The document discusses the strategic environment facing USTRANSCOM and its priorities and mission going forward. It notes that the US faces real threats from competitors like China and Russia who are challenging the international order. The 2022 National Defense Strategy directs the military to focus on defending the homeland against China, deterring attacks, deterring aggression, and building a resilient force. USTRANSCOM will align its operations and investments to balance current needs while preparing for future threats, focusing on global mobility posture, capacity, and command/control to project and sustain combat power wherever needed. Its priorities are maintaining warfighting readiness, adapting for future challenges, and empowering a competitive and resilient warfighting team.
This document outlines the strategic direction for U.S. Special Operations Command (USSOCOM) to prepare for and address threats from 2020 onward. It discusses how USSOCOM will support the Defense Strategic Guidance by focusing on developing a globally networked force through expanding partnerships, prioritizing current operations like in Afghanistan, preserving the force and families, and ensuring responsive resourcing. The goal is for USSOCOM to be a small, agile, flexible force able to rapidly respond to contingencies through innovative approaches and a strong global network built on trust.
The document outlines the Chairman of the Joint Chiefs of Staff's priorities for guiding the US Armed Forces over the next two years. It discusses implementing national strategic guidance, adapting military readiness while reducing budgets, applying lessons learned from recent wars, innovating for the future force, driving further jointness through reforms, maintaining high professional standards, and earning trust from service members, their families, and the American people. The Chairman expresses confidence that by working together they can strengthen the military's foundation for the future.
This document outlines the Army Leader Development Strategy (ALDS) to develop leaders across all cohorts to meet 21st century challenges. It discusses the complex strategic environment involving increased uncertainty and threats. The ALDS aims to balance training, education, and experience after an emphasis on warfighting. It will develop leaders capable of critical thinking, understanding joint operations, adapting to change and uncertainty, and operating effectively through empowerment and trust.
This document outlines the Army Leader Development Strategy (ALDS) which provides vision and guidance for developing leaders across all cohorts (officers, warrant officers, non-commissioned officers, and civilians). It discusses the strategic environment facing the Army, emphasizing increasing complexity and ambiguity. The strategy's vision is to develop competent, committed leaders of character with skills to meet 21st century challenges. It will achieve this through training, education, and experiences in the institutional, operational, and self-development domains over the course of leaders' careers. Key imperatives include providing leaders with operational experience, enhancing broadening opportunities, and developing leaders proficient in cyberspace.
Army Futures Command Concept for Special Operations 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
The document discusses the U.S. Army's strategic vision and priorities to remain the most highly trained and professional land force in the world. It aims to provide expeditionary and decisive landpower capabilities to prevent, shape and win in support of combatant commanders. The Army's strategic priorities are to develop adaptive leaders, maintain a globally responsive and regionally engaged force, ensure a ready and modern army, and sustain committed soldiers. The document also examines initiatives like Force 2025 to create a more agile and expeditionary force by 2025 and potentially transform the force even further beyond 2025 to conduct expeditionary maneuver.
Description of theNationalMilitary Strategy2018.docxdonaldp2
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxcarolinef5
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
This document outlines the strategic direction for U.S. Special Operations Command (USSOCOM) to prepare for and address threats from 2020 onward. It discusses how USSOCOM will support the Defense Strategic Guidance by focusing on developing a globally networked force through expanding partnerships, prioritizing current operations like in Afghanistan, preserving the force and families, and ensuring responsive resourcing. The goal is for USSOCOM to be a small, agile, flexible force able to rapidly respond to contingencies through innovative approaches and a strong global network built on trust.
The document outlines the Chairman of the Joint Chiefs of Staff's priorities for guiding the US Armed Forces over the next two years. It discusses implementing national strategic guidance, adapting military readiness while reducing budgets, applying lessons learned from recent wars, innovating for the future force, driving further jointness through reforms, maintaining high professional standards, and earning trust from service members, their families, and the American people. The Chairman expresses confidence that by working together they can strengthen the military's foundation for the future.
This document outlines the Army Leader Development Strategy (ALDS) to develop leaders across all cohorts to meet 21st century challenges. It discusses the complex strategic environment involving increased uncertainty and threats. The ALDS aims to balance training, education, and experience after an emphasis on warfighting. It will develop leaders capable of critical thinking, understanding joint operations, adapting to change and uncertainty, and operating effectively through empowerment and trust.
This document outlines the Army Leader Development Strategy (ALDS) which provides vision and guidance for developing leaders across all cohorts (officers, warrant officers, non-commissioned officers, and civilians). It discusses the strategic environment facing the Army, emphasizing increasing complexity and ambiguity. The strategy's vision is to develop competent, committed leaders of character with skills to meet 21st century challenges. It will achieve this through training, education, and experiences in the institutional, operational, and self-development domains over the course of leaders' careers. Key imperatives include providing leaders with operational experience, enhancing broadening opportunities, and developing leaders proficient in cyberspace.
Army Futures Command Concept for Special Operations 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
The document discusses the U.S. Army's strategic vision and priorities to remain the most highly trained and professional land force in the world. It aims to provide expeditionary and decisive landpower capabilities to prevent, shape and win in support of combatant commanders. The Army's strategic priorities are to develop adaptive leaders, maintain a globally responsive and regionally engaged force, ensure a ready and modern army, and sustain committed soldiers. The document also examines initiatives like Force 2025 to create a more agile and expeditionary force by 2025 and potentially transform the force even further beyond 2025 to conduct expeditionary maneuver.
Description of theNationalMilitary Strategy2018.docxdonaldp2
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxcarolinef5
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
Description of theNationalMilitary Strategy2018.docxbradburgess22840
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
The 2014 Army Equipment Modernization Plan outlines investments across 10 capability areas for FY2014. It links these investments to Army strategy of empowering soldiers and squads with unmatched lethality, protection, and situational awareness through an integrated network. The plan emphasizes versatile, tailorable equipment that prepares the Army for complex threats. It focuses on mature technologies through incremental improvements and military-unique technologies for the future. The plan was created amid strategic uncertainties, rapid technological changes, and fiscal constraints requiring affordable, sustainable choices to maintain capabilities.
