Command and Control of Mobility Forces: Analysis of the Organizational Structure
Abstract
Documents such as Joint Vision 2010 and Air Force 2025 outline military capabilities which the US will need to address National Interests in the near future. Most of these papers espouse decentralized control as a means to improve decision-making speed. As the USAF adds Global Air Traffic Management's required communications equipment to its mobility fleet, they must reconcile the difference between centralized control for efficiency and decentralized control for effectiveness. The existing command and control (C2) organizational structure must be modified to leverage the technological advantages. Rather than blindly invest in facility based equipment, the AF needs a plan based on the total system needs. A network organization balances the need for decentralized control with the most efficient use of the communications equipment to link the decision makers to the execution assets. Instead of investing in multiple C2 centers, the AF should consolidate its mobility dispatch functions into one location. One consolidated dispatch center provides the benefits of economies of scale and a one stop shop for the warfighter. The consolidated dispatch center does not eliminate the theater mobility planning staff. Rather, it allows the theater mobility experts focus on improving the integration and results of the mobility effort for the CINC without the data entry work of the dispatching center.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 01, 1999
- Accession Number
- ADA372441
Entities
People
- Jeffrey L. Hupy
Organizations
- Air Force Institute of Technology