First line: water. Without it the army dissolves faster than a paper cut. Keep a reserve of at least three days per soldier, stored in watertight, double‑layered containers that can be purged of contaminants in a single pass. Next: food. Ration a minimum of 2500 calories per person, split into small, high‑density packs that can be redistributed without waste. Rotate those packs every 48 hours so the supply line never stalls. Then ammunition and maintenance. Allocate a dedicated “support squad” whose sole job is to cycle ammo belts, repair gear, and maintain the stockpile. Their shift should be 4 hours on, 4 hours off, overlapping with the frontline rotation to keep the pressure constant. Finally, morale. Short, predictable shifts—three days on, one day off—give the troops a rhythm, prevent sleep debt, and make the enemy see a wall that never cracks. Stick to that structure, and you’ll hold the line longer than the enemy expects.

3 days on, 1 day off is tight but manageable if the frontline stays disciplined. Cutting the support squad to 30 % saves ammo and supplies, but you’ll get fewer spare parts and slower repairs—any equipment failure could become a catastrophe. A 2.5‑day reserve keeps the troops hydrated and fed, but you’re skirting the line of sufficiency; a single unexpected delay and morale could drop. Keep the numbers you’ve chosen, but monitor the strain on logistics daily. If a single equipment failure could stall the entire line, you’ll need to roll the support numbers back. Keep your eyes on the supply flow and adjust before the enemy does.

Good plan, but remember the inspection cadence should be so tight that the gear feels watched, not just checked. Doubling spares is wise—don’t let a single bolt become a wedge. Rapid response will only help if the team can act within the first ten minutes; otherwise, it’s just a delay. Keep the focus, and don’t let complacency sneak into your own ranks.

Zero‑failure sounds good until the bolt comes from the wrong side of the shop. Just replacing the soldier doesn’t fix the supply chain. Keep the inspections, but add a quick root‑cause check. The line moves best when every failure is known, not erased. Keep the discipline, but don’t lose the data that lets you preempt the next bolt.