Modernization Doctrine

Exploratory Practices in Our Military's Logistics Military Governance

我军后勤军事治理的探索实践

PLA Daily (解放军报) 14 May 2026

Summary

The CMC Logistic Support Department's Comprehensive Planning Bureau is piloting two logistics governance reforms across the PLA: a 'standard supply' model at a Xinjiang warehouse and selected units that replaces layered approval chains with online, quota-based requisitioning—compressing supply cycles from months to hours—and a 'negative list' system that has already rejected seven categories of scientific research projects for failing to meet warfighting-relevance criteria. Together, the reforms address longstanding PLA logistics pathologies: bureaucratic friction in material distribution and a research culture that prioritized publications and project initiation over battlefield applicability. The explicit framing of both initiatives under Xi's 'military governance modernization' directive, combined with the rollout of automated risk-warning tools and a published compendium of 100 cautionary cases, signals that the CMC Logistic Support Department is using institutional and informational pressure—not just exhortation—to enforce compliance with combat-oriented standards.

Translation

Editor's Note: The Fifth Plenary Session of the 20th Central Committee of the Party emphasized the need to "advance the modernization of military governance (推进军事治理现代化)." This is a strategic deployment by the Party Central Committee and Chairman Xi, oriented toward achieving the centenary goal of army building and advancing high-quality modernization of national defense and the armed forces. In recent years, all echelons have strengthened logistics military governance, concentrated efforts on innovation and transformation, emphasized standardization and intensification, and accelerated the high-quality development of modern logistics.

These two reports from organs of the Central Military Commission present the exploratory practices of our military's logistics military governance. The "innovative model" dredges the source through standard supply, driving material support from planned management toward process reengineering; the "negative list" uses rigid constraints to eliminate deep-rooted problems, driving the scientific research ecosystem from rough management toward precise governance. The two approaches—one constructive, one destructive; one opening, one blocking—point toward the same objective: generating powerful combat capability through powerful support capability.

Our Military Innovatively Explores a Standard Supply Model for Material and Equipment Support

PLA Daily report by Lü You and reporter Sun Xingwei: Some time ago, at a certain warehouse in Xinjiang—a regional pilot unit for optimizing the military logistics mechanism across the entire military—innovation in the material and equipment support model was unfolding vigorously. "In the past, to allocate materials to units, we first had to draft an allocation order, then issue a warehouse release order… Now, from material requisition to warehouse release, everything is handled online with simplified procedures, and efficiency has improved considerably," said a storekeeper at the warehouse.

A responsible official from the Comprehensive Planning Bureau of the CMC Logistic Support Department introduced that this regional pilot for optimizing the military logistics mechanism marks a transformation in our military's material and equipment support from the traditional planned management model to a modernized standard supply model, which will further provide strong support for training and war preparation.

To resolve the difficulties plaguing grassroots units in requisitioning materials, the CMC Logistic Support Department launched regional pilots for optimizing the military logistics mechanism at selected units across the entire military beginning last year. The pilot focuses on improving the efficiency of logistics material and equipment support in both peacetime and wartime, relies on the military logistics subsystem, and promotes a new supply model of "autonomous requisition within quota limits, and requisition-on-demand beyond quota limits." Within standard quota limits, units may requisition directly from the nearest storage unit without layer-by-layer approval; requisitions exceeding the quota follow established procedures.

The new support model streamlines support procedures. Material allocation within standard limits achieves full-chain online processing: for materials and equipment such as field rations and pharmaceuticals within quota limits, units may independently submit their requirements and storage units ship directly; for consumable materials, support departments may proactively forecast and provide precise resupply, making resource allocation more transparent, with demand submission and material distribution fully visible and controllable throughout.

The new support model improves response speed. Material supply support has shifted from the traditional model of "annual plan—centralized procurement and distribution" to the current logistics supply chain model of "demand submitted—rapid response," compressing the support cycle from "quarters to months" down to "days to hours." Late last year, a certain unit stationed in North China urgently needed a batch of field rations. They submitted their requirements online to a certain storage unit, and all processes—system response, review, warehouse release, and dispatch—were completed the same day. At the warehouse of a certain Marine Corps unit, storekeeper Wang Pengyu told the reporter: "In the past, material allocation involved many levels and many steps; now, you can query online the requisition, warehouse release, and delivery times, and the time from a unit submitting its requirements to materials entering the warehouse is shorter, with higher support efficiency."

