Staff and
accepted by the Minister of National Defence. The document established goals and
main directions of further transformations of Polish Armed Forces. Basing on this
document the “ Military Logistics Concept - Model 2012” has been worked out
by the Logistics Branch of the General Staff. There are three main points of the
concept presented in the last document. The first one concerns the division of
military logistics into:
− mobile (organic) logistics of the tactical level units (battalions, brigades,
divisions),
− stationary (territorial) logistics able to furnish logistic support during peace
and war time basing on regional logistics commands structures (logistic
areas) and logistic materiel and maintenance bases.
The second point assumes that the mobile (organic) logistics on tactical
levels will be based on versatile (modular) logistic subunits and units: logistic
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companies, battalions and regiments: maintenance, supply and medical platoons,

companies, battalions.
The third point assumes creating territorial logistics system based on the
division of the territory of the country into 7 logistics areas (within the first option)
with logistic commands of the areas subordinated to the newly created “Materiel –
Technical Command” under the Deputy Chief of General Staff for Logistics (4
logistics areas in Northern - Pomeranian Military Discrit and 3 logistics areas in
Southern – Silesian Military District) or within the second option into 4 logistics
areas (2 in Silesian and 2 in Pomeranian Military Districts). Logistics Area
Commands would have subordinated stationary logistics bases and units (e.g.
maintenance depots) as well as mobile assets able to supply combat units deployed
temporarily in the logistics area.
The concept “Logistics 2012” has left unsolved the problems of organization,
subordination and responsibilites of logistics organs on the level of Military
District and on central level (The questionable idea of Logistics Support Command
or Materiel – Technical command within the General Staff structure). It is the
consequence of not transparent rôle, subordination and responsibilities of Military
Districts within the “Armed Forces Model 2012” - which are also the sources of
difficulties and obstacles on the way to logistic integration described in the next
parts of the report.
Significant group of publications reviewed during the research process were
NATO specialistic documents dealing with particular spheres (functions) of military
logistics. They were:
− publications concerning Logistics Planning: the mentioned above MC
55/3, Stockpile Planning Guidances and a group of STANAG’s on
logistics planning, description of ACROSS system et.c.,
− group of documents on Supply issues: STANAG 1135 (procedures for
handling fuels and lubricants), AC/112 – D/241 (The Single Fuel
Concept), STANAG’s: 3149, 3747, STANAG’s: 2827, 2828, 2829, 2830,
2926, descriptions of NATO Logistics Stock Exchange, SHARE,
COMMIT, PROFIT and NATO Ammunition Data Base,
− publications on NATO Maintenance problems: Battle Damage
Assessment, Battle Damage Repair, Cross – Servicing (STANAG 3430),
LCC, CAL et.c.,
− publications on Movement and Transportation: MC 336/1 The Movement
and Transportation Concept for NATO, STANAG’s: 2156, 2165,
descriptions of ADAMS system, AMCC, TMCC missions,
− group of documents on Medical Support: MC 326 Medical Support
Precepts and Guidance For NATO, Directives AD85-5, AD85-8,
STANAGs: 2126, 3242, 2939, 2061,
− publications on Production Logistics: AAP – 20 Handbook on the Phased
Armaments Planning System (PAPS), AAP – 27 (CAPS), ALP – 10
Guidance on Integrated Logistics Support for Multinational Equipment
Projects, descriptions of CNAD organization and mission as well as of
NATO Project Steering Committees.
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Important part of studied literature were publications concerning CEP, HN

and Logistic Support for Peace Support Operations:
− C – M(85)69 The Role of SCEPC in Peacetime, Crisis and War,
− C – M(92)14 Consequences for Civil Emergency Planning of the New
Alliance Strategic Concept,
− C – M(95)31 NATO Policy on Cooperation for Disaster Assistance in
Peacetime,
− MC 334/1 NATO Principles and Policies for HNS Planning,
− MC411 NATO Civil – Military Cooperation Policy,
− ALP – 12 Guidance for the Planning and Preparation of Host Nation
Support Agreements/Arrangements,
− MC 327/1 NATO Military Planning for Peace Support Operations.
The basic literature for evaluating and estimating the degree of preparation
of Polish military logistics system for integration with NATO in particular spheres
(functions) of logistics was the group of documents dealing with PARP (Planning
and Review Process) and Target Force Proposals for Poland. This group was
divided into three subgroups - the so called PARP – I (General Interoperability
Review - 1997), PARP - II (Polish Interoperability Objectives 1997 – 1999) and
the documents presenting the military logistics response for Target Force Proposals.
The most important document included in the second subgroup was
“Decision No 145 of The Minister of National Defence from August 14, 1977”
[27] establishing the schedule of securing 41 interoperability objectives. The
decision assigned selected units and organizations to particular objectives and
determined the time and principles of supervision, control and support for the
process of achieving the objectives.
The military logistics “reaction” to the Minister’s decision was “Deputy
Chief of Staff for Logistics Guidance on achieving the logistic goals of
interoperability in the Armed Forces and in units selected to the cooperation with
NATO”. The Guidance established the organizational principles and
responsibilities (supervision, control) for carrying out the process of securing
logistics interoperability objectives.
In May 1997 the initial draft appeared of AJP – 4 Allied Joint Logistic
Doctrine in which the ideas of logistic responsibilities and authorities have been
explained as well as the new concepts of multinational logistics and HNS.
In December 1997 Poland (participating since 1996 in selected phases of
NATO defence planning process) received document “Allied Command Europe
Target Force Proposals - Poland” (draft as of 20 December 1997) with a list of 65
targets - prioritized and scheduled in time. During April and May 1998 Logistics
Branches of General Staff and Services worked out plans and schedules for securing
the logistic targets as well as costs estimates for particular targets.
These documents appear ed particularly important in the last stage of the
project together with publications prepared for the seminar “US - Poland Bilateral
Logistic Information Exchange” by both US and Polish side. During the Seminar in
May 1988 the new Multinational Logistics Doctrine was presented by the U.S. side
and discussed with Polish logisticians. The possibility of studying and discussing
the new ideas and concepts concerning Multinational Logistics (included in MC
 9

319) has appeared relatively late (May 1998) but they have been taken into
account in the last stage of the project.
The last part of reviewed literature were different additional publications
like: “Allied logistic information pamphlet” (worked out by Bad Kreuznach Battle
Simulation Center) describing organization of logistic support on tactical levels in
different NATO - members countries, “Compendium of Lessons Learned During
Logistics Support of Peacekeeping Operations”, the documents of SNLC Logistics
Staff Meeting and Ad Hoc Working Group on Conceptual Logistic Documents
dealing with updating MC 334/1 (HNS) and with so called “Third Party Logistic
Support Services”, the documents on NATO Standardization Program for Function
– 09: Logistics, the Movement and Transportation Advisory Group document on
the use of ADAMS system, the Decision Sheet of the twenty – fourth Meeting of
the LSM held with Partner Nations at NATO Headquarters (Brussels, 28 th January
1998).
There are some conclusions - as consequences of the literature study carried
out during the project. Although the number of publications of both sides NATO
and Poland has been sufficient enough to compare actual NATO requirements with
the results of preparations which Poland has obtained hitherto in the different
spheres (functions) of military logistics - there also appeared difficulties of more
general nature. There have not been available so far any documents establishing or
forecasting the future place or the mission or even the specialization of Polish Main
Defence Forces within the strategic concepts of the Alliance. Apart from selecting
the first units destinated for participation in NATO Reaction Forces, Multinational
Corps and Peace Support Operations as well as from preparing single facilities and
objects to be used by NATO forces - it also seems important to have at least
certain general informations on the operational tasks within contingency plans or at
least, operational assumptions to determine future orientation, potential and
direction of development of military logistics: infrastructure, movement and
transportation assets, supply system, maintenance and medical support organization.
The long term logistic planning needs assumptions on the possible variants of using
not only the units assigned to the Reaction Forces but Main Defence Forces as well,
their operational deployment and subsequently their future requirements for the
logistic support.
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2. LOGISTICS POLICY
2.1. Historical remarks
The present day logistics policy in Poland depends - on one hand - on the
historical processes the result of which is actual state of defence system,
organization of the Armed Forces, their armament, equipment and infrastructure
with still visible “heritage” of former system - on the other hand - on the
assumptions concerning directions of the future development of the Armed Forces
and particularly the premises of “Armed Forces Model 2012” [20] which at present
is treated as the basic concept for future doctrinal, organizational and executive
solutions [20, 46, 47].
The transition from the military logistics based on the centrally – planned
economy to the logistics based on the market economy cannot be faster than the
transformation of the economy itself and particularly than the transformation of
defense industries from the monopolized weapons production to the competition on
the weapons market.
The actually existing differences between the military logistics systems of
NATO and Poland - as a result of the historical processes that shaped the doctrine,
the forces’ organization, the armament and equipment during last fifty years - are
still significant.
Military logistics policy strongly depends on the government policy of
transforming the economy of the country.
Despite the efforts made by succesive governments in Poland - the
privatization process goes not so fast as it was expected at the beginning of the
transition.
Although every NATO nation has developed its own logistics principles,
organization and practices, and these have evolved as a result of the foreign and
domestic policy, military doctrine and experience, and geographical considerations
of the country concerned there are also many similarities among them, whilst the
economy of Poland as yet is not similar to the economy of any NATO – country
and subsequently the military logistics system of Poland is not similar to NATO’s
systems. Additionally within NATO special principles apply reflecting the
requirements of operating together in a multinational Alliance and they are quite
different than the equivalent principles of former Warsaw Pact still having a
repercussion on the military logistics in Poland.

2.2. Fundamental integration problems

Starting from the fndamental agreed within NATO definition of logistics
[51] as:
“The science of planning and carrying out the movement and maintenance of
forces. In its most comprehensive sense, the aspects of military operations which
deal with:
(a) design and development, acquisition, storage, transport, distributions,
maintenence, evacuation and disposition of materiel;
(b) transport of personnel;
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(c) acquisition or construction, maintenance, operation and disposition of

facilities;
(d) acquisition or furnishing of services;
(e) medical and health service support.”
- the notions like “Materiel”, “Acquisition”, “Services” - still need thorough
interpretation and explanation within the Polish military logisticians language.
For instance the notion of “Materiel” is within NATO understood in
significantly larger sense than in Poland. Therefore the meanings of “materiel
acquisition policy”, “materiel supply policy” or “materiel distribution policy” are
quite different within NATO’s and Polish circles of logisticians. Also the ideas of
Host Nation Support (HNS), Civil Emergency Planning (CEP), Production
Logistics, Consumer Logistics have never been taken into account in Polish
military logistics policy so far. For instance the fourth sub – division of logistics (d)
covers the provision of manpower and skills in support of combat troops or logistics
activities and includes a wide range of services such as combat resupply, map
distribution, labor resources, postal and courier services, canteen, laundry and
bathing facilities, burials et.c. [51]. Within NATO these services may be provided
either to one’s own national forces or to those of another nation and their
effectiveness depend on close co-operation between operational, logistic and civil
planning staffs. In Poland the cooperation between military and civil logistics policy
makers and planning staffs was never so close. Some mentioned above services e.g.
map distribution, postal and courier services, partially labor resources - and the
allocation of the remaining services (as well as other logistics functions) in the area
of responsibility of different institutions and on different organizational levels of
Armed Forces - differ from the existing within NATO - subsequently the logistics
policy of the corresponding NATO and Polish institutions is different as well as the
cooperation between the military and civil planning organs [21].
The most important integration problem in the realm of logistics policy
seems however the standardization of materiel and services, compatibility and
interoperability of main equipment, interchangeability of combat supplies, and
commonality of procedures. Taking into account the totally different origin of basic
weapons and equipment, the orientation and condition of infrastructure as well as
the different philosophy of logistics planning processes and procedures in Poland
and in NATO – countries - the co-ordination logistics policies concerning the
standardization needs qualitatively new approach. Hitherto NATO have solved the
standardization problems in order to increase the combined operational
effectiveness of the military forces of the Alliance as well as to eliminate
unnecessary duplication among Alliance nations in research, development,
production, procurement and support of defence systems and equipment. In the case
of the former Warsaw Pact country - the applicant for the NATO membership -
standardization means - in general - replacement such matters as concepts,
doctrine, tactics, techniques, logistics, training, organizations, reports, forms, maps
by the new ones. In the domain of materiel it means introducing into service new
weapons systems, C 3 I systems, subsystems, assemblies, components, spare parts,
fuel and lubricants, ammunition et.c.
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The non – less important problem is the long – term policy of location of
resources, logistic assets and installations on the territory of the country -
according to the national security needs and strategic requirements of the Alliance.
It will be also the problem of development of the infrastructure needed to meet
crisis management requirements: communications, command and control,
information gathering, mobility, flexibility of employment, reinforcement activities
and re – supply [21, 59].
Another important aspects which should be taken into account in Polish
military logistics policy from the integration point of view are:
- participation in multinational pools of logistic assets,
- rôle specialization in certain logistics areas,
- common funded resources,
- legal solutions facilitating Polish logistics activities during peace
operations (principles of contracting, funding, reimbursement).

