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• Changes to distance that affect distribution calculations.
• Status of HSS capabilities to include medical treatment (holding), hospitalization (surgical and bed
status), medical logistics (CL VIII, blood on hand, medical device maintenance and shortages), and
medical evacuation. Planners should assess the positioning of medical units to support operations
and priority efforts.
• Status of sustainment information systems interfaces to the Sustainment Transport System.
• Status of HR support capabilities, casualties, personnel strength, and availability of personnel
replacements to ensure adequate HR support, religious support, and identify any critical personnel
shortages, and/or combat ineffective units to rebuild combat power or consider reconstitution. HR
managers report personnel requirements through a personnel requirements report. This report lists
unit personnel replacement requirements by grade and military occupational specialty and is based
on comparison of authorized versus assigned strength.
• Status of financial management capabilities, funding authorities, and funds available (status of
funds) to support mission requirements.
SUSTAINMENT SYNCHRONIZATION
5-95. Logistics, financial management, personnel services, and HSS require coordination and
synchronization at every stage of the planning process. This synchronization is crucial in large-scale combat
operations with its inherent distributed nature. Only by integrating and synchronizing sustainment functions
can the sustainment system produce required effects at the speed, volume, velocity, and lethality of large-
scale combat operations.
5-96. Sustainment commanders and staffs present synchronized courses of action commensurate with
sustainment capabilities to allow as much freedom of action as possible. Limitations such as insufficient
infrastructure or non-availability of key classes of supply have a bearing on the commander’s ability to
execute the mission and are accounted for in the planning process. Sustainment leaders also coordinate,
synchronize, and integrate the sustainment plan with joint and other unified action partners to ensure
continuous linkage with strategic-level providers. A successful sustainment plan will extend operational
reach, prevent culmination or loss of the initiative, manage transitions, exploit possible opportunities, and
mitigate risk.
5-97. Throughout the operations process, commanders and staffs use risk management to identify and
mitigate risks associated with all hazards that have the potential to injure or kill friendly and civilian
personnel, damage or destroy equipment, or otherwise impact mission effectiveness. For sustainment
commanders and staffs, identifying and mitigating risk must always include not only risk to finite and limited
sustainment capabilities, but also how those capabilities are employed to enable freedom of action and extend
operational reach.
5-98. Sustainment synchronization remains the focus as sustainment commanders plan for and coordinate
support through such continuing activities as battle rhythm events, information collection, liaisons, meetings,
protection efforts, and reporting. For the purposes of sustaining large-scale combat operations, two of these—
liaison officers and reporting—require special emphasis.
5-99. Liaise refers to contact or intercommunication maintained between elements of military forces or other
agencies to ensure shared understanding and unity of purpose and action. Most commonly used for
establishing and maintaining close communications, liaise continuously enables direct, physical
communications between commands.
5-100. Sustainment commanders and staffs have the continuous requirement to coordinate with higher,
lower, adjacent, supporting, and supported units and civilian organizations. The sustainment liaisons
participate in boards, bureaus, cells, centers, and working groups, especially in the case of the TSC with the
ASCC, the CSC with the corps, the DSB with the division, the BSB with the maneuver brigade, and the ASB
with the CAB. While the use of liaisons taxes organic staff manpower in sustainment organizations, their
presence and active participation is essential to sustaining large-scale combat operations and mitigating the
effects of dispersion, threat disruption of communications, and accelerated tempo.
5-101. Both maneuver and sustainment commanders rely on LOGSTAT and PERSTAT reports to identify
support requirements and capabilities to enable large-scale combat operations. Sustainment staffs use data |
4-0 | 129 | Sustainment Operations During Armed Conflict
from sustainment estimation tools, higher headquarters orders, and documents such as country studies to
develop running estimates. A running estimate is the continuous assessment of facts, assumptions,
constraints, and limitations concerning the current situation and OE used to determine if the current operation
is proceeding according to the commander's intent and if planned future operations are supportable. Using
sustainment information systems, commodity managers include information in running estimates such as
quantity on-hand, quantity consumed, expected quantity on-hand, and expected consumption to anticipate
requirements and assist in synchronization. Each staff element and command post functional cell maintains
a running estimate focused on how its specific areas of expertise are postured to support future operations.
5-102. Current sustainment systems possess vulnerabilities and connectivity requirements that may make
them susceptible to disruption and deliberate targeting by threat forces, both lethally and non-lethally. To
mitigate this vulnerability and maintain an accurate readiness COP, organizations develop battle rhythms,
data cut-off times, as-of times, and reporting times. Soldiers must be prepared to operate in denied, degraded,
and disrupted communication environments. FM 6-99 includes standardized reports and message formats for
manual and voice use. The report and message formats help users prepare and manually transmit written and
voice reports and messages in denied, degraded, and disrupted environments. Each format provides an
organized template to record, pass, and store information. Sustainment organizations at all levels should
maintain manual reporting skills and should also be prepared to use alternate methods of reporting such as
telephone, radio transmission, messenger, or hard copy. Commanders and staffs must also balance the
timeliness and potential latency of reporting with the amount of time needed to analyze data when evaluating
unit readiness and combat capability.
5-103. Sustainment enterprise resource planning systems and associated decision support tools help provide
near-real-time status with minimal staff effort required to gather and display information from multiple
databases. Integrating this information with command and control systems is crucial to give sustainment
leaders and supported commanders and staffs the identical current COP. The value of integrated sustainment
information systems and command and control systems is that everyone on the network can see and use the
same reported information to plan and control operations. For more details, see appendix D.
5-104. Sustainment rehearsals are critical to
synchronization and the success and Sustainment Rehearsals
accomplishment of the mission. Conducting • Critical to success and mission accomplishment.
sustainment rehearsals immediately after • Synchronize the sustainment warfighting function
combined arms rehearsals ensures with other warfighting functions.
understanding and synchronization of the • Should be conducted immediately after the
unit's maneuver and sustainment plans as it combined arms rehearsal.
traverses the battlefield. It is critical that the • Facilitate understanding and synchronization of
combined arms team and all elements of the unit’s maneuver plan.
sustainment are represented and participate in • Participants must include the combined arms
sustainment rehearsals to ensure all team and all elements of sustainment.
sustainment commodities understand how they
integrate with other elements of sustainment to
accomplish the mission. The sustainment rehearsal helps synchronize the sustainment warfighting function
with the other warfighting functions to create a shared understanding of the plan.
REAR OPERATIONS
5-105. Rear operations are tactical actions behind major subordinate maneuver forces that facilitate
movement, extend operational reach, and maintain desired tempo (FM 3-0). This includes continuity of
sustainment and command and control. Rear operations support close and deep operations. At the operational
level, rear operations sustain current operations and prepare for the next phase of the campaign or major
operation. These operations are distributed, complex, and continuous. At the tactical level, rear operations
enable the desired tempo of combat, assuring that friendly forces have the agility to exploit any opportunity.
Rear operations typically include five broad activities:
• Positioning and moving reserves.
• Positioning and repositioning aviation, fire support, and air and missile defense units.
• Conducting support area operations.
• Securing sustainment and command and control nodes. |
4-0 | 130 | Chapter 5
• Controlling tactical unit movement between the division or corps rear boundary and units
conducting close operations.
5-106. Rear operations typically include efforts that consolidate gains to make conditions created by deep
and close operations more permanent. All of these activities compete for limited terrain and LOCs. Division
and corps rear command posts are generally responsible for rear operations.
5-107. The rear area is inside the commander’s overall AO. Some of it may be assigned to subordinate units,
and some of it may be retained by the commander. The rear area is normally, but not always, distributed in
multiple locations across an echelon. It is where most of an echelon’s sustaining operations occur. The
geographic size of a rear area is based on mission and operational variables and is difficult to quantify. These
variables include the number of units assigned to the rear area, the existing threat, and the amount of terrain
that can be influenced by the unit assigned rear area responsibility. As an example, for a division rear area,
if it is assumed to be a brigade-sized area, it will be approximately 20 square kilometers. This number is for
general planning consideration and to give readers an idea of the geographic scope of a division rear area and
the impact it has on command and control and protection. It should be understood that division rear area size
may vary widely. The corps rear area will be significantly larger.
5-108. Within the joint security area, strategic enablers such as USTRANSCOM, USAMC, DLA, and each
of their individual subordinate components link strategic support activities with theater support activities.
Examples of these activities include synchronizing strategic and operational distribution of equipment,
supplies, and personnel; managing materiel and establishing contracts; establishing theater fuel stocks; and
managing excess property turn-in. USASOC coordinates operational support requirements while monitoring
SOF activities within the theater. The TSC and ESC (with attached sustainment brigades) conduct RSOI for
units arriving in theater and support the movement of those units forward to corps and division areas. The
TMC or MEDBDE (SPT) provides command and control of all EAB medical units providing direct or general
support to the corps and division areas. Other sustainment forces in the joint security area support activities
including Class I and Class III (Bulk) distribution, APOD and SPOD operations, personnel services, financial
management activities, and other support tasks.
5-109. Within a division and corps rear area, a MEB is normally designated AO responsibilities. If a MEB is
not available, a maneuver brigade should be designated AO responsibilities. Rear area control responsibilities
include area security; terrain management; information collection, integration, and synchronization; civil
affairs operations; civil-military operations; psychological operations; movement control; mobility support;
clearance of fires; personnel recovery; airspace control; and minimum-essential stability tasks. This allows
sustainment units to focus on their primary functions.
5-110. The corps headquarters is likely to position assets in the division rear area to facilitate division
operations and enable freedom of action. The division headquarters orchestrates the sustainment and
protection tasks essential to enabling freedom of action in the division close and deep areas. Planning in the
rear area largely influences current and future operations in the close and deep areas. The rear area is not a
single large base; it is a base cluster comprised of multiple bases, each established by units assigned to the
rear area. The MEB is responsible for terrain management to include placement and integrated protection of
the bases.
SUPPORT AREA OPERATIONS
5-111. Support area operations are a critical part of rear operations. Support area operations are the tactical
actions securing lines of communications, bases, and base clusters that enable an echelon’s sustainment and
command and control (FM 3-0).
5-112. A support area is where units position, employ, and protect base sustainment assets and LOCs required
to sustain, enable, and control operations. Support area operations include sustainment for the echelon and
relevant security operations. They enable the tempo of deep and close operations and require detailed
planning to coordinate among the various units providing sustainment, protection, and security. A MEB or
maneuver brigade should have some command and control authority over the organizations positioned within
the MEB AO to conduct security and defense; this may be TACON for security and defense. |
4-0 | 131 | Sustainment Operations During Armed Conflict
SUPPORT AREA SECURITY
5-113. Sustainment forces prepare for various threats during support area operations and must be organically
trained and manned to contribute to their own security. Threats in the division rear area are categorized by
the three levels of defense required to counter them. Any or all threat levels may exist simultaneously in the
division support area. All threats pose potential risks to sustainment and other support operations. Emphasis
on base defense and security measures may depend on the anticipated threat level. A Level I threat for a
typical base 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 facilities, and interdicting friendly LOCs.
5-114. Units must also employ cover and concealment to prevent observation and detection of sustainment
equipment and bases by reconnaissance elements, reconnaissance aircraft, drones, or attack aircraft. Cover
and concealment includes signature management and emissions control. Dispersion aids in concealment and
limits destruction and losses in the event of an attack. Units at all echelons must conduct CBRN defense
preparation.
5-115. At higher echelons, military police units enhance protection capabilities by performing area security
within the rear areas. These units perform response-force operations to defeat Level II threats against bases
and base clusters located in that support area. In the case of Level III threats, these units maintain contact
with the threats in the division support area until the tactical combat force under the MEB’s control can
respond. A Level III threat is 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).
5-116. Corps and division commanders designate close, deep, and rear operations to describe the physical
arrangement of forces in time, space, and focus. The rear area does not necessarily need to surround or contain
the support area base clusters, but it typically does. The rear area requires a purposefully task-organized
combined arms unit to conduct area security, stability tasks, employ and clear fires, and consolidate gains.
5-117. Army forces consolidate gains made in corps and division areas to build combat power for continued
action against remaining enemy forces and protection of the civilian population. These gains include the
establishment of civilian government and the use of populace and resources control measures to provide the
minimum-essential stability operations tasks to establish civil security, support civil control, and provide for
the population’s immediate needs. Concurrently, corps and divisions must be able to accomplish these
activities while sustaining, repositioning, and reorganizing subordinate units to continue operations in the
close and deep areas.
5-118. Consolidation of gains activities may encompass a lengthy period of post-conflict operations prior to
redeployment. Consolidation of gains may occur even if large-scale combat operations are occurring in other
parts of an AO to exploit tactical success. Anticipation and early planning for activities after large-scale
combat operations ease the transition process.
5-119. Commanders address the decontamination, disposal, and destruction of war materiel. Commanders
must also address the removal and destruction of unexploded ordnance and the responsibility for demining
operations (the consolidation of friendly and available enemy mine field reports is critical to this mission).
The higher echelon headquarters must clearly articulate the roles and responsibilities for controlling supply
routes and clearance procedures. Additionally, the theater Army is prepared to provide medical support,
emergency restoration of utilities, support to social needs of the indigenous population, and other
humanitarian activities.
5-120. The operational support company (EOD) provides freedom of movement and maneuver in contested
environments within the rear area to include the strategic support area and the operational support area as
well as fort-to-port and port-to-divisional contested battle space in large scale combat operations. Operational
support companies provide capability for supporting unique missions such as APOD and SPOD opening,
RSOI, building partner capacity, theater security cooperation, and homeland defense. See ATP 4-32 for
additional information. Figure 5-5 depicts the joint security area and corps support area operations and figure
5-6 depicts a division and brigade support area operations |
4-0 | 132 | Chapter 5
Figure 5-5. Support area operations at echelon (joint security area/corps) |
4-0 | 133 | Sustainment Operations During Armed Conflict
Figure 5-6. Support area operation at echelon (division and brigade) |
4-0 | 134 | Chapter 5
ARMY HEALTH SYSTEM SUPPORT DURING LARGE-SCALE
COMBAT OPERATIONS
5-121. Key AHS activities during large-scale combat operations include augmenting organic medical
treatment and hospitalization capabilities for large-scale casualty producing events, providing medical
support on an area basis, enabling prolonged care, clearing the battlefield of patients to facilitate movement
and maneuver, and providing medical support to reconstitution operations. Army medical formations utilize
the six AHS principles to provide medical support at the speed required by maneuver, within the constraints
placed by sustainment, and in the best interest of the commander.
5-122. The surgeon sections at each echelon conduct coordination, synchronization, integration, and planning
of AHS support to large-scale combat operations within their echelon’s AO. At the national strategic level,
the Office of the Surgeon General coordinates with the Defense Health Agency and the National Health
System for increased requirements of medical services and the Armed Services Blood Program for blood and
blood products, avoiding expiration through premature shipping and storage. The Surgeon General and
FORSCOM surgeon work closely with HRC to develop medical force generation strategies in support of
large-scale combat operations. Surgeon sections at EAB integrate, coordinate, synchronize, and plan area
medical support, augmentation of organic medical capabilities and capacities, and medical support for large-
scale casualty and evacuation events; enable prolonged care; and provide medical support to reconstitution
operations. MEDBDE (SPT) commanders allocate AHS resources to support these tasks and provide AHS
support to reconstitution operations as well as continued support to RSOI. See FM 4-02 for additional
information on AHS support.
TRANSPORTATION AND LOGISTICS CONSIDERATIONS FOR ROLE 3 MEDICAL TREATMENT
FACILITIES
5-123. The hospital center and subordinate detachments require a significant amount of logistics and
transportation support getting to and once in theater. When planning for placement of Role 3 MTFs, medical
planners should consider these requirements (as shown in Table 5-2), external support available, and the
amount of time it will take to deconstruct, move, and construct a hospital. Planners and commanders cannot
expect a hospital to relocate from one location to another and be able to provide the full complement of Role
3 medical care in the new location in just two to three days. Executing the move of a hospital center may take
a significant amount of time depending upon the distance required to move and training level of the unit. It
is a significant undertaking that requires planning, coordinating for resources, evacuating all patients,
systematically discontinuing services, disassembling and packing the facility, conducting the move, and then
re-establishing the facility. Table 5-2 lists logistics and transportation planning factors for movement and
sustainment of Role 3 MTFs. |
4-0 | 135 | Sustainment Operations During Armed Conflict
Table 5-2. Hospital center logistics and transportation planning factors
HOSPITAL Diesel Gas Water Operation Comm
Power Housing Rail Air
CENTER (Gal/ (Gal/ (Gal/ Space Trucks
(Kw) (Acres) (flatcar) (C-17)
SECTIONS Day) Day) Day) (Acres) (Asstd)
HHD,
Hospital
10 0 118 Surgical 1.12 0.35 4 2 2
Center
550
27 Pax
Hospital
Patient
AUG DET
Care
24 Bed, 360 97 380 1.09 0.2 13 6 6
Surgical 2,654
66 Pax
Hospital
AUG DET UUL
32 Bed, 240 75 263 2,040 0.23 0.2 12 6 6
Medical
45 Pax
Medical
Laundry
AUG DET
60 Bed, 120 55 89 2,779 0.32 0.14 5 3 3
ICW 33
Pax
Medical
Shower
AUG DET
60 Bed, 120 55 89 2,779 0.32 0.14 5 3 3
ICW 33
Pax
Field
4,675
Hospital 1,006 176 755 6.78 0.39 37 15 13
166 Pax
Totals
2,862 635 2,450 20,152 16.64 1.81 113 50 46
536 Pax
AUG augmentee ICW intensive care ward
C-17 transport aircraft Kw kilowatt
Comm Truck Asstd commercial truck (assorted) Pax passengers
Det detachment UUL universal unit listing
Gal gallon (drinking, personal hygiene,
food preparation, and non-
HHD headquarters and headquarters detachment potable water)
ENABLE PROLONGED CARE
5-124. Contested domains may require formations conducting semi-independent operations to hold injured
personnel beyond doctrinal evacuation timelines. Medical care provided during those extended periods is
called prolonged care. Strategies to enable prolonged care include medical force multiplication measures,
pushing advanced medical capabilities forward, and augmentation of operational medical organizations.
Medical force multiplication consists of pushing advanced knowledge, skills, and materiel enablers forward
to enhance medical capacity. Development of medical materiel solutions is also in progress to enable
prolonged care and enhance enroute care capability. However, significant total medical force structure
capacity shortfalls for treatment and medical logistics remain. Leveraging medical agreements established
during competition and interoperability with unified action partners may mitigate some shortfalls. The use of
tactical combat casualty care allows every Soldier and combat lifesaver to assist medical organizations with
continued patient treatment while they are conducting prolonged care. |
4-0 | 136 | Chapter 5
MEDICAL SUPPORT IN DENSE URBAN ENVIRONMENTS
5-125. Security and the limits of operational reach determine the medical support required in dense urban
environments. Civil information obtained during competition and crisis is analyzed and evaluated into civil
knowledge, which is integrated into the Army integrating processes. This action is accomplished by the civil
affairs staff officers (G-9/S-9) at corps echelon and below, to include the J-9 at joint and theater levels.
PLAN, RESOURCE, COORDINATE, AND SYNCHRONIZE LARGE-SCALE CASUALTY EVENTS
5-126. Patient movement occurs at the tactical, operational, and theater strategic levels and requires the
synchronization and integration of Service component resources as well as coordination with air evacuation
liaison teams and HR casualty liaison elements for personnel accountability. Strategic medical regulating
officers coordinate and synchronize multi-modal global patient movement options (USTRANSCOM, unified
action partners, and the global patient evacuation enterprise) for projected and surging requirements.
Operational medical regulating officers (TMC, MEDBDE [SPT], MMB) coordinate and synchronize medical
evacuation operations with aviation and sustainment organizations. Tactical medical staff (brigade surgeon,
BSB SPO-Medical, BSMC, battalion medical operations officer/ platoon leader) coordinate with the chain
of command, organic sustainment assets (first sergeants, FSCs), and supporting assets for air and ground
evacuation and medical evacuation operations. EAB casualty liaison elements and other HR squads leverage
the liaison officer chain at Role 3 and Role 4 MTFs to maintain accountability and readiness status of
personnel throughout the continuum of care.
5-127. Casualty information is collected from all available sources on the battlefield and reported through
official channels as quickly as possible. The ASCC human resources operations center plans, coordinates,
integrates, and synchronizes theater-level casualty reporting, and provides additional planning capacity and
oversight. It establishes the theater casualty information center and oversees casualty reporting and policies
developed by the ASCC G-1/AG. The casualty reporting mission needs to take priority, and additional
requirements for information from higher levels may increase the complexity of the reporting requirements.
5-128. During large-scale combat operations, units will report all casualties to include American civilians,
DOD, and DA Civilians, contractors authorized to accompany the force, and personnel of other Services. A
casualty is any person who is lost to the organization by having been declared deceased, duty status-
whereabouts unknown, excused absence-whereabouts unknown, missing, injured, or ill. Mortuary affairs
collection teams may need to be collocated with the BSB due to large-scale combat operations casualty
estimates. For additional information see, ATP 4-46.
5-129. When a casualty occurs, the commander of the unit in which a casualty occurs has the responsibility
for initiating the casualty report using the tactical casualty report, or the Defense Casualty Information
Processing System – Personnel Casualty Report spreadsheet for single casualty or multiple casualties. All
persons with knowledge of a casualty will report to their chain of command using the tactical casualty report.
The tactical casualty report or applicable Defense Casualty Information Processing System – Personnel
Casualty Report spreadsheet (single casualty or multiple casualties) may be used to submit an initial report
when a casualty incident is observed. Casualty information is frequently incomplete on the battlefield. This
should not delay the initial report submission. Updated casualty information is provided as it becomes
available. The G-1/AG and S-1 at echelon have overall responsibility for casualty reporting on behalf of their
formations with the brigade S-1 having responsibility to submit the initial casualty report using Defense
Casualty Information Processing System in accordance with the ASCC human resources operations center
casualty reporting guidance to ensure all echelons have visibility. Human resources squads and teams
performing casualty reporting missions work with the ASCC human resources operations center operating
the theater casualty information center to provide accurate and timely casualty reporting and tracking
information at Role 3 MTFs, theater mortuary affairs company HQ, General Officer commands, and the
theater casualty information center to supplement casualty reporting information from G-1/AGs and S-1s at
echelon. (NOTE: Role 1 tracking is performed at the battalion aid station whereas Role 2 reporting is
performed at the BSMC.) Due to the personal nature of information within casualty reports, the theater CIC
reports casualty information to the Casualty and Mortuary Affairs Operations Division using Defense
Casualty Information Processing System as the official means of casualty reporting. In the absence of the
ASCC human resources operations center, the senior element G-1/AG must immediately assume the role of
the theater CIC. |
4-0 | 137 | Sustainment Operations During Armed Conflict
Ethical Considerations for the Provision of Medical Support
5-130. International law, as it pertains to the treatment of detainees and civilians during conflict, helps to
ensure the ethical treatment of all sick and wounded personnel. The determination of eligibility for medical
treatment in Army MTFs is established in accordance with command guidance, practical humanitarian and
medical ethical considerations, availability of U.S. medical assets (in relationship to the threat faced by the
force), and potential training opportunities for medical forces. Any personnel requesting medical care should
receive a timely medical assessment of their condition. Although individuals may not be eligible for treatment
in accordance with Army regulations or command policy, life, limb, or eyesight-saving procedures will be
provided to stabilize the individual for transfer to the appropriate civilian or other nation MTF. See FM 4-02
for additional detail.
