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Terrain Management
8-206. Terrain management is the process of allocating terrain by establishing areas of operation,
designating assembly areas, and specifying locations for units and activities to deconflict activities that might
interfere with each other (ADP 3-90). The commander designates assembly areas and specifies locations for
units and activities to deconflict movements and repositioning of units, and other activities that might
interfere with each other. Subordinate commanders assigned an area security mission manage terrain within
their boundaries and identify and locate key terrain in the area. The BCT operations officer, with support
from others in the staff, deconflict operations, control movements, and deter fratricide as units move to
execute planned area security missions. The commander and staff also track and monitor unified action
partners and their activities in the BCT’s area of operations.
Terrain Preparation
8-207. Terrain preparation starts with the situational understanding of the terrain through proper terrain
analysis. Terrain preparation involves shaping the terrain to gain an advantage, such as improving cover,
concealment and observation, fields of fire, new obstacle effects through reinforcing obstacles, or mobility
operations for initial positioning of forces. Terrain preparation can make the difference between the area
security operation’s success and failure. Commanders must understand the terrain and the infrastructure of
their area of operations as early as possible to identify potential for improvement and establish priorities of
work, and to begin preparing the area.
INTELLIGENCE
8-208. As the BCT prepares, the commander takes every opportunity to improve their situational
understanding before and during operations with an aggressive and continuous information collection plan
(through reconnaissance, surveillance, intelligence operations, and security operations). The commander
executes information collection early in planning and continues it through preparation and execution.
Note. Intelligence operations are tasks undertaken by military intelligence units and Soldiers to
obtain information to satisfy validated requirements (see chapter 5).
Information Collection
8-209. Through information collection, the commander and staff continuously plan, task, and employ
collection forces and assets to collect timely and accurate information. Collection helps to satisfy the CCIRs,
in addition to other information requirements. Collection efforts within the BCT worked through the BCT
intelligence cell (specifically the intelligence staff officer) to the division intelligence cell. Intelligence cells,
in coordination with the BCT provost marshal, work to develop a readily searchable database—including
biometric data if possible—of potential insurgents, terrorists, and criminals within the BCT’s area of
operations. This information is use by patrols to identify individuals, according to applicable guidance, when
encountered during civil reconnaissance patrols (see ATP 3-21.8) and other operations. (See chapter 4 for
additional information.)
Analysis and Dissemination of Information and Intelligence
8-210. Intelligence analysis is the process by which collected information is evaluated and integrated with
existing information to facilitate intelligence production. The commander and staff refine security
requirements and plans (including counterterrorism and counterinsurgency) as answers to various requests
for information become available. Timely, relevant, accurate, predictive, and tailored intelligence analysis;
reporting; and products enable the commander to determine the best locations to place area security measures
and to conduct area security missions in support of stability-focused tasks. Rehearsal of area security
measures and missions enable subordinate units to understand how these measures and missions fit into the
BCT’s area security operation, andthat of the host nation when applicable. (See ATP 2-19.4 for additional
information.) |
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PROTECTION
8-211. As preparation activities continue, the commander’s situational understanding may change over the
course of the area security operation, enemy actions may require revision of the security plan, or unforeseen
opportunities may arise. Protection assessments made during planning may be proven true or false.
Intelligence analysis from reconnaissance, surveillance,and security operationsmay confirm or deny enemy
actions or show changed security conditions in the area of operations because of shaping operations. The
status of friendly forces may change as the situation changes. In any of these cases, the commander identifies
the changed conditions and assesses how the changes might affect upcoming area security missions.
Significant new information requires commanders to make one of three assessments listed below regarding
the area security plans:
(cid:122) The new information validates the plan with no further changes.
(cid:122) Thenew information requires adjustments to the plan.
(cid:122) The new information invalidates the plan, requiring the commander to reframe and develop a new
plan.
8-212. Protecting information during preparation activities is a key factor in protecting BCT subordinate
units and the overall BCT area security operation. The secure and uninterrupted flow of data and information
allows the BCT to multiply its combat power and synchronize division and other unified action partner
capabilities and activities. The need to be candid and responsive to requests for information balance the need
to protect operational information, such as troop movements, security plans, and vulnerabilities identified
during preparation (inspections and rehearsals). Working closely with all partners develops the EEFI to
preclude inadvertent public disclosure of critical or sensitive information. Information protection includes
cybersecurity, computer network defense, and electromagneticprotection (EP). All three are interrelated.
SUSTAINMENT
8-213. Resupplying, maintaining, and the issuing of supplies or equipment occur during temporary and
long-term area security commitments. Repositioning of sustainment assets also occur. During preparation,
sustainment planners take action to optimize means (force structure and resources) for supporting the
commander’s area security plan. These actions include, but are not limited to, identifying and preparing bases,
host-nation infrastructure and capabilities, contract support requirements, and lines of communications. They
also include forecasting and building operational stocks as well as identifying endemic health and
environmental factors. Integrating environmental considerations will sustain vital resources and help reduce
the logistics footprint. Planners focus on identifying the resources currently available and ensuring access to
them. During preparation, sustainment planning continues to support operational planning (branch and sequel
development) and the targeting (lethal and nonlethal) process.
8-214. Dependent on the mission variables of METT-TC, sustainment elements may support the BCT from
within its area of operations or from echelon support areas located outside the area of operations. The threat
within the assigned area of operations is generally the major consideration in determining the size and
composition of forces (support and operational) arrayed during an area security operation. Support elements
(and any other force) within the BCT’s area of operations must be able to defend themselves against a LevelI
threat, a small enemy force that can be defeated by those units normally operating in the echelon support area
or by the perimeter defenses established by friendly bases and base clusters. The BCT commander uses a
response force to response to a Level II threat (see chapter 4). Host-nation security forces, when feasible,
may be an effective means of reinforcing the security of sustainment elements supporting from within and
external to the BCT’s area of operations because of their knowledge of the area, its language, and customs.
(See chapter 9for additional information.)
Notes. Base and base cluster defense is the cornerstone of successful area security and support
area efforts. The commander achieves the application of effective area security for base and base
clusters and their tenant and transient units by developing a comprehensive plan linked to site
selection, layout, and facility design. (ATP 3-21.20, appendix I outlines the organization of forces,
control measures, and considerations about planning, preparing, and executing base and base
cluster operations.) |
3-96 | 349 | Stability
The commander and staff assess the need for providing protection to contractors operating within
the BCT’s area of operations and designate forces to provide security to them when appropriate.
The mission of, threat to, and location of each contractor determines the degree of protection
needed. Protecting contractors involves not only active protection to provide escort or perimeter
security, but also training and equipping of contractor personnel in self-protection (protective
equipment and weapons). Under certain conditions, contract security forces may be another means
of reinforcing the security of sustainment elements supporting from within and external to the
BCT’s area of operations, and base and cluster defenses.
EXECUTION
8-215. Though close combat dominance remains the principal means to influence enemy actions, the
conditions and standards of performance are modified by the mission variables of METT-TC and the more
restrictive rules of engagement required during the conduct of stability-focused tasks. The general scope of
BCT missions supporting stability-focused tasks includes security operations, patrols and patrolling
(reconnaissance and combat), intelligence operations (for example, HUMINT assets from the military
intelligence company of the BCT, or higher headquarters), surveillance (ground forces and aerial assets),
convoy security, and Soldier and leader engagements. Additionally, missions often require the establishment
of static security posts, base and base clusters, searches, roadblocks, checkpoints, observation posts, and
combat outposts supports the conduct of stability-focused tasks. The condition set surrounding each mission
differs and requires detailed analysis and planning.
APPORTIONMENT OF COMBAT POWER AND DEDICATED ASSETS
8-216. The BCT commander, during area security operations, apportions combat power and dedicates assets
to protection tasks based on an analysis of the operational environment, the likelihood of enemy action, and
the relative value of friendly resources and populations. Although all resources have value, the mission
variables of METT-TC make some resources, assets, or locations more significant from enemy or adversary
and friendly perspectives. The commander relies on RM (see chapter 4) and other assessment methods to
facilitate decision-making, issue guidance, and allocate resources. Criticality, vulnerability, and
recoverability are some of the most significant considerations in determining protection priorities that
become the subject of the commander’s guidance and the focus of BCT’s area security efforts.
8-217. Generally, the BCT conducts area security operations to establish stability after open hostilities
cease. With the complex and dynamic nature of this area security operation, it is important to remember that
area security operations and activities change from day to day, based upon the mission variables of
METT-TC. ATP 3-21.20 provides two detailed scenarios, used for discussion purposes, representing ways
anInfantry brigade combat team (IBCT)may employ forces during the conduct of an area security operation.
ATP3-21.10 discusses these same scenarios for the employment of forces (subordinate units of an Infantry
battalion) during the conduct of area security.
CRITERIA TO JUDGEPROGRESS
8-218. During execution, evaluating is using criteria to judge progress toward desired conditions and
determining why the current degree of progress exists (ADP 5-0). Evaluation is at the heart of the assessment
process (see chapter 4) where most of the analysis occurs. Evaluation helps the BCT commander determine
what is working and what is not working, and gain insights into how to better accomplish the mission.
8-219. Criteria in the form of MOE and MOP aid in determining progress toward attaining end state
conditions, achieving objectives, and performing tasks. MOEs help determine if a task is achieving its
intended results. MOPs help determine if a task is completed properly. MOEs and MOPs are simply criteria—
they do not represent the assessment itself. MOEs and MOPs require relevant information as indicators for
evaluation.
8-220. An MOE is a criterion used to assess changes in system behavior, capability, or operational
environment that is tied to measuring the attainment of an end state, achievement of an objective, or creation |
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of an effect. MOEs help measure changes in conditions, both positive and negative. MOEs help to answer
the question “Are we doing the right things?” MOEs are commonly found and tracked in formal assessment
plans. Examples of MOEs for the objective to “Provide a safe and secure environment” may include—
(cid:122) Decrease in insurgent activity.
(cid:122) Increase in population trust of host-nation security forces.
8-221. An MOP is a criterion used to assess friendly actions that is tied to measuring task accomplishment.
MOPs help answer questions such as “Was the action taken?” or “Were the tasks completed to standard?” A
MOP confirms or denies that a task has been properly performed. MOPs are commonly found and tracked at
all levels in execution matrixes. MOPs are also commonly used to evaluate training during SFA missions
conducted by the BCT. MOPs help to answer the question “Are we doing things rights?”
8-222. At the most basic level, every Soldier assigned a task maintains a formal or informal checklist to
track task completion. The status of those tasks and subtasks are MOPs. Similarly, operations consist of a
series of collective tasks sequenced in time, space, purpose and resources to accomplish missions. Current
operations integration cells use MOPs in execution matrixes and running estimates to track completed tasks.
The uses of MOPs are a primary element of battle tracking. MOPs focus on the friendly force. Evaluating
task accomplishment using MOPs is relatively straightforward and often results in a yes or no answer.
Examples of MOPs include—
(cid:122) Route X cleared.
(cid:122) Generators delivered, are operational and are secured at villages A, B, and C.
SECTION V – SECURITY FORCE ASSISTANCE
8-223. SFA contributes to unified action by the U.S. Government to support the development of the capacity
and capability of FSF and their supporting institutions, whether of a partner nation or an intergovernmental
organization (regional security organization). The development of capacity and capability is integral to
successful stability missions and extends to all organizations and personnel under partner nation control that
have a mission of securing its population and protecting its sovereignty from internal and external threats.
FSF are considered to be duly constituted foreign military, paramilitary, police, and constabulary forces such
as border police, coast guard, and customs organizations, as well as prison guards and correctional personnel,
and their supporting institutions.
OPERATIONAL OVERVIEW
8-224. SFA activities are conducted to organize, train, equip, rebuild (or build), and advise FSF from the
ministerial/department level down through the tactical units. The Department of Defense maintains
capabilities for SFA through conventional forces, special operations forces, the civilian expeditionary
workforce, and when necessary contractor personnel in both joint operational area and a non-joint operational
area environment. SFA activities require carefully selected and properly trained and experienced personnel
(as trainers or advisors) who are not only subject matter experts, but also have the sociocultural
understanding, language skills, and seasoned maturity to more effectively relate to and train FSF. Ideally,
SFA activities help build the FSF capacity to train their own forces independent of sustained U.S.
Government efforts.
Note. With, through, and by. Describes the process of interaction with FSF that initially involves
training and assisting (interacting “with” the forces). The next step in the process is advising,
which may include advising in combat situations (acting “through” the forces). The final phase is
achieved when FSF operate independently (act “by” themselves) (see Department of Defense
Instruction 5000.68 for additional information).
SUPPORT TO SERVICEANDJOINT OPERATIONS AND MISSIONS
8-225. SFA activities are conducted across the range of military operations and across the competition
continuum (from peace through war), supporting Service and joint operations and missions (figure 8-2). |
3-96 | 351 | Stability
Significant security cooperation and military engagements are routinely conducted worldwide for peacetime
theater and global shaping through the geographic combatant commanders’ theater campaign plans. Some of
those security cooperation activities are likely to include SFA activity efforts in the lower range of the
competition continuum. Timely and effective execution of relevant SFA activities as part of security
cooperation for shaping in the theater campaign may contribute to stabilization and perhaps a measure of
deterrence to prevent the requirement for U.S. forces having to conduct a contingency operation. Joint forces
must have the ability to conduct SFA activities throughout all phases of an operation or campaign to
effectively partner with FSF supporting U.S. or U.S.-led multinational requirements. (See FM 3-22 for
additional information.)
Figure 8-2. Security force assistance in the competition continuum
Note. For the purpose of the following discussion, SFA is addressed within the initial response,
transformation, and fostering sustainability phases of the stabilization framework.
PHASING FOR SECURITY FORCEASSISTANCE
8-226. Phasing for SFA, initial response, transformation, and fostering sustainability, mirrors the
stabilization framework described in section I of the chapter, and are based on the operational environment.
SFA can start in any phase or may even move to a previous phase due to changes in the conditions of the
operational environment. Differences within and between phases may not change on the surface, but
relationships with FSF can change drastically. For example, the latter stage of the transformation phase can
differ greatly from the initial stages of the transformation phase. Span of control and the area of operations
for SFA can expand within a phase and as operations continue within the stabilization framework. As the
three phases are based on the operational environment, they provide a baseline for augmentation. Potential
augmentation may require military police, legal, public affairs, civil affairs, PSYOP, engineering,
sociocultural experts, sustainment, and SFA team personnel.
Note. A provincial reconstruction team embedded at BCT level is a key element during the
conduct of SFA. The BCT leads the effort to establish civil security, support to civil control (when
approved by Congress), and to develop and enable FSF. The embedded provincial reconstruction
team has the lead for support to economic and infrastructure development, restore essential
services, and support to governance. Together the BCT and an embedded provincial reconstruction
team are able to effectively support the FSF and execute all six stability operations tasks. |
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TRANSITIONS
8-227. Transitions during SFA are dependent upon the conditions within the operational environment.
Transitions are initially identified during planning using a comprehensive approach (see paragraph 8-15).
Transitions can occur simultaneously or sequentially in different levels of conflict and in separate echelons,
to include having potential at the tactical level, transitions for different units within the BCT’s area of
operations. Major transitions can include the BCT in the beginning of an initial response phase being the
supported unit with the FSF transitioning to the supported unit later on in the phase. At this point in the
transformation phase, the area in which the BCT conducts SFA will expand. This expansion can occur
multiple times during the transformation phase, which is based on conditions, especially the capability and
capacity of the FSF. The commander, to facilitate flexibility, visualizes and incorporates branches and sequels
into the overall plan to enable transitions. Unless planned, prepared for, and executed efficiently, transitions
can reduce the tempo of the operation, slow its momentum, and surrender theinitiative.
PLANNING CONSIDERATIONS
8-228. Planning for SFA, like any other operation, begins either with the anticipation of a new mission or
the receipt of mission as part of the MDMP. The Army design methodology is particularly useful as an aid
to conceptual planning when integrated with the detailed planning typically associated with the MDMP to
develop the capacity and capability of the FSF and its supporting institutions. Planning helps the commander
create and communicate a common vision between the staff, subordinate commanders, and unified action
partners. Planning results in a plan and order that synchronize the action of participating partners in time,
space, purpose and resources to achieve objectives and accomplish the mission.
COMPREHENSIVE APPROACH
8-229. SFA planning requires a comprehensive approach, as well as an in-depth understanding of the
operational environment. Planning must be nested within policy, IDAD strategy, the campaign plan, and any
other higher-echelon plan. Continuous and open to change, planning for SFA includes identifying how to
best assist the FSF and developing a sequence of actions to change the situation. (See paragraphs 8-15 to
8-17 for a detaileddiscussion.)
UNDERSTANDING
8-230. Understanding the operational environment is fundamental to all operations, and essential to SFA
activities. An in-depth understanding of the operational environment includes the size, organization,
capabilities, disposition, roles, functions, and mission of host-nation forces, opposing threats, regional
players, transnational actors, joint operational area, or non-joint operational area of responsibility (AOR),
especially the sociocultural factors of the indigenous and other relevant populations. Identifying all actors
influencing the environment and their motivations will help planners and practitioners define the goals and
methods for developing host-nation security forces and their institutions.
8-231. The plan, which includes the commander’s intent, provides understanding to United Statesand FSF
on the actions to take. (SFA planning may involve the development of nonmilitary security forces and their
supporting institutions.) Plans and orders provide decision points and branches that anticipate options that
enable the force to adapt as the operation unfolds. This isespecially important for SFA, as these operations
tend to be prolonged efforts. Units conducting SFA often rotate before achieving all objectives. As a result,
planning should establish objectives and milestones that can be achieved during the BCT’s mission. These
objectives and milestones must support higher echelon plans, including the campaign plan and IDAD
strategy.
Note. SFA planning may involve the development of nonmilitary security forces and their
supporting institutions. |
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LEGITIMACY
8-232. Legitimacy of the forces providing SFA may be tenuous during some phases of a complex operation,
but it is an essential consideration for achieving long-term objectives. SFA should aim to ensure that all FSF
operate within the bounds of domestic and international laws, respect human rights, and that they support
wide-ranging efforts to enforce and promote the rule of law, thus supporting legitimacy and transparency.
Legitimacy fosters transparency and confidence among host-nation government, FSF, host-nation
population, and U.S. Government agencies. Another aspect of legitimacy is supporting host-nation ownership
in the SFA effort, because it facilitates a sense of sustainability for building a capacity or security reform
through acceptance by the host-nation population.
8-233. Throughout planning, the BCT commander and staff consider how each SFA activity affect popular
perceptions and focus on the activities that enable the legitimacy of the host-nation government and FSF, not
just make them technically competent. Having a just cause and establishing and sustaining trust affect the
relationship with the indigenous population. Commander and staff must ensure an appropriate information
management plan is developed for SFA in coordination with interagency partners and the division or other
higher headquarters. SFA advisors/trainers must work with the FSF to give a positive context and narrative
to the FSF professionalization efforts and capacity to secure the population. Coordination of the information
themes and messages among the United States, FSF, and the host-nation government, and the presentation
or availability of information to the indigenous population can limit or mitigate the propaganda efforts of
insurgents or hostile forces. This may serve to mitigate the potential for destabilizing influences of hostile
forces or criminal elements to propagandize SFA efforts and damage the host-nation government’s credibility
and legitimacy.
SECURITY FORCEFUNCTIONS
8-234. Security forces perform three generic functions: executive, generating, and operating. The executive
function includes strategic and operational direction that provides oversight, policy, and resources for the
FSF generating and operating functions. The generating function develops and sustains the capabilities of the
operating forces. In the United States, the generating function is primarily performed by the services. For the
United States, this function is performed by its military schools, training centers, and arsenals. FSF
institutional forces refer to the capability and capacity of the FSF to organize, train, equip, and build operating
force units. FSF operating forces form operating capabilities through the use of concepts similar to
warfighting functions to achieve FSF security objectives.
Note. Employing operational forces to fill SFA capabilities associated with developing the FSF
generating function (FSF tasks such as “develop FSF doctrine” or “stand up a staff officer’s
college”), and possibly in the FSF executive function (ministries) would likely be beyond the
inherent capability of the operating force and would likely require special training or augmentation
by subject matter experts drawn from U.S. generating organizations.
8-235. U.S. operating forces are typically better suited to develop FSF operating force capabilities than they
are to develop FSF institutional forces of generating capabilities. Typically, the BCT is tasked to train or
advise FSF operating forces. The operating function employs military capabilities through application of the
warfighting functions of command and control, movement and maneuver, intelligence, fires, sustainment,
and protection during actual operations. Operating, as it applies to police security forces, may include training
an actual operation with the integration of patrolling, forensics, apprehension, intelligence, investigations,
incarceration, communications, and sustainment. Operating forces are responsible for collective training and
performing missions assigned to the unit.
SECURITY FORCEASSISTANCE TASKS
8-236. SFA activities normally use the following general developmental tasks of organize, train, equip,
rebuild and build, advise and assist, and assess (known as OTERA-A). These functional tasks, serving as
SFA capability areas, are used to develop the capabilities required by the FSF. OTERA-A tasks are tools to
develop, change, or improve the capability and capacity the FSF. Through a baseline assessment of the FSF, |
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and considering U.S. interests and objectives, the BCT commander and staff planners determine which
OTERA-A tasks are required to build the proper capability and capacity levels within the various units of the
FSF. Assessments of the FSF against a desired set of capabilities will assist in developing an OTERA-A
based plan to improve the FSF. (See FM 3-22 for additional information.) The following are basic
descriptions of the OTERA-A tasks:
(cid:122) Organize. All activities taken to create, improve, and integrate doctrinal principles, organizational
structures, capability constructs, and personnel management. This may include doctrine
development, unit or organization design, command and staff processes, and recruiting and
manning functions.
(cid:122) Train. All activities taken to create, improve, and integrate training, leader development, and
education at the individual, leader, collective, and staff levels. This may include task analysis, the
development and execution of programs of instruction, implementation of training events, and
leader development activities.
(cid:122) Equip. All activities to design, improve, and integrate materiel and equipment, procurement,
fielding, accountability, and maintenance through life cycle management. This may also include
fielding of new equipment, operational readiness processes, repair, and recapitalization.
(cid:122) Rebuild or Build. All activities to create, improve, and integrate facilities. This may include
physical infrastructures such as bases and stations, lines of communication, ranges and training
complexes, and administrative structures.
(cid:122) Advise/Assist. All activities to provide subject matter expertise, guidance, advice, and counsel to
FSF while carrying out the missions assigned to the unit or organization. Advising may occur
under combat or administrative conditions, at tactical through strategic levels, and in support of
individuals or groups.
(cid:122) Assess. All activities for determining progress toward accomplishing a task, creating an effect, or
achieving an objective using MOEs and MOPs to evaluate FSF capability. Once an objective is
achieved, the focus shifts to sustaining it.
DECISIONS TO REDUCE OR OFFSET RISK
8-237. RM (see chapter 4) is the Army’s process for helping organizations and individuals make informed
decisions to reduce or offset risk. RM measures identified in SFA planning add to the plan’s flexibility during
execution. A flexible plan can mitigate risk by partially compensating for a lack of information. SFA planning
requires a thorough, comprehensive approach to analyzing and agreeing upon risk reduction measures. Each
SFA activity is distinct based on context and changes over time. There is a risk of focusing SFA efforts in
one area or type of relationship at the expense of others based on short-term goals. To mitigate this risk, SFA
activities should be regarded as the providing means and ways to achieve meaningful mid- to long-term
objectives with partners as well as the end states.
8-238. Reducing or alleviating risk does not only rely on the SFA force and supporting agencies but also
on the FSF elements in question. Conditions determine when to use an element of the FSF. The BCT
commander and staff use assessments to determine objectives and requirements for reducing or offsetting
risk. Risk applies to how well the FSF, the BCT, and other host-nation and partner organizations agencies
can tolerate changes in the operational environment, as well as the challenges and conditions inherent to the
operation.
8-239. The BCT commander and FSF commander assess the risk associated with the employment forces
and mitigate that risk as much as possible. For example, advisors from the BCT play a significant role in
security cooperation mission such as the SFA. They live, work, and sometimes are required to fight with their
partner FSF. The relationship between advisors and FSF is vital. Advisors are not merely liaison officers.
Though they do not command FSFunits, they are a necessary element to understanding the human dimension,
specifically managing relationships and mitigating risk between the SFA forces and FSF, across the range of
military operations. |
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SUSTAINING ACTIVITIES
8-240. Sustaining SFA activities consists of two major components: the ability of the United States and
other partners to sustain the SFA activities successfully and the ability of host-nation security forces to sustain
their capabilities independently over the long term. The first component may be predicated on the host-nation
maintaining legitimacy while the second component should be considered holistically when working with
the host nation to build their security forces. It is important to consider the sociocultural factors,
infrastructure, and education levels of prospective FSF when fielding weapons systems and maintaining
organizations. Though this is not the BCT, or division commander’s decision, a strong recommendation
through the SFA chain should be made in regard to this consideration.
INTELLIGENCE
8-241. Intelligence provides an assessment of host nation and potential adversaries’ capabilities, capacities,
and shortfalls. It involves understanding sociocultural factors, information and intelligence sharing, and
intelligence training. Information-sharing between the BCT and FSF must be an early consideration for
planners. A continuous intelligence effort will gauge the reaction of the local populace and determine the
effects on the infrastructure of SFA efforts as well as evaluate strengths, weaknesses, and disposition of
opposition groups in the area. Ultimately, intelligence supports the SFA and FSF leaders’ decision-making
processes, and supports the protection of friendly forces and assets.
Note. Train personnel two deep in every staff section or advisory subunit on foreign disclosure
and derivative classification procedures before deployment. Interaction with host nation and FSF,
even North Atlantic Treaty Organization or other coalition allies requires foreign disclosure officer
approval.Authorized release or disclosure of classified information will require personnel trained
in derivative classification and foreign disclosure. This will become a huge bottleneck if not
trained for and decentralized.
PROTECTION
8-242. Protection is incumbent upon the commander to fully understand the threat environment within the
BCT’s area of operations. By having access to fused intelligence from local, regional and national resources,
the commander can accurately assess threats and employ measures to safeguardSFA personnel and facilities.
Protection planning considerations should address additional support requirements for the response force,
emergency procedures, personnel recovery, or the requirement to integrate SFA personnel into the
host-nation protectionplan.
8-243. Nontraditional threats, such as the insider threat, can undermine SFA activities as well as the
cohesion of U.S. forces and FSF. Tactically, the breakdown of trust, communication, and cooperation
between host nation and U.S. forces can affect military capability. Adversaries may view attacks against U.S.
forces as a particularly effective tactic, especially when using co-opted host-nation forces to conduct these
attacks. While these types of insider or “green on blue” attacks have been context-specific to a particular
theater, the commander should ensure that protection plans consider the potential for these types of attacks
and plan appropriate countermeasures.
Note.More stringent protection controls and measures that are overtly heavy handed must be well
balanced yet culturally sensitive enough to not send the wrong message to the very people and
organizations the United Statesis trying to assist.
LOGISTICS
8-244. Logistics planners at the BCT level must understand the division’s concept of support and
sustainment estimates that outline the responsibilities and requirements for maintaining logistics support for
deployed forces within the division’s area of operations. Logistics support might include support of SFA
augmentees and FSF within the BCT’s area of operations to conduct operational missions (supporting |
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host-nation civilians or military forces with medical, construction, power generation, maintenance and
supply, or transportation capabilities).
PREPARATION
8-245. Preparation for SFA creates conditions that improve the BCT’s opportunities for success. The degree
to which the BCT is tasked within SFA operations depends on preparation in terms of cultural knowledge,
language, functional skills, and the ability to apply these skills within the operational environment.
Preparation includes, but is not limited to, initiate security and information collection, continue to coordinate
and conduct liaison, refine the plan, complete task organization, conduct pre-mission training, conduct
rehearsals and inspections; continue to build partnerships and teams, and initial movement. Preparation
facilitates and sustains plans-to-operations transitions, including those to branches and sequels, which are of
vital importance for the often-dynamic operational environment for SFA.
PRE-MISSION PREPARATIONS
8-246. After receiving a mission, the BCT continues detailed preparation activities, prepares for and
rehearses classes given in country, and conducts extensive briefings on the area of operations. Key staff and
subordinate unit actions particular to SFA are address in the following paragraphs.
Current Operations
8-247. The BCT S-3 ensures predeployment training for Soldiers, to include preparation for training FSF
and rehearsals for movement. The S-3 reviews the program of instruction for training FSF, to include getting
approval from the commander, and higher headquarters if necessary. The S-3, in coordination with BCT civil
affairs operations staff officer (S-9), ensures the operation plan minimizes how operations affect the civilian
population and addresses ways to mitigate the civilian impact on military operations. The civil-military
operations plan is coordinated with the indigenous population and institutions, unified action partners, other
civil entities, and interagency as necessary. This coordination might include civil affairs battalions or
brigades, provincial reconstruction teams, or United States Agency for International Development project
officers in the area of operations.
Note.The primary staff officers of the current operations cell may be called upon to be the primary
advisors to the host-nation forces staff sections and cells.
8-248. The BCT intelligence staff officer (S-2) supervises the dissemination of intelligence and other
operationally pertinent information within the unit and, as applicable, to higher, lower, or adjacent units or
agencies. The S-2 monitors the implementation of the intelligence collection plans to include updating the
commander’s priority intelligence requirements, conducting area assessment, and coordinating for additional
intelligence support. The S-2 establishes liaison with FSF intelligence and security agencies (within the
guidelines provided by applicable higher authority). The S-2 assesses the intelligence threat and resulting
security requirements, including coordination with the S-3 on specific security and operations security
measures.
8-249. The BCT personnel staff officer (S-1) supervises the battalion personnel staff section, in
coordination with brigade and higher echelon manpower and personnel staff sections. The S-1 screens
personnel files to review the records of identified Soldiers that might have specific skill sets useful to the
BCT or higher echelon during the conduct of SFA operations. Skill sets include individuals with professional
certification or work experience in those nonmilitary fields that might have utility during operations focused
on the conduct of stability operations tasks.
8-250. The BCT S-4 supervises, as required, the logistics support of SFA augmentees and FSF within the
BCT area of operations to conduct operational missions (supporting host-nation civilians or military forces
with medical, construction, power generation, maintenance, supply, or transportation capabilities).
8-251. The BCT S-6, in coordination with the division assistant chief of staff, signal, ensures depth in
communication and synchronization between organizations both horizontally and vertically within the BCT’s |
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proposed area of operations. In coordination with the BCT S-9, the S-6, establishes communications as early
as possible upon arrival with the civil-military operations center (normally established at BCT level), civil
liaison teams, civil information management architecture, and supporting networks to facilitate
communication and coordination with the nonmilitary agencies.
Predeployment Training
8-252. During predeployment training, Soldiers receive training, materials, and briefings on the operational
area. This training can cover the history, culture, religion, language, tribal affiliations, local politics, and
cultural sensitivities as well as any significant nongovernmental organizations operating in the operational
area. Advisors focus their pre-mission training on the specific requirements of developing an FSF. The
training emphasizes the host-nation culture and language and provides cultural tips for developing a good
rapport with foreign personnel.
8-253. Based on the BCT commander’s, or higher commander’s training guidance, subordinate unit
commanders assign missions and approve the draft mission-essential task list that supports SFA. The staff
plans, conducts, and evaluates training to support this guidance and the approved mission-essential task list
for SFA missions. Subordinate commanders prioritize tasks that need training. Since there is never enough
time to train in every area, commanders focus on tasks essential for mission accomplishment.
8-254. Once commanders select tasks for training, the staff builds the training schedule and plans on these
tasks. The staff provides the training requirements to the commander. After approving the list of tasks to be
trained, the commander includes the tasks in the unit training schedule. The staff then coordinates the support
and resource requirements with the S-3 and S-4. Finally, the commander ensures standards are enforced
during training.
Evaluation
8-255. Evaluations can be either internal or external. Internal evaluations occur at all levels, and they must
be inherent in all training. External evaluations are usually more formal and conducted by a headquarters one
or two levels above the unit being evaluated. This subject must be carefully planned and discussed with FSF
leaders to account for cultural sensitivities and current capabilities. A critical weakness in training is the
failure to evaluate each task every time it is executed. Every training exercise provides potential for
evaluation feedback. Every evaluation is also a training session. Leaders and trainers must continually
evaluate to optimize training. Evaluation must occur as the training takes place. Emphasis is on direct,
on-the-spot evaluations. However, leaders allow Soldiers to complete the task first. Leaders plan after-action
reviews at frequent, logical intervals during exercises. This technique allows the correction of shortcomings
while they are still fresh in everyone’s mind. The after-action review eliminates reinforcing bad habits.
Specified Training
8-256. Augmentation elements require area orientation, refresher combat training, field-training exercises,
and the like. Unit training objectives are for developing capabilities to conduct internal and external defense
activities for tactical operations, intelligence operations, PSYOP, populace and resources control operations,
and civil affairs and advisory assistance operations in the host nation language. Units identified for SFA
begin intensified training immediately upon deployment notification.
8-257. After deployment to the host nation and before commitment to operations, the unit may receive
in-country training at host-nation training centers or at designated training locations. This training helps
personnel become psychologically and physically acclimated to the host nation. This training also allows
commanders and staffs some time to coordinate and plan within their own command and with civilian and
military joint and multinational organizations. After commitment, training continues and is stressed between
operations, using needed improvements identified in operations as the basis for training.
8-258. Insider attacks are a threat in any area of operations. The BCT commander ensures that military
forces, civilian expeditionary workforce, or civilian personnel and contractors are trained to identify
behavioral indicators of possible insider threats and the means to apply prevention tools to mitigate this threat.