2.3. Basic obstacles in formulating logistics policy

Although the first document including formulated for the first time logistic
principles for Polish Armed Forces has been published already in 1994 [60], the
logistic doctrine has not been worked out so far. It is the basic obstacle on the way
to adjusting Polish logistics policy to the NATO’s one taking into account the
assumptions and concepts of MC 319 (NATO Principles and Policies for Logistics
and AJP – 4 (Allied Joint Logistic Doctrine) [14, 34]. Because of lack of logistic
doctrine the works on Services’ (Land Forces, Air Force and Navy) logistic
doctrines have been delayed.
The source of all those difficulties is lack of national security strategy or
national defence strategy, considered as a part of the Alliance Strategy. The strategy
as well as Joint Logistic Doctrine should be the basis for working out logistic
doctrines for the defence system of the country, for the Armed Forces and for
particular Services.
Another important obstacle in formulating and implementing logistics policy
has been so far the not finished territorial – administrative division of the country,
the works on which are still conducted in the parliament accompanied by quarrels
and emotions. The matters in dispute are the number and the borders of the biggest
administrative units - the voivodeship provinces as well as the newly introduced
lower level units.
Durng the process of transition one of the fundamental assumptions of
Polish military logistics policy was creating the stationary territorial logistics
system (based on logistics regions – areas, regional maintenance depots and
materiel bases - subordinated to the higher level territorial units - military
districts. Long lastng lack of decisions on the number of military districts (finally it
has been established that the territory of the country will be divided into two
military districts) as well as the not decided so far administrative division of the
country - have delayed the building of territorial logistics system.
There have appeared also certain difficulties connected with insufficient
precision of legal regulations estblishing the relations between the Production
Logistics and Consumer Logistics (“The Public Procurement Act”) [49].
 13

The “Armed Forces Logistics Concept 2012” based on the “Armed Forces
Model 2012” [20] is not a finite solution. Many questions are still open. Among 65
Target Force Proposals received by Poland at the end of 1997 [58] there are goals
refering directly or indirectly to the military logistics [28, 29]. Some of them,
discussed in details in the next paragraphs of the report, need accelerating the
works on logistic dostrine and formulating the logistics policy principles more
precisely.
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3. PLANNING

3.1. General remarks

Since 1996 Poland participates in selected phases of NATO defence planning
process. After working out national response to the annual Defence Planning
Questionnaire and sending it to Allied Command Europe - the Ministry of
National Defence received (in December 1997) a draft of 65 Forces Proposals for
Poland - presented in the document “Draft Allied Command Europe Target
Force Proposals - Poland” [58].
After bilateral negotiations and reviewing the corrected draft by the Military
Committee in March 1998 - the Defence Review Committee (during the meeting
15 + 3 in May 1998) modifies it and sends (at the end of May 1998) to the Defence
Planning Committee as Target Force Goals draft.
During bilateral negotiations Polish side should forsee and preplan financial
resources necessary to fulfil the obligations resulting from the declared
commitment and then from the received later Target Force Goals.
One of the fundamental integration problems in this sphere of activity will be
acquainting Polish military and civili logisticians with methods, procedures and
structures by which NATO goals are agreed through the Defence Planning Process
and particularly through the Logistics Planning (NATO Stockpile Planning,
Determination of Logistics Requirements, Civil Emergency Planning, Host Nation
Support Planning) Logistics Responsibilities and Reporting. The actual knowledge
on these issues is dramatically insufficient among Polish logistics planning
comunity. The small group of Polish military logisticians took part in NATO peace
keeping operations working together with their NATO colleagues. Some few of
them who participated in logistics planning processes have got certain knowledge
concerning mostly the lowest levels (company, battalion, brigade) and specifically
oriented (peacekeeping) logistics [25].
Other significant problems concern coordination and synchronization
the national economy and particularly national defense planning process with the
NATO Defence Planning Process.
The collective nature of NATO’s defence demands that, in reaching their
decisions, governments take account of the force structure and capabilities
recomended by the NATO Military Authorities, and adopted by the Defence
Planning Committee, and of the medium and long – term military plans of their
partners. The Polish defence planning procedures have changed since 1989 and
have been not precisely defined so far as of the basic cycles and decision – making
responsibilities. NATO force planning is based on the strict planning cycles:
Ministerial Guidance, issued every two years, and Force Goals, covering a six year
period, which are adopted every two years and Annual Defence Review, leading to
an agreed NATO force plan for the succeeding five years period, the first year of
which is a firm commitment of forces to NATO by each nation. The adequate
planning cycles and sequences in Polish defence planning process should be then
established and synchronized with NATO cycles as well as with the sequence of
events for which the development of the Ministerial Guidance is a starting point
[31, 32].
 15

The most important, from the logisticians point of view, planning documents
are “Readiness and Sustainability Factors” (MC 55/3) [30] and “Stockpile Planning
Guidance” [49, 50]. These documents define, clarify and translate into “logistics
language” the statements included in Ministerial Guidance and Force Plan. They are
practically not known within Polish military and civil logisticians environment.
“Readiness and Sustainability Factors” adresses readiness criteria and
sustainability parameters to be used in force operational and logistics planning.
“Stockpile Planning Guidance” establishes stockpile requirements for
ammunition, fuels and lubricants and other materiel - in order to achieve materiel
sustainability. The fundamental, for these documents, notion of “sustainability” is
not only incorrectly translated into Polish language but also misunderstood (without
taking into account the definition of sustainability in AAP-6).
The mentioned above documents as well as the NATO stockpile calculation
methodologies (Level – of – Effort, Lifetime – Oriented and Target – Oriented
Methodology), the computer based stockpile planning models, the database of
information necessary for operation the computer models used in determining
stockpile requirements - should be not only the subject of education but also the
topics of discussions, seminars and symposiums organized together by Polish
military and civili logisticians and scientists interested in logistic planning and by
their NATO colleagues. These activities should be held in the Military University
of Technology in Warsaw and in corresponding NATO scientific and educational
centers.

3. 2. Planning potential
During the transition process - the military institutions taking part in
logistic planning evolved from the following four groups existing before 1993:
− General Quartermaster’s (in those times Viceminister of National
Defence) institutions (e.g. Uniform Servicc, Food Service, POL Service),
− General Inspector’s of Technology (also Viceminister of National
Defence) institutions (e.g. Ordnance Service, Tank – Automotive
Service),
− Technical and quartermaster’s branches of arms and services’ commands,
− the former Materiel Planning Directorate of the general Staff,
through the solution with two groups existing since 1993 ( centralized option):
− institutions of so called Logistics Inspectorate of the General Staff (e.g.
Supply Directorate, Maintenance Directorate),
− institutions subordinated to the civil Viceminister of National Defence
for Armaments and Military Infrastructure,
to the present organization with the Logistics Branch of the General Staff
subordinated to the Deputy Chief of General Staff for Logistics and consisting of
four General Staff Directorates:
− Logistics Planning Directorate,
− Materiel Directorate,
− Technical Directorate,
− Military Medical Service Directorate,
 16

the group of Ministry of National Defence Departments subordinated to the

Secretary of State - the First Deputy of the Minister of National Defence:
− Procurement and Delivery Department of Weapons and Military
Equipment,
− Development and Implementation Department,
− Infrastructure Department,
and the group of Services Command’s institutions subordinated to the Services’
Deputy Commanders for Logistics:
− Land Forces Command Logistics Branch,
− Air and Air Defence Forces Command Logistics Branch,
− Navy Command Logistics Branch.
As a result of five years lasting restructirazation (changes of organizational
and functional structures, responsibilities and subordination) the mutual relations
and sharing responsibilities during the process of logistic planning are still much
complicated and not transparent. Particularly the type and scale of the subordination
and sharing responsibilities between the mentioned above Directorates of the
General Staff and the Logistics Branches of Services’ Commands have not been
precisely defined so far as well as the adequate relations between the Ministry of
National Defence Departments and General Staff Directorates. Subsequently the
procedures of logistic planning have not been upgraded so far, they do not reflect
the recent structural changes, subordination and responsibilities of the institutions
participating in logistic planning - therefore they are not instrumental and need
redesigning. The new logistic planning procedures should take into account the
present rôles, functions and responsibilities of all the institutions (military and
civil) participating in logistic planning.
Important component of planning potential are computer systems supporting
the planning processes.
There are systems which had been designed, worked out and implemented
long before the restructurization started.
Some of them (still in use) have been designed for old generation computers.
The decisions have been already made to modernize part of them and to cancel the
other. There are also new systems processed on modern PC-s but dealing with
logistic planning mostly on the lower levels (depot, region – logistic area, materiel
and technical base). For the top levels: Logistics Planning Directorate, Materiel
Directorate, Technical Directorate - of the General Staff as well as for Materiel
and Technical Commands of Services - the new system has been designed on
modular base (System LOGIS) which is actually in the phase of implementation
(on IBM PCs 486) and in experimental use.
The fundamental component of the planning potential is however the
mentioned above institutions’ personnel - logistic planners and particularly their
knowledge on NATO logistic planning principles, organizations, procedures and
systems. This knowledge has been insufficient so far and needs completing
education and training activities as well as translating into Polish the NATO logistic
planning documents (handbooks, manuals and STANAGs) and popularizing the
within logistic planners community.
 17

3.3. Logistics planning preparation for integration with NATO

In comparison with the other spheres of military logistics described in the
next paragraphs the importance and complexity of the planning preparation
problems are much greater. The number of participating institutions and their
mutual relations, the not finished so far restructurization process, not clear
subordination and responsibilities, lack of new planning procedures adequate to the
recent structural changes and insufficient knowledge on NATO logistic planning -
result in inertia and false expectations that joining NATO will solve all those
problems.
From 65 Target Force Proposals [58] received by Poland at the end of 1997
following have been selected by the Logistics Planning Directorate of the General
Staff [29] and entitled as “Group of Planning and Organization Logistic Support
Goals”:
“TG4120 Logistics sustainability of units” (Priority I, Start Time 1999),
“TG4147 Logistics liaison personnel” (Priority I, Start Time IV 1999),
“TG4148 Logistics support planning/doctrine” (Priority III, Start Time 2002),
“TG4149 Logistics Reporting” (Priority III, Start Time 2000),
“TL0047 National support to Reaction Forces” (Priority I, Start Time IV 1999),
“TL0049 CS and CSS for Peace Support Operations” (Priority II, Start Time IV
1999).
The estimated costs of TG4120 – 3205 mln PLN (in prices from 1997), TG
4147 - 1 mln PLN, TG4148 - 14,48 mln PLN, TG4149 - 60 mln PLN.
This estimation is neither full not precise becasue of lack of the directive and
standardization documents in the Logistics Planning Directorate of the General
Staff.
To reach the Targets following activities have been determined.
For TG4120:
− preparing logistics personnel (II, 1998 - II 1999),
− preparing National Support Element (half 1998 - III term 1999),
− preparing group of logistics units for Reaction Forces (IV term 1999 –
end 2000).
For TG4147:
− preparing logistics liaison personnel (half 1998 - end of 2000).
For TG4148:
− preparing personnel (half 1998 - end 1999),
− working out principles, manuals, regulations (2000-2002).
For TG4149:
− analyzing, interpretation and adaptation of NATO standards and
documents concerning logistics reporting, and application in Polish
military logistics reporting system, particularly in computer systems (IV
term 1998 – end 2000),
− training personnel in using the new logistic reporting systems (IV ter
2000 - end 2003).
For TL0047:
 18

− preparing and starting the processes of creation and equipment processes

of national logistic element (unit, brigade) or logistic units based on the
logistic area potential (end of 1998),
− furnishing the subunits with necessary equipment and preparing standard
stocks of necessary materiel (half 1999),
− training and exercises activities preparing the subunits of Logistic
Brigade for operating together under the Brigade level command (from I
to IV term of 1999),
− modernizing and replecement the old equipment of the battalions
assigned to the logistic Brigade according to the document “Purchases
Plan - to 2003” (from 1999 to 2000),
− furnishing the battalions of the Logistics Brigade with equipment and
materiel stocks (from III term of 1999 to end 2000).
For TL 0049 fundamental activities have been already completed (according
to the Logistics Planning Directorate).
These activities although important and required from the integration point of
view do not reflect the fundamental integration problem of designing the transparent
and clear procedure of logistic planning on the central level, taking into account the
links with production logistics planning and CEP, NATO Stockpile Planning, HN
issues as well as sending nation problems and participation in peace support
operations.
This procedure should be coordinated and synchronized with NATO defence
planning cycle.