5-131. The conduct of armed hostilities on land is regulated by both written and unwritten law. This law of
land warfare is derived from two sources: customs and lawmaking treaties such as the Geneva and Hague
Conventions. The rights and duties set forth in these conventions are part of the supreme law of the land;
violation of any one of them is a serious offense. The following are several ethical considerations applicable
to the conduct of AHS support:
• Self-defense, as defined by the Geneva Conventions, restricts medical personnel to the use of small
arms for self-protection and defense of patients. The increased demand for medical support during
large-scale combat operations will prohibit use of medical personnel for perimeter defense and other
security details.
• Class VIII supplies and equipment are also afforded protective status under the provisions of the
Geneva Conventions. Captured medical supplies and equipment are protected from intentional
destruction. Units having custody of enemy supplies and equipment will turn them over to the
supporting medical facility. Local or captured Class VIII materiel will only be used to support
detainees.
5-132. The Geneva Conventions also stipulate that religious buildings, shrines, and other consecrated places
of worship are only used for aid stations, medical installation, or for the housing of wounded personnel
awaiting evacuation, if an emergency situation requires such use. See FM 6-27 and FM 4-02 for additional
information.
Battlefield Flow
5-133. Casualty information is collected and reported through official channels as quickly as possible with
the standard being that it is passed to the Casualty and Mortuary Affairs Operations Division normally within
hours of knowledge of an incident. A casualty is any person who is lost to the organization by having been
declared deceased, duty status-whereabouts unknown, excused absence-whereabouts unknown, missing,
injured, or ill. Units will report all casualties to include American civilians, DOD and DA Civilians,
contractors authorized to accompany the force, and personnel of other Services. The scope and scale of
personnel losses expected during large-scale combat operations against a peer competitor has the potential to
overwhelm the casualty reporting process timelines and negatively impact the notification process.
Commanders should consider supplementing the casualty reporting system at critical nodes with HR
squads/teams or ad hoc teams (immaterial of branch or military occupational specialty) with sufficient
capability to gather and report casualty information in a timely manner.
Note. Based on guidance from the JTF, joint force land component command, or coalition forces
land component command, the ASCC may delegate authority to corps-level commanders to
release casualty reports directly to the Casualty and Mortuary Affairs Operations Division with a
copy provided to the theater casualty assistance center.
5-134. Due to the personal nature of information within casualty reports, the theater casualty information
center, established by the ASCC human resources operations center, reports casualty information to the
Casualty and Mortuary Affairs Operations Division using Defense Casualty Information Processing System
as the official means of casualty reporting. In the absence of the ASCC human resources operations center,
the senior element G-1/AG must immediately assume the role of the theater casualty information center. |
4-0 | 138 | Chapter 5
5-135. Soldiers may be evacuated to an MTF where the casualty liaison element, in coordination with the
Soldiers' unit, may generate the Defense Casualty Information Processing System report for submission to
the theater casualty information center. Information includes date and time of the casualty, circumstances,
and location. Casualty liaison elements are allocated to the TPOC operating the theater casualty information
center. See FM 1-0 for additional information.
Casualty Liaison Element
5-136. The casualty liaison element provides accurate and timely casualty reporting and tracking information
at Role 3 MTFs, General Officer commands, and the ASCC human resources operations center. Casualty
liaison elements facilitate real-time casualty information for commanders. Not only do casualty liaison
elements provide accurate casualty information, but they also act as a liaison for each affected commander
and unit. Casualty liaison elements provide updated status reports to affected units and inform them when
Soldiers are evacuated from theater. They also assist with coordinating a Soldier's return to duty.
5-137. The casualty liaison element’s primary function is to ensure timely reporting of casualty information
to the theater casualty information center and the unit S-1. The theater casualty information center verifies
the information and sends it to the Casualty and Mortuary Affairs Operations Division to coordinate
notification actions through the appropriate CONUS and/or OCONUS casualty assistance center. Casualty
liaison elements supporting G-1s assist commanders in maintaining accurate casualty information throughout
the duration of an operation.
5-138. The casualty liaison elements begin coordination with patient administration sections to handle those
casualties evacuated to military or civilian hospitals within their AO. Casualty liaison elements located at a
Role 3 MTF review each patient's status, document newly arrived patients, and collect casualty-related
information for entry into the Defense Casualty Information Processing System. The Joint Patient Tracking
Application assists G-1s and S-1s with casualty tracking and Soldier location information.
5-139. Mass casualty incidents or transfer of injured personnel may require treatment at hospitals outside of
Theater assets and in friendly host nation medical treatment facilities. The casualty liaison elements placed
in those facilities where needed are essential for providing updated information on all incapacitated, injured,
and ill personnel through the theater casualty information center to the Casualty and Mortuary Affairs
Operations Division. The Casualty and Mortuary Affairs Operations Division then notifies the installation
casualty assistance center, who in turn provides updated information to the primary next of kin. Casualty
liaison elements also provide updated information as personnel transit through MTFs.
5-140. The Office of the Surgeon General is responsible for identifying the MTFs within the sustaining base
to treat patients in the AO through MTF sourcing, and outside of the deployed AO for patients who evacuate
from the deployed AO. Once identified, the theater casualty assistance center ensures the casualty liaison
element network is established, positioned, and resourced to support the deployed AO for casualty reporting.
See FM 1-0 for additional information.
SECTION II – SUSTAINMENT OF DEFENSIVE OPERATIONS
5-141. This section provides an overview of sustainment of defensive operations and addresses fundamental
principles of sustainment during the defense. It also provides additional planning considerations needed for
sustainment support of defensive operations. A defensive operation is an operation to defeat an enemy attack,
gain time, economize forces, and develop conditions favorable for offensive or stability operations (ADP
3-0). Although a defensive operation normally does not achieve victory, it sets the conditions necessary to
regain the initiative and achieve other goals.
OVERVIEW OF SUSTAINING DEFENSIVE OPERATIONS
5-142. As a component of combat operations, the defense is a combination of highly complex tasks that place
tremendous and continuous demands on Army sustainment organizations. Situational awareness, mission
analysis, and detailed planning are keys to successful support operations. Commanders take advantage of the
time available during a defense to build combat power. However, the time available is likely to be unknown |
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since the enemy typically has the initiative. As a result, sustainment organizations and the functions they
execute play a critical role in supporting the defense and the success of subsequent future operations.
5-143. There are three types of defensive operations: area defense, mobile defense, and retrograde. An area
defense orients on retaining terrain and denying enemy forces access to desired terrain while not destroying
the enemy outright. A mobile defense defeats the attacking forces by permitting the enemy to advance into a
position that exposes them to counterattack. A retrograde moves the friendly forces away from the enemy to
gain time, preserve forces, place the enemy in unfavorable positions, or avoid combat under undesirable
conditions.
5-144. Defending commanders combine the three types of defensive operations to fit the situation. All three
types of defenses use mobile and static elements. In mobile defenses, static positions help control the depth
and breadth of the enemy penetration and retain ground from which to launch counterattacks. In area
defenses, commanders closely integrate patrols, security forces, and reserve forces to cover gaps among
defensive positions. Commanders reinforce positions as necessary and counterattack as directed. In
retrograde operations, some units conduct area or mobile defenses or security operations to protect other units
that execute carefully controlled maneuver or movement rearward. These units use static elements to fix,
disrupt, turn, or block the attackers. Mobile elements are used to counterattack and destroy the enemy.
5-145. Commanders execute defensive operations for various reasons, such as to retain decisive terrain or
deny a vital area to the enemy, weaken or fix the enemy as a prelude to offensive actions, or increase the
enemy’s vulnerability by forcing the enemy to concentrate subordinate forces. The ultimate purpose of the
defense is to create conditions for a counteroffensive whereby it allows Army forces to regain the initiative.
SUSTAINMENT FUNDAMENTALS FOR DEFENSIVE OPERATIONS
5-146. Enemy commanders look for opportunities to counter corps and division defensive operations. The
enemy will seek to employ special purpose forces, irregular forces, electronic warfare, long-range artillery,
rockets, missiles, information capabilities, and cyberspace electromagnetic activities to disrupt sustainment
activities. The enemy may exploit use of electromagnetic signals such as cell phones and geotagged photos
to assist in targeting of sustainment units and locations. Sustainment commanders must be aware of these
unintended threats and focus on those efforts that would help set the conditions necessary to regain the
initiative during defensive operations.
5-147. All sustainment functions are planned and executed to support defensive operations and build combat
power to prepare for future offensive operations. The exact type and extent of support operations and the
organizations executing them will vary by echelon based on the support requirement. Even though defensive
operations may be the main effort, simultaneous offensive operations with their support requirements are also
likely to be ongoing.
5-148. Sustainment commanders and staffs plan for increased requirements in Class IV, V, VIII, and IX items
to support the defensive effort and build Class III (bulk and package) and Class V stocks to prepare to
transition to offensive operations. Sustainment planners anticipate where the greatest need might occur during
operations and consider pre-positioning sustainment stocks far forward to reduce response times for critical
support. Planners also consider alternative methods for delivering sustainment in emergencies. Sustainment
of defensive operations requires a coordinated planning effort designed to maximize synchronization,
integration, and continuity of support at all echelons. Commanders and staffs at every echelon must anticipate
operational requirements, be responsive in requisitioning and distributing resources, and be prepared to
improvise tactics and techniques for execution that ensure responsiveness, even in unexpected situations. |
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Defense and Large-Scale Combat Operations in the Pusan
Perimeter
On June 25, 1950, the 89,000 strong North Korean People’s Army (NKPA) invaded the
Republic of Korea (ROK) and quickly overwhelmed the ROK units. Throughout July,
NKPA units pushed southward as the ROK army and recently arrived American units
fought to slow their advance. By August 4, Eighth Army Commander, Lieutenant
General Walton H. Walker, had established the 140-mile Pusan Perimeter which halted
the NKPA. Walker’s defensive line depended on holding the road and rail network that
supplied the front. Over the course of the next 45 days, Walker had to hold the
perimeter while his logistical support units re-established combat power to transition to
the offensive and breakout of the perimeter.
The Pusan Logistical Command, established by Walker, served as the principal
sustainment organization providing for all sustainment functions throughout the Battle
of the Pusan Perimeter (August 4 - September 15). This logistical command centered
on Pusan harbor, the most developed and biggest harbor on the peninsula. It was the
center of the supply effort for United Nations forces within the Pusan Perimeter. Its four
piers and intervening quays could berth 24 or more deepwater ships and could handle
a capacity of 45,000 tons daily. Pusan also had a good transportation system of
railroads running from the port to points north; it formed the backbone of the
transportation system in Korea. On August 30, the 714th Transportation Railway
Operating Battalion arrived in Korea and became responsible for operating the 500
miles of railway line within the Pusan perimeter.
Necessary munitions for the build-up came either from Japan, as part of the
refurbishment operation for WWII vehicles and munitions, or shipped directly from the
United States. By August, an average of 4,000 vehicles a month cleared the repair
shops in Japan and were transported to Pusan through an expedited rail-shipborne
system to deliver them in two days. Additionally, the Army shipped equipment from the
Continental United States. In early August, a cargo ship arrived with 80 U.S. medium
tanks capable of defeating the NKPA’s T-34 tanks. By the third week of August, through
resupply and the deployment of armor units, American tanks outnumbered the NKPA
tanks by at least 5 to 1.
To provide health service support for the high rate of casualties among American and
ROK forces, the Army established Mobile Army Surgical Hospital (M.A.S.H.) units. The
8055th M.A.S.H. was assigned to the 24th Infantry Division in July. Shortly thereafter,
the 8063rd and 8067th began operations within the Pusan Perimeter. These units often
received 100-200 casualties per day. From these units, hospital trains returned
wounded soldiers to Pusan for further care. To provide for Class I supply, the Army
had to rely on WWII-era K-rations available in Japan. None of the new C-rations were
immediately available. The Quartermaster General issued orders that all available C
rations in the U.S were to be immediately shipped to Korea to feed U.S. and ROK
personnel.
By September 1, United Nations Command (including ROK and British troops) had
180,000 men based in the Pusan Perimeter. Shortly after the landings at Inchon on
September 15, Pusan Logistical Command was redesignated as the 2nd Logistical
Command for the remainder of the war. On September 20, American and ROK units
began to move forward and two days later, Walker issued his operations order for a
full-scale breakout of the Pusan Perimeter. |
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PLANNING CONSIDERATIONS FOR THE DEFENSE
5-149. Sustainment planning is both a continuous and
a cyclical activity of the operations process. For Sustaining Defensive Operations
sustainment planning, the most important factors are • Plan Class IV for transitions from offense to
requirements, capabilities, and shortfalls. As outlined defense.
in the paragraphs below, planning considerations • Expect increase in Class V.
assist planners in identifying specific support or
• Plan for pre-positioning of supplies.
operational requirements based upon available
• Plan retrograde support.
information. Many planning considerations affect the
• Increased demand for Class VII.
ability to execute defensive operations. These
• Mass casualties.
considerations must be recognized, analyzed in the
time available, and prioritized based on the • Large scale personnel replacements in a short
commander’s intent. period.
5-150. Planning considerations must encompass all
warfighting functions to ensure the plan is integrated across all functions and domains. A planning
consideration may have various levels of effects that drive support requirements across all warfighting
functions. The following discussion describes considerations for each warfighting function during planning
for sustaining large-scale defensive operations.
SUSTAINMENT PLANNING CONSIDERATIONS
5-151. The planning considerations listed below for sustainment are examples of what sustainment planners
may consider during defensive operations. This list should not be considered all-inclusive. Considerations
will vary for individual operations. The list provides some common planning considerations for sustainment
during all defensive operations. If a defense operation has a special consideration, it is indicated in the list:
• Plan for execution of all sustainment functions and associated sub-functions at all echelons;
personnel services, financial management, HSS, and logistics. This includes personnel replacement,
casualty reporting, medical treatment, medical evacuation, medical logistics, hospitalization, and all
logistics functions.
• Shift maintenance and recovery capabilities in the FSC. Maneuver brigade commanders, staff, and
SPO offices should weight the main defensive effort by cross-leveling sustainment/logistics assets
within the brigade.
• Prioritize main effort support for spoiling attacks, counter attacks, and follow-on offensive
operations. Plan for all sustainment functions required to build combat power, personnel, supply,
maintenance, and medical. Preposition supply Classes I, water, IIIB/P, IV, V, VIII, and IX centrally
and well forward. Consider the use of combat-configured loads. Balance forward positioning of
resupply and rapid mobility.
• Plan for additional transportation assets, to include force protection, that may need to be echeloned
forward to support the maneuver brigade main effort for resupply, troop movement, and casualty
evacuation.
• Ensure that proper handling and storage requirements are addressed for temperature-sensitive
medical products when prepositioning Class VIII.
• Expect high demand for Classes IV and V to support defense preparation efforts. Ensure adequate
transportation assets are available to move the required tonnage.
• Plan for heavy equipment transportation assets to support the retrograde defense operation. This
transportation is required to move serviceable and unserviceable main battle tanks, infantry/cavalry
fighting vehicles, Stryker systems, and other heavy equipment away from the enemy.
• Plan for the appropriate type of water distribution. During large-scale combat, sustainment planners
should expect to distribute only bulk water from the corps’ rear boundary forward to the forward
line of own troops. Bottled water requires contracted support and, if used, should only be planned
for the joint security area.
• Expect competition between the need to support unit mobility and the need to conduct distribution
operations. Plan for mobility and transportation support to units fighting over a dispersed area in a
static area defense, and in a dynamic mobile or retrograde defense. |
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• Plan for troop transportation assets to support the retrograde defense operation. This is required to
move large numbers of personnel during the retrograde.
• Plan for back-haul of equipment and supplies during the retrograde. This is for serviceable and
unserviceable equipment and repairable Class IX items.
• Echelon support for the retrograde task to ensure seamless movement from the main battle area to
the support and rear areas.
• Expect high demand for obscurant supplies and equipment.
• Coordinate with the supporting DSSB to provide support to maneuver brigade units when the BSB
is in retrograde movement.
• Expect an increase in demand for Class VIII (medical materiel and blood products). Establish blood
product inventory levels (to include whole blood and dried plasma) by role of care as appropriate to
ensure distribution requirements are identified.
• Plan for increased use of batteries for technologies that require them.
• Plan for limited visibility and limited distribution routes.
• Plan for maximum use of unit distribution for resupply.
• Plan for reinforcing support to aviation brigades for downed aircraft recovery operations.
• Expect increase in aerial delivery operations.
• Anticipate mass casualties and large-scale personnel replacements to include potential reconstitution
of severely degraded units.
• Plan for continuous replacement operations, specifically the transportation and integration of
replacement personnel into units in the tactical close area.
• Plan for primary, alternate, contingency, and emergency communications plans to ensure effective
personnel asset visibility and delivery of LOGSTAT reports.
COMMAND AND CONTROL PLANNING CONSIDERATIONS
5-152. The planning considerations for command and control are listed below:
• Expect enemy attacks in the space and cyberspace domains (to include the electromagnetic
spectrum) that will degrade communications and digital information transmission. Attacks in these
domains affect sustainment operations in terms of satellite communications, positioning, navigation,
timing, information collection, internet operations, computer systems, and voice communications.
Commanders must develop and execute a primary, alternate, contingency, and emergency
communications plan to ensure redundancy. In addition, fast-paced offensive operations conducted
prior to the defense may have prevented sustainment information systems from functioning for a
period of time, creating a lag in requisitions and data exchange. Commanders capitalize on the time
available during the defense to ensure all required sustainment information is passed.
• Identify sustainment forces that will support the defense reserve force in all types of defense
operations. Commanders will determine what risk is acceptable in attaching sustainment units to the
reserve.
• Understand how terrain may limit or degrade communications and force retransmission stations.
This is important for Sustainment Transport System operations. Understanding terrain can also
provide some degree of protection from electronic warfare by masking antennas from the enemy
while still providing line of site to friendly forces.
• Assess sustainment task organization frequently to ensure it is adequate and positioned properly to
support the sustainment mission. Plan for replacement of units that are lost as a result of enemy
attack.
MOVEMENT AND MANEUVER PLANNING CONSIDERATIONS
5-153. The planning considerations for movement and maneuver are listed below:
• Expect sustainment resupply and support elements to operate outside the unit boundaries and beyond
the forward line of own troops while supporting covering, guard, and screening forces and counter
and spoiling attack forces. Sustainment units must understand tactical enabling tasks and operational
control measures used by maneuver forces in perimeter defense. |
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• Understand and anticipate how terrain, defensive obstacles, fire support coordination measures,
movement restrictions, and terrain will affect the methods of resupply. These factors must be
considered in all distribution management and movement control plans.
• Expect requirements for unmanned aircraft Class III(B), V, and IX repair parts to increase during
defensive operations. Unmanned aircraft systems often require motor gasoline or aviation gasoline.
This requirement must be included in LOGSTATs, requisitioning, storage, and distribution.
• Task and coordinate with movement control units for road usage or de-confliction during retrograde
operations. This is critical to ensure the retrograde is not hindered by uncoordinated or conflicting
unit movement on available routes. Commanders must identify main and alternate movement routes.
• Plan for support to SOF operating in the maneuver brigade area. This includes special ammunition
and non-standard equipment maintenance.
• Plan for support to attack helicopter operations in the close area. This includes planning for fuel,
maintenance, munitions, and placement of FARPs.
• Coordinate with the rear and support area terrain managers to deconflict airspace for aerial delivery,
Air Force airland delivery, and aeromedical evacuation requirements.
INTELLIGENCE PLANNING CONSIDERATIONS
5-154. The planning considerations for intelligence are listed below:
• Intelligence is critical for planning sustainment operations in support of the defense. It starts with
an understanding of the overarching operational and mission variables, but then extends to
intelligence preparation of the OE products, detailed intelligence estimates, and other intelligence
products that describe enemy capabilities and courses of action. From these products, planners can
estimate friendly casualty rates and munition expenditure rates, identify protection requirements,
and have a better understanding of where and when sustainment capabilities are needed. See ADP
2-0 and FM 2-0 for more information on the intelligence warfighting function.
• Like the other warfighting functions, there are some unique aspects of sustainment support to
defensive operations that are critical to the intelligence warfighting function. Low-density
intelligence and electromagnetic warfare maintenance is especially critical to the intelligence
architecture and intelligence operations.
FIRES PLANNING CONSIDERATIONS
5-155. The planning considerations for fires are listed below:
• Forecast increased consumption of long range and precision munitions for division artillery and
corps fires units.
• Anticipate frequent and rapid relocation of fires units in order to shift supporting units accordingly.
• Ensure the quantity and positioning of modular ammunition units at EAB are sufficient to support
fires ammunition requirements.
• Ensure that ammunition transportation assets are adequate and properly positioned to support
ammunition distribution for fires operations. The TSC must coordinate with the CCMD J-4 and
strategic providers to ensure required munitions are being distributed to the theater.
PROTECTION PLANNING CONSIDERATIONS
5-156. The planning considerations for protection are listed below:
• Plan for establishing base cluster operations to create dispersion and facilitate concealment.
Commanders should plan to disperse large, consolidated bases from which sustainment units operate
into smaller bases to form a base cluster. This is for all bases, from the BSA to bases operating in
the joint security area. Consider all security integration implications of the base cluster.
• Plan for positioning of EOD assets to render safe and dispose of explosive hazards threatening
critical infrastructure, terrain, materiel, and nodes necessary for force generation, including the
removal of lodged munitions in mortars, artillery tubes, long range fires and other weapons systems.
Additionally, EOD assets support battle damage assessment and repair and hung/armed ordnance
on aircraft.
• Expect direct enemy attack by small unit/special operations ground forces, attack aircraft, and long-
range artillery. Commanders must ensure that base defense measures are adequate to detect and |
4-0 | 144 | Chapter 5
defeat small unit operations (Level I or Level II threats). Units must use adequate cover and
concealment measures to prevent detection by enemy forces. Cover and concealment measures must
also address electromagnetic spectrum, acoustic, and thermal signatures generated by sustainment
units. Dispersion mitigates effects of long-range fires and attack aircraft. See ADP 3-37 for more
information.
• Plan for adequate convoy security for convoys supporting the mobile defense. This may be from
internal sources or from coordinated external sources.
• Plan for CBRN conditions. CBRN defense plans should include assessment (threat assessments,
detection methods, reconnaissance, and surveillance plans), protection, and mitigation strategies
(dispersion, covers). This includes an increase in requirements for non-potable water and CBRN
defense equipment. Sustainment planners should anticipate the effects of CBRN conditions. This
includes impacts to supply routes and increased requirements for non-potable water and chemical
defense equipment such as individual protective equipment, filters, and CBRN medical
countermeasures. CBRN defense planning must include detailed procedures for assessing the threat,
protecting people, resources, and equipment, and mitigating the impact. For more information see
FM 3-11.