Chairman of the Joint Chiefs of Staff Written Congressional StatementTisha Wright
This document is General Joseph Dunford's posture statement before the House Appropriations Committee regarding the state of the US armed forces and current security environment. It summarizes key strategic challenges posed by Russia, China, North Korea, Iran, and violent extremist organizations. It notes capability shortfalls in the US military and the need for continued investment to address these challenges. General Dunford advocates for funding in the FY2017 budget to improve readiness, deter adversaries, and ensure US military dominance.
The purpose of the Army Operating Concept Team Teach is to provide uniformed and civilian leaders across the Army and it's Joint, Interorganizational and multinational partners with an understanding of the Army's vision of future conflict as described in the U.S. Army Operating Concept: Win in a Complex World.
This document provides the 36th Commandant's initial planning guidance for the Marine Corps. It outlines several priorities, including enhancing recruitment screening to evaluate psychological resilience, addressing gaps in leadership at the non-commissioned officer level, and improving personnel stability and unit cohesion. The Commandant intends to guide the Marine Corps to be ready to meet its expeditionary mission and win future battles by focusing on leadership, warfighting capabilities, and balanced readiness across the force.
The document discusses the U.S. Army's strategy for force modernization in a fiscally constrained environment. It outlines the need to modernize forces to adapt to changing geopolitical threats and aging equipment while facing budget cuts. The Army's vision is to create optimized combat units by 2025 that are more expeditionary, tailored, and globally responsive. This will require developing new sustainment concepts like Globally Responsive Sustainment to ensure the future sustainment system is optimized, integrated, and affordable despite constraints.
Force 2025 and Beyond Torchbearer Article January 2015Scott Sadler
The document discusses the U.S. Army's holistic modernization strategy called Force 2025 and Beyond. It aims to develop a more capable, adaptive future force by maintaining technological overmatch against adversaries. The strategy will improve the Army's ability to provide future technologies through its Science and Technology Enterprise. This enterprise focuses research and development efforts on addressing warfighting challenges identified in the new Army Operating Concept to ensure technologies can counter future threats. Maintaining investment in the Science and Technology Enterprise is important for informing affordable modernization and minimizing risks to major acquisition programs.
The document discusses the need for the US Army to invest in capabilities that will secure its competitive advantage in the future against emerging threats. It argues that the current path of investments is unlikely to sustain dominance beyond 2025 and presents alternative paths focusing more on innovation. Specifically, it recommends that the Army focus its science and technology efforts on developing more expeditionary, lethal, mobile and networked capabilities to remain overmatched against adversaries through 2040 and beyond.
USMC Expeditionary Force 21 MAGTF Ground Combat Element (2015)Tom "Blad" Lindblad
1) The document discusses the need for the Marine Corps Ground Combat Element (GCE) to adapt to changing operational environments and complex mission requirements, such as non-combatant evacuations and raids on terrorist camps.
2) It analyzes recent missions and potential scenarios, questioning whether the GCE is adequately prepared and trained to execute complex, time-sensitive missions involving dispersed small units coordinating with air and naval assets.
3) The author calls for focusing on improving capabilities like integrated digital communications, reducing timelines for planning and execution, and standardizing training across the GCE to ensure readiness for large-scale operations on short notice against determined enemies.
After more than 15 years of war, the operational effective.docxdaniahendric
After more than 15 years of war, the operational effectiveness of
Army Special Operations Forces remains without equal. However, the
future operating environment will continue to evolve with highly
adaptive state and non-state adversaries seeking to challenge the
status quo and our national interests. The forms of conflict employed
by adversaries in the future are expected to be hybrid in nature,
blending conventional and irregular capabilities, and will more often
challenge the stability of regions through indirect means.
Preventing or deterring hybrid conflict short of all-out war is
demanding. It requires persistent forward engagement at points of
vulnerability around the world. It requires operators to understand the
political, cultural, and geographic complexities of austere operating
environments and the unique challenges faced by our allies and
partners. It also requires an advanced understanding of adversaries
and how they are evolving in an effort to gain a position of advantage.
In order to meet these requirements and to counter hybrid threats of
the future, ARSOF must provide the nation with a portfolio of comple-
mentary capabilities enabled by institutional and operational agility.
USASOC 2035, like its forerunner ARSOF 2022, provides facts and
details for use by members of the force when communicating the
ARSOF narrative in engagements with joint force commanders,
interagency partners, and other audiences worldwide. It also pro-
vides guidance for the further development of ARSOF institutional
and operational capabilities needed to counter future threats across
the spectrum of conflict, especially in gray zones between peace and
overt war. USASOC 2035 incorporates ARSOF 2022 initiatives still in
progress and builds upon those capabilities already established. It
presents objectives for developing future capabilities that will move
ARSOF from the force of today to the force of tomorrow.
KENNETH E. TOVO
Lieutenant General, U.S. Army
Commanding
Sine Pari – Without Equal
FROM THE
COMMANDER
Acknowledgments:
USASOC 2035 was a collaborative effort
that included many advisers and
contributors. LTG Kenneth Tovo, the
USASOC Commanding General, would
like to personally thank the following
individuals for their dedication to this effort:
The USASOC Commander’s Initiatives
Group: COL John Silkman, CW5 Linc
Glenister, LTC Ryan Burkert, LTC Christian
Sessoms, LTC Jon Bleakley, MAJ Doug
Graham, and Dr. Alex Heidenberg; the
USASOC G3, COL Tim Ladouceur, and the
G3 Staff; the USASOC G5, COL Kyle Lear, and
the G5 Staff to include MAJ Kyle Packard,
primary author of USASOC Campaign Plan
2035; Dr. Michael Krivdo and Dan Telles of the
USASOC Historian's Office; and the USASOC
CSC and CSU Command Teams. Special
thanks to the Special Warfare Magazine
staff: Janice Burton, Jennifer Angelo and
Juan Barrera. Finally, a special thanks to
LTC Duane Mosier, primary author and
res ...
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
Warfighting First. Operate Forward. Be Ready.Cpo Creed
The document outlines the mission, vision, tenets, and guiding principles of the U.S. Navy over the next 10-15 years. The mission is to deter aggression through forward presence, assure access, and protect maritime freedom. The vision is that the Navy will continue operating globally to provide offshore deterrence and power projection capabilities. The tenets emphasize warfighting, forward presence, and readiness. The guiding principles stress warfighting as the primary mission and taking care of sailors.