3.4. Conclusion
Taking into account the ideas and concepts presented in MC 319 (NATO
Principles and Policies for Logistics) as well as in AJP – 4 (Allied Joint Logistic
Doctrine) [14, 34] the following problems need solving during the integration
process in the sphere of logistic planning:
− defining precisely and legally establishing the mutual relations,
subordination, coordinating authority and responsibilities between the
logistic Directorates of the General Staff, Logistic Branches of Services’
Commands and the Ministry of National Defence Departments
participating in logistics planning processes,
− acquainting the top level logistics commanders, managers and experts
with NATO Defence and Logistic Planning, particularly with the
hierarchy of Alliance Planning (Defence Planning and Operational
Planning, Force Planning, Logistic Planning, Armaments Resources, CIS
Planning, OPLAN Development and Approval), Logistics Planning
Process and Planning Tasks,
− preparing the team of designers acquainted with NATO Defence Planning
Process, NATO Logistics Planning, HNS, CEP as well as with domestic
logistics planning potential, procedures and supporting computer systems
in order to work out the logistics planning procedure adequate to the
resent situation (after the restructurization and taking into account the
 19

lessons learned during participation in NATO planning process: DPQ,

Target Force Proposals, Force Goals et.c.),
− redesigning the LOGIS system or introducing additional modules making
it compatibile with NATO computer systems supporting logistics
planning as well as with NATO logistics reporting system,
− organizing the broad scale education of Polish logistics planning
personnel on NATO logistics principles doctrine, organizations,
procedures, documents, STANAGs basing on the potential of the Military
University of Technology in Warsaw and corresponding NATO
educational and training centers,
− designing, organizing and equipping the National Support Element
(brigade size) and other logistics units for Reaction Forces,
− introducing the planning issues resulting from the integration with NATO
into logistics training activities: command and staff exercises and field
exercises,
− adjusting Polish logistics planning documentation used on lower levels
(logistic area, logistic base, maintenance and supply depot) to NATO
requirements and standards,
− acquainting personnel from the civil institutions, forseen to participate in
HNS and CEP, with NATO logistics planning principles, organizations
and procedures.
 20

4. SUPPLY
4.1. General remarks
Supply system as a part of Polish military logistics consists of so called
“materiel system”, “technical supply system” and “major weapons supply system”.
The influence of national economy conditions on these systems’ performance is
greater than on other logistics systems.
The concept of supply syste organization and functionning has evolved
since 1992 (creating the logistics branch of the General Staff) from the idea of
narrowly specialized supply organs (General Quartermaster’s Services: Clothing
Service, Food Service; General Inspector’s of Technology Services: Tank –
Automotive Service, Ordnance Service; supply branches of Army, Air Force and
Navy; supply branches of Engineering Corps, Communications Corps and Chemical
Corps) through the idea of centralized, versatile, full scale supply organs (Supply
Directorate of the General Staff, Procurement and Delivery Department of the
Ministry of National Defence) to the recent solution (instrumental since the end of
1996) within which the responsibility for supplying Armed Forces is shared
between the Materiel Directorate of the General Staff (“materiel system”) Technical
Directorate of the General Staff (“technical supply system”), corresponding
Materiel Commands and Technical Commands of Land Forces, Air Force and Navy
and the Procurement and Delivery Department of the Ministry of National Defence
(“major weapons supply system”).
The Materiel Directorate of the General Staff is responsible for planning and
programming activities in supplying the Armed Forces with 4 classes of materiel:
food, clothing, POL and so called, “combat resources” (ammunition, rockets and
explosives).
The Technical Directorate of the General Staff is responsible for planning
and programming activities in supplying the Armed Forces with engineering,
communications and chemical equipment, other technical equipment: stationary and
mobile workshops, measuring instruments spare parts, repair assemblies and kits,
tools, technical materiel. The adequate solution on the Land Forces, Air Force and
Navy Commands level shares the responsibility for management the Services’
supply systems between corresponding Materiel Commands and Technical
Commands (within the Services’ logistics branches).
The Procurement and Delivery Department of the Ministry of National
Defence deals with supplying Armed Forces with major weapon systems and plays
the rôle of a “bridge” between national economy (production logistics) and military
logistics (consumer logistics) for other classes of supply. This rôle has been
described in the paragraph “PRODUCTION LOGISTICS”.
This solution has not defined so far the rôle of Military Districts in
supplying forces (recently the 4 existing Military Districts’ Commands have been
subordinated to the Land Forces Command). The “Model 2012” assumes that the
preplanned two Military Districts only (NORTHERN and SOUTHERN or
POMERANIAN and SILESIAN) will constitute the territorial logistics system but
their future subordination (different options: to the Territorial Defence Directorate
 21

of the General Staff, to the Land Forces Command or to the Department of the
Ministry of National Defence) has not been decided so far.

4. 2. Materiel System potential

Materiel System potential cousists of:
− supply platoons (sections) on the level of battalion (company),
− supply companies (supply sections, supply stores - in the Air Force and
Navy) on the level of brigade (regiment and corresponding levels in the
Air Force and Navy),
− supply battalions (supply depots - in the Air Force and Navy) on the
level of division (corresponding levels in the Air Force and Navy),
− regional and Military District level supply bases on the level of corps,
logistic area, military district, Services’ commands,
− specialized supply depots on the level of Services’ commands,
− ammunition delivery battalion on central level.
Practically every brigade (brigade level unit) has its own organic supply
company (corresponding supply subunit) and every division (division level unit) has
organic supply battalion (corresponding supply unit).
District and regional (logistic area) supply bases as parts of future territorial
logistic system are in the stage of reorganization and forming.
The maintenance units, depots and organs described in next paragraph also
participate in supplying processes dealing with technical materiel: repair parts and
kits, repair assemblies.
Functionning of materiel systems consists of three cntrolled streams of
materiel:
− the stream going through organic mobile supply and maintenance units
and subunits (supply sections, platoons, companies, battalions) on
particular levels of Armed Forces organization,
− the stream going through stationary (regional and Military District level)
supply bases, maintenance depots as well as through specialized
Services’ depots,
− the stream of centralized (Procurement and Delivery Department of the
Ministry of National Defence) and decentralized (different level
commanders) purchases executed directly in the state –owned and private
companies and enterprises of nationally economy .
From the integration with NATO point of view and particularly taking into
account the HNS issues the important shortcoming of the materiel system is lack
of sufficient autonomy of tactical level commanders in contracting admissible
categories of goods and services on local markets (lack of legal solutions,
principles, regulations, rules enabling the commanders to negociate contracts and to
cooperate with local civilian companies in the sphere of supplying forces).
 22

4. 3. Materiel System preparation for integration with NATO

Following assumptions have been determined so far in order to prepare the
materiel system for integration with NATO and to implement the “Model 2012” of
armed forces:
− introducing the new classification and codification of materiel,
− decreasing the number of mobile supply units, simultaneously increasing
the effectivenes of the rest units as well as the capacities of territorial
supply installations,
− increasing the materiel autonomy of tactical level,
− intensifying the works on stationary, territorial materiel system,
− creating new stationary regional (logistic area) supply bases of Land
Forces, Air Force and Navy,
− adjusting the fuel supply system for the NATO requirements.
From 65 Target Force Proposals [58] received by Poland at the end of 1997
- three refer directly to the materiel system:
“TG4080 Single Fuel on the Battlefield” (Priority III, Start Time 2000),
“TG4081 Tactical Fuels Handling Equipment” (Priority III, Start Time 1999),
“TM4093 Replenishment at Sea” (Priority II, Start Time 1999).
The Materiel Directorate of the General Staff estimated the total costs of
TG4080 as 614 mln PLN and TG4081 as 213,20 mln PLN. The estimates have been
supported by the detailed calculations, scheduling the costs year by year from 1998
to 2003 and taking into account the prices of necessary equipment and works.
Following detailed activities have been forseen in order to reach the targets.
For TG4080:
− working out the technological documentation for production of the new
fuels (1998 - end of 1999),
− working out and implementation the concept of supplying forces with
new types of fuel (by the end of 2000),
− implementation the STANAGs: 1135, 3149 and 3747 - by the end of
2000.
For TG4081:
− starting the production and delivery of CD – 10 fuel tanks for the
Reaction Forces (by the end of 2000),
− working out the concept of development and production of the remaining
POL equipment (IV term 1998 - III term 2000),
− furnishing the armed forces with remaining POL equipment (I – II term
of 2000),
− TG4081 will be executed also after 2003.
For TM4093:
− analysis of STANAGs: 2827, 2828, 2829, 2830, 2926 (by IV term 1998),
− estimation the loading and unloading capabilities in naval bases and civil
harbours and furnishing the selected units with cargo handling and
reloading equipment, signing contracts with civil carriers (from II term
1998 to the end of 2003),
 23

− training the personnel operating the containers handling and reloading

equipment (from II term 1998 to the end of 2003).
From the integration with NATO point of view following shortcomings of
the materiel system should be taken into consideration:
− lack of computer – aided materiel planning system,
− the territorial stationary supply system still in the phase of organization
with unsolved problems of the rôle and subordination of Military
Districts,
− insufficient materiel autonomy on tactical levels (lack of legal
regulations),
− the fuels and fuel supply system not adjusted to NATO standards and
requirements,
− lack of containers based materiel distribution system and cargo handing
and reloading equipment compatibile with NATO standards,
− insufficient knowledge on NATO supply systems organization,
principles, standards and procedures.