• Plan for processing contaminated human remains and equipment decontamination. In accordance
with DOD and Federal policy, the safety of the living takes precedence over the evacuation of
contaminated remains. If unable to be decontaminated for transport, contaminated human remains
will not depart the theater of operations. Sustainment planners must identify and resource cold
storage or execute interment operations. For more information on decontamination of human
remains, see ATP 4-46.
ADDITIONAL PLANNING CONSIDERATIONS
5-157. The many implications for the tactics, techniques, and procedures used by sustainment forces
supporting a defense are just as significant as commodity requirements. Sustainers anticipate how terrain,
defensive obstacles, fire support coordination measures, and movement restrictions will affect sustainment
operations. These factors are considered in all distribution management and movement control plans.
Planners expect to weight sustainment operations support for spoiling attacks, counter attacks, and follow-
on offensive operations. This may require sustainers to weight the main defensive effort by cross-leveling
sustainment assets. In some cases, sustainers pre-position Class I, IIIB/P, IV, V, VII, VIII, and IX stocks and
water centrally and well forward, but they always balance forward positioning of sustainment assets with the
need for rapid mobility. While supporting covering, guard, and screening forces and counter and spoiling
attack forces, sustainers plan for support elements to operate outside the unit boundaries and beyond the
forward line of own troops. Sustainers also consider operational control measures to include passage of lines
with maneuver forces in perimeter defense. Finally, sustainment leaders identify sustainment forces that will
support the defense reserve force in all types of defensive operations. Commanders determine what risk is
acceptable in attaching sustainment units to that reserve force.
5-158. Defensive operations also place a burden on medical resources due to the magnitude and lethality of
forces involved. Medical units anticipate large numbers of casualties in a short period of time due to the
capabilities of modern conventional weapons and the possible employment of weapons of mass destruction.
These mass casualty situations can exceed the capabilities of organic and direct support medical assets. To
mitigate this risk, planners should anticipate the possibility for mass casualty situations and coordinate with
area support medical units to help absorb the acute rise in battlefield injuries. The command surgeon or
medical operations officer at echelon works with the logistics, personnel, and operations officers to develop
mass casualty plans and advise commanders on integrating all available resources into an effective plan.
Casualty evacuation is a unit-level responsibility and must occur concurrently with operations.
5-159. Unit commanders must plan for and ensure the availability of casualty evacuation assets to augment
available ambulances in the event of a mass casualty situation. Unit commanders must also ensure integration
of the casualty evacuation plan with the medical evacuation plan. Evacuation of casualties during a mobile
defense is especially challenging due to possible relocation of receiving MTFs and threats to evacuation
routes. Units should always plan for mass casualty situations and have an evacuation plan, including
identification of casualty evacuation assets and casualty collection points. The casualty evacuation plan
should complement and be synchronized with the medical evacuation plan (ambulance shuttle system and |
4-0 | 145 | Sustainment Operations During Armed Conflict
routes) for the use of both air and ground medical evacuation and casualty evacuation platforms in addition
to lifts of opportunity. For additional information on mass casualty operations, see ATP 4-02.4, ATP 4-02.6,
and ATP 4-02.13.
5-160. Fatality management plans must strive to support the defense in depth. Because of the fixed nature of
fatality operations and evacuation routes, these operations and routes are more vulnerable to enemy action.
Fatality management plans must identify both primary and secondary LOCs for evacuating the human
remains of friendly, enemy, and local nationals. Planners must be aware of this and ensure that policies and
procedures are established for the prompt, dignified return of these human remains to local government
officials, Red Cross, Red Crescent, or family members. For additional information, see JP 4-0, ADP 4-0, and
ATP 4-46.
5-161. Sustainment planners and maneuver commanders in the defense should be prepared to execute
reconstitution operations to rebuild combat power. Commanders assess unit readiness and determine the most
expedient method to bring the unit to an acceptable combat posture through reorganization or regeneration.
5-162. To support defensive operations, sustainment forces at all echelons consider echeloning support assets
to expedite replenishment for critical support. Sustainment forces have limited protection capabilities and
may be required to execute security tasks until the arrival of dedicated maneuver security elements.
ECHELONS ABOVE BRIGADE SUSTAINMENT
5-163. The companies operating at EAB
provide all sustainment support to defense Sustainment Functional Battalions
enabling units operating in the division support • Motor transport battalion
or rear areas. These companies also provide
• Petroleum support battalion
area support for units transiting these areas and
• Movement control battalion
provide sustainment support to the maneuver
brigades. These units will normally be attached
to a DSSB, CSSB, DSB, or a sustainment brigade. Functional companies may be attached to a functional
battalion when available. Examples of functional battalions include the motor transport battalion, petroleum
support battalion, and movement control battalion. Support is executed based on priorities and support
relationships established in the order issued by the DSSB, CSSB, DSB, or sustainment brigade in support of
the overall theater distribution effort.
5-164. During the defense, commanders address several unique sustainment requirements. Commanders
determine which supplies are needed, how often to supply, and which method of supply best supports
defensive operations. Priorities for replenishment are normally bulk water, ammunition, and materials to
construct obstacles for defensive positions. There is normally a reduced need for bulk fuel. There may also
be an increased demand for decontaminants and CBRN collective and personal equipment.
5-165. Distribution is a critical aspect of sustaining defensive operations to ensure adequate resupply at all
times. EAB sustainment units work within the distribution network to execute operations through the
integration and synchronization of materiel management and transportation. Distribution builds and
maintains combat power with the delivery of supplies, personnel, and equipment as replenishment support to
a BSB and extends operational reach of maneuver forces, enables freedom of action, and prolongs endurance.
5-166. A composite or quartermaster supply company resupplies BSBs and EAB units conducting or
supporting defensive operations. Resupplies include general supply, fuel, water, and retrograde support.
Supply stocks are replenished by other supply companies executing supply support within the theater. The
replenishment is delivered to the supply company via EAB transportation companies executing theater
distribution, which supports the overall theater distribution plan.
5-167. Troop movements and resupply convoys with combat-configured loads are delivered to maneuver
units on a scheduled basis during the defense. The composite or functional transportation companies provide
heavy, medium, light, bulk water, and bulk petroleum transportation capability through various types of units.
The transportation company role is to provide transportation support and execute convoys to move supplies,
equipment, and personnel replacements in support of defensive operations. |
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5-168. Truck companies should expect to provide unit distribution to units in the brigade close area and even
into the brigade deep area to support screening and security operations. Enemy attack aviation and long-range
fires capabilities dictate well dispersed march orders. Movement into the brigade deep area requires
additional convoy security.
5-169. During defensive operations, there are a number of different formations that require unique munitions
support and capabilities. The field artillery brigade executing deep fires, air and missile defense units, combat
engineers, and the CAB all have specific munitions requirements. The modular ammunition company
provides ammunition support to these units while also providing ammunition resupply support to the
maneuver brigade distribution company. The modular ammunition company must configure ammunition
loads required to support the defense by type of ammunition and priority of movement.
5-170. Sustainment planners should expect high demands on all field services during defensive operations.
There are various types of field service companies and the role of each in supporting defensive operations
depends on the type of service the company is designed to perform. Food service support for EAB units is
provided by the field feeding company. This support must be part of the planning process to ensure food
service equipment and manpower is coordinated to support feeding operations. For additional information
on field feeding, see ATP 4-41. Field service companies execute operations based on priorities and support
relationships established in the order issued by sustainment commanders. The field service functions are
critical to rebuild combat power, prepare for transition to offensive operations, and to restore unit morale.
5-171. Commanders provide maintenance support as far forward as possible during the defense. Maintenance
collection points help reduce the need to evacuate equipment. The thrust of the maintenance effort is to fix
as far forward as possible those systems that can quickly be returned to the unit in combat-ready condition.
The support maintenance company performs field-level maintenance (including all low density) and limited
recovery support to units on an area basis. The support maintenance company provides field maintenance
support to EAB units that do not have organic maintenance capability. Test, measurement, and diagnostic
equipment capabilities reside in the support maintenance company to provide calibration and repair support
to divisional and EAB units. The support maintenance company and the maintenance surge teams are the
only EAB units that perform field-level maintenance and limited recovery support to units on an area basis.
The support maintenance company does not have technicians trained to make repairs on armored or Stryker
brigade combat platforms. However, the maintenance surge team includes technicians that can make repairs
on these combat platforms.
5-172. During defensive operations, financial management focuses on supporting contracting and local
procurements by funding paying agents to pay local vendors for specific defense operations requirements.
Other tasks executed during defensive operations include securing and safeguarding captured currency
(enemy, allied, neutral, U.S., or mutilated currency), commercial vendor services and contract payments,
disbursing and funding support, controlling currency (U.S. or local), providing detainees with pay support,
special programs, and supporting monetary compensation/consolation. Paying agents require a CSB-trained
and appointed field ordering officer in order to accomplish payment of local vendors.
5-173. HR planners should expect large numbers of casualties in a short period of time during defensive
operations. They must be prepared to process mass casualties and large-scale personnel replacements (to
include reconstitution) to maintain personnel accountability and build combat power to prepare for future
offensive operations.
5-174. Medical planners stay in close coordination with the other sustainment planners when preparing for
defensive operations. Medical evacuation personnel generally must negotiate extended LOCs to reach the
patient, complete vital tactical combat casualty care, and evacuate the Soldier. The medical company (area
support) provides Role 1 and Role 2 AHS support to units supporting defensive operations. The medical
company (area support) is attached to an MMB and executes area medical support operations within an area
identified in the OPORD issued by the MMB commander. The medical company (area support) can task
organize and is tailorable to the OE and the mission requirements dictated by defensive operations. There are
several EAB medical companies that support one or more medical functions and may provide area support
or direct support to a maneuver commander. For additional information on EAB medical support, see FM
4-02 and ATP 4-02.6. |
4-0 | 147 | Sustainment Operations During Armed Conflict
5-175. Evacuation of fatalities during the defense may be highly problematic. Limited availability of lift will
be prioritized to life saving and defense enhancement. Task organized fatality management teams for
echelons at or below brigade will have limited human remains storage. Planners will make every effort to
conceal fatalities from the view of the living and safeguard human remains from access of scavengers.
MANEUVER BRIGADE SUSTAINMENT
5-176. All three types of maneuver brigades have companies that support brigade operations. The types and
quantities of these companies is the same for each maneuver brigade, but the exact composition and capability
of the supporting companies will differ based on the type of brigade. All maneuver brigades have a
distribution company, a field maintenance company, a BSMC, and six forward support companies. Each FSC
supports a specific maneuver battalion. These companies are organic to the BSB, and each has a specific role.
DISTRIBUTION COMPANY (ALPHA)
5-177. The distribution company’s role is to provide supply distribution to maneuver brigade units executing
defensive operations. It executes a combination of supply and transportation functions to accomplish supply
replenishment to support defensive operations. The distribution company plans, directs, and supervises
supply distribution in support of the maneuver brigade to ensure that anticipatory replenishment is executed
in accordance with the support concept.
5-178. The distribution company commander and key leaders must constantly conduct distribution
management to integrate supplies with available transportation assets and control their movement according
to the distribution plan. During defensive operations, the BSB SPO anticipates the time requirements for
increased fuel, munitions, barrier material, and potable water distribution. The DSSB replenishes the
distribution company with all classes of supplies. The BSB SPO officer coordinates with the DSB SPO officer
to ensure this support is in place.
5-179. Degraded LOCs during the defense may make it necessary for the distribution company to preposition
sustainment stocks centrally and well forward within the main battle area. Planners should coordinate EAB
throughput to reduce transportation requirements of limited organic assets. The BSB commander sets
priorities of support for the distribution company based on the concept of operations. When requirements
exceed the capability of the distribution company, aerial delivery or throughput resupply directly to units
might be required to ensure timely delivery of supplies.
FIELD MAINTENANCE COMPANY (BRAVO)
5-180. The field maintenance company’s role is to provide field-level maintenance support to the BSB and
brigade combat elements not supported by an FSC. The field maintenance company provides repair capability
for automotive, ground support equipment, communications and electronics, and armament. The field
maintenance company also provides limited field-level maintenance support to the FSCs for low density
commodities such as communications, electronics, and armament. Maintainers are pushed as far forward as
possible to make repairs at the point of need. During the defense, the field maintenance company is critical
to repair damaged equipment to build combat power.
5-181. Large-scale combat operations demand a maintenance system that is focused on returning systems to
operational status quickly and as close as possible to the point of failure or damage. Properly planned and
executed field maintenance allows rapid repair of non-mission capable weapon systems and critical
equipment.
5-182. The field maintenance company may be required to use recovery assets to assist FSCs in recovering
damaged equipment from the point of failure to a maintenance collection point or BSA. Recovery and
evacuation vehicles should position themselves at critical locations on the battlefield to keep disabled
vehicles from blocking movement routes. If necessary, equipment transporters and armored vehicles with
inoperative weapon systems may be used to accomplish this.
5-183. During defensive operations, maintenance requirements may overwhelm field maintenance company
capabilities. The commander establishes maintenance, recovery, and evacuation requirement priorities
(including timelines) and destruction criteria for inoperable equipment within the OPORD based on |
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capabilities. Considerations should be given to weigh this priority with additional repair part capabilities to
include authorized stockage list items, shop stock lists, line and shop replaceable units, and combat spares.
BRIGADE SUPPORT MEDICAL COMPANY (CHARLIE)
5-184. The BSMC provides Role 2 medical care to supported maneuver battalions with organic medical
platoons. The BSMC provides Role 1 and Role 2 medical treatment on an area basis to those units without
organic medical assets operating in the BSA. The medical company may execute Class VIII distribution to a
maneuver brigade through the SSA in accordance with the support plan.
5-185. Medical support associated with defensive operations anticipates significant casualties just as in the
offense. Integrated planning would include casualty evacuation use of planned evacuation routes, identified
points in the ambulance shuttle system (such as ambulance exchange points), and should include the
augmentation of medical devices and medical providers for the provision of en route care when available.
The BSMC is organized to provide triage and management of mass casualty, tactical combat casualty care,
initial resuscitation and stabilization, care for patients with disease and nonbattle injury, and battle wounded
and injured Soldiers. The BSMC also provides operational public health, intervention for combat and
operational stress reaction, and preparation of patients for further medical evacuation.
5-186. During the defense, medical evacuation from the forward security or striking force area poses
significant challenges due to distance, limited situational awareness, and rapid changes in the tactical
situation. In a mobile defense, considerations must be given to the fixing force, which will likely suffer higher
casualty rates than the striking force as it absorbs the enemy's main attack. Defensive forces may be
conducting noncontiguous combat operations with a high probability that movement routes are interdicted.
This makes it imperative that the COP is available to ground and air ambulances and is accurate and updated
frequently.
FORWARD SUPPORT COMPANY
5-187. The FSC provides support to a maneuver battalion during defensive operations. The FSC provides
field-level maintenance and distribution support to the supported battalion. FSCs provide the BSB
commander the ability to prioritize the logistics effort in support of defensive operations. They coordinate
with the BSB commander and SPO to determine proper location of the field and combat trains. FSCs become
the vital link from the BSB to the supported battalions and provide the brigade, battalion, and BSB
commanders the greatest flexibility while supporting defensive operations.
5-188. FSC support occurs through disciplined LOGSTAT reporting and the use of command and control
and sustainment systems to gain situational understanding, develop a COP of current and future operations,
and plan for the supported maneuver battalion. This is imperative to synchronize the concept of operations
with priorities of support to ensure continuity and responsiveness.
5-189. Commanders and sustainers plan for ongoing routine resupply while in the defense. Resupply during
the defense should not be viewed as emergency resupply, but rather as planned and deliberately executed
events to sustain operations. In addition to planned resupply, both commanders and sustainers need to be
alert to lulls in the fight which provide unplanned opportunities to resupply units in the defense. FSC
commanders and S-4s must plan to synchronize consumption rates and execute planned resupply and be
prepared to execute emergency resupply as required in support of the maneuver battalion. All commanders
designate priorities of support to subordinate units against the operational plan. Priority of support should not
be determined by who has the least amount of supplies, but rather by which unit is currently the main effort
or will become the main effort for the next phase of the operation.
5-190. The FSC positions maintenance assets as far forward as the tactical situation permits to return
inoperable and damaged equipment to the operation as quickly as possible. For the armored brigade, the FSC
is the sole source of maintenance support for the M1, M2/3, and M109A6 weapon systems. For the Stryker
brigade, the FSC is the sole source of maintenance support for the Stryker systems. Commanders may utilize
multiple maintenance collection points and array their mechanics on the battlefield. Commanders may further
authorize battle damage assessment and repair, controlled exchange, or overrides in order to preserve combat
power. Brigade commanders must weight the main defensive effort by cross-leveling FSC maintenance
assets. |
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5-191. The FSC commander must anticipate operating in the brigade deep area if supporting guard or
covering forces. The commander must also expect to operate in this area if supporting a mobile defense.
5-192. During defensive operations, the BSB distribution company should conduct continuous exchange of
configured loads of supplies on flatracks, water tank racks (HIPPOs), modular fuel systems, and multi-
temperature refrigerated container systems while retrograding empty FSC flatracks. This increases the
supported maneuver commander's tactical flexibility and decreases sustainment transportation asset time on
station when resupplying.
AVIATION BRIGADE SUSTAINMENT
5-193. Aviation brigades also have companies that support brigade operations. The types and quantities of
the companies that make up the ASB are the same for each aviation brigade, but the exact composition and
capability of the supporting companies will vary based on the type of aviation brigade. All ASBs have a
headquarters and support company, a distribution company, a brigade signal company, and an aviation
support company. These companies are organic to the ASB, and each has a specific role.
AVIATION SUPPORT COMPANY
5-194. Aircraft maintenance above the aviation operational battalion/squadron level is provided by the
aviation support company. The aviation support company is the only unit staffed and equipped to perform
ground recovery of brigade or squadron airframes. The aviation support company is generally responsible
for dedicated recovery missions, both air and ground. Additionally, the aviation support company can
facilitate self-recoveries and perform battle damage assessment and repair as part of a downed aircraft
recovery team mission. Aviation support companies may provide personnel and equipment to augment the
aviation maintenance company/troop performing downed aircraft recovery team missions when directed by
the aviation brigade.
5-195. The aviation support company commander is responsible for forming a downed aircraft recovery team
with rapid response times and robust capabilities mirroring the requirements of an aviation maintenance
company/troop downed aircraft recovery team program. The aviation support company downed aircraft
recovery team program should expand beyond the aviation maintenance company/team program by including
the primary responsibility for conducting aerial and ground dedicated recovery missions. Additionally, the
aviation support company generally supports recovery missions for aircraft in the aviation brigade area of
coverage not assigned to the brigade, transitioning the operational area, or operating in the brigade area of
coverage. The priority for the aviation support company downed aircraft recovery team program is dedicated
aircraft recovery, with self-recovery and battle damage assessment and repair as contingency operations.
DISTRIBUTION COMPANY
5-196. The distribution company provides support for the aviation brigade and receives, temporarily stores,
and issues Class III(B). The distribution company also establishes and operates Class III and Class V
transload sites in the brigade sustainment area to resupply brigade operations. Utilizing brigade and battalion
assets, the distribution company provides fuel to all brigade aircraft within the assembly area.
5-197. The distribution company also manages the SSA and is responsible for maintaining the authorized
stockage list. During defensive operations, the flow of critical Class IX repair parts into the SSA is critical to
enable the rapid repair of airframes and maintain or improve the combat power of the aviation brigade.
FORWARD SUPPORT COMPANY
5-198. Aviation battalion FSCs are organized with a company headquarters, distribution platoon, and a
ground maintenance platoon. The distribution platoon provides aircraft refuel capability, ammunition
specialists, water, and transportation. All aviation battalions have an organic FSC. Attack and cavalry
aviation battalion FSCs also have a Class V section. When missions dictate, FSCs can be augmented by the
ASB with personnel and equipment.
5-199. During defensive operations, the FSC may be tasked with establishing and operating multiple FARPs
to meet mission requirements and will require additional support from the ASB and DSSBs to distribute
Class III (bulk and package) and Class V forward. The enemy situation will dictate the duration a FARP will
remain operational; it will move often to avoid detection and improve survivability. |
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AVIATION MAINTENANCE COMPANY/TROOP
5-200. The aviation maintenance company/troop manages the battalion/squadron maintenance program,
operates a centralized tool room, and performs field-level maintenance and scheduled services. The primary
mission of the aviation maintenance company/troop is to sustain combat power in support of the
battalion/squadron mission. The aviation maintenance company/troop conducts field-level maintenance,
troubleshoots airframe and component malfunctions, performs maintenance and repair actions, removes and
replaces aircraft components, and performs maintenance test flights and maintenance operational checks.
5-201. The aviation maintenance company/troop provides sustainment support by processing, requesting,
and storing Class IX shop stock and bench stock. Supply personnel operate unit-level Army logistics
information systems and requisition and manage the battalion/squadron Class IX (Air) serviceable spares.
The aviation maintenance company/troop performs unit-level repairs on aviation life support systems.
Aviation maintainers operate and maintain assigned ground support equipment.
5-202. During defensive operations, the aviation maintenance company/troop must remain mobile and be
prepared to move often to provide responsive support and repair to the supported battalion/squadron. The
aviation maintenance company/troop possesses enough organic vehicles to transport 75 percent of its table
of organization and equipment in a single lift and will require external support coordinated through the
battalion and brigade staff to move the remaining 25 percent.
5-203. Maintenance assets will move as far forward as the tactical situation permits to repair unserviceable
and damaged aircraft to return them to the fight as quickly as possible. The aviation maintenance
company/troop utilizes field maintenance teams and split-based operations to conduct both scheduled and
unscheduled maintenance to meet the maintenance requirements for their supported battalion/squadron.
When mission requirements exceed aviation maintenance company/troop capacity, the company coordinates
with the ASB to receive additional field maintenance teams from the ASB’s aviation support company.
AREA DEFENSE
5-204. Area defense is a 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). The focus of the area defense
is on retaining terrain where the bulk of the defending force positions itself in mutually supporting, prepared
positions. Units maintain their positions and control the terrain between these positions.
SUSTAINMENT PREPARATION FOR AREA DEFENSE
5-205. To the extent possible, sustainment operators deliver combat-configured loads to maneuver units on
a scheduled basis during the area defense. Combat-configured loads are packages of potable and non-potable
water; CBRN defense supplies; barrier materials; ammunition; POL; medical supplies; and repair parts
tailored to a specific size unit. This eliminates the need to request supplies and reduces the chance that a lapse
in communications will interrupt the sustainment flow and jeopardize the integrity of the defense. The
commander resupplies the supported maneuver unit using this push system until it requests otherwise.
Commanders use sustainment information systems to accurately tailor these combat-configured push
packages to the demands of the supported maneuver units.