The responsible official from the Comprehensive Planning Bureau of the CMC Logistic Support Department stated that this pilot validated the system's practicality and the reasonableness of the standards, and also achieved informatized oversight of each support link through full-chain online processing of business operations, gradually clearing difficult and blocked points in mechanisms and other areas; by making integrated use of military and civilian transport capacity and integrating storage resources, storage units have reduced inventory pressure, transport units have achieved a combination of training and operational use, and the efficiency of unit material requisition has improved markedly. Going forward, as the new model of "standard supply, online processing, and integrated support" is gradually promoted, the construction of our military's modern military logistics system will reach a new level.

Our Military Gradually Establishes a Negative List System in the Field of Logistics Scientific Research

PLA Daily report by Xu Xinyu and reporter Sun Xingwei: "Since last year, in conjunction with political rectification training and industry rectification, seven categories of multiple application projects in the field of logistics scientific research across the entire military have been rejected for project initiation due to failure to meet requirements." The reporter recently learned at a professional ethics lecture for logistics scientific research personnel across the entire military that our military's logistics scientific research field is gradually establishing a negative list system, driving scientific research project initiation to focus more sharply on urgent warfighting needs, and further enabling scientific research results to be precisely delivered to units and accelerated in conversion and application.

A responsible official from the Comprehensive Planning Bureau of the CMC Logistic Support Department introduced that this measure aims to reshape the logistics scientific research ecosystem, advance the rectification and governance of the logistics scientific research field through multiple measures, and build a new logistics scientific research management framework with clear responsibilities, standardized operations, and effective oversight.

For a long time, some units and personnel in the logistics scientific research field have exhibited tendencies of "emphasizing project initiation, neglecting application" and "emphasizing papers, neglecting the battlefield (重论文、轻战场)," with some projects deviating from urgent warfighting needs, scientific research management being rough, results lacking a strong combat flavor (战味), and difficulty in effectively converting into unit combat capability. The CMC Logistic Support Department is using the establishment of a negative list system as a breakthrough point to systematically advance rectification and governance in the logistics scientific research field.

Strengthening the combat-oriented direction of scientific research (科研为战导向). In the compilation and review of annual scientific research guidelines, a mechanism for publishing problem lists led by industry departments has been established, with negative lists enumerated item by item, a unit evaluation component introduced, and the combat-oriented direction of scientific research firmly established. Scientific research results recommendation handbooks have been compiled and printed, with projects of innovative breakthroughs and application value receiving focused cultivation and precise delivery, expanded trial verification in representative units and representative scenarios, pilot programs for rapid conversion of advanced technology products, and exploration of a new integrated model of "research—application—evaluation (研—用—评)" for scientific research results.

Strengthening industry oversight and cautionary education. Relying on the logistics business oversight platform, full-process online handling, monitoring of key nodes, and automatic aggregation of results data have been strengthened. The system has built-in risk early-warning models that automatically flag situations such as cross-duplicate applications, projects nearing their completion deadline, abnormal expenditure of funds, and loss of prototypes and samples, pushing notifications to project management agencies for investigation and handling, and driving a shift from "post-hoc accountability" to "pre-event early warning and in-process monitoring." The volume "100 Cautionary Examples of Problems in Military Logistics Scientific Research (《军队后勤科研行业问题警示100例》)" has been compiled and printed; problems are regularly inspected and reported, a rectification ledger has been established, and integrity commitment letters are signed at key nodes including project application, review, and completion, guiding scientific research personnel to draw lessons from cases around them.

Ecosystem governance in the logistics scientific research field adheres to a problem-oriented approach and systemic treatment, concentrating efforts on resolving current prominent problems and providing long-term institutional guarantees. Going forward, the relevant departments of the CMC Logistic Support Department will continue to consolidate governance results, allowing scientific research personnel to devote themselves to innovation and breakthroughs in a clean, refreshing, and vibrant atmosphere, and driving more scientific research results from the laboratory to the exercise ground.