4.4. Conclusions
Among the basic functions of logistics - supply is the one within which the
integration problems appear the most complex and the most important as well.
There are significant differences betwenn the mobile (organic) and stationary
(territorial) supply potential of Polish military supply system. While the first one
doesn’t need fundamental changes and is able to furnish materiel support for units
operating in the field - inside the country and during the peace support operations
- outside the country, the second (important from the HNS as well as from the
NATO forces deployment point of view) still needs conceptual, structural and
functional solutions.
In order to increase the compability and interoperability with corresponding
NATO systems following activities should be intensified:
− designing the territorial supply system (particularly solving the problem
of mission, rôles and functions of Military Districts as well as their
subordination and placement within the territorial logistic system),
− strengthening the regional (logistic area) materiel bases (among others
assigning certain mobile potential assets to shorten the time of delivery),
− designing the computer – aided materiel management system as well as
C3 system for stationary and mobile supply potential,
− modernizing the depots infrastructure (stores and warehouses equipment,
handling and reoading devices) taking into account NATO requirements
and standards,
− designing and implementing container based materiel distribution system,
− adjusting the fuel supply system to NATO standards and requirements
(preparing the system for joining NATO Pipeline System, introducing
fuels, lubricants and associated products standardization and
interchangeability, solving the single fuel issues, furnishing forces with
modern fuel storage and distribution equipment),
 24

− introducing materiel classification and codification systems (acquainting

the personnel with NATO standards and solutions),
− introducing the legal and organizational solutions giving more autonomy
for tactical level supply system (providing tactical level commandrs with
rules and regulations enabling them negotiating and signing contracts
with private and state owned companies and enterprises),
− organizing the education of the supply system management personnel on
the issues of NATO Logistics Stock Exchange, Stockholding and Asset
Requirements Exchange (SHARE), Common Item Materiel Management
(COMMIT), Provisioning File Items (PROFIT) and NATO Ammunition
Data Base (NADB), ACROSS system, Medium Term Resource Plan
(MTRP) basing on the potential of the Military University of Technology
in Warsaw as well as on NATO educational centers,
− intensifying the cooperation and increasing the participation of Polish
military and civil supply specialists in the works of NATO institutions
and organizations dealing with supply problems (SRB; NAMSO;
NAMSA; NSO; PPC; NPC; CEPMA) as well as in working groups
(AC/112/WG1; AC/112 ARMY, AVIATION, NAVY).
 25

5. MAINTENANCE
5.1. General remarks
The basic armament of Polish Armed Forces have been manufactured in
Poland according to the licence - and co-operation agreements (signed within the
Warsaw Pact) or imported from the former USSR or former Warsaw Pact countries.
It is generally obsolete, worn out morally and physically, difficult and expensive to
maintain. Its low maintainability makes the fundamental difference between Polish
and NATO’s preventive services systems. Lack of modern diagnostic equipment
and of the technologies of continuous assessment of state result in mostly based –
on – lifetime maintenance with its all disadvantages versus the based – on – actual –
state maintenance. The so-called Scheduled Preventive Overhauls System - in
early Fifties introduced in Polish economy (as well as in the armed forces)
following Soviet patterns - stil remains obligatory. Except certain theoretical
assumptions and name - this system appears not similar to western PMCS systems
(Preventive Maintenance Checks and Services).
The negative experience with the scheduled and obligatory overhauls
executed after strictly determined periods of time and independently on the actual
state of devices (which have significantly increased the maintenance costs) consists
in appearing tendencies to artificially justified extension of the periods between
services and overhauls in order to “spare” the maintenance costs in this way [47].
Within Polish military logistics the notion of Technical Support System is
beeng used, which includes: Maintenance System, Evacuation System and
Technical Supply System. These systems in the Armed Forces scale are supervised
by the Technical Directorate of the General Staff and on the Services’ Command
level - by the Technical Commands within the logistics branches of Land Forces,
Air Force and Navy Commands. On division (brigade) level there are Technical
Departments (Sections) within logistics branches of division (brigade) commands.
Since 1994 the Technical Support System has undergone many
transformations, the essence of which is changing the proportions between mobile
and stationary maintenance and supply potential in favour of the last one. According
to the defensive character of the new doctrine the damaged weapons and equipment
should be evacuated to stationary maintenance depots, which belong to the
territorial logistics system.
During the reorganization 30 brigade (regimental) level maintenance
companies have been disbanded as well as 11 divisional maintenance battalions and
70 specialistic workshops (including vehicle service stations).

5. 2. Technical Support System potential

At present the Technical Support System potential consists of:
− maintenance platoons (sections) on the level of battalion (company),
− maintenance companies (technical flights, squadrons) on the level of
brigade (regiment),
− maintenance battalions (field aviation workshops, naval technical
workshops) on the level of division (corresponding levels in the Air Force
and Navy),
 26

− regional and Military District level maintenance depots, maintenance

battalions and evacuation battalions (aviation maintenance depots and
aviation workshops, ship maintenance points) on the level of corps,
logistic area, military district, services’ commands,
− maintenance battalions, heavy equipment transportation battalions,
specialized medical and meteorological equipment maintenance depots,
military and civilian maintenance and production enterprises.
Practically every brigade (brigade level unit) has its own maintenance
company (corresponding maintenance subunit) and every division (division level
unit) has maintenance battalion (corresponding maintenance unit).
District and regi onal (logistic area) maintenance depots as parts of future
territorial logistics system (according to “Model 2012”) are in the stage of
reorganization and forming.
The functioning of land forces’ maintenance system is based on three levels
of repairs:
− current repair (small scale - to 16 work-hours - executed by
maintenance platoon, middle scale - 16 - 40 work-hours - executed by
maintenance company, 40 - 60 work-hours - executed by divisional
maintenance battalion),
− middle repair (to 150 work-hours - executed by corps maintenance
battalion or regional or district level maintenance depot),
− main repair – overhaul (450 - 4000 work-hours - executed by military
maintenance and production enterprise.
In the Air Force the system id based on three levels of repairs of aviation
technology:
− small repair (to 200 work – hours – executed by technical flight),
− current repair (400-600 work – hours – executed in the air base),
− middle repair (more than 600 work – hours – executed by military
aviation maintenance enterprise).
In the Navy the system is based on two levels of repairs of ships:
− emergency repair (10-6000 work – hours executed by the ship crew or by
naval technical workshop),
− battle – damage repair (small scale 7000-37000 work – hours, middle
scale 14000 – 75000 work – hours, large scale 18000 – 112000 work –
hours - all executed in ship maintenance points).
The analysis of actual potential and organization of technical support syste
shows that it needs fundamental changes from the perspective of future organization
and equipment of armed forces, NATO membership requirements, new estimates
of peacetime wear and battle-damage rates and executive capabilities of
maintenance and evacuation systems.
 27

5. 3. Technical Support System preparation for integration wit

NATO
In order to implement the principles of the “Model 2012” of armed forces
and to prepare the technical support system for integration with NATO following
assumptions have been determined:
− introducing the five level classification of repairs according to NATO
standards.
− decreasing the number of divisional maintenance battalions according to
the structural transformation of land forces,
− mobile maintenance potential (brigade, division, corps – level) should
fulfil the requirements for 1, 2 and 3 level repairs (mainly the weapon
systems),
− the Military District and regional (logistic area) maintenance depots
should execute the 4 level repairs, supplementing the field (mobile)
potential,
− the military and civil maintenance and production enterprises should
execute only the 5 th level repairs.
The new concept assumes following levels of repair:
− technical aid (to 16 work – hours, maintenance platoon)
− first level repair (16-40 work – hours, maintenance company),
− second level repair (16 - 40 work-hours, divisional maintenance
battalion),
− third level repair (60 - 120 work-hours, corps maintenance battalion),
− fourth level repair (120 - 240 work-hours, Military District and regional
maintenance depots),
− fifth level repair (450 - 4000 work-hours, military and civil maintenance
and production enterprises).
The necessity of increasing the number of repairs in the stationary territorial
maintenance depots and enterprises results in increased needs for technical
evacuation potential which should be at last 4 times greater than the actual.
The fundamental changes in Air Force technical support system are
connected with creating the two types airbases - on tactical level and on
operational level and the air armament maintenance depot - on central level.

5. 4. Conclusions
The concept of territorial based maintenance system (logistic areas, regional
and Military District level maintenance depots) makes necessary moving part of
maintenance potential from western to central and eastern part of the country – to
make its territorial distribution more regular.
The consequence of assumed changes in the maintenance system
organization will be necessity of transformation the technical supply system and
particularly new composition and deployment of repair sets and kits stocks.
Technical materiel assets should be organized on modular base providing the
necessary autonomy of mobile maintenance units.
 28

The adaptation to NATO maintenance standards needs solving numerous

problems of technological and organizational nature as well as educational, research
and even terminological.
Following problems should be solved at first:
− reorganization (according to the new described above rules) the
maintenance systems of the units assigned to NATO,
− education of Polish maintenance specialists on NATO methods of
estimating the battle damage and wear rates, techniques for assessment
the damage, standarized maintenance and repair procedures, repair
priorities systems, repair time lines, maintenance inspections, repair parts
systems,
− acquainting Polish maintenance management personnel with NATO
computer – aided maintenance management and planning systems, basing
on the potential of the Military University of Technological in Warsaw,
− establishing the principles of technical support (maintenance, repair parts
supply, technical evacuation) furnished for NATO forces deployed on the
territory of the country,
− explaining (translating ), defining and popularizing the notions like:
Battle Damage Assessment, Battle Damage Repair, Airfield Damage
Repair, Cross – Servicing as well as LCC and CALS [51], within the
military and civil maintenance community,
− acquainting the military and civil maintenance personnel with modern
methods and equipment for automated testing of weapon systems
technical state, nondestructive inspection, technical diagnostics,
continuous assessment and control of devices’ state,
− increasing the rôle and involvement of Polish Military University of
Technology in education and research oriented towards solving logistical
and particularly maintenance problems of integration with NATO as well
as the cooperation of the University with corresponding NATO education
and research centers,
− increasing the participation of Polish military maintenance management
specialists in the works of NAMSO, NAMSA, working groups and
panels oriented on maintenance problems,
− popularizing the experience and lessons learned by Polish maintenance
specialists during participation of Polish battalion in IFOR and SFOR
within peacekeeping operations “Joint Endeavour” and “Joint Guard” in
Bosnia.
 29

6. MOVEMENT AND TRANSPORTATION

6.1. General remarks
Since 1989 the military movement and transportation system has undrgone
fundamental changes. The Cold War strategies assigned Poland the rôle of “transit
country” - particularly for Soviet follow – on – forces (second strategic echelon).
The “heritage” of that approach is still visible not only in the transportation
infrastructure but in organizations and institutions responsible for movement and
transportation as well. The responsibilities were shared between military and civil
institutions. The most important of them was one of the General Staff Directorates
- The Directorate of Communication. The main sphere of interests of the
Directorate was the railroad system of transportation troops and the ter
“Communication” was considered - in the narrow sense - mostly as railway or
road transportation of troops - and subsequently, on lower organizational levels -
separately from the movement (therefore the – mentioned – above Directorate had
practically no executive organs below the Military District level and the institutions
responsible for movement management and organization was Military Police).
Within NATO - movement and transportation are considered as
fundamental components of mobility. The concept of mobility is cornerstone of the
Alliance’s new strategy. Movement and transportation planning to support military
operations should be carried out and coordinated on a combined service and joint
military – civil basis encompassing all modes of transport. Joining NATO needs
harmonization of legislation and other national measures appropriate to support
Alliance movement and transportation capabilities. There occur also particular
groups of problems connected with the differences between NATO – countries and
Poland in transportation technology, possibilities of civil support to the military
transportation, transportation resources acquisition policy, movement and
transportation command, control and communications.
After disbanding at the end of 1996 the mentioned above Directorate of
Communication - the Transportation Division has been created within the
Directorate of Logistics Planning (in the General Staff).
The Transportation Division actually is supervising following activities:
− military railway transport and centralized transportation of supply,
− organization of cargo handling, trans – shipment and reloading works
(including paletization problems),
− management of the equipment for reloading works mechanization as well
as military railway rolling stocks,
− management the military payed fares and transportation charges
problems.
The military railway sidings and side – tracks are supervised by the Ministry
of National Defence’s Infrastructure Department. The Engineers Corps Command
(within the Land Forces Command) is responsible for management and
maintenance the transportation network from the technological point of view as well
as for commanding the specialized maintenance and construction (railway, roads,
bridges) military units (the so called communication units).
 30

The responsibility for movement control and organization has been taken
over by the Territorial Defence Directorate of the General Staff.
Within the logistics branches of Services’ Commands (Army, Air Force and
Navy) the Transportation Divisions have been created with responsibilities
corresponding to the Transportation Division of Logistics Planning Directorate
(General Staff) but specialized (depending on the Service) in supervising land,
maritime and air transportation activities.

6. 2. Movement and Transportation system potential

As a result of organizational and structural transformations in 1989 – 1996
the movement and transportation system potential prepared for wartime has been
reduced by 61% and the peacetime potential by 67% (from 61 to 20 units and
organs). The number of assignments (civilian and military posts) has been reduced
by 81%.
The important part of movement and transportation potential is supervised by
the Infrastructure Department of the Ministry of National Defence. This potential
consists of 2500 km roads prepared for movement of tracked vehicles, 60 railway
stations prepared for military transport, 162 military railway sidings and side –
tracks of total length about 800 km.
The so called communication units (regiments) subordinated to the Engineers
Corps Command are responsible for reconstruction of roads, bridges and railway
tracks and installations in the case of damages during the wartime as well as for
maintaining the important from the military point of view elements of road and
railway networks during the peacetime.