5-206. In contiguous operations, the commander positions echelon sustainment facilities farther away from
the forward edge of the battle area in a defense than in the offense to avoid interfering with the movement of
units between battle positions or the forward movement of counterattack forces. These facilities are located
far enough behind friendly lines that likely enemy advances will not compel the relocation of critical
sustainment capabilities at inopportune times. However, those sustainment capabilities supporting the unit
are located close enough to provide responsive support. In noncontiguous operations, the commander
positions sustainment facilities in bases and base clusters within the perimeters of ground maneuver units to
provide security and avoid interrupting their sustainment functions.
5-207. Commanders provide maintenance support as far forward as possible at maintenance collection points
to reduce the need to evacuate equipment. The thrust of the maintenance effort is to fix as far forward as
possible those systems that can be quickly returned to the unit in combat-ready condition, as sustainers focus
on preparing the defensive force to go on the attack. Commanders ensure that multifunctional forward |
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logistics elements contain the maximum variety of maintenance personnel with appropriate equipment, such
as repair sets, kits, and outfits to rapidly repair weapon systems.
5-208. Medical support associated with the defense anticipates significant casualties, just as in the offense
during large-scale combat operations. The BSMC and medical company (area support) provide Role 1 and
Role 2 medical support. The BSMC provides support to maneuver brigades, and the medical company (area
support) is and EAB asset operating under the command and control of the MMB. During large-scale combat
operations, the Role 2 medical companies prepare for the defense by positioning assets to best support the
flow of patients without impeding combat operations. The BSMC also reviews and integrates the medical
evacuation and casualty evacuation plans for units in the area defense.
5-209. The conduct of troop movements and resupply convoys is critical to a successful defense. Staffs
balance terrain management, movement planning, and traffic-circulation control priorities. Staffs also plan
multiple routes throughout the AO and closely control their use. The commander may allocate mobility
resources to maintain main supply routes to support units and supplies moving forward and to evacuate
personnel and equipment to the rear. The commander coordinates air and ground movements supporting the
commander’s scheme of maneuver with any other affected Services. Commanders also coordinate such
movements with any affected organic and external Army aviation, fire support, air defense, and ground
maneuver units.
5-210. During the preparatory phase of the defense, sustainment operators normally pre-position supply
stocks, particularly ammunition and barrier materials, in the battle positions of defending forces. Sustainment
operators also establish maintenance and casualty collection points. Sustainment operators must address these
and other sustainment preparations in the planning process to avoid compromising the operation.
SUSTAINMENT SUPPORT DURING AREA DEFENSE
5-211. The sustainment mission in an area defense requires a careful balance between forward positioning of
supplies and maintaining the responsiveness and rapid mobility necessary to ensure survivability of
sustainment assets. The area defense typically requires less fuel consumption, provides more time for
maintenance repairs, and requires less complex casualty evacuation procedures due to the static nature of this
defense.
5-212. Priorities for replenishment are normally ammunition and materials to construct obstacles and
defensive positions. Maintenance and medical support, with their associated repair parts and medical
supplies, are located as far forward on the battlefield as possible. There may be an increased demand for
decontaminants and CBRN collective and personal protective equipment. The commander considers
stockpiling or caching ammunition and limited amounts of petroleum products centrally within the main
operational area.
5-213. The supply of obstacle materials in a defense can be a significant problem that requires detailed
coordination and long lead times. Push packages of these supplies ensure units engaged in defensive
operations receive needed supplies. The commander plans for the transportation and manpower required in
obtaining, moving, and uncrating barrier material and associated obstacles-creating munitions such as
demolition charges and mines.
5-214. The use of echelon support greatly enhances sustainment capabilities during the area defense. The
sustainment commander ensures the echelon sustainment officers (G-1/S-1, G-4/S-4, G-8/S-8, and surgeon)
and the commanders of the sustainment units supporting the defending force understand the commander’s
tactical intent. These officers and commanders can then establish support priorities in accordance with the
commander’s intent and plan sustainment operations to ensure the supportability of operations.
MOBILE DEFENSE
5-215. Mobile defense is 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). The mobile defense focuses on defeating or
destroying the enemy by allowing enemy forces to advance to a point where the enemy is exposed to a
decisive counterattack by the striking force. The striking force is a dedicated counterattack force in a mobile
defense constituted with the bulk of available combat power (ADP 3-90). A fixing force supplements the |
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striking force. The commander uses the fixing force to hold attacking enemy forces in position, to help
channel attacking enemy forces into ambush areas, and to retain areas from which to launch the striking force.
SUSTAINMENT PREPARATION FOR MOBILE DEFENSE
5-216. The main battle area is where corps and division commanders want to destroy an attacking enemy
force by employing a combination of fixing and striking forces. The sustainment commander supports main
battle forces by pre-positioning tailored supplies to expedite the construction of countermobility and
protective positions, forward positioning maintenance and recovery assets to regenerate combat power, and
expediting personnel fills and returns-to-duty to reconstitute fighting formations.
5-217. The fixing force typically consists of one-third to one-half of the defender’s combat power. It shapes
the enemy penetration or contains the enemy’s advance through a combination of an area defense and a
delaying action to establish conditions for a successful attack by the striking force. It typically has most of
the countermobility assets of the defending unit. The sustainment commander supports tempo by delivering
mission-essential tailored supplies and materiel as far forward as possible by employing unit distribution to
deliver preplanned and preconfigured packages of essential items.
5-218. The striking force typically consists of one-half to two-thirds of the defender’s combat power. It
decisively engages the enemy as attacking forces become exposed in their attempt to overcome the fixing
force. The striking force is normally fully tasked organized with all functional and multifunctional support
and sustainment assets before its actual commitment. The sustainment element should be task organized into
a forward logistics element resourced with fuel, munitions, medical treatment, medical evacuation, and
maintenance recovery assets. The forward logistics element is capable and prepared to rapidly replenish the
striking force prior to commitment, evacuate personnel and systems, and sustain mission-essential
capabilities throughout the battle. Additionally, sustainment must be prepared to support the transition to a
spoiling attack with refueling, rearming, casualty evacuation, and battle damage assessment and repair of
combat capability to extend operational reach.
SUSTAINMENT SUPPORT DURING MOBILE DEFENSE
5-219. The sustainment mission of a mobile defense requires sustainment planners look beyond the fixing
force’s shaping operations to support the striking force’s decisive counterattack. The greater the distance the
striking force must cover when moving from its assembly area to its final objective, the greater the amount
of supplies needed to support that move. The mobile defense typically requires more fuel, provides less time
for maintenance repairs, and requires more complex casualty evacuation procedures due to the dynamic
nature of this defense.
5-220. Commanders establish casualty evacuation procedures for both the fixing force and the striking force
and ensure that all unit personnel are trained in casualty response procedures, tactical combat casualty care
(self-aid, buddy aid, and combat lifesaver), evacuation of the sick and wounded, and medical aspects of injury
prevention. The fixing force will likely suffer a higher percentage of casualties than the striking force as it
absorbs the enemy’s attack. When the striking force must move a considerable distance from its sustaining
base, the commander should consider establishing a forward logistics element that includes a medical
capability.
RETROGRADE
5-221. Retrograde is a type of defensive operation that involves organized movement away from the enemy
(ADP 3-90). The enemy may force these operations, or a commander may execute them voluntarily. The
higher commander of the force executing the retrograde must approve the operation before its initiation in
either case. Retrograde is a transitional operation; it is not conducted in isolation. It is part of a larger
maneuver scheme designed to regain the initiative and defeat the enemy.
SUSTAINMENT PREPARATION FOR RETROGRADE
5-222. The sustainment provided is mobile enough to cope with demands of the fluid tactical situation that
typically occurs during a retrograde operation. The sustainment commander prevents unnecessary supplies
from accumulating in areas that will be abandoned. Only essential medical and logistics support should be
located in the area involved in the retrograde operation. |
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5-223. The maneuver commander establishes maintenance, recovery, and evacuation priorities and
destruction criteria for inoperable equipment in the OPORD. Maintenance requirements generally overwhelm
the organic capabilities of forward units during a retrograde operation. Forward units place as many
maintenance, recovery, and evacuation assets forward as possible to augment or relieve combat elements of
the burden of repairing unserviceable equipment. Recovery and evacuation vehicles position themselves at
critical locations to keep disabled vehicles from blocking movement routes. Forward units use all available
means to accomplish this, including using equipment transporters and armored vehicles with inoperative
weapon systems. When recovery and evacuation are impossible, units destroy inoperable equipment to
prevent capture. When possible, units destroy the same vital components in each type of system to prevent
the enemy from rapidly exploiting captured friendly systems through battlefield cannibalization.
5-224. The commander assigns transportation priorities for the movement of combat troops and their
supplies, the movement of obstacle materials to impede the enemy, and the evacuation of casualties and
repairable equipment. The commander keeps main supply routes open and decontaminated as necessary.
Units control the back-haul of transportation assets before the retrograde begins, reducing the amount of
transportation needed to support the operation. Tasking of and coordination with movement control units for
road usage or de-confliction during retrograde operations is critical to ensure the retrograde is not hindered
by uncoordinated or conflicting unit movement on available routes.
5-225. Commanders designate and reserve routes for flow of dislocated civilians to mitigate interference and
enable freedom of action, retaining use of the unit’s main supply routes as much as possible.
5-226. Assignment of medical evacuation precedence is necessary. The precedence provides the supporting
medical unit and controlling headquarters with information to use in determining priorities for committing
their evacuation assets. For this reason, correct assignment of precedence cannot be overemphasized; over
classification has often been an issue during operations. Patients are evacuated as quickly as possible,
consistent with available resources and pending missions. Medical elements supporting the retrograding force
must provide rapid evacuation of casualties to medical facilities. Medical evacuation requirements are
especially demanding in the large AOs common to the retrograde. Commanders may augment the ground
ambulance capabilities of supporting forward medical units.
5-227. Military police elements are involved primarily in security and mobility support operations to support
and preserve the commander’s freedom of movement. This includes enabling logistics operations in contested
environments through the conduct of area security and logistics security. For additional information, see FM
3-39. The commander may augment supporting military police forces to establish traffic control posts and
route and convoy security. Military police also provide support through the execution of detainee and
dislocated civilian operations.
5-228. Finance companies can send the workload from commercial vendor services and other functions back
to units outside the immediate AO for processing. Payments and disbursements done remotely can be
effective if needed during large-scale defensive operations and mobile defense. For additional details, see
ADP 4-0 and FM 1-06.
SUSTAINMENT SUPPORT DURING RETROGRADE
5-229. The sustainment mission of a retrograde typically requires the sustainment of forces engaging the
enemy, the organized movement away from the enemy, and the protection of sustainment capabilities and
resources in echeloned support. Regardless of the type of retrograde, all echelons of sustainment must have
contingency plans to ensure an uninterrupted flow of support to the maneuver units tactically employed in
defensive combat while at the same time displacing and/or preparing to displace the supporting unit. Plan for
heavy equipment transportation assets to support retrograde operations.
5-230. During retrograde operations, sustainment units echelon their movements to maintain adequate
support to the committed force. Sustainment units also maintain maximum dispersion consistent with control
and local security. Their goal is to provide uninterrupted support and maximum protection during the time it
takes to conduct the retrograde operation. By echeloning support, the commander reduces the amount of time
each sustainment unit spends moving, preventing it from performing its primary support tasks. To reduce
congestion and interference with the operations of combat, functional, and multifunctional support units, the
commander should displace supporting sustainment assets as early as possible—normally during periods of |
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limited visibility. The early displacement of sustainment units can also prevent revealing friendly future
operations to the enemy.
5-231. Commanders anticipate the effects of retrograde movements on sustainment elements to ensure
adequate support for the operation and the prompt evacuation of casualties. Retrograde movements generally
result in increased distances between sustainment and combat units, which makes providing this support
more difficult. Retrograde operations generally require more Class III and possibly more Class V supplies
than during the other defensive operations. Increased supply of bulk fuel and ammunition combine to increase
the demand for transportation assets and space on main supply routes. This, in turn, increases the need for
movement control and pre-positioned services and supplies. Sustainment units carry and cache necessary fuel
and ammunition stocks as required by the specific situation.
DEFENSIVE OPERATIONAL FRAMEWORK CONSIDERATIONS
5-232. In the defense, commanders typically retain the deep and rear areas, but they divide the close area into
two distinct portions: the security area and main battle area. Commanders use this approach to synchronize
operations, including those in air, space, and cyberspace, to defeat an enemy force throughout its depth. See
FM 3-0 for additional information on defensive operational framework considerations.
EXTENDED DEEP OPERATIONS
5-233. Operational and strategic-level deep operations are typically outside an assigned land AO for a corps
or division, but parts fall within the senior Army formation’s area of interest and area of influence. Army
long-range fires, cyberspace, space, and other global capabilities support attacking targets in the extended
deep area to set conditions for friendly defensive operations. Long-range artillery and ground-based missile
capabilities can range enemy long-range missile batteries, manufacturing and economic nodes, critical
infrastructure such as airfields and ports, strategic communications nodes, and strategic sustainment and
reserve locations.
DEEP OPERATIONS
5-234. Deep operations are used to attrit, isolate, disrupt, and disorganize attacking formations and create
windows of opportunity in which to act decisively against lead enemy echelons. The Army employs rocket
artillery, rotary-wing aviation, unmanned aircraft systems, SOF, space and cyberspace capabilities,
electromagnetic warfare, and influence activities to conduct deep operations.
5-235. Sustainment capability employed to sustain deep operations is organic to Army organizations that
execute long-range fires, rocket artillery, rotary-wing aviation, cyberspace, space and other multidomain
effects that support attacking targets in the deep area. Specific organizations include the multi-domain task
force BSB, CAB ASB, fires brigade BSB, and FSCs supporting the long-range fires battalion, rocket artillery,
and rotary wing aviation.
SECURITY AREA OPERATIONS
5-236. During the defense, the security force occupies an assigned area far enough forward of the forward
edge of the battle area to protect main battle area units from surprise. Security forces provide early warning
to give main battle area units time to reposition forces against enemy maneuver and to mitigate the effects of
enemy medium-range fires. The Army employs maneuver brigades task organized with fires, engineers, and
aviation to increase the ability of guard or covering forces to slow and disorganize the enemy, degrade the
enemy’s security forces, and gain additional time for the defending commander.
5-237. Sustaining security area operations is a challenge due to long LOCs and tempo of operations.
Sustainment capability employed to sustain security area operations is organic to Army maneuver brigades
and organizations that provide fires, engineer, and aviation support in the security area. Specific organizations
include the maneuver brigade BSBs and FSCs supporting the field artillery, aviation, and engineer battalions.
MAIN BATTLE AREA OPERATIONS
5-238. The main battle area is where the commander intends to deploy the bulk of the unit’s combat power
and defeat an attacking enemy force. The commander positions forces in the main battle area to block enemy |
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penetrations, choosing terrain that puts enemy forces at the greatest possible disadvantage. The Army
employs maneuver brigades to defeat the enemy attacking force.
5-239. Sustaining main battle area operations includes increased requirements in Class IV, V, and IX items
to support the defensive effort and build Class III (bulk and package) stocks to prepare to transition to
offensive operations. Sustainment capability is organic to maneuver brigades, fires, engineer, and aviation
support in the main battle area. Specific organizations include the maneuver brigade BSBs and FSCs
supporting the field artillery, aviation, and engineer battalions.
REAR OPERATIONS
5-240. Rear operations maintain freedom of action in the security and main battle areas and prevent
culmination. The rear command post enables this freedom of action by planning and directing sustainment,
conducting terrain management, providing movement control, and providing area security of the rear area.
TRANSITION TO OFFENSE
5-241. The ultimate goal of defensive operations is to defeat the enemy’s attacks and transition, or threaten
to transition, to the offense. Transitions must be deliberately planned, and units must take actions to prevent
the enemy from regaining momentum. As friendly forces meet their defensive objectives, forces consolidate
and reorganize for offensive operations or prepare to facilitate forward passages of lines for fresh formations.
Sustainment forces must also be prepared to support the transition to offensive operations.
5-242. Sustainment commanders must be prepared to sustain offensive objectives established by maneuver
commanders during transitions. Sustainment planners must understand that perfect conditions may not exist
during a transition, but they must still be prepared to sustain combat power. During transitions, it is essential
for sustainment planners to provide maneuver commanders with freedom of action and prolong endurance
necessary to sustain the pace of offensive operations.
SECTION III – SUSTAINMENT OF OFFENSIVE OPERATIONS
5-243. This section provides an overview of sustainment of offensive operations and the fundamental
principles of sustainment during the offense. It also covers additional sustainment planning considerations
unique to offensive operations. It concludes with a discussion of sustainment support of offensive operations.
5-244. An offensive operation is an operation conducted to defeat or destroy enemy forces and gain control
of terrain, resources, and population centers (ADP 3-0). The intent of an offensive operation is to impose the
commander's will on the enemy. Against a capable, adaptive enemy, offensive operations are the most direct
and sure means of seizing, retaining, and exploiting the initiative to achieve objectives.
5-245. The key to successful offensive operations is to achieve all desired objectives prior to culmination.
This requires the force in the offense to have some combination of relative advantage in the physical,
information, or human dimensions. Typically, offensive operations require advantages in multiple domains,
but commanders may achieve those advantages through deception operations and surprise rather than the
physical means of combat power alone.
OVERVIEW OF SUSTAINING OFFENSIVE OPERATIONS
5-246. There are four types of offensive operations: movement to contact, attack, exploitation, and pursuit.
These operations enable commanders to impose their will on the enemy and deprive the enemy of resources,
seize decisive terrain, deceive or divert the enemy, develop intelligence, or hold an enemy position.
5-247. Sustainment commanders and their staffs prepare to support each offensive operation. Sustainment
determines the depth, duration, and endurance of Army operations and plays a key role in enabling a
successful attack. Failure to provide adequate sustainment during offensive operations can result in a tactical
pause, culmination of offensive operations, and prevent consolidation of gains. Operational and sustainment
planners at each echelon of command work closely to synchronize sustainment support to allow commanders
the freedom of action to maneuver and provide extended operational reach for the offense. |
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SUSTAINMENT FUNDAMENTALS FOR OFFENSIVE OPERATIONS
5-248. Offensive operations involve an intense tempo, requiring sustainers to continually update their
running estimates to anticipate friction points on the battlefield. Sustainers need to be able to accurately
envision the offensive operation in time and space to accurately forecast operational requirements.
Continuous coordination between planners at the various echelons is required for mission success.
5-249. If offensive momentum is not maintained,
the enemy may recover from the shock of the first Sustaining Offensive Operations
assault, gain the initiative, and mount a successful • Continually update running estimates.
counterattack. Maintaining an understanding of • Simultaneously support the offense and
offensive operations and future operations allows consolidate gains.
sustainment planners to simultaneously transition • Understand enemy threat and challenges.
between offensive operations and consolidation of • Increased Class III (bulk and package),
gains. What starts out as a movement to contact Class VIII, and Class IX requirements.
could rapidly turn into a lengthy pursuit of enemy • Increased casualties and personnel
forces requiring extended operational reach to replacements over extended battlefield.
capitalize on opportunities. This requires robust
planning and consideration for all possible
outcomes.
5-250. Offensive operations require situational understanding of the enemy threat. Sustainment commanders
should not assume unobstructed LOCs and should anticipate challenges across multiple domains. These
commanders prepare for challenges of degraded sustainment systems, interdicted LOCs, and challenges from
an enemy that has equal or overmatch capabilities. Sustainment commanders and planners prepare to push
forward critical supplies in an OE where degraded systems and communications exist.
5-251. The continued forward movement of units and sustainment support is critical if the force is to maintain
the initiative and combat power necessary for the successful execution of offensive operations. Maintaining
the initiative in the close area often results in significant numbers of bypassed enemy forces and remnants of
defeated units as friendly forces maneuver deep into enemy areas by avoiding enemy units in well prepared
positions. The fluidity and rapid tempo of operations pose challenges when planning for the area security of
support and rear areas.
5-252. Enemy commanders look for opportunities to counter, or at least hinder, the performance of corps and
division offensive tasks. Enemy commanders attempt to strike deeply into friendly support and rear areas
using multiple combinations of lethal and nonlethal effects from multiple domains. The enemy will seek to
employ special purpose forces, irregular forces, electromagnetic warfare, long-range artillery, rockets,
missiles, information capabilities, unmanned aerial systems, and cyberspace electromagnetic activities to
disrupt sustainment activities. Sustainment commanders remain aware of conventional enemy units and other
elements bypassed during the advance of friendly forces and the threat presented by their presence in support
and rear areas.
5-253. Sustainment units synchronize with maneuver units to ensure security of support and rear areas. Corps
and division headquarters must plan to keep command posts operating, sustainment capabilities functional,
respective LOCs open, and supply stocks at an acceptable level. The conduct of noncontiguous operations
increases the difficulty of these tasks, as does the lack of friendly host-nation security forces.
5-254. Sustaining the offense is a high-intensity operation. Sustainment commanders and staffs must plan for
increased requirements in Class III (B), VIII, and IX and personnel replacements to sustain the pace and
tempo of operations. Plan and rehearse command and control, forward positioning, orders issuance, personnel
accounting, logistical support, processing and transportation of replacements, and most critically, maneuver
unit rapid integration of replacements. Sustainment planners anticipate where the greatest need might occur
during offensive operations and consider positioning sustainment units in close proximity to operations to
reduce response times for critical support. Planners also consider alternative methods for delivering
sustainment in emergencies. Extended LOCs require analysis of how to best emplace forward sustainment
elements to support the commander. It is important to clearly lay out key actions for rehearsal during
offensive operations (for example, casualty evacuation routes, ambulance exchange or loading points, LRPs, |
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support area displacement times and locations, detainee collection points and holding areas, and fuel and
ammunition supply points) to foresee potential problems and develop means to mitigate them.
PLANNING CONSIDERATIONS FOR THE OFFENSE
5-255. Sustainment planning is both a continuous and a cyclical activity of the operations process. For
sustainment planning, the most important factors are requirements, capabilities, and shortfalls. As outlined
in the paragraphs below, planning considerations assist planners in identifying specific support or operational
requirements based upon available information.
5-256. Many planning considerations impact the ability to execute offensive operations. These considerations
should be recognized, analyzed in the time available, and prioritized based on the commander's intent.
5-257. Planning considerations must encompass all warfighting functions to ensure the plan is integrated
across all functions and domains. A planning consideration may have various levels of effects that drive
support requirements. Planning considerations for offensive operations should include, at a minimum, the
following considerations organized by warfighting function.
SUSTAINMENT PLANNING CONSIDERATIONS
5-258. The planning considerations listed below for sustainment are examples of what sustainment planners
may consider during offensive operations. This list is not considered all-inclusive, and considerations will
vary for individual operations. The list provides some common planning considerations for sustainment
during all offensive operations. If an offensive operation has a special consideration, it is indicated in the list:
• Plan for execution of all sustainment functions and associated sub-functions at all echelons;
personnel services, financial management, HSS, and logistics. This includes personnel replacement,
casualty reporting, medical treatment, medical evacuation, medical logistics, and all logistics
functions.