Cultural awareness yields situational awareness and leads to increased force protection for SFA personnel. |
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Eliminating or minimizing the insider threat, especially by proper preparation and training of forces, is critical
to mission success.
Note. To reduce the potential for insider attacks, FSF should be further vetted to identify
individuals whose motivations toward the host nation and U.S. Government are in question.
BUILDPARTNERSHIPS AND TEAMS
8-259. The BCT, augmented for SFA, will have subordinate units whose sole focus is working with the
FSF. Advisor teams may be formed from BCT or battalion organic resources, external augmentation, or a
combination. These teams optimally are embedded with the counterpart unit(s), or they may reside on a U.S.
camp and commute to the FSF they support. The method depends on policy, direction from higher
headquarters, the conditions of the operational environment, and capacity of the FSF camps to accommodate
the U.S. forces.
8-260. When the BCT has an SFA mission it can potentially support multiple FSF organizations in its area
of operations. Additionally, these FSF organizations may each report through different host-nation
government channels and even to different ministries. To synchronize efforts in this case, the BCT must
achieve unity of effort within the different partner organizations. Similarly, each of the FSF organizational
commanders should synchronize their efforts with the host-nation government representatives, as
appropriate.
8-261. Figure 8-3 depicts an example battalion task organization, used for discussion purposes, for a BCT
supporting multiple SFA activities. Within the task organization, one company team acts as a response force
with adequate tactical mobility and designated fire support to defeat Level I and Level II threats. The response
forceshapes Level III threats until a tactical combat force or other capable response force can defeat it. The
response force is task organized with an intelligence support team consisting of two intelligence analysts
(based on the situation) to support operations. Additionally, the task organization depicts how a company
team may form the foundation for host-nation military and border support. Finally, the task organization
depicts how a company team may provide police support. Support is in the form of two platoons supporting
police assistance teams and a third platoon in a combined (multinational) security station providing support
to a police assistance team. |
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Figure 8-3. Support to security force assistance, example
Note. The designation of force assistance teams used in figure 8-3 is not to be prescriptive of how
a battalion might support a particular SFA activity. Designations are intended to be used as guides
illustrating one way the battalion may task organize to support multiple SFA activities within an
area of operations.
8-262. Subordinate units of the BCT conducting SFA are best located inside the base of the FSF to be
trained. Collocation facilitates integration with the FSF and allows the two forces to form mutual
understanding and trust. Collocation and the close cooperation often facilitate and improves the population’s
perception of the legitimacy of United States and FSF, which can be an essential condition of the overall
mission’s end state.
8-263. When protection conditions require, a U.S. area may be established in the FSF base, although this is
not optimal. Key considerations for collocation may include the threat, FSF acceptance, physical space inside
the FSF base, sustainment capabilities, medical facilities, and availability of response forces.
8-264. When U.S.forces are operating out of smaller outposts in an urban environment, the local populace
sees the integration and presence of the United Statesand FSF working together. This integration not only |
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enhances overall operational effectiveness and trust, living and working together builds legitimacy of the two
forces as well as FSF; it reinforces trust between the FSF and the people they are tasked to protect.
DEPLOYMENT
8-265. The BCT will often conduct SFA in operational environments in which it is a guest of the host nation
or partner organization. When not already in country, the BCT moves into the operational area per its
deployment order and within its established standing operating procedures. When located within the
operational area, subordinate units conduct troop movement to their assigned area of operations. (See
FM3-22 for a detailed discussion of SFA deployment, redeployment, and post-deployment activities.)
IN-COUNTRY PREPARATIONS
8-266. Upon arrival, the BCT commander and S-3 brief the division or higher headquarters on the planned
execution of the mission and reconfirm the required command relationship. Local conditions may require the
BCT to confirm or establish its in-country and external command and control systems and sustainment
functions relationships from outside its operational area upon arrival. The BCT establishes direct working
relationships with the next higher in-or out-of-country supporting element to—
(cid:122) Determine the limits of the available support and expected reaction time between the initiation of
the support request and fulfillment.
(cid:122) Confirm or establish communications procedures between the supporting element and the
individual SFA unit(s), to include alternative and emergency procedures for command and control,
all support operations, and medical evacuation.
8-267. The BCT establishes procedures to promote interagency cooperation and synchronization. The
BCT—
(cid:122) Identifies the location of the concerned host nation, United States, or other agencies.
(cid:122) Contacts the concerned agency to establish initial coordination.
(cid:122) Exchanges information or intelligence.
(cid:122) Confirms or establishes other coordination protocols as necessary.
(cid:122) Incorporates the newly established or changed procedures into the plans for mission execution.
8-268. The BCT immediately establishes operations security procedures to support its mission execution
and identifies rally points incorporated into its protection (generally an area security mission[s]), evasion,
and personnel recovery plans.
8-269. After receiving a detailed briefing and further guidance from the advance party (when established
before the main body’s arrival), BCT personnel continue to develop effective rapport with the FSF
commander, staff, and other counterparts. (See chapter 4for information early-entry CP.) They also assess
their working, storage, and living areas for security and verify the location of the training site(s),
communications center, dispensary area, and FSF troop area(s). With the FSF commander and staff, the BCT
commander and staff (led by the S-3)—
(cid:122) Establishes a rapport.
(cid:122) Conducts introductions in a businesslike, congenial manner.
(cid:122) Briefs on the BCT’s mission, its capabilities, and the restrictions and limits imposed on the
organization by its higher headquarters.
(cid:122) Requests counterpart linkup(s) be made under the mutual supervision of the FSF commander and
the BCT commander, or appropriate BCT subordinate commander.
(cid:122) Ensures all current unit plans are tentative and that assistance is needed to finalize them.
(cid:122) Deduces or solicits the actual estimate of unit capabilities and perceived advisory assistance and
material requirements.
(cid:122) Recommends the most desirable COAs while emphasizing how they satisfy present conditions,
achieve the desired training, and meet advisory assistance goals.
(cid:122) Prepares and briefs the plans for training and advisory assistance. |
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(cid:122) Informs the division or higher in-country command of any significant changes in the BCT’s plan
to assist the FSF.
8-270. Through the BCT S-2, the commander’s priority intelligence requirements are based on the latest
information available and requirements for additional priority intelligence requirements that arise from
modified estimates and plans. The S-2 also—
(cid:122) Analyzes the FSF’s status to finalize unit plans for advisory assistance. These plans can include
task organization of unit with counterparts, staff functions for planning SFA, and advisory
assistance for executing SFA.
(cid:122) Explains analysis to counterparts and encourages them to help with—and participate in—
analyzing, preparing, and briefing the analysis to the FSF commander.
(cid:122) Helps (in coordination with the provost marshal) the FSF inspect the available facilities to identify
deficiencies. If the unit finds deficiencies, the S-2 prepares estimates of COAs for the FSF
commander to correct them.
(cid:122) Supervises the preparation of the facilities with their counterparts and informs BCT and FSF
commanders on the status of the facilities.
8-271. The BCT (led by the S-3 and provost marshal) ensures its security is based on the present or
anticipated threat. Some recommended actions the BCT may take include—
(cid:122) Hardening positions based on available means and requirements to maintain low visibility.
(cid:122) Maintaining communications with all subordinate unit personnel deployed outside the immediate
area controlled by the main body.
(cid:122) Establishing plans for immediate defensive actions across the BCT in the event of an attack or a
loss of rapport with hostile reaction.
(cid:122) Discussing visible security measures with foreign counterparts to ensure understanding and to
maintain effective rapport. BCT personnel do not divulge sensitive information for the sake of
possible rapport benefits.
(cid:122) Encouraging the FSF, through counterparts, to adopt additional security measures identified when
analyzing the FSF’s status and inspecting its facilities.
(cid:122) Coordinating defensive measures with the FSF to develop a mutual defense plan. Encouraging the
FSF to conduct mutual full-force rehearsals of defensive plans, if unsuccessful, the BCT still
conducts its internal rehearsals of the plans.
EXECUTION
8-272. In execution, the BCT commander, staff, and subordinate commanders focus efforts on translating
decisions, made during planning and preparation, into actions supporting the SFA mission. Once the BCT
arrives in-country, it begins the employment of forces to support the development of FSF capabilities and
capacities. Employment of the BCT occurs generally with the establishment of advising, assisting, and
training teams and key individuals. These teams and key individuals’ partner with foreign counterparts during
FSF planning (preparing the FSF for the mission[s] itself) to increase the capability and capacity of FSF
planning processes, as well as to increase the probability of success.
Note.SFA activities normally use the general developmental tasks (known as FSF development
tasks) of OTERA-A to develop the functional capabilities required by the FSF. (See
paragraph8-236 for information on organize, equip, and rebuild and build developmental tasks.)
FOREIGN SECURITY FORCESDEVELOPMENT TASKS—ADVISE,ASSIST,ANDTRAIN
8-273. The BCT conducting SFA missions normally task organizes into smaller rotational teams, and
identifies key individuals, for execution. These teams and key individuals focus on advising, assisting, or
training a specific partner individual, unit, or activity. These teams and key individuals include, but are not
limited to, advising, or advisory teams and individuals within the BCT. Specialized teams and individuals
may also be required for partner sustainment, engineer, or police units for example. |
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Advise and Assist Foreign Security Forces
8-274. The BCT, generally with additional augmentation teams, advises and assists FSF to improve their
capability and capacity. Advising establishes a personal and a professional relationship where trust and
confidence define how well the advisor will be able to influence theFSF. Assisting is providing the required
supporting or sustaining capabilities so FSF can meet objectives and the end state. The level of advice and
assistance is based on conditions and continues until FSF can establish required systems or until conditions
no longer require it. Advising and assisting teams from within the BCT do not permit the FSF to fail critically
at a point that would undermine the overall effort.
Security Force Assistance —Advise and Assist Activities
8-275. The following advise and assist activities, used for discussion purposes, present advise and assist
actions conducted by the BCT. Key BCT advisors include the—
BCT Commander
8-276. Before the mission, the commander advises and assists the FSF commander. The FSF commander
then issues planning guidance for planning the execution of the mission and clarifies commander’s intent.
The commander advises and assists the FSF commander throughout the operations process for the tactical
operation(s) or training. By accompanying the FSF commander when the mission is received from higher
headquarters, the commander assists any subsequent missions. The commander monitors how FSF
subordinate units understand the commander’s intent and all specified and implied tasks.
8-277. During the execution of the mission, the commander helps the FSF commander provide command
and control during operations. While monitoring the tactical situation, the commander assesses activities and
makes recommendations for changes to the chosen COAsto exploit the situation. After monitoring theflow
of information, the commander assesses and makes recommended improvements to the use of intelligence
collection assets and the processes used by subordinates to report required information.
BCT Executive Officer
8-278. The executive officer (XO) performs the organizational analysis of the FSF coordinating staff
sections to ensure efficiency during the planning process according to the FSF commander’s initial planning
guidance. With the foreign counterpart, the XO advises and assists the counterpart in directing foreign staff
sections as they develop estimates, plans, and orders. The XO monitors and assesses the liaison and
coordination with FSF higher headquarters, recommending changes to improve efficiencies.
BCT Staff
8-279. Before the mission, members of the staff advise and assist foreign counterparts in preparing staff
estimates and assess COAs for essential tasks. The staff helps write tentative plans or orders based on the
FSF commander planning guidance and FSF standing operating procedures. Plans, depending on the
situation, may include primary, alternate, contingency, and emergency (known as PACE) plans.
8-280. During execution, the staff helps foreign counterparts coordinate and assess the execution of FSF
tasks. The staff assists in the dissemination of FSF plansor orders to senior and adjacent staff sections and
supporting elements as required. The staff helps notify higher, lower, or adjacent staff sections of modified
estimates and plans. The staff—led by the S-3 and S-2 and the S-3 and S-2 counterparts—helps update the
CCIRs with the latest information and future requirements.
Personnel Staff Officer
8-281. The S-1 provides advice, assists, and assesses and makes recommendations to the foreign
counterpart for all matters concerning human resources support. This includes monitoring the maintenance
of foreign unit strength, pay, accountability of casualties, and unit morale. The S-1 must emphasize to
subordinates the need to assist counterparts in paying troops and accounting for funds. Close observation of
disbursement and unobtrusively polling FSF troops about their pay is a vital, but an unfamiliar, skill set
amongst U.S. forces. |
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Note.U.S. forces’ automated pay systems are nothing like the cash-only transactions in FSF. Graft,
corruption (ghost soldiers/policemen), and extortion are rife in these circumstances.
Intelligence Staff Officer
8-282. The S-2 advises and assists the monitoring of FSF operations security to protect classified and
sensitive material and operations and recommends improvements. By helping the foreign counterpart update
the situation map, the S-2 helps to keep both commands uptodate on the current situation. The S-2 assesses
and recommends improvements to the standing operating procedures of the main CP (when established, the
tactical command post [TAC {graphic}]) communications framework so the intelligence section receives
situation reports. The S-2 helps the counterpart monitor the collection, evaluation, interpretation, and the
dissemination of information. The S-2 assists in the examination of captured insurgent documents and
material. The S-2 helps gather and disseminate intelligence reports from available sources to ensure the
exploitation of all unit operations assets. The S-2 makes assessments to help the counterpart to brief and
debrief patrols operating as a part of reconnaissance, surveillance,and securityactivities. The S-2 works with
the advisor S-3 to develop an information collection planwith the FSF partner.
Note. Train personnel two deep in every staff section or advisory subunit on foreign disclosure
before deployment. Interaction with host nation and FSF, even the North Atlantic Treaty
Organization or other coalition allies requires foreign disclosure officer approval. This will
become a huge bottleneck if not trained for and decentralized.
Operations Staff Officer
8-283. The S-3 helps the foreign counterpart to prepare tactical plans or orders using estimates, predictions,
assessments, and information. The S-3 monitors command and communications nets, assists in preparing all
plans and orders, and helps to supervise the training and preparation for operations. The S-3 monitors the
planning process and makes recommendations for consistency with FSF partner objectives and goals.
Logistics Staff Officer
8-284. The S-4 advises and assists the foreign counterpart and makes assessments and recommendations to
maintaining equipment readiness; monitoring the support provided to the foreign unit, its subunits, and
attachments; and in recommending improvements. The S-4 helps to supervise the use of transportation assets.
Signal Staff Officer
8-285. The S-6 advises and assists the foreign counterpart for all matters concerning Department of Defense
Information Network-Army (DODIN-A) operations, network transport, network sustainment, information
services, and spectrum management operations within the BCT’s SFA and FSF area of operations. The S-6
monitors communications security material throughout planning, preparation, and execution of SFA and FSF
activities. The S-6 ensures SFA personnel are trained in the protection of sensitive communications
equipment and cryptographic materials during the execution of FSF operations. The S-6 identifies SFA and
FSF communications requirements, obtains communications resources for austere locations, and ensures
redundant and backup systems are available and tested.
8-286. The S-6, in coordination with the division signal officer, or higher headquarters signal officer,
continuously assesses and assists interorganizational information management coordination, normally
required among participating interagency partners and the affected partner nation organizations. The S-6 uses
assessments as part of the SFA and FSF communications synchronization plan. The S-6 uses foreign
disclosure procedures and a tailored and responsive information-sharing process as part of the SFA and FSF
assessment plan for dissemination with interagency partners and multinational audience. |
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Financial Management Staff Officer
8-287. The brigade financial management staff officer (S-8) is the principal SFA financial management
advisor to the BCT commander. The S-8, in coordination with legal representatives, advices the commander
regarding laws and financial management regulations governing obligations, expenditures, and limitations
on the use of funds within BCT’s SFA area of operations. The S-8:
(cid:122) Coordinates financial management policies and practices with U.S. counterparts in the contracting
command.
(cid:122) Identifies, certifies, and manages funds available for immediate SFA operations expenses.
(cid:122) Integrates all financial managementrequirements into SFA planning.
(cid:122) Analyses total cost to develop SFA funding requirements and submit requirements to the division
or higher headquarters.
(cid:122) Monitors and reports status of funding and spending plans.
(cid:122) Coordinates contracting and financial management disbursing support for field ordering officers
and pay agents.
(cid:122) Monitors execution of the SFA contract expenditures.
Civil Affairs Operations Staff Officer
8-288. The S-9, when assigned, is the principal and coordinating staff officer for synchronizing civil affairs
operations and integrating civil-military operations within the BCT’s SFA area of operations. The S-9
conducts the initial assessment during mission analysis that determines civil affairs force augmentation
requirements. The S-9 provides direction and staff oversight of the supporting civil affairs units during
planning, preparation, and execution, and throughout assessment. The S-9 ensures each COA effectively
integrates civil considerations. The S-9’s analysis considers the impact of SFA activities on public order and
safety and enhances the relationship between military forces and civilian authorities and personnel in the
BCT’s area of operations. When the BCT is not assigned an S-9, the commander may assign these
responsibilities to another staff member. The S-9 has SFA activities staff planning and oversight
responsibility for—
(cid:122) Advising the commander and staff and their counterparts on the effect on the civilian populations.
(cid:122) Minimizing civilian interference, to include dislocated civilian operations, curfews, and
movement restrictions.
(cid:122) Deconflicting civilian and military activities with due regard for the safety and rights of dislocated
civilians.
(cid:122) Advising the commander on the long- and short-term effects (economic, environmental, and
health) of SFA activities on civilian populations.
(cid:122) Coordinating, synchronizing, and integrating civil-military plans, programs, and policies with that
of the divisionor higher headquarters.
(cid:122) Advising on the prioritization and monitoring of expenditures of allocated activities and other
funds dedicated to civil affairs operation objectives.
(cid:122) Coordinating and integrating area assessments and area studies in support of SFA activities.
(cid:122) Integrating civil information from supporting civil affairs units into the COP.
Civil Affairs Team
8-289. A civil affairs team, when assigned to a BCT deployed to an SFA mission, conducts civil affairs
operations in support of the division or higher echelon headquarters civil-military operations plan. The civil
affairs team is the basic civil affairs tactical support element provided to a supported commander. The civil
affairs team executes civil affairs operations and is capable of conducting civil reconnaissance and civil
engagement along with assessments of the civil component of the operational environment. The success of
the overarching civil affairs operations plan is predicated on the actions of the civil affairs team at the lowest
tactical levels. The civil affairs team, due to its limited capabilities, relies on its ability to leverage other civil
affairs assets and capabilities through reachback to the civil affairs company civil-military operations center
to shape operations. The civil-military operations center is a standing capability formed by civil affairs units
and is tailored to the specific tasks associated with the mission and normally augmented by other enablers |
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such as engineer, medical, and transportation resources available to the supported commander. The civil
affairs team attached to the BCT will interface with the BCT S-9 (when assigned or S-3), civil-military
operations center and civil affairs company at the BCT or division level to ensure all civil-military operations
are nested with the higher commander’s civil-military operations plan.
Civil-Military Teams
8-290. Upon deployment and when assigned, civil-military teams advise the SFA and FSF commanders
and staffs on civil-military considerations and coordinate efforts of any civil affairs units supporting the FSF
operation. Civil-military teams mentor counterpart teams and the supported foreign element staff on
civil-military operations and the importance of respecting human rights. Civil-military teams may introduce
counterparts to relevant nongovernmental organizations, U.S. Agency for International Development project
officers, and provincial reconstruction team staff.
Note.The judge advocate (judge advocate general corps) mentors (providelegal mentorship) and
coordinates the legal and moral obligations of BCT commanders to civilian populations under
their control or when supporting FSF during SFA. (See AR 27-1 and FM 1-04.) The public affairs
officer provides advice and counsel to the commander and the staff on how affected external and
internal publics will accept and understand the BCT’s operations. The public affairs officer
understands and coordinates the flow of information to Soldiers, other U.S. units, and the public.
(See FM 3-61.) BCT personal, coordinating, and special staff officers’ mentor, and advise and
assist foreign counterparts throughout planning, preparation, execution, and assessment of SFA
and FSF activities.
Battalion and Company-Level and Below Advisors
8-291. Battalion and company-level and below advisors assist foreign counterparts to analyze the FSF
mission and commander’s intent from higher headquarters. Advisors assist FSF commanders and subordinate
leaders restate the mission, conduct an initial risk assessment, identify a tentative decisive point, and define
their own intent. Advisors assist their foreign counterparts to analyze the mission and operational variables.
From these variables, advisors help their foreign counterparts to develop a COA that meets the higher
headquarters concept of operations and commander’s intent. Advisors assist in the conduct of operations and
the flow of information to the FSF higher commander. (See ATP 3-21.20 and ATP3-21.10 for additional
information.)
Train Foreign Security Forces
8-292. Trainers (or advisors) within the BCT consistently provide and instill leadership at all levels of the
FSF organization. Depending on the circumstances, the BCT or subordinate unit may execute an SFA training
mission(s) unilaterally, or as part of a multinational force. In any case, leadership is especially important in
the inherently dynamic and complex environment associated with SFA. SFA activities require the personal
interaction of trainers (or advisors) and FSF trainees, and other military and civilians’ organizations/agencies.
A high premium is placed on effective leadership from junior, to the most senior noncommissioned and
commissioned officers. This leadership must fully comprehend the operational environment and be prepared,
fully involved, and supportive for FSF training to succeed. An effective FSF requires leadership from both
the provider and the recipient sides throughout training to help build the FSF capacity to train their own
forces.
Security Force Assistance—Training Activities
8-293. Trainers, within the BCT, work with the FSF to give a positive context and narrative to the FSF
professionalization efforts and capacity to secure the population. Coordination of the information themes and
messages among the BCT, FSF, and the host-nation government, and the presentation or availability of
information to the indigenous population can limit or mitigate the propaganda efforts of insurgents or hostile
forces. This may serve to mitigate the potential for destabilizing influences of hostile forces or criminal
elements to propagandize the BCT’s training effort and damage the FSF credibility and legitimacy. (See |
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FM7-0 for additional information.) The following training activities, used for discussion purposes, present
training actions to support FSF training.
Training Assessment
8-294. Prior to training the FSF, the BCT commander and subordinate commanders and leaders begin with
a training assessment, in coordination with the FSF commander and subordinates, of the training plans
designed before the BCT’s employment. This assessment is important to evaluate the FSF and to exercise
the working relationship between subordinate units of the BCT and the FSF. The training assessment covers
all aspects of leadership, training, sustainment, and professionalization. To support an assessment, the
commander analyzes the following specific foreign unit considerations:
(cid:122) The unit’s mission and mission-essential task list and capability to execute them.
(cid:122) Staff capabilities.
(cid:122) Personnel and equipment authorization.
(cid:122) Physical condition.
(cid:122) Any past or present foreign influence on training and combat operations.
(cid:122) Operational deficiencies identified during recent operations or exercises with U.S. personnel.
(cid:122) Sustainment capabilities, to include training programs.
(cid:122) Internal training programs and personnel.
(cid:122) Training facilities.
8-295. Thecommander assesses the level of professionalism of FSF, both units and individuals. Adhering
to established rules of engagement, ethics that meet the established laws and regulations of the commanding
authority, laws for land warfare, and human rights are key areas that require assessment. The FSF support of
civilian leaders and political goals also fall within this assessment.
8-296. Subordinate commanders and leaders within the BCT, working with FSF leaders evaluate current
members of the FSF for past military skills and positions. Often military reorganizations arbitrarily shift
personnel to fill vacancies outside their knowledge and experience.
Analysis of the Prepared Training Plan
8-297. After completing the training assessment, the BCT commander and subordinate commanders and
leaders analyze the prepared training plans and determine if changes are necessary. Training plans stress the
deficiencies identified in the training assessment. The training plan identifies those in the host nation able to
help train FSF to strengthen the legitimacy of the process. Using a comprehensive approach within the BCT’s
area of operations can provide support and expertise that enhance the training and operations process, and
the FSF eventual self-sustainment. As the FSF gains sufficient capacity and capabilities to perform
independently, trainers/advisors transition from a leading role to a mentoring role.
Program of Instruction
8-298. In coordination with the FSF staff and subordinate units, the staff and subordinate units of the BCT
develop programs of instruction. These programs incorporate all training objectives that satisfy the training
requirements identified during assessment. Training programs support these requirements. The FSF
commander approves these programs of instruction before execution by subordinate units within the BCT.
When executing programs of instruction, trainers/advisors adhere to training schedules consistent with
changes in the mission variables. Trainers/advisors ensure through their counterparts and the FSF commander
that all personnel receive training. Foreign counterpart trainers rehearse all classes approved on the programs
of instruction.
Presentation of Instruction
8-299. Presenting the training material properly, trainers follow lesson outlines approved in the programs
of instruction. All training clearly states the task, conditions, and standards desired during each lesson,
ensuring the FSF understand them. Trainers/advisors state all warning and safety instructions (through
interpreters when required) to the FSF. The training to reinforce the concepts includes demonstrations of the |
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execution of each task, stressing the execution as a step-by-step process. Trainers monitor FSF progress
during instruction and practical exercises, correcting mistakes as they are made.
Training Methodology (Crawl-Walk-Run)
8-300. An effective method of training used is the crawl-walk-run training methodology to assist trainers
in teaching individual tasks, battle drills, and collective tasks, and when conducting field exercises. This
methodology is employed to develop well-trained leaders and units. Crawl-walk-run methodology is based
on the three following characteristics in lane training:
(cid:122) Crawl (explain and demonstrate). The trainer describes the task step-by-step, indicating what each
individual does.
(cid:122) Walk (practice). The trainer directs the unit to execute the task at a slow, step-by-step pace.
(cid:122) Run (perform). The trainer requires the unit to perform the task at full speed, as if in an operation,
under realistic conditions.
8-301. During all phases, the training must include the mission of the unit in the context of the higher unit’s
mission to assist with the practical application of the training. Identifying the higher commander’s mission
and intent, as well as the tasks and purposes of other units in the area, adds context to the training. This
method is expanded to include the role of other actors.
8-302. Trainers continue individual training to improve and sustain individual task proficiency while units
train on collective tasks. Collective training requires interaction among individuals or organizations to
perform tasks, actions, and activities that contribute to achieving mission-essential task proficiency.
Collective training includes performing collective, individual, and leader tasks associated with each training
objective, action, or activity. (See FM 7-0 for additional information.)
Collective Training
8-303. Collective training starts at squad level. Squad battle drills provide key building blocks to support
FSF operations. Trainers within the BCT link battle drills and collective tasks through a logical, tactical
scenario in situational training exercises. Although this exercise is mission-oriented, it results in more than
mission proficiency. Battle drills and collective tasks support situational training exercises, while these
exercises support operations. Trainers/advisors must understand the operational environment when training
FSF; training incorporates how internal and external threats and civilians affect the environment.
8-304. Flexibility in using Army doctrine in training enhances efforts to make training realistic.
Trainers/advisors modify Army doctrine to fit the FSF level of expertise, command and control systems, the
tactical situation, security measures, and sustainment base. Often the structure andcapabilities of FSF differ
from that required by Army doctrine. When FSF counter an insurgency, these exercises emphasize interplay
among psychological and tactical, populace and resources control, intelligence, and civil affairs operations.
(See FM 7-0 for additional information.)
Individual Training
8-305. Individual training within the FSF by the BCT emphasizes physical and mental conditioning, tactical
training, basic rifle marksmanship, first aid, combatives, and the operational environment. Individual training
includes general tactics and techniques of security operations and the motivation, operations, and objectives
of internal and external threats. Tough and realistic training conditions FSF troops mentally and physically
to withstand the strain of continuous operations. BCT subordinate leaders’ cross-train the FSF on weapons,
communications systems, individual equipment, and skills particular to their unit. Personnel losses must
never cause weapons, communications equipment, or essential skills to be lostdue to a lack of fully trained
replacement personnel.
Small-Unit Leader Training
8-306. SFA activities frequently entail rapidly changing circumstances; thus, FSF small-unit leaders must
be able to plan and execute operations with little guidance. Trainers/advisors stress small-unit leadership
training concurrently with individual training. Tools the trainer uses to train leaders are manuals, previously
established training, tactical exercises without troops, and unit missions. Small-unit leader training develops |
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aggressiveness, tactical proficiency, and initiative. Small-unit leader training should include combined arms
technical training procedures for forward observer and tactical air control party personnel. Leadership
training includes land navigation in difficult terrain and under conditions of limited visibility. Mission
readiness and the health and welfare of subordinates are continuous parts of training.
FOREIGN SECURITY FORCESDEVELOPMENT TASKS—ASSESS
8-307. The functional tasks of OTERA-A (see paragraph 8-236) serve as SFA capability areas used by the
BCT to develop, change, or improve the capability and capacity of the FSF. By conducting an assessment of
the FSF, the BCT can determine which area or areas within the OTERA-A construct to use to improve the
FSFto the desired capability and capacity. In essence, the BCT conducts an assessment of the FSF against
desired capabilities and then develops an OTERA-A plan to help the FSF build capability and capacity.
Assess Foreign Security Forces
8-308. During SFA assessments to evaluate the status of FSF capabilities and capacity, assessments by the
BCT, establish a measurement at a particular time and can be compared to other assessments to observe
differences and progress attributable to SFA activities. Activity assessment by the BCT involves deliberately
comparing forecasted outcomes with actual events to determine the overall effectiveness of the BCT’s
employment. More specifically, assessment helps the BCT commander and staff determines progress toward
attaining the desired end state, achieving objectives, and performing tasks.
Security Force Assistance —Assessment Activities
8-309. The assessment developmental task, not limited to planning, preparing, or executing, by the BCT is
ongoing throughout the operations process. Assessment involves continuously monitoring and evaluating the
operational environment to determine what changes might affect the conduct of training and operations. The
following paragraphs used for discussion purposes, present assessment actions to assess training and
operations.
Foreign Security ForcesTraining and Evaluation
8-310. In training, the after-action review provides the critical link between training and evaluation. The
review is a professional discussion that includes the training participants and focuses directly on the training
goals. An after-action review occurs after all collective FSF training. Effective after-action reviews review
training goals with the responsible FSF commander or subordinate leader. During the review, SFA
trainers/advisors ask leading questions, surface important tactical lessons, explore alternative COAs, assist
the retention teaching points, and keep the after-action review positive.
Comprehensive Review
8-311. The BCT commander encourages the FSF commander to conduct a comprehensive review of
collective training events with the entire unit, or at a minimum, with key subordinate leaders. If possible, the
review occurs during the field portion of the training when the unit assembles at logical stopping points.
During the review, the commander and subordinate trainer/advisors avoid criticizing or embarrassing the
FSF commander or subordinates. After-action reviews provide feedback to increase and reinforce learning,
providing a database for key points. During reviews within subordinate echelons, evaluators draw
information from FSF subordinate leaders to form possible alternative COAs for future activities.
Note.It is important to conduct comprehensive after-action reviews and reports, focusing on the
specifics of the SFA activities, to gather information as soon as possible after execution.
Short-, Mid-, and Long-term Success
8-312. During SFA activities, including FSF operations, success is defined within the context of three
periods: short-, mid-, and long-term. In the short-term period, FSF make steady progress in fighting threats,
meeting political milestones, building democratic institutions, and standing up security forces. In the midterm |
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period, FSF lead fighting threats and provide security, have a functioning government, and work towards
achieving economic potential. In the long-term period, FSF are peaceful, united, stable, and secure; integrated
into the international community; and a full partner in international security concerns.
Monitor the Current Situation
8-313. The BCT commander and subordinate advisors help foreign counterparts monitor the current
situation for unanticipated successes, failures, or enemy actions. As the commander assesses the progress of
FSF operations, the commander looks for opportunities, threats, and acceptable progress. The commander
considers, as part of the MDMP, the second-and third-order effects of the FSF operation. The commander
and subordinate advisors develop a cultural awareness and use this awareness so that operations and
relationships achieve the desired end state.
Operational Success
8-314. Throughout the operation, the BCT commander and staff assists the FSF commander and staff in
addressing changes to the operation and the feeding the assessments of the progress or regression back into
the planning process. The closer SFA and FSF commanders work with trainer/advisor teams and the more
they interact with local political and cultural leaders, the better the overall chances of mission success. Keys
to operational success within the SFA and FSF area of operations, although not all inclusive, include the
following:
(cid:122) Establish MOEs to provide benchmarks against which the commander assesses progress toward
accomplishing the mission.
(cid:122) Establish MOPs to determine whether a task or action was performed to standard.
(cid:122) Establish close and continuing relationships with all advisor teams, other actors operating in its
area of operations, and foreign area officers with local or regional expertise.
(cid:122) Establish close and continuing relationships with all foreign units (military, police, and others)
operating in the area of operations.
(cid:122) Establish close and continuing relationships with all political entities and actors within the area of
operations.
(cid:122) Establish redundant communications within the area of operations, especially when the BCT
shares its area of operations with other entities that have cultural differences and lack of or
degraded communications.
SECTION VI – TRANSITIONS
8-315. The BCT commander and staff must always keep in mind the situation may escalate to combat
operations at any time. The BCT may be ordered to transition to offensive or defensive operations if the focus
of the operation changes from stability. The commander task organizes units to expeditiously transition to
combat operations while maintaining a balance between conducting stability operations tasks and
maintaining a combat posture. The BCT commander must consider transitions to outside authorities,
including host nation, international government organizations, other allied coalition forces or another U.S.
Government agency when a transition to offense or defense occurs. This section concludes with a discussion
of transitions during SFA activities.
TRANSITION TO THE CONDUCT OF DEFENSIVE OPERATIONS
8-316. The primary focus on stability operations tasks inan operation may transition to a focus on defensive
operations for three basic reasons. The situation within the BCT’s area of operations has deteriorated so much
that a primarily defensive orientation is required. An outside superior force threatens the BCT’s area of
operations, or higher orders the BCT to conduct a defense in a new area of operations.