6.3. Movement and Transportation system preparation for

integration with NATO
Movement and Transportation system preparation for integration with NATO
depends strongly on the determination of missions and rôles of Military Districts,
which are not sufficiently precisely defined so far. Also the situation of Military
Districts within the Defence System of the country and their subordination are not
clear.
Perspective solution “Model 2012” assumes creating 2 Military districts
(NORTHERN – POMERANIAN and SOUTHERN – SILESIAN) instead of
actually existing 4 (POMERNIAN, SILESIAN, WARSAW and CRACOW) -
subordinated to Land Forces Command. “Model 2012” assumes creating
Transportation Divisions within the logistics branches of Military Districts
Commands. Territory of the Districts will be divided into 2-4 Logistic Areas and
in every Area the Military Transportation Command will be established with
following responsibilities:
− supervising the execution of military railway and road transportation
plans and cooperation with corresponding civil transportaion supervising
territorial organs,
− maintaining and updating the technological description of transportation
networks from the military requirements point of view,
 31

− control the transportation escort service and supervision hazardous

materiel transportation,
− supervising the reloading (trans – shipment) area’s commands,
− supervising the usage of military transport equipment and assets.
From 65 Target Force Proposals [58] received by Poland at the end of 1997
- the two refer to the movement and transportation system:
“TG4134 Cargo Handling and Transportation” (Priority II, Start Time 2000),
“TG4150 Movement Planning and Co-ordination (Priority II, Start Time 2000).
Transportation Division of the Logistics Planning Directorate (within
General Staff) estimated the total costs of TG4134 as 115,0518 mln PLN. The
estimate has been supported by detailed calculations based mostly on prices of
containers, containers trucks, reloading and handling equipment, modern cargo
fastening and fixing devices.
To reach the Target following activities have been determined:
− adjustment logistics structures of divisions (brigades) of Reaction Forces
to NATO cargo handling and transportation requirements by the end of
1999,
− providing neccssary cargo handling and reloading equipment, containers,
transport assets, cargo fastening and fixing devices for troops assigned to
NATO - from 2001 to 2003.
The second Target TG4150 has not been considered by military logistics
organs so far. Taking into account the ideas and concepts presented in MC336
(Transportation and Mobility Management Concept for NATO) [41], the
fundamental shortcomings of Polish military movement and transportaion system,
from the integration with NATO point of view, are:
− insufficient co –operation between the institutions responsible for
movement (Strategic Planning Directorate) and for transportation
(Logistics Planning Directorate),
− lack of integrated computer-aided movement and transportation planning
system,
− lack of procedures for coordinating land, maritime and air transportation
activities,
− smaller than in NATO countries scale utilization of civil transport assets
and equipment,
− handling and reloading equipment as well as cargo fastening and fixing
devices not compatibile with NATO standards,
− lack of supply transportation system based on containers and planning
load sets and units,
− insufficient knowledge on NATO movement and transportation planning
procedures and organization.
 32

6. 4. Conclusions
There are still many factors which hamper the preparation military
movement and transportation system for integration with NATO. To accelerate the
integration processes following activities should be organized:
− developing education on NATO movement and transportaion principles
(MC336), policies, standards and organizations (AMCC, JMCC, TMCC)
as well as on the computer systems supporting movement and
transportation planning and management (ADAMS),
− increasing the participation of Polish military specialists in NATO
movement and transportation organs: AMCC, JMCC, TMCC, SHAPE
Movement Conference and working groups like MAG,
− precisely defining the responsibilities and principles of cooperation
between different military and civil institutions participating in movement
and transportation planning and management,
− designing the computer aided systems supporting movement and
transportation planning and management compatibile with corresponding
NATO systems like ADAMS,
− acquainting Polish military movement and transportation specialists with
the principles of organization and functionning of NMCC,
− verifying the types, sizes, dimmensions of actually used paletized loads
and containers from the NATO standards points of view,
− creating the military supply transportation system based on containers,
− equipping the units (in the first stage the units assigned to NATO) with
container sets (as the beginning of creation container transportation
system), handling and reloading equipment, cargo fastening and fixing
devices,
− working out the military classification and codification system for
transportation resources adjusted to NATO codification systems.
It is important to realize that within the actual solution the logistics organs
are responsible for transportation system, whilst the movement control and
technical maintaining of road and railway networks stay in the spheres of
responsibility - relatively - the Territorial Defence Forces and Engineers Corps.
This solution needs participation of the Engineers Corps representatives in
logistics management processes.
 33

7. MEDICAL SUPPORT
7. 1. General remarks
The restructuring of military medical service in Po land started in 1990 and
the main tasks were carried out in 1994 – 1995. During the restructurization
following medical units were disbanded: two military hospitals (TORU •,
GRUDZI •DZ), one specialized military cli nic (CZ•STOCHOWA), two military
policlynics (WARSAW) and one medical materiel depot (CHE• M). The hospital
departments of six medical battalions have been closed. The number of
ambulatories and sick – rooms decreased (10%). The total number of cancelled
positions was more than 430 military assignments and about 2500 civil ones. In the
Military Medical Academy 199 career soldiers positions were cancelled (including
132 academic teachers posts), 435 cadets (students), 220 civil posts and 64
conscripts. The actual number of students of the Academy is 647. The total
potential of the Academy decreased of about 38%. The Military Institute of
Hygenics and Epidemiology has been included into the organizational structure of
the Academy.
Within the veterinary service 30 regional centers have been cancelled.
Despite the mentioned above reductions the military medical care system in
Poland meets the requirements of the downsized armed forces and actually does not
need any significant organization changes.

7. 2. Potential of the military medical service

The supervising institution responsible for medical care and medical support
organization is the Directorate of Military Health Service (within the General Staff
structure). The military medical service at present is responsible for providing
medical care for about 1,1 mln people (2,8% of total population of the country)
including career soldiers families and combatants as well as civil people (in regions
where civil medical care system is not sufficient and weaker than the military one),
The military medical potential makes 2,5% of the total country medical potential.
This potential is located in 17 medical prophylactics and treatment areas. The
military medical service employs about 15 thousands personnel 28% of which is
military personnel. The military veterinary service (66 veterinary doctors)
supervises 900 civil companies providing food for the armed forces. The actual
number of 8 divisional medical battalions (every with hospital department) will be
reduced by 2012 to 5. The “Model 2012” assumes the final number of 16 military
policlinics and 20 policlinics in military hospitals - as the “open treatment” (out
patient) potential and 5 clinical hospitals, 15 military hospitals - as the “closed
treatment” (in hospital) potential.
The number of health r esort (so called “sanatorium”) military hospitals will
be 5. There will be also 5 sanitary – epidemiological stations and 4 centers of
veterinary supervision. The total military treatment base for the wartime consists of
36 thousands beds. Additionally 365 civil hospitals on the territory of the country
are able to provide 54 thousands beds for the Armed Forces.
The medical support system corresponds to the NATO standards defined by
documents MC326 and ACE85-8 and consists of 4 levels of medical aid. The
 34

medical materiel supply system provides 100% individual medical equipment for
every soldier. Additionally medical subunits and units are holding stocks ready for
medical help and treatment of 30% personnel. The medical materiel stocks assigned
for hospitalization during the wartime provide 1 month treatment in the deployed
bed base. Additionally the Regional Supply Bases are holding medical materiel
stocks for the second month treatment for 12% deployed bed base.
Medical evacuation potential consists of organic evacuation assets of
subunits and units. On the military district level there are 4 ambulances companies
in every district and on the central level 4 battalions of medical evacuation buses.

7. 3. Military medical service preparation for integration wit

NATO
In Poland medical and health support is considered as a part of the military
logistics system like in NATO HQ although this is not a reflection of most member
nations military organizational structures where the medical service or staff is not
normally part of logistics.
The main shortcoming of Polish military medical service in comparison with
NATO requirements and practice is lack of air transport assets for medical
evacuation. Exept this issue which results from economic conditions, medical
service is generally prepared for the integration.
From 65 Target Force Proposals received by Poland at the end of 1997 -
two refer directly to the military service:
“TG4031 Medical Support Capabilities, Doctrine and Procedures” (Priority I, Start
Time 2000),
TG4310 Biological Warfare Vaccine Sticks for Deployable Forces” (Priority II,
Start Time 2001).
To reach the targets following activities have been determined:
− Implemention in the Armed Forces the Directive, AD85-8 [11] The Naval
Medical Planning Handbook and actual STANAGs 2126 and 3242
determining: planning procedures, casualty rates, cathegories of
wounded, the evacuation principles, the equipment requirements and
blood requirements by the end of 1999;
− Improving the military medical service equipment according to
STANAGs 2126 and 3242 by the end of 2000;
− Fulfilling the requirements of STANAGs 2939 (blood, blood products,
equipment) and 2061 (patients distribution procedures) by the end of
1999;
− Vaccination Reaction Forces’ soldiers protecting againtst anthrax by the
end of 2002;
− Legal regulations establishing the principles of assigning civil hospital
base for the armed forces by the end of 1999.
Military Medical Service Directorate of the General Staff estimated the total
costs of TG4031 as 354641 thousands PLN (including Army, Air Force, Navy and
Central Organs needs) and total costs of TG4310 as 13110 thousands PLN. These
estimates have been supported by detailed calculations of necessary materiel and
activities’ costs.
 35

The prepa rations have been initiated for cooperation with COMEDS and
JMC as well as for the education and popularization of the MC326 [36] and AD85-
8 [11] principles in order to prepare medical cadre for participation in working
groups existing within JMC.

7. 4. Conclusions
Although the Polish military medical service is generally well prepared for
integration with NATO there are still important problems which should be solved to
fulfil the medical compatibility and interoperability requirements taking into
account the MC326 and other NATO medical support documents. They are:
− designing, organization and equipment of the medical evacuation system
based on the air (helicopter) transport,
− adjusting medical supply rates, standards and procedures to NATO
requirements (particularly in the sphere of blood and blood products,
ressupply of medical materiel, planning procedures, casualty estimation
procedures),
− working out the principles of co –operation between civil and military
medical services from the HNS point of view (taking into account the
beginning privatization of medical centers, hospitals, pharmacies in
Poland as well as the companies manufacturing madical materiel),
− improving medical service management and command (computer – aided
medical planning, medical databases, medical service C 3 systems).
 36

8. INFRASTRUCTURE
8.1. General remarks and basic notions
During the transtion process the notion of “infrastructure” in Poland’s
defence environment has under gone fundamental changes. The range of it’s
previous meaning was limited to housing, accomodation and construction services.
At present the so called “defence infrastructure” of the country is divided into
“national economy defensive infrastructure” which is maintained by civil ministries
(e.g. Ministry of Public Health and Medical Care, Ministries of Transport and
Maritime Economy) and managed by Defence Departments of the Ministers - and
“military infrastructure” maintained and managed by the Ministry of National
Defence. Within the Ministry of National Defence the responsibility for the
“military infrastructure” is shared between the Infrastructure Department
subordinated directly to the Secretary of State - the First Deputy of the Minister
of National Defence (The Department took over the tasks from the former
Infrastructure Directorate of the General Staff), the Logistics Branch of the General
Staff subordinated to the Deputy Chief of General Staff for Logistics and the
logistics branches of Air Force and Navy subordinated to the Services’ Deputies
Commanders for Logistics. The situation in Land Forces is not clear so far because
the rôle of Military Districts (actually subordinated to the Land Forces Commander)
has not been precisly defined yet.
The two new organs have been created responsible for the infrastructure in
its former meaning: The Military Housing Agency and The Military Property
Agency which strated taking over the responsibility from respective Military
Districts’ organs. Both are subordinated to the Ministry of Treasury. Actually the
military infrastructure includes following objects: command centers, naval and air
bases, stores, depots and bases of rockets and ammunitions, communiacations
systems and devices, air defence system objects, logistics stores and bases, ranges,
field training areas and centers, barracks complexes. The military infrastructure is
composed of: general infrastructure, airfields infrastructure, naval infrastructure,
transport infrastructure, training infrastructure and special infrastructure. The
potential (possibilities) of the components will be described in next paragraph.