• Forecast expected number of casualties and prepare appropriate medical treatment, surgical, and
evacuation capabilities. Planners must also assess the best positioning of medical units to ensure
support to offensive operations.
• Anticipate conducting large-scale personnel replacement operations in support of units with high
casualties.
• Unit reorganization is a routine process that occurs on an objective. Reorganization activities should
include the integration of replacement personnel when able.
• Regeneration of units is an exceptionally intensive form of reconstitution requiring the direction of
maneuver commanders two levels up and substantial sustainment support.
• Commanders, staffs, and SPO officers at all echelons should weight the offensive effort by cross-
leveling sustainment assets. This includes maintenance and recovery capabilities.
• Plan for all sustainment functions required to build combat power: personnel, supply, maintenance,
and medical. Preposition supply Classes I, water, IIIB/P, IV, V, VI, VIII, and IX as far forward as
the tactical situation permits. Consider the use of combat configured loads. Balance forward
positioning of resupply and rapid mobility.
• Expect high demand for Classes III (B), IX and V to support offensive preparation efforts. Ensure
adequate transportation assets are available to move the required tonnage.
• Expect higher demand in shelf-stable operational rations to support feed-on-the-move capability
during offensive efforts. Ensure required distribution and transportation assets are coordinated and
synchronized at all echelons of support.
• Plan for heavy equipment transportation assets to support evacuation of combat platforms. This
transportation is required to move unserviceable main battle tanks, infantry and/or cavalry fighting
vehicles, Stryker systems, and other heavy equipment to maintenance collection points located
behind offensive operations.
• Ensure field maintenance capability is adequate to repair or evacuate damaged equipment to meet
the readiness requirements and the maneuver commander's intent. This requires planned
coordination between the maintenance and transportation units and likely requires movement
control points along routes.
• Anticipate time needed to execute logistics as distances increase. |
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• Anticipate requirements to provide subsistence, medical, transport, and shelter to detainees and
dislocated civilians.
• Financial managers at each echelon are responsible for capturing increased costs, applying available
resources to validate requirements, identifying unfunded requirements, and securing funding for
reconstitution requirements.
• Plan for increased consumption of fuel and ammunition by aviation brigades.
• Forecast for placement of HR assets to support numerous functions to include intertheater and
intratheater transient personnel accountability, casualty tracking at Role 3 MTFs, and postal
operations where the OE allows. The theater gateway will typically be placed by the ASCC at the
primary intertheater APOD. TG PATs will be placed where the intertheater transient passenger flow
dictates. Reception, staging, and onward movement activities will be supported by transportation
and sustainment capabilities.
• Plan for the appropriate type of water distribution. During large-scale combat, sustainment planners
should expect to distribute only bulk water from the corps rear boundary forward to the forward line
of own troops. Bottled water requires contracted support and, if used, should only be planned for
the joint security area.
• Commanders, staffs, and sustainment planners at all echelons must be prepared to support
regeneration and reorganization as part of reconstitution operations.
• Plan for the execution of fatality operations for fatalities as a result of large-scale combat operations.
Planners should also prepare for temporary interment when directed by the CCDR.
COMMAND AND CONTROL PLANNING CONSIDERATIONS
5-259. The planning considerations for command and control are listed below:
• Expect enemy attacks in the space and cyberspace domains (to include the electromagnetic
spectrum) that will degrade communications and digital information transmission. Attacks in these
domains affect sustainment operations in terms of satellite communications, positioning, navigation,
timing, information collection, internet operations, computer systems, and voice communications.
Commanders must develop and execute a primary, alternate, contingency, and emergency
communications plan to ensure redundancy.
• Identify sustainment forces that will support reserve forces in all types of offensive operations.
Commanders will determine acceptable levels of risks prior to attaching sustainment units to the
reserve.
• Understand how terrain and distance may limit or degrade communications and force utilization of
retransmission stations. This is important for Sustainment Transport System operations.
• Assess sustainment task organization frequently to ensure it is adequate and positioned properly to
support the sustainment mission. Plan for replacement of units that are lost or degraded due to enemy
attack.
MOVEMENT AND MANEUVER PLANNING CONSIDERATIONS
5-260. The planning considerations for movement and maneuver are listed below:
• Expect sustainment resupply and support elements to operate in the deep and close areas while
supporting offensive operations. Sustainment units must understand operational control measures to
include passage of lines and crossing of boundaries with maneuver forces in the offense.
• Understand and anticipate how terrain, enemy action, fire support coordination measures, and
movement restrictions will affect the methods of resupply. These factors must be considered in all
distribution management and movement control plans.
• Expect an increase in items (Class III, V, VIII, and IX) required to support offensive operations.
Ensure adequate transportation assets are available to move supplies and equipment forward in the
operational area.
• Coordinate with movement control units for road usage or de-confliction during offensive
operations. Commanders must identify main and alternate movement routes.
• Plan to support SOF at all echelons. This includes delivery of non-standard ammunition and non-
standard equipment maintenance. |
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• Plan for support of Army aviation operations at all echelons. This includes planning for fuel,
maintenance, munitions, and placement of FARPs.
• Coordinate with the rear and support area terrain managers to deconflict airspace for aerial delivery,
Air Force airland delivery, and aeromedical evacuation requirements.
• Prioritize the use of transportation assets needed to support movement and maneuver requirements
against transportation assets needed for sustainment requirements.
INTELLIGENCE PLANNING CONSIDERATIONS
5-261. The planning considerations for intelligence are listed below:
• Intelligence is critical for planning sustainment operations in support of the offense. It starts with an
understanding of the overarching operational and mission variables but then extends to intelligence
preparation of the OE products, detailed intelligence estimates, and other intelligence products that
describe enemy capabilities and courses of action. From these products, planners can estimate
friendly casualty rates and munition expenditure rates, plan protection operations, and have a better
understanding of where and when sustainment capabilities are needed. See ADP 2-0 and FM 2-0
for more information on the intelligence warfighting function.
• Like the other warfighting functions, there are some unique aspects of sustainment support to
offensive operations that are critical to the intelligence warfighting function. Low-density
intelligence and electromagnetic warfare maintenance is especially critical to the intelligence
architecture and intelligence operations.
FIRES PLANNING CONSIDERATIONS
5-262. The planning considerations for fires are listed below:
• Forecast increased consumption of long-range and precision munitions for maneuver units. The TSC
must coordinate with the ASCC G-4/CCMD J-4 and strategic providers to ensure increased amounts
of munitions are being distributed to the theater supporting offensive operations.
• Anticipate frequent and rapid relocation of fires units in order to shift supporting units accordingly.
• Ensure the quantity and positioning of modular ammunition units at EAB are sufficient to support
fires controlled supply rate and required supply rate requirements.
• Ensure that ammunition transportation assets are adequate and properly positioned to support
ammunition distribution for fires operations.
PROTECTION PLANNING CONSIDERATIONS
5-263. To fully understand and inform the scheme of protection developed in the protection cell, planning
considerations should include at a minimum:
• Plan for CBRN. This includes increased requirements for non-potable water and CBRN defense
equipment. Planning must include detailed procedures for processing contaminated human remains
and equipment decontamination.
• Expect direct enemy attack by small unit and/or special operations ground forces, attack aircraft,
and long-range artillery. Commanders must ensure that sustainment units supporting offensive
operations are adequate to defeat enemy small unit operations (Level I or Level II threats).
Dispersion mitigates effects of long-range fires and attack aircraft. See ADP 3-37 for more
information.
• Plan for adequate convoy security for convoys supporting offensive operations. This may be from
internal sources or from coordinated external sources.
• Anticipate the hasty construction of detainee collection points and holding areas at sustainment
nodes. Maximize the use of all types of empty transportation returning to the rear for detainee
movement.
ADDITIONAL PLANNING CONSIDERATIONS
5-264. Sustainment forces must anticipate longer LOCs, potentially degraded communications, bypassed
enemy forces, and movement restrictions during offensive operations. These factors should be considered in
all distribution management and movement control plans. This may require sustainment commanders to
weight the main offensive effort by prepositioning personnel replacements, Class III, V, VIII, and IX stocks, |
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and water centrally and well forward. The sustainment commander must balance forward positioning of
sustainment assets with the need for freedom of action and operational reach.
5-265. Refuel on the move can be tailored to many tactical situations, but the primary purpose is to extend
reach and tempo for the offensive operation. The key to success in a refuel on the move is rapid simultaneous
execution. This means that units should organize their movement so that vehicles not receiving fuel can
remain outside the refuel on the move area. Vehicles that will receive fuel enter the area and quickly move
to their designated fuel points without dismounting ground guides. Once halted, vehicles rapidly refuel in
accordance with the plan and depart together once complete. Figure 5-7 displays an example of a long site
refuel on the move configuration.
5-266. When vehicles enter a refuel on the move site for refueling, a predetermined amount of fuel is issued
(usually timed) and the vehicles move out to return to their convoy or formation. The rapid employment of
the refuel on the move distinguishes it from routine convoy refueling operations.
5-267. Ideally, refuel on the move operations utilize rear fuel assets while forward assets remain full. In the
maneuver brigade concept, the distribution company would conduct the refuel on the move while the forward
support companies pass through remaining full. The concept can be extended based on the size and scope of
the operation; for example, the DSSB can be the force conducting the refuel on the move for the whole
division, while the entirety of the maneuver brigade’s fuel assets push through remaining topped off.
5-268. Any level unit can conduct refuel on the move operations to meet mission requirements. Typically,
an FSC will conduct refuel on the move operations to support maneuver units between engagements or to
increase time on target while maneuver units peel back and flow through the refuel on the move and return
to the current engagement. A refuel on the move can be as simple as utilizing heavy expanded mobility
tactical trucks or modular fuel systems, or as complex as needed, utilizing any equipment available to support
the largest of movements. For additional information on refuel on the move operations, see ATP 4-43.
Figure 5-7. Example of a long site refuel on the move configuration |
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5-269. Sustainment planners and maneuver commanders conducting offensive operations should be prepared
to execute reconstitution operations to rebuild combat power. Commanders assess the unit's readiness
capability and determine the most expedient method to bring the unit to an acceptable combat posture through
reorganization or regeneration. For additional information on reconstitution, see ATP 3-94.4.
5-270. While it is advantageous to locate sustainment as far forward as possible in support of offensive
operations, sustainment planners must be aware of various threats. Planners should anticipate encounters or
direct action from bypassed enemy forces, SOF, and long-range artillery. Sustainment assets must be mobile
and able to move with advancing maneuver forces. Planners must avoid large, consolidated bases and form
dispersed, temporary base clusters. This applies to all bases in corps and brigade security areas.
5-271. The fluidity and rapid tempo of operations pose challenges when planning for the area security of
support and rear areas. If the corps or division is to maintain the initiative and combat power necessary for
the successful performance of offensive operations, the continued forward movement of units and
sustainment support is critical. Sustainment personnel must also plan and prepare for supporting
consolidation of gains and security of the support area. Maneuver commanders will assign the rear area to a
maneuver brigade or division as an AO. Those forces will clear their AO of stay-behind forces and bypassed
enemy units to ensure friendly freedom of action as their parent corps or division continues to advance. These
forces should be combined arms organizations specifically task organized for the consolidation of gains
requirements in their AO. These units begin performing selective stability tasks once the units establish area
security within the rear area.
5-272. Risk, uncertainty, and chance are inherent in all military operations. Sustainment professionals must
seek to understand, balance, and take risks rather than avoid risks to ensure sustainment of the operational
force. Sustainment commanders must assess and mitigate risk continuously throughout large-scale combat
operations. The following is a sample list of risk considerations during offensive operations:
• Are sustainment forces properly dispersed and camouflaged? Are movements into and out of
sustainment areas coordinated to avoid drawing attention to the area?
• Does the force have a sufficient number of mobile fueling vehicles to maintain offensive
momentum? At what point will a loss of tankers cause mission failure?
• Are sufficient quantities of the correct Class V available for rapid replenishment? Are munition
caches established forward and their contents dispersed?
• Are sustainment systems hardened against cyber-attack? How do you validate requirements
received through electronic systems? Does the threat have the capability to change information
verses directed denial of service attacks?
• Do medical units have sufficient Class VIII to address mass casualty events? Do units have enough
blood and refrigerated storage/wet ice to support patients?
• Are sufficient recovery vehicles available and placed to support the rapid transportation of disabled
vehicles to maintenance collection points?
• Does the enemy have plans to leave stay behind forces to interdict sustainment lines of supply? Do
friendly forces have sufficient EOD assets available and positioned to remove enemy ordnance or
improvised explosive devices emplaced on the main supply routes?
• Are reinforcements available by skill/grade and accessible in sufficient quantity to replace losses
and maintain units at strength? Which units are the resourcing priority at what points during the
operation?
5-273. These considerations and others should be addressed, and mitigation strategies/alternatives developed
as part of the sustainment plan.
5-274. Offensive operations place a burden on medical resources due to the magnitude and lethality of forces
involved. Medical units and commanders at all levels must anticipate increased numbers of casualties as
corps and division forces advance. Planning for casualty evacuation is a unit-level responsibility. Evacuation
of the sick and wounded must occur concurrently with operations and requires total force participation or
support in terms of transportation. Nonmedical vehicles (both air and ground) can be used to transport
casualties with little or no change in configuration. Units should plan for and train on appropriate use of
organic vehicles (both air and ground) and equipment (litters) for movement of casualties. See ATP 4-02.13
for additional information on casualty evacuation. Casualty liaison elements must coordinate with Role 3
hospitals to ensure accurate tracking and personnel accountability. |
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5-275. EOD commanders must provide support during large-scale offensive operations by detecting,
identifying, evaluating, rendering safe, and conducting disposal or disposition of explosive ordnance,
including CBRN weapons of mass destruction. Planners should consider requirements to mitigate explosive
ordnance encountered during offensive operations. EOD facilitates technical collection of captured enemy
materiel related to ordnance or weapons systems. Commanders and planners must incorporate EOD
requirements within their Class V forecasts. Explosive ordnance filled with insensitive high explosives
requires significantly more Class V for safe disposal.
SUSTAINMENT DURING OFFENSIVE OPERATIONS
5-276. The objective of sustainment during the offense is to support operations and enable maneuver forces
to conduct the four offensive operations: movement to contact, attack, exploitation, and pursuit. Sustainment
units supporting offensive operations are focused on sustaining and maintaining the combat power necessary
to defeat, destroy, or dislocate enemy forces. Successful sustainment commanders and planners will act,
rather than react, during offensive operations. To support offensive operations, sustainment forces at all
echelons consider echeloning support assets to expedite replenishment of critical support.
ECHELONS ABOVE BRIGADE SUSTAINMENT
5-277. During the offense, LOCs lengthen and requirements for many classes of supply and replacement of
personnel increase. Certain aspects of the distribution network like rail, pipelines, or inland waterways may
not be feasible during the offense. The fast pace of the offense generally requires ground or air resupply.
Offensive operations inherently create a need for emergency resupply, but it is vital that sustainers ensure the
economy and efficiency of the distribution network. Motor transport is the primary mode of transportation
during the offense. Its flexibility in allowing multiple stops and rerouting assets enables dynamic battlefield
support. Use of trailer transfer points can speed up throughput velocity of critical supplies to an offensive
operation.
5-278. During the offense, Class V supply is critical for maintaining momentum. Depending on the operation,
consumption rates may double or triple normal consumption. In addition to accounting for volume,
sustainment planners also forecast the various
types of ammunition used by the corps and Echelons Above Brigade Sustainment
division in the offense. For example, fighting a • Lengthening lines of communications.
peer with air capabilities requires large • Critical need for Classes III, VIII, and IX.
quantities of air defense munitions. Units
• Increased use of aerial delivery.
fighting enemy infantry in restricted and urban
• Coordinated medical support.
terrain use large quantities of small arms and
• Increased maintenance and recovery
artillery ammunition, as well as water. Units
requirements.
attacking enemy armored forces require large
• Transport, life support, and integration of
quantities of anti-armor munitions.
personnel replacements.
Sustainment planners proactively prepare to
support maneuver units in the offense with
configured loads of ammunition, along with fuel and repair parts. Considerations for storage points include
proximity to main and alternate supply routes, supported units, terrain, and security. Additionally,
ammunition holding area personnel displace forward as the offense progresses to ensure responsive support.
5-279. In the offense, combat intensity and the depth of the AO increase. Aerial delivery may reduce the
impact of these factors, allowing the combat commander to take the initiative while reducing the likelihood
of overextending their supply lines. During periods of air superiority and while operating in areas with limited
enemy air defense capability, the use of aerial delivery reduces the ground threat to transportation and
distribution operations and can be used to extend LOCs. In addition, if forces become isolated, aerial delivery
can be used as the primary means of resupply. It is also an effective method of resupplying combat outposts
where it is difficult for ground transportation and distribution lines to reach.
5-280. Medical planners should closely coordinate with other sustainment planners when preparing for an
offensive operation. Medical planners also work closely with staffs within the other warfighting functions to
determine the scope of the operation, develop estimates for the quantity and types of support required, and
develop a priority of support based on the anticipated need. Medical evacuation is an integral planning factor
when preparing for an offensive operation. Two basic problems confront the supporting evacuation units in |
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offensive operations—maintaining contact with the supported unit and maintaining mobility of the MTF
supporting operational formations.
5-281. Logistics planners include shower and laundry as considerations in their planning. A field service
company can be placed as far forward as the supported maneuver brigade. The goal is to provide a minimum
of one shower and one change of clothing at least every seven days. Planners assess the feasibility of these
provisions and implement them where and when the operation allows.
5-282. Maintenance personnel place maximum effort on preparing equipment for combat. Maintenance
assets move closely behind the combat unit's main body to ensure rapid recovery, repair, and return of
damaged or disabled equipment. Maintenance assets position themselves to support combat units out of
enemy observation. Risk is high when performing on-site maintenance and recovery operations as combat
forces are advancing rapidly. Planners balance risk with support requirements to ensure critical capabilities
are not lost.
5-283. Critical Class IX items should be identified and placed forward as far as possible to reduce the strain
on transportation networks. Sustainers should anticipate increased consumption of Class IX items due to
substantial maneuvering while on the offense. The use of predictive logistics sensors and data tools will
support determining consumption amounts. Logistics packages offer the most common and efficient means
of Class IX resupply for tactical units. The increased requirement for transportation assets will inherently
increase maintenance requirements across the board.
5-284. During offensive operations, financial management focuses on securing and safeguarding captured
currency (enemy, allied, neutral, U.S., or mutilated currency) as well as supporting contracting and local
procurements. This is accomplished by funding paying agents to pay local vendors for specific offensive
operations requirements. LOCs between supported units can often be challenged during offensive operations,
so finance units must remain mobile and effectively respond to requests for support. Other tasks executed
during offensive operations include commercial vendor services and contract payments, disbursing and
funding support, controlling currency (U.S. or local), providing detainee pay support, special programs, and
supporting monetary compensation and consolation.
5-285. HR planners should expect large numbers of casualties over extended battlefield depth during
offensive operations and must be prepared to process mass casualty reports and large-scale personnel
replacements to sustain combat power. Replacements must be forecasted and any lack of replacement
capacity briefed to maneuver commanders as risk to mission. A high tempo during large-scale combat
operations, coupled with potentially degraded systems and communications, will negatively impact
PERSTAT and casualty reporting.
5-286. Replacement operations entail the coordinated support, accountability, and delivery of individual and
unit replacements from the point of origin to requesting commanders in deployed units. The TSC commander
ensures that replacements are delivered from higher to lower echelons as far forward on the battlefield as
possible based on distribution priorities established by the theater commander. Normally, replacements are
processed through the theater gateway under the command and control of the TSC. Allocation decisions are
relayed from the ASCC through the TSC and ESC to the sustainment brigade responsible for theater
distribution. The sustainment brigade then coordinates transportation for movement of replacements to
prioritized units at echelon.
BRIGADE COMBAT TEAM SUSTAINMENT
5-287. The BSB plans for increased requirements of fuel, ammunition, medical, and repair parts during
offensive operations. It will prioritize support according to division priorities, including transportation of
replacements to attrited units. It will plan to support maintenance and recovery of brigade assets in the
offense. Medical evacuation also poses significant challenges in the brigade AO. Sustainment planners must
be prepared to support the ambulance shuttle system on any asset to reduce turnaround time of assets
supporting medical evacuation. Increased distances due to rapid changes in the tactical situation will require
the BSB to move with the offense.
5-288. Regularly scheduled combat configured loads with packages of potable water, ammunition, fuel,
medical materiel, and repair parts tailored to the maneuver brigade ensure offensive momentum and freedom |
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of action. If communications are degraded, the BSB will automatically push critical supplies to units in the
offense.
Distribution Company
5-289. The distribution company provides the vital link between the supported unit and the echeloned support
above it. During offensive operations, the distribution company executes a combination of supply and
transportation functions to deliver all classes of supplies to supported units. To shorten times between
deliveries, the distribution company may pre-position sustainment stocks centrally and as close to supported
units as the tactical situation permits. The distribution company should expect to replenish mechanized units
conducting offensive operations twice daily.
5-290. Continuous exchange of configured tactical logistics packages on BSB distribution company
flatracks, water tank racks, and tank rack modules should be employed within the distribution network to
maintain the tempo and responsiveness needed during offensive operations.
5-291. Planners should coordinate EAB throughput directly to units to reduce transportation requirements of
limited organic assets. The BSB commander sets priorities of support for the distribution company based on
the concept of operations.
Field Maintenance Company
5-292. During offensive operations, the field maintenance company will be responsible for fixing or
recovering damaged BSB equipment. Repairs will be conducted if the tactical situation permits and if the
repair can immediately return equipment to the offensive operation. Commanders emphasize the use of self
and like-vehicle recovery methods to the greatest extent possible. These practices minimize the use of
dedicated recovery assets for routine recovery missions. When priorities dictate, the BSB may coordinate
with EAB to supplement BSB assets with additional repair part capabilities and combat spares.
5-293. The field maintenance company may be required to use recovery assets to help recover damaged
vehicles and equipment to a maintenance collection point or BSA. Recovery and evacuation vehicles should
position themselves at critical locations on the battlefield to keep disabled vehicles from blocking movement
routes. This may also be accomplished by using equipment transporters and armored vehicles with
inoperative weapon systems. Equipment such as radios and other electronics will be evacuated to the field
maintenance company for repair.
Brigade Support Medical Company
5-294. Medical treatment and medical evacuation are more challenging due to the nature and tempo of
offensive operations. Medical evacuation from the maneuver brigade to the corps or division becomes more
difficult due to lengthening LOCs, changes in the tactical situation, and changes in situational awareness.
More casualties are expected to occur during movement to contact and attack. The BSMC provides Role 2
medical treatment and evacuates patients from the lower roles of care. The BSMC is dependent on EAB
medical evacuation units to evacuate patients to the Role 3 MTF. During large-scale combat, ground
ambulances will be the primary method and air ambulances will be the preferred method used to evacuate
patients within the division close area of operation. The BSMC maintains situational awareness of ground
and air ambulances in the brigade AO. Ambulance exchange points or ambulance loading points should be
established to account for lengthened LOCs and reduce ambulance turnaround time.