Warfighting First
-Be ready to fight and win today, while building the ability to win tomorrow
Operate Forward
-Provide offshore options to deter, influence and win in an era of uncertainty
Be Ready
-Harness the teamwork, talent and imagination of our diverse force to be ready to fight and responsibly employ our resources
The document discusses the U.S. Army's efforts to adapt to current and future conflicts while remaining committed to ongoing fights. It focuses on lessons learned being incorporated into doctrine, training, and modernization. The Army is enhancing brigade combat teams' capabilities, providing tailored response packages, and modernizing its forces while investing in leader development and regionally aligned forces. It also discusses rebalancing efforts to the Pacific region given the large number of armies in the Asia-Pacific.
This document provides a summary of the 2010 Quadrennial Defense Review conducted by the U.S. Department of Defense. It outlines the complex global security environment, America's role and interests in the world, and the department's defense strategy. The strategy balances resources and risk across four priorities: prevailing in today's wars in Afghanistan and Iraq, preventing and deterring conflict, preparing for a wide range of contingencies, and preserving the all-volunteer force. It also discusses rebalancing military capabilities, strengthening relationships with allies and partners, and reforming business practices.
UNITED STATES ARMY SPECIAL OPERATIONS COMMAND USASOC.docxouldparis
UNITED STATES ARMY
SPECIAL OPERATIONS COMMAND
USASOC Strategy-2035
April 2016
UNCLASSIFIED
UNCLASSIFIED 1
UNCLASSIFIED
UNCLASSIFIED 2
Where Army Special Operations Forces Stand Today
The ARSOF mission, vision, state of ARSOF 2022, and core
competencies are included below. Collectively, these subjects
represent where ARSOF stands today and serve as the starting
point from which capabilities and focuses must evolve.
USASOC Mission Statement
The United States Army Special Operations Command mans,
trains, equips, educates, organizes, sustains, and supports forces to
conduct special warfare and surgical strike across the full range of
military operations and spectrum of conflict in support of joint
force commanders and interagency partners, to meet theater and
national objectives.
USASOC Commander’s Vision
USASOC provides the Nation’s premier Special Operations
Forces, delivering appropriate and effective capabilities to
joint force commanders and interagency leaders across the
entire spectrum of conflict and under any operating conditions.
USASOC invests in new ideas and capabilities to anticipate
changing environments and new demands in order to maintain
a competitive edge over our Nation’s adversaries.
The State of ARSOF 2022
ARSOF 2022 restructured specific Army Special Operations
formations to optimize existing capabilities and to fill capability
gaps for sensitive activities in complex operational environments.
The restructure provided USASOC with an organic ability to
conduct advanced analysis of resistance potential in target areas and
created small highly trained units of action capable of developing
unique options for decision makers and joint force commanders in
contested environments. The restructure also created planning
detachments capable of augmenting TSOC campaign planning
efforts, with emphasis on special warfare.
The ARSOF 2022 restructure established 1st Special Forces
Command (Airborne) (Provisional) as an Army Division-like
headquarters tasked with operational missions and force provider
responsibilities. The restructure also established an organic Military
Intelligence Battalion and two new staff directorates (Influence and
the Office of Special Warfare) within 1st SFC (A)(P). These
changes allow 1st SFC (A)(P) to field a deployable and scalable
SOJTF headquarters to synchronize SOF effects for joint force
commanders. Additionally, each of the five Active Duty Special
Forces groups restructured their existing 4th Battalions, creating
units of action designed to assist in understanding, defining, and
preparing the operating environment. The capabilities established
through ARSOF 2022 place emphasis on operations outside, or
preceding, major combat theaters. Ultimately, these capabilities add
options to the USASOC portfolio of forces designed to address
trans-regional threats. ARSOF 2022 also established the Str ...
Army Futures Command Concept for Maneuver in Multi Domain Operations 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
Team SPAWAR aims to deliver decision superiority to the warfighter through three overarching strategies: developing sustainable capability through business and acquisition excellence; developing a culture of productivity; and refreshing, shaping, developing, and enabling a diverse workforce. The document outlines strategic objectives and guiding principles to achieve these strategies and Team SPAWAR's vision of being the recognized leader in delivering integrated solutions for decision superiority.
The military problem is adversaries with capable militaries may use access denial, information operations, advanced conventional weapons, WMD, and irregular warfare in new ways to threaten stability. The central idea is for joint forces supported by other powers to conduct high-tempo, synergistic actions across domains to shatter adversary plans and render them unable to oppose objectives. The defeat mechanism is disintegration through integrated destruction and dislocation. The endstate is an adversary unable to oppose objectives, setting conditions for long-term stability. Operational objectives support this endstate through isolating, denying access to, and freedom of action for the adversary.
Washington Military Department Evergreen Magazine - Vol. 1 Iss. 3wngpao
The Washington Military Department discuss how they are tackling the tough issue of Cyber Security, Talk in detail about the Cascadia Subduction Zone and Tsunamis and even talk about some young Guardsmen doing some incredible things!
Presentation by Julie Topoleski, CBO’s Director of Labor, Income Security, and Long-Term Analysis, at the 16th Annual Meeting of the OECD Working Party of Parliamentary Budget Officials and Independent Fiscal Institutions.
Description of theNationalMilitary Strategy2018.docxbradburgess22840
Description of the
National
Military
Strategy
2018
The Joint Staff
1
Overview
The 2018 National Military Strategy (NMS) provides the
Joint Force a framework for protecting and advancing U.S.
national interests. Pursuant to statute, it reflects a
comprehensive review conducted by the Chairman with the
other members of the Joint Chiefs of Staff and the unified
combatant commanders.
As an overarching military strategic framework, this
strategy implements the substantial body of policy and
strategy direction provided in the 2017 National Security
Strategy, the 2018 National Defense Strategy (NDS), the
Defense Planning Guidance (DPG), and other documents.
The 2018 NMS provides the Chairman’s military advice for
how the Joint Force implements the defense objectives in
the NDS and the direction from the President and the
Secretary of Defense.
