The past few years have seen major changes in the organisation of defence forces support, driven by the major constraint of the degradation of operational equipment availability during the period covered by the 1997-2002 defence spending plan. Corrective measures were the original reason behind the creation in 2001 of several new directorates and structures in this field; they answer to the Chief of Defence Staff (CEMA) and to the Secretary General for Administration (SGA).

New constraints are appearing which require further changes to existing structures. While the strength of the Armed Forces is planned to fall in years to come, these constraints are concentrated round several issues: the control of costs, risks and investments; new European regulations (such as the control of the navigability of aircraft which are state property); and national requirements linked to state reform, for example. Several possibilities are on offer. We need to identify the features that will determine the best way forward by looking at several examples taken from our own history, and from a comparison with the logistic organisations of our principal partners. Like the latter, France needs to undertake a process of coordinated transformation of its military logistic system, yet without indulging in a massive, centralised regrouping of existing assets.

A Little History

In our country the administration of the Ministry of Defence and the power of the army have inspired passionate debate over the centuries. In the seventeenth century the influence of the Army Minister prevailed to the detriment of the Commanders-in-Chief, who up to that time could use the men and supplies of the army as they pleased. It was the victory of Louvois over Turenne.