In response to requirements set by Military build-up, national defence consolidation, and the Fatherland protection, over the years, Corps 2 has made a lot of adjustments in its organisational structure, while keeping raising the quality of training, combat readiness, and logistics and technical support. However, the Corps is stationed in a large area; many of its affiliates are performing their tasks within localities in difficulty or with slow economic growth. Meanwhile, prices of food and necessities keep soaring, weather and diseases are witnessing complex developments, and the Corps’ budget for logistics support is limited. Against such a backdrop, the Corps’ Logistics Department (CLD) has proactively given advice to the Corps’ Party Committee and Command on measures to deal with difficulties and comprehensively, effectively perform the work of logistics support.
To that end, the CLD has actively advised the Corps’ Party Committee and Command to strengthen their leadership and direction over the work of logistics support. Grasping and implementing higher echelons’ resolutions and directives on logistics support, particularly the Central Military Commission’s Resolution 623-NQ/QUTW on “Military logistics support work towards 2020 and beyond”, the CLD has proactively researched into and anticipated market price, disaster and disease situations. Grounded on its situational awareness, it has advised the Corps’ Party Committee and Command measures of leadership and direction relevant to the Corps’ tasks and stationing area. Emphasis has been placed on perfecting the Corps’ organisational structure and methods of material supply in line with the new financial management mechanism as well as building regulations on logistics management and support in the condition of the market economy. The CLD has synchronously adopted ideological, organisational, and professional measures to renew methods of logistics support and improve logistics staff’s working style and task performance. It has frequently reviewed, supplemented, and perfected logistics support documents, while closely practising logistics support projects in each operational area. It has regularly monitored the quantity and quality of logistics materials under Directive 15/CT-TM, dated December 3rd, 2018 by Chief of the General Staff. Doing so has helped improve the quality of logistics support and manoeuvrability of logistics troops, offices, and units.
To prevent weather and epidemics from affecting its regular logistics supply chain, the Corps has enhanced the decentralisation of logistics support, expanded bidding and procurement, and raised the efficiency of rice milling and food processing stations. Units of the Corps have frequently consolidated their price councils at all levels, opportunely established food rations and menus appropriate to each group of troops, ensured food safety and hygiene, sustainably employed the system of steam cookers, gradually replaced steam cookers with electric ones, and supplemented equipment for their messes synchronously. Moreover, the Corps has stepped up the planning of garden-pond-barn-truss model in each group of units, while building and multiplying role models in terms of farming, diversifying livestock and crops in a both extensive and intensive manner, organising large-scale and scattered farms simultaneously, combining traditional farming with modern one, and employing new technologies in farming. In the process, offices and units of the Corps have effectively exploited funding from higher echelons and their own together with thousands of working days of troops to construct and consolidate logistics works and basically provide safe food for troops.
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| Vaccination against the Covid-19 pandemic at Corps 2 is seriously conducted |
In order to protect and take care of troops’ health right at grass-roots level, the Corps has directed its medical sections to frequently improve their physicians’ professional competence and medical ethics, bring into play medical equipment, raise the quality of reception, first aid, and treatment, and closely organise medical examinations of new soldiers. The Corps’ medical force has cooperated with local health facilities in protecting and taking care of cadres and soldiers’ health, providing free medical examination and medicine for citizens and beneficiaries as well as monitoring and controlling epidemics, particularly COVID-19 pandemic. Due attention has been paid to propagating and inspecting environmental and personal hygiene, and combining modern medicine with national traditional medicine in treatment and prevention of diseases so as to guarantee the annual rate of healthy troops of over 98%.
Amidst market price fluctuations, the Corps has focused on the application of science and technology to sustainably provide logistics support for tasks. Under the policy on sustainable agricultural production and environmental protection, the Corps has directed its affiliates to make plans on organising closed, basic, long-term, hi-tech crop/animal husbandry and install modern processing equipment under food hygiene standards. Due regard has been paid to building a closed procedure from crop breeding and planting to harvesting in accordance with each locality’s pedological conditions, encouraging companion planting, and increasing the frequency of land use to raise the quality of products without employing too many chemical fertilisers or pesticides. At the same time, consideration has been given to constructing waste treatment systems and biodigester plants and using biological products in the settlement of environmental issues within breeding zones so as to reduce toxic air pollutants and disease prevention costs as well as generate clean energy and organic fertilisers. Besides, the CLD has implemented projects on raising pigs for meat (launched by the Ministry of Agriculture and Rural Development) and growing high-quality vegetables under VietGAP standards via modern methods to increase productivity and decrease the size of animal husbandry zones. It has also utilised many technical initiatives and innovations, such as software for water, electricity, and mess management to lower costs, maintain the quality of rations, effectively provide logistics support for combat readiness and field training, and reduce pressure placed on material supply prior to harvest seasons. Doing so has allowed the Corps to improve the efficiency of production, minimise dependence on weather and diseases, reduce environmental pollution, ensure food safety, and protect troops’ health.
The Corps has attached special importance to stepping up the Emulation Movement titled “the Military Logistics Branch follows Uncle Ho’s teachings” in tandem with resolutions, directives, and conclusions by the Party and the Central Military Commission on studying and following Ho Chi Minh’s ideology, ethics, and lifestyle. Offices and units of the Corps have designed contents and targets of emulation in a comprehensive but focalised fashion, formulated measures in accordance with operating environments, included those contents, targets, and measures in their regular resolutions and work plans, and consolidated steering boards on emulation. At the same time, the Corps’ affiliates have enhanced the work of propagation relating to the Emulation Movement, cadres and soldiers’ responsibility for logistics support work, and skills in health, hygiene, and environment protection, while strictly implementing regulations on logistics and medical training to better troops’ professional knowledge, ethics, and skills. For many years, the Emulation Movement has enabled offices and units to provide sufficient, good-quality logistics materials and equipment for training, combat readiness, and contingency tasks. The outcome of the Emulation Movement has stimulated the development of other emulation movements and models, such as “building units good at catering and ordnance management”, “building five-good military medical management units”, “managing and using petroleum safely, economically, effectively”, “building safe, regular, effective transport units”, and “building and managing green, clean, scenic barracks”.
In addition to those above-mentioned measures, the CLD has focused on building comprehensively strong logistics offices and units at all levels. Significance has been attached to consolidating the organisational structure of the Corps’ logistics force, reviewing and supplementing regulations on logistics operation and coordination as well as tasks and authority of each logistics speciality and each key logistics cadre. The Corps has required its affiliates to strictly maintain regulations on combat readiness duty and build pure, strong party organisations and “typically, exemplarily” comprehensively strong offices and units. It has frequently directed its affiliates to improve their logistics cadres and soldiers’ service quality, professional competence, working style, and capabilities in staff, command, and operation work.
Taking drastic, synchronous measures to well implement the Emulation Movement entitled “the Military Logistics Branch follows Uncle Ho’s teachings”, step up competitions, actively detect and cultivate role models has significantly contributed to raising the CLD’s task performance and building a strong logistics branch as the basis for the Corps to successfully fulfil all assigned tasks.
Sr. Col. NGUYEN THE THANG, Deputy Head of the CLD