8-317. The BCT commander’s initial defensive scheme may be an area defense executed through smaller
individual perimeter defenses. A mobile defense requires more time, deliberate planning, and organization
of forces to accomplish. The commander performs the following actions in preparation for the transition to
defense: |
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(cid:122) Concentrates and orients forces on the enemy.
(cid:122) Redirects BCT assets from current stability operations tasks to area security operations.
(cid:122) Establishes a main battle area (MBA).
(cid:122) Evacuates or secures critical facilities, organizations, and equipment with limited forces.
(cid:122) Reconfigures sustainment operationsto align with defensive operations.
(cid:122) Informs partners of the change in operations and the plan to conduct stability operations tasks with
limited resources.
(cid:122) Conducts a battle handover when required with successor within the time constraints of the new
mission.
(cid:122) Ensures the mind-set of subordinate leaders and Soldiers has transitioned to the defense.
8-318. Transitioning from supporting stability operations tasks to a retrograde normally occurs if civil strife
escalates and the sources of instability are more overwhelming than the BCT and unified action partners can
mitigate. The primary objective is for the BCT to preserve its forces, and gain time allowing conditions to
change so that the BCT can continue its follow-on mission. The presence of the enemy, analyzed with time
available, dictate what form of retrograde the BCT conducts. (See chapter 7 for additional information.)
TRANSITION TO THE CONDUCT OF OFFENSIVE OPERATIONS
8-319. The BCT commander or higher command may order an offensive action such as an attack or
movement to contact. The BCT commander and subordinate commanders must quickly orient their forces
for the offense. (See chapter 6 for additional information.) This may include—
(cid:122) Releasing Cavalry forces from current stability operations tasks to conduct reconnaissance and
security operations tasks to seize the initiative.
(cid:122) Concentrating forces in preparation for offensive actions.
(cid:122) Securing critical facilities, organizations, and equipment with limited forces.
(cid:122) Reconfiguring sustainment operations to align with theoffense.
(cid:122) Informing partners of the change in operations.
(cid:122) Conducting a battle handover when required with successor within the time constraints of the new
mission.
(cid:122) Ensuring the mind-set of subordinate leaders and Soldiers has transitioned to the offense.
TRANSITIONS DURING SECURITY FORCE ASSISTANCE
8-320. Transitions during SFA are dependent upon the conditions within the operational environment.
Transitions are initially identified during planning using a comprehensive approach. Transitions can occur
simultaneously or sequentially in different levels or war and in separate echelons, to include having
potentially at the tactical level, transitions for different units within the BCT’s area of operations. For
example, a major transition can include a battalion or company in the beginning of an initial response phase
being the supported unit with the FSF transitioning to the supported unit later on in the phase. At this point
in the transformation phase, the area in which the battalion or company conducts SFA will expand. This
expansion can occur multiple times during the transformation phase, which is based on conditions, especially
the capability and capacity of FSF. The BCT commander, to facilitate flexibility, visualizes and incorporates
branches and sequels into the overall plan to enable transitions. Unless planned, prepared for, and executed
efficiently, transitions can reduce the tempo of the operation, slow its momentum, and surrender the initiative. |
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Sustainment
Sustainment operations provide support and services to ensure freedom of action,
extend operational reach, and prolong endurance. Brigade combat team (BCT)
sustainment organizations synchronize and execute sustainment operations in support
of the BCT under all conditions to allow the BCT to seize, retain, and exploit the
initiative. BCT subordinate units and sustainment staffs anticipate future needs to
retain freedom of movement and action at the end of extended and contested lines of
operation. The brigade support battalion (BSB) commander is the BCT’s senior
logistician. The BSB commander is responsible for sustainment synchronization and
execution across the BCT’s area of operations. This chapter describes sustainment
operations in support of the BCT, specifically the functions, command and staff roles
and responsibilities, and unit relationships throughout high tempo and decentralized
operations.
SECTION I – FUNDAMENTALS OF SUSTAINMENT
9-1. Sustainmentis the provision of logistics, financial management, personnel services, and health service
support necessary to maintain operations until successful mission completion (ADP 4-0). Sustainment within
the BCT is a brigade wide responsibility; commanders at all levels and the various staffs, as trusted Army
professional and stewards of the Army Profession, have a role to ensure sustainment support is ethically,
effectively, and efficiently planned, understood, and executed. Sustainment must be coordinated and
synchronized to facilitate the operational pace and support the commander’s priorities before, during, and
after operations. Staffs and planners must fully integrate sustainment throughout the operations process. (See
ADP 4-0 and FM 4-0 for additional information.)
SUSTAINMENT WARFIGHTING FUNCTION
9-2. The sustainment warfighting function is the related tasks and systems that provide support and services
to ensure freedom of action, extend operational reach, and to prolong endurance. The endurance of Army
forces is primarily a function of their sustainment. Sustainment determines the depth and duration of Army
operations. It is essential to retaining and exploiting the initiative. Sustainment provides the support necessary
to maintain operations until mission accomplishment. The sustainment warfighting function consists of four
major elements: logistics, financial management, personnel services, and health service support.
Paragraphs9-3 through 9-6 discuss the functional elements found in each of the sustainment elements
applicable to the BCT.
LOGISTICS
9-3. Logisticsis planning and executing the movement and support of forces. It includes those aspects of
military operations that deal with: design and development, acquisition, storage, movement, distribution,
maintenance, evacuation, and disposition of materiel, acquisition or construction, maintenance, operation,
and disposition of facilities, and acquisition or furnishing of services (ADP 4-0). The elements of logistics
make up the distinct function of logistics. The elements of logistics (see FM 4-0)within the BCT includes—
(cid:122) Maintenance. (See ATP 4-33.)
(cid:122) Transportation. (See FM 4-01.)
(cid:122) Supply. (See FM 4-40.) |
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(cid:122) Field services. (See FM 4-40.)
(cid:122) Distribution. (See 4-0.1.)
(cid:122) Operational contract support. (See ATP 4-10.)
(cid:122) General engineering support. (See ATP 3-34.40.)
FINANCIAL MANAGEMENT
9-4. Financial managementis defined as the sustainment of the United States Army and its unified action
partners through the execution of Fund the Force, Banking and Disbursing, Accounting Support and Cost
Management, Pay Support and Management Internal Controls (FM 1-06). The BCT commander leverages
fiscal policy and economic power to enable decisive action across the range of military operations. Financial
management encompasses finance operations and resource management to ensure that proper financial
resources are available to accomplish the mission in accordance with the commander’s priorities. Properly
sized, modular financial management structures in the context of financial management operations planned
and executed in consideration of operational variables and mission variables conducts these capabilities.
Financial management capabilities reside withinthe BCT to sustain and support operations until successful
mission accomplishment. Financial management operations extend the BCT’s operational reach and prolong
operational endurance, allowing the commander to accept risk and create opportunities for decisive results.
(See FM 1-06 for additional information.)
PERSONNEL SERVICES
9-5. Personnel servicesare sustainment functions that man and fund the force, maintain Soldier and Family
readiness, promote the moral and ethical values of the nation, and enable the fighting qualities of the Army
(ADP 4-0). It includes essential personnel services such as evaluations, leaves and passes, awards and
decorations, rest and recuperation, postal, personnel accountability, casualty operations, and personnel
management. Personnel services within the BCT include the following:
(cid:122) Human resources support. (See FM 1-0.)
(cid:122) Legal support. (See FM 1-04.)
(cid:122) Religioussupport. (See FM 1-05.)
HEALTHSERVICE SUPPORT
9-6. Health service supportencompasses all support and services performed, provided, and arranged by the
Army Medical Department to promote, improve, conserve, or restore the mental and physical well-being of
personnel in the Army. Additionally, as directed, provide support in other Services, agencies, and
organizations. This includes casualty care (encompassing a number of Army Medical Department
functions—organic and area medical support, hospitalization, the treatment aspects of dental care and
behavioral/neuropsychiatric treatment, clinical laboratory services, and treatment of chemical, biological,
radiological, and nuclear patients), medical evacuation, and medical logistics (FM 4-02). Health services
support elements provide health service support within maneuver units of the BCT and the brigade support
medical company (known as BSMC) of the BSB. (See FM 4-02 for additional information.) Health service
support within the BCT, and support and services to the BCT include the following:
(cid:122) Casualty care—(See ATP 4-02.3 and ATP 4-02.5.)
(cid:131) Organic medical support.
(cid:131) Area medical support.
(cid:131) Hospitalization.
(cid:131) Dental treatment.
(cid:131) Behavioral health.
(cid:131) Clinical laboratory services.
(cid:131) Treatment of chemical, biological, radiological, and nuclear (CBRN) patients. (See
ATP4-02.7.)
(cid:122) Medical evacuation. (See ATP 4-02.2.) |
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(cid:122) Medical logistics. (See ATP 4-02.1.)
PRINCIPLES OF SUSTAINMENT
9-7. The principles of sustainment are essential to maintaining combat power, enabling strategic and
operational reach, and providing Army forces with endurance. While these principles are independent, they
are also interrelated. The BCT commander and staff use the eight guiding principles of sustainment
(integration, anticipation, responsiveness, simplicity, economy, survivability, continuity, and improvisation)
to shape the sustainment support to ensure freedom of action and prolongedendurance throughout the BCT.
The principles of sustainment and the principles of logistics are the same. (See ADP 4-0 and FM 4-0 for
additional information.)
PRINCIPLES OF FINANCIAL MANAGEMENT
9-8. Similar to sustainment, there are six financial management principles: stewardship, synchronization,
anticipation, improvisation, simplicity, and consistency. These principles are critical to maintaining combat
power, operational reach throughout the levels of war, and the endurance of the BCT. Although independent
of one another, these principles must be integrated in the planning and execution of financial management
operations at echelons above and below the BCT. This integration facilitates the optimal allocation of
financial resources to accomplish the BCT’s mission. (See FM 1-06 for additional information.)
PRINCIPLES OF PERSONNEL SERVICES
9-9. The principles of personnel services guide the functions for maintaining Soldier and Family support,
establishing morale and welfare, funding the force, and providing personallegal services to personnel. They
are in addition to the principles of sustainment and complement logistics by planning for and coordinating
efforts that provide and sustain personnel. The following principles are unique to personnel services—
synchronization, timeliness, accuracy, and consistency—and contribute to current and future BCT
operations. These principles ensure personnel services effectively align with military actions in time, space,
purpose and resources as well as ensuring decision makers within the BCT have access to relevant personnel
services information and analysis. The stewardship of limited resources and the accuracy of information have
an impact on the BCT commander and staff along with other decision makers within and above the BCT.
Consistency ensures uniform and compatible guidance and personnel services to forces across all levels of
operations. (See ADP 4-0 and FM 1-0 for additional information.)
PRINCIPLES OF THE ARMY HEALTH SYSTEM
9-10. The six principles of the Army Health System (AHS) are the foundation—enduring fundamentals—
upon which the delivery of health care in a field environment is founded. Conformity, proximity, flexibility,
mobility, continuity, and control are the principles that guide medical planning in developing health service
support (see ATP 4-02.3) and force health protection (see ATP 4-02.8) missions, which are effective,
efficient, flexible, and executable. These missions support the BCT commander’s scheme of maneuver while
retaining a focus on the delivery of health care. The AHS principles apply across all medical functions. They
are synchronized through medical command and control and close coordination of all deployed medical
assets through operational and medical channels.
Note.The AHS includes both health service support and force health protection. The health service
support mission is part of the sustainment warfighting function. The force health protection
mission falls under the protection warfighting function. (See FM 4-02for additional information
on the principles of the AHS.)
SECTION II – SUSTAINING THE BRIGADE COMBAT TEAM
9-11. Sustainment based on an integrated process, (people, systems, materiel, health services, and other
support) links sustainment to operations. Sustaining the BCT in austere environments, often at the ends of |
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extended lines of communications, requires a logistics network capable of projecting and providing the
support and services necessary to ensure freedom of action, extend operational reach, and prolong endurance.
Success will require deployment and distribution systems capable of delivering and sustaining the BCT from
strategic bases to points of employment within and throughout the operational area at the precise place and
time of need.
SUSTAINMENT STAFF
9-12. The BCT commander and staff integrate forces, the operational plan, and existing and available
logistics and services to ensure that the BCT can win across the range of military operations. The sustainment
staff plans, directs, controls and coordinates sustainment in support of those operations. The following
proponents make up the sustainment staff within the BCT headquarters.
EXECUTIVE OFFICER
9-13. The BCT executive officer (XO) provides oversight of operations and sustainment planning for the
BCT commander. The XO directs, coordinates, supervises and synchronizes the work of the staff to ensure
the staff is integrated and aligned with the BCT commander’s priorities. (See chapter 4 for additional
information.) The XO’s primary sustainment duties and responsibilities in relation to sustainment operations
include—
(cid:122) Ensuring the concept of support is synchronized with the scheme of maneuver in-depth.
(cid:122) Providing oversight over the maintenance status of the BCT.
(cid:122) Setting priorities for the BCT staff sustainment cell (personnel staff officer [S-1], logistics staff
officer [S-4], signal staff officer [S-6], specifically, all matters concerning sustainment network
operations, financial management staff officer [S-8],surgeon, and chaplain).
(cid:122) Monitoring contract operations for the BCT.
LOGISTICS STAFFOFFICER
9-14. The BCT S-4 is the coordinating staff officer for logistical planning and operations. The S-4 provides
staff oversight to BCT units in the areas of supply, maintenance, transportation, and field services. The S-4
is the BCT staff integrator between the BCTcommander and the BSB commander who executes sustainment
operations for the BCT. (See chapter 4for additional information.) Primary duties and responsibilities include
but are not limited to—
(cid:122) Developing the logistics plan, in coordination of the BSB commander and support operations
office, to support BCT operations and determining support requirements necessary to sustain BCT
operations.
(cid:122) Coordinating support requirements with the division assistant chief of staff, logistics and BCT
support operations section on current and future support requirements and capabilities.
(cid:122) Conducting sustainment preparation of the operational environment.
(cid:122) Managing the logistics status (known as LOGSTAT) report for the BCT.
(cid:122) Monitoring and analyzing equipment readiness status of all BCT units.
(cid:122) Requesting transportation to support special transportation requirements such as casualty
evacuation and troop movement.
(cid:122) Determining BCT requirements for all classes of supply, food preparation, water purification,
mortuary affairs, aerial delivery, laundry, shower, and clothing/light textile repair. (See FM 4-0.)
(cid:122) Recommending sustainment priorities and controlled supply rates to the commander.
(cid:122) Monitoring and enforcing the BCT command supply discipline program throughout all phases of
the operation.
(cid:122) Managing organizational and theater provided equipment assigned to the BCT.
(cid:122) Planning for inter-theater movement and the deployment of BCT personnel and equipment. |
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PERSONNEL STAFFOFFICER
9-15. The BCT S-1 is the principle staff advisor to the BCT commander for all matters concerning human
resources support. The function of the BCT S-1 section is to plan, provide, and coordinate the delivery of
human resources support, services, or information to all assigned and attached personnel within the BCT and
subordinate units. The BCT S-1 may coordinate the staff efforts of the BCT equal opportunity, inspector
general, and morale support activities. (See chapter 4for additional information.) The S-1’s primary duties
and responsibilities include but are not limited to—
(cid:122) Maintaining unit strength and personnel accountability statuses.
(cid:122) Preparing personnel estimates and annexes.
(cid:122) Planning casualty replacement operations.
(cid:122) Assisting the support operation officer plan detainee, and dislocated civilian movement.
(cid:122) Planning the BCT postal operation plan.
(cid:122) Conducting essential personnel services for the BCT.
FINANCIAL MANAGEMENT OFFICER
9-16. As the principal financial management (resource management and finance operations) advisor to the
commander, the financial management officer directs, prioritizes, and supervises the operations and functions
of the BCT S-8staff section. In coordination with the assistant chief of staff financial management, the S-8
establishes and implements command finance operations policy. The S-8 works with the servicing legal
representative for advice regarding laws and financial management regulations governing obligations,
expenditures, and limitations on the use of public funds. The S-8 coordinates financial management policies
and practices with the U.S. Army financial management command to ensure guidance is according to
Department of the Army mandates. (See chapter 4 for additional information.) Primary duties and
responsibilities include but are not limited to—
(cid:122) Identifying, certifying, and managing funds available for immediate expenses.
(cid:122) Integrating all financial management requirements into operational planning.
(cid:122) Utilizing staff, commanders, training calendar, fiscal triad, and analysis of total cost to develop
funding requirements and submit requirements to higher headquarters.
(cid:122) Receiving, developing, and disseminating financial management guidance at the BCT echelon.
(cid:122) Monitoring and reporting status of funding.
(cid:122) Submitting and monitoring the status of requirements packets and spending plans to the
appropriate board.
(cid:122) Coordinating contracting and financial management disbursing support for field ordering officers
and pay agents.
(cid:122) Managing the Government Purchase Card Program.
(cid:122) Serving as the coordinator for the Managers’ Internal Control Program.
(cid:122) Monitoring execution of the BCTs contract expenditures.
SIGNAL STAFF OFFICER(MATTERSCONCERNING SUSTAINMENT NETWORK OPERATIONS)
9-17. The BCT S-6 is the principle staff officerfor all matters concerning sustainment network operations,
jointly consisting of Department of Defense information network (DODIN) operations, applicable portions
of the defensive cyberspace operations, and sustainment. The S-6 is critical to ensure planning includes all
considerations for maintaining communications throughout an operation. Primary network sustainment
duties and responsibilities include but are not limited to—
(cid:122) Modernization.
(cid:122) Resource availability.
(cid:122) Technical data and intellectual property.
(cid:122) Supply chain-hardware and software.
(cid:122) Network force structure implications.
(cid:122) Interoperability (for unified action partners). |
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ASSISTANT BRIGADE ENGINEER
9-18. The assistant brigade engineer (known as ABE) oversees any contract construction activity planning,
preparation, and execution in support of the S-4 contracting support plan. The ABE, in coordination with the
brigade engineer battalion (BEB), and any additional supporting engineer units, assist in providing technical
engineer oversight of contract construction activities within the BCT, unless assigned to other engineer assets
outside of the BCT, for example—a forward engineer support team—main or the U.S. Army Corps of
Engineers. The ABE, in coordination with the BEB commander, develops and oversees the details and scope
of work, and submission of the BCT’s contract construction requirements. (See ATP 3-34.22 for additional
information.)
SURGEON
9-19. The BCT surgeon serves as the personal staff officer responsible for health service support and is the
advisor to the commander on the physical and mental health of the BCT. The surgeon manages health service
support activities and coordinates implementation through the BCT operations staff officer (S-3). The
surgeon provides health service support and force health protection mission planning to support BCT
operations. (See chapter 4for additional information.) Primary duties and responsibilities include but are not
limited to—
(cid:122) Planning casualty care and area support medical treatment.
(cid:122) Planning medical evacuation (ground and air).
(cid:122) Planning dental care (operational dental care and emergency dental care).
(cid:122) Coordinating medical logistics (class VIII, medical supplies, blood management, and field level
and sustainment support medical maintenance, see ATP 4-02.1).
(cid:122) Planning for brigade behavioral health/neuropsychiatric treatment.
(cid:122) Advising the commander on treating patients contaminated with CBRN hazards and those
potentially exposed.
(cid:122) Planning and coordinating force health protection activities (preventive medicine, medical
surveillance, occupational and environmental health, and field sanitation).
(cid:122) Planning and coordinating for combat and operational stress control.
(cid:122) Planning and coordinating veterinary services, dental services, and laboratory services.
(cid:122) Advising on medical humanitarian assistance.
(cid:122) Advising the command on the brigade health status, and the occupied or friendly territory’s health
situation within the command’s assigned area of operations.
(cid:122) Identifying potential medical hazards associated with the geographical locations and climatic
conditions with the BCT’s area of operations.
CHAPLAIN
9-20. The BCT chaplain and religious affairs noncommissioned officer provides religious support to the
command group and brigade staff and exercises technical supervision over religious support by subordinate
unit ministry teams. Chaplains personally deliver religious support. They have dual roles: religious leader
and religious staff advisor. The chaplain as a religious leader executes the religious support mission to ensure
the free exercise of religion for Soldiers, Families, and authorized civilians. As a personal staff officer, the
chaplain advises the commander and staff on religion, morals, morale, and ethical issues, both within the
command and throughout the area of operations.(See chapter 4for additional information.) Primary duties
and responsibilities include but are not limited to—
(cid:122) Developing plans, policies, and programs for religious support.
(cid:122) Coordinating and synchronizing area and denominational religious support coverage.
(cid:122) Coordinating and synchronizing all tactical, logistical, and administrative actions for religious
support operations. |
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BRIGADE SUPPORT BATTALION
9-21. As the BCT commander’s primary sustainment organization, the BSB provides logistics and AHS to
ensure freedom of action, extend operational reach, and prolong endurance to achieve success across the
range of military operations. The BSB provides the BCT commander with increased flexibility to organize
support for the BCT and to weight the sustainment effort by leveraging all BSB capabilities. The BSB in
each of the different types of BCTs (Infantry brigade combat team [IBCT], Stryker brigade combat team
[SBCT], and Armored brigade combat team [ABCT]) are similar in design with differences based on the type
of BCT supported. Through the BSB’s six forward support companies (FSCs), distribution company, field
maintenance company, and BSMC, the BSB supports each maneuver battalion and squadron, the BEB, and
the field artillery battalion within the BCT. Figure 9-1 depicts a typical BSB’s task organization in support
of a BCT.
Figure 9-1. Brigade support battalion
9-22. The BSB supports the BCT’s execution of all assigned operations. The BSB commander and staff plan,
prepare, execute, and continuously assesses (in conjunctionwith the BCT commander and staff), sustainment
operations in support of the BCT. The BSB provides supply class I (subsistence), class II (clothing, individual
equipment, tentage, tool sets, and administrative and housekeeping supplies and equipment), class III
(petroleum, oils, and lubricants [POL]), class IV (construction and barrier materiel), class V (ammunition),
class VIII (medical), and class IX (repair parts); distribution support, food service support; and Roles 1 and
2 AHS support, and field maintenance and recovery. The BSB coordinates with division for sustainment
requirements beyond its capability. (See ATP4-90 for additional information.)
BRIGADE SUPPORT BATTALION COMMANDER
9-23. The BSB commander is the BCT’s senior logistician. The BSB commander is responsible for
sustainment synchronization and execution across the BCT’s area of operations. The BSB commander,
supported by the staff, uses the operations process to drive the conceptual and detailed planning necessary to
understand, visualize, and describe the operational environment; make and articulate decisions; and direct,
lead, and assess sustainment operations. The BSB commander executes the BCT’s concept of support and |
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advises the BCT commander on all aspects of sustainment support to the BCT. The BSB commander coaches
both the BSB and BCT staff on the importance of synchronized logistics and health service support.
9-24. As the senior logistics commander charged with responsibility to sustain the BCT, the BSB commander
must retain the ability to surge, mass, and reallocate logistics capabilities according to the BCT commander’s
intent and concept of the operation. The BSB commander makes recommendations to the BCT commander
on the task organization for support to each maneuver battalion and squadron,the BEB, and the field artillery
battalion.
SUPPORT OPERATIONS OFFICER
9-25. The support operations officer is assigned to the BSB and is not part of the BCT staff. However, the
support operations officer serves as the principal staff officer responsible for synchronizing BSB sustainment
operations for all units assigned or attached to the BCT. The support operations officer is responsible for
applying sustainment capabilities against BCT requirements. The support operations officer conducts short
and midrange planning (hours, days) and oversees the BSB’s execution of the sustainment plan developed
with the BCT S-4. The support operations officer also serves as the interface between supported units and
the division sustainment brigade (known as DSB) and is responsible for coordinating support requirements
with the DSB support operations section.
9-26. The support operations officer plans and coordinates orders published by the BSB S-3 for execution
by all subordinate BSB units including the FSCs depending on the command relationship during the
performance of current operations. These orders can include a synchronization matrix outlining the plan for
execution. This enables the BCT S-4 and all subordinate BSB units to know the brigade support plan. The
BSB support operations officer uses the LOGSTAT to update the logistics synchronization matrix. The
updated LOGSTAT and logistics synchronization matrix complement paragraph 4 and Annex F of the
operation order, or fragmentary order. (See ATP 4-90 for additional information.) The support operation
officer’s responsibilities include but are not limited to—
(cid:122) Developing the BSB concept of support and the distribution or logistics package (LOGPAC) plan.
(cid:122) Coordinating external support requirements with the BCT S-4, division assistant chief of staff,
logistics, and supporting DSB.
(cid:122) Planning, preparation, and oversight of logistics and AHS support tasks during BSB operations
within the BCT’s area of operations.
(cid:122) Maintaining a common operational picture (COP) for logistics within each formation and
throughout the BCT to ensure timely delivery of required support.
(cid:122) Coordinates support for all units assigned or attached to the BCT.
(cid:122) Advisor to the BCT commander for aerial delivery support.
(cid:122) Plans and coordinates orders published by the BCT S-3 for execution by all subordinate BSB units,
including the FSC, during current operations.
(cid:122) Performs sustainment preparation of the operational environment and advises the commander on
the relationship of support requirements.
(cid:122) Plans and monitors support operations and makes necessary adjustments to ensure the BSB meets
support requirements.
(cid:122) Provides the status of commodities and materiel as required, updating LOGSTAT report.
(cid:122) Providing centralized and integrated planning for all support operations within the BCT (structure
varies by type of unit and generally includes transportation, maintenance, ammunition, AHS’s
support and distribution operations).
(cid:122) Managing the BCT’s maintenance readiness.
SUSTAINMENT AUTOMATION SUPPORT MANAGEMENT OFFICE
9-27. The sustainment automation support management office plans, prepares, executes, and sustains the
tactical sustainment information systems network to meet the challenges in all environments. As the network
administrator, the sustainment automation support management office will manage network configuration
and supervise access operations related to supported units. Sustainment automation support management |
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office coordinates with the S-6 to integrate into the BCT communications and electromagnetic warfare (EW)
planto ensure security and use of its vital functions.
FORWARD SUPPORT COMPANIES
9-28. The BSB has six organic FSCs that provide direct support to each of the BCT maneuver battalions and
squadron, the field artillery battalion, and the BEB. The FSCs are the link from the BSB to the supported
battalions and squadron and are the organizations that provide the BCT the greatest flexibility for providing
logistics support. Each FSC is organized to support a specific combined arms, Infantry, Stryker, engineer,
and field artillery battalion or Cavalry squadron. FSCs provide field feeding, bulk fuel distribution, general
supply, ammunition, and field-level maintenance support to its supported unit. FSCs are structured similarly
BCT types with the most significant differences in the maintenance capabilities.
9-29. The battalion or squadron S-4 is responsible to generate the support requirements for the battalion or
squadron and creates their sustainment concept of support. The FSC commander can assist or provide
feasibility guidance to the battalion or squadron S-4 for their concept of support as required and on a limited
basis. The FSC commander is not a battalion staff officer. The FSC commander is responsible for executing
logistics support in accordance with the BSB and supported commander’s guidance and the BCT concept of
support. Integrating the logistics plan early into the supported battalion’s or squadron S-3’s operational plan
will help to mitigate logistic shortfalls and support the commander to seize, retain, and exploit gains.
9-30. FSCs receive technical logistic directions from the BSB commander. This allows the BSB commander
and the BSB support operations officer to task organize the FSCs and cross level assets amongst FSCs when
it is necessary to weight logistics support to the BCT. The task organization of the FSCs is a collaborative,
coordinated effort that involves analysis by the staff and consensus amongst all commanders within the BCT.
The BSB provides administrative support, limited logistic support, and technical oversight to the FSCs.
9-31. The BCT commander may attach or place an FSC (organic to the BSB) under operational control
(OPCON) of their respective supported battalion or squadron based on the mission variables of mission,
enemy, terrain and weather, troops and support available, time available, civil considerations (METT-TC).
Upon the advice of the BSB commander, the BCT commander decides to establish these types of command
relationships. The FSC attachment or OPCON to its supported battalion or squadron is generally limited in
duration and may be for a specific mission or phase of an operation. Regardless of what command and support
relationship the BCT commander determines for the FSCs, the BSB commander and staff retain the channels
for technical supervision, advice, and support for logistics functions within the BCT (see ADP3-0).
9-32. FSCs normally operate in close proximity to their supported battalion or squadron. The location of the
FSC commander and the distance separating the FSC and the battalion is METT-TC dependent, with
command and control, logistics asset protection, and required resupply turnaround times being key
considerations.
9-33. The supported battalion may divide the FSC on the battlefield with some elements collocated with the
supported unit and some elements located in the brigade support area (BSA). For example, it may be desirable
to locate the FSC field maintenance teams with the supported unit and the remainder of the FSC in the BSA.
The FSC commander in collaboration with the BSB commander and supported unit commander determines
the task organization for the mission. FSC employment considerations include—
(cid:122) Location, time, and distance of the FSC in relation to the supported battalion or squadron.
(cid:122) Decision to separate elements of the FSC by platoon or other sub elements into multiple locations.
(cid:122) Benefits of locating FSC elements in the BSA.
(cid:122) Benefits of collocating battalion staff sections with the FSC.
(cid:122) Benefits of collocating battalion medical elements with the FSC.
(cid:122) Security of the FSC locations and during movement.
(cid:122) Establishment and location of a maintenance collection point.
9-34. The FSCs have a headquarters section, a distribution platoon, and a maintenance platoon. The
headquarters' food service section provides class I support, food service, and food preparation for the
company and its supported battalion. The food service section prepares, serves,and distributes the full range
of operational rations. |
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9-35. The distribution platoon of the FSC oversees LOGPAC operations and manages the distribution of
supplies coming from or passing through the FSC in support of its battalion or squadron. The distribution
platoon conducts replenishment operations and provides general supplies, fuel, and ammunition to its
supported unit. The FSC distribution platoon consists of a platoon headquarters and four squads that can be
task organized todistribute classes II, III, IV, V, and VII. FSCs’ maintenance platoons vary based upon the
equipment and major weapon systems of the supported unit.
9-36. The maintenance platoon of the FSC performs field-level maintenance, maintenance management
functions, dispatching, and scheduled maintenance operations for their supported battalion and squadron and
FSC vehicles and equipment. The platoon consists of the platoon headquarters section, maintenance control
section, maintenance section, service and recovery section, and the field maintenance teams. The FSC
maintenance platoon establishes the maintenance collection point and provides vehicle and equipment
evacuation and maintenance support to the field maintenance teams. The maintenance collection point is
normally located near or collocated with the combat trains for security and should be on or near a main axis
or supply route. Field maintenance teams evacuate vehicles and equipment that require evacuation for repair
and return, have an extended repair time, or when the vehicle or equipment exceeds its maintenance
capabilities and augmentation is necessary.
9-37. Mechanics for combat systems (M1, M2, M109, and Strykers) are only found in the FSCs, and only
by exception in the BSB field maintenance company. The FSC evacuates nonmission capable equipment
from the forward line of troops, company trains, and combat trains to the FSC in the field trains or BSA,
however,the BSB will need to task organize mechanics from the FSCs to be able to affect repairs.
DISTRIBUTION COMPANY
9-38. The BSB’s distribution company is the primary supply and transportation hub of the BCT. It provides
the supply and transportation components of logistics support to the BCT. The distribution company consists
of a transportation platoon, a supply platoon, and a water and petroleum platoon and manages the distribution
of supplies to the BCT. The company manages the distribution of supplies to the BCT and provides
distribution capability forclasses I, II, III (bulk and packaged), IV, V, VII, IX, and water.
9-39. The distribution company provides supply support through the FSCs and normally operates within the
designated BSA. The BEB’s FSC provides supply support to the BCT headquarters.
9-40. The transportation platoon of the distribution company provides transportation support to the BCT and
distribution of supplies to the various FSCs. Of particular note, the transportation platoon cannot provide
troop transport for the IBCT. When troop transport is required that is not within the capability of the
transportation platoon, the support operations officer and BCT S-4 coordinates with the division assistant
chief of staff, logistics and DSB for support.
9-41. The supply platoon of the distribution company provides classesI, II, III packaged, IV, V, VII, and IX
support to the BCT through a multiclass supply support activity (SSA) and an ammunition transfer and
holding point. The multiclass SSA receives, stores, and issues supply classes I, II, III packaged, IV, VII, and
IX.The SSA is capable of handling retrograde of serviceable and unserviceable materiel.
9-42. The ammunition transfer and holding point section supports the BCT with class V and operates the
BCT ammunition transfer and holding point. The ammunition transfer and holding point receives,
temporarily stores, and issues class V. The ammunition transfer and holding point transfers munitions to BSB
transportation assets and, if the situation dictates, holds ammunition for supported units and provides this
ammunition to the supported units FSCs.
9-43. The water and petroleum platoon provides water and petroleum distribution for the BCT. The platoon
does not provide a water purification or petroleum storage capability. If the BCT requires water purification
or petroleum storage, the BSB must coordinate for this support. The lack of water purification or petroleum
storage is particularly important in the planning phase of operations, and the BSB must plan for water and
petroleum support from their supporting DSB. As the operational plan develops, the BSB must continually
update their supporting division sustainment support battalion (known as DSSB) and DSB to ensure seamless
water and petroleum support and continued momentum. |
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FIELDMAINTENANCE COMPANY
9-44. The field maintenance company provides field-level maintenance support to the BCT. Field-level
maintenance is on or near system maintenance, often using line replaceable unit and component replacement,
in the owning unit, using tools and test equipment found in the unit. Field-level maintenance is not limited to
remove and replace actions, but also allows for repair of components or end items on or near system.