The 2018 NMS also reflects lessons learned from
implementing global integration over the last two years. The
strategy articulates a continuum of strategic direction to
frame global integration into three strategy horizons to meet
the challenges of the existing and future security
environment. Force employment addresses planning, force
management, and decisionmaking to fulfill the defense
objectives of the NDS. Force development adapts functions,
capabilities, and concepts to improve the current Joint
Force. Force design innovates to enable the Joint Force to
do what it does differently to retain a competitive advantage
against any adversary.
The vision of the Joint Force articulated in the 2018 NMS is
a Joint Force capable of defending the homeland and
projecting power globally, now and into the future.
2
Strategic Approach
From its global perspective, the NMS premises an adaptive
and innovative Joint Force capable of employing its
capabilities seamlessly across multiple regions and all
domains -- continuing the transition from a regional to a
global mindset and approach.
This strategy
anchors its
approach against a
set of clearly
identified security
trends outlined in
the NDS (see inset).
These trends,
especially those
posed by the
reemergence of
great power
competition with China and Russia, represent the most
difficult challenges facing the Joint Force. However, the full
scope of global integration must recognize uncertainty and
be vigilant for emerging threats to the security and interests
of the United States, its allies and partners. In a security
environment where the homeland is no longer a sanctuary
and every operating domain is contested, competitors and
adversaries will continue to operate across geographic
regions and span multiple domains to offset or erode Joint
Force advantages.
To achieve military advantage over competitors and
adversaries, the NMS introduces the notion of joint
combined arms, defined as the conduct of operational art
through the integration of joint capabilities.
The 2014 Army Equipment Modernization Plan outlines investments across 10 capability areas for FY2014. It links these investments to Army strategy of empowering soldiers and squads with unmatched lethality, protection, and situational awareness through an integrated network. The plan emphasizes versatile, tailorable equipment that prepares the Army for complex threats. It focuses on mature technologies through incremental improvements and military-unique technologies for the future. The plan was created amid strategic uncertainties, rapid technological changes, and fiscal constraints requiring affordable, sustainable choices to maintain capabilities.
Chairman of the Joint Chiefs of Staff Written Congressional StatementTisha Wright
This document is General Joseph Dunford's posture statement before the House Appropriations Committee regarding the state of the US armed forces and current security environment. It summarizes key strategic challenges posed by Russia, China, North Korea, Iran, and violent extremist organizations. It notes capability shortfalls in the US military and the need for continued investment to address these challenges. General Dunford advocates for funding in the FY2017 budget to improve readiness, deter adversaries, and ensure US military dominance.
The purpose of the Army Operating Concept Team Teach is to provide uniformed and civilian leaders across the Army and it's Joint, Interorganizational and multinational partners with an understanding of the Army's vision of future conflict as described in the U.S. Army Operating Concept: Win in a Complex World.
This document provides the 36th Commandant's initial planning guidance for the Marine Corps. It outlines several priorities, including enhancing recruitment screening to evaluate psychological resilience, addressing gaps in leadership at the non-commissioned officer level, and improving personnel stability and unit cohesion. The Commandant intends to guide the Marine Corps to be ready to meet its expeditionary mission and win future battles by focusing on leadership, warfighting capabilities, and balanced readiness across the force.
The document discusses the U.S. Army's strategy for force modernization in a fiscally constrained environment. It outlines the need to modernize forces to adapt to changing geopolitical threats and aging equipment while facing budget cuts. The Army's vision is to create optimized combat units by 2025 that are more expeditionary, tailored, and globally responsive. This will require developing new sustainment concepts like Globally Responsive Sustainment to ensure the future sustainment system is optimized, integrated, and affordable despite constraints.
Force 2025 and Beyond Torchbearer Article January 2015Scott Sadler
The document discusses the U.S. Army's holistic modernization strategy called Force 2025 and Beyond. It aims to develop a more capable, adaptive future force by maintaining technological overmatch against adversaries. The strategy will improve the Army's ability to provide future technologies through its Science and Technology Enterprise. This enterprise focuses research and development efforts on addressing warfighting challenges identified in the new Army Operating Concept to ensure technologies can counter future threats. Maintaining investment in the Science and Technology Enterprise is important for informing affordable modernization and minimizing risks to major acquisition programs.
The document discusses the need for the US Army to invest in capabilities that will secure its competitive advantage in the future against emerging threats. It argues that the current path of investments is unlikely to sustain dominance beyond 2025 and presents alternative paths focusing more on innovation. Specifically, it recommends that the Army focus its science and technology efforts on developing more expeditionary, lethal, mobile and networked capabilities to remain overmatched against adversaries through 2040 and beyond.
USMC Expeditionary Force 21 MAGTF Ground Combat Element (2015)Tom "Blad" Lindblad
1) The document discusses the need for the Marine Corps Ground Combat Element (GCE) to adapt to changing operational environments and complex mission requirements, such as non-combatant evacuations and raids on terrorist camps.
2) It analyzes recent missions and potential scenarios, questioning whether the GCE is adequately prepared and trained to execute complex, time-sensitive missions involving dispersed small units coordinating with air and naval assets.
3) The author calls for focusing on improving capabilities like integrated digital communications, reducing timelines for planning and execution, and standardizing training across the GCE to ensure readiness for large-scale operations on short notice against determined enemies.
After more than 15 years of war, the operational effective.docxdaniahendric
After more than 15 years of war, the operational effectiveness of
Army Special Operations Forces remains without equal. However, the
future operating environment will continue to evolve with highly
adaptive state and non-state adversaries seeking to challenge the
status quo and our national interests. The forms of conflict employed
by adversaries in the future are expected to be hybrid in nature,
blending conventional and irregular capabilities, and will more often
challenge the stability of regions through indirect means.
Preventing or deterring hybrid conflict short of all-out war is
demanding. It requires persistent forward engagement at points of
vulnerability around the world. It requires operators to understand the
political, cultural, and geographic complexities of austere operating
environments and the unique challenges faced by our allies and
partners. It also requires an advanced understanding of adversaries
and how they are evolving in an effort to gain a position of advantage.
In order to meet these requirements and to counter hybrid threats of
the future, ARSOF must provide the nation with a portfolio of comple-
mentary capabilities enabled by institutional and operational agility.