Forward Support Company
5-295. The FSC will adapt to changing mission and operational variables during the offense. The
commanders of the supported maneuver unit and BSB will determine the best placement of the FSC during
the offense. The FSC should anticipate operating near the forward line of troops and beyond it if the tactical
situation dictates. The extended distances at which the FSC must operate during the offense will impact
operational readiness rates and place additional fatigue on equipment and personnel.
5-296. The FSC should plan for ongoing routine resupply while in the offense. Resupply during offensive
operations should be planned and deliberately executed events to sustain the offense. In addition to planned |
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resupply, both commanders and sustainers need to be alert to lulls in the fight which provide unplanned
opportunities to resupply as well as other methods for resupply during the offense to maintain momentum.
FSC commanders and S-4s must plan to synchronize consumption rates and execute planned resupply and
be prepared to execute emergency resupply as required in support of the maneuver battalion. Leaders
designate priorities of support to subordinate units against the operational plan. Priority of support should not
be determined by who has the least amount of supplies, but rather by which unit is currently the main effort
or will become the main effort for the next phase of the operation.
5-297. Sustainment planners should prepare tactical logistics packages and push packages containing fuel,
ammunition, repair parts and water during offensive operations. During delivery of configured loads, return
of vital distribution assets (for example, flat racks and containers) should be done through retrograde of
materiel. This increases the supported maneuver commander's tactical flexibility and decreases the resupply
time.
5-298. The FSC conducts repairs as far forward as possible. If the tactical situation permits and a repair can
immediately return equipment to the offensive operation, it should be repaired at or just behind the forward
line of own troops. If the equipment requires maintenance, then it may be evacuated to the maintenance
collection point. If the tempo requires the maintenance collection point to displace, the decision has to be
made by the commander whether to move the disabled equipment, leave it behind with a team of mechanics
and security, or destroy it. The latter is the least preferred method.
AVIATION BRIGADE SUSTAINMENT
5-299. The ASB plans for increased requirements of fuel, ammunition, and repair parts to meet the demands
of the aviation brigade. The high tempo and dispersed formations will require the use of multiple FARPs to
support aviation battalions and squadrons. To support the increased requirements, the ASB SPO officer
coordinates with the DSB to conduct unit distribution directly to the FARPs or to predetermined LRPs.
Conducting EAB throughput distribution directly to a unit reduces transportation requirements of limited
organic assets and will allow the ASB’s distribution company to execute emergency resupply operations or
prepare to relocate the ASB.
5-300. Downed aircraft recovery missions will exceed the capacity of the aviation maintenance and aviation
support companies and require support from the DSB to assist with aircraft recovery and evacuation to
sustainment-level maintenance activities as needed. The aviation maintenance company attempts to rapidly
and accurately diagnose aircraft damage or serviceability to repair aircraft at forward locations with forward
maintenance teams. When the time and situation allow, forward maintenance teams repair on site rather than
evacuate aircraft; these repairs include battle damage assessment and repair.
MOVEMENT TO CONTACT
5-301. Movement to contact is a type of offensive operation designed to establish or regain contact to develop
the situation (ADP 3-90). Commanders conduct a movement to contact when an enemy situation is vague or
not specific enough to conduct an attack. A movement to contact seeks to make contact with the enemy with
the smallest friendly force possible. Movement to contact may result in a meeting engagement. A meeting
engagement is 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).
PREPARATION FOR MOVEMENT TO CONTACT
5-302. Sustainment forces should be within supporting distance to facilitate a flexible and mutually
supporting response. Preparations should be made to push as far forward as possible those supplies that are
needed by the covering, guarding, and screening forces of the security elements. Pre-positioned supplies
along supply routes will provide options and flexibility to decrease the distance for echeloning sustainment
support. Sustainment planners should anticipate increased requirements for fuel, munitions, and maintenance
during movement to contact.
5-303. The division or corps headquarters staff coordinates with the supporting sustainment organization to
ensure the tactical commander’s sustainment requirements are met. The corps or division echelon staff
informs the commander of any shortfalls in available sustainment support so the movement to contact concept
of operations and tactical plan can be modified to meet sustainment capabilities. |
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5-304. The maneuver brigade commanders consider recommendations from their BSB commanders and
tailor unit organic sustainment assets to the mission. Commanders decentralize the execution of sustainment,
but that support must be continuously available to the main body. This includes using daily preplanned
logistics packages with standardized allocation of supplies to replenish stocks. Special logistics packages can
also be dispatched as needed.
5-305. During a movement to contact, main supply routes frequently become extended as the operation
proceeds. Aerial resupply may be necessary to support large-scale movement to contact or to maintain the
momentum of the main body, but it is inadequate for a mechanized force on its own. Combat trains containing
fuel, ammunition, medical, and maintenance assets move with their supported battalions or company teams.
Fuel and ammunition stocks remain loaded on tactical vehicles in the combat trains to instantly move when
necessary. Battalion field trains move with a higher support echelon, such as the BSB, in the main body of
each maneuver brigade.
SUSTAINMENT SUPPORT DURING MOVEMENT TO CONTACT
5-306. Movement to contact has the potential to place increased demands on maneuver brigade and EAB
sustainment. Once forces make contact, the commander makes the decision to attack, defend, bypass, delay
or withdraw, which allows sustainers to refine their running estimates. The security force and main body
should be weighted with priority for sustainment support.
5-307. Maneuver brigade sustainment support must be tailored to fit the mission and task organized
appropriately. The distribution company anticipates requirements and consumption rates for fuel and
ammunition. SPO officers coordinate for unit distribution. Pre-positioned supplies along supply routes
provide options and flexibility to decrease the distance for echeloning sustainment support. Aviation support
and reconnaissance are essential to large-scale movements to contact. Sustainment planners should anticipate
increased requirements for aviation fuel, ammunition, and maintenance during movement to contact.
Sustainment planners must understand the tactical situation and place critical support assets in accordance
with the corps and division plan for movement to contact to support the mission plan. Supporting forces
should be placed at a distance that facilitates a flexible response to requests for support.
ATTACK
5-308. An attack is a type of offensive operation that defeats enemy forces, seizes terrain, or secures terrain
(FM 3-90). Attacks incorporate coordinated movement supported by fires. A commander may describe an
attack as hasty or deliberate, depending on the time available for assessing the situation, planning, and
preparing.
PREPARATION FOR AN ATTACK
5-309. In an attack, the commander tries to position sustainment units well forward. From these forward
locations, the units can sustain the attacking force and provide priority of support to the main effort. As the
attacking force advances, sustainment units and capabilities displace forward as required to shorten supply
lines, using displacement techniques designed to ensure uninterrupted support to maneuver units. The use of
a forward logistics element can further ensure continuous support to maneuver units. See ATP 4-90 for
additional information.
5-310. Even in fluid situations, attacks are best organized and coordinated in assembly areas. Unless already
in an assembly area, the attacking unit moves into one during the preparation phase. While in the assembly
area, preparations are made to synchronize and coordinate the attack prior to moving into attack positions.
Units should be replenished with fuel and ammunition as the unit moves in the assembly area or prior to
movement into attack positions or crossing the line of departure. These preparations include protecting the
force, performing reconnaissance, moving sustainment support forward, conducting rehearsals, refining the
plan, and positioning the force and sustainment assets for subsequent actions to maintain momentum, prolong
endurance, and ensure freedom of maneuver.
5-311. The commander emphasizes simple and rapidly integrated fire support plans during rehearsals. This
ensures overall coordination and synchronization with maneuver and sustainment assets. As part of the
rehearsal process, the commander reviews the anticipated battle sequence with subordinate leaders to ensure |
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all units understand the plan, the relationship between fire and movement, and the synchronization of
sustainment assets to support.
5-312. During an attack, sustainment planners should anticipate increased requirements for fuel, ammunition,
maintenance, casualty operations, and replacement operations due to the rapid tempo and violent nature of
these operations. Aerial resupply may be necessary to support a large-scale attack or to maintain the
momentum of the main body. Combat trains containing fuel, ammunition, medical, and maintenance assets
move with their supported battalion or company team. These stocks remain loaded on tactical vehicles in the
combat trains in order to instantly move when necessary.
5-313. The commander ensures that attacking maneuver forces have the functional and multifunctional
support and sustainment assets necessary to conduct the operation and maintain the attack’s momentum as
part of the preparation process. That support and sustainment effort must anticipate branches and sequels to
ensure the uninterrupted advance of the maneuver force.
SUSTAINMENT SUPPORT DURING AN ATTACK
5-314. Attacking forces place large demands on maneuver brigade and EAB sustainment. Sustainment units
are placed as far forward as prudence allows. From these forward locations, sustainment units can sustain the
attacking force and provide priority of support to the main effort.
5-315. Sustainment planners must understand how a corps and division will conduct an attack. Operations
will utilize capabilities ranging from long-range precision fires systems to attack helicopters and will employ
the majority of combat power. Maintenance requirements and equipment readiness should be addressed prior
to beginning an attack. Sustainment planners should anticipate placing fuel, ammunition, and repair parts as
far forward as possible to support forces in an attack. As the attacking force advances, sustainment units and
capabilities displace forward as required to shorten supply lines, using displacement techniques designed to
ensure uninterrupted support to maneuver units. The size of the force a command devotes to the echelon
support area security mission depends on the threat in the attacking force’s support area.
EXPLOITATION
5-316. Exploitation is a type of offensive operation following a successful attack to disorganize the enemy
in depth (ADP 3-90). Exploitation is the bold continuation of an attack to maximize success. Exploitation is
an inherently dynamic task that requires a decentralized approach to execution. Sustainment commanders
must understand the appropriate application of the mission command philosophy prior to execution and
support of exploitation. Exploitation forces drive swiftly for deep objectives, seizing enemy command posts,
severing enemy escape routes, and striking at enemy reserves, artillery, and logistics units to prevent the
enemy from reorganizing an effective defense.
PREPARATION FOR EXPLOITATION
5-317. The forces conducting an attack are also the forces that initially exploit that attack’s success. An
exploitation force proceeds directly from the attack and is normally planned as a sequel to an attack.
Exploitation forces should be large and reasonably self-sufficient combined arms organizations, such as
maneuver brigades. Exploitation forces receive support from joint fires, Army aviation, and echelons above
corps electromagnetic warfare and offensive cyberspace operations assets when striking at deep objectives
to prevent the enemy from reorganizing an effective defense.
5-318. The units that create an opportunity to exploit should not be expected to continue the exploitation to
an extended depth. If the initial attacking units incur significant loss of combat power, then the commander
replaces them with other subordinate units to continue the exploitation. During exploitation preparation and
execution, the commander balances the force conducting the exploitation’s need for speed and momentum
against its need for security as it begins to move beyond supporting range of the rest of the force. The
commander must be careful not to allow a force conducting exploitation to move outside of supporting
distance of the main body.
5-319. An exploitation demands a force with a significant mobility advantage over the enemy. This mobility
advantage may be provided by forces with tracked or wheeled armored combat vehicles. Attack helicopters
and air assault assets may constitute a portion of the exploiting force’s combat power. These forces are |
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extremely useful in capitalizing on their mobility to attack and cut off disorganized enemy elements. Forces
can also seize or control key terrain or vital enemy transportation nodes along the exploiting force’s route of
advance. The commander integrates combat engineers into the exploiting force to help breach obstacles, keep
ground forces maneuvering, conduct countermobility operations, and keep supply routes open.
5-320. The commander must anticipate the exploitation and ensure the sustainment plan supports the force
throughout the duration of the exploitation. This includes designating future main supply routes, LRPs,
maintenance collection points, casualty collection points, MTFs, and ambulance exchange points. In
sustaining the exploitation, fuel consumption and vehicle maintenance are primary concerns of sustainment
planners. Supplies necessary to sustain the force and the transportation assets to carry those supplies become
increasingly important as an exploitation progresses.
5-321. In an exploitation, security of routes will also become a problem as supply lines lengthen. The largest
possible stocks of fuel, spare parts, and ammunition should accompany the exploiting force so that
momentum does not slow for lack of support. Aerial resupply may be necessary to move critical supplies
forward during the exploitation. Aviation units will utilize FARPs to reduce aircraft turnaround times during
these resupply missions.
5-322. The exploitation force typically covers a wider front than an attacking force. This may cause both
sustainment support and fire support assets to operate outside of normal supporting range to their supported
elements. Sustainment operators must be prepared to bound their sustainment assets farther forward and
move them more often than in an attack. Like sustainment support, fires support assets must also displace
forward to ensure the continued provision of fires on and beyond enemy formations. To provide the required
support, these fire support units can be attached to subordinate elements of the exploiting force. The
commander can also use available air interdiction and close air support by fixed-wing aircraft to augment or
replace Army fire support assets during exploitation. Sustainers can normally plan on subordinate forces
using less ammunition during an exploitation than in an attack because fleeing enemy forces are normally
not in prepared positions.
SUSTAINMENT SUPPORT DURING EXPLOITATION
5-323. Sustainment support to exploitation forces continue to require large demands. Maneuver commanders
maintain control of forces during exploitation to avoid the overextension of forces, which in turn, may be
limited more by vehicle failures and the need for fuel than by combat losses and ammunition. A commander
may replace a unit during exploitation to maintain speed and momentum when it reaches a pre-established
diminished combat power.
5-324. Transportation assets and supplies are necessary to sustain maneuver forces and become increasingly
important as an exploitation progresses. When possible, EAB sustainment assets should follow an exploiting
force along LOCs for distribution. Organic maintenance teams within the attacking maneuver brigades repair
disabled vehicles or send them to collection points along designated main supply routes for evacuation and
repair.
PURSUIT
5-325. Pursuit is a type of offensive operation to catch or cut off a disorganized hostile force attempting to
escape, with the aim of destroying it (ADP 3-90). Pursuit is the relentless destruction of retreating enemy
forces who have lost the capability to effectively resist. Pursuit is an inherently dynamic task that requires a
decentralized approach to execution. Sustainment commanders must understand the appropriate application
of the mission command philosophy prior to execution and support of pursuit. Pursuit requires great energy
and resolution on the part of an attacking commander. Fatigue, dwindling supplies, diversion of friendly units
to other tasks, and approaching darkness may all be reasons to discontinue an attack, but commanders must
insist on continuous pursuit as long as the enemy is disorganized and friendly forces can continue.
PREPARATION FOR PURSUIT
5-326. Engineer mobility and countermobility assets are instrumental in sustaining the rate of advance and
hindering the enemy’s withdrawal, reposition, or counterattack. Engineers prepare the route of advance and
support the lateral dispersion of units transitioning to the pursuit. During the pursuit, the commander must
plan for engineers to provide assault bridging and emergency road repairs to sustain the tempo of the pursuit. |
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The commander also plans to use engineer assets to block any bypassed enemy withdrawal routes by using
antivehicle mines, demolitions, and obstacles. Heavy engineer breaching demands to support maneuver
include increased amounts of demolitions, mine-clearing line charges, and special-purpose charges.
5-327. The commander uses all available sustainment assets to provide essential support to the force pursuing
the enemy. Sustainment units should plan for an increased demand for fuel and maintenance as the tempo of
operations increases. Sustainment units should be highly mobile and able to provide endurance and reach
during the pursuit. Priority for sustainment normally goes to units having the greatest success. Sustainment
planners need to anticipate success since the depth of the pursuit depends on the capability of sustainment
assets to support. Sustainment planners supporting the encircling force need to be prepared to provide
casualty evacuation over possibly unsecured LOCs. The commander may also need aerial resupply or heavily
guarded convoys to support this force. Security for sustainment convoys and LOCs becomes a major planning
consideration.
5-328. Conducting a pursuit is a prudent risk. Once the pursuit begins, the commander maintains contact with
the enemy and pursues retreating enemy forces without further orders. The commander maintains the pursuit
as long as the enemy appears disorganized and friendly forces continue to advance. Sustainment capabilities
will have a tremendous impact on the ability to mount a successful pursuit. Like exploitation, pursuit tests
the audacity and endurance of those capabilities. Pursuit requires great energy and resolution on the part of
the attacking force. Extraordinary physical and mental effort is required to sustain the pursuit, transition to
other operations, and translate tactical success into operational or strategic victory.
SUSTAINMENT SUPPORT DURING PURSUIT
5-329. Pursuit requires increased consumption of fuel and ammunition. Equipment failures and increased
maintenance requirements may also occur during pursuit. Sustainment planners must anticipate these
requirements and push packages of fuel, ammunition, and repair parts to corps and division forces in the
pursuit. Sustainment planners must also be prepared to support the direct-pressure force and encircling force
during the pursuit. Sustainment commanders must advise maneuver commanders of the limit of advance
where the maneuver commander could outrun supply.
5-330. The direct-pressure force conducts hasty attacks to maintain enemy contact and its forward
momentum until the complete destruction of the retreating enemy force. In the pursuit, the direct-pressure
force usually conducts the main attack until the enemy force has been destroyed or encircled. The direct-
pressure force consists of armor units and requires increased amounts of fuel and ammunition. An enveloping
force gets to the enemy’s rear area as swiftly as possible by the most advantageous routes to cut off the
enemy’s retreat and blocks the enemy’s escape. The encircling force is required to be mobile to cut off the
enemy’s retreat. The encircling force will require increased amounts of fuel and repair parts.
OPERATIONAL FRAMEWORK CONSIDERATIONS
5-331. In the offense, commanders must design attacks that defeat enemy forces across all echelons while
enabling subordinate disciplined initiative. When designing attacks, commanders divide the task of defeating
an enemy force and maintain an integrated approach through deep, close, and rear operations including air,
space, cyberspace, and maritime capabilities across the operational framework. See FM 3-0 for additional
information on offensive operational framework considerations.
EXTENDED DEEP AREA
5-332. The extended deep area is an important part of any formation’s area of interest because it contains
enemy capabilities that can inflict damage on friendly forces and affect friendly forces’ operational reach and
endurance. Commanders integrate the effects and activities of SOF and partner irregular forces in extended
deep areas.
DEEP OPERATIONS
5-333. Deep operations focus on parts of an assigned area that are not in direct fire contact with the main
body of the formation but may be in the future. At division and corps, which have assigned and attached
long-range fires capabilities, the deep area extends beyond the forward line of troops to a distance that
corresponds with the ability of Army and joint capabilities to reach. Divisions and corps integrate SOF, |
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depending on command and control relationships, with deep operations to degrade the enemy’s will to fight,
destroy high-payoff targets, and disrupt enemy defensive infrastructure and sustainment.
5-334. Sustainment capability is organic to Army organizations that execute long-range fires, rocket artillery,
rotary wing aviation, and cyberspace, space, multidomain effects, and special operations units that support
attacking targets in the deep areas. Specific organizations include the ARSOF GSB, multi-domain task force
BSB, CAB ASB, fires brigade BSB, and FSCs supporting the long-range fires, rocket artillery, rotary-wing
aviation, and special forces battalions.
CLOSE OPERATIONS
5-335. Close operations occur where forces at divisions and lower echelons maneuver, and where forces at
the maneuver brigade and lower echelons conduct most direct fire engagements. Maneuver brigades and
lower echelon formations destroy or render enemy forces combat ineffective through movement and fires
during close operations.
5-336. Close operations require graphic control measures to synchronize the application of combat power, to
ensure integration of subordinate units, to maintain maximum pressure on the enemy, and to mitigate the risk
of fratricide within the friendly force. Maneuver brigades have limited ability to control long LOCs, and their
tempo and endurance is affected by time and distance of resupply, casualty evacuation, and other sustainment
considerations.
5-337. Sustainment capability is organic to Army organizations that execute close operations to destroy or
render enemy forces combat ineffective. Specific organizations include the maneuver brigade BSBs and
FSCs supporting combined arms battalions, infantry battalions, and cavalry squadrons.
TRANSITION TO DEFENSE AND STABILITY
5-338. When offensive operations culminate before enemy forces are defeated, friendly forces rapidly
transition to the defense. Commanders may deliberately transition to the defense when enemy forces are
incapable of fully exploiting an opportunity, or when they believe they can build combat power to resume
the offense before enemy forces can react effectively. Depending on where culmination occurs, friendly
forces may have to reposition forces on defensible terrain and develop a form of defense and scheme of
maneuver based on an assessment of the mission variables.
5-339. Successful offensive operations end because Army forces have achieved their assigned objectives. A
successful offense can also require a transition to a defensive posture dominated by stability operations and
a strategic environment moving toward post-conflict political goals. As a transition to stability operations
occurs, leaders focus on stability tasks and information activities to inform and influence populations and
conduct security force assistance. Effective collaboration with diplomatic and humanitarian organizations
enhances the ability to achieve stability mechanisms.
TRANSITION TO POST-CONFLICT COMPETITION
5-340. Army forces conclude armed conflict by establishing conditions that are favorable to the United States
on the ground. Army forces support these conditions throughout armed conflict by consolidating gains and
prosecuting operations with the desired end state in mind. As hostilities end, stability tasks dominate
operations with the purpose of transitioning responsibilities to legitimate authorities in a secure environment.
Army forces provide the joint force with the option of establishing a military transitional government before
transitioning full governing responsibility to host nation or other provisional governments.
5-341. To achieve unity of effort, sustainment commanders synchronize efforts with U.S. and foreign
government agencies, international agencies, nongovernmental organizations, other unified action partners,
and contractors. As the security situation improves, Army forces may transfer responsibility for minimum-
essential stability operations to other forces or appropriate civilian organizations while transitioning to the
performance of primary stability tasks. Sustainment forces should anticipate this transition to avoid mission
failure. Sustainment forces must be prepared to support the Department of State as the lead agency in
stabilization activities transition to post-conflict competition. For additional information on stability
operations and interorganizational coordination, see JP 3-07, JP 3-08, and ADP 3-0. |
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Sustainment Operations in a Maritime Environment
This chapter describes sustainment operations in a maritime environment. It begins with a
discussion on the characteristics of the maritime environment and the challenges they pose. It
also discusses planning considerations for sustainment in a maritime environment.
SECTION I – MARITIME ENVIRONMENT OVERVIEW
6-1. The maritime domain is the oceans, seas, seabed, bays, estuaries, islands, coastal areas, rivers and
littorals and the airspace above and the water below (JP 3-32). Sustainment operations within the maritime
environment will pose significant challenges and require significant synchronization and coordination.
6-2. Successful movement and maneuver between the oceans, seas, bays, estuaries, islands, and coastal areas
will require support of joint, allied, and multinational partners. The oceans of the world are connected by
various waterways, straits, and sea lines of communication. These can become avenues of approach or
chokepoints and enable or hinder sustainment operations and movement and maneuver. Leaders must
understand this challenge and work with joint, allied, and multinational partners to overcome this possibility.
Control of these waterways, straits, and certain critical land masses will be essential to the sustainment of
operations in the maritime environment.