8. 2. Potential of military infrastructure

The remainders of Cold War and Warsaw Pact era are still visible in the
military infrastructure of Poland. Its potential is concentrated mostly in western and
northern part of the country. The significant differences exist in the number of
airfields, air defence system objects, communication system, barracks complexes
between the north – western and south – eastern part of the country. Particularly
important is lack of the infrastructure potential on the so called “eastern wall” - the
about hundred kilometers wide stripe along the eastern border of the country.
The military infrastructure management and maintenance organs employ 16,
88 thousands perons including 1220 career soldiers and 15760 civilians.
General infrastructure , the destination of which is to assure the proper
standards of troops accomodation and training facilities as well as to maintain the
 37

real estate resources in the Ministry of National Defence administration, consists of:
256 garrisons, area of 293 thousand hectares (including 190 hectares of training
area), total cubature 90 million 3 , 1800 compounds (barracks complexes). This
potential allows to provide accomodation for 300 – 400 thousand soldiers, the
garage stands for about 60 thousand vehicles, storage surface 3,3 million 2.
Airfield infrastructure managed by the Airfield Infrastructure Division
subordinated to the Air Force Deputy Commander for Logistics, consists of: 53
airfields (including 47 airfields with artificial surfaces), 2 airfields used jointly with
the government owned enterprise “Airports”, 2 aviation training areas, 21 highway
emergency landing strips, total ground surface 41992 hectares, 375 aircraft shelters,
POL stores of total capacity 130000 3, 1 storage depot of the airfield equipment
and material. There are also 2 airfield construction battalions.
Naval infrastructure managed by the Infrastructure Division subordinated to
the Navy Deputy Commander for Logistics consists of: 3 naval bases ( Gdynia, Hel,
• winouj•ci e), harbour aquatories with total surface about 250 hectares (1,5÷9,0
depth), hydrotechnical constructions (piers) 17,88 km length (including 10,338 km
completely prepared to the Navy standards), DC 220 V systems with 10000 A
current intensity and water supply systems with capacity 810 3//h.
Transport infrastructure consists of: 2500 km roads prepared for movement
of tracked vehicles, 60 railway stations prepared for military transport, 162 military
railway sidings and side tracks of total length about 800 km.
Training infrastructure consists of: 12 training areas (190 thousand hectares)
with about 120 objects of total cubature 226 thousand m3, 322 garrison shooting
ranges, 257 fire training squares, 135 tactical tracks, 65 tank movement training
areas, 87 combat grenade ranges, 1100 centers of special training (physical, fire –
tactical, chemical, parachute, engineering, river crossing, reconnaissance etc.) It is
posible to accomodate about 7300 soldiers in the stationary facilities of the training
areas.
Special infrastructure consists of special fortified objects and shelters:
command posts, communications objects, air defence system objects, alert systems
and other.

8. 3. The infrastructure preparation for integration with NATO

The basic areas of infrastructure preparation for integration with NATO are:
Host Nation Support, NATO Security Investment Programme (NSIP), Capability
Packages and preparations of the military objects in the city Szczecin for the
planned location of the Multinational (German, Danish, Polish) Corps HQ.
Host Nation Support. According to DPQ and to the Target Force Proposals
actually received by Polish Armed Forces following objects should be prepared by
the end of 1999: 2 military airfields (MALBORK , POZNA•– KRZESINY), 2
naval bases (GDYNIA, •WINO UJ•CIE), 2 depots (CYBOWO, PRZEWÓZ –
POTOK).
By the end of 1999 these objects should achieve the required level of
interoperability.
The detailed problems of the mentioned above airfield interoperability are for
instance:
 38

− increasing flow capacity of air fuel distribution systems to 2500 liters per
minute,
− equipping the airfields with aircraft arresting systems,
− providing the airfields with modern radio correspondence equipment,
− marking the airfields surfaces according to NATO standards.
The exemplary detailed problems of naval bases interoperability are:
− equipping the bases with unified terminals for supplying the ships,
− installing the required bumping devices,
− providing the bases with modern frequency converters.
NATO security Investment Programme. In order to prepare military
infrastructure for participation in NSIP number of common activities with NATO
HQ and SHAPE have been introduced into the Partnership Work Programme for
1998-2000 concerning the preparation of specialists teams and appropriate
structures for performance the NSIP tasks. In this programme a round of
familiarization - training meetings with SHAPE infrastructure experts have been
forseen aiming at preparation of Polish side to the participation in NSIP in terms of
personnel training and required structure creation. The plan also includes the
identification of investment activities eligible for implementation within the NSIP
framework and their submission to NATO HQ for authorization. A document of the
NATO Common Infrastructure and on selected issues of NSIP including a draft
concept of Polish participation was prepared and sent to appropriate civilian
ministries which have been ferseen to participate in implementation the tasks
connected with this programme.
Capability Packages. The notion of Capability Package still needs
assimilation in the circles of Polish logisticians as well as the phases of the CP
process (definition, submission, approval, implementation). A Capability Package
as a combination of national and NATO – funded assets and support facilities which
together, will enable a NATO Commander to fulfil a specific NATO military
function or requrement - needs the knowledge on the links between the military
common resources and the NATO Defence Planning Process. This knowledge
within the circles of Polish logisticians is not sufficient enough to identify the
infrastructure requirements, to define the common funded operation and
maintenance costs, to formulate the investment requirements either for new
installations or to satisfy shortfalls in existing installations. The notions of Principal
Military Requirements (PMR), Military Functions (MF) need also familiarization.
Multinational Corps HQ. The Multinational Corps with its HQ located in
SZCZECIN is currently under organization according to the trilateral agreement of
German, Danish and Polish Ministries of Defense. The represantatives of the
Infrastructure Department of the Ministry of National Defence participate in the
infrastructure working sub – group activities. The first adaptation works for the
planned Corps HQ location started in April 1998. The total estimated adaptation
costs of the barracks are approximately 56 mln PLN that is about 16 mln $.
 39

8. 4. Conclusions
The modernization of Polish military infrastructure has been actually limited
to selected elements only which are connected with the interoperability. This is the
result of decreasing the defence budget and military expenditures. To improve the
management of the budget resources the decreasing of total cubature resources
(about 35%) is expected (and military areas about 20%). It will reduce the
maintenance costs about 12-15%. There exists the plan to supress above 80
garrisons and to reduce next 50.
The technical wear of the military infrastructure objects is relatively high
(about 25%) and particularly the buildings used directly for the accomodation of
troops (kitchens, messes). Some of those objets have been used and rebuilt since
more than 100 years and they differ in construction solutions applied and the
equipment standards. More than 2/3 of the cubature objects ( particularly boiler
houses and sewage – treatment plants) need repairs, overhauls and 1,5% (1,3 mln
m3) have been qualified for demolition. This is the result of long lasting
underinvestment Particularly the objects used by former Soviet army need repairs
and overhauls. The repairs’ and overhauls needs result also from the necessity to
adjust military infrastructure objects to the new requirements of environment
protection. The estimated costs of maintaining the military real estate objects are
about 600 mln PLN per year. There is significant difference between the actual
repair expenditures (1,04 PLN per 1 m3 of cubature) and the required (3,84 PLN
per 1 m3 of cubature).
According to NATO requirements Poland should be able to provide
accomodation for at least one corps of NATO forces during one year. Actually the
barracks infrastructure is able to accomodate 40 thousands of allied forces.
The airfield infrastrukture needs also repairs and overhauls (the costs of
which are estimated about 1,5 mld PLN and 11,2 mln PLN for modernization the
highway emergency landing strips). The maintaining of military airfields requires
expenditures about 200 mln PLN per year. The average age of the airfields basic
equipment is 12,6 years (the durability standard is 15 years).
The fundamental problem of the airfield infrastructure from the integration
with NATO point of view is the interoperability of fuel supply systems. Those
systems - mostly designed in the fifties and sixties and then modernized need
many changes.
Polish military planes are actually beeing supplied with typical air fuel JET-
A1, which is transported directly from the petroleum refineries by railway tanks.
The first step of the supply process - the unloading lasts too long (6 railway tanks
with 60 m3 capacity take about 4 hours) in comparison with NATO air bases where
the unloading stage is similar but takes less time thanks to the greater number of
unloading terminals, greater delivery of fuel pumps and diametr of pipelines. The
next stage of the supply process - storage is similar to corresponding NATO
solutions (the underground fuel tanks mostly in good technical state) but there is
significant difference resulting from the necessity for special treatment of the air
fuel (addition the water inhibitor) which takes about 2 hours whilst in NATO
solutions the inhibitor is added in refineries or injected directy to the airfield
pipeline system. The fuel filters used on Polish military airfields provide fuel
 40

purity acceptable by NATO but the delivery of centrifugal pumps (used on Polish
airfields) is not sufficient and the intermediate pumping process is hand controlled
whilst in most NATO airbases this process is automatically contolled. The last
stage of the supply process the distribution is similar from the technological point of
view but there are differences in distributors efficiency and in distribution
procedures.
The naval infrastructure with the average age o constructions 40-60 years
needs also significant repair and overhaul activities. Particularly the breakwaters
and wharths in naval bases GDYNIA, HE L, • W INOUJ•CIE need repairs and
overhauls. The lack of mobile power supply systems (more than 250 KVA) makes
servicing ships in smaller harbours difficult.
The training infrastructure needs also additional expenditures estimated
about 97 mln PLN (including 18,7 mln repair costs, 5,8 mln environment protection
costs, 72,5 mln additional investment in modernization).
The determination of further detailed tasks for Poland’s military
infrastructure systems related to the integration with NATO should be derived fro
operational requirements resulting from NATO Force Goals as well as from the
Host Nation Support and Civil Emergency Planning requirements.
 41

9. PRODUCTION LOGISTICS
9.1. General remarks
According to the Fellowship Agreement and Application Form (Annex 2) the
goal of the Project concerned the military logistics system only, for which the
corresponding NATO term is “Consumer Logistics” or “Operational Logistics”
(including reception of the initial product, storage, transport, maintenance including
repair and serviceability, operation and disposal of material [51]) but after taking
part in numerous meetings with NATO representatives and particularly in the one
week seminar entitled “US – Poland Bilateral Logistic Information Exchange”
including the exercise “Operation Stable Peace” held in Warsaw in May 1998 and
devoted to the preparation of Polish logistics systems for supporting NATO
peaceenforcing and peacekeeping operations [59] - the author decided to include
additionally the issues concerning “ Production Logistics” also known as
“Acquisition Logistics” dealing with research, design, development, manufacture
and acceptance of materiel [51].
Historically the arms procurement environment in Po land evolved from the
relative autonomy of Arms and Services Commands in the Fifties to the full scale
monopolization and centarlization in Sixties – Seventies, which expressed itself in
creating the office of military Vice Minister of National Defence – General
Inspector of Technology and subordinated to him military Directorate of
Procurement and Delivery of Military Technology. After restructuring the Ministry
of National Defence in 1993 and creating the Civil Branch of the Ministry - the
leadin rôle in arms procurement environment plays the Procurement and Delivery
Department of Weapon Systems and Military Equipment subordinated to the civil
Secretary of State - the First Deputy of the Minister of National Defence. To
certain degree The Department is the successor of the former Directorate of
Procurement and Delivery of Military Technology. Decision are worked out in the
Department in coordination with so called Central Logistic Organs (logistical
directorates of the General Staff and Services’ Commands) and finally approved by
the civil Minister of National Defence. The recent (end of 1996) reorganization of
the Ministry of National Defence has fundamentally changed the competences and
responsibilities of the General Staff and subsequently the rôles of its logistical
directorates. The influence of the last changes on the arms procurement decision
making process has not been determined so far. Simultaneously at the end of 1996
the new Ministries have been created - among others the Ministry of Economy
uniting the functions and rôles of several central offices (e.g. the former Ministry of
Industry, the former Central Planning Office). Within the Ministry - the
Department of National Reserves and Defence Affairs has been created so far but its
responsibilities are still not determined. The Ministry of Treasury is the second
newly created (end 1996) central office which probably will play important rôle in
the procurement process (with Defence Affairs Bureau in its structure). There has
been also created the Military Bureau within the new Governmental Center for
Strategic Analyses. The rôles of the new Ministries and offices in the arms
procurement decision making have not been defined yet as well as the rôles of three
central foreign trade enterprises:
 42

“Cenzin”, “PEZETEL” and “NAT” - so far the main deliverers of weapon

systems and military equipment for the armed forces.
Although the legal status and structure of the organizations differ among
each other (“ Cenzin” and “PEZETEL” are joint stock companies with State’s
Treasury participation; “NAT” is private company) their operations on weapons
market are similar - they tend to be the only mediators between the State’s
procurement organs and arms manufacturing companies. This creates opportunity
for them to control the weapons market in Poland.
The first important legislative solution - the Public Procurement Act
appeared in June 1994 [48].
The seventh article of the Act creates the Public Procurement Office,
President of which subordinated directly to the Prime Minister of Polish
Government is the central organ of state’s administration responsible for public
orders system in Poland. This places the Public Procurement Office at ministerial
level within the organization of the government. The Public Procurement Act has
determined the sphere of activity of the President of Public Procurement Office only
without saying precisely on the missions and responsibilities of the Office itself.
The Public Procurement Act has been compulsory sinc e July 1994 and has
been already amended twice. Its shortcomings have became apparent soon. The
experiences gathered so far allow to formulate certain conclusions on the needs for
further changes as well as on the actually applied arms procurement decision
making procedure.