USASOC 2035, like its forerunner ARSOF 2022, provides facts and
details for use by members of the force when communicating the
ARSOF narrative in engagements with joint force commanders,
interagency partners, and other audiences worldwide. It also pro-
vides guidance for the further development of ARSOF institutional
and operational capabilities needed to counter future threats across
the spectrum of conflict, especially in gray zones between peace and
overt war. USASOC 2035 incorporates ARSOF 2022 initiatives still in
progress and builds upon those capabilities already established. It
presents objectives for developing future capabilities that will move
ARSOF from the force of today to the force of tomorrow.
KENNETH E. TOVO
Lieutenant General, U.S. Army
Commanding
Sine Pari – Without Equal
FROM THE
COMMANDER
Acknowledgments:
USASOC 2035 was a collaborative effort
that included many advisers and
contributors. LTG Kenneth Tovo, the
USASOC Commanding General, would
like to personally thank the following
individuals for their dedication to this effort:
The USASOC Commander’s Initiatives
Group: COL John Silkman, CW5 Linc
Glenister, LTC Ryan Burkert, LTC Christian
Sessoms, LTC Jon Bleakley, MAJ Doug
Graham, and Dr. Alex Heidenberg; the
USASOC G3, COL Tim Ladouceur, and the
G3 Staff; the USASOC G5, COL Kyle Lear, and
the G5 Staff to include MAJ Kyle Packard,
primary author of USASOC Campaign Plan
2035; Dr. Michael Krivdo and Dan Telles of the
USASOC Historian's Office; and the USASOC
CSC and CSU Command Teams. Special
thanks to the Special Warfare Magazine
staff: Janice Burton, Jennifer Angelo and
Juan Barrera. Finally, a special thanks to
LTC Duane Mosier, primary author and
res ...
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
Warfighting First. Operate Forward. Be Ready.Cpo Creed
The document outlines the mission, vision, tenets, and guiding principles of the U.S. Navy over the next 10-15 years. The mission is to deter aggression through forward presence, assure access, and protect maritime freedom. The vision is that the Navy will continue operating globally to provide offshore deterrence and power projection capabilities. The tenets emphasize warfighting, forward presence, and readiness. The guiding principles stress warfighting as the primary mission and taking care of sailors.
Warfighting First
-Be ready to fight and win today, while building the ability to win tomorrow
Operate Forward
-Provide offshore options to deter, influence and win in an era of uncertainty
Be Ready
-Harness the teamwork, talent and imagination of our diverse force to be ready to fight and responsibly employ our resources
The document discusses the U.S. Army's efforts to adapt to current and future conflicts while remaining committed to ongoing fights. It focuses on lessons learned being incorporated into doctrine, training, and modernization. The Army is enhancing brigade combat teams' capabilities, providing tailored response packages, and modernizing its forces while investing in leader development and regionally aligned forces. It also discusses rebalancing efforts to the Pacific region given the large number of armies in the Asia-Pacific.
This document provides a summary of the 2010 Quadrennial Defense Review conducted by the U.S. Department of Defense. It outlines the complex global security environment, America's role and interests in the world, and the department's defense strategy. The strategy balances resources and risk across four priorities: prevailing in today's wars in Afghanistan and Iraq, preventing and deterring conflict, preparing for a wide range of contingencies, and preserving the all-volunteer force. It also discusses rebalancing military capabilities, strengthening relationships with allies and partners, and reforming business practices.
UNITED STATES ARMY SPECIAL OPERATIONS COMMAND USASOC.docxouldparis
UNITED STATES ARMY
SPECIAL OPERATIONS COMMAND
USASOC Strategy-2035
April 2016
UNCLASSIFIED
UNCLASSIFIED 1
UNCLASSIFIED
UNCLASSIFIED 2
Where Army Special Operations Forces Stand Today
The ARSOF mission, vision, state of ARSOF 2022, and core
competencies are included below. Collectively, these subjects
represent where ARSOF stands today and serve as the starting
point from which capabilities and focuses must evolve.
USASOC Mission Statement
The United States Army Special Operations Command mans,
trains, equips, educates, organizes, sustains, and supports forces to
conduct special warfare and surgical strike across the full range of
military operations and spectrum of conflict in support of joint
force commanders and interagency partners, to meet theater and
national objectives.
USASOC Commander’s Vision
USASOC provides the Nation’s premier Special Operations
Forces, delivering appropriate and effective capabilities to
joint force commanders and interagency leaders across the
entire spectrum of conflict and under any operating conditions.
USASOC invests in new ideas and capabilities to anticipate
changing environments and new demands in order to maintain
a competitive edge over our Nation’s adversaries.
The State of ARSOF 2022
ARSOF 2022 restructured specific Army Special Operations
formations to optimize existing capabilities and to fill capability
gaps for sensitive activities in complex operational environments.
The restructure provided USASOC with an organic ability to
conduct advanced analysis of resistance potential in target areas and
created small highly trained units of action capable of developing
unique options for decision makers and joint force commanders in
contested environments. The restructure also created planning
detachments capable of augmenting TSOC campaign planning
efforts, with emphasis on special warfare.
The ARSOF 2022 restructure established 1st Special Forces
Command (Airborne) (Provisional) as an Army Division-like
headquarters tasked with operational missions and force provider
responsibilities. The restructure also established an organic Military
Intelligence Battalion and two new staff directorates (Influence and
the Office of Special Warfare) within 1st SFC (A)(P). These
changes allow 1st SFC (A)(P) to field a deployable and scalable
SOJTF headquarters to synchronize SOF effects for joint force
commanders. Additionally, each of the five Active Duty Special
Forces groups restructured their existing 4th Battalions, creating
units of action designed to assist in understanding, defining, and
preparing the operating environment. The capabilities established
through ARSOF 2022 place emphasis on operations outside, or
preceding, major combat theaters. Ultimately, these capabilities add
options to the USASOC portfolio of forces designed to address
trans-regional threats. ARSOF 2022 also established the Str ...
Army Futures Command Concept for Maneuver in Multi Domain Operations 2028Neil McDonnell
Neil McDonnell and the GovCon Chamber of Commerce make the Army's Futures Command concept documents available to federal government contractors as they do their "homework" to support the Department of Defense.
