Exercises Modernization

Multiple Units Across the Armed Forces Continue to Explore New Pathways for Coordinating Training Resources

全军多支部队持续探索训练资源统筹新路径

PLA Daily (解放军报) 24 May 2026

Summary

In early summer 2025, PLA Daily correspondents Liu Baorui and Han Zhilin documented training resource-sharing initiatives across an Eastern Theater Command Army brigade, an Air Force unit in northeast China, a Navy submarine crew on the Yellow Sea coast, and a Rocket Force unit in a mountain garrison, with measures including cross-unit instructor pools, shared submarine access for NCO certification, and cross-unit rotations for personnel assigned to new-equipment specialties. The article documents a persistent structural problem: unit-level training resources — qualified instructors, specialized equipment, and training grounds — are too thinly distributed to meet demand independently, producing the 'equipment waiting on talent' bottleneck the Navy submarine case names explicitly. The pattern fits a broader PLA effort to address training quality deficits through administrative coordination rather than resource expansion, and the Rocket Force case specifically records that new-quality specialty shortfalls are acute enough to require emergency cross-unit personnel transfers after new equipment delivery.

Translation

Instructors Teaching Across Units, Backbone Personnel Training Across Organizational Boundaries — Multiple Units Across the Armed Forces Continue to Explore New Pathways for Coordinating Training Resources

PLA Daily report by correspondents Liu Baorui and special correspondent Han Zhilin: Unmanned aerial vehicle operator training conducted by borrowing a neighboring unit's training ground; more than ten niche specialties organized with "master instructors" leading instruction… In early summer, a brigade of the Eastern Theater Command Army is busy with troop training, with dozens of specialties from multiple units conducting training in an orderly fashion across various training grounds. The brigade's operations and training section chief told reporters that this is the result of their scientifically coordinating and allocating training resources, effectively breaking through difficult problems in combat capability development.

Personnel trained in tiered groups, equipment used in a centralized manner, training grounds kept in continuous use… Over the course of several days, reporters visiting training ground after training ground found that multiple units across the armed forces are continuing to explore new pathways for coordinating training resources — scientifically formulating training plans and rationally allocating training resources — driving continuous improvements in training quality and effectiveness.

In the depths of the northeast, a specialized training course at an Air Force unit is in full swing. The unit's leadership told reporters that all instructors organizing the training come from the unit's "mobile instructor talent pool" (流动教练员人才库). To resolve the contradiction between increasing grassroots training demands and insufficient high-quality instructional resources, they broke down organizational boundaries between units, selected outstanding training backbone personnel to form a "mobile instructor talent pool," and conducted focused specialized training in areas such as instructional demonstration, training organization procedures, and handling of special situations. Grassroots units submit their needs based on actual training requirements, and the headquarters precisely matches corresponding specialty coaches from the talent pool, with instructors teaching across units through a model of "delivering instruction on demand, providing targeted support" (按需送教、对口支援).

From "cooking at separate stoves" (分灶吃饭) to "combining stoves to build a bigger fire" (并灶生火), units have maximized the benefits of training resources. On the shores of the Yellow Sea, a Navy submarine crew welcomed a group of special "visitors" — more than ten non-commissioned officers from a sister unit. They will "borrow" a submarine to go to sea and complete training certification in multiple combat-realistic subjects. The submarine crew's leadership explained that in the past, each crew trained independently (各自为战), training resources were relatively dispersed, the talent cultivation cycle was relatively long, and the contradiction of "equipment waiting on talent" (装备等人才) was fairly prominent. Now, higher-level authorities have integrated the training resources of each submarine crew and, on the basis of ensuring the normal execution of combat readiness training tasks, are uniformly allocating crew members to conduct cross-organizational follow-on submarine training, significantly shortening the talent cultivation cycle and accelerating the pace at which submarine crew members grow and develop.

Deep in the mountains, personnel from the training department of a Rocket Force unit discovered through inspection visits and on-site supervision of training that after a subordinate brigade received new equipment, certain new-quality specialties (新质专业) faced difficulties including a shortage of backbone personnel and a lack of instructional materials. Under the coordinated arrangement of the unit's headquarters, the brigade selected backbone personnel and outstanding candidates urgently needed for combat-ready specialties and sent them to sister units for on-the-job observation and learning. Today, a growing number of specialty backbone personnel in the brigade are shouldering the load.

Original Chinese

教员跨单位执教骨干跨建制跟训全军多支部队持续探索训练资源统筹新路径解放军报讯记者刘宝瑞、特约通讯员韩知霖报道：无人机操作训练，借用友邻单位训练场展开；10余个小专业组训，都有“名师”带教……初夏，东部战区陆军某旅练兵正忙，多家单位数十个专业训练在各训练场有序展开。该旅作训科科长告诉记者，这得益于他们科学统筹调配训练资源，有效破解战斗力建设难题。人员分层训、装备集中用、场地不空闲……连日来，记者探访座座训练场发现，全军多支部队持续探索训练资源统筹新路径，科学制订训练计划、合理调配训练资源，助推训练质效不断提升。东北腹地，空军某部一场专业集训火热进行。该部领导告诉记者，组训教员均来自部队“流动教练员人才库”。为破解基层训练需求增加与优质教学资源不足的矛盾，他们打破单位建制界限，遴选优秀训练骨干组建“流动教练员人才库”，并集中开展教学示范、组训流程、特情处置等专项训练。基层单位结合训练实际提报需求，机关从人才库中精准匹配对应专业教练员，以“按需送教、对口支援”的方式跨单位执教。从“分灶吃饭”到“并灶生火”，部队训练资源实现效益最大化。黄海之滨，海军某艇员队迎来一批特殊“来客”——来自兄弟单位的10余名军士。他们将“借”艇出海，完成多个实战化科目训练认证。该艇员队领导介绍，过去各艇员队训练“各自为战”，训练资源比较分散，人才培养周期较长，“装备等人才”的矛盾比较突出。如今，上级整合各艇员队训练资源，在确保正常遂行战备训练任务的基础上，统一调配艇员跨建制跟艇训练，大幅缩短人才培养周期，艇员成长成才速度加快。大山深处，火箭军某部训练部门人员通过检查调研、现场督训发现，所属某旅新装备列装后，部分新质专业面临骨干短缺、教材匮乏等困难。在该部机关统筹协调下，这个旅选派多个备战打仗急需专业骨干和优秀苗子，赴兄弟单位跟岗见学。如今，该旅越来越多专业骨干挑起大梁。