9. 2. The actual arms procurement decision making procedure

The procedure consists of two stages: Planning Stage and Executive Stage.
Planning Stage is composed of five sequential steps. Executive Stage consists of
twelve separate procedures worked in order to deal with particular “procurement
situations” according to the Public Procurement Act and following it instructions
issued by the Government.
The organizations involved in the current process of arms procurement
decision making are:
− General Staff which works out “The Chief of General Staff Guidance for the
Materiel - Financial Planning in the Armed Forces”;
− The so called “Central Logistic Organs”: Services’ Commands and selected
directorates of the General Staff: Materiel Directorate, Technical Directorate,
Military Medical Service Directorate, Logistical Planning Directorate as well
as so called Weapon and Equipment Disposers: Branches Commands within
the Service Commands - they all participate in working out “The
Requirements Specifications for Weapon Systems and Military Equipment
Procurement and Maintenance and for Research Works and
Implementations”;
− Procurement and Delivery Department of the Ministry of National Defence,
Research and Implementations Department of the Ministry of National
Defence work out two annual plans: Weapon Systems and Military
Equipment Procurement and Maintenance Annual Plan” and “Research
Works and Implementations Annual Plan”;
 43

− Secretary of State - First Deputy of the Minister of National Defence and

the Chief of General Staff who accept the above mentioned Plans;
− Minister of National Defence who approves the Plans.
The Plans approved by the Minister of National Defence constitute the basis for
starting the executive procedures by the Procurement and Delivery Department of
the Ministry of National Defence as well as the research and implementations
procedures in the military research centers and institutes supervised by the Research
and Implementation Department of the Ministry of National Defence which
supervises and gives financial support for qualification examinations and tests of
weapons and military equipment in the centrs and institutes.
After fundamental changes of the Government structure (creating new
ministries and central offices and the new structure of the Ministry of National
Defence) at the end of 1996 the planning routines of the first stage need to bee
reworked.
The common expectation the “crucial” moment of joining NATO is one
of the reasons for the “festina lente” philosophy.
All the second stage procedures start form the analyses of the “Weapon
Systems and Military Equipment Procurement and Maintenance Plan”. If the single
procurement exceeds 20 thousands ECU the announcement is published in “Public
Procurement Bulletin” and if it exceeds 200 thousands ECU - in “The Official
Journal of European Communities (in particular cases The President of Public
Procurement Office may decide not to publish the announcement). In every
executive procedure of the second stage the main decision making body is
“commision” composed of at last five persons appointed by the Director of the
Procurement and Delivery Department of the Ministry of National Defence.
Additionally when the contract exceeds 50 thousands ECU representatives of the
Supervision (Inspection) Department of the Ministry of National Defence,
Parliamentary Committee of National Defence and Military Information Services
are invited to take part in the “commission” works.
This body opens the offers and checks if the tenderers fulfil formal
requirements of the Public Procurement Act and then starts separate negotiations
with every tenderer on the contents of the offer, price, terms of proposed contract
agreement, possible technological changes. Finally the “commission” selects the
offer (or decides not to select the offer) and informs the selected tenderer on the
decision and on the appointed time of signing the contract. If the value of the
contract exceeds 50 thousands ECU it should be signed by the Deputy Director of
the Procurement and Delivery Department and if the value exceeds 800 thousands
ECU - by the Director of the Procurement and Delivery Department and in every
case by the Chief Accountant of the Department.
 44

9. 3. Defence industries
On May 19, 1992 Polish Government carried a vote on reorganization of
Polish defence industries. Numerous controversies and critique started from the
very first days after the resolution. The questionable governmental decision was the
result of the three year reorganizational process running in a compex environment
of total transition of the state and the conversion from totalitarian to democtratic
models in both policy and economics.
The needs for the reorganization of Polish defence industries resulted
from the rapid decrease of Armed Forces orders and the collapse of weapons export.
As recently as the second half of the 1980 s, the geopolitical situation stimulated the
boom in the arms manufacturing industries in the world, but the restraint of the
arms race, decreasing orders from the Third World countries and the rigors of
economic policy in Poland at the end of the 80s forced the necessity of production
size adaptation to the sudden drop in demand.
For the Polish arms industries, the crucial year was 1988. At the
beginning of the year, one half of the final production was delivered to the home
and other Warsaw Pact countries armed forces, whilst the second part was exported
mostly to the Close and Far East weapons markets. At the beginning of 1989, it
became obvious that the drop in demand would be prolonged, and that without
fundamental reorganization the arms industries would not survive.
The reorganization started in 1990 and encompassed: downsizing the
individual enterprises, downsizing the sector itself, conversion.
According to the decisions of the former Ministry of Industry and Trade
and the Ministry of National Defence the enterprises could expand its civil –
oriented production (simultaneously decreasing the military – oriented one) -
which resulted in using only 18% of their total productive capacity for military –
oriented production in 1992.
In 1995, about 150 companies participated in the production of arms and
military and logistic equipment (together with the so-called “special production”).
Most of these enterprises were suppliers or coproducers of goods for civil markets.
The core of the military industry consisted of 31 companies which were supervised
by former Ministry of Industry and Trade. They handled 90 percent of all the orders
placed with the defence industries by the Ministry of National Defence and other
contractors of special production. The Ministry of National Defence supervised 13
companies, which provided repair and overhaul services for arms and military
equipment. Other 23 companies carried out orders from the Ministry dealing with
goods of general application.
In 1989, 128 firms had enjoyed the privileged status of being termed
“special production enterprises”. Of those, 39 manufactured military equipment as
final product. The remaining 89 focused their activities on dual – use products,
supplying the market in addition with services of different kinds e.g. overhauls.
As yet the ownership status of defence industry has been transformed
from state – owned companies into joint – stock companies owned by the State
Treasury as a dominating shareholder - that means they have been only prepared
for privatization - but they are still far fro privatization.
 45

Fundamental difference between the state-owned company and the joint

stock State Treasury company consists in the division of the total capital owned by
the latter into so called “shared capital” and “reserve capital”. The “shared capital”
is then divided into nominal shares. The participation of State Treasury in this
“shared capital” should be non less than 51%. The remind number of shares should
be prepared for sale on the principles established by the Supervisory Council of the
joint – stock company taking into account the priority for the company employees
in buying the shares. The authorities of the company are: General Assembly,
Supervisory Council and Directorate (executive authority). In the Supervisory
Council the state’s government as well as the crew of the company should be
represented. The term of the office is usually one year. The General Assembly
gatherings may be initiated by the Supervisory Council, the Directorate and by the
share holders owing (usually) at least 1/10 of the “shared capital”. The General
Assembly elects the representatives of the crew – members of the Supervisory
Council, establishes the value and the price of a single share and also makes
decisions on increasing the number of shares (emission new shares) but the decision
should be approved by adequate state’s minister.
The 88 enterprises which lost their status as defence industry units fro
1989 to 1995 were transformed into joint – stock companies belonging to the State
Treasury. In 63 of these cases, the State Treasury then sold part of the shares to
private investors. The inflow of private capital subsequently helped to modify
production including replacement of special production by goods for the civil
market.
Of the 31 companies, considered the core of defence industry 28 were
transformed into State Treasury joint – stock companies. The State Treasury was the
sole owner, except for 20 percent of the shares which belonged to the company
staff, as regulated by the law of ownership transformation.
The situation influences strongly the interface between the military
supply system and defence industries - although going slowly the privatization
process in Poland has already broken cooperative links between the enterprises
which previously participated in the centrally – planned weapons and equipment
production (the new companies owners have closed the departments manufacturing
details and parts of weapons and military equipment - this production has appeared
unprofitable) - so the lack of spare parts has become the nightmare for Polish
military logisticians. The same refers to the spare parts and assemblies imported
fro the countries - former members of Warsaw Pact.
This situation strongly interferes with supply planning, stockpile
calculations, sustainability issues, maintenance and repair activities - and results in
limited forces training and exercises.

9. 4. Conclusions
Poland like most other European countries cannot abandon the production
of arms and military equipment completely, even though it does not always
correspond to the criterion of the economic effectiveness. Integration with NATO
creates unique opportunities for Polish defence industries. Since the establishment
 46

of the Alliance, extensive coordination and cooperation in the field of armaments

has taken place within NATO.
To meet NATO challenges in armaments cooperation Poland should:
− clarify the status of defence industry and its situation within national
economy,
− make transparent the relations between state – owned, joint – stock and
private companies manufacturing weapons and military equipment as
well as the relations between acquisition logistics and operational
logistics,
− estimate the potential of defence industry which could be assigned to take
part in NATO’s armaments cooperation,
− prepare the proposals of participation in NATO’s common armaments
programmes,
− prepare civil and military specialists for participation in CNAD works
and in its groups, subgroups and working groups as well as in the NATO
project steering committes and NPLO (language training, knowledge on
NATO structures and procedures),
− make Polish creators and executors of weapons systems and military
equipment procurement plans acquainted with NATO procedures for
armaments cooperation - particularly with the systems: PAPS and CAP
(AAP-20, AAP-27), Guidance on Integrated Logistics Support for
Multinational Equipment Projects (ALP – 10) [3, 4, 17],
− synchronize the arms procurement decision making procedures and
planning with corresponding NATO planning processes,
− increase the knowledge on NATO standardization among Polish civil and
military defence engineering community (introducing standardization
issues into the academic programs in military schools and universities),
− prepare the quality control cells in Polish defence industry enterprises to
apply NATO quality control standards,
− popularize CALS and LCC problems within Polish defence industry
community,
− acquaint the specialists employed in the Defence Departments of Civil
Ministries with Civil Emergency Planning and Host Nation Support
problems and increase their participation in NATO organizations:
SCEPC, IPC, FAPC.
 47