Team SPAWAR aims to deliver decision superiority to the warfighter through three overarching strategies: developing sustainable capability through business and acquisition excellence; developing a culture of productivity; and refreshing, shaping, developing, and enabling a diverse workforce. The document outlines strategic objectives and guiding principles to achieve these strategies and Team SPAWAR's vision of being the recognized leader in delivering integrated solutions for decision superiority.
The military problem is adversaries with capable militaries may use access denial, information operations, advanced conventional weapons, WMD, and irregular warfare in new ways to threaten stability. The central idea is for joint forces supported by other powers to conduct high-tempo, synergistic actions across domains to shatter adversary plans and render them unable to oppose objectives. The defeat mechanism is disintegration through integrated destruction and dislocation. The endstate is an adversary unable to oppose objectives, setting conditions for long-term stability. Operational objectives support this endstate through isolating, denying access to, and freedom of action for the adversary.
Washington Military Department Evergreen Magazine - Vol. 1 Iss. 3wngpao
The Washington Military Department discuss how they are tackling the tough issue of Cyber Security, Talk in detail about the Cascadia Subduction Zone and Tsunamis and even talk about some young Guardsmen doing some incredible things!
Presentation by Julie Topoleski, CBO’s Director of Labor, Income Security, and Long-Term Analysis, at the 16th Annual Meeting of the OECD Working Party of Parliamentary Budget Officials and Independent Fiscal Institutions.
Indira awas yojana housing scheme renamed as PMAYnarinav14
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
Presentation by Rebecca Sachs and Joshua Varcie, analysts in CBO’s Health Analysis Division, at the 13th Annual Conference of the American Society of Health Economists.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
The Antyodaya Saral Haryana Portal is a pioneering initiative by the Government of Haryana aimed at providing citizens with seamless access to a wide range of government services
How To Cultivate Community Affinity Throughout The Generosity JourneyAggregage
This session will dive into how to create rich generosity experiences that foster long-lasting relationships. You’ll walk away with actionable insights to redefine how you engage with your supporters — emphasizing trust, engagement, and community!
2. FOREWORD FOREWORD
USTRANSCOM exists as a warfighting command to project and sustain combat power at a time and place
of the Nation’s choosing. Within a changing strategic and operational landscape, our logistics and mobility
enterprise will play an increasingly critical role in achieving our national defense objectives. Make no mistake,
the actions we take today will have a profound effect on our ability to project and sustain a combat credible Joint
Force in contested environments, and build resilience against climate change and other transboundary challenges.
To remain successful, USTRANSCOM must be ready to project power today and tomorrow, and we will only
achieve this together. This is our North Star. Recent successes in Operation Allies Refuge and delivery of aid
to Ukraine have validated our reputation and generated momentum; however we cannot rest on our laurels -
the risks are too great. Our competitors are watching our every move and quickly digesting lessons learned to
improve their ability to disrupt, degrade or deny our capabilities.
The 2022 National Defense Strategy (NDS) makes clear that we face real and pervasive threats now. I challenge
each of you, from our Command Staff and Components to our agency and commercial partners, to act on our
Command Priorities with purpose to close capability gaps and achieve success. Open collaboration and candid
dialogue remain crucial as we move forward together.
Most importantly, thank you! I am honored to serve alongside each of you and excited to lead the innovative
spirit this enterprise brings to every challenge, every day. You remain integral to our success and I need your
help to drive the enterprise through the challenges that lie ahead.
Let’s move out and get Ready…Ready to Fight, Ready to Deliver, and Ready to Win!
Together, We Deliver!
JACQUELINE D. VAN OVOST
General, USAF
Commander
01
3. TABLE OF CONTENTS
03 OUR MISSION
04 WHERE WE ARE
05 WHERE WE ARE GOING
06 HOW WE WILL GET THERE
07 OUR PRIORITIES
11 ENABLING NATIONAL PRIORITIES
12 A CALL TO ACTION
13 OUR WARFIGHTING TEAM
TABLE
OF
CONTENTS
02
4. OUR
MISSION OUR MISSION
USTRANSCOM conducts globally integrated mobility operations, leads the broader Joint Deployment and
Distribution Enterprise (JDDE), and provides enabling capabilities in order to project and sustain the Joint
Force in support of national objectives.
03
5. STRATEGIC
ENVIRONMENT
WHERE WE ARE
As the United States and its allies fought the Global War on Terror, the People’s Republic of China (PRC)
studied the United States’ way of war and focused its efforts on offsetting our advantages. Beijing rapidly
modernized its military and is intent on creating a sphere of influence in the Indo-Pacific with a longer term
goal of global power projection. The PRC is pursuing an aggressive naval shipbuilding program to advance
its excessive claims in the South China Sea and undermine freedom of navigation elsewhere around the
world. Through these efforts and others, the PRC seeks to diminish U.S. influence and displace the current
rules-based international order. This places them as our most consequential competitor, followed closely by
Russia and other persistent threats including North Korea, Iran, and violent extremist organizations.
Strategic competition is a reality, and our competitors are maneuvering fluidly between conventional and
gray-zone activities. We face obstacles and risk at every step, from the homeland to the tactical edge. Over
85% of the Joint Force is stationed in the United States, and our competitors are on a trajectory that will
present persistent threats across multiple domains including throughout North America. If these threats are left
unresolved, our power projection capability will be put at risk and will force us to “fight to get to the fight.”
Logistics realities are also changing alongside the character of war. We are accustomed to sustaining
forward-deployed forces across largely uncontested environments. In the future, we cannot presume we will
enjoy similar freedom of maneuver. Competitors already possess highly networked anti-access capabilities
with the potential to interdict our lines of communication and each link in our global supply chains. We must
adapt to transboundary threats that increasingly place pressure on the Joint Force, to include climate change
and pandemics. Protecting our ability to project, maneuver, connect, and sustain the Joint Force can no longer
be a mere afterthought in planning or execution. It is now an imperative.
To deter and win, the 2022 NDS directs the future Joint Force to be lethal, resilient, sustainable, survivable,
agile, and responsive. We cannot rest on past successes, nor cede any advantage to our competitors. We must
accelerate the momentum we have generated enterprise-wide to meet these challenges.
