From Regulation to Reality

Modernizing Army Sustainment Policy to Move with the Mission, Not Against It

By CW5 Gregory B. Besaw

Article published on: January 1, 2026 in the Winer 2026 of Army Sustainment

Read Time: < 8 mins

Today’s Army must be fast and flexible. Modern warfare and operational demands of large-scale combat operations (LSCO) have outpaced Cold War-era logistics frameworks, and the Army’s ability to sustain the fight now hinges as much on policy and doctrine as on weapon systems and information technology platforms. For too long, we have been using rules written for a different kind of Army, and now, in today’s landscapes, they are slowing us down.

To bridge the gap between regulation and reality, Army policy must shift from rigid mandates to an agile, outcome-based framework that empowers commanders and Soldiers at the tactical edge, enabling fast mission decisions and execution while maintaining compliance and accountability.

The Problem: Too Much Red Tape

Many of today’s logistics policies still focus on making sure every form is filled out perfectly and every detail is correct. Since today’s LSCO and digital battlefields are fast moving, these strict policy rules can force commanders to choose between doing things by the book versus getting the job done. In the most critical moments, including responding to a near-peer engagement in Indo-Pacific Command or resupplying border operations under contested logistics conditions, legacy policies can cause dangerous delays and decision paralysis.

The Army recognizes that its regulations do not support Soldiers’ reality. Commanders on the ground should not be forced to choose between mission success and policy compliance. Yet, that is exactly what many commanders frequently face.

For too long, we have been using rules written for a different kind of Army, and now, in today’s landscapes, they are slowing us down.

The Solution: Focus on Mission Reality, Not Regulation Mandates

To ease that burden, the Army is shifting to a new way of thinking. Instead of telling commanders exactly how to do something, leaders are telling them what must be accomplished and letting commanders figure out the best way to do it. This outcome-based approach gives commanders more freedom to quickly adapt to changing situations.

The Army’s Enterprise Business Systems–Convergence (EBS-C) program is leading this change in thinking. EBS-C works to modernize Army logistics and finance systems, including improving processes and policies, making Army operations simpler and more efficient, closer to how retail suppliers like Walmart and Amazon operate.

With input from EBS-C, the Army has already taken steps to align policy with today’s mission set. The following are among the most significant are revisions to several key Army regulations (ARs):

• AR 710-4, Property Accountability: Less paperwork and more use of digital systems like accountable property systems of record to track equipment. Even more simplifications are planned for 2026.
• AR 735-5, Relief of Responsibility and Accountability: New digital tools, such as electronic financial liability investigation of property loss (eFLIPL) make it easier and faster to report and resolve lost items. Enhancements to eFLIPL this year added the inquiry adjustment loss process for minor losses when negligence or misconduct is not involved, and more enhancements are in development for the future.
• AR 710-2, Secondary Item Policy and Retail Level Management, and Department of the Army Pamphlet 710-2-2, Supply Support Activity Supply System: Secondary Item and Retail Level Procedures: Using handheld devices and digital records at supply support activities to improve accuracy and efficiency.
• AR 700-84, Issue and Sale of Personal Clothing: Updates to coincide with the rollout of the Soldier Equipping and Asset Management system for managing clothing and equipment.

These changes have one thing in common: they create a more flexible environment for Soldiers to achieve mission success without compromising compliance.

Working Together to Improve Policy

The Army is also changing how it creates policies. EBS-C works directly with Soldiers, commanders, and users to understand their needs and challenges. This co-creation process ensures that policies are practical and useful. We listen to the people who use these rules and make changes based on their feedback. Agile teams spot gaps between old rules and new needs and share those insights to help update Army policies. This teamwork allows for faster improvements, better field-informed decisions, and policies that support readiness while still following the rules.

It is also important to note the impact these changes are having outside EBS-C and the sustainment community to support broader Army and War Department (DOW) priorities. For example, EBS-C, with input from its Soldier and user base, was part of a team that worked to reduce overly detailed regulatory constraints to allow off-the-shelf software acquisition rather than needing costly customization to meet Army needs. This aligns with Presidential Executive Order 14265, Modernizing Defense Acquisitions and Spurring Innovation in the Defense Industrial Base, which mandates modernization in federal procurement. It also supports readiness at the strategic level, whether in ammunition resupply, Organic Industrial Base operations, or supporting the defense industrial base.

Challenges Ahead

Even with these improvements, there is still work to be done. We know that adopting new processes takes time. Right now, inspectors sometimes still request hard copies of documents from field units, even when digital outputs are available. However, EBS-C, along with Headquarters, Department of the Army G-4, is working to fast-track the acceptance of these new initiatives by ensuring that staff across the enterprise are aware of and using these automated workflows where available. The team also hopes to soon use DOW-approved collaboration tools (like Wikis) and artificial intelligence to rapidly reconcile doctrine, policy, and systems documentation to keep policies up-to-date and easy to understand.

The Bottom Line: The Army Needs Policy That Moves with the Mission, Not Against It Ultimately, EBS-C’s goal is to create sustainment policies that do the following:

• Focus on the why and what, not just the how.

• Provide commanders with the flexibility to quickly adapt to changing situations.

• Use common standards to ensure everyone can seamlessly work together.

• Are easy to update as technology and missions evolve.

• Are based on inputs from the field.

Sustainment is not just about moving supplies — it is about giving Soldiers a strategic advantage in every environment. EBS-C and Army leaders are working to modernize policies so they support both regulation and reality in the field, without sacrificing the success of one for the other. If a policy is not executable at the tactical edge, then it is not fit for the future fight. The ability to move, adapt, and supply in real time depends on having policies that move with the mission, not against it.