GENERAL CONCLUSIONS
In 1964 author of this report served as second lieutenant - platoon leader in
SAM – 2 unit. The first “logistic” task he received was to make the spare parts
requirements’ plan for antiaircraft missiles guidance radar. The basic principle used
to determine the number of particular type spare parts required was the
“proportionality principle” i.e. the number of required type spare parts was
“proportional” to the number of this type parts working in the radar station. When
in 1994 (after 30 years) the decision was made on withdrowing SAM – 2 as
obsolete, worn out physically and morally the statistics of the parts failures was
sufficient enough to base the spare parts requirements’ plans on the lifetime –
oriented methodology.
In 1994 Logistics Institute started designing the logistics system for the
newly created (within Polish Armed Forces) air mobile units (the 25-th Air Cavalry
Division). The design problem appeared the typical two- criterial problem. In the
sense of the “autonomy” or “self-sufficiency ” criterion - the air cavalry units
should be equipped with logistic potential providing necessary level of
self-dependent sustainability (providing possibility of conducting combat operations
separately from the main forces or on the territory occupied by the enemy). In the
sense of the “mobility” criterion - the air cavalry units should not have excessive
logistic trains cramping its manoeuvre ability.
These two examples of the “low level” logistic problems reflect in reduced
scale the present day dilemmas of Polish military logistics. On one hand
maintaining the obsolete basic armament (manufactured according to the licence
agreements or imported from the former USSR or former Warsaw Pact countries)
and necessity of holding minimum stock levels of spare parts, repair kits,
maintenance materiel for the armament - on the other hand - lack of joint logistic
doctrine and subsequently - Services’ logistic doctrines and the atmosphere of
waiting for NATO’s assumptions on future missions and tasks of Polish Main
Defence Forces, waiting for modern weapons systems and equipment, waiting for
guidance and assumptions necessary to determine the orientation of infrastructure or
to establish the proportions between mobile (organic) logistic potential and the
stationary (territorial) one.
In order to evaluate the actual status of Polish military logistics in
comparison with selected NATO countries and other Central European countries we
used expert estimates basing on the statistical method of point - estimation. We
asked military experts from different institutions: logistic commands and staffs,
academic centers, military units to express their opinions (filling spetially prepared
questionnaires) on four question: logistic doctrine (precision of formulating, level of
satisfying armed forces needs within the existing doctrine), logistic support
organization and management, spheres (functions) of logistics (supply,
maintenance, transportation medical), infrastructure. We applied the 10 point scale
of estimation (0 – the worst estimate, 10 – the best one). After statistical processing
the experts’ answers, following results have been obtained.
 48

The Polish logistic doctrine has been estimat ed on the level 4,08 point
(comparatively: German 9,34, French 8,53, British 8,37, Czech 6,27, Hungarian
6,00). According to the verbal experts’ opinion the Polish logistic doctrine estimate
is low - it is worse than the one of NATO countries as well as the other Central
European countries, applicants for NATO membership.
The similar estimate concerns the logistic support organization and
management - Poland 3,44 points (Germany 9,00, France 8,44, Great Brittain
8,36, Czech Republic 6,04, Humgary 6,30).
The relative estimate of basic functions of logistics is - for Poland 4,00
(Germany 9,00, France 8,00, Grea Brittain 7,68, Czech Republic5 ,87, Hungary
6,00).
Also the infrastructure estimate in relation to other countries is low - Poland
3,84 (Germany 9,51, France 8,66, Great Brittain 8,45, Czech Republic 6,58,
Hungary 5,73).
The full joint estimate of the military logistics system needs taking into
account all the four components.
In order to obtain the estimate following weight coefficients have been
estimated by experts, expressing the influence or participation of particular
components in the general estimate of the logistics system:
logistics doctrine - 0,226,
logistics support organization and management - 0,275,
spheres (functions) of logistics - 0,230,
infrastructure - 0,269.
Using the mentioned above coefficients the general estimate of Polish
military logistics system has been calculated as 3,82 (Germany 9,04, France 8,42,
Great Brittain 8,23, Czech Republic 6,20, Hungary 6,01).
According to the experts’ opinions expressed during informal discussions
and talks the main sources of the low estimate of Polish military logistics system
are: the not finished organizational solutions (particularly concerning territorial
logistics subordination, insufficient budget resources, underinvestment, lack of firm
and transparent logistics policy.
The total costs of securing the Force Goals concerning military logistics by
the year 2003 have been estimated as 4.700 mln PLN.
Taking into account the conclusions that have been formulated at the end of
particular chapters of the report as well as the presented above experts opinions and
discussions during the first seminar “US-Poland Bilateral Logistics Information
Exchange” in May 1998 we tried to generalize the conclusions and to specify and
prioritize the problems which should be solved from the integration with NATO
point of view. The ranking of the problems is following.
1. Establishing the principles of subordination, coordinating authority and
sharing responsibilities between the logistic branches of central level
institutions (Ministry of National Defence Departments, General Staff
Directorates, Services Commands).
2. Designing the transparent logistics planning procedure with precisely
defined roles of central level institutions and taking into account the
requirements of NATO Defence and Logistics Planning Processes, HNS,
 49

CEP as well as the necessary co-ordination and synchronization of Polish

and NATO procedures.
3. Designing the territorial logistics system based on the idea of logistic
areas, solving the problem of missions, rôles and functions of Military
Districts as well as their subordination and logistic responsibilities.
4. Creating the educational and training system (based on the Polish and
NATO military education and research potential) preparing Polish
military logistics personnel for participation in NATO logistics organs
and for the co-operation with NATO institutions, commands and staffs.
5. Modernizing the military supply system (depots infrastructure, materiel
handling and reloading equipment, container based distribution system,
fuel supply system) adjusting it to NATO standards and requirements.
6. Reorganizing the maintenance systems of the units assigned to NATO,
establishing the principles of technical support (maintenance, repair,
spare parts supply, technical evacuation), increasing the participation in
NAMSO, NAMSA, maintenance oriented working groups and panels.
7. Precisely defining the responsibilities and principles of cooperation
between military and civil institutions participating in movement and
transportation planning and management, increasing the cooperation with
NATO movement and transportation organs, designing computer aided
systems supporting movement and transportation planning and
management corresponding with NATO’s system ADAMS.
8. Designing and developing medical evacuation system based on the air
transport, adjusting medical supply rates, standards and procedures
(particularly in the sphere of blood and blood products )to NATO
requirements, working out the principles of the co-operation between
civil and military medical services from the HNS point of view.
9. Preparing the team of researchers and designers (with participation of
NATO specialists and experts) in order to study the directions of
infrastructure development from the future missions and tasks of Polish
Armed Forces within NATO strategic and operational concepts and plans
as well as to design necessary infrastructure objects and systems.
10. Establishing the placement and legal status of defence industries within
national economy, increasing the participation in CNAD works, educate
civil and military specialists in PAPS, CAPS, CALS and LCC problems,
synchronizing domestic arms procurement procedures and palnning with
corresponding NATO procedures, increasing the education on NATO
standards and quality control requirements in Polish defence industry
companies and enterprises.
It would be useful to continue the studies and research works which have been
already initiated within this project but with increased participation of NATO
logistics experts in order to trace the future progress of integration, to detect and
define the new arising problems, to estimate currently the reached level of
integration in particular spheres of military logistics. In the case of continuation the
research closer co-operation would be necessary between the Logistics Institute and
corresponding NATO’s educational and research centres. The Institute is ready and
 50

sufficiently prepared to meet the challenges of broad education of Polish military

and civil logisticans on NATO logistics and on logistics integration problems with
participation of NATO lecturers and experts. There exists also the possibility of
acquainting NATO specialists with detailed problems of Polish military logistics
important from the integration point of view.
 51

LITERATURE
1. AAP-4 NATO Standardization Agreements and Allied Publications
2. AAP-6 (R) NATO Glossary of Terms and Definitions
3. AAP-20 Handbook on the Phased Armament Planning System (PAPS), 1992
4. AAP-27 Conventional Armaments Planning System (CAPS) – Users
Handbook and Guidance, 1992
5. AC/112-D/241 The Single Fuel Concept
6. AD80-50 Vol.6 – Logistic Reports. ACE Reporting Procedures
7. AD80-62 Bi-MNC Operational Directive for the Planning and Activation of a
Multinational Logistic Command (MNLC)
8. AD85-2 SHAPE Logistics Policy and Guidance
9. AD85-3 Reallocation Procedures
10. AD85-5 ACE Mobility Management Directive
11. AD85-8 ACE Medical Support: Principles, Policies and Planning Parameters
12. AD86-1 SACEUR Policy and Guidance on Civil/Military Cooperation
13. AJP1(A) General Principles for Joint and Combined Operations
14. AJP-4 Allied Joint Logistics Doctrine, Initial Draft, May 1997
15. Allied Logistic Information Pamphlet. Bad Kreuznach Battle
Simulation Center 1994
16. ALP-9(B) Land Forces Logistic Doctrine (STANAG 2406), May 1995
17. ALP-10 Guidance on Integrated Logistics Support for Multinational
Equipment Projects (ILS)
18. ALP-11 Multinational Maritime Force (MNMF) Logistics
19. ALP-12 Guidance for the Planning and Preparation of Host Nation Support
Agreements/Arrangements (HNSA)
20. Armed Forces Model 2012, General Staff, 1997 (in Polish)
21. BETA, Poland’s Integration with NATO, The Politico – Military and
Economico – Logistic aspects of Polish defence system preparation
for integration with NATO defence system. Military University of
Technology, Logistics Institute, 1996
22. C-M(85)69 The Role of SCEPC in Peacetime, Crisis and War
23. C-M(92) 14 Consequences for Civil Emergency Planning of the New Alliance
Strategic Concept
24. C-M(95)31 NATO Policy on Cooperation for Disaster Assistance in Peacetime
25. Compendium of Lessons Learned During Logistic Support of Peacekeeping
Operations, Logistics Directorate, International Staff, 1996
26. C-M(93)46 The Alliance’s Military Petroleum Concept
27. Decision No 145 of The Minister of National Defence from 14 August, 1997 on
achieving the capability for co-operation with NATO forces by the
units of Polish Armed Forces within PARP in 1997-99
28. Deputy Chief of Staff for Logistics Guidance on achieving the logistics goals of
interoperability in units selected to the cooperation with NATO,
November 1997
29. Information of the Chief of Logistic Planning Directorate of the General Staff on
 52

the Assumptions and Scheduls for Implementing Target Force Goals,

April 1998
30. MC55/3 Readiness and Sustainability Factors
31. MC 288 Military Input to Ministerial Guidance
32. MC 299 Military Committee Guidance for Defence Planning
33. MC 317 NATO Force Structures for the Mid – 1990 s and Beyond
34. MC 319 NATO Principles and Policies for Logistics
35. MC 324 NATO Military Command Structure
36. MC 326 Medical Support, Precepts and Guidance for NATO
37. MC 327 NATO Military Planning For Peace Support Operations
38. MC 328/1 NATO’s Military Cooperation Guidance
39. MC 334 NATO Principles and Policies for Host Nation Support (HNS)
Planning
40. MC 335 Establishment of the Chiefs of Military Medical Services in NATO
41. MC 336 Transportation and Mobility Management Concept for NATO
42. Mc 343 NATO Military Assistance to International Disaster Relief Operations
(IDRO)
43. MC 389 Combined Joint Task Force (CJTF)
44. MC 400 MC Directive for Military Implementation of the Alliance’s
Strategic Concept
45. MC 411 NATO Civil - Military Cooperation Policy
46. Miszalski W., On methodological approach to Armed Forces structures
transformation, Systemy Logistyczne Wojsk (Military Logistic
Systems) N.20, Military University of Technology, Logistics Institute,
1995
47. Miszalski W., Integration with NATO - the logistician point of view, Systemy
Logistyczne Wojsk (Military Logistic System) N. 21, Military
University of Technology, Logistics Institute, 1996
48. Miszalski W., On arms procurement procedures, Systemy Logistyczne Wojsk
(Military Logistic Systems) N. 22, Military University of
Technology, Logistics Institute, 1997
49. MNC Stockpile Planning Guidance for Land and Air Forces
50. MNC Stockpile Planning Guidance for Maritime Forces
51. NATO Logistics Handbook, Senior NATO Logisticians’ Conference
Secretariat, NATO Headquarters, Brussels, October 1997
52. STANAG 2087 Medical Employment of Air Transport in the Forward Area
53. STANAG 2135 Procedures for Requesting and Providing Logistic Assistance
54. STANAG 2156 Surface Transport Request and Reply to Surface Transport
Request
55. STANAG 2165 Forecast Movement Requirements by Rail, Road and Inland
Waterways
56. STANAG 3381 NATO Standard Procedures for Compensation and Form for
Request and Receipt of Support in the Form of Supplies and Services
57. STANAG 3430 Responsibilities for Aircraft Cross – Servicing
58. Target Force Proposals for Poland (draft as of 20 December 1997), Allied
Command Europe Target Force Proposals – Poland, 1997
 53

59. U.S. - Poland Seminar “Bilateral Logistic Information Exchange”, Procedings,

LMI - Logistic Planning Directorate of the General Staff, Warsaw
11-15 May, 1998
60. Zasady funkcjonowania systemu logistycznego SZRP (The principles of Polish
Armed Forces logistic system functionning), General Staff 1994