04
6. SUPPORTING
THE
NDS WHERE WE ARE GOING
While our competitors are not invincible, the threats are real, and the imperative to change is urgent. The 2022
NDS outlines the Department of Defense’s path forward into this “decisive decade.” It charges us to develop,
combine, and coordinate our strengths to maximum effect in support of four defense priorities:
1. Defending the homeland, paced against the multi-domain threats posed by the PRC;
2. Deterring strategic attacks against the United States and its allies and partners;
3. Deterring aggression, while remaining prepared to prevail in conflict when necessary; prioritizing
the PRC challenge in the Indo-Pacific, then the Russia challenge in Europe; and
4. Building a resilient Joint Force and defense ecosystem.
Through a PRC-focused, alliance and partnership-centric approach, the Department will implement its strategy
through three principal ways – Integrated Deterrence, Campaigning, and Building Enduring Advantages –
in support of all instruments of national power.
05
7. WARFIGHTING
FRAMEWORK
HOW WE WILL GET THERE
We will orient and synchronize our operations, activities, and investments to balance the enterprise’s attention on today’s requirements
while preparing to meet those of tomorrow. To maximize our role across the spectrum of competition and conflict, we will align our
campaigning objectives across the primary elements of our Warfighting Framework:
Global Mobility Posture is the foundation of power projection and depends on operational access, basing, and overflight (ABO).
Posture includes both domestic and internationally-based installations, seaports, railways, and airfields that connect us to
the fight. Strong relationships with allies and partners facilitate additional ABO options. We must expand and strengthen
our global transportation networks to facilitate our ability to aggregate force packages to fight and then disaggregate to
survive during brief periods of domain superiority.
Global Mobility Capacity includes rail, motor transport, sealift, air refueling, airlift, and the ability to fully mobilize the
Total Force at the point of need. When necessary, we can rapidly increase capacity through emergency preparedness programs
like the Civil Reserve Air Fleet (CRAF), Voluntary Intermodal Sealift Agreement (VISA) and Voluntary Tanker Agreement
(VTA). USTRANSCOM relies on the ability to transition seamlessly between defense and commercial capacity at the speed
of war, in tight coordination with interagency partners, the Joint Staff, Military Departments, and other Combatant
Commands.
Global Command, Control, and Integration is the exercise of authority and direction to plan, coordinate, synchronize, and
control operations at echelon. The proliferation of advanced technologies is shaping an environment where data is a strategic
asset. Our ability to transform data into decisions faster than our competitors is paramount. We must leverage these
technologies to help sense and make sense of data at scale to create decision advantage for our leaders. Emerging techniques
like artificial intelligence and machine learning will allow us to sense demand and push sustainment without prompting,
enabling faster tempo and preventing logistics from being the cause for premature culmination on the battlefield.
Our Command Priorities are our strategic lines of effort, generating unity and focus across the enterprise. This will enable our global
mobility enterprise to be ready with an the ability to project, maneuver, connect and sustain power, strengthened through a competitive,
diverse and highly trained warfighting team and backstopped by a secure and resilient cyber ecosystem.
06
8. USTRANSCOM
PRIORITIES READY NOW AND IN
THE FUTURE
Warfighting Readiness is our absolute cornerstone – we must never forget that
our Command exists to project and sustain combat credible forces whenever
and wherever our Nation requires. My expectation is complete commitment to
maintaining our “fight tonight” readiness. Simultaneously, we must adapt our
operations, shape our capabilities, evolve our operational concepts, and make
the investments required to fight and win against our pacing threats in the future
strategic environment. These imperatives – ready for today’s missions while
evolving to meet tomorrow’s challenges – are mutually supporting and non-
negotiable. We operate as a Total Force, harnessing the unique skills resident
in our Reserve, National Guard, Merchant Marine, and Civilian teammates
to bolster Warfighting Readiness. Likewise, the JDDE’s readiness, and our
relationships with Allies and Partners, remain vital to our ability to project a decisive force at a time and place of our
Nation’s choosing. We will remain Ready…to Fight, Deliver, and Win.
07
9. USTRANSCOM
PRIORITIES
EMPOWER A COMPETITIVE AND
RESILIENT WARFIGHTING TEAM
People are our most valuable resource and will make the difference between
victory and defeat. Leaders must prioritize investing in our people to build
and hone the critical skills required to compete and win. A competitive and
resilient team is one which thrives on challenge and “stays hungry,” focused
on improving every day, and constantly striving to add value. Our leaders
will empower those on our team by providing clear intent and guidance,
fostering and rewarding innovative approaches, and using honest mistakes
as opportunities to learn and improve. Investing in our people includes
promoting an environment in which all are treated with dignity and respect,
and in which resilience is strengthened by demonstrating that we value the
Families in our command, as well as the personal wellbeing of all. One of
our key strengths is the diversity of our team. We will maintain an inclusive environment where we welcome differing
backgrounds and encourage varied perspectives.
08
10. USTRANSCOM
PRIORITIES
DRIVE CYBER DOMAIN
MISSION ASSURANCE
Make no mistake, today malign actors pose a real and persistent threat across our networks…and our global enterprise
rests in large part on the connectivity these networks provide. “Driving” mission assurance in this domain starts with
everyone on our team embracing the individual responsibility to be a cyber defender, maintaining cyber discipline and
vigilance as we operate every day. We will continue to adapt to the evolving cyberspace domain with modernization
efforts to afford us a competitive advantage in the digital operating environment. Finally, our cyber defense efforts must
encompass the entire JDDE, to include our industry partners, strengthening weak links while maintaining a robust menu
of mitigation options.
09
11. USTRANSCOM
PRIORITIES
CREATE DECISION
ADVANTAGE
Our ability to transform data into knowledge rapidly enables
timely decisions and remains critical in outpacing our
competitors. Retaining the advantage in decision-making
begins by treating data as a strategic asset and
transforming ourselves from largely experience-based
decision makers to better-informed, data-driven decision
makers. Employing data available through sensor networks
and logistics information systems, and then applying machine
learning and other advanced analytics to transform that data
into actionable information, will provide our leaders time,
space, and options in decision-making. Our Command must
sense, make sense, decide, and act faster than the pacing threat.