Field-level maintenance includes adjustment, alignment, service, applying approved field-level modification
workorders as directed, fault/failure diagnoses, battle damage assessment, repair, and recovery.
9-45. The field maintenance company provides lift capabilities, recovery of organic equipment, additional
recovery support to supported units, and support of maintenance evacuation. Field-level maintenance is
always repair and return to the user and includes maintenance actions performed by operators. The company
provides limited maintenance support to the FSCs for low-density commodities such as communications,
electronics, and armament equipment. The field maintenance company normally operates within the
designated BSA.
BRIGADE SUPPORT MEDICAL COMPANY
9-46. The BSMC provides Role 1 (unit level medical care) and Role 2 (basic primary care) AHS support to
all BCT units operating within the BCT area of operations as well as on an area basis to units outside the
BCT. (See ATP 4-90.) The BSMC normally operates within the designated BSA.
9-47. The BSMC evacuates, receives, triages, treats, and determines the disposition of patients based upon
their medical condition. This includes tactical combat casualty care (TCCC), primary, and emergency
treatment, including basic primary care. The BSMC provides an increased medical capability with the
addition of x-ray, laboratory, combat operational stress control, and dental services and has limited inpatient
bed space (20 cots) for holding patients up to 72 hours. The BSMC may be augmented with a forward surgical
team (known as FST) or forward resuscitative and surgical team capability based upon mission requirements.
Notes. TCCC is prehospital care provided in a tactical setting. TCCC (first responder capability)
occurs during a combat mission and is the military counterpart to prehospital emergency medical
treatment. TCCC is divided into three stages: care under fire, tactical field care, and tactical
evacuation. (See FM 4-02 for additional information.)
The mission of the FST is to provide a rapidly deployable urgent initial surgical service forward
in a BCT or at echelons above brigade. The FST is a 20-Soldier team, which provides far forward
surgical intervention to render nontransportable patients sufficiently stable to allow for medical
evacuation to a Role 3 hospital. Surgery performed by the FST is resuscitative surgery—urgent
initial surgery required to render a patient transportable for further evacuation to a medical
treatment facility staffed and equipped to provide for the patient’s care. Patients remain with the
FST until they recover from anesthesia and once stabilized, they are evacuatedas soon as possible.
The FST is not a self-sustaining unit and must be deployed with or attached to a medical company
or hospital for support.
The mission of the forward resuscitative and surgical team is to provide a rapidly deployable
damage control resuscitation process and damage control surgery forward in a BCT or at echelons
above brigade. The forward resuscitative and surgical team is a 20-Soldier team, which provides
far forward resuscitative surgical intervention to render nontransportable patients sufficiently
stable to allow for medical evacuation to a Role 3 hospital. The forward resuscitative and surgical
team provides the capability to perform resuscitative surgery (often referred to as damage control
surgery) within the area of operations. Damage control resuscitation is a medical process that
prevents or mitigates hypothermia, acidosis, and coagulopathy through combined treatment
paradigms. Damage control surgery is rapid initial control of hemorrhage and contamination with
surgical packing and temporary closure, followed by resuscitation in the intensive care unit and
subsequent surgical exploration and definitive repair once normal physiology has been restored.
(See FM4-02 for additional information.) |
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SPECIAL CONSIDERATIONS FOR AREA SUPPORT
9-48. The BSB provides area support to units, not organic to the BCT, when tasked by the BCT commander.
Area support is a task assigned to a sustainment unit directing it to support units in or passing through a
specified location (ATP 4-90). The BSB is not organically equipped or intended to provide area support to
non-BCT units for long-term operations, but mission will often require the BSB to provide support to units
operating in the BCT area of operations. The BSB provides area support on an exception basis when they
have the capability and capacity to do so. Units in the BCT’s area of operations vary widely in type and size,
such as aviation assets or special forces units. These increased support requirements put a greater burden on
the BCT and BSB sustainment staffs and assets. Requirements to support various, and sometimes-unique
elements, create complex problem sets for BSB commander or support operations officer. When tasked to
provide support to non-BCT units and support requirements exceed capabilities, the S-4 and BSB must
coordinate with division,and the DSB. (See ATP4-90 and FM4-0.)
Note.While BSBs will often have a need to support non-BCT units, it is important to remember,
a BSB’s capacity is purposely limited in order to maintain its mobility. Any significant increase
in support requirements could have negative effects on the BSB’s primary mission to the BCT.
9-49. Army special operations forces are an example of units that may operate or transit through the BCT’s
area of operations but not in direct support of the BCT. Special operations units have organic support
capabilities but are reliant upon regional or combatant command theater of operations infrastructure. These
units may rely on the BSB to provide area support to special operations forces operating in the BCT area of
operations. The BSB support operations officer, in conjunction with the BCT S-4, will coordinate support as
required. (See ATP 3-05.40 for additional information.)
9-50. The BCT will often operate with unified action partners. When the BCT receives capabilities attached
from the unified action partner, the BSB support operations officer must understand the task organization
and the command relationship, often detailed in an Acquisition Cross-Servicing Agreement. The support
operations officer coordinates with supporting organizationson what organic support they are bringing with
them. The support operations officer employs those capabilities so that they integrate with BSB capabilities.
In the event the unified action partners arrive with no support, the BSB support operations officer coordinates
with the DSB for additional capabilities. (See FM 4-0, JP 3-08, and JP 3-16 for additional information.)
OPERATION PROCESS
9-51. BCT planners and staff fully integrate sustainment planning throughout the operations process with
the sustainment concept of support synchronized within the BCT’s concept of operations. Planning is
continuous and concurrent with ongoing support preparation, execution, and assessment. The BSB must
conduct parallel planning with the BCT staff in order to provide a supportability analysis for each course of
action (COA) to ensure all COAs are feasible. The BSB commander develops mutual trust and cohesion by
clearly communicating the BCT commander’s intent through mission-type orders and encouraging
acceptable risk-identified by the commander, while providing innovative solutions to logistic, financial,
personnel, and health services support to the BCT. Key sustainment planners at all levels, ethically,
effectively, and efficiently manage the resources entrusted to them. They actively participate in the military
decision-making process (MDMP) to include war-gaming. Through a running estimate, sustainment planners
continually assess the current situation to determine if the current operation is proceeding according to the
commander’s intent and if planned future operations are supportable. (See chapter 4for information on the
operations process.)
PLANNING
9-52. Sustainment planning supports operational planning (including branch and sequel development) and
the targeting process. Sustainment planning is a collaborative function primarily performed by key members
of the BCT and battalion staffs (XO, S-4, S-1, surgeon, and chaplain) and BSB staff (support operations
officer and S-3). Sustainment planners and operators must understand the mission statement, the
commander’s intent, and the concept of operations to develop a viable and effective concept of support. |
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Sustainment preparationof the operational environment is the analysis to determine infrastructure, physical
environment, and resources in the operational environment that will optimize or adversely impact friendly
forces means for supporting and sustaining the commander’s operations plan (ADP 4-0).
9-53. The BCT S-4 is the lead planner for sustainment within the BCT staff. The BCT S-1, the surgeon, and
chaplain assist the S-4 in developing the BCT concept of support. Representatives from these and other
sections form a sustainment planning cell at the BCT main command post (CP) ensure sustainment plans are
integrated fully into all operations planning. Sustainment standard operating procedures (SOPs) within the
BCT should be the basis for sustainment operations, with planning conducted to determine specific
requirements and to prepare for contingencies. The BCT S-4 is responsible for producing the sustainment
paragraph and annexes of the operation order. The BSB support operations officer may assist the S-4 in
writing Annex F of an operation order.
Concept of Support
9-54. The BCT S-4 is responsible for developing the BCT sustainment concept of support. The BCT
sustainment concept of support describes how sustainment support will be executed during the operation.
Once approved by the BCT commander, the BCT S-4 briefs the concept of support to all commanders and
staffs to ensure a shared understanding across the BCT. The BSB commander executes the BCT sustainment
concept of support. The BSB commander (through the support operation officer) is responsible for the BSB’s
concept of support, which will ultimately tell subordinate BSB units (to include FSCs) how they are going to
execute the BCT concept of support.
9-55. The sustainment concept of support is a written andgraphical representation of how Army logisticians
intend to provide sustainment and integrate support with the maneuver force’s concept of operations for an
operation or mission. The sustainment concept of support is the BSB’s concept of operations for an operation
or mission. It identifies the logistics requirements for an operation, the priority of support by phase of the
operation (established by the BCT commander), and the forecasted receipt of resupply from the DSB.
9-56. The sustainment concept of support establishes priorities of support (by phase or before, during, and
after) for the operation and gives the BSB commander the authority to weight support organizations and task
organize accordingly. The commander sets these priorities for each level in the commander’s intent statement
and in the concept of operations. Priorities include such items as personnel replacements; maintenance and
evacuation by unit and by system (air and surface systems are given separate priorities); fuel and ammunition;
road network use by unit and commodity; and any resource subject to competing demands or constraints. To
establish the concept of support, sustainment planners must know—
(cid:122) Subordinate units’ missions.
(cid:122) Times missions are to occur.
(cid:122) Desired end states.
(cid:122) Schemesof movement and maneuver.
(cid:122) Timing of critical events.
(cid:122) BCT sustainment requirements.
(cid:122) Unit capabilities.
Synchronization of Battle Rhythm and Sustainment Operations
9-57. Commanders and subordinate leaders fully integrate sustainment operations with the BCT battle
rhythm through integrated planning and oversight of ongoing operations. Sustainment and operational
planning, and the targeting process occur simultaneously rather than sequentially. Incremental adjustments
to either the maneuver or the sustainment planduring its execution must be visible to all BCT elements. The
sustainment synchronization matrix and LOGSTAT report initiate and maintain synchronization between
operations and sustainment functions. (See ATP 4-90 for additional information.)
Fusion of Sustainment and Maneuver Situational Understanding
9-58. Effective sustainment operations by the BSB depend on a high level of situational understanding.
Situational understanding enables the BSB commander and staff to maintain visibility of current and |
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projected requirements; to synchronize movement and materiel management; and to maintain integrated
visibility of transportation and supplies. The Joint Capabilities Release (known as JCR), Joint Capabilities
Release-Logistics (known as JCR-Log) Joint Battle Command-Platform, Joint Battle Command-Platform
Logistics, Global Combat Support System-Army (GCSS-Army), Command Post of the Future (known as
CPOF or its replacement Command Post Computing Environment [known as CPCE]), Medical
Communications for Combat CasualtyCare (known as MC4) are some of the fielded systems the BSB uses
to ensure effective situational understanding and logistics support. These systems enable sustainment
commanders and staffs to exercise command and control, anticipate support requirements, and maximize
battlefield distribution.
Reports
9-59. The LOGSTAT is an internal status report that identifies logistics requirements, provides visibility on
critical shortages, allows commanders and staff to project mission capability, and informs the COP. Accurate
reporting of the logistics and AHS support status is essential for keeping units combat ready. Brigade SOPs
establish report formats, reporting times, redundancy requirements, and radio voice brevity codes to keep
logistic nets manageable.
9-60. LOGSTAT reporting begins at the lowest level. The company first sergeant or XO compiles reports
from subordinate elements and completes the unit’s LOGSTAT report. Once completed, units forward
reports to its higher headquarters and its supporting logistics headquarters, to include the FSC and the BSB.
Normally LOGSTATs flow through S-4 channels. The BSB and its subordinate units report on-hand supply
and supply point on-hand quantities.
Note.(See FM 4-0 for an example LOGSTAT format that BCT units may adapt based on type of
unit, on-hand equipment, type or phase of an operation, mission requirements, and commanders’
requirements.) The format is an example spreadsheet for the report. It is nota prescribed format.
Commanders can modify the format and tailor the report to their unit or mission.
9-61. The frequency of a LOGSTAT varies and is dependent on the operational tempo of the BCT or
subordinate units. Typically, units complete a LOGSTAT report twice daily, but during periods of increased
intensity, the commander may require status updates more frequently. As long as automation is available,
LOGSTAT relayed via near-real time automation provides the commander with the most up-to-date
information, ultimately improving the supporting unit’s ability to anticipate requirements.
9-62. Units can complete the LOGSTAT reporting through any means of communication to include written
reports, radio, email, JCR, or CPOF/CPCE. AHS status is typically reported through the MC4 system. The
JCR system helps lower level commanders automate the sustainment data-gathering process. The system
does this through logistics situation reports, personnel situation reports, logistics call for support, logistics
task order messaging, situational understanding, and task management. This functionality affects the
synchronization of all logistics support in the area of operations between the supported and the supporter.
9-63. Sustainment leaders utilize the GCSS-Army to track supplies, spare parts, and the operational readiness
of organizational equipment. GCSS-Army is the tactical logistics and financial system of the U.S. Army.
Within the BCT, supply rooms, motor pools, and the SSA platoon all use GCSS-Army to order supplies and
repair parts,track maintenance status, and manage SSA operations.
9-64. The sustainment staff must proactively identify and solve sustainment issues. This includes—
(cid:122) Using CPOF/CPCE, JCR, JCR-Log, GCSS-Army, and other Army command and control systems
to maintain sustainmentsituational understanding.
(cid:122) Working closely with higher headquarters staff to resolve sustainment problems.
(cid:122) Recommending sustainment priorities that conform to mission requirements.
(cid:122) Recommending sustainment-related commander’s critical information requirements (CCIRs).
(cid:122) Ensuring the staff keeps the commander aware of critical sustainment issues.
(cid:122) Coordinating as required with key automated system operators and managers to assure focus and
continuity of support. |
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9-65. The S-6 and the information systems technician work together to ensure that the CPOF/CPCE, JCR,
JCR-Log, GCSS-Army, and other Army command and control sustainment information systems have
interconnectivity. The BCT S-4, S-1, surgeon, sustainment automation support management office, and BSB
support operations officer monitor the functionality of these systems and implement alternate means of
reporting during degraded communications or as required. The MC4 system supports information
management requirements for the BCT surgeon’s section and the BCT medical units. The BCT uses
sustainment information systems to support mission planning, coordinate orders and subordinate tasks, and
to monitor and ensure mission execution.
PREPARATION
9-66. Preparation for sustainment consists of activities performed by units to improve their ability to execute
an operation. Preparation includes but is not limited to plan refinement, rehearsals, information collection,
coordination, inspections, and movements. Sustainment preparation of the operational environment identifies
friendly resources (host-nation support, contractible, or accessible assets) or environmental factors (endemic
diseasesor climate) that affect sustainment. Factors to consider, although not inclusive, include geography
information and the availability of supplies and services, facilities, transportation, maintenance, and general
skills (such as translatorsorlaborers).
9-67. Sustainment preparation of the operational environment assists planning staffs to refine the
sustainment estimate and concept of support. Sustainment planners forecast and build operational stocks as
well as identify endemic health and environmental factors. Integrating environmental considerations will
sustain vital resources and help reduce the logistics footprint. Sustainment planners take action to optimize
means (force structure and resources) for supporting the commander’s plan. These actions include,
resupplying, maintaining, and issuing supplies or equipment along with any repositioning of sustainment
assets. Additional considerations may include identifying and preparing bases, host-nation infrastructure and
capabilities, operational contract support requirements, and lines of communications.
9-68. Sustainment rehearsals help synchronize the sustainment warfighting function with the BCT’s overall
operation. These rehearsals typically involve coordination and procedure drills for transportation support,
resupply, maintenance and vehicle recovery, and medical and casualty evacuation. Throughout preparation,
sustainment units and staffs rehearse battle drills and SOPs. Leaders place priority on those drills or actions
they anticipate occurring during the operation. For example, a transportation platoon may rehearse a battle
drill on reacting to an ambush while waiting to begin movement. Sustainment rehearsals and combined arms
rehearsals complement preparations for the operation. Units may conduct rehearsals separately and then
combine them into full dress rehearsals. Although support rehearsals differ slightly by warfighting function,
they achieve the same result.
9-69. The sustainment rehearsal validates the logistics synchronization matrix and BSB’s concept of
operations. The rehearsal focuses on the supported and supporting unit with respect to sustainment operations
across time and space as well as the method of support for specific actions during the operation. The
sustainment rehearsal typically occurs after the combined arms rehearsal. The BSB commander hosts the
rehearsal for the BCT commander and XO. The support operations officer facilitates the rehearsal to ensure
rehearsal of critical sustainment events. BCT attendees include the BCT XO, brigade S-1, surgeon, chaplain,
intelligence staff officer (S-2) representatives, S-3 representatives, S-4 representatives, and S-6
representatives. Subordinatebattalion representatives include the BSB commander, BSB command sergeant
major, support operations officer, the BSMC, and each maneuver battalion XO, S-1, S-4, and medical platoon
leader, as well as the FSC commanders, distribution company commander, and support maintenance
company commander. The primary document used at the sustainment rehearsal is the logistics
synchronization matrix. (See chapter 4and FM 6-0 for additional information.)
EXECUTION
9-70. Sustainment plays a key role in enabling decisive action. The BCT commander plans and organizes
sustainment operations to executive a rapid tempo of highly mobile and widely dispersed operations in every
environment across the range of military operations. Sustainment determines the depth and duration of the
BCT operation and is essential to retaining and exploiting the initiative to provide the support necessary to
maintain operations until mission accomplishment. Failure to sustainment operations could cause a pause or |
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culmination of an operation resulting in the loss of the initiative. Sustainment planners and operation planners
work closely to synchronize all of the warfighting function, in particular sustainment, to allow commanders
the maximum freedom of action.
Support to Offensive Operations
9-71. Support to offensive operations is by nature a high-intensity operation that requires anticipatory
support as far forward as possible. The BCT commander and staff ensure adequate support as they plan and
synchronize the operation. Plans should include flexible sustainment capabilities to follow exploiting forces
and continue support. Considerations during execution include—
(cid:122) Establish protection for sustainment units from bypassed enemy forces in a fluid, noncontiguous
area of operations.
(cid:122) Recover damaged vehicles fromthe main or alternate supply route.
(cid:122) Preposition essential supplies far forward to minimize lines of communication interruptions.
(cid:122) Plan increased consumption of petroleum, oils, lubricants, and ammunition.
(cid:122) Anticipate longer lines of communications as the offensive moves forward.
(cid:122) Anticipate poor trafficability for sustainment vehicles across fought over terrain.
(cid:122) Consider preconfigured LOGPACs of essential items.
(cid:122) Anticipate increased vehicular maintenance especially over rough terrain.
(cid:122) Maximize field maintenance teams forward.
(cid:122) Request distribution at forward locations, to include throughput.
(cid:122) Increase use of meals-ready-to-eat or first strike rations.
(cid:122) Use captured enemy supplies, equipment, support vehicles, and petroleum, oils, and lubricants
(test for contamination before use).
(cid:122) Suspend most field service functions except airdrop and mortuary affairs.
(cid:122) Prepare for casualty evacuation (see ATP 4-25.13) and mortuary affairs (see ATP 4-46)
requirements.
(cid:122) Select potential andprojected supply routes, logistics releasepoints (known as LRPs), drop zones,
landing zones andpickup zones, and support areas based on map reconnaissance.
(cid:122) Plan and coordinate support for detainee operations.
(cid:122) Plan replacement operations based on known or projected losses.
(cid:122) Ensure that sustainmentpreparations do not compromise tactical plans such as excess stockpiles
of vehicles and supplies as well as operations security.
Support to Defensive Operations
9-72. The BCT commander positions sustainment assets to support the forces in the defense. Sustainment
requirements in the defense depend on the type of defense. Increased quantities of ammunition and decreased
quantities of fuel characterize most area defenses. Barrier and fortification materiel to support the defense
often has to move forward, placing increased demands on the transportation system. The following
sustainment considerations will apply during operations:
(cid:122) Pre-position ammunition, POL, and barrier materiel well forward.
(cid:122) Make plans to destroy stocks if necessary.
(cid:122) Resupply during limited visibility to reduce the chance of enemy interference.
(cid:122) Plan to reconstitute lost sustainment capability.
(cid:122) Use field maintenance teams from the maintenance collection point to reduce the need to recover
equipment to the BSA.
(cid:122) Consider and plan for the additional transportation requirements for movement of pre-position
barrier materiel, mines, and ammunition.
(cid:122) Consider and plan for sustainment requirements of additional engineer units assigned for
preparation of the defense. |
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(cid:122) Plan for pre-positioning and controlling ammunition on occupied and prepared defensive
positions.
Support to Operations Focused on Stability
9-73. Sustainment while conducting operations focused on stability often involves supporting U.S. and
multinational forces in a wide range of missions for an extended period. Tailoring supplies, personnel, and
equipment to the specific needs of the task is essential for the BCT commander to accomplish the mission.
9-74. The BCT may utilize to a greater extent sustainment support from host nations, contractors, and local
entities. This can reduce dependence on the logistics system, improve response time and free airlift and sealift
for other priority needs. Support may include limited classes of supplies and services (field feeding,
maintenance and repair, sanitation, laundry, and transportation).
9-75. Thelogistics civil augmentation program (LOGCAP) (see ATP 4-10.1) provides the ability to contract
logistics support requirements in a theater of operations. (See AR700-137 for additional information.) The
BCT commander should expect contractors to be involved in operations focused on stability after the initial
response phase. The terms and conditions of the contract establish relationships between the military and the
contractor. The commander and staff planners must assess the need to provide security to a contractor and
designate forces when appropriate. The mission of, threat to, and location of the contractor and designate
forces determines the degree of protection needed.
DISTRIBUTION AND RESUPPLY OPERATIONS
9-76. The BSB support operations officer is the principal staff officer responsible for synchronizing BSB
distribution or resupply operations for all units assigned or attached to the BCT. Distribution encompasses
the movement of personnel, materiel, and equipment insupport of decisive action. Resupply operations cover
all classes of supply, water, mail, and any other items usually requested. The BSB support operations section
is responsible for applying the BSB capabilities against the BCT’s requirements. The BCT S-4 identifies
requirements through daily LOGSTAT reports, running estimates, and mission analysis. Whenever possible,
units conduct resupply on a regular basis, ideally during hours of limited visibility.
METHODS OF DISTRIBUTION
9-77. Distribution is the operational process of synchronizing all elements of the logistic system to deliver
the “right things” to the “right place” at the “right time” to support the commander. The elements of logistics
include maintenance, transportation, supply, field services, distribution, operational contract support, and
general engineering. Distribution is the primary means that enables the other elements of logistics to provide
operational reach, freedom of action, and prolonged endurance. The BSB executes distribution operations
based on supply requirements communicated by their supported units. The BCT and subordinate maneuver
forces communicate their requirements through LOGSTAT reports and other means, from battalion and
squadron S-4s and BCT S-4 through the BSB support operations officer, to the BSB.
9-78. Methods of distribution integrate and synchronize materiel management and transportation. Logistics
planners base the method of distribution decisions on the supported units’ priorities and commodity priorities
specified by the BSB and BCT commanders and described in the operation order and BCT sustainment
concept of support. Sustainment units use the best distribution method dependent on the mission, the urgency
of requirement, the threat, the supported unit’s priority of support,time/distance, and other factors of mission
and operational variables. The two methods of distribution are unit distribution (throughput is considered a
subset of unit distribution) and supply point distribution.
Unit Distribution
9-79. Unit distribution is the routine distribution method the BSB uses to support the BCT. Unit distribution
is a method of distributing supplies by which the receiving unit is issued supplies in its own area, with
transportation furnished by the issuing agency (FM 4-40). In unit distribution, logisticians organize supplies
in configured loads and deliver supplies to one or more central locations. Supply personnel can create unit
load configurations to resupply specific battalion-, company-, or platoon-sized elements depending on the |
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level of distribution needed and mission variables. Unit distribution maximizes the use of the BCT lift
capacity of its transportation assets and minimizes the delivery and turnaround time.
9-80. In each method of distribution, there are multiple techniques for the distribution of supplies, personnel,
and equipment. Logistics units use several techniques for unit distribution such as LRPs and aerial delivery.
It is important to note that many of these techniques such as LRPs and aerial delivery can use a combination
of unit distribution and supply point distribution and, in some cases, each technique can combine the two
distribution methods in the same resupply mission.
Supply Point Distribution
9-81. Supply point distribution is a method of distributing supplies to the receiving unit at a supply point.
The receiving unit then moves the supplies to its own area using its own transportation (FM 4-40). Supply
point distribution requires unit representatives to move to a supply point to pick up their supplies. Unitsmost
commonly execute supply point distribution by means of an LRP.
Note. Within a maneuver company or troop, the first sergeant may replenish subordinate company
elements using various resupply techniques depending on the situation. Subordinate elementsmay
move from their positions to a designated site to feed, resupply, or turn-in damaged equipment.
This is often referred to as a service station technique. This technique is normally used in assembly
areas and when contact is not likely. This technique takes the least amount of time for the unit and
sustainment operators. Conversely, the first sergeant may use unit or support personnel and
vehicles to go to each subordinate element to replenish them. Soldiers can remain in position when
using this technique. This technique is the lengthiest resupply method and may compromise
friendly positions. This is often referred to as the tailgate technique or the in-position resupply.
Throughput Distribution
9-82. Throughput distribution (considered a subset of unit distribution) is a method of distribution which
bypasses one or more intermediate supply echelons in the supply system to avoid multiple handling. The
BSB or a DSSB may conduct throughput distribution in the BCT’s area of operations when needed. An
example ofthroughput distribution is when the BSB’s distribution company bypasses the FSC to distribute
supplies from the BSA directly to maneuver units. Additionally, a DSSB may distribute supplies from an
echelon above brigade SSA to an FSC, bypassing the BSB. Mission variables are the major considerations
for logisticians and operation planners when deciding whether to utilize throughput distribution.
METHODS OF RESUPPLY
9-83. Resupply operations require continuous and close coordination between the supporting and supported
units. The two methods of resupply are planned resupply and emergency resupply. Planned resupply is the
preferred method of resupply. The sustainment concept of support, synchronization matrix, LOGSTAT
reports, and running estimates establish the requirement, timing, and frequency for planned resupply.
Emergency resupply is the least preferred method of supply. While instances of emergency resupply may be
required, especially when combat losses or a change in the enemy situation occurs, requests for emergency
resupply often indicates a breakdown in coordination and collaboration between sustainment and maneuver
forces.
Planned Resupply
9-84. Whenever possible, planned resupply by LOGPAC is conducted on a regular basis and is the preferred
method for thedistribution of supplies. Planned (routine) resupply, conducted based on intelligence provided
by the BSBS-2, through LOGPAC covers all classes of supply, mail, and any other items usually requested.
The LOGPAC, a grouping of multiple classes of supply and supply vehicles under the control of a single
ground convoy commander (see ATP 4-01.45) or through aerial delivery under certain situations (see
ATP4-48), is an efficient method to accomplish routine resupply operations. The key feature is a centrally
organized resupply operation carrying all items needed to sustain the force for a specific period, usually |
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24hours or until the next scheduled LOGPAC. The BCT S-4, in coordination with the support operations
officer, tailors a LOGPAC (commonly referred to as a push package) as much as possible to provide
subordinate units with sufficient quantities of each supply item in anticipation of their requirements.
Emergency Resupply
9-85. Accurate reporting through LOGSTAT reports is critical to reduce the number of required emergency
resupply operations. Poor logistics reporting from units places a burden on the sustainment system by
needlessly putting personnel and equipment at risk through additional resupply operations and degrades the
efficient distribution of supplies across the BCT. Emergency resupply can lead to excess materiel and
needless LOGPAC operations. Emergency resupply that extends beyond BSB capabilities requires
immediate intervention of the next higher command capable of executing the mission.
9-86. When a unit has an urgent need for resupply that cannot wait for a planned LOGPAC an emergency
resupply may involve classes III, V, and VIII, and, on occasion, class I. In this situation, a maneuver battalion
or squadron might use its FSC supply and transportation platoon located in the combat trains to conduct the
resupply. An emergency resupply can be conducted using either supply point orunit distribution. The fastest
appropriate means is normally used, although, procedures may have to be adjusted when in contact with the
enemy.
TECHNIQUES OF RESUPPLY
9-87. In each method of resupply, there are multiple techniques. Logisticians and supported units can use
several techniques for resupply during planned and emergency resupply operations. Units can utilize different
techniques to conduct supply point and unit distribution operations. In many cases, units conduct both supply
point and unit distribution operations during the same resupply technique.
Logistics Package
9-88. The LOGPAC, a grouping of multiple classes of supply and supply vehicles under the control of a
single convoy commander, is a simple and efficient way to accomplish routine, planned resupply. The
LOGPAC resupply convoy utilizes the combat and field trains to echelon sustainment across the battlefield.
Before a LOGPAC, the BSB’s distribution company configures loads for resupply to maneuver battalions in
the BCT. Typically, a platoon leader from the BSB’s distribution company leads a LOGPAC from the BSA.
However, the distribution company from the BSB or the FSC supporting a maneuver battalion or squadron
can conduct the LOGPAC from the BSA depending on mission variables. The BSB or a DSSB may conduct
throughput distribution in the BCT’s area of operations when needed. Scheduled LOGPACs typically contain
a standardized allocation of supplies based on consumption rates of the supported force reported through
LOGSTATS, the sustainment concept of support, and synchronization matrix. The BSB can dispatch an
emergency (sometimes referred to as urgent or immediate) LOGPAC as needed.
9-89. Once received by the FSC, the platoon leader from the FSC’s distribution platoon leads the battalion
LOGPAC. The FSC often breaks the resupply into company-configured loads in the field or combat trains,
and the maneuver battalion can reconfigure loads further at an LRP if necessary and mission variables of
METT-TC allow. Maneuver company or troop representatives can accompany the LOGPAC. The maneuver
company or troop XO or first sergeant meets the LOGPAC at the LRP and escorts the convoy to the maneuver
company or troop’s trains or positions.
9-90. When receiving resupply, FSCs must ensure they have resupplied the maneuver companies to allow
space to receive as many classes of supply as possible. The FSC must especially synchronize classesIII and
V before receiving resupply. The length of time the unit must sustain itself in combat without resupply
determines its combat load. The commander dictates minimum load requirements; however, the commander
or the unit SOPs specifies most items. Specific combat loads vary by mission.
Contingency Resupply
9-91. Contingency resupply is the on-call delivery of prepackaged supplies during the execution phase of an
operation. This type of on call delivery of a prepackaged resupply is generally used to support an operation
of limited duration, such as an air assault or other limited engagement of short duration. Contingencyresupply |
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operations are identified during the MDMP, normally during war gaming as each COA is analyzed.
Contingency resupply differs from a routine (planned) LOGPAC or emergency resupply, in that, before
execution, triggers for delivery are developed to tie contingency resupply operations to the ground tactical
plan. During the planning and preparation phases of the operations process units develop menus for
prepackaged classes of supply to ensure their availability for expedited delivery as needed. A contingency
resupply package can be as simple as a container or bag filled with a small amount of supplies or a unit basic
load prepackaged for delivery when needed. Delivery means (see paragraph 9-100) vary between
rotary-wing, fixed-wing, and ground deliveryassets.
Logistics Release Point
9-92. Maneuver units most commonly execute supply point distribution by means of an LRP. The LRP may
be any place on the ground where distribution unit vehicles take supplies met by the supported unit that then
takes the supplies forward to their unit for subsequent distribution. Units can utilize both supply point and
unit distribution when supplying a force at an LRP. Subsequent distribution below company and troop level
generally involves using a service station or tailgate resupply technique or some combination of both.
9-93. Logisticians and maneuver units use an LRP to maximize efficient use of distribution assets and reduce
how much time and distance the supported unit requires to travel in order to receive supplies. The LRP is
often located between the maneuver battalion or squadron’s combat trains and the company or troop trains.
An LRP is normally established and secured for only a limited duration of time. Resupply at an LRP is a
planned, coordinated, and synchronized operation.
9-94. The FSC commander and battalion or squadron S-4, in coordination with the S-3, plan the location,
timing, and establishment of LRPs for the maneuver battalion and squadron. Planners must consider mission
variables of METT-TC and security considerationswhen determining the LRP’s location.
9-95. Finally, the maneuver force and sustainment planners must consider the timing of LRP operations. An
FSC must deliver supplies to multiple companies during LOGPAC operations. The FSC could possibly
deliver to multiple LRPs depending on the situation and mission variables of METT-TC. There may only be
a small window of time before elements of the LOGPAC must meet to return to the combat trains or BSA.
The maneuver company XO or first sergeant and FSC distribution platoon leader must consider timing of
LRP operations, resupply of vehicles (particularly with classes III and V), and the download of supplies.
Pre-positioned Supplies
9-96. The pre-positioning of supplies is a planned resupply technique that reduces the reliance on traditional
convoy operations and other resupply operations. Pre-positioned supplies build a stockage level on the
battlefield of often-high demand, consumable supplies such as construction and barrier materials and water,
and under certain security considerations-ammunition. BCT and sustainment units must carefully plan,
prepare, and execute the pre-positioning of supplies. Commander’s and subordinate leaders must know the
exact locations of pre-positioned supply sites, which they verify during reconnaissance and rehearsals. The
commander takes measures to ensure their survivability. These measures may include digging in
pre-positioned supplies as well as selecting covered and concealed positions. The commander must also have
a plan to remove or destroy pre-positioned supplies if required.
9-97. Based on the BCT’s concept of operations and sustainment concept of support, commander’s and
logisticians consider using pre-positioned supplies along a planned axis of advance or within an area defense.