Original Chinese

编者按党的二十届四中全会强调要“推进军事治理现代化”。这是党中央、习主席着眼实现建军一百年奋斗目标、高质量推进国防和军队现代化作出的战略部署。近年来，各级加强后勤军事治理，聚力创新转型，突出规范集约，加快推动现代后勤高质量发展。这两篇来自中央军委机关的报道，呈现了我军后勤军事治理的探索实践。“创新模式”以标准供应疏浚源头，推动物资保障从计划管理迈向流程再造；“负面清单”以刚性约束祛除沉疴，推动科研生态从管理粗放转向精准治理。二者一立一破、一疏一堵，指向同一个目标：以强大的保障力催生强大的战斗力。我军创新探索物资器材保障标准供应模式解放军报讯吕游、记者孙兴维报道：前段时间，在全军军事物流机制优化区域试点单位——驻疆某仓库，物资器材保障模式革新如火如荼展开。“过去给部队调拨物资，需先拟制调拨单，再开出库单……如今，从物资申领到出库，全程线上办理、流程简化，效率提高不少。”该仓库一名保管员说。中央军委后勤保障部综合计划局有关负责人介绍，此次开展军事物流机制优化区域试点，标志着我军物资器材保障正由传统的计划管理模式向现代化的标准供应模式转变，将进一步为练兵备战提供坚强保障。为破解困扰我军基层部队物资申领难题，去年以来，中央军委后勤保障部在全军部分单位启动军事物流机制优化区域试点。试点聚焦提升平战时后勤物资器材保障效能，依托军事物流子系统，推行“限额内自主申领、限额外按需请领”新型供应模式。部队在标准限额内，可直接向就近仓储单位自主申领，无需层层报批，超限额再按程序请领。新保障模式精简保障流程。物资调拨在标准范围内实现全链路线上办理：对于限额内野战食品、药品等物资器材，部队可自主提报需求，仓储单位直接发货；对于消耗类物资，保障部门可主动预测、精准补给，资源配置更加透明，需求提报、物资发放全程可视可控。新保障模式提升响应速度。物资供应保障从“年度计划—集采配发”的传统模式，转变为如今“需求即提—快速响应”的物流供应链模式，保障周期压缩，保障时效从“季—月”压缩至“天—小时”。去年底，驻华北某部急需一批野战食品。他们通过线上向某仓储单位提报需求，从系统响应、审核、出库到发运，所有流程当天完成。在海军陆战队某部仓库，保管员王鹏宇告诉记者：“过去，物资调拨层级多、环节多；如今，线上即可查询申领、出库、送达时间，从部队提交需求到物资入库用时更短，保障效率更高。” 中央军委后勤保障部综合计划局有关负责人表示，此次试点验证了系统的实用性和标准的合理性，还通过业务全链路线上办理实现各保障环节的信息化监管，逐步打通机制等方面存在的难点堵点；通过统筹运用军地运力、融合仓储资源，仓储单位减轻库存压力，运输部队实现训用结合，部队物资申领效率明显提升。下一步，随着“标准供应、线上办理、融合保障”新模式的逐步推广，我军现代军事物流体系建设将迈上新台阶。我军逐步建立后勤科研领域负面清单制度解放军报讯续新宇、记者孙兴维报道：“去年以来，全军后勤科研领域结合政治整训和行业整治，先后有7类多项申报项目因不符合要求被否决立项。”近日，记者从全军后勤科研人员职业道德规范宣讲会上获悉，我军后勤科研领域逐步建立负面清单制度，推动科研立项更加聚焦备战急需，科研成果进一步精准推送部队、加速转化应用。中央军委后勤保障部综合计划局相关负责人介绍，此举旨在重塑后勤科研生态，多措并举推进后勤科研领域整肃治理，构建职责清晰、运行规范、监管有力的后勤科研管理新格局。长期以来，后勤科研领域部分单位和人员存在“重立项、轻应用”“重论文、轻战场”等倾向，一些项目偏离备战急需，科研管理粗放、成果战味不浓，难以有效转化为部队战斗力。中央军委后勤保障部以建立负面清单制度为突破口，系统推进后勤科研领域整肃治理。强化科研为战导向。在年度科研指南编制审核中，建立行业部门主导的问题清单发布机制，逐项列明负面清单，引入部队评价环节，树牢科研为战导向。编印科研成果推荐手册，对有创新突破和应用价值的项目进行重点培育和精准推送，加大典型部队、典型场景试用验证，开展先进技术产品快速转化试点，探索科研成果“研—用—评”一体化新模式。强化行业监管与警示教育。依托后勤业务监管平台，加强全流程在线办理、重要节点监控、成果数据自动归集。系统内置风险预警模型，对交叉重复申报、临期结题项目、经费支出异常、样机样品流失等情形自动预警，推送项目管理机构核查处置，推动从“事后追责”向“事前预警、事中监控”转变。编印《军队后勤科研行业问题警示100例》，定期检查通报问题、建立整改台账，在项目申报、评审、结题等关键节点签订廉洁承诺书，引导科研人员从身边案例中汲取教训。后勤科研领域生态治理，坚持问题导向、系统施治，聚力解决当前突出问题、提供长效制度保障。下一步，中央军委后勤保障部有关部门将持续巩固治理成效，让科研人员在干净、清爽、充满活力的氛围中潜心创新攻关，推动更多科研成果从实验室走向演兵场。