Governments have logistic needs of their own. They buy supplies and must distribute them within agencies to the points where they are needed. Military logistics is a field in itself, incorporating all the needs for supplying forces in the field. In combat situations, military logistics also includes the handling of wounded casualties who are being returned from the front. In military situations, a disadvantage of advancing is that one’s supply lines become longer. Accounts of the American Civil War (1861–65) often mention the use of railroads by both sides to supply armies and to move large numbers of troops from one combat area to another. Horse cavalry was used to raid behind the enemy’s main lines and to cut the railroad tracks that the enemy was relying upon for supplies. During U.S. involvement in World War I (1917–18) congestion at East Coast ports was so great that it was necessary for the government to take over operations of the railroads for the duration of the country’s involvement in war. World War II (1939–45) proved to be a major logistic challenge for many of the nations involved, especially for the United States, which had to send supplies to Great Britain, Russia, and China and supply its own armies in both Europe and the Pacific. Shipping space was scarce, and there were many losses to German submarines. More recently, in the dispute between Great Britain and Argentina regarding the Falkland Islands, the British pulled cargo and passenger ships out of commercial service and placed them into military service. Tankers also were called out of civilian service and used by the military. These tankers were stationed every several hundred miles between Britain and the Falklands and used for refueling ships. In the 1990–91 conflict between the United Nations and Iraq, an armada of merchant ships and aircraft carried troops and supplies from both Europe and the United States to the Persian Gulf. One of the major requirements was for potable water.

Related to military logistics are the operations of relief organizations. They must be prepared to respond instantly to catastrophic accidents or natural disasters, often shipping personnel, supplies, and equipment over long distances. Other operations may be planned and sustained for a period of time—for example, efforts made in the 1980s and early 1990s to combat hunger in Ethiopia and nearby nations. At times the problems are almost military in nature because “rebel” forces will sometimes fight the efforts of relief organizations. For a time in Ethiopia, aircraft had to be used to carry relief food supplies, because truck convoys were subject to attack. Upon arrival at the relief stations, the aircraft carrying bags of wheat were unloaded by workers who carried the bags on their shoulders. A major problem of relief organizations in Ethiopia was maintaining their own transport equipment. The aircraft were ruining at least one tire per day, and the truck routes were littered along the sides by trucks that had broken down or had been victims of attack.

Government, military, and relief organizations adapt commercial logistics principles to their own needs. Some objective other than cost-saving or profit-making is employed. However, in any application, logistics involves the orderly planning, implementing, and controlling of a flow of goods and services.

Benjamin S. Blanchard, Logistics Engineering and Management, 4th ed. (1992), offers an engineering approach to controlling multiple details of systems operations. Analysis of logistic management concepts is available in Donald J. Bowersox, David J. Closs, and Omar K. Helferich, Logistical Management: A Systems Integration of Physical Distribution, Manufacturing Support, and Materials Procurement, 3rd ed. (1986). Ben Boyd, Getting It There: A Logistics Handbook for Relief and Development (1987), surveys the management of famine-relief efforts. Management of international freight transport is the subject of G.J. Davies and R. Gray, Purchasing International Freight Services (1985). Practices of physical distribution of goods are discussed in James C. Johnson and Donald F. Wood, Contemporary Logistics, 4th ed. (1990). Bernard J. La Londe et al., The Evolution, Status, and Future of the Corporate Transportation Function (1991), surveys traffic management since deregulation in the United States. Gerhardt Muller, Intermodal Freight Transportation, 2nd ed. (1989), treats rail-truck-vessel container interchange. Management of a firm’s traffic is studied in John E. Tyworth, Joseph L. Cavinato, and C. John Langley, Jr., Traffic Management: Planning, Operations, and Control (1987); and management of inventories in Jan B. Young, Modern Inventory Operations: Methods for Accuracy and Productivity (1991).