Based on the BCT’s scheme of maneuver, pre-positioned supplies can enable units during the conduct of
retrograde operations that have extended lines of communication beyond a local haul resupply.
Cache
9-98. A cache is a pre-positioned and concealed supply point. Caches are different from standard
pre-positioned supplies because the supported or supporting units conceal the supplies from the enemy
whereas units may not conceal other pre-positioned supplies. Caches are an excellent tool for reducing the
Soldier’s load and can be set up for a specific mission or as a contingency measure. Cache sites have the
same characteristics as an objective rally point (known as ORP) or patrol base, with the supplies concealed |
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above or below ground. An above ground cache is easier to get to but is more likely for the enemy, civilians,
or animals to discover. A security risk always exists when returning to a cache. A cache site is observed for
signs of enemy presence and secured before unit’s use it due to the potential of booby traps and enemy
observation.
Aerial Delivery
9-99. Aerial delivery is a vital link in the distribution system and provides the capability of supplying the
force even when enemy or other elements have disrupted the ground lines of communications or terrain is
too hostile, thus adding flexibility to the distribution system. When applied together with surface distribution
operations, aerial delivery enables maneuver forces to engage in a battle rhythm that is not as restricted by
geography, supply routes, tactical situations, or operational pauses for logistic support. In order for effective
aerial delivery, friendly forces must control the airspace in the area of operations and must neutralize enemy
ground-based air defenses (see FM 3-99).
9-100. Aerial delivery includes airland, airdrop,and sling-load operations and can support units in various
operational environments where terrain limits access. The BCT can use aerial delivery for both planned and
emergency resupply of sustainment. Aerial delivery acts as a combat multiplier because it is an effective
means of by-passing enemy activity and reduces the need for route clearance of ground lines of
communications. (See ATP 4-48 for additional information.)
9-101. BCT units must be prepared to receive airland, airdrop, and sling-load resupplies. (See ATP 3-21.20
for a detailed discussion of aerial delivery means.) The receiving commander must consider the enemy’s
ability to locate friendly units by observing the aircraft. The receiving unit should establish the drop zone and
landing zone away fromthe main unit and in an area that they can defend for a short time unless the resupply
is conducted in an area under friendly control and away from direct enemy observation. The delivered
supplies are immediately transported away from the drop zone and landing zone. Units must know how to
select pickup zones and landing zones, how to receive aerial delivery of supplies and equipment, and have
the ability to return any reusable rigging material to the owning or supporting unit. (See FM 3-21.38 for
additional information.)
Refuel on the Move
9-102. Refuel on the move (known as ROM) can be tailored to many tactical situations but the primary
purpose is to extend reach and tempo for the offensive operation. Any level unit, to meet mission
requirements, can conduct ROM operations. Typically, an FSC will conduct ROM operations to support
maneuver units between engagements or to increase time on target while maneuver units peel back and flow
through the ROM and return to the current engagement. A ROM can be as simple as utilizing heavy expanded
mobile tactical trucks or modular fuel systems, or as complex as needed utilizing any equipment available to
support the largest of movements.
9-103. When vehicles enter a ROM site for refueling, fuel trucks issue a predetermined amount of fuel
(usually timed) and the vehicles move out to return to their convoy or formation. The rapid employment of
the ROM distinguishes it from routine convoy refueling operations. Planners do not intend a ROM to
completely refuel a combat vehicle. Instead,they intend a ROM to rapidly resupply a set portion of fuel to
extend the operational reach of ground maneuver forces.
9-104. Supported unit S-3 and S-4 staffs coordinate with the BCT S-4 and BSB support operations officer
to set the time and place to conduct the ROM operations according to unit battle rhythm and establish how
much fuel or time for fueling the BSB or FSC will give each vehicle. The concept can be extended based on
the size and scope of the operation, for example, the DSSB can be the force conducting the ROM for the
whole division, while the entirety of the BCT’s fuel assets push through remaining topped off. In the BCT
concept of operations, ideally the distribution company conducts the ROM, while the FSCs pass through
maintaining full mobile storage capacity. (ATP 4-43 contains information about ROM operations. ATP 4-90
depicts an example of a ROM layout.) |
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Forward Arming and Refueling Point
9-105. A forward arming and refueling point (FARP) is a temporary facility that is organized, equipped,
and deployed as far forward, or widely dispersed, as tactically feasible to provide fuel and ammunition
necessary for the sustainment of aviation units in combat. Establishing a FARP allows commanders to extend
the range of aircraft or significantly increase time onstation by eliminating the need for aircraft to return to
the aviation unit’s central base of operations to refuel and rearm. FARPs may be task organized to provide
maintenance support as well as air traffic control services, if required.
9-106. A FARP is an example of supply point distribution. Commanders employ FARPs in support of
aviation operations, generally by the distribution company of an aviation support battalion, when the distance
covered, or endurance requirements exceed normal capabilities of the aircraft. They may also use FARPs
during rapid advances, when field trains cannot keep pace. (See ATP 4-43 for additional information.)
Modular System Exchange Operation
9-107. Modular system exchange operation is the resupply technique to distribute and exchange a full
flatrack, multi-temperature refrigerated container system, modular fuel system, and modular water tank rack
by the supporting unit and retrograding an empty flatrack, multi-temperature refrigerated container system,
modular fuel system, and modular water tank rack from the supported unit. Logisticians can apply this
method of exchange to any modular system for commodities. Modular system exchange increases
distribution throughput capability, extends operational reach, and prolongs the endurance of maneuver forces.
The use of flatrack distribution and exchange forward in the BCT area of operations increases the supported
maneuver commander’s tactical flexibility and decreases the sustainment transportation asset’s time on
station when resupplying. A DSSB can also conduct modular system exchange operations with a BSB or
FSC. (See ATP 4-90 for additional information.)
OPERATIONAL CONTRACT SUPPORT
9-108. Operational contract support is the process of planning for and obtaining supplies, services, and
construction from commercial sources in support of combatant commander directed operations. While
varying in scope and scale, operational contract support is a critical force multiplier in unified land operations,
especially long-term stability operations. (See ATP 4-10 for additional information.)
9-109. Contracting and purchasing will likely be a method of sustainment that helps to round out the BCT’s
concept of support. BCTs must have trained and ready contracting officer representatives (CORs), field
ordering officers, and pay agents. These designated personnel must be carefully selected, as they will make
up the acquisition team within the BCT. They must work closely together as these personnel are part of a
larger acquisition team that includes the contract and financial management experts, external to the BCT,
who will provide the guidance and direction to each COR, field ordering officer, and pay agent to meet unit
needs. (See ATP 4-10for additional information.)
9-110. The COR (sometimes referred to as a contracting officer’stechnical representative) is an individual
appointed in writing by a contracting officer. Responsibilities include monitoring contract performance and
performing other duties as specified by their appointment letter. The requiring unit or designated support unit
normally nominates a COR. (See ATP 4-10.)
9-111. A field ordering officer is an individual who is trained to make micro purchases within established
thresholds (normally with local vendors) and places orders for goods or services. A pay agent is an individual
who is trained to account for government funds and make payments in relatively small amounts to local
vendors. While performing as field ordering officers or pay agents, individuals work for and must respond to
guidance from their appointing contracting and finance officials. One individual cannot serve as both field
ordering officer and pay agent. Property book officers cannot serve as field ordering officers or pay agents.
Field ordering officers and pay agents must be careful when dealing with local nationals because field
ordering officers and paying agents have a ready source of cash, local nationals may overestimate the
influence of field ordering officers and pay agent teams. (See ATP 1-06.1 for additional information.)
Considerations for field ordering officers and pay agents include—
(cid:122) Security (personal and cash). |
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(cid:122) Unauthorized purchases.
(cid:122) Type of purchase.
(cid:122) Number of items purchased.
(cid:122) Single item or extended dollar amount.
(cid:122) Split purchases to get around limits.
(cid:122) Poor record keeping.
(cid:122) Accepting gifts of any kind and not reporting gifts.
9-112. Though they involve a number of risks, contractors play an increasing role in providing sustainment
during unified land operations. The BCT may use contractors to bridge sustainment gaps between required
capabilities and the actual force sustainment structure available within an area of operations. The BCT legal
section provides or coordinates any necessary legal reviews and is available to provide contract and fiscal
law advice to the BCT.
9-113. Contractors may be employedthroughout the area of operations and in all conditions subject to the
mission variables of METT-TC. Protecting contractors within the area of operations is the BCT commander’s
responsibility. (See ATP 4-10for additional information.)
MAINTENANCE
9-114. The primary purpose of maintenance is to ensure equipment readiness. Ideally, all equipment is fully
mission capable, able for units to employ the equipment immediately, and operate fully of its intended
purpose. The second purpose of maintenance is to generate combat power by repairing damaged equipment
as quickly and as close to the point of failure as possible. Repairs should return the damaged equipment to
fully-mission capable status or to a state, which allows mission accomplishment.
MAINTENANCE DURING COMBAT OPERATIONS
9-115. Once units enter combat operations, maintenance is critical to maintain combat power and
momentum. Replacement systems may not be immediately available. This is especially true during the early
stages of an operation. Units must keep existing systems fully mission capable for the duration of the
operation or until the system is clearly damaged beyond field-level maintenance repair capability.
9-116. Maintenance and recovery planning is integrated into all aspects of the MDMP to ensure
synchronization and unity of effort. Planning includes identifying requirements, reviewing available assets,
preparing a maintenance estimate, comparing requirements to capabilities, and adjusting maintenance
priorities to meet the mission requirement. Maintenance planning is included in the overall sustainment
concept of support.
9-117. Maintenance planners must understand the overall mission and concept of operations for maneuver
forces in order to prioritize and weight maintenance support to the main effort. Maintenance planners must
be able to recommend to the BSB commander, BCT XO, and BCT commander how to task organize for
optimal maintenance capability. They must be able to recommend the cross leveling of system maintainers
to ensure adequate maintenance capability is available to support the main effort. The BCT S-4 and support
operations officer work together to determine how many key systems identified are mission ready and then
work with the FSCs to prioritize their work. It is imperative that maintenance planners understand that there
is no repair capability outside of the BCT for the main battle tank, Infantry fighting vehicles, or Stryker
systems. The maintainers for the main battle tank, Infantry fighting vehicle or Stryker systems reside in the
FSC in current force structure.
LEVELS OFMAINTENANCE
9-118. The Army utilizes a tiered maintenance system. Two-level maintenance is a maintenance system
comprised of field and sustainment-level maintenance. Two-level maintenance utilizes equipment design,
diagnostic, and prognostic equipment and tools. It also employs mechanic and technician training as well as
information systems in component repair or replacement taking full advantage of increased reliability.
Two-level maintenance provides increased flexibility and depth of capability. In supporting the modular |
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force, the goal of our maintenance system is to reduce repair times by repairing or replacing components,
modules, and assemblies as far forward as possible.
Field-Level Maintenance
9-119. Field-level maintenance is on or near system maintenance focusing on the repair and return to the
user. It includes maintenance actions performed by operators, crews, and ordnance maintainers. Units
perform field-level maintenance as far forward as possible utilizing line replaceable units or modules and
component replacement or repair. The owning or support unit most often performs field-level maintenance
by using tools and test equipment found in the unit. Field-level maintenance is not limited to simply removing
and replacing parts.
9-120. Field-level maintenance allows for repair of components or end items if the maintainers possess the
requisite skills, proper tools, proper repair parts, references, and adequate time. Field maintenance includes
adjustment, alignment, service, applying approved field-level modification work orders, fault and failure
diagnoses, battle damage assessment and repair, and recovery. Field-level maintenance is always repair and
return to the user and includes preventative maintenance checks and services.
9-121. The maneuver force organization’s operators and crews have the responsibility to perform
maintenance on their assigned equipment. Operators and crews receive formal training from their proponent
typically through advanced individual training and new equipment training on a specific piece of equipment
or weapon system. Operators and crew tasks consist of inspecting, servicing, lubricating, adjusting, and
replacing minor components or assemblies using basic issue items and onboard spares. After operatorshave
exhausted their maintenance capabilities, they rely on ordnance maintainers in field maintenance
organizations or teams to conduct field-level maintenance on the item of equipment.
Sustainment-Level Maintenance
9-122. Sustainment-level maintenance is off-system component repair or end item repair, which returns the
equipment back to the national supply system. National-level maintenance providers perform
sustainment-level maintenance. Only in rare exceptions will sustainment-level maintenance personnel return
an item back to the owning unit. One example is during reset. National-level maintenance providers include
the U.S. Army Materiel Command and installation logistics readiness centers maintenance activities.
Sustainment-level maintenance returns items to a national standard, providing a consistent and measurable
level of reliability. Sustainment-level maintenance supports both operational forces and the Army supply
system.
9-123. The Army conducts below depot sustainment-level maintenance on a component, accessory,
assembly, subassembly, plug-in unit, or other portion after maintainers remove it from the system. The
remove and replace authority for this level of maintenance is noted in the relevant maintenance allocation
chart for the equipment. Sustainment-levelmaintainers return items to the supply system after they perform
the maintenance. Below depot sustainment-level, maintenance can also apply to end item repair.
9-124. Depot level maintenance repairs end items or a component, accessory, assembly, subassembly,
plug-in unit; either on the system or after maintainers have removed the inoperable or damaged item. Either
depot personnel or contractor personnel, when authorized by the U.S. Army Materiel Command, perform
depot sustainment-level maintenance. Depot level maintainers return items to the supply system after they
perform the maintenance at this level.
RECOVERY OPERATIONS AND PLANNING
9-125. Recovery is the process of repairing, retrieving/freeing immobile, inoperative materiel from the point
where it was disabled or abandoned. Maintenance planners should echelon dedicated recovery assets
throughout the BSA, field, combat, and company trains for optimum support of the BCT.
9-126. Commanders must emphasize the use of self and like vehicle recovery methods to the greatest extent
possible. These practices will minimize the use of dedicated recovery assets for routine recovery missions.
Recovery managers and supervisors must ensure maneuver forces and logistics units use recovery vehicles
only when necessary. The FSC commander, maintenance warrant officer, and supported battalion or |
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squadron S-4 coordinate recovery operations supporting the commander’s priorities by balancing the overall
repair effort, available resources, and the tactical situation.
9-127. The FSC has recovery assets located in the recovery section and field maintenance teams within the
field maintenance platoon. The FSC commander along with the maintenance warrant officer, or maintenance
noncommissioned officer in-charge, and the battalion or squadron S-4 track and manage recovery operations.
The field maintenance company is responsible for recovering the BSB’s organic equipment and providing
limited backup support with wreckers or tracked recovery vehicles when requirements exceed a supported
unit’s capability. They provide area support for recovery on a limited basis to units without a recovery
capability.
9-128. Maintenance planners must establish recovery priorities when recovery assets are limited. These
depend on the commander’s need for an item and the tactical situation. The type of maintenance or repair
required affects the priority when the FSC or field maintenance company must recover two or more like
items.
9-129. The battalion or squadron S-4, the unit’s maintenance warrant officer, and FSC commander are
responsible for developing the maneuver unit’s repair and recovery plan. They develop a plan of action for
repair and recovery of the disabled equipment based on the subordinate units in the unit’s request for
assistance. The maintenance plan includes battle damage assessment, priority for support, tactical situation,
forecasted workload, and availability of maintenance and recovery personnel.
MEDICAL SUPPORT
9-130. BCTs have organic medical resources within unit headquarters (BCT, battalion, and squadron
surgeon’s section), battalion and squadron unit (medical platoon), and the BSB (medical company). The
medical command (deployment support) (known as MEDCOM [DS]) or the medical brigade (support)
(known as MEDBDE [SPT]) serves as the medical force provider and is responsible for developing medical
force packages for augmentation to the BCT, as required. Within each BCT (IBCT, SBCT, and ABCT), slight
differences exist between the medical capabilities and resources. (See ATP 4-02.3 for these differences based
upon the type of parent unit.)
9-131. Role 1 (also referred to as unit-level medical care) is the first medical care a Soldier receives.
Nonmedical personnel performing first aid procedures assist the combat medic. An individual (self-aid and
buddy aid) administers first aid and combat lifesavers administer enhanced first aid. If needed, the Soldier is
evacuated to the Role 1 medical treatment facility (battalion aid station) at the battalion or squadron, or the
Role 2 medical treatment facility (BSMC) in the BSB of the BCT. (See ATP 4-02.3 for additional
information.)
COMBAT LIFESAVERS
9-132. The combat lifesaver is a nonmedical Soldier trained to provide enhanced first aid and lifesaving
procedures beyond the level of self-aid or buddy-aid. As usually the first person on the scene of a medical
emergency, the combat lifesaver provides enhanced first aid to wounded and injured personnel. The squad
leader is responsible for ensuring that an injured Soldier receives immediate first aid and is responsible for
informing the commander of the casualty.
COMBAT MEDIC
9-133. The combat medic is the first individual in the medical chain that makes medical decisions based on
medical specialty-specific training. The platoon combat medic goes to the casualty and initiates TCCC or the
casualty may be brought to the combat medic at the casualty collection point. The medic makes an
assessment; administers initial medical care; initiates the DD Form 1380 (Tactical Combat Casualty Care
[TCCC] Card), or other requisite forms; requests evacuation; or returns the Soldier toduty.
BATTALION AND SQUADRON AID STATION
9-134. The mission of the medical platoon is to provide Role 1 AHS support to the maneuver battalion or
squadron and field artillery battalion. A medical treatment platoon is organic to each and is the unit level |
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Role 1 medical treatment facility, usually referred to as the battalion or squadron aid station. The medical
platoon is dependent upon the maneuver elements to which it is assigned for all logistic support, except class
VIII (medical) supplies. For information on class VIII coordination, synchronization, and execution of
medical logistics support see paragraph 9-145.
9-135. Medical platoons within the various BCTs configure with a headquarters section, medical treatment
squad, ambulance squad (ground), and combat medic section. Differences between the BCTs are in the
quantity and types of vehicles, configuration of medical equipment sets, and number of personnel assigned.
9-136. The treatment squad consists of two teams (treatment team alpha and team bravo). The treatment
squad operates the aid station and provides Role 1 medical care and treatment (to include sick call, TCCC,
and advance trauma management). Team alpha is clinically staffed with the battalion or squadron surgeon
while team bravo is clinically staffed with the physician assistant.
9-137. Medical platoon ambulances provide medical evacuation and en route care from the Soldier’s point
of injury, the casualty collection point, or an ambulance exchange point to the aid station. The ambulance
squad is four teams of two ambulances composed of one emergency care sergeant and two ambulance
aide/drivers assigned to each ambulance.
9-138. Combat medics are normally allocated to the supported maneuver company and troop on a basis of
one emergency care sergeant per company and troop plus one combat medic per platoon. The medical
platoon’s emergency care sergeants normally locate with, or near, the maneuver company commander or first
sergeant to provide guidance and direction to the subordinate platoon combat medics. The platoon’s combat
medic locates with, or near, the platoon leader or platoon sergeant. (See ATP 4-02.3 for additional
information.)
Note.BCT echelon specific ATPs address how each tactical echelon employs its organic medical
resources.
MEDICAL COMPANY(OF THE BRIGADE SUPPORTBATTALION)
9-139. The mission of the medical company in the BSB, also referred to as the BSMC, is to provide Role 2
AHS support to supported battalions and squadron of the BCT with organic medical platoons. The medical
company provides both Roles 1 and 2 medical treatment, on an area basis, to those units without organic
medical assets operating in the BCT area of operations.
9-140. The medical company within the BCT is configured with a company headquarters, preventive
medicine section, mental health section, medical treatment platoon (with a medical treatment squad, area
support squad, medical treatment squad [area], and patient hold squad), and evacuation platoon. Differences
of personnel, equipment, and vehicles may exist, based upon the BCT type, with the medical companies,
however, the mission remains the same for all AHS units and elements and they execute their mission in a
similar fashion.
9-141. The medical company headquarters provides command and control for the company and attached
units. The headquarters provides unit-level administration, general supply, and CBRN defense support. The
company headquarters is organized into a command element, a supply element, and CBRN operations
element consisting of unit decontamination and CBRN defense.
9-142. The preventive medicine section provides advice and consultation in the area of health threat
assessment, force health protection, environmental sanitation, epidemiology, sanitary engineering, and pest
management. The mission of the mental health section is to support commanders in the prevention and control
of combat and operational stress reaction through the BCT’s behavioral health activities by the provision of
advice and assistance in the areas of behavioral health and combat and operational stress control.
9-143. The medical treatment platoon receives, triages, treats, and determines the disposition of patients in
the BCT area of operations. The platoon provides for advance trauma management, TCCC, general medicine,
general dentistry, and physical therapy. In addition, the medical treatment platoon has limited radiology,
medical laboratory, and patient holding capabilities. The medical treatment platoon is organized with a |
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headquarters, a medical treatment squad, an area support squad, a medical treatment squad (area), and patient
holding squad.
9-144. The evacuation platoon performs ground evacuation and en route patient care for supported units.
The evacuation platoon headquarters provides command and control for the evacuation squad (forward) and
the evacuation squad (area). The platoon employs ten evacuation teams. The evacuation platoon provides
ground medical evacuation support for the maneuver battalions and squadron, BEB, and field artillery
battalion of the BCT. In addition, it provides ground medical evacuation support to units receiving area
medical support from the medical company.
Note. The medical operations cell of the supporting combat aviation brigade (see chapter 4)
provides assistance in planning and coordination for air ambulance employment and utilization.
The medical operations cell assists with the synchronization of the air and ground medical
evacuation plan. The medical operations officer and operations sergeant also manage medical
treatment facility information from AHS support commands and surgeon cells from higher roles
of care including combat support hospital locations and status (beds by type and number
available), evacuation routes, casualty collection points, and ambulance exchange points. (See
ATP 4-02.2, ATP 4-02.3, and FM 3-04 for additional information.)
9-145. The medical company’s supply element is the brigade medical supply office. This office provides
brigade level, Role 2, class VIII coordination, synchronization, and execution of medical logistics support
for the BSMC and supported BCT. Class VIII organizational assets in the BCT, are fixed and deploy with
assigned AHS support units. Operational medical logistics support relies on the application of a class VIII
supply chain that is agile, responsive, and swift and that possesses situational understanding of the supported
organizations, the operational environment, mission, and the area of operations. During the initial deployment
phase, the BSMC receives medical resupply mainly through preconfigured push packages, medical resupply
sets from the supporting medicallogistics company, or a higher logistics support activity (see ATP 4-02.1).
SECTION III – ECHELON SUPPORT
9-146. How BCT support organizations, including external and attached organizations, array in echelon
varies widely based upon METT-TC. The BSB, in support of the BCT’s concept of support, plans and
synchronizes echelon support—the method of supporting an organization arrayed within an area of
operations (ATP 4-90). Current mission, task organization, command and control, concept of support, and
terrain influence how support is echeloned.
ECHELON OF SUPPORT
9-147. Echeloning support within the BCT is a carefully planned and executed process. The method
employed to echelon support is a deliberate, collaborative decision based upon a thorough mission analysis
within the MDMP. During this analysis, there must be an understanding at all levels of the capabilities of
each support organization within and supporting the BCT. Commanders must understand that echeloned
support will vary by BCT and each battalion or squadron. As the BCT’s primary sustainment organization,
the BSB’s organization facilitates echeloned support. Common echelon of support at the lowest level of
sustainment is executed at the battalion, squadron, company, battery, and troop echelons. Figure 9-2 on
page9-28provides a notional concept of support for a BCT conducting offensive combat operations. |
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Figure 9-2. Brigade combat team notional concept of support during offensive combat
operations |
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Note. (See ATP 3-21.20, appendix H for a notional concept of support scenario, used for
discussion purposes, of an IBCT during the conduct of offensive combat operations.)
BATTALION AND SQUADRON ECHELONS
9-148. As discussed earlier, an FSC from the BSB supports each battalion and squadron in the BCT. The
FSC performs the logistics function within the battalion or squadron echelon of support, referred to as unit
trains in one location, or echeloned trains within an area of operations. Unit trains at the battalion or squadron
level are appropriate when the unit is consolidated in an assembly area, during reconstitution, major
movements, or when terrain or distances restrict movement causing the unit to depend on aerial resupply and
evacuation for support. The BCT normally operates in echeloned trains where subordinate unit trains employ
into multiple locations.
9-149. Echeloned trains at the battalion and squadron can be organized into combat trains and field trains.
Battalion and squadron trains are used to array subordinate sustainment elements (unit personnel, vehicles,
and equipment) including their designated FSC. The battalion or squadron commander and staff, the BSB
commander and staff, and the FSC commander collaborate to determine the best method of employment
commensurate with the BCT’s concept of support and commander’s guidance. Echeloning of support can
include the battalion or squadron aid station, elements of the S-1 section and S-4 section, and elements of the
FSC.
Combat Trains
9-150. Combat trains usually consist of elements of the battalion or squadron S-1 section, S-4 section, and
aid station, the maintenance collection point and other selected elements of the FSC. The FSC typically
positions its commander or first sergeant, field feeding section, portions of the distribution platoon,
maintenance control officer, and portions ofthe maintenance platoon in the combat trains. The battalion and
squadron commanders position key personnel, staff and subordinate company leaders, and assets in the trains
based on the best location to support the mission. Commanders consider the mission variables of METT-TC
when selecting the location for their combat trains.
9-151. When established, the combat trains command post (graphically depicted as the CTCP) plans and
coordinates sustainment operations in support of the tactical operations. The combat trains command post
serves as the focal point for all administrative and logistical functions for the battalion or squadron. The
combat trains command post may serve as an alternate CP for the battalion or squadron main CP. The
battalion or squadron S-4 usually serves as the combat trains CP sustainment officer in charge and the
maintenance control officer usually serves as the maintenance collection point officer in charge. The
headquarters and headquarters company (battery or troop) commander usually exercises command and
control for their respective combat trains CP. The combat trains CP serves the following functions:
(cid:122) Tracks the current battle.
(cid:122) Controls sustainment support to the current operation.
(cid:122) Provides sustainment representation to the main CP for planning and integration.
(cid:122) Monitors supply routes and controls the sustainment flow of materiel and personnel.
(cid:122) Coordinates evacuation of casualties, equipment, and detainees.
9-152. Units position the maintenance collection point where recovery vehicles have access, or where
maintenance personnel perform major or difficult maintenance. The combat trains must be mobile enough to
support frequent changes in location, time and terrain permitting, under the following conditions when—
heavy use or traffic in the area may cause detection, area becomes worn by heavy use such as in wet and
muddy conditions, or security is compromised.
Field Trains
9-153. Field trains are positioned based on METT-TC considerations and are often located in the BSA. The
field trains include battalion or squadron sustainment assets not located with the combat trains. Field trains
can provide direct coordination between the battalion or squadron and the BSB. |
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9-154. When established, the field trains usually consist of the elements of the headquarters and
headquarters company (battery or troop) and the battalion or squadron S-1 and S-4 sections and may include
FSC elements not located in the combat trains. Field trains personnel help facilitate the coordination and
movement of support from the BSB to the battalion or squadron. The battalion or squadron S-4 coordinates
all unitsupply requests with the BCT S-4 and BSB. The BSB fills orders with on-hand stocked items through
unit distribution to the FSC, typically located at the combat trains. Requests for items not on-hand in the BSA
are forwarded to the BCT S-4.
9-155. The FSC typically places personnel in the field trains that can facilitate the resupply of rations, water,
fuel, and ammunition. These FSC elements should also enable the flow of class IV, VIII, and IX. FSC
elements in the field trains may consist of the FSC XO or first sergeant, ammunition handlers, field feeding
Soldiers, fuel handlers, motor transport operators, and supply sergeant or other representatives from the FSC.
The food operations noncommissioned officer may coordinate ration ordering and class I break bulk
configuration for units and Soldiers in the field trains.
9-156. When established, the field trains CP (graphically depicted as the FTCP) serves as the battalion or
squadron commander’s primary direct coordination element with the supporting BSB in the BSA. The field
trains CP usually consists of the headquarters and headquarters company (battery or troop) XO and first
sergeant, an S-4 and S-1 representative, and supply sergeant or representative. The headquarters and
headquarters company XO or designated representative can control the field trains CP. The field trains CP
serves the following functions:
(cid:122) Synchronizes and integrates the BCT concept of support.
(cid:122) Coordinates logistics requirements with the BSB support operations.
(cid:122) Configures LOGPACs tailored to support requirements.
(cid:122) Coordinates with the BCT for personnel services and replacement operations.
(cid:122) Forecasts and coordinates future sustainment requirements.
(cid:122) Coordinates retrograde of equipment.
(cid:122) Coordinates retrograde of personnel (casualty evacuation, personnel movement, and human
remains).
9-157. Maneuver battalions and squadrons do not necessarily have to locate their field trains in the BSA.
While it is common to have field trains co-located in the BSA, the mission variables of METT-TC can dictate
the necessity to move the field trains forward closer to maneuver unit combat trains. With the field trains
collocated in the BSA, the BCT will not utilize the distribution trucks and lift platforms of the distribution
company fully as designed. As maneuver forces move forward, field trains may move forward outside the
BSA in order to keep FSC assets closer and more responsive to the BCT’s maneuver. The distribution
company then distributes supplies to the field trains or further forward if the situation permits. If the FSC
establishes field trains at the BSA, they can receive commodities at the BSA and push them forward to the
combat trains using organic distribution assets, enabling the distribution company to use its assets to weight
the main effort or perform unit distribution to units not collocated in the BSA.
COMPANY,BATTERY,AND TROOP ECHELONS
9-158. Echeloning of support begins at the company (battery or troop) level. Companies (batteries or troops)
within the BCT have no organic logistics organizations. Echeloning support within these units, if required,
must be done with internal personnel and equipment used to facilitate or expedite logistics support within
these units.
9-159. The commander determines the composition of echeloned support, often referred to as company
(battery or troop) trains, and may consist of the first sergeant, supply sergeant, and medic. Maintenance teams
from the FSC may be included. This echeloned support expedites replenishment of subordinate elements
using either the supply point distribution or the unit distribution method. The operation order must describe
the method used.
9-160. Supply point distribution requires unit representatives to move to a supply point to pick up their
supplies. Supply point distribution is commonly executed by means of an LRP. The LRP may be any place
on the ground where unit vehicles return to pick up supplies and then take them forward to their unit. In unit |
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distribution, supplies are configured in unit sets and delivered to one or more central locations. Depending
on the distribution method used, the first sergeant may send unit personnel and vehicles to an LRP designated
by the FSC (supply point distribution) or the first sergeant may coordinate for the FSC to deliver supplies to
a location (unit distribution).
9-161. Within the company (battery or troop), the first sergeant will replenish company elements using
various techniques depending on the situation. Unit elements may move from their positions to the designated
site to feed, resupply, or turn in damaged equipment. This is often referred to as a service station technique.
This technique is normally used in assembly areas and when contact is not likely. This technique takes the
least amount of time for the sustainment operators.
9-162. Conversely, the first sergeant may use unit or support personnel and vehicles to go to each element
to replenish them. Soldiers can remain in position when using this technique. This technique is the lengthiest
resupply method and may compromise friendly positions. This is often referred to as the tailgate technique
or the in-position resupply.
FORWARD LOGISTICS ELEMENT
9-163. Aforward logistics elementis comprised of task-organized multifunctional logistics assets designed
to support fast-moving offensive operations in the early phases of decisive action (ATP 4-90). The forward
logistics element (FLE) operates out of a forwardlogistics base or support area. The FLE represents the BSB
commander’s ability to weight the effort for the operation by drawing on all sustainment assets across the
BCT. Additionally, the BSB commander may coordinate with echelons above brigade to provide support
capabilities to augment the FLE in the concept of support. This includes identifying and the positioning of
echelons above brigade unit assets in proximity to geographically dispersed forces to extend operational reach
and prolong endurance. The intent for employing an FLE is to minimize tactical pauses to the offensive plan
and enable momentum for the commander.
9-164. While the mission analysis dictates an FLE’s composition, a BSB typically establish an FLE with
fuel handlers, ammunition handlers, water and class I supplies, recovery assets, and medical personnel.
Typically, there is limited requirement for maintenance capability in an FLE while the BSA displaces. The
lack of maintenance required is a direct result of the BSB’s field maintenance company not providing direct
support to the BCT’s maneuver battalions and squadron. FSCs continue to provide direct support to their
assigned battalions and squadron using LRPs as required to support by their design. Security is also a concern
for the FLE. Because the FLE is generally, a fixed node for an extended period it requires more significant
security considerations to defend against a level I threat. An FLE requires more security planning and defense
than an LRP, which is established for a limited duration of time at a location.
ECHELONS ABOVE BRIGADE SUSTAINMENT
9-165. The objective of sustainment during decisive action is to provide support and services to ensure
freedom of action, extend operational reach, and prolong endurance. (See paragraph 9-2.) Echelons above
brigade sustainment organizations synchronize and execute sustainment operations under all conditions to
assist the maneuver commander to seize, retain, and exploit the initiative and dominate in increasingly
challenging and complex environments. For example, in the offense sustainment units supporting decisive
action are focused on sustaining and maintaining the combat power necessary to defeat, destroy or dislocate
enemy forces. Regardless of which element of decisive action (offense, defense, or stability) currently
dominates, successful sustainment commanders and planners will act, rather than react. To support decisive
action, sustainment forces at all echelons consider echeloning support assets to expedite replenishment of
critical support.
ARMY ECHELONS AND SUSTAINMENT UNITS AND STAFFS
9-166. Army echelons and sustainment units and staffs operate across the strategic, operational, and tactical
levels; many are affiliated with either supported or supporting commands and operate under a variety of
command relationships. The Army Service component command (ASCC) assigned to each combatant
command is responsible for the preparation and administrative support of Army forces assigned or attached
to the combatant command. The effectiveness of the sustainment warfighting function is dependent upon the |
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actions of sustainment units and staffs at each echelon of support. Understanding Army echelons and
sustainment unit and staff roles and capabilities are essential to conducting sustainment operations. Knowing
the roles, responsibilities, and authorities of sustainment units is essential to planning, preparing, executing,
and assessing sustainment operations. A critical element within the headquarters at each echelon is the
sustainment cell at echelons above brigade and the sustainment staff (brigade and below) that works in
conjunction with the supporting sustainment headquarters to plan and synchronize support during decisive
action. Figure 9-3 depicts a notional area of responsibility (AOR) command and control structure of
sustainment forces.
Figure 9-3. Notional area of responsibility command and control of sustainment forces
Note. Theater ASCCs also support Army special operations forces when performing theater
special operations missions. Support to other Services while executing assigned executive agent
or lead Service responsibilities is commonly referred to as Army support to other Services. In both
instances, the ASCC supports sustainment requirements through its designated theater sustainment
command (TSC), expeditionary sustainment command (ESC), and MEDCOM (DS).
Theater Sustainment Command
9-167. The TSC is the Army’s command for the integration and synchronization of sustainment in the AOR.
The MEDCOM (DS) is also assigned to the ASCC (see paragraph 9-177). It is the theater medical command
that is responsible for command and control, integration, synchronization, and execution of AHS support
within the AOR. The TSC connects strategic enablers to the tactical formations. The TSC commander also
commands and task organizes attached ESCs, sustainment brigades, and additional sustainment units. The
TSC executes the sustainment concept of support for planning and executing sustainment-related support to
the AOR. TSCs execute sustainment operations through their assigned and attached units. The TSC integrates
and synchronizes sustainment operations across the AOR from a home station command and control center
or through a deployed CP. The TSC has four operational responsibilities to forces in theater: theater opening,
theater distribution, sustainment, and theater closing. The task organized TSC is tailored to provide
operational-level sustainment support within an assigned AOR. It integrates and synchronizes sustainment |
3-96 | 403 | Sustainment
operations for an ASCC including all Army forces forward-stationed, transiting, or operating within the AOR.
The TSC coordinates Title 10, Army support to other Services, Department of Defense executive agent, and
lead service responsibilities across the entire theater. Figure 9-4 depicts a notional taskorganized TSC.
Figure 9-4. Notional task organized theater sustainment command
Expeditionary Sustainment Command
9-168. At the theater echelon, one or more ESCs are attached to a TSC. The ESC attached to a TSC
commands and controls all assigned and attached units in an operational area as directed by the TSC
commander. A task organized ESC attached to a TSC normally includes one or more sustainment brigades,
a transportation brigade expeditionary, and a movement control battalion to support theater opening, theater
distribution, and theater closing operations. The ESC plans for near term operations and synchronizes
operational-level sustainment operations to meet the current and future operational requirements of the TSC.
It may perform as a forward CP for the TSC if directed. The ESC attached to a TSC is dependent on the TSC
staff for long-range planning capability and enabling capabilities like signal support. The ESC and its
subordinate units must be able to move and displace at the pace of large-scale combat operations. (For more
information on the ESC, see ATP 4-94. For more information on the sustainment brigade, see ATP 4-93.)
SUSTAINING THE CORPS
9-169. An ESC is assigned to the corps. The ESC is the corps’ command for the integration and
synchronization of sustainment in an operational area. The ESC assists the corps sustainment cell with
planning and coordinating sustainment. The corps’ ESC and its subordinate task organized functional and
multifunctional sustainment units provide general support for all units in the corps area of operations as
directedby the corps commander. A task organized ESC assigned to a corps normally includesenablers that
include a corps logistics support element, petroleum group, movement control battalion, and one or more
sustainment brigades task organized with combat sustainment support battalions (CSSBs) to support
sustainment operations. The corps’ echelon above brigade sustainment is dependent on the corps units for
medical support, signal support, intelligence, long-range surveillance and reconnaissance, fires, protection
(engineer support and route security), and strategic partner planning capability for field maintenance support. |
3-96 | 404 | Chapter 9
The MEDCOM (DS) provides direct or general support to the corps through the MEDBDE (SPT) thatwill
have hospital centers and medical battalions (multifunctional) attached.
Sustainment Brigade
9-170. Sustainment brigades can be attached to a corps ESC. The sustainment brigade attached to a corps
ESC commands and controls all assigned and attached units in an operational area as directed by the corps
commander providing general support logistics, financial management, and personnel services to forces
operating in the corps area of operations. The corps commander determines the task organization for the
sustainment brigade attached to a corps ESC. A task organized sustainment brigade attached to a corps ESC
normally includes attached CSSBs, a petroleum battalion and motor transportation battalion to support
tactical-level sustainment operations. The sustainment brigade coordinates and synchronizes tactical-level
sustainment operations to meet the current and future operations. (See ATP 4-93 for more information on the
sustainment brigade.)
Special Troops Battalion
9-171. The special troops battalion is organic to the sustainment brigade. The special troops battalion’s role
is to exercise command and control for all units assigned, attached, and OPCON to the sustainment brigade
headquarters. The special troops battalion plans, prepares, executes, and assesses the internal support
requirements for the sustainment brigade headquarters. Its core competencies are to establish a battalion CP,
execute the operations process, and synchronize internal support operations in support of mission
requirements. The battalion consists of a command group, unit ministry team, and coordinating staff. A
battalion headquarters is organized to provide administrative support, life support, and communications for
the sustainment brigade headquarters. Capable of operating at the tactical level throughout an operational
area, it can command up to seven organizations. Organic to the special troops battalion is a headquarters
company that includes a maintenance section, medical treatment team, and medical evacuation team.
Assigned to the special troops battalion are a signal company, human resources company, and a financial
management support unit. These units all support the special troops battalion, sustainment brigade
headquarters, and all the organic, assigned, and attached units.
Combat Sustainment Support Battalion
9-172. The CSSB can be attached to sustainment brigades supporting a corps. The CSSB attached to
sustainment brigades supporting the corps commands and controls all assigned and attached units in an
operational area as directed by the sustainment brigade commander and conducts maintenance,
transportation, supply, field services, and distribution. The corps commander determines the task
organization for the CSSBs attached to sustainment brigades supporting the corps. Task organized CSSBs
attached to sustainment brigades supporting the corps normally include a composite supply company, support
maintenance company, modular ammunition company, palletized load system truck company and inland
cargo transfer company, and a field feeding company. The CSSB synchronizes and executes logistics support
to functional brigades and multifunctional support brigades attached to the corps.(See ATP 4-93.1 for more
information on the CSSB.)
SUSTAINING THE DIVISION
9-173. A division will conduct operations with their assigned DSB, and the organic DSSB of the DSB. The
DSB provides materiel management capability to the division. The division’s assigned,task organized DSB
provides general support for all units in or passing through their geographic area. The division and its
subordinate units must be able to move and displace at the pace of large-scale combat operations. Divisions
may have additional CSSBs attached to meet operational requirements. Multiple echelons above division
sustainment units and elements of the MEDBDE (SPT) may be operating in the area alongside the DSB with
its organic DSSB. Medical elements of the MEDBDE (SPT) are normally OPCON to the division commander
and their parent medical organization retains administrative control. (See ATP4-93, ATP 4-93.1, and
FM3-94 for additional information.) |
3-96 | 405 | Sustainment
Division Sustainment Brigade
9-174. The DSB is assigned to a division. The DSB is a renamed sustainment brigade. The DSB commander
is the primary senior advisor to the division commander and the deputy commanding general (support) for
the sustainment warfighting function. The commander is responsible for the integration, synchronization, and
execution of sustainment operations at echelon. The DSB employs sustainment capabilities to create desired
effects in support of the division commander’s objectives. Depending upon operational and mission
variables, the DSB can command up to seven battalions. Figure 9-5 and figure 9-6 on page 9-36 depict
notional taskorganized DSBs in support of an Infantry division and an Armored division respectively. The
DSB and its subordinate units assigned to a division provides direct support to all assigned and attached units
in an operational area as directed by the division commander. The DSB provides general support logistics,
personnel services, and financial management to non-divisional forces operating in the division area of
operations. A task organized DSB assigned to a division includes an organic division sustainment troops
battalion (known as DSTB) and an organic DSSB to support tactical-level sustainment operations. The DSB
coordinates and synchronizes tactical-level sustainment operations to meet current and future operations. The
DSB is dependent on the division staff for long-range planning capability. The DSB and its subordinate units
must be able to move and displace at the pace of large-scale combatoperations. Additional modular CSSBs
and companies may be attached to the DSB to sustain large-scale combat operations.
Figure 9-5. Notional task organized division sustainment brigade for an Infantry division |
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Figure 9-6. Notional task organized division sustainment brigade for an Armored division
Division Sustainment Troops Battalion
9-175. The DSTB is organic to DSBs. The battalion’s role is to exercise command and control for all units
assigned, attached, and OPCON to the DSB headquarters as shown in figure 9-5 on page 9-35 and figure 9-6
above. The battalion plans, prepares, executes, and assesses the internal support requirements for the DSB
headquarters. Its core competencies are to establish a battalion CP, execute the operations process, and
synchronize internal support operations in support of mission requirements. The DSTB consists of a
command group, unit ministry team, and coordinating staff. It is a battalion headquarters organized to provide
administrative support, life support, and communications for the DSB headquarters. Capable of operating at
the tactical level throughout an operational area, it can command up to seven organizations. Organic to the
DSTB is a headquarters company, which includes a maintenance section, medical treatment team, and
medical evacuation team. Assigned to the DSTB are a signal company, human resources company, field
feeding company, and a financial management support unit. These units all support the DSTB, DSB
headquarters, and all the organic, assigned, and attached units.
Division Sustainment Support Battalion
9-176. The DSSB is employed using various task organizations as shown in figure 9-7. The DSSB is a
renamed CSSB. The DSSB is organic to DSBs assigned to divisions. The DSSB and its subordinate units
must be able to move and displace at the pace of large-scale combat operations. The DSSB commands and
controls all organic, assigned, and attached units. As directed by the DSB commander, the DSSB conducts
maintenance, transportation, supply, and distribution. DSSBs organic to DSBs supporting divisions have an
organic composite supply company, composite truck company, and support maintenance company. Other
capabilities are task organized by the division commander in accordance with requirements. The DSSB |
3-96 | 407 | Sustainment
synchronizes and executes logistics support to BCTs and multifunctional support brigades attached to the
division and non-divisional units operating in the division area of operations.
Figure 9-7. Notional division sustainment support battalion
MEDICAL SUPPORT ORGANIZATIONS
9-177. Battalion medical platoons and the BSMC provide health service support and force health protection
to BCTs (see paragraphs 9-139through 9-145). The theater Army has a MEDCOM (DS) for command and
control of all medical units in a theater of operations at echelons above brigade (see paragraph 9-165). The
MEDCOM (DS) provides subordinate medical organizations that operate under the MEDBDE or medical
battalion (multifunctional). The MEDBDE provides a scalable expeditionary medical capability for assigned
and attached medical organizations that are task organized to support BCTs and echelons above brigade. The
medical battalion (multifunctional) also provides medical command and control, administrative assistance,
logistical support, and technical supervision for assigned and attached companies and detachments. The
medical battalion (multifunctional) is assigned to the MEDCOM (DS) or MEDBDE. The hospital center is a
modular Role 3 medical treatment facility tailored to provide hospitalization support during decisive action
and serves as the replacement for the current combat support hospital. The hospital center provides essential
care within the theater evacuation policy to return patients either to duty or stabilization for further evacuation
to a role 4 medical treatment facility in the continental United Statesor another safe haven. (See ATP4-02.1
and FM 4-02 for additional information.)
BRIGADE SUPPORT AREA
9-178. The brigade support area is a designated area in which sustainment elements locate to provide
support to a brigade (ATP 4-90). The BSA is the sustainment hub of the supported BCT. The BCT
commander approves the location of the BSAbased upon recommendations from the BSB commander and
BCT staff. The BSA is a subset of the larger support area of the BCT, which can encompass a greater terrain
footprint than the BSA. The support area of a BCT in a contiguous area of operation extends from its rear
boundary forward to the rear boundary of its battalions. The support area of a BCT typically includes the
BSA, airfields, lodgments, other battalion rear areas, the BCT alternate CP if required, the BEB, and may
include areas of operations the BCT has not assigned to a maneuver battalion. In a noncontiguous area of
operations, the BSA can be a base, base cluster, or sub-set inside the support area of the BCT.
OPERATIONAL OVERVIEW
9-179. The BSA is the sustainment (logistics, medical, personnel, and administrative) node for the BCT,
and is the BSB’s terrain from which to conduct sustainment operations. It consists of the BSB main CP
(which can also serve as a BCT alternate CP if required), signal assets, and other sustainment units from
echelons above brigade. The BSB commander is responsible for the command and control of all support
organizations within the BSA for terrain management and security unless otherwise stated by the operations |
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or fragmentary order. The BCT commander, with the support of the staff and upon the advice of the BSB
commander determines the control exercised by the BSB commander in governing the authority and
limitations of the BSB to execute area security within the BSA. Considerations used in determining the
authority and limitations of the BSB commander to execute area security within the BSA are—threat levels
and situation; utility of different locations; and civil considerations.
LOCATIONS FOR SUPPORT AREAS
9-180. The BSB commander, in coordination with the BCT S-3 and S-4, recommends to the BCT
commander the layout of the BSA. The BSB commander coordinates land usage with the overall support
area’s terrain manager, typically the BEB commander. Support areas are located so that support to the BCT
can be maintained but does not interfere with the tactical movement of BCT units or with units that must pass
through the BCT area, while still maximizing security. The BSA’s size varies with terrain and number of
sustainment units. Usually the BSA is on a main supply route and ideally out of the range of the enemy’s
indirect-fire artillery. Position the BSA away from the enemy’s likely avenues of approach and entry points
into the BCT’s main battle area (MBA).
9-181. In determining the location for the BSA, there is a constant balancing of supportand security, which
ultimately determines the best placement of support areas. The BSB commander balances constant support
operations and security requirements for the BSB as it establishes and operates the BSA. The BSB
commander integrates both activities to not degrade the BCT’s combat effectiveness. The BSB commander
ensures logistics missions and associated activities continue without restriction and that all units within or
transiting the support area are capable of conducting self-protection against alevel I threat.
9-182. Threats in the BCT and higher echelon support areas are categorized by the three levels of defense
required to counter them. Any or all threat levels may exist simultaneously in these support areas. Emphasis
on defense and security measures depends on the anticipated threat level. A level I threatis a small enemy
force that can be defeated by those units normally operating in the echelon support area or by the perimeter
defenses established by friendly bases and base clusters (ATP 3-91). A level I threat for an echelon support
area or base camp consists of a squad-sized unit or smaller groups of enemy soldiers, agents, or terrorists.
Typical objectives for a level I threat include supplying themselves from friendly supply stocks; disrupting
friendly command and control nodes and logistics areas; andinterdicting friendly lines of communication.
9-183. A level II threat is an enemy force or activities that can be defeated by a base or base cluster’s
defensive capabilities when augmented by a response force (ATP 3-91). A typical response force is a military
police platoon (with appropriate supporting fires) for an echelon support area or base camp; however, it can
be a combined arms maneuver element. Level II threats consist of enemy special operations teams, long-range
reconnaissance units, mounted or dismounted combat reconnaissance teams, and partially attrited small
combat units. Typical objectives for a level II threat include the destruction, as well as the disruption, of
friendly command and control nodes and logistics and commercial facilities, and the interdiction of friendly
lines of communications.
9-184. Alevel III threatis an enemy force or activities beyond the defensive capability of both the base and
base cluster and any local reserve or response force (ATP 3-91). It consists of mobile enemy combat forces.
Possible objectives for a level III threat include seizing key terrain, interfering with the movement and
commitment of reserves and artillery, and destroying friendly combat forces. Its objectives could also include
destroying friendly sustainment facilities, supply points, CP facilities, airfields, aviation assembly areas,
arming and refueling points, and interdicting lines of communications and major supply routes. The response
(usually task organized at the division or corps level) to a level III threat is a tactical combat force,a rapidly
deployable, air-ground, mobile combat unit with appropriate combat support and combat service support
assets assigned to, and capable of, defeating level III threats, including combined arms (JP 3-10). (See
ATP3-91 for additional information.)
9-185. Once positioned, units should not consider echelon support areas such as the trains or BSA as
permanent or stationary. Support areas (specifically echeloned trains) must be mobile to support the units
when they move and should change locations frequently depending on available time and terrain. A change
of location may occur with a change of mission or change in a unit’s area of operations. Movement to a new
location may be required to avoid detection caused by heavy use or traffic in the area or an area becomes |
3-96 | 409 | Sustainment
worn by heavy use (wet and muddy conditions). Echeloned trains locations may need to change when security
becomes lax or complacent due to familiarity. (See ATP 4-90 for additional information.) Support area
location considerations include the following:
(cid:122) Cover and concealment (natural terrain or manmade structures).
(cid:122) Room for dispersion.
(cid:122) Level, firm ground to support vehicle traffic and sustainment operations.
(cid:122) Suitable helicopter landing sites.
(cid:122) Distance from known or templated enemy indirect fire assets.
(cid:122) Good road or trail networks.
(cid:122) Good routes in and out of the area (preferably separate routes going in and going out).
(cid:122) Access to lateral routes.
(cid:122) Good access or positioned along the main supply route.
(cid:122) Positioned away from likely enemy avenues of approach.
PROTECTION OF SUPPORT AREAS
9-186. The BSB commander’s responsibility for protection includes the BSA and extends to self-protection
of BSB assets operating outside of the BSA, unless otherwise stated by the operation or fragmentary order.
Forces engaged in area security protect the force, installation, route, area, or asset. Although vital to the
success of military operations, area security is normally an economy-of-force mission, often designed to
ensure the continued conduct of sustainment operations and to support decisive and shaping operations by
generating and maintaining combat power. Area security may be the predominant method of protecting
support areas that are necessary to facilitate the positioning, employment, and protection of resources
required tosustain, enable, and control forces.
9-187. The BSB commander and staff must plan for and coordinate protection for subordinate units and
detachments located within and away from the BSA. While the BSB S-3 is responsible overall for developing
the BSA security plan, the BSB S-2 assists by developing the information collection plan to support
intelligence operations, reconnaissance, surveillance, and security operations within the BSA. The BSB
commander and staff use the intelligence preparation of the battlefield (IPB) to analyze the mission variables
of enemy, terrain, weather, and civil considerations to determine their effect on sustainment operations.
9-188. Sustainment operations in noncontiguous area of operations require commanders to emphasize
protection. Sustainment organizations are normally the least capable of self-defense against an enemy force
and are often the target of enemy action. As the threat increases, supported commanders and sustainment unit
commanders cannot decrease sustainment operations in favor of enhancing protection. The supported
commander and the sustainment unit commander must discuss what risks are reasonable to accept and what
risk mitigation measures they should implement based on requirements and priorities. The supported
commander and sustainment unit commander carefully weigh and balance options and alternatives and derive
solutions that both accomplish the mission for the supported BCT while minimizing or mitigating the risk of
the sustainment units. Protection within the BSA includes terrain management, fire support coordination,
airspace management, and other security and protection activities including node protection, lines of
communications security, and checkpoints. Sustainment units plan for, train, and rehearse support area
protection measures and immediate response actions against enemy threats. Additional operations can
include convoy security (see ATP 3-91 and ATP 4-01.45), coordination of base camp and based cluster
defense (see ATP 3-37.10), area damage control (see ATP 3-91), and response force operations (see FM 3-39
and ATP 3-37.10).
9-189. As the enemy may avoid maneuver forces, preferring to attack targets commonly found in
sustainment areas. Sustainment elements must organize and prepare to defend themselves against ground or
air attacks. The security of the support areas or trains at each echelon is the responsibility of the individual
in charge of the support area or echeloned trains. All elements in, or transiting the support area, assist with
forming and defending the area. Based on mission analyses, the BSB S-3 subdivides the area, and assigns
subordinate and tenant units to those subdivided areas. When a subordinate or tenant unit receives a change
of mission or can no longer occupy an assigned area, area adjustments are made to the support area by the
BSB S-3. When a particular supply point is sufficiently large, it may be assigned its own area for defense, |
3-96 | 410 | Chapter 9
and a security force may be attached to provide security. Additional activities to enable BSA protection
include—
(cid:122) Select sites that use available cover, concealment, and camouflage.
(cid:122) Use movement and positioning discipline, as well as noise and light discipline, to prevent
detection.
(cid:122) Establish area defenses.
(cid:122) Establish engagement areas.
(cid:122) Establish obstacles.
(cid:122) Establish observation posts and conduct patrols.
(cid:122) Position weapons (small arms, machine guns, and antitank weapons) for self-defense.
(cid:122) Plan mutually supporting positions to dominate likely avenues of approach.
(cid:122) Prepare fire support plans.
(cid:122) Make area of operations sketchesand identify sectors of fires.
(cid:122) Emplace target reference points (TRPs) to control fires.
(cid:122) Integrate available combat vehicles within the area into the plan and adjust the plan when vehicles
depart.
(cid:122) Conduct rehearsals.
(cid:122) Establish rest plans.
(cid:122) Identify alarms or warning systems to enable rapid execution of the defense plan.
(cid:122) Designate a response force (see ATP 3-91) with appropriate fire support.
(cid:122) Ensure the response force is equipped to perform its mission.
(cid:122) Response force must be well-rehearsed or briefed on—
(cid:131) Unit assembly.
(cid:131) Friendly and threat force recognition.
(cid:131) Actions on contact.
SUPPLY ROUTES AND CONVOYS
9-190. The BCT S-4, in coordination with the BSB support operations officer and the BCT S-3, select
supply routes between echeloned support areas. Main supply routes are designated within the BCT’s area of
operations. A main supply route is selected based on the terrain, friendly disposition, enemy situation, and
scheme of maneuver. Alternate supply routes are planned if a main supply route is interdicted by the enemy
or becomes too congested. In the event of CBRN contamination, either the primary or the alternate main
supply route can be designated as the dirty main supply route to handle contaminated traffic. Alternate supply
routes should meet the same criteria as the main supply route. Military police may assist with regulating
traffic and the security of routes and convoys on those routes, and engineer units, if available, can maintain
routes. Main supply route considerations include—
(cid:122) Location and planned schemeof maneuver for subordinate units.
(cid:122) Location and planned movements of other units moving through the BCT’s area of operations.
(cid:122) Route classification, width, obstructions, steep slopes, sharp curves, and roadway surface.
(cid:122) Two way, all weather trafficability.
(cid:122) Classification of bridges and culverts. Location and planned scheme of maneuver for subordinate
units.
(cid:122) Requirements for traffic control such as choke points, congested areas, confusing intersections, or
through built up areas.
(cid:122) Location and number of crossover routes from the main supply route to alternate supply routes.
(cid:122) Requirements for repair, upgrade, or maintenance of the route, fording sites, and bridges.
(cid:122) Route vulnerabilities that must be protected, such as bridges, fords, built up areas, and choke
points.
(cid:122) Enemy threats such as air attack, mines, ambushes, and CBRN attacks. |
3-96 | 411 | Sustainment
(cid:122) Known or likely locations of enemy penetrations, attacks, CBRN attacks, or obstacles.
(cid:122) Known or potential civilian and dislocated civilian movements that must be controlled or
monitored.
9-191. Security of supply routes in noncontiguous area of operations may require the BCT commander to
commit combat units. The security and protection of supply routes along with lines of communications are
critical to military operations since most support traffic moves along these routes. The security of supply
routes presents one of the greatest security challenges in an area of operations. Route security operations are
defensive in nature and are terrain oriented. A route security force may prevent an enemy or adversary force
from impeding, harassing, or destroying traffic along a route or portions of a route by establishing a
movement corridor. Units conduct synchronized operations (mobility and information collection) within the
movement corridor. A movement corridor may be established in a high-risk area to facilitate the movement
of a single element, or it may be an enduring operation. (See FM 3-90-2 for additional information.)
9-192. A convoy security operation is a specialized kind of area security operation conducted to protect
convoys. Units conduct convoy security operations anytime there are insufficient friendly forces to secure
routes continuously in an area of operations and there is a significant danger of enemy or adversary ground
action directed against the convoy. The commander may conduct convoy security operations in conjunction
with route security operations. Planning includes designating units for convoy security; providing guidance
on tactics, techniques, and procedures for units to provide for their own security during convoys; or
establishing protection and security requirements for convoys carrying critical assets. Local or theater policy
typically dictates when or which convoys receive security and protection. (See ATP 4-01.45for additional
information.) |
3-96 | 413 | Source Notes
These are the sources used for historical examples cited and quoted in this manual.
They are listed by paragraph number.
2-24 1.Perceptions Are Reality: Historical Case Studies of Information Operations in Large-Scale
Combat Operations, Fort Leavenworth, Kansas: Army University Press[2018] Series.
2.Department of the Army, Field Manual (FM) 3-13, Information Operations(Washington,
DC: 2016), 1-2.
3.Kaplan, Fred. Dark Territory: The Secret History of Cyber War(New York: Simon and
Schuster, 2016), 31.
2-31 1.Center for Army Lessons Learned, Strategic Landpower in Europe Special Study, CALL
website: http://call.army.mil.
2.10th Combat Aviation Brigade, 10th Mountain Division Fact Sheet, 03 FEB 2017.Online
at https://static.dvidshub.net/media/pubs/pdf_34851.pdf.
3.3rd Armored Brigade Combat Team, 4th Infantry Division Fact Sheet, 04 JAN 2017.
Online at https://static.dvidshub.net/media/pubs/pdf_34851.pdf.
4.Operation Atlantic Resolve, Online at
https://www.eur.army.mil/Portals/19/Atlantic%20Resolve%20Fact%20Sheet.pdf?ver=jP-
mMtPdOc4kvb_8r_uGkA%3d%3d, 2 NOV 2020.
2-58 1.From Domination to Consolidation: at the Tactical Level in Future Large-Scale Combat
Operations, A U.S.Army Command and General Staff College Press Book Published by the
Army University Press [2020] Series.
2.82d Airborne Division, After Action Report 82d Airborne, December 1944-February 1945.
(World War II Operational Documents, Combined Arms Research Digital Library, Fort
Leavenworth, KS).
2-60 Lundy, Michael D. Military Review: Large-Scale Combat Operations Special Edition, Fort
Leavenworth, Kansas: Army University Press [September –October 2018], Forward.
Available online at https://www.armyupress.army.mil/Journals/Military-Review/English-
Edition-Archives/September-October-2018/.
4-4 Wright, Donald P., Ph., ed. 16 Cases of Mission Command. U.S. Army Combined Arms
Center. Fort Leavenworth, KS: Combat Studies Institute Press, 2013. Available online at
https://www.armyupress.army.mil/Portals/7/Primer-on-Urban-Operation/Documents/Sixteen-
Cases-of-Mission-Command.pdf.
6-2 Salinger, Jerry, Urban Warfare-The 2008 Battle for Sadr City. Rand Research Brief, RAND
Arroyo Center. Santa Monica, CA: 2012. Available online at
http://www.rand.org/content/dam/rand/pubs/research_briefs/2012/RAND_RB9652.pdf.
7-2 Kasserine Pass Battles. Readings, volume I. United States Army Center of Military History,
United States Army. Available online at
https://history.army.mil/books/Staff-Rides/kasserine/kasserine.htm.
7-88 Esposito, Vincent, ed. West Point Atlas of American Wars. United States Military Academy,
Department of Military Art and Engineering. New York: Praeger, 1972.
7-92 Mossman, Billy C. Ebb and Flow, November 1950-July 1951. U.S. Army History of the
Korean War Series, volume 5. Washington, DC: Center of Military History, United States
Army. Available online at https://history.army.mil/books/korea/ebb/fm.htm. |
3-96 | 414 | Source Notes
7-93 Appleman, Roy E., James M. Burns, Russell A. Gugeler, and John Stevens. The War in the
Pacific, Okinawa: The Last Battle. Washington, DC: Historical Division, Department of the
Army, 1048. Available online at https://history.army.mil/html/books/005/5-11-
1/CMH_Pub_5-11-1.pdf. |
3-96 | 415 | Glossary
The glossary lists acronyms and terms with Army or joint definitions. Where Army and
joint definitions differ, (Army) precedes the definition. Terms for which FM 3-96 is the
proponent are marked with an asterisk (*). The proponent publication for other terms
is listed in parentheses after the definition.
SECTION I – ACRONYMS AND ABBREVIATIONS
ABCT Armored brigade combat team
ABE assistant brigade engineer
ADAM air defense airspace management
ADP Army doctrine publication
ADRP Army doctrine reference publication
AHS Army Health System
AOR area of responsibility
AR Army regulation
ASCC Army Service component command
ASCOPE areas,structures, capabilities, organizations, people, and events
ATGM antitank guided missile
ATP Army techniques publication
ATTP Army tactics, techniques, and procedures
BAE brigade aviation element
BCT brigade combat team
BEB brigade engineer battalion
BSA brigade support area
BSB brigade support battalion
BSMC brigade support medical company
CBRN chemical, biological, radiological, and nuclear
CCIR commander’s critical information requirement
CEMA cyberspace electromagnetic activities
CERF cyber effects request format
CJCSM Chairman of the Joint Chiefs of Staff Manual
COA course of action
COL colonel |
3-96 | 416 | Glossary
COP common operational picture
COR contracting officer representative
CP command post
CPCE Command Post Computing Environment
CPOF Command Post of the Future
CSSB combat sustainment support battalion
CTCP combat trains command post
CWMD countering weapons of mass destruction
DA Department of the Army
DCGS-A Distributed Common Ground System-Army
DD Department of Defense
DLIC detachment left in contact
DODIN Department of Defense information network
DODIN-A Department of Defense information network-Army
DSB division sustainment brigade
DSM decision support matrix
DSSB division sustainment support battalion
DST decision support template
DSTB division sustainment troops battalion
EA engagement area
EEFI essential element of friendly information
EMS electromagnetic spectrum
EP electromagneticprotection
ESC expeditionary sustainment command
EW electromagneticwarfare
EWO electromagneticwarfare officer
FARP forward arming and refueling point
FLE forward logistics element
FM field manual
FSC forward support company
FSF foreign security forces
FST forward surgical team
GCSS-Army Global Combat Support System-Army
GPS Global Positioning System
GPW Geneva Convention Relative to the Treatment of Prisoners of War
HPT high-payoff target
HUMINT human intelligence
HVT high-value target
IBCT Infantry brigade combat team
ID Infantry division
IDAD internal defense and development |
3-96 | 417 | Glossary
IED improvised explosive device
IPB intelligence preparation of the battlefield
JAGIC joint air-ground integration center
JBC-P Joint Battle Command-Platform
JCR Joint Capabilities Release
JCR-Log Joint Capabilities Release-Logistics
JP joint publication
JSTARS Joint Surveillance Target Attack Radar System
JTAC joint terminal attack controller
LOGCAP logistics civil augmentation program
LOGPAC logistics package
LOGSTAT logistics status
LRP logistics release point
LTC lieutenant colonel
LTG lieutenant general
MBA main battle area
MC4 Medical Communications for Combat Casualty Care
MDMP military decision-making process
MEDBDE (SPT) medical brigade (support)
MEDCOM (DS) medical command (deployment support)
METT-TC mission, enemy, terrain and weather, troops and support available, time
available, civil considerations [mission variables] (Army)
major general
MG
mobile gun system
MGS
mm millimeter
MOE measure of effectiveness
MOP measure of performance
NAI named area of interest
OAKOC observation and fields of fire, avenues of approach, key terrain, obstacles, and
cover and concealment [military aspects of terrain]
OPCON operational control
ORP objective rally point
OTERA-A organize, train, equip, rebuild and build,advise and assist, and assess
PACE primary, alternate, contingency, and emergency
PL phase line
PMESII-PT political, military, economic, social, information, infrastructure, physical
environment, and time [operational variables]
port of debarkation
POD
port of embarkation
POE
petroleum, oils, and lubricants
POL
psychological operations
PSYOP
retransmission
RETRANS |
3-96 | 418 | Glossary
RM risk management
ROM refuel on the move
S-1 battalion or brigade personnel staff officer
S-2 battalion or brigade intelligence staff officer
S-3 battalion or brigade operations staff officer
S-4 battalion or brigade logistics staff officer
S-6 battalion or brigade signal staff officer
S-8 battalion or brigade financial management staff officer
S-9 battalion or brigade civil affairs operations staff officer
SBCT Stryker brigadecombat team
SFA security force assistance
SFAB security force assistance brigade
SOP standard operating procedure
SOSRA suppress, obscure, secure, reduce, and assault (breaching fundamentals)
SSA supply support activity
SSG staff sergeant
TAC tactical command post (TAC[graphic])
TACP tactical air control party
TAI target area of interest
TC training circular
TCCC tactical combat casualty care
TRP target reference point
TSC theater sustainment command
TUAS tactical unmanned aircraft system
U.S. United States
UAS unmanned aircraft system
WMD weapons of mass destruction
XO executive officer
SECTION II – TERMS
actions on contact
A series of combat actions, often conducted simultaneously, taken on contact with the enemy to
develop the situation. (ADP 3-90)
administrative movement
A movement in which troops and vehicles are arranged to expedite their movement and conserve time
and energy when no enemy ground interference is anticipated. (ADP 3-90)
adversary
(DOD) A party acknowledged as potentially hostile to a friendly party and against which the use of
force may be envisaged. (JP 3-0)
air assault
(DOD) The movement of friendly assault forces by rotary-wing or tiltrotor aircraft to engage and
destroy enemy forces or to seize and hold key terrain. (JP 3-18) |
3-96 | 419 | Glossary
air assault operation
(DOD) An operation in which assault forces, using the mobility of rotary-wing or tiltrotor aircraft and
the total integration of available fires, maneuver under the control of a ground or air maneuver
commander to engage enemy forcesor to seize and hold key terrain. (JP 3-18)
air movements
(Army) Operations involving the use of utility and cargo rotary-wing assets for other than air assaults.
(FM3-90-2)
airborne assault
(DOD) The use of airborne forces to parachute into an objective area to attack and eliminate armed
resistance and secure designated objectives. (JP 3-18)
airborne operation
(DOD) An operation involving the air movement into an objective area of combat forces and their
logistic support for execution of a tactical, operational, or strategic mission. (JP 3-18)
airspace management
(DOD) The coordination, integration, and regulation of the use of airspace of defined dimensions.
(JP3-52)
all-source intelligence
(DOD) Intelligence products and/or organizations and activities that incorporate all sources of
information in the production of finished intelligence. (JP 2-0)
all-source intelligence
(Army) The integration of intelligence and information from all relevant sources in order to analyze
situations or conditions that impact operations.(ADP 2-0)
alternate position
A defensive position that the commander assigns to a unit or weapon system for occupation when the
primary position becomes untenable or unsuitable for carrying out the assigned task. (ADP 3-90)
ambush
An attack by fire or other destructive means from concealed positions on a moving or temporarily
halted enemy. (FM 3-90-1)
approach march
The advance of a combat unit when direct contact with the enemy is intended. (ADP 3-90)
area defense
A type of defensive operation that concentrates on denying enemy forces access to designated terrain
for a specific time rather than destroying the enemy outright. (ADP 3-90)
area of influence
(DOD) A geographical area wherein a commander is directly capable of influencing operations by
maneuver or fire support systems normally under the commander’s command or control. (JP 3-0)
area of interest
(DOD) That area of concern to the commander, including the area of influence, areas adjacent thereto,
and extending into enemy territory. (JP 3-0)
area of operations
(DOD) An operational area defined by a commander for land and maritime forces that should be large
enough to accomplish their missions and protect their forces. (JP 3-0)
area reconnaissance
A type of reconnaissance operation that focuses on obtaining detailed information about the terrain or
enemy activity within a prescribed area. (ADP 3-90) |
3-96 | 420 | Glossary
area security
A type of security operation conducted to protect friendly forces, lines of communicaiton, and
activities withina specific area. (ADP 3-90)
area support
A task assigned to a sustainment unit directing it to support units in or passing through a specified
location. (ATP 4-90)
Army design methodology
A methodology for applying critical and creative thinking to understand, visualize, and describe
problems and approaches to solving them. (ADP 5-0)
assailable flank
A flank exposed to attack or envelopment. (ADP 3-90)
assault position
A covered and concealed position short of the objective from which final preparations are made to
assault the objective. (ADP 3-90)
assessment
(DOD)Determination of the progress toward accomplishing a task, creating a condition, or achieving
an objective. (JP 3-0)
attack
A type of offensive operation that destroys or defeats enemy forces, seizes and secures terrain, or both.
(ADP3-90)
attack position
(Army) The last position an attacking force occupies or passes through before crossing the line of
departure. (ADP 3-90)
avenue of approach
(Army) Apath used by an attacking force leading to its objective or to key terrain. Avenues of
approach exist in all domains. (ADP 3-90)
backbrief
A briefing by subordinates to the commander to review how subordinates intend to accomplish their
mission. (FM 6-0)
battle drill
Rehearsed and well understood actions made in response to common battlefield occurrences.
(ADP3-90)
battle handover line
A designated phase line where responsibility transitions from the stationary force to the moving force
and vice versa. (ADP 3-90)
battle position
A defensive location oriented on a likely enemy avenue of approach. (ADP 3-90)
battle rhythm
(Army) A deliberate daily cycle of command, staff, and unit activities intended to synchronize current
and future operations. (FM 6-0)
breakout
An operation conducted by an encircled force to regain freedom of movement or contact with friendly
units. (ADP 3-90)
brigade support area
A designated area in which sustainment elements locate to provide support to a brigade. (ATP 4-90) |
3-96 | 421 | Glossary
bypass criteria
Measures established by higher echelon headquarters that specify the conditions and size under which
enemy units and contact may be avoided. (ADP 3-90)
chemical, biological, radiological, and nuclear defense
(DOD) Measures taken to minimize or negate the vulnerabilities to, and/or effects of, a chemical,
biological, radiological, or nuclear hazard or incident. (JP 3-11)
chemical, biological, radiological, and nuclear environment
(DOD) An operational environment that includes chemical, biological, radiological, and nuclear threats
and hazards and their potential resulting effects. (JP 3-11)
chemical, biological, radiological, and nuclear protection
Measures taken to keep chemical, biological, radiological, and nuclear threats and hazards from having
an adverse effect on personnel, equipment, and facilities. (ATP 3-11.32)
civil considerations
The influence of manmade infrastructure, civilian institutions, and attitudes and activities of the
civilian leaders, populations, and organizations within an area of operations on the conduct of military
operations. (ADP 6-0)
close area
The portion of a commander’s area of operations where the majority of subordinate maneuver forces
conduct close combat. (ADP3-0)
close combat
Warfare carried out on land in a direct-fire fight, supported by direct and indirect fires, and other
assets. (ADP 3-0)
collaborative planning
Two or more echelons planning together in real time, sharing information, perceptions, and ideas to
develop their respecitive plans simulaneously. (ADP 5-0)
combat information
(DOD) Unevaluated data, gathered by or provided directly to the tactical commander which, due to its
highly perishable nature or the criticality of the situation, cannot be processed into tactical intelligence
in time to satisfy the user’s tactical intelligence requirements. (JP 2-01)
combat outpost
A reinforced observation post capable of conducting limited combat operations. (FM 3-90-2)
combat power
(Army) The total means of destructive, constructive, and information capabilities that a military unit or
formation can apply at a given time. (ADP 3-0)
combined arms
The synchronized and simultaneous application of arms to achieve an effect greater than if each
element was used separately or sequentially. (ADP 3-0)
command
(DOD) The authority that a commander in the armed forces lawfully exercises over subordinates by
virtue of rank or assignment. (JP 1)
command and control
(DOD) The exercise of authority and direction by a properly designated commander over assigned and
attached forces in the accomplishment of mission. (JP 1)
command and control system
(Army) The arrangement of people, processes, networks, and command posts that enable commanders
to conduct operations. (ADP 6-0) |
3-96 | 422 | Glossary
command and control warfighting function
The related tasks and a system that enable commanders to synchronize and converge all elements of
power. (ADP 3-0)
command post
A unit headquarters where the commander and staff perform their activities. (FM 6-0)
command post cell
A grouping of personnel and equipment organized by warfighting function or by planning horizon to
facilitate the exercise of mission command. (FM 6-0)
commander’s critical information requirements
(DOD) An information requirement identified by the commander as being critical to facilitating timely
decision making. (JP 3-0)
commander’s intent
(DOD) A clear and concise expression of the purpose of the operation and the desired military end
state that supports mission command, provides focus to the staff, and helps subordinate and supporting
commanders act to achieve the commander’s desired results without further orders, even when the
operation does not unfold as planned. (JP 3-0)
common operational picture
(Army) A display of relevant information within a commander’s area of interest tailored to the user’s
requirements and based on common data and information shared by more than one command.
(ADP6-0)
complex terrain
A geographical area consisting of an urban center larger than a village and/or of two or more types of
restrictive terrain or environmental conditions occupying the samespace. (ATP 3-34.80)
*concealment
Protection from observation or surveillance.
concept of operations
(Army) A statement that directs the manner in which subordinate units cooperate to accomplish the
mission and establishes the sequence of actions the force will use to achieve the end state. (ADP 5-0)
confirmation brief
A briefing subordinate leaders give to the higher commander immediately after the operation order is
given to confirm understanding. (ADP 5-0)
consolidate gains
Activities to make enduring any temporary operational success and to set the conditions for a
sustainable security environment, allowing for a transition of control to other legitimate authorities.
(ADP 3-0)
consolidation
Organizing and strengthening a newly captured position so thatit can be used against the enemy.
(FM3-90-1)
consolidation area
The portion of the land commander’s area of operations that may be designated to facilitate freedom of
action, consolidate gains through decisive action, and set conditions to transition the area of operations
to follow on forces or other legitimate authorities. (ADP 3-0)
contamination mitigation
(DOD) The planning and actions taken to prepare for, respond to, and recover from contamination
associated with all chemical, biological, radiological, and nuclear threats and hazards to continue
military operations. (JP 3-11) |
3-96 | 423 | Glossary
contiguous area of operations
Where all a commander’s subordinate forces’ areas of operations share one or more common
boundary. (FM 3-90-1)
control
(Army) The regulation of forces and warfighting functions to accomplish the mission in accordance
with the commander’s intent. (ADP 6-0)
control measure
A means of regulating forces or warfighting functions. (ADP 6-0)
cordon and search
A technique of conducting a movement to contact that involves isolating a target area and searching
suspected locations within that target area to capture or destroy possible enemy forces and contraband.
(FM 3-90-1)
counterattack
Attack by part or all of a defending force against an enemy attacking force, for such specific purposes
as regaining ground lost, or cutting off or destroying enemy advance units, and with the general
objective of denying to the enemy the attainment of the enemy’s purpose in attacking. In sustained
defensive operations, it isundertaken to restore the battle position and is directed at limited objectives.
(FM 3-90-1)
countering weapons of mass destruction
(DOD) Efforts against actors of concern to curtail the conceptualization, development, possession,
proliferation, use, andeffects of weapons of mass destruction, related expertise, materials,
technologies, and means of delivery. (JP 3-40)
counterreconnaissance
A tactical mission task that encompasses all measures taken by a commander to counter enemy
reconnaissance and surveillance efforts. Counterreconnaissance is not a distinct mission, but a
component of all forms of security operations. (FM 3-90-1)
*cover
Protection from the effects of fires.
cover
(Army) A type of security operation done independent of the main body to protect them by fighting to
gain time while preventing enemy ground observation of and direct fire against the main body.
(ADP3-90)
covering force
(Army) A self-contained force capable of operating independently of the main body, unlike a screen or
guard force to conduct the cover task. (FM 3-90-2)
covering force area
The area forward of the forward edge of the battle area out to the forward positions initially assigned to
the covering force. It is here that the covering force executes assigned tasks. (FM3-90-2)
cross-domain fires
Fires executed in one domain to create effects in a different domain. (ADP 3-19)
cueing
The integration of one or more types of reconnaissance or surveillance systems to provide information
that directs follow-on collection of more detailed information by another system. (FM 3-90-2)
cyberspace
(DOD) A global domain within the information environment consisting of the interdependent networks
of information technology infrastructures and resident data, including the Internet, telecommunications
networks, computer systems, and embedded processors and controllers. (JP 3-12) |
3-96 | 424 | Glossary
cyberspace operations
(DOD) The employment of cyberspace capabilities where the primary purpose is to achieve objectives
in or through cyberspace. (JP 3-0)
data
In the contect of decision making, unprocessed observations detected by a collector of any kind
(human, mechanical, or electronic). (ADP 6-0)
decision point
(DOD) A point in space and time when the commander or staff anticipates making a key decision
concerning a specific course of action. (JP 5-0)
decision support matrix
A written record of a war-gamed course of action that describes decision points and associated actions
at those decision points. (ADP 5-0)
decision support template
(DOD) A combined intelligence and operations graphic based on the results of wargaming that depicts
decision points, timelines associated with movement of forces and the flow of the operation, and other
key items of information required to execute a specific friendly course ofaction. (JP2-01.3)
decisive action
(Army) The continuous, simultaneous execution of offensive, defensive, and stability operations or
defense support of civil authorities tasks. (ADP 3-0)
decisive operation
The operation that directly accomplishes the mission. (ADP 3-0)
decisive terrain
Key terrain whose seizure and retention is mandatory for successful mission accomplishment.
(ADP3-90)
deep area
Where the commander setsconditions for future success in close combat. (ADP3-0)
defeat
To render a force incapable of achieving its objective. (ADP 3-0)
defeat mechanism
A method through which friendly forces accomplish their mission against enemy opposition.
(ADP3-0)
defensive operation
An operation to defeat an enemy attack, gain time, economize forces, and develop conditions favorable
for offensive or stability operations. (ADP 3-0)
delay
When a force under pressure trades space for time by slowing down the enemy’s momentum and
inflicting maximum damage on enemy forces without becoming decisively engaged.(ADP 3-90)
deliberate operation
An operation in which the tactical situation allows the development and coordination of detailed plans,
including multiple branches and sequels. (ADP 3-90)
demonstration
(DOD) In military deception, a show of force similar to a feint without actual contact with the
adversary, in an area where a decision is not sought that is made to deceive an adversary. (JP 3-13.4) |
3-96 | 425 | Glossary
Department of Defense information network-Army
An Army-operated enclave of the Department of Defense information network that encompasses all
Army information capabilities that collect, process, store, display, disseminate, and protect information
worldwide. (ATP 6-02.71)
deployment
(DOD) The movement of forces into and out of an operational area. (JP 3-35)
depth
The extension of operations in time, space, or purpose to achieve definitive results. (ADP 3-0)
destroy
A tactical mission task that physically renders an enemy force combat-ineffective until it is
reconstituted. Alternatively, to destroy a combat system is to damage it so badly that it cannot perform
any function or be restored to a usable condition without being entirely rebuilt. (FM 3-90-1)
detachment left in contact
An element left in contact as part of the previously designated (usually rear) security force while the
main body conducts its withdrawal. (FM 3-90-1)
direct fire
(DOD) Fire delivered on a target using the target itself as a point of aim for either the weapon or the
director. (JP 3-09.3)
disengage
A tactical mission task where a commander has the unit break contact with the enemy to allow the
conduct of another mission or to avoid decisive engagement. (FM 3-90-1)
disengagement line
A phase line located on identifiable terrain that, when crossed by the enemy, signals to defending
elements that it is time to displace to their next position. (ADP 3-90)
disintegrate
To disrupt the enemy’s command and control system, degrading its ability to conduct operations while
leading to a rapid collapse of the enemy’s capabilities or will to fight. (ADP 3-0)
dislocate
To employ forces to obtain significant positional advantage, rendering the enemy’s dispositions less
valuable, perhaps even irrelevant. (ADP 3-0)
double envelopment
This results from simultaneous maneuvering around both flanks of a designated enemy force.
(FM3-90-1)
early-entry command post
A lead element of a headquarters designed to control operations until the remaining portions of the
headquarters are deployed and operational. (FM 6-0)
echelon support
The method of supporting an organization arrayed within an area of operations. (ATP 4-90)
electromagnetic spectrum
(DOD) The range of frequencies of electromagnetic radiation from zero to infinity. It is divided into 26
alphabetically designated bands. (JP 3-85)
electromagneticwarfare
(DOD) Military action involving the use of electromagnetic and directed energy to control the
electromagnetic spectrum or to attack the enemy. (JP 3-85) |
3-96 | 426 | Glossary
employment
(DOD) The strategic, operational, or tactical use of forces. (JP 5-0)
encirclement operations
Operations where one force loses its freedom of maneuver because an opposing force is able to isolate
it by controlling all ground lines of communication and reinforcement. (ADP 3-90)
end state
(DOD) The set of required conditions that defines achievement of the commander’s objectives.
(JP3-0)
enemy
A party identified as hostile against which the use of force is authorized. (ADP 3-0)
engagement area
An area where the commander intends to contain and destroy an enemy force with the massed effects
of all available weapons and supporting systems. (ADP 3-90)
engagement criteria
Protocols that specify those circumstances for initiating engement with an enemy force. (FM 3-90-1)
engagement priority
Specifies the order in which the unit engages enemy systems or functions. (FM 3-90-1)
envelopment
A form of maneuver in which an attacking force seeks to avoid the principal enemy defenses by
seizing objectives behind those defenses that allow the targeted enemy force to be destroyed in their
current positions. (FM 3-90-1)
essential element of friendly information
A critical aspect of a friendly operation that, if known by a threat would subsequently compromise,
lead to failure, or limit success of the operation and therefore should be protected from enemy
detection.(ADP 6-0)
evaluating
Using indicators to judge progress toward desired conditions and determining why the current degree
of progress exists. (ADP 5-0)
execution
The act of putting a plan into action by applying combat power to accomplish the mission and
adjusting operations based on changes in the situation. (ADP 5-0)
execution matrix
A visual representation of subordinate tasks in relationship to each other over time. (ADP5-0)
exploitation
(Army) A type of offensive operation that usually follows a successful attack and is designed to
disorganize the enemy in depth. (ADP 3-90)
feint
(DOD) In military deception, an offensive action involving contact with the adversary conducted for
the purpose of deceiving the adversary as to the location and/or time of the actual main offensive
action. (JP 3-13.4)
financial management
(Army) The sustainment of the U.S. Army and its unified action partners through the execution of
Fund the Force, Banking and Disbursing, Accounting Support and Cost Management, Pay Support and
Management Internal Controls. (FM 1-06) |
3-96 | 427 | Glossary
*fire and movement
The concept of applying fires from all sources to suppress, neutralize, or destroy the enemy, and the
tactical movement of combat forces in relation to the enemy (as components of maneuver applicable at
all echelons). At the squad level, fire and movement entails a team placing suppressive fire on the
enemy as another team moves against or around the enemy.
fire support
(DOD) Fires that directly support land, maritime, amphibious, space, cyberspace, and special
operations forces to engage enemy forces, combat formations, and facilities in pursuit of tactical and
operational objectives. (JP 3-09)
fires
(DOD) The use of weapons systems or other actions to create a specific lethal or nonlethal effects on a
target. (JP 3-09)
fires warfighting function
The related tasks and systems that create and converge effects in all domains against the adversary or
enemy to enable operations across the range of military operations. (ADP 3-0)
fixing force
A force designated to supplement the striking force by preventing the enemy from moving from a
specific area for a specific time. (ADP 3-90)
flank attack
A form of offensive maneuver directed at the flank of an enemy. (FM 3-90-1)
force projection
(DOD) The ability to project the military instrument of national power from the United States or
another theater, in response to requirements for military operations. (JP 3-0)
force tailoring
The process of determining the right mix of forces and the sequence of their deployment in support of
a joint force commander. (ADP 3-0)
foreign internal defense
(DOD) Participation by civilian and military agencies of a government in any of the action programs
taken by another government or other designated organization to free and protect its society from
subversion, lawlessness, insurgency, terrorism, and other threats to its security. (JP 3-22)
forms of maneuver
Distinct tactical combinations of fire and movement with a unique set of doctrinal characteristics that
differ primarily in the relationship between the maneuvering force and the enemy. (ADP 3-90)
forward logistics element
Comprised of task-organized multifunctional logistics assets designed to support fast-moving offensive
operations in the early phases of decisiveaction. (ATP 4-90)
forward passage of lines
Occurswhen a unit passes through another unit’s positions while moving toward the enemy.
(ADP3-90)
free-fire area
(DOD) A specific region into which any weapon system may fire without additional coordination with
the establishing headquarters. (JP 3-09)
friendly force information requirement
(DOD) Information the commander and staff need to understand the status of friendly and supporting
capabilities. (JP 3-0) |
3-96 | 428 | Glossary
fusion
Consolidating, combining, and correlating information together. (ADP 2-0)
governance
(DOD) The state’s ability to serve the citizens through the rules, processes, and behavior by which
interests are articulated, resources are managed, and power is exercised in a society. (JP 3-24)
graphic control measure
A symbol used on maps and displays to regulate forces and warfighting functions. (ADP 6-0)
guard
A type of security operation done to protect the main body by fighting to gain time while preventing
enemy ground observation of and direct fire against the main body. (ADP 3-90)
hasty operation
An operation in which a commander directs immediately available forces, using fragmentary orders, to
perform tasks with minimal preparation, trading planning and preparation time for speed of execution.
(ADP 3-90)
hazard
(DOD) A condition with the potential to cause injury, illness, or death of personnel; damage to or loss
of equipment or property; or mission degradation. (JP 3-33)
health service support
(Army) Encompasses all support and services performed, provided, and arranged by the Army Medical
Department to promote, improve, conserve, or restore the mental and physical well-being of personnel
in the Army. Additionally, as directed, provide support to other Services, agencies, and organizations.
This includes casualty care, (encompassing a number of Army Medical Department functions—
organic and area medical support, hospitalization, the treatment aspects of dental care and
behavioral/neuropsychiatric treatment, clinical laboratory services, and treatment of chemical,
biological, radiological, and nuclear patients) medical evacuation, and medical logistics. (FM 4-02)
high-payoff target
(DOD) A target whose loss to the enemy will significantly contribute to the success of the friendly
course of action. (JP 3-60)
high-value target
(DOD) A target the enemy commander requires for the successful completion of the mission. (JP 3-60)
human intelligence
(Army) The collection by a trained human intelligence collector of foreign information from people
and multimedia to identify elements, intentions, composition, strength, dispositions, tactics, equipment,
and capabilities. (ADP 2-0)
hybrid threat
The diverse and dynamic combination of regular forces, irregular forces, terrorist, or criminal elements
acting in concert to achieve mutually benefitting effects. (ADP 3-0)
indicator
(DOD)In the context of assessment, a specific piece of information that infers the condition, state, or
existence of something, and provides a reliable means to ascertain performance or effectiveness.
(JP5-0)
infiltration
(Army) A form of maneuver in which an attacking force conducts undetected movement through or
into an area occupied by enemy forces to occupy a position of advantage behind those enemy positions
while exposing only small elements to enemy defensive fires. (FM 3-90-1) |
3-96 | 429 | Glossary
infiltration lane
A control measure that coordinates forward and lateral movement of infiltrating units and fixes fire
planning responsibilities. (FM 3-90-1)
information
In the context of decision making, data that has been organized and processed in order to provide
context for further analysis. (ADP 6-0)
information collection
An activity that synchronizes and integrates the planning and employment of sensors and assets as well
as the processing, exploitation, and dissemination of systems in direct support of current and future
operations. (FM 3-55)
information environment
(DOD) The aggregate of individuals, organizations, and systems that collect, process, disseminate, or
act on information. (JP 3-13)
information management
(Army) The science of using procedures and information systems to collect, process, store, display,
disseminate, and protect data, information, and knowledge products. (ADP 6-0)
information operations
(DOD) The integrated employment, during military operations, of informationrelated capabilities in
concert with other lines of operation to influence, disrupt, corrupt, or usurp the decision-making of
adversaries and potential adversaries while protecting our own. (JP 3-13)
information-related capability
(DOD) A tool, technique, or activity employed within a dimension of the information environment that
can be used to create effects and operationally desired conditions. (JP 3-13)
information requirements
(DOD) In intelligence usage, those itemsof information regarding the adversary and other relevant
aspects of the operaitonal environment that need to be collected and processed in order to meet the
intelligence requirements of a commander. (JP 2-0)
integration
(DOD) The arrangement of military forces and their actions to create a force that operates by engaging
as a whole. (JP 1)
intelligence analysis
The process by which collected information is evaluated and integrated with existing information to
facilitate intelligence production. (ADP 2-0)
intelligence operations
(Army) The tasks undertaken by military intelligence units through the intelligence disciplines to
obtain information to satisfy validated requirements. (ADP 2-0)
intelligence preparation of the battlefield
(Army) The systematic process of analyzing the mission variables of enemy, terrain, weather, and civil
considerations in an area of interest to determine their effect on operations. (ATP 2-01.3)
intelligence synchronization
The art of integrating information collection; intelligence processing, exploitation, and dissemination;
and intelligence analysis with operations to effectively and efficiently fight for intelligence in support
of decision making. (ADP 2-0)
intelligence warfighting function
The related tasks and systems that facilitate understanding the enemy, terrain, weather, civil
considerations, and other significant aspects of the operational environment. (ADP 3-0) |
3-96 | 430 | Glossary
interdiction
(DOD) An action to divert, disrupt, delay, or destroy the enemy’s military surface capability before it
can be used effectively against friendly forces, or to otherwise achieve objectives. (JP 3-03)
isolate
To separate a force from its sources of support in order to reduce its effectiveness and increase its
vulnerability to defeat. (ADP 3-0)
keytasks
Those significant activities the force must perform as a whole to achieve the desired end state.
(ADP6-0)
key terrain
(Army) An identifiable characteristic whose seizure or retention affords a marked advantage to either
combatant. (ADP 3-90)
knowledge
In the context of decision making, information that has been analyzed and evaluated for operational
implications. (ADP 6-0)
knowledge management
The process of enabling knowledge flow to enhance shared understanding, learning, and decision
making. (ADP 6-0)
large-scale combat operations
Extensive joint combat operations in terms of scope and size of forces committed, conducted as a
campaign aimed at achieving operational and strategic objectives. (ADP 3-0)
large-scale ground combat operations
Sustained combat operations involving multiple corps and divisions. (ADP 3-0)
leadership
The activity of influencing people by providing purpose, direction, and motivation to accomplish the
mission and improve the organization. (ADP 6-22)
Level I threat
A small enemy force that can be defeated by those units normally operating in the echelon support area
or by the perimeter defenses established by friendly bases and base clusters. (ATP 3-91)
Level II threat
An enemy force or activities that can be defeated by a base or base cluster’s defensive capabilities
when augmented by a response force. (ATP 3-91)
Level III threat
An enemy force or activities beyond the defensive capability of both the base and base cluster and any
local reserve or response force. (ATP 3-91)
limit of advance
A phase line used to control forward progress of the attack. (ADP 3-90)
line of contact
A general trace delineating the location where friendly and enemy forces are engaged. (ADP3-90)
line of departure
(DOD)In land warfare, a line designated to coordinate the departure of attack elements. (JP3-31)
local security
The low-level security activities conducted near a unit to prevent surprise by the enemy. (ADP 3-90) |
3-96 | 431 | Glossary
logistics
(Army) Planning and executing the movement and support of forces. It includes those aspects of
military operations that deal with: design and development, acquisition, storage, movement,
distribution, maintenance, evacuation, and disposition of materiel; acquisition or construction,
maintenance, operation, and disposition of facilities; and acquisition or furnishing of services.
(ADP4-0)
main battle area
The area where the commander intends to deploy the bulk of the unit’s combat power and conduct
decisive operations to defeat an attacking enemy. (ADP 3-90)
main command post
A facility containing the majority of the staff designed to control current operations, conduct detailed
analysis, and plan future operations. (FM 6-0)
main effort
A designated subordinate unit whose mission at a given point in time is most critical to overall mission
success. (ADP 3-0)
maneuver
(Army) Movement in conjunction with fires. (ADP 3-0)
massed fire
(DOD) Fire from a number of weapons directed at a single point or small area. (JP 3-02)
measure of effectiveness
(DOD) An indicator used to measure a current system state, with change indicated by comparing
multiple observations over time. (JP 5-0)
measure of performance
(DOD) An indicator used to measure a friendly action that is tied to measuring task accomplishment.
(JP 5-0)
meeting engagement
A combat action that occurs when a moving force, incompletely deployed for battle, engages an enemy
at an unexpected time and place. (ADP 3-90)
military decision-making process
An iterative planning methodology to understand the situation and mission,develop a course of action,
and produce an operation plan or order. (ADP 5-0)
mission
(DOD) The task, together with the purpose, that clearly indicates the action to be taken and the reason
therefore. (JP 3-0)
mission command
(Army) The Army’s approach tocommand and control that empowers subordinate decisionmaking
and decentralized execution appropriate to the situation. (ADP 6-0)
mission orders
Directives that emphasize to subordinates the results to be attained, not how they are to achieve them.
(ADP 6-0)
mission statement
(DOD) A short sentence or paragraph that describes the organization’s essential task(s), purpose, and
action containing the elements of who, what, when, where, and why. (JP 5-0)
mission variables
Categories of specific information needed to conduct operations. (ADP 1-01) |
3-96 | 432 | Glossary
mixing
Using two or more different assets to collect against the same intelligence requirement. (FM 3-90-2)
mobile defense
A type of defensive operation that concentrates on the destruction or defeat of the enemy through a
decisive attack by a striking force. (ADP 3-90)
mobilization
(DOD) The process by which Armed Forces of the United States, or part of them, are brought to a state
of readiness for war or other national emergency. (JP 4-05)
monitoring
Continuous observation of those conditions relevant to the current operation. (ADP 5-0)
movement
The positioning of combat power to establish the conditions for maneuver. (ADP 3-90)
movement and maneuver warfighting function
The related tasks and systems that move and employ forces to achieve a position of relative advantage
over the enemy and other threats. (ADP 3-0)
movement formation
An ordered arrangement of forces for a specific purpose and describes the general configuration of a
unit on the ground. (ADP 3-90)
movement to contact
(Army) A type of offensive operation designed to develop the situation and to establish or regain
contact. (ADP 3-90)
multi-domain fires
Fires that converge effects from two or more domains against a target. (ADP 3-19)
mutual support
(DOD) That support which units render each other against an enemy, because of their assigned tasks,
their position relative to each other and to the enemy, and their inherent capabilities. (JP 3-31)
named area of interest
(DOD) A geospatial area or systems node or link against which information that will satisfy a specific
information requirement can be collected, usually to capture indications of adversary courses of action.
(JP 2-01.3)
neutralize
(Army)A tactical mission task that results in rendering enemy personnel or materiel incapable of
interfering with a particular operation. (FM 3-90-1)
no-fire area
(DOD) An area designated by the appropriate commander into which fires or their effects are
prohibited. (JP3-09.3)
noncontiguous area of operations
Where one or more of the commander’s subordinate force’s areas of operation do not share a common
boundary. (FM 3-90-1)
objective
(Army) A location used to orient operations, phase operations, facilitate changes of direction, and
provide for unity of effort. (ADP 3-90)
objective rally point
An easily identifiable point where all elements of the infiltrating unit assemble and prepare to attack
the objective. (ADP 3-90) |
3-96 | 433 | Glossary
offensive operation
An operation to defeat or destroy enemy forces and gain control of terrain, resources, and population
centers. (ADP 3-0)
operational approach
(DOD) A broad description of the mission, operational concepts, tasks, and actions required to
accomplish the mission. (JP 5-0)
operational environment
(DOD) A composite of the conditions, circumstances, and influences that affect the employment of
capabilities and bear on the decisions of the commander. (JP 3-0)
operational framework
A cognitive tool used to assist commanders and staffs in clearly visualizing and describing the
application of combat power in time, space, purpose, and resources in the concept of operations.
(ADP1-01)
operational variables
A comprehensive set of information categories used to describe an operational environment.
(ADP1-01)
operations in depth
Thesimultaneous application of combat power throughout an area of operations. (ADP 3-90)
operations process
The major command and control activities performed during operations: planning, preparing,
executing, and continuously assessing the operation. (ADP 5-0)
parallel planning
Two or more echelons planning for the same operations nearly simulaneously facilitated by the use of
warning orders by the higher headquarters. (ADP 5-0)
passage of lines
(DOD) An operation in which a force moves forward or rearward through another force’s combat
positions with the intention of moving into or out of contact with the enemy. (JP 3-18)
penetration
A form of maneuver in which an attacking force seeks to rupture enemy defenses on a narrow front to
disrupt the defensive system. (FM 3-90-1)
personnel services
Sustainment functions that man and fund the force, maintain Soldier and Family readiness, promote the
moral and ethical values of the nation, and enable the fighting qualities of the Army. (ADP 4-0)
phase
(Army) A planning and execution tool used to divide an operation in duration or activity. (ADP 3-0)
physical security
(DOD) That part of security concerned with physical measures designed to safeguard personnel; to
prevent unauthorized access to equipment, installations, material, and documents; and to safeguard
them against espionage, sabotage, damage, and theft. (JP 3-0)
planning
The art and science of understanding a situation, envisioning a desired future, and determining
effective ways to bring that future about. (ADP 5-0)
planning horizon
A point in time that commanders use to focus the organization’s planning efforts to shape future
events. (ADP 5-0) |
3-96 | 434 | Glossary
position of relative advantage
A location or the establishment of a favorable condition within the area of operations that provides the
commander with temporary freedom of action to enhance combat power over an enemy or influence
the enemy to accept risk and move to a position of disadvantage. (ADP 3-0)
positive control
(DOD) A method of airspace control that relies on positive identification, tracking, and direction of
aircraft within an airspace, conducted with electronic means by an agency having the authority and
responsibility therein. (JP 3-52)
preparation
Those activities performed by units and Soldiers to improve their ability to execute an operation.
(ADP5-0)
primary position
The position that covers the enemy’s most likely avenue of approach into the area of operations.
(ADP3-90)
priority intelligence requirement
(DOD) An intelligence requirement that the commander and staff need to understand the threat and
other aspects of the operational environment. (JP2-01)
probable line of deployment
A phase line that designates the location where the commander intends to deploy the unit into assault
formationbefore beginning the assault. (ADP 3-90)
procedural control
(DOD) A method of airspace control which relies on a combination of previously agreed and
promulgated orders and procedures. (JP 3-52)
procedures
(DOD) Standard, detailed steps that prescribe howto performspecific tasks. (CJCSM 5120.01B)
processing, exploitation, and dissemination
The execution of the related functions that converts and refines collected data into usable information,
distributes the information for further analysis, and, when appropriate, provides combat information to
commanders and staffs. (ADP 2-0)
protection warfighting function
The related tasks and systems that preserve the force so the commander can apply maximum combat
power to accomplish the mission. (ADP 3-0)
pursuit
Atype of offensive operation designed to catch or cut off a hostile force attempting to escape, with the
aim of destroying it. (ADP 3-90)
radio silence
The status on a radio network in which all stations are directed to continuously monitor without
transmitting, except under established criteria. (ATP 6-02.53)
raid
(DOD) An operation to temporarily seize an area to secure information, confuse an adversary, capture
personnel or equipment, or to destroy a capability culminating with a planned withdrawal. (JP 3-0)
rally point
An easily identifiable point on the ground at which units can reassemble and reorganize if they become
dispersed. (ATP 3-21.20) |
3-96 | 435 | Glossary
rearward passage of lines
Occurs when a unit passes through another unit’s positions while moving away from theenemy.
(ADP3-90)
reconnaissance
(DOD) A mission undertaken to obtain, by visual observation or other detection methods, information
about the activities and resources of an enemy or adversary, or to secure data concerning the
meteorological, hydrographic, or geographic characteristics of a particular area. (JP 2-0)
reconnaissance handover
The action that occurs between two elements in order to coordinate the transfer of information and/or
responsibility for observation of potential threat contact, or the transfer of an assigned area from one
element to another. (FM 3-98)
reconnaissance handover line
A designated phase line on the ground where reconnaissance responsibility transitions from one
element to another. (FM 3-98)
reconnaissance in force
A type of reconnaissance operation designed to discover or test the enemy’s strength, dispositions, and
reactions or to obtain other information. (ADP 3-90)
reconnaissance objective
A terrain feature, geographic area, enemy force, adversary, or other mission or operational variable
about which the commander wants to obtain additional information. (ADP 3-90)
reconnaissance-pull
Reconnaissance that determines which routes are suitable for maneuver, where the enemy is strong and
weak, and where gaps exist, thus pulling the main body toward and along the path of least resistance.
This facilitates the commander’s initiative and agility. (FM 3-90-2)
reconnaissance-push
Reconnaissance that refines the common operational picture, enabling the commander to finalize the
plan and support shaping and decisive operations. It is normally used once the commander commits to
a scheme of maneuver or course of action. (FM 3-90-2)
reconstitution
(Army) Actions that commanders plan and implement to restore units to a desired level of combat
effectiveness commensurate with mission requirements and available resources. (ATP 3-21.20)
redeployment
(Army) The transfer of forces and materiel to home and/or demobilization stations for reintegration
and/or out-processing. (ATP 3-35)
redundancy
Using two or more like assets to collect against the same intelligence requirement. (FM 3-90-2)
rehearsal
A session in which the commander andstaff or unit practices expected actions to improve performance
during execution. (ADP 5-0)
relevant information
All information of importance to the commander and staff in the exercise of command and control.
(ADP 6-0)
relief in place
(DOD) An operation in which, by direction of higher authority, all or part of a unit is replaced in an
area by the incoming unit and the responsibilities of the replaced elements for the mission and the
assigned zone of operations are transferred to the incoming unit. (JP 3-07.3) |
3-96 | 436 | Glossary
reorganization
All measures taken by the commander to maintain unit combat effectiveness or return it to a specified
level of combat capability. (FM 3-90-1)
reserve
(Army) That portion of a body of troops that is withheld from action at the beginning of an
engagement to be available for a decisive movement. (ADP 3-90)
restrictive fire line
(DOD) A specific boundary established between converging, friendly surgace forces that prohibits
fires or their effects from crossing. (JP 3-09)
retirement
When a force out of contact moves away from the enemy. (ADP 3-90)
retrograde
(Army) A type of defensive operation that involves organized movement away from the enemy.
(ADP3-90)
risk management
(DOD) The process to identify, assess, and control risks and make decisions that balance risk cost with
mission benefits. (JP 3-0)
route reconnaissance
A type of reconnaissanceoperation to obtain detailed information of a specified route and all terrain
from which the enemy could influence movement along that route. (ADP 3-90)
rule of law
A principle under which all persons, institutions, and entities, public and private, including the state
itself, are accountable to laws that are publicly promulgated, equally enforced, and independently
adjudicated, and that are consistent with international human rights principles. (ADP 3-07)
running estimate
The continuous assessment of thecurrent situation used to determine if the current operation is
proceeding according to the commander’s intent and if planned future operations are supportable.
(ADP 5-0)
screen
A type of security operation that primarily provides early warning to the protected force. (ADP 3-90)
search and attack
A technique for conducting a movement to contact that shares many of the characteristics of an area
security mission. (FM 3-90-1)
security area
That area occupied by a unit’s security elements and includes the areas of influence of those security
elements. (ADP 3-90)
security cooperation
(DOD) All Department of Defense interactions with foreign security establishments to build security
relationships that promote specific United States security interests, develop allied and partner nation
military and security capabilities for self-defense and multinational operations, and provide United
States forces with peacetime and contingency access to allied and partner nations. (JP 3-20)
security force assistance
(DOD) The Department of Defense activities that support the development of the capacity and
capability of foreign security forces and their supporting institutions. (JP 3-20) |
3-96 | 437 | Glossary
security operations
Those operations performed by commanders to provide early and accuratewarning of enemy
operations, to provide the forces being protected with time and maneuver space within which to react
to the enemy, and to develop the situation to allow commanders to effectively use theirprotected
forces. (ADP 3-90)
security sector reform
(DOD) A comprehensive set of programs and activities undertaken by a host nation to improve the
way it provides safety, security, and justice. (JP 3-07)
sequential relief in place
Occurs when each element within the relieved unit is relieved in succession, from right to left or left to
right, depending on how it is deployed. (ADP 3-90)
shaping operation
An operation at any echelon that creates and presrves conditions for success of the decisive operation
through effects on the enemy, other actors, and the terrain. (ADP 3-0)
simultaneity
The execution of related and mutually supporting tasks at the same time across multiple locations and
domains. (ADP 3-0)
simultaneous relief in place
Occurs when all elements are relieved at the same time. (ADP 3-90)
single envelopment
A form of maneuver that results from maneuvering around one assailable flank of a designated enemy
force. (FM 3-90-1)
situational understanding
The product of applying analysis and judgment to relevant information to determine the relationship
among the operational and mission variables. (ADP 6-0)
special reconnaissance
(DOD) Reconnaissance and surveillance actions conducted as a special operation in hostile, denied, or
diplomatically and/or politically sensitive environments to collect or verify information of strategic or
operational significance, employing military capabilities not normally found in conventional forces.
(JP 3-05)
spoiling attack
A tactical maneuver employed to seriously impair a hostile attack while the enemy is in the process of
forming or assembling for an attack. (FM 3-90-1)
stability mechanism
The primary method through which friendly forces affect civilians in order to attain conditions that
support establishing a lasting, stable peace. (ADP 3-0)
stability operation
An operation conducted outside the United States in coordination with other instruments of national
power to establish or maintain a secure environment and provide essential governmental services,
emergency infrastructure reconstruction, and humanitarian relief. (ADP 3-0)
staff section
A grouping of staff members by area of expertise under a coordinating, special, or personal staff
officer. (FM 6-0)
staggered relief in place
Occurs when a commander relieves each element in a sequence determined by the tactical situation,
not its geographical orientation. (ADP 3-90) |
3-96 | 438 | Glossary
striking force
A dedicated counterattack force in a mobile defense constituted with the bulk of available combat
power. (ADP 3-90)
strong point
A heavily fortified battle position tied to a natural or reinforcing obstacle to create an anchor for the
defense or to deny the enemy decisive or key terrain. (ADP 3-90)
subsequent position
A position that a unit expects to move to during the course of battle. (ADP 3-90)
supplementary position
A defensive position located within a unit’s assigned area of operations that provides the best sectors
of fire and defensive terrain along an avenue of approach that is not the primary avenue where the
enemy is expected to attack. (ADP 3-90)
supply point distribution
A method of distributing supplies to the receiving unit at a supply point. The receiving unit then moves
the supplies to its own area using its own transportation. (FM 4-40)
support area
The portion of the commander’s area of operations that is designated to facilitate the positioning,
employment, and protection of base sustainment assets required to sustain, enable, and control
operations. (ADP 3-0)
supporting distance
The distance between two units that can be traveled in time for one to come tothe aid of the other and
prevent its defeat by an enemy or ensure it regains control of a civil situation. (ADP 3-0)
supporting effort
A designated subordinate unit with a mission that supports the success of the main effort. (ADP 3-0)
supporting range
The distance one unit may be geographically separated from a second unit yet remain within the
maximum range of the second unit’s weapons systems. (ADP 3-0)
suppress
A tactical mission task that results in the temporary degradation of the performance of a force or
weapon system below the level needed to accomplish its mission. (FM 3-90-1)
suppression
(DOD) Temporary or transient degradation by an opposing force of the performance of a weapons
system below the level needed to fulfill its mission objectives. (JP 3-01)
surveillance
(DOD) The systematic observation of aerospace, cyberspace, surface, or subsurface areas, places,
persons, or things by visual, aural, electronic, photographic, or other means. (JP 3-0)
survivability
(Army) A quality or capability of military forces which permits them to avoid or withstand hostile
actions or environmental conditions while retaining the ability to fulfill their primary mission.
(ATP3-37.34)
survivability move
A move that involves rapidly displacing a unit, command post,or facility in response to direct and
indirect fires, the approach of a threat or as a proactive measure based on intelligence, meteorological
data, and risk assessment of enemy capabilities and intentions. (ADP 3-90) |
3-96 | 439 | Glossary
survivability operations
(Army) Those protectionactivities that alter the physical environment to providingor improvingcover,
camouflage, and concealment. (ATP 3-37.34)
sustaining operation
An operation at any echelon that enables the decisive operation or shaping operationsby generating
and maintaining combat power. (ADP 3-0)
sustainment
(Army) The provision of logistics, financial management, personnel services, and health service
support necessary to maintain operations until successful mission completion. (ADP 4-0)
sustainment preparation of the operational environment
The analysis to determine infrastructure, physical environment, and resources in the operational
environment that will optimize or adversely impact friendly forces means for supporting and sustaining
the commander’s operations plan. (ADP 4-0)
sustainment warfighting function
The related tasks and systems that provide support and services to ensure freedom of action, extend
operational reach, and prolong endurance. (ADP 3-0)
tactical combat force
(DOD) A rapidly deployable, air-ground mobile combat unit, with appropriate combat support and
combat service support assets assigned to and capable of defeating Level III threats including
combined arms. (JP3-10)
tactical command post
A facility containing a tailored portion of a unit headquarters designed to control portions of an
operation for a limited time. (FM 6-0)
tactical mobility
The ability of friendly forces to move and maneuver freely on the battlefield relative to the enemy.
(ADP 3-90)
tactical road march
A rapid movement used to relocate units within an area of operations to prepare for combat operations.
(ADP 3-90)
tactics
(Army) The employment, ordered arrangement, and directed actions of forces in relation to each other.
(ADP 3-90)
target area of interest
(DOD)The geographical area where high-value targets can be acquired and engaged by friendly
forces. (JP 2-01.3)
target reference point
(DOD) A predetermined point of reference, normally a permanent structure or terrain feature that can
be used when describinga target location. (JP 3-09.3)
targeting
(DOD) The process of selecting and prioritizing targets and matching the appropriate response to them,
considering operational requirements and capabilities. (JP 3-0)
task
(DOD) A clearly defined action or activity specifically assigned to an individual or organization that
must be done as it is imposed by an appropriate authority. (JP 1)
task organization
(Army) A temporary grouping of forces designed to accomplish a particular mission. (ADP 5-0) |
3-96 | 440 | Glossary
task-organizing
(Army) The act of designing a force, support staff, or sustainment package of specific size and
composition to meet a unique task or mission. (ADP 3-0)
techniques
(DOD) Non-prescriptive ways or methods used to perform missions, functions, or tasks.
(CJCSM5120.01B)
tempo
The relative speed and rhythm of military operations over time with respect to the enemy. (ADP 3-0)
terrain management
The process of allocating terrain by establishing areas of operations, designating assembly areas, and
specifying locations for units and activities to deconflict activities that might interfere with each other.
(ADP 3-90)
threat
Any combination of actors, entities, or forces that have the capability and intent to harm United States
forces, United States national interests, or the homeland. (ADP 3-0)
trigger line
A phase line located on identifiable terrain that crosses the engagement area—used to initiate and mass
fires into an engagement area at a predetermined range for all or like weapon systems. (ATP 3-21.20)
troop movement
The movement of Soldiers and units from one place to another by any available means. (ADP 3-90)
turning movement
(Army) A form of maneuver in which the attacking force seeks to avoid the enemy’s principle
defensive positions by seizing objectives behind the enemy’s current positions thereby causing the
enemy force to move out of their current positions or divert major forces to meet the threat.
(FM3-90-1)
understanding
In the context of decision making, knowledge that has been synthesized and had judgment applied to
comprehend the situation’s inner relationships, enable decision making, and drive action. (ADP 6-0)
unified action
(DOD) The synchronization, coordination, and/or integration of the activities of governmental and
nongovernmental entities with military operations to achieve unity of effort. (JP 1)
unified action partners
Those military forces, governmental and nongovernmental organizations, and elements of the private
sector with whom Army forces plan, coordinate, synchronize, and integrate during the conduct of
operations. (ADP 3-0)
unified land operations
The simultaneous execution of offense, defense, stability, and defense support of civil authorities
across multiple domains to shape operational environments, prevent conflict, prevail in large-scale
ground combat, and consolidate gains as part of unified action. (ADP 3-0)
unit distribution
A method of distributing supplies by which the receiving unit is issued supplies in its own area, with
transportation furnished by the issuing agency. (FM 4-40)
unity of effort
(DOD) Coordination and cooperation toward common objectives, even if the participants are not
necessarily part of the same command or organization,which is the product of successful unified
action. (JP 1) |
3-96 | 441 | Glossary
warfighting function
Agroup of tasks and systems united by a common purpose that commanders use to accomplish
missions and training objectives. (ADP 3-0)
weapons of mass destruction
(DOD) Chemical, biological, radiological, or nuclear weapons capable of a high order of destruction or
causing mass casualties, excluding the means of transporting or propelling the weapon where such
means is a separable and divisible part from the weapon. (JP 3-40)
withdraw
To disengage from an enemy force and move in a direction away from the enemy. (ADP 3-90)
working group
(Army) A grouping of predetermined staff representatives who meet to provide analysis, coordinate,
and provide recommendations for a particular purpose or function. (FM 6-0)
zone reconnaissance
A type of reconnaissance operationthat involves a directed effort to obtain detailed information on all
routes, obstacles, terrain, and enemy forces within a zone defined by boundaries. (ADP 3-90) |
3-96 | 443 | References
URLs accessed on 6 January 2021.
REQUIRED PUBLICATIONS
DOD Dictionary of Military and Associated Terms.December2020.
FM 1-02.1. Operational Terms. 21 November 2019.
FM 1-02.2. Military Symbols. 10 November 2020.
RELATED PUBLICATIONS
These documents contain relevant supplemental information.
JOINT PUBLICATIONS
Most joint publications are available online: https://www.jcs.mil/Doctrine
CJCSM 5120.01B.Joint Doctrine Development Process.6 November 2020.
DODI 5000.68. Security Force Assistance (SFA).27 October 2010. https://www.esd.whs.mil/dd/.
JP 1. Doctrine for the Armed Forces of the United States. 25 March 2013.
JP 2-0. Joint Intelligence. 22 October 2013.
JP 2-01.Joint and National Intelligence Support to Military Operations. 5 July 2017.
JP 2-01.3.Joint IntelligencePreparation of the Operational Environment. 21 May 2014.
JP 3-0. Joint Operations. 17 January 2017.
JP 3-01.Countering Air and Missile Threats. 21 April 2017.
JP 3-02.Amphibious Operations. 4 January 2019.
JP 3-03.Joint Interdiction. 9 September 2016.
JP 3-05.Joint Doctrine forSpecial Operations.22 September 2020.
JP 3-07.Stability. 3 August 2016.
JP 3-07.3.Peace Operations. 1 March 2018.
JP 3-08.Interorganizational Cooperation. 12 October 2016.
JP 3-09.Joint Fire Support. 10 April 2019.
JP 3-09.3.Close Air Support. 10 June 2019.
JP 3-10.Joint Security Operations in Theater.25 July 2019.
JP 3-11.Operations in Chemical, Biological, Radiological, and Nuclear Environments.
29October2018.
JP 3-12.Cyberspace Operations. 8 June 2018.
JP 3-13.Information Operations. 27 November 2012.
JP 3-13.3.Operations Security. 6 January 2016.
JP 3-13.4.Military Deception. 14 February 2017.
JP 3-16.Multinational Operations. 1 March 2019.
JP 3-18.Joint Forcible Entry Operations. 27 June 2018.
JP 3-20.Security Cooperation. 23 May 2017.
JP 3-22.Foreign Internal Defense. 17 August 2018. |
3-96 | 444 | References
JP 3-24.Counterinsurgency. 25 April 2018.
JP 3-31.Joint Land Operations. 3 October 2019.
JP 3-33.Joint Task Force Headquarters. 31 January 2018.
JP 3-35.Deployment and Redeployment Operations. 10 January 2018.
JP 3-40.JointCountering Weapons of Mass Destruction. 27 November 2019.
JP 3-52.Joint Airspace Control. 13 November 2014.
JP 3-60.Joint Targeting. 28 September 2018.
JP 3-63.Detainee Operations. 13 November 2014.
JP 3-85.Joint Electromagnetic Spectrum Operation. 22 May 2020.
JP 4-05.Joint Mobilization Planning. 23 October 2018.
JP 5-0. Joint Planning.1 December 2020.
ARMY PUBLICATIONS
Most Army publications are available online: https://armypubs.army.mil
ADP 1. The Army. 31 July 2019.
ADP 1-01.Doctrine Primer. 31 July 2019.
ADP 2-0. Intelligence. 31 July 2019.
ADP 3-0. Operations. 31 July 2019.
ADP 3-05.Army Special Operations. 31 July 2019.
ADP 3-07.Stability. 31 July 2019.
ADP 3-19.Fires. 31 July 2019.
ADP 3-28.Defense Support of Civil Authorities. 31 July 2019.
ADP 3-37.Protection. 31 July 2019.
ADP 3-90.Offense and Defense. 31 July 2019.
ADP 4-0. Sustainment. 31 July 2019.
ADP 5-0. The Operations Process.31 July 2019.
ADP 6-0. Mission Command: Command and Control of Army Forces. 31 July 2019.
ADP 6-22.Army Leadership and the Profession. 31 July 2019.
ADRP 1-03.The Army Universal Task List. 2 October 2015.
AR 27-1.Legal Services, Judge Advocate Legal Services. 24 January 2017.
AR 385-10.The Army Safety Program. 24 February 2017.
AR 600-20.Army Command Policy. 24 July 2020.
AR 700-137.Logistics Civil Augmentation Program. 23 March 2017.
ATP 1-0.1. G-1/AG and S-1 Operations. 23 March 2015.
ATP 1-06.1.Field Ordering Officer (FOO) and Pay Agent (PA) Operations. 10 May 2013.
ATP 1-20. Military History Operations. 9 June 2014.
ATP 2-01. Plan Requirements and Assess Collection. 19 August 2014.
ATP 2-01.3. Intelligence Preparation of the Battlefield. 1 March 2019.
ATP 2-19.4. Brigade Combat Team Intelligence Techniques.10 February 2015.
ATP 2-22.2-1.Counterintelligence Volume I: Investigations, Analysis and Production, and Technical
Services and Support Activities (U).11 December 2015.
ATP 2-22.2-2.(U) Counterintelligence Volume II: Operations and Collection Activities (S).
22December2016.
ATP 3-01.8. Techniques for Combined Arms for Air Defense. 29 July 2016. |
3-96 | 445 | References
ATP 3-01.15/MCTP 10-10B/NTTP 3-01.8/AFTTP 3-2.31. Multi-Service Tactics, Techniques, and
Procedures for Air and Missile Defense. 14 March 2019.
ATP 3-01.50. Air Defense and Airspace Management (ADAM) Cell Operation. 5 April 2013.
ATP 3-01.60. Counter-Rocket, Artillery, and Mortar Operations.10 May 2013.
ATP 3-04.1. Aviation Tactical Employment.7 May 2020.
ATP 3-04.64/MCRP 3-42.1A/NTTP 3-55.14/AFTTP 3-2.64. Multi-Service Tactics, Techniques, and
Procedures for the Tactical Employment of Unmanned Aircraft Systems. 22January 2015.
ATP 3-05.2. Foreign Internal Defense. 19 August 2015.
ATP 3-05.40. Special Operations Sustainment.3 May 2013.
ATP 3-06. Urban Operations. 7 December 2017.
ATP 3-07.5. Stability Techniques. 31 August 2012.
ATP 3-09.30. Observed Fires. 28 September 2017.
ATP 3-09.32/MCRP 3-31.6/NTTP 3-09.2/AFTTP 3-2.6.JFIRE Multi-Service Tactics, Techniques, and
Procedures for Joint Application of Firepower. 18 October 2019.
ATP 3-09.42. Fire Support for the Brigade Combat Team. 1 March 2016.
ATP 3-11.23/MCWP 3-37.7/NTTP 3-11.35/AFTTP 3-2.71. Multi-Service Tactics, Techniques, and
Procedures for Weapons of Mass Destruction Elimination Operations. 1 November 2013.
ATP 3-11.32/MCWP 10-10E.8/NTTP 3-11.37/AFTTP3-2.46. Multi-Service Tactics, Techniques, and
Procedures for Chemical, Biological, Radiological, and Nuclear Passive Defense.
13May2016.
ATP 3-11.36/MCRP 10-10E.1/NTTP 3-11.34/AFTTP 3-2.70. Multi-Service Tactics, Techniques, and
Procedures for Chemical, Biological, Radiological, and Nuclear Planning.
24September2018.
ATP 3-11.37/MCWP 3-37.4/NTTP 3-11.29/AFTTP 3-2.44. Multi-Service Tactics, Techniques, and
Procedures for Chemical, Biological, Radiological, and Nuclear Reconnaissance and
Surveillance. 25 March 2013.
ATP 3-11.50. Battlefield Obscuration. 15 May 2014.
ATP 3-12.3. Electronic Warfare Techniques. 16 July 2019.
ATP 3-13.1. The Conduct of Information Operations. 4 October 2018.
ATP 3-20.15. Tank Platoon. 3 July 2019.
ATP 3-20.96. Cavalry Squadron.12 May 2016.
ATP 3-20.97. Cavalry Troop. 1 September 2016.
ATP 3-20.98. Scout Platoon. 4 December 2019.
ATP 3-21.8. Infantry Platoonand Squad. 12 April 2016.
ATP 3-21.10. Infantry Rifle Company. 14 May 2018.
ATP 3-21.11. SBCT Infantry Rifle Company.25 November 2020.
ATP 3-21.18. Foot Marches. 17 April 2017.
ATP 3-21.20. Infantry Battalion. 28 December 2017.
ATP 3-21.21. SBCT InfantryBattalion. 18 March 2016.
ATP 3-21.50. Infantry Small-Unit Mountain and Cold Weather Operations.27 August 2020.
ATP 3-21.51. Subterranean Operations. 1 November 2019.
ATP 3-21.91. Stryker Brigade Combat Team Weapons Troop. 11May 2017.
ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67. Multi-Service Tactics, Techniques, and
Procedures for Defense Support of Civil Authorities (DSCA). 25September2015.
ATP 3-34.22. Engineer Operations—Brigade Combat Team and Below. 5 December 2014.
ATP 3-34.40. General Engineering. 25 February 2015.
ATP 3-34.80. Geospatial Engineering. 22 February 2017. |
3-96 | 446 | References
ATP 3-34.81/MCWP 3-17.4. Engineer Reconnaissance. 1 March 2016.
ATP 3-35. Army Deployment and Redeployment. 23 March 2015.
ATP 3-35.1. Army Pre-Positioned Operations. 27 October 2015.
ATP 3-37.2. Antiterrorism. 3 June 2014.
ATP 3-37.10. Base Camps. 27 January 2017.
ATP 3-37.11. Chemical, Biological, Radiological, Nuclear, and Explosives Command.
28August2018.
ATP 3-37.34. Survivability Operations. 16 April 2018.
ATP 3-39.10. Police Operations. 26 January 2015.
ATP 3-39.11. Military Police Special Reaction Teams. 26 November 2013.
ATP 3-39.12. Law Enforcement Investigations. 19 August 2013.
ATP 3-39.20. Police Intelligence Operations. 13 May 2019.
ATP 3-39.30. Security andMobility Support.21 May 2020.
ATP 3-39.32. Physical Security. 30 April 2014.
ATP 3-39.34. Military Working Dogs. 30 January 2015.
ATP 3-39.35. Protective Services. 31 May 2013.
ATP 3-52.1/MCRP 3-20F.4/NTTP 3-56.4/AFTTP 3-2.78. Multi-Service Tactics, Techniques, and
Procedures for Airspace Control. 14 February 2019.
ATP 3-52.2/MCRP 3-20.1/NTTP 3-56.2/AFTTP 3-2.17. Multi-Service Tactics, Techniques, and
Procedures For The Theater Air-Ground System. 21 May 2020.
ATP 3-55.4. Techniques for Information Collection During Operations Among Populations.
5April2016.
ATP 3-60. Targeting. 7 May 2015.
ATP 3-60.1/MCRP 3-16D/NTTP 3-60.1/AFTTP 3-2.3. Dynamic Targeting, Multi-Service Tactics,
Techniques, and Procedures for Dynamic Targeting. 10 September 2015.
ATP3-90.1. Armor and Mechanized Infantry Company Team. 27 January 2016.
ATP 3-90.4. Combined Arms Mobility. 8 March 2016.
ATP 3-90.5. Combined Arms Battalion. 5 February 2016.
ATP 3-90.8. Combined Arms Countermobility Operations. 17 September 2014.
ATP 3-90.15.Site Exploitation. 28 July 2015.
ATP 3-90.40. Combined Arms Countering Weapons of Mass Destruction. 29 June 2017.
ATP 3-90.90. Army Tactical Standard Operating Procedures. 1 November 2011.
ATP 3-90.97. Mountain Warfare and Cold Weather Operations. 29 April 2016.
ATP 3-90.98/MCTP 12-10C. Jungle Operations. 24 September 2020.
ATP 3-91. Division Operations. 17 October 2014.
ATP 3-91.1. The Joint Air Ground Integration Center. 17 April 2019.
ATP 3-92. Corps Operations.7 April 2016.
ATP 3-96.1. Security Force Assistance Brigade.2 September 2020.
ATP 4-01.45/MCRP 3-40F.7[MCRP 4-11.3H]/AFTTP 3-2.58.Multi-Service Tactics, Techniques, and
Procedures for Tactical Convoy Operations. 22February 2017.
ATP 4-02.1. Army Medical Logistics. 29 October 2015.
ATP 4-02.2. Medical Evacuation. 12July 2019.
ATP 4-02.3. Army Health System Support to Maneuver Forces. 9 June 2014.
ATP 4-02.5. Casualty Care. 10 May 2013. |
3-96 | 447 | References
ATP 4-02.7/MCRP 4-11.1F/NTTP 4-02.7/AFTTP 3-42.3. Multi-Service Tactics, Techniques, and
Procedures forHealth Service Support in a Chemical, Biological, Radiological, and Nuclear
Environment. 15 March 2016.
ATP 4-02.8. Force Health Protection. 9 March 2016.
ATP 4-02.55. Army Health System Support Planning.30 March 2020.
ATP 4-10/MCRP 4-11H/NTTP 4-09.1/AFMAN 10-409-O. Multi-Service Tactics, Techniques, and
Procedures for Operational Contract Support. 18February 2016.
ATP 4-10.1. Logistics Civil Augmentation Program Support to Unified Land Operations.
1August2016.
ATP 4-16. Movement Control. 5 April 2013.
ATP 4-25.13. Casualty Evacuation.15 February 2013.
ATP 4-32. Explosive Ordnance Disposal (EOD) Operations. 30 September 2013.
ATP 4-32.1. Explosive Ordnance Disposal (EOD) Group and Battalion Headquarters Operations.
24January 2017.
ATP 4-32.2/MCRP 10-10D.1/NTTP 3-02.4.1/AFTTP 3-2.12. Multi-service Tactics, Techniques, and
Procedures for Explosive Ordnance.12 March 2020.
ATP 4-32.3. Explosive Ordnance Disposal (EOD) Company, Platoon, and Team Operations.
1February 2017.
ATP 4-33. Maintenance Operations. 9 July 2019.
ATP 4-43. Petroleum Supply Operations.6 August 2015.
ATP 4-46. Contingency Fatality Operations. 17 December 2014.
ATP 4-48. Aerial Delivery. 21 December 2016.
ATP 4-90. Brigade Support Battalion.18 June 2020.
ATP 4-93. Sustainment Brigade. 11 April 2016.
ATP 4-93.1. Combat Sustainment Support Battalion. 19 June 2017.
ATP 4-94. Theater Sustainment Command. 28 June 2013.
ATP 5-0.1. Army Design Methodology.1 July 2015.
ATP 5-19. Risk Management. 14 April 2014.
ATP 6-0.5. Command Post Organization and Operations. 1 March 2017.
ATP 6-01.1. Techniques for Effective Knowledge Management. 6 March 2015.
ATP 6-02.53. Techniques for Tactical Radio Operations. 13 February 2020.
ATP 6-02.54. Techniques for Satellite Communications. 5 November 2020.
ATP 6-02.60. Tactical Networking Techniques for Corps and Below. 9 August 2019.
ATP 6-02.70. Techniques for Spectrum Management Operations. 16 October 2019.
ATP 6-02.71. Techniques for Department of Defense Information Network Operations. 30 April 2019.
ATP 6-02.72. Multi-Service Tactics, Techniques, and Procedures for Tactical Radios. 19 May 2017.
ATP 6-02.75. Techniques for Communications Security.18 May 2020.
ATTP 3-06.11.Combined Arms Operations in Urban Terrain. 10 June 2011.
FM 1-0.Human Resources Support. 1 April 2014.
FM 1-04. Legal Support to Operations.8 June 2020.
FM 1-05. Religious Support. 21 January 2019.
FM 1-06. Financial Management Operations. 15 April 2014.
FM 2-0.Intelligence. 6 July 2018.
FM 2-22.3. Human Intelligence Collector Operations. 6 September 2006.
FM 3-0.Operations. 6 October 2017.
FM 3-04. Army Aviation.6 April 2020. |
3-96 | 448 | References
FM 3-05. Army Special Operations. 9 January 2014.
FM 3-07. Stability. 2 June 2014.
FM 3-09. FireSupportand Field Artillery Operations.30 April 2020.
FM 3-11. Chemical, Biological, Radiological, and Nuclear Operations. 23 May 2019.
FM 3-12. Cyberspace and Electronic Warfare Operations. 11 April 2017.
FM 3-13. Information Operations. 6 December 2016.
FM 3-14. Army Space Operations.30 October 2019.
FM 3-18. Special Forces Operations.28 May 2014.
FM 3-21.38. Pathfinder Operations. 25 April 2006.
FM 3-22. Army Support to Security Cooperation. 22 January 2013.
FM 3-24.2. Tactics in Counterinsurgency. 21 April 2009.
FM 3-34. Engineer Operations.18 December 2020.
FM 3-39. Military Police Operations. 9 April 2019.
FM 3-50. Army Personnel Recovery. 2 September 2014.
FM 3-52. Airspace Control. 20 October 2016.
FM 3-53. Military Information Support Operations. 4 January 2013.
FM 3-55. Information Collection. 3 May 2013.
FM 3-57. Civil Affairs Operations. 17 April 2019.
FM 3-61. Public Affairs Operations. 1 April 2014.
FM 3-63. Detainee Operations.2 January 2020.
FM 3-81. Maneuver Enhancement Brigade. 21 April 2014.
FM 3-90-1.Offense and Defense, Volume 1. 22 March 2013.
FM 3-90-2.Reconnaissance, Security, and Tactical Enabling Tasks, Volume 2. 22 March 2013.
FM 3-94. Theater Army, Corps, and Division Operations. 21 April 2014.
FM 3-98. Reconnaissance and Security Operations. 1 July 2015
FM 3-99. Airborne and Air Assault Operations. 6 March 2015.
FM 4-0.Sustainment Operations. 31 July 2019.
FM 4-01. Army Transportation Operations. 3 April 2014.
FM 4-02. Army Health System. 17 November 2020.
FM 4-40. Quartermaster Operations. 22 October 2013.
FM 6-0.Commander and Staff Organization and Operations. 5 May 2014.
FM 6-02. Signal Support to Operations. 13 September 2019.
FM 6-22. Leader Development.30 June 2015.
FM 6-27/MCTP 11-10C.The Commander’s Handbook on the Law of Land Warfare.7 August 2019.
FM 7-0.Train to Win in a Complex World. 5 October 2016.
FM 90-3/FMFM 7-27.Desert Operations. 24 August 1993.
TC 2-91.4. Intelligence Support to Urban Operations. 23 December 2015.
TC 3-09.81. Field Artillery Manual Cannon Gunnery. 13 April 2016.
WEBSITES
3rd Armored Brigade Combat Team, 4th Infantry Division Fact Sheet.Available online at
https://static.dvidshub.net/media/pubs/pdf_34851.pdf.
10th Combat Aviation Brigade, 10th Mountain Division Fact Sheet. Available online at
https://static.dvidshub.net/media/pubs/pdf_34851.pdf. |
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