10
12. SUPPORTING
THE
NDS ENABLING NATIONAL PRIORITIES
As an enterprise, we will be the engine that propels the 2022 NDS approach by underwriting the lethality of the Joint Force and ensuring
the viability of deterrence options, providing our national leadership with strategic flexibility.
Through integrated deterrence, we seed doubt within competitors that they can achieve their objectives.
Through a resilient global logistics posture, we project and sustain combat credible forces at scale and velocity.
Strengthening relationships with allies, partners, and commercial industry will expand ABO options – creating positional advantage
across all domains.
When used in concert, posture and capacity provide a true asymmetric and strategic advantage for the Nation.
Through active campaigning, we feed doubt within competitors by gaining and sustaining military advantages, countering malign
coercion and aggression, complicating adversary force generation preparations, and adapting against transboundary threats.
In response to supported Combatant Commander objectives, we mass our military and commercial capacity to generate tempo in
concert with other instruments of national power.
Our efforts to recapitalize mobility fleets, modernize systems, and employ new operational concepts will enhance enterprise
capabilities that we can deploy rapidly in time and space.
Large-scale exercises, fleet readiness activations, and focused wargames will enhance interoperability across the Joint Force and
with allies, partners, and commercial industry.
By building enduring advantages, we grow doubt within competitors by reducing our critical vulnerabilities and accelerating force
development to create and exploit asymmetries that alter their perceptions of the benefits of aggression relative to restraint.
Cyber mission assurance and digital modernization will enable our ability to conduct globally integrated command and control
and generate decision advantage for leadership.
Investing in and hardening a resilient defense ecosystem will strengthen our commercial and military transportation networks and
create advantages across multiple domains, especially cyber and space.
Developing a warfighting team with a competitive mindset will set the conditions for innovation and accelerated learning.
11
13. A
CALL
TO
ACTION
A CALL TO ACTION
I remain confident we are headed in the right direction, but we will need to accelerate our momentum as an
enterprise to generate systemic advantages against our competitors. We have an imperative to provide the
Nation with options to deter aggression below the threshold of war and present our competitors with multiple
dilemmas to give them pause.
Because of the amazing individuals working each day with urgency to advance our priorities, I know we will
adapt and innovate to protect our Nation’s vital interests. I see the path ahead clearly – and we will rise together
to the challenge!
12
14. USTRANSCOM
TOTAL
FORCE OUR WARFIGHTING TEAM
Our warfighting team is a Joint and diverse force, comprising of our component commands, subordinate
commands, interagency and commercial partners as part of the broader JDDE. Our entire team works
together to move the right capabilities to the right place, at the right time - every time.
COMPONENT COMMANDS
Air Mobility Command (AMC)
Mission: “Rapid Global Mobility – Right Effects, Right Place, Right Time!” by providing unrivaled airlift, air
refueling, aeromedical evacuation, global air mobility support, and Global Mobility Mission Command to project,
connect, maneuver, and sustain the Joint Force to achieve national objectives.
Endstate: Mobility forces able to communicate, navigate and maneuver at the tempo required to win inside the
first island chain and anywhere else. Sacredly, America’s peace, prosperity and prestige strengthened.
Priorities: (1) Develop Ready Airmen and Families; (2) Advance Warfighting Capabilities; (3) Project and
Connect the Joint Force; (4) Ensure Strategic Advantage.
Military Sealift Command (MSC)
Mission: “Empower Global Warfighting Readiness,” by delivering agile logistics, strategic sealift, as well as
specialized missions anywhere in the world, under any conditions, 24/7, 365 days a year.
Vision: “United We Sail,” with unified resolve we boldly sail the world’s oceans to execute our “no-fail” mission
of sustainment and service support to the warfighter.
Priorities: (1) Health and Safety of our Workforce; (2) Mission Assurance; (3) Warfighting Effectiveness.
Military Surface Deployment and Distribution Command (SDDC)
Mission: Provides integrated and synchronized global deployment and distribution capabilities to the point of need.
Vision: A command that delivers innovative transportation solutions to the right place at the right time, every time.
Priorities: (1) People; (2) Readiness; (3) Modernization; (4) Evolve for Tomorrow.
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15. USTRANSCOM
TOTAL
FORCE
OUR WARFIGHTING TEAM
SUBORDINATE COMMANDS
Joint Enabling Capabilities Command (JECC)
Mission: On short notice, the JECC provides planners, public affairs specialists, and communications
capabilities to Combatant Commanders in order to enable the rapid establishment of a Joint Force Headquarters
or in support of other missions, exercises, or planning efforts.
Vision: JECC is the singular total force trusted expert that provides joint capabilities to enable globally integrated
effects, across all domains and the continuum of conflict.
Priorities: (1) Readiness for the Pacing Threat; (2) Refine Systems and Processes; (3) Evolve Our Joint Warfighting Team.
Joint Transportation Reserve Unit (JTRU)
Mission: Provide staff augmentation in support of USTRANSCOM’s ongoing global, emerging, and special
mission requirements when needed to manage air, land, and sea transportation and enabling capabilities for the
Department of Defense, both in times of war and peace.
Vision: JTRU serves as USTRANSCOM’s premier staff augmentation support capability in providing readily
available support for both routine and emerging global mission requirements.
Priorities: (1) People; (2) Individual/Collective Readiness; (3) Empower Competitive & Resilient Warfighting
Members/Teams.
INTERAGENCY AND COMMERCIAL PARTNERS
U.S. Government Departments and Agencies, such as the Department of Transportation, the Maritime Administration, Defense
Logistics Agency, General Services Administration, and others are key logistics partners who provide the funding for deployment
and distribution operations, establish the policies which guide our efforts, and are customers of the Defense Transportation System.
Commercial Transportation Providers are an indispensable element of our global mobility enterprise in competition and conflict.
Annually, our commercial partners contribute approximately 88% of our continental U.S. land transport requirements, 35% of global
airlift requirements, and over 97% of global sealift activity. Commercial providers are also valued partners in critical emergency
preparedness programs including CRAF, VISA, and VTA.
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16. U.S. Transportation Command
Strategic Plans, Policy, and Logistics
508 Scott Drive
Scott Air Force Base, IL 62225-3537
Current as of July, 2022. Supersedes all previous versions of the USTRANSCOM Command Strategy