CHARACTERISTICS OF THE MARITIME ENVIRONMENT
6-3. The maritime environment contains various land masses, with some being as large as the British Isles in
the North Atlantic and others being as small as the Marshall Islands in the South Pacific. Islands within the
maritime environment can have varying environmental conditions that range from jungle to Arctic
conditions. Mountains can be found in all environmental conditions. Leaders and forces must understand and
be prepared for the various environmental conditions and the challenges each present. Leaders must also
understand and prepare for the increased distance between maneuver forces and sustainment forces when
operating in a maritime environment. The varying environmental conditions and distances through which
forces must be sustained may require increased reliance on joint, allied, and multinational partners for
support.
6-4. In the maritime environment, occupying any land mass or island may provide a position of relative
advantage by either force. Leaders must account for extended distances when providing materiel and services
to allied and friendly forces. The increased operational distances in a maritime environment may reduce or
slow support operations and provide opportunities for counteraction by adversaries. Sustainment planners
must be closely linked to operational planning and anticipate support requirements to ensure commanders
maintain freedom of action when operating in a maritime environment.
LITTORAL REGIONS
6-5. The littoral region comprises two segments of the OE: seaward and landward. The seaward segment is
the area from the open ocean to the shore, which must be controlled to support operations ashore. The
landward segment is the area inland from the shore that can be supported and defended directly from the sea
(JP 3-32). FM 3-0 provides additional detail on the five categories of littorals listed below:
• Enclosed and semi-enclosed seas.
• Islands.
• Archipelagoes.
• Open seas.
• Marginal seas.
6-6. Army landing craft are specifically designed to dramatically increase the ability to access austere points
in the littorals that are currently unavailable to land forces. They can deliver cargo from advanced bases and
deep-draft strategic sealift ships to harbors, inland waterways, remote or unimproved beaches and coastlines, |
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and denied or degraded ports (ATP 4-15). The shallow draft, adaptable cargo space, and ramp of these vessels
support delivery and follow-on support of land forces at a wide variety of points and locations. Army landing
craft can accomplish this without the need for improved port facilities and the added footprint of terminal
service operators. These vessels include the following:
• Logistics Support Vessel.
• Landing Craft, Utility 2000.
• Landing Craft, Mechanized 8.
• Maneuver Support Vessel-Light.
6-7. Mines are one of the greatest threats Army watercraft may encounter while operating in the littorals.
There are many varieties of shallow water, magnetic influence, and bottom mines that pose risks for
watercraft. Leaders must account for these and other threats and plan measures to mitigate these risks. ATP
4-15 provides additional information on threats faced by watercraft. Potential sources for security in the
littorals and mine clearance services include the United States Coast Guard, United States Army divers, the
United States Navy, and the host nation. Additional threats that landing craft may face include—
• Small watercraft armed with weapons.
• Vessel ramming.
• Aircraft.
• Unmanned aerial systems and loitering munitions.
• Stand-off attacks (snipers, missiles, torpedoes).
ARCTIC REGION
6-8. The maritime environment includes littoral regions within the Arctic. Title 15 USC, Section 4111 defines
the Arctic as all U.S. and foreign territory north of the Arctic Circle and all U.S. territory north and west of
the boundary formed by the Porcupine, Yukon, and Kuskokwim Rivers; all contiguous seas, including the
Arctic Ocean and the Beaufort, Bering, and Chukchi Seas; and the Aleutian Islands chain. The vastness of
the Arctic can be described as including eight countries, three CCMDs, and two primary transit routes (the
Northwest Passage and the Northern Sea Route). Harsh environmental conditions in the land, sea, and air
domains present challenges for the conduct of sustainment operations. Some of the environmental conditions
include, but are not limited to—
• Extreme cold temperatures.
• Seasonal changes in terrain.
• Unpredictable and rapidly changing weather.
6-9. The extreme cold temperatures in the Arctic can slow the pace of sustainment operations and impact
personnel by causing cold weather injuries. Sustainment leaders must understand the requirements and
conduct extensive planning to protect personnel and materiel from the effects of cold weather. Buildings,
shelters, and tents used for maintenance and storage operations will have increased heating requirements.
Sustainment operations in the extreme cold of the Arctic require special POL products, traction enhancement
devices (for example, chains and snow tires), and crew heaters. Embarked vehicles and equipment must be
prepared for Arctic operations prior to arrival, and considerations must be given to keeping engines warm
and out of the weather, started at regular intervals, or the additional fuel additives or recirculation cycles that
may be needed to prevent congealing of fuel. Vessels may also require special preparation for Arctic
operations, and planners must consider the maritime ice capabilities and restrictions of vessels and crew.
6-10. Seasonal changes provide another challenge to sustainment operations in the Arctic. Mobility is at its
highest during the winter months when the ground LOCs are frozen solid. During the spring thaw, many of
the roads become nearly impassable due to melting snow and ice and thawing permafrost. These challenges
with roads continue in the summer months as well. Regardless of season, sustainment leaders must be aware
of the mobility challenges in the Arctic.
6-11. Sustainment operations in the Arctic can be severely impacted when ports of debarkation become
unusable or unavailable due to changing conditions. Changes in sea ice can either reduce availability of ports
or open additional passageways for transit through the Arctic. The ability of Army watercraft to execute
logistics over-the-shore operations provides sustainment planners with options to overcome loss of port
facilities in the Arctic. Army watercraft also provide the ability to support the maneuver of forces and
movement of materiel along open waterways, rivers, and estuaries in the Arctic. This capability is only |
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increased when Army watercraft are combined with watercraft capabilities from joint, allied, and
multinational partners.
PLANNING CONSIDERATIONS FOR THE MARITIME
ENVIRONMENT
6-12. Sustainment operations in a maritime environment come with additional planning considerations not
always present in other environments or domains. These considerations include planning for deployment of
Army watercraft and actions to counter enemy threats.
CONSIDERATIONS FOR EMPLOYING ARMY WATERCRAFT
6-13. Employing Army watercraft will be dependent on joint, allied, and multinational partners for success.
Army forces must be able to maintain control of land and air domains in order to successfully operate in the
maritime environment. Control of the air and land domains is key to generating, applying, and sustaining
combat power. Army watercraft and other sustainment forces must have a COP that can be shared between
allies and partners in order to maintain situational understanding and enable decision making. Sustainment
planners must be prepared to execute primary, alternate, contingency, and emergency communications plans
to maintain situational awareness between allies and partners during crisis and conflict.
6-14. Sustainment leaders must consult maritime subject matter experts to understand navigation
requirements for inland waterways and understand tidal information and its effect on employment of
watercraft. The maritime OE and vessel support requirements are complex and require expertise for planning
and execution of sustainment in and across the maritime domain. Such expertise can be found in SDDC and
the TBX. TSC and ESC SPOs may also have Army maritime subject matter experts assigned. Sustainment
leaders must also consider impacts of population density on watercraft employment. In a maritime
environment, civilian populations using inland waterways and littoral regions for commerce, trade, and transit
may slow the pace and speed at which watercraft may operate. Poor soil composition, steep coastal terrain,
and densely populated areas along inland waterways and in the littorals have the potential to change or limit
where vessels can discharge or where logistics over-the-shore operations can occur.
6-15. Army watercraft capabilities are essential for sustainment operations in a maritime environment.
Seaport opening operations facilitate the arrival and throughput of equipment and units and are conducted in
coordination with strategic and theater resources. USTRANSCOM and Military Sealift Command support
the flow of personnel and materiel into a theater. SDDC supports all aspects of strategic seaport management
in a permissive maritime environment and provides asset visibility information per the CCDR’s priorities.
The TBX provides the CCDR with capabilities to conduct austere seaport operations in a nonpermissive
maritime environment.
6-16. The joint task force-port opening is a USTRANSCOM capability that is available to CCDRs to execute
limited capability rapid port opening activities during contingency operations. The TBX is a FORSCOM
organization that may be attached to a TSC and work in coordination with SDDC to support port management
for an operation at the strategic port. In addition, the Army has an on-call mission to support joint task force-
port opening as required. For additional information, see JP 3-02, JP 3-32, JP 3-36, JP 4-0, JP 4-18, FM 3-0,
ATP 4-15, and ATP 4-13.
6-17. Leaders and planners must plan for the execution of all sustainment elements (logistics, financial
management, personnel services, and HSS) and all sub-functions during operations in a maritime
environment. The logistics element of sustainment involves planning and executing the movement and
support of forces. The financial management element of sustainment leverages fiscal policy and economic
power to sustain military operations. The personnel services element mans the force and maintains Soldier
and family readiness. The HSS element of sustainment ensures the behavioral and physical well-being of
forces during operations.
PLANNING CONSIDERATIONS FOR ARMY WATERCRAFT
6-18. Planning considerations for the use of Army watercraft must encompass all warfighting functions to
ensure the plan is integrated. The following discussion describes considerations that must be taken into
account while planning watercraft operations in a maritime environment. |
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Sustainment Planning Considerations
6-19. The following are sustainment planning considerations for operations in a maritime environment. The
following examples are not all-inclusive, and considerations will vary based on operational requirements:
• Plan for delivery of all elements of the sustainment warfighting function (logistics, financial
management, personnel services, and HSS) required to build and sustain combat power.
• Preposition supply Classes I, IIIB/P, IV, V, VIII, IX, and water as far forward as the tactical situation
permits.
• Consider maximizing the use of combat configured loads to deliver combat power.
• Anticipate time needed to execute logistics as distances increase.
• Ensure watercraft maintenance capability is adequate to sustain and repair watercraft forward in
theater to meet readiness requirements and the maneuver commander’s intent.
• Plan for continuous replacement operations, specifically the transportation and integration of
replacement personnel into units in the tactical close area.
• Submit personnel replacement priority requests based on forecasted casualty estimates to enable
forward positioning of personnel replacements.
• Plan for primary, alternate, contingency, and emergency communications plans to ensure effective
personnel asset visibility and delivery of LOGSTAT reports.
• Forecast expected number of casualties and prepare appropriate medical treatment, surgical, and
evacuation capabilities. Planners must also assess the best positioning of medical units to ensure
support to operations.
• Utilize sea-basing to facilitate support operations over strategic distances.
Command and Control Planning Considerations
6-20. Planning considerations for command and control are listed below:
• Expect enemy attacks in the space and cyberspace domains (to include the electromagnetic
spectrum) that will degrade communications and digital information transmission. Attacks in these
domains affect sustainment operations in terms of satellite communications, positioning, navigation,
timing, information collection, internet operations, computer systems, and voice communications.
• Develop and execute primary, alternate, contingency, and emergency communications and
navigation plans to ensure redundancy.
• Understand how the maritime environment impacts communications and may limit transmission of
information. Operations in maritime environments may occur over vast distances. Actions by the
enemy, degraded communications, and loss of satellites may disrupt command and control of
dispersed forces.
• Assess task organization to ensure watercraft capabilities are positioned properly to support the
mission. Leaders must understand watercraft capabilities to match them against requirements.
Movement and Maneuver Planning Considerations
6-21. Planning considerations for movement and maneuver are listed below:
• Expect watercraft to operate over extended distances and understand the impacts of turnaround times
on operations.
• Understand how enemy action, enemy fire, and obstacles will impact movement of watercraft.
• Prioritize use of watercraft needed to support movement and maneuver requirements against
watercraft needed to support sustainment requirements.
• Plan to support the movement of forces and cargo along inland waterways.
Intelligence Planning Considerations
6-22. Some planning considerations for intelligence are listed below:
• Understand intelligence preparation of the OE products, detailed intelligence estimates, and other
intelligence products that describe enemy capabilities and courses of action within a maritime
environment.
• Ensure intelligence estimates are used in planning operations in a maritime environment. |
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Fires Planning Considerations
6-23. Some planning considerations for fires are listed below:
• Anticipate supporting the required relocation of fires units between land masses to support
operational requirements.
• Ensure that watercraft transporting ammunition are properly positioned to support fires operations.
• Anticipate increased requirements to move munitions for maneuver units.
• Ensure that watercraft transporting ammunition have the correct documentation and approval for
partner-nation port entry.
Protection Planning Considerations
6-24. Some planning considerations for protection are listed below:
• Expect attack using artillery, aircraft, mines, and ground forces. Commanders must ensure defense
forces are adequate to survive effects.
• Plan for convoy security along the sea LOCs. This must include attacks from the air as well as the
water.
• Plan for dispersion as much as possible to accommodate operations.
• Maximize the use of available space on Army watercraft for detainee movement.
• United States Army EOD is not trained or equipped for explosive ordnance in maritime or littoral
environments. Plan for render safe capability, such as U.S Navy EOD, to be low density and in high
demand.
SUSTAINMENT ACTIONS TO COUNTER ENEMY THREATS
6-25. Leaders must understand enemy courses of action and how they can be used to disrupt sustainment in
a maritime environment. Potential employment of capabilities across all domains will challenge sustainment
forces from home station to forward locations. Enemy forces may use submarine or mine warfare to interdict
or disrupt watercraft operations. Leaders must be prepared to coordinate with joint, allied, and multinational
partners for assistance with securing sea LOCs. Types of capabilities that joint, allied, and multinational
partners can provide include mine sweeping, sensor technology, and aerial reconnaissance.
6-26. Leaders must understand that gains in the development of precision sustainment and predictive logistics
technologies can increase decision dominance and responses to potential enemy threats. The ability to deploy
autonomous watercraft for resupply can impose dilemmas on enemy targeting and cause diversions from
intended actions. Predictive logistics will also drive development of advanced power solutions that enable
employment of autonomous vehicles in support of maritime operations.
6-27. Leaders must also understand the use of antiaccess and area denial techniques in the maritime
environment to disrupt sustainment operations. These techniques can range from use of missile defense and
artillery systems to deny access to key terrain or waterways to using enemy special operations and naval
forces. Use of SOF to destabilize or disenfranchise regional partners can impact employment of Army
watercraft and sustainment forces in a maritime environment. Additional details for enemy antiaccess and
area denial techniques can be found in FM 3-0.
6-28. Leaders must consider deception as a way to impose multiple dilemmas on the enemy. Deception
contributes to creating multiple dilemmas, achieving operational surprise, and maintaining the initiative.
Deception efforts by tactical formations seek to delay enemy decision making until it is too late to matter, or
to cause an enemy commander to make the wrong decision. Deception requires an understanding of how to
surprise enemy forces; time to plan, prepare, execute, and assess a deception operation; and the ability to
properly resource the deception effort. The use of autonomous aerial delivery systems and future
development of autonomous watercraft can be used as part of deception in the maritime environment. Leaders
can employ autonomous vehicles in locations other than where operations are intended to cause the enemy
to react in an unplanned manner. See JP 3-13.4 and FM 3-13.4 for information on deception. See FM 3-0 for
more information on imposing dilemmas. |
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THE OPERATIONAL FRAMEWORK IN A MARITIME
ENVIRONMENT
6-29. While the operational framework also applies to the maritime environment, the varying distances of
maritime surface areas and sizes of land masses challenge what constitutes deep, close, and rear operations.
Sustainment of operations in a maritime environment will be noncontiguous, with sustainment and
operational forces physically separated by bodies of water. Sustainment forces must be prepared to
simultaneously support offensive and defensive operations in the maritime environment. Army watercraft
may be required to support amphibious landings and RSOI operations while defending against surface and
sub-surface threats. Coordination with joint, allied, and multinational partners will be essential in sustaining
operations across the operational framework in a maritime environment.
6-30. The unified command plan designates the AOR. Within that AOR, a larger maritime OE might have
several JOAs to facilitate command and control and resource prioritization. A JOA is established for
operations within an AOR that are specialized or limited in scope or duration. The JFC will designate joint
security areas and direct military operations as a JTF. In a maritime environment, the joint security area can
be separated by water over a large distance and may not be in areas that are actively engaged in combat. A
theater Army headquarters or TSC may be required to conduct theater sustainment operations from a single
designated joint security area or from multiple locations, depending on mission requirements.
ASSIGNING AN AREA OF OPERATIONS
6-31. An area of operations is an operational area defined by a commander for the land or maritime force
commander to accomplish their missions and protect their forces (JP 3-0). Sustainment forces must be
prepared to support multiple Aos within a maritime environment. Large islands may allow a contiguous AO
with forces operating adjacent to one another. Smaller islands may require a noncontiguous AO with forces
operating in a dispersed nature.
SUSTAINING DEEP OPERATIONS
6-32. Sustaining deep operations in a maritime environment will require sustainment forces to be prepared
to support information collection, SOF, and fires. Sustainment leaders must be prepared for the employment
of enemy antiaccess and area denial capabilities such as aerial assets, mines, submarines, and the use of fires
to limit or restrict movement of sustainment forces. Sustainment planners should plan for increased
ammunition requirements for long range fires to negate enemy actions and the use of joint and other assets
to maintain freedom of movement and access to sea LOCs.
SUSTAINING CLOSE OPERATIONS
6-33. Sustaining close operations will require sustainment planners to support corps and division units
executing offensive operations. The use of joint, allied, and multinational assets will be key in sustaining
close operations that may be conducted in multiple locations within a maritime environment. Close operations
may have some forward forces operating isolated and disconnected from support. Sustainment planners must
consider this condition and develop methods to sustain these units. Methods could include increasing combat
loads, using aerial delivery, and staging supplies using ISBs.
SUSTAINING REAR OPERATIONS
6-34. Sustaining rear operations will require sustainment planners to be prepared to set and sustain theater
operations. Rear operations in a maritime environment will present unique sustainment challenges and
circumstances to Army forces. Sustainment leaders must understand that time and distance will impact the
ability to sustain forces separated by distance and water. RSOI could occur thousands of miles away from
where a unit would be employed in combat. The use of ISBs may shorten distances between rear operations
and forward-located forces. The use of aerial delivery may prove essential in providing critical supplies.
Sustainment planners should also consider coordination with joint, allied, and multinational partners for use
of watercraft and aerial assets to support operations in a maritime environment.
6-35. Protection of sustainment forces operating in the maritime environment will be a critical consideration
for planners. Sustainment operations in the rear will face challenges from both waterborne and airborne
threats. Potential means of interdicting or disrupting rear operations include the use of mines and submarine |
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warfare to disrupt sea LOCs and the use of air assets and missiles to attack from a distance. Sustainment
leaders must consider methods for securing sea and aerial LOCs from the rear area. These methods may
include incorporation of naval assets to protect sea LOCs and air and missile defense systems to protect
against aerial threats.
SUPPORT AREA OPERATIONS
6-36. Support area operations are a critical part of rear operations. A support area is where units position,
employ, and protect base sustainment assets and LOCs required to sustain, enable, and control operations.
Support area operations include sustainment for the echelon and relevant security operations. Support area
operations enable the tempo of deep and close operations. They require detailed planning to coordinate
among the various units providing sustainment, protection, and security.
6-37. In a maritime environment, the support area may be on an island where operations are occurring, or it
may be separated by water and located on a different island. Support area operations in a maritime
environment require detailed planning. Commanders must balance requirements to protect rear and support
area operations with the tempo and needs of units in close and deep area operations. See FM 3-0 for additional
considerations when conducting support area operations. These critical areas may be vulnerable to enemy
attack, and they require increased protection from potential enemy fires, submarines, and air threats. Some
planning considerations for establishing support areas in a maritime environment include, but are not limited
to—
• Enemy maneuver and fires units that threaten current and future support area operations.
• Additional forces required to protect the support area.
• Command and control nodes that will occupy the support area.
• Command and support relationships between units in the support area.
• Transportation networks (road, rail, inland waterways, and air) into and out of the area.
• Protection from enemy indirect fire assets.
• Survivability.
• Dispersion, terrain management, and defensive responsibilities.
SECTION II – SUSTAINMENT CONSIDERATIONS FOR THE MARITIME
ENVIRONMENT
6-38. Operations in a maritime environment will more than likely be joint in nature and involve naval and
air components. Such operations provide unique considerations for sustainment units. Sustainment forces
must be prepared to operate in a dispersed nature on individual islands. Sustainment leaders must be prepared
for the challenges of command and control, supporting joint offensive operations, and sustaining large-scale
combat operations.
MARITIME COMMAND AND CONTROL
6-39. The theater Army will continue to be the senior Army headquarters in the CCMD. Its operational
responsibilities include command of forces, direction of operations, and control of assigned operational areas.
In a maritime environment, the theater Army will serve as the joint force land component commander for
joint operations and provide the JFC with recommendations on allocation and employment of Army forces
in the AOR. Given the size of an AOR for most maritime environments and the distance between land areas,
there may be multiple active JOAs, each with separate headquarters.
6-40. The theater Army will continue to provide mobility to maneuver forces and conduct sustainment
operations in the maritime environment through its assigned JTF headquarters or TSC. The headquarters
supporting operations must be prepared for the challenges of lengthened LOCs and the dispersed nature of
sustainment operations in the maritime environment. Sustainment leaders must be prepared to command and
control sustainment units that may be supporting either offensive, defensive, or stability operations.
6-41. Sustainment leaders must be prepared for the communication and information challenges of operating
in a maritime environment. Lengthened LOCs and activities of adversaries may impact communications and
the ability to command and control sustainment forces. Leaders must understand these challenges and come
up with unique solutions to overcome them. |
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SUPPORT OF JOINT OFFENSIVE OPERATIONS
6-42. Sustainment forces, particularly Army watercraft, must be prepared to support the JFC in execution of
certain forcible entry operations. In a maritime environment, sustainment forces will more than likely be
expected to support amphibious operations. For additional information, see FM 3-0.
FORCIBLE ENTRY OPERATIONS
6-43. Forcible entry operations in any OE follow the same phasing model. Those phases are preparation and
deployment, assault, stabilization of the lodgment, introduction of follow-on forces, and termination or
transition operations. Army sustainment forces should be prepared to support any phase of the operation:
• Preparation and deployment phase. Sustainment forces must be prepared to support movement
planning. Movement support during this phase may include conducting site surveys by watercraft
or aircraft and movement from marshalling areas to ISBs and ports of debarkation.
• Assault phase. Naval, air, and special operations forces will comprise the initial entry forces
responsible for seizing airfields and ports. Army sustainment forces must be prepared to support the
movement of reinforcing entry forces to support initial entry forces.
• Stabilization of the lodgment phase. During this phase, sustainment forces must be prepared to
support increasing logistics requirements as the lodgment becomes stabilized and follow-on forces
continue to arrive. Army watercraft will be essential in supporting this phase in the maritime
environment.
• Introduction of follow-on forces. Once the lodgment has been established, follow-on forces will
continue to flow into the area. Army sustainment forces should be prepared to support not only the
follow-on forces moving into the lodgment, but also forces already on ground and future operations.
6-44. JP 3-18 provides additional information on forcible entry operations and requirements for the joint
force in each phase.
AMPHIBIOUS OPERATIONS
6-45. Amphibious operations are military operations launched from the sea by an amphibious force to
conduct landing force operations within the littorals (JP 3-02). Amphibious operations are joint in nature and
comprised of an amphibious task force and landing force. The amphibious task force is comprised of naval,
Military Sealift Command, and Maritime Administration assets. The landing force is comprised of Army and
Marine Corps assets. Amphibious operations can be conducted during any part of a joint operation or
campaign.
6-46. Planning for an amphibious operation is continuous, and it requires collaborative, parallel, and detailed
planning by all participating forces. The organization of any amphibious operation should be sufficiently
flexible to meet the planned objectives in each phase of the operation and account for unforeseen
developments. Army sustainment forces should be prepared to support any phase of an amphibious operation.
This support can be in the form of logistics over-the-shore operations, port operations, movement control,
and medical support to forces that are part of the amphibious operation. Army sustainment also plans and
prepares to support during operations by providing intratheater ship-to-shore transport, to include
coordinating for fires support from joint forces during resupply and rearming amphibious and landing forces
while contested.
SUSTAINING LARGE-SCALE COMBAT OPERATIONS IN A
MARITIME ENVIRONMENT
6-47. Movement via water remains the principal method for moving military personnel, equipment, and
materiel in support of operations. In a maritime environment, maneuver via water will also be required to
support and sustain operations. Sustaining large-scale combat operations in a maritime environment will
present unique challenges to sustainment forces. The availability of shipping assets and the capability to
transfer or move materiel and personnel between land masses or from ship to shore will be critical in the
maritime environment. Army watercraft assets are suited for movement of materiel between ports, from a
port into an austere port or bare beach, or from ship to shore through logistics over-the-shore operations.
Sustainment planners must also be prepared for the potential requirement to move personnel from ship to |
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shore via watercraft in support of operations and support multiple logistics over-the-shore operations over
greater distances in a maritime environment. This may include the backhaul of detainees from forward areas.
This backhaul of detainees to division and corps rear areas is vital for intelligence gathering and for their
safety. See FM 3-63 for more information on maritime detainee transport. Military Sealift Command and
Merchant Marine vessels, which transport cargo and materiel, require secure facilities that allow for discharge
of materiel and cargo. In addition to infrastructure requirements, the security and vulnerabilities of ports of
debarkation must be considered and continually assessed in order to support operations in a maritime
environment.
6-48. Sustainment of large-scale combat operations in a maritime environment will require innovative ways
and means of conducting sustainment operations. Sustainment leaders cannot assume secured port facilities
or modern infrastructure will be available. The following paragraphs will describe how sustainment planners
should be prepared to conduct RSOI and theater sustainment.
RECEPTION, STAGING, ONWARD MOVEMENT, AND INTEGRATION
6-49. The theater Army will be responsible for controlling theater opening and RSOI in a maritime
environment. The theater Army executes RSOI through the TSC and its subordinate sustainment
organizations. Sustainment planners executing RSOI in a maritime environment must be prepared for the
unique challenges of a non-permissive OE. Secured infrastructure, staging areas, and tactical assembly areas
may not be available or accessible. Sustainment planners must be prepared to consider other courses of action
to conduct RSOI, enabling the joint force to deploy and then rapidly posture for employment. These courses
of action include, but are not limited to—
• Conducting reception and staging activities prior to entry into the theater or JOA.
• Using ISBs to facilitate combat configuration of forces enroute to the POD.
• Using agile or offshore basing options to facilitate RSOI.
• Conducting onward movement of forces directly from home station after integration (for example,
conducting expeditionary deployment, such as the Global Response Force).
THEATER SUSTAINMENT OPERATIONS
6-50. In a maritime environment, the CCDR exercises DAFL over assigned forces and can assign lead
Service responsibilities. When this responsibility is assigned to the Army, the TSC and/or ESC is capable of
leading the synchronization and integration of common support capabilities for the joint force. To do this,
the TSC may establish boards, bureaus, centers, cells, and working groups to assist with synchronization and
integration of capabilities. These boards, bureaus, centers, cells, and working groups will be essential in
managing the dispersed sustainment operations conducted in the maritime environment. These operations
include—
• Executing JLOTS operations.
• Conducting intertheater and intratheater transportation.
• Conducting maintenance operations.
• Conducting general engineering operations.
• Providing HSS.
Joint Logistics Over-The-Shore
6-51. JLOTS operations will be the key to sustaining operations in a maritime environment. Sustainment
leaders and planners in the boards, bureaus, centers, cells, and working groups at the TSC must be prepared
to monitor JLOTS operations that may be occurring on multiple islands. Planners should always consider
potential peer threat methods and the capacity of the JLOTS operation. JLOTS may be challenged by the
peer threat methods of systems warfare and preclusion. Peer threats may employ systems warfare to destroy
key port infrastructure capabilities and access points needed for successful JLOTS operations. Preclusion
methods such as antiaccess and area denial may be employed to limit projection of forces into an area and
reduce freedom of action.
6-52. Bulk petroleum may need to be received via JLOTS operations. Such operations use an offshore
petroleum discharge system or other bulk liquids transfer system to deliver fuel to tactical storage facilities
located immediately ashore. The offshore system delivers fuel to a tactical or commercial terminal, normally |
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operated by a petroleum pipeline and terminal operating company. Fuel may then be moved forward through
the use of trucks, rail, or installed pipeline systems that can quickly establish inland product distribution. If
the theater is not an active theater of war, it should have an established operating stock level and pre-
positioned war reserve stock. For additional information see JP 4-03.
6-53. Interoperability of fuel transfer systems should be considered and resolved in the planning process for
at least the following interfaces:
• Tanker or oiler to Navy receiving ship, United States Coast Guard receiving ship, seaport load and
off-load facilities, and JLOTS systems.
• Airbase fuel storage and dispensing systems to receive fuel from commercial or military sources
and issue fuel to Service component and multinational aircraft.
• Shore distribution systems to tactical fuel systems and equipment such as the Inland Petroleum
Distribution System and the Early Entry Fluid Distribution System, amphibious assault fuel system,
and fuel tanker vehicles.
No system or set of systems should be planned to be utilized together without proper interoperability
validation through the appropriate spill contingency plan.
6-54. Planners should also be prepared for the challenges of bringing APS ashore in a maritime environment.
APS downloads will require deep draft facilities. These facilities may not be present at desired locations
within the maritime environment. When access to secure port facilities is unavailable, sustainment planners
should consider plans to use offshore anchorages, unimproved port facilities, and bare beaches and shallow
draft lighterage to download and convey APS in maritime environments. Planners should consider the
employment and sequencing of engineer units to prepare beaches, inland roadways, and ISBs.
Intertheater and Intratheater Transportation
6-55. The maritime environment will present challenges in managing intertheater and intratheater assets,
requiring the simultaneous management of air, land, and maritime transportation assets. Maritime
transportation capabilities enable the ability to sustain port and inland waterway operations during RSOI,
sustainment, and contingency operations. The TMCE is assigned to a TSC DMC, normally augmenting the
transportation operations branch. The TMCE provides movement management, container management,
highway regulation, and coordination for personnel and materiel movements into, within, and out of the
theater for the theater Army or joint force commander. For additional information on the TMCE, see ATP
4-16.
6-56. Effective management and employment of intertheater and intratheater transportation assets in a
maritime environment will be critical, and both branches within the TMCE will play a vital role. The
intertheater operations branch plans, coordinates, implements, and monitors intertheater movement programs
while serving as a liaison between strategic transportation partners and the TSC and ESC. The intertheater
operations branch also provides representation on intertheater transportation coordination boards and
meetings, conducts transportation planning, and coordinates exceptional movement requirements. The
intratheater operations branch plans, implements, and monitors intratheater movement programs and
commits transportation surface, ground, and air assets in support of RSOI operations and contingency
operations. The intratheater operations branch also conducts transportation planning, supports contingency
operations, and conducts exceptional movement requirements.
6-57. To manage daily transportation requirements in maritime environments, movement and distribution
boards will be essential. These boards should cover major internal and external movement requirements to
plan and coordinate for maritime transportation capabilities to support deployment, onward movement,
inland waterway operations, redeployment, and distribution operations. Distribution boards receive input
from movement boards, which then update theater movement controllers on distribution priorities, major unit
moves, changes to main and alternate supply routes, and area security status to include security challenges
associated with water transport movements. Ultimately, both boards play a critical role in ensuring the safety
and timely distribution of personnel and supplies within the maritime operating environment. |
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Maintenance Operations
6-58. Sustainment leaders must be prepared for supporting maintenance operations in a maritime
environment. Most of the maintenance conducted in the maritime environment may be field-level
maintenance conducted on dispersed islands. Successful maintenance operations will depend on the ability
to anticipate maintenance requirements, track and analyze maintenance reports, properly identify and
diagnose maintenance faults, apply the appropriate maintenance capability, and manage Class IX.
Maintenance managers must accurately report Class IX requirements, and distribution managers must be
prepared to support providing Class IX using available assets to overcome separation by distance and water.
General Engineering
6-59. General engineering in a maritime environment will consist of activities that improve infrastructure
and modify, protect, and maintain the physical environment. General engineering capabilities can be
employed to improve port facilities, airfields, and other basing requirements needed for operations. Engineer
divers can be used to conduct hydrographic surveys to support vessel operations in littorals and conduct ship
husbandry requirements. Leaders must prioritize requirements for general engineer support and synchronize
distribution capabilities to ensure materials are available for support.
Health Service Support
6-60. As with other environments, planning HSS support in maritime-dominated environments should
address relevant aspects that may affect support to friendly forces. MTFs positioned at existing bases within
the range of adversary long-range fires should establish primary and alternate survivability positions that will
provide for the defense of themselves and their patients. Role 2 personnel may be required to defend
themselves and their patients against amphibious assaults and vertical envelopments by enemy forces seeking
to control a particular land mass as well. Role 2 MTFs operating on islands with austere infrastructure and
resources require significant sustainment during prolonged operations that may delay medical evacuation.
Every opportunity to clear patients from the MTF must be taken advantage of to prevent the MTF from being
inundated with patients in a prolonged care situation.
6-61. Scarcity of land may make it difficult for MTFs to maintain proximity to the force they are supporting.
Additionally, MTFs may not have the space available to set up as they would in another environment. Site
layout and selection are critical because the AHS principles and medical functions do not change, but they
must adapt to the environment. For example, the Role 2 may still conduct medical evacuation from the Role
1 MTF with their direct support ambulance squad. However, instead of the evacuation going from the Role
1 MTF to a traditional land ambulance exchange point, the ambulance exchange point may occur on the
beach front with the ambulance offloading patients to a landing craft or aeromedical evacuation platform that
then moves the patients to a hospital afloat. If aeromedical evacuation is used, aviators must become deck
certified. Medical regulating and resupply of Class VIII stocks from the United States Navy requires a more
joint perspective. The principles and techniques are the foundation of planning; however, the execution is
adapted to the environment. For additional information, see FM 4-02 and ATP 4-02.6.
SECTION III – ARMY WATERCRAFT OPERATIONS
6-62. Army watercraft support CCDR requirements by maintaining the desired flow of forces, cargo, and
sustainment into a theater in a maritime environment. Army watercraft expand the CCDR’s ability to move
and maneuver through the maritime environment by enabling and sustaining operations through fixed,
degraded, and austere ports and inland waterways, including the use of logistics over-the-shore operations.
The following paragraphs describe the capabilities of Army watercraft in the maritime environment followed
by a notional example of watercraft supporting operations in the corps area. See ATP 4-15 for additional
information on Army watercraft and their capabilities. |
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NOTIONAL ARMY WATERCRAFT OPERATIONS IN THE CORPS
AREA
6-63. Army watercraft are essential for conducting sustainment operations in a maritime environment as they
are designed to perform missions specifically related to intratheater operational maneuver of combat power
and sustainment. Army watercraft are a critical link between maritime strategic lift and land-oriented tactical
movements. They must integrate across all Services and multinational partners in a denied, degraded,
contested logistics environment with limited communications.
6-64. Army watercraft operations must integrate into the joint movement and maneuver plan and cannot rely
solely on other Services for protection to operate safely in the contested maritime domain. Army watercraft
provide the ability to move forces through sea LOCs and along the littorals in the division close area while
creating multiple dilemmas for enemy forces, as they can conduct movement of forces in support of close
operations and rear operations. The logistics support vessel; landing craft, utility-2000; and maneuver support
vessels provide the best capabilities to conduct this movement and maneuver due to their range and payload
capabilities.
6-65. Figure 6-1 depicts Army watercraft supporting the operational maneuver of Army forces against enemy
forces in the corps and division AOs. Watercraft move forces and equipment from the joint security area into
the division support areas, BSAs, and to division and corps deep areas to conduct operations. The figure also
depicts watercraft supporting movement and maneuver within the corps and division boundaries. Logistics
over-the-shore operations using vessels, bridging, and causeway systems are conducted in the corps and
division boundaries to facilitate operations due to potential threats within the AO. Command and control of
watercraft are provided by the harbormaster command and control center from either the division or brigade
AO.
Figure 6-1. Notional Army watercraft operations in the corps and division area
NOTIONAL RIVERINE OPERATIONS
6-66. Riverine operations are operations conducted by forces organized to cope with the unique
characteristics of a riverine area and/or to achieve or maintain control of the riverine area. Riverine operations
can originate from an existing AO, an afloat base at sea, or from the littorals. Riverine operations can be |
4-0 | 183 | Sustainment Operations in a Maritime Environment
conducted jointly or individually by Army and Navy forces. See ATP 3-18.12, ATP 4-15, and JP 3-32 for
additional information on riverine operations.
6-67. Figure 6-2 depicts a notional example of Army watercraft executing riverine operations from the
littorals in a maritime environment. In this example, the landing craft, utility and maneuver support vessel,
light demonstrate the Army’s ability to conduct riverine operations to move troops and cargo from afloat and
the littorals to inland locations. Army watercraft also provide the capability to support the egress of troops
and cargo using inland waterways once operations are complete.
Figure 6-2. Notional Army watercraft conducting riverine operations |
4-0 | 185 | Chapter 7
Leadership and Training for Sustainment Operations
This chapter describes the operations process and the sustainment commander’s importance in
driving the process. It describes how sustainment commanders use operational art, and it also
discusses how sustainment commanders can adapt their formations for missions and
transitions. It concludes with training considerations for sustainment units and sustainment
leader development.
THE OPERATIONS PROCESS
7-1. The operations process is the Army’s framework for planning and organizing operations. Sustainment
commanders must be familiar with every aspect of the operations process and ensure it is fully executed
within the time available. Using the operations process ensures that sustainment commanders drive the
detailed planning necessary to understand, visualize, and describe the OE. It also allows commanders to make
critical decisions to direct, lead, and assess synchronized and integrated operations. The following paragraphs
provide additional information on the operations process. For detailed information, refer to JP 5-0, ADP 5-0,
and FM 5-0.
PLANNING
7-2. Planning is 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 can be both conceptual and
detailed. Conceptual planning involves developing an understanding of the OE, defining the end state, and
developing an operational approach to achieve that end state. Detailed planning develops the operational
approach into a complete plan. Sustainment commanders must be skilled in the art and science of planning.
They must understand the maneuver objectives and be able to conceptualize a sustainment plan that supports
those objectives. They must also be able to quickly translate the conceptual plan into a detailed plan for
subordinates to follow. Sustainment commanders and planners must identify potential friction points and
codify them into a decision support matrix. Also, developing pre-determined branches and sequels to the plan
can expedite the implementation of changes. Planners should also seek to clearly define, and receive approval
for, delegation of authority as it pertains to some of the decisions on the decision support matrix. Commanders
must exercise their discretion when delegating authorities, but doing so can rapidly enhance the
responsiveness of executing changes to the established plan.
7-3. Planning is continuous. During preparation and execution, sustainment commanders will be required to
assess and continually update and refine orders as the tactical situation and OE change. Input received from
subordinate leaders on how things can be done differently also influences how commanders plan and prepare.
PREPARATION
7-4. Preparation consists of those activities performed by units and Soldiers to improve their ability to
execute an operation (ADP 5-0). Preparation creates conditions that improve opportunities for success.
Sustainment commanders and leaders at all levels can improve sustainment support through rehearsals,
training, and inspections. Sustainment commanders use preparation to move from planning to execution of
operations.
EXECUTION
7-5. Execution is 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). Commanders, staffs, and subordinate
leaders focus on translating decisions into actions during execution. Sustainment commanders must ensure
that the actions executed by sustainment forces support the operational plan and provide freedom of action,
extend operational reach, and prolong endurance. Sustainment commanders and their staffs must continually
assess the effectiveness of support and adjust as necessary. |
4-0 | 186 | Chapter 7
ASSESSMENT
7-6. Assessment is a continuous activity that supports decision making throughout the operations process.
Sustainment commanders and their staffs are required to continually assess the situation before and
throughout operations to understand conditions and required decisions. Sustainment commanders should use
continuous assessment to make decisions and anticipate and adapt to changes in the OE and operations.
Effective sustainment commanders communicate up and down the chain of command to share information
and observations and maintain situational awareness. They use assessments to review assumptions, revise
running estimates, and understand risk. Sustainment commanders must also understand the importance of
assessing operations in other domains to anticipate and prevent issues that could impede operations.
SUSTAINMENT COMMANDER’S ROLE IN THE OPERATIONS
PROCESS
7-7. The sustainment commander’s role in the operations process is to lead Soldiers and organizations while
providing purpose, direction, and motivation to accomplish operations. Commanders accomplish this through
understanding the problem, visualizing the end state, describing the visualization, and directing actions.
Commanders must use running estimates throughout the operations process to support understanding,
visualizing, describing, and directing. Figure 7-1 describes the operations process and the commander’s role.
Figure 7-1. The operations process
UNDERSTAND
7-8. Sustainment commanders collaborate with their staffs, other commanders, and unified action partners to
build a shared understanding of their OEs and associated problems. The OE includes portions of all five
domains and all three dimensions—human, physical, and information. Sustainment commanders must
understand how sustainment capabilities are employed across the domains and the effects they produce across
the dimensions. Commanders must continually assess their understanding of the OE and problem and adjust
as necessary. A commander must understand the OE and accurately frame the problem to effectively visualize
the desired end state and operational approach.
VISUALIZE
7-9. As sustainment commanders build understanding about their OEs, they start to visualize the desired end
state and the operational approach to achieve it. Sustainment commanders use the shared understanding they
gained with their staff to effectively visualize the desired end state and how the operational approach they
envision their organization taking will achieve it. |
4-0 | 187 | Leadership and Training for Sustainment Operations
DESCRIBE
7-10. Sustainment commanders must be able to describe the purpose and intent of operations to their staff
and subordinate commanders to create a shared understanding. They can use collaboration and dialogue to
ensure subordinate commanders understand the visualization well enough to plan and conduct operations.
Sustainment commanders should continue to refine visualization during the planning and execution of
operations. Updates to the visualization must be communicated and balanced with the time subordinate
leaders have to understand and act.
DIRECT
7-11. Sustainment commanders direct operations to achieve results and accomplish missions. Effective
decision making and timely sharing of information ensures sustainment provides maneuver commanders with
freedom of action to act decisively. Sustainment commanders who can quickly sense, understand, decide,
act, and assess provide maneuver commanders with the endurance and operational reach to challenge enemy
forces when they choose. A knowledgeable and capable staff are essential to effective decision making and
directing operations.
LEAD
7-12. Leadership is the most essential dynamic of combat power. Sustainment commanders lead by the
personal example they set, the quality of guidance they provide, and the actions they take during operations.
Sustainment commanders must be able to lead and make decisions in situations that require rapid adjustment
in brief periods of time. Fortitude and personal presence are required of sustainment commanders when
making challenging decisions and help overcome the friction inherent in all military operations.
ASSESS
7-13. Commanders, supported by their staffs, assess the situation before execution and throughout operations
to understand conditions and determine what decisions they must or are likely to make. These decisions are
facilitated by commander’s critical information requirements that identify critical information needed for
decision making. Sustainment commanders must be able to compare the current operation to what was
anticipated, remain alert to variance from expectations, and watch for information indicating threats or
opportunities. The ability to continually assess sustainment operations is essential in anticipating changes
and quickly adapting forces and support provided to counter those changes.
SUSTAINMENT COMMANDER AND OPERATIONAL ART
7-14. Army commanders, both maneuver and sustainment, must use operational art to develop a vision of
how to establish conditions that accomplish their assigned missions and objectives. Commanders and staffs
use operational art to develop strategies and operations to organize and employ tactical forces. Using their
collective skill, knowledge, experience, creativity, and judgement, commanders and staffs integrate ends,
ways, and means, to achieve objectives. Army commanders use operational art to pursue strategic objectives
through the arrangement of tactical action in time, space, and purpose all while accepting and accounting for
risk. Operational art is what allows commanders to translate their operational approach into a clear and
concise concept of operations that is disseminated in an OPORD.
7-15. The Army design methodology can be used to shape an operational approach. Through this
methodology, commanders and staffs gain an understanding of the current state of the OE to include current
conditions. It allows them to envision a desired end state that must be achieved, identify problems that will
prevent achieving the end state, and then develop a broad, general plan to solve those problems. From this
point, commanders use the military decision-making process to develop a detailed plan that includes a
concept of operations. Maneuver and sustainment commanders use the elements of operational art to
understand the OE and develop a concept of operations. These elements can be used selectively in any
operation as required, and not all apply at all levels of warfare. The elements are—
• End state and conditions.
• Center of gravity.
• Decisive points.
• Lines of operation and lines of effort. |
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• Tempo.
• Phasing and transitions.
• Culmination.
• Operational reach.
• Basing.
• Risk.
7-16. Commanders, both maneuver and sustainment, must consider these elements in planning. With proper
consideration, each element can be used to develop a concept of operations that synchronizes and integrates
sustainment with the other warfighting functions. Examples of how this can be done are shown below:
• Determine what sustainment capability is required and where it must be located in order to achieve
the desired end state. Establish desired conditions such as required quantities of supplies or
operational readiness rate.
• Determine if sustainment should be considered a critical requirement for the operation. Identify the
components of the sustainment support structure such as supply storage and distribution that are
critical and could cause failure if destroyed. Apportion protection capabilities to the sustainment
assets as required.
• Analyze the effects of sustainment in allowing a commander to maintain combat power and reach
decisive points. An example might consist of analyzing the CL III(B) and CL V status or
maintenance and personnel status and determining if the status is adequate to reach the point.
• Determine how sustainment affects both lines of operation and lines of effort. Ask if sustainment
will impact the ability to reach and control a geographic objective. The same should be done for
lines of effort. Commanders should analyze how sustainment affects fires, protection, and
movement and maneuver. Furthermore, commanders should determine if sustainment support is a
line of effort required to establish the desired end state.
• Analyze how sustainment will affect the desired tempo of the operation and if sustainment will allow
maneuver forces to maintain a higher tempo than the enemy. Understanding the status of CL III(B)
is critical to controlling the tempo since fuel directly impacts movement and maneuver.
Commanders must also ensure the maneuver tempo does not outpace the sustainment support.
• Analyze the effect sustainment has on completing the current phase of an operation and transitioning
to the next phase. The commander and staff should use sustainment estimates to determine if the
support concept is achieving the desired results in terms of the operational objectives. Identify the
changes to the plan and the specific support required to complete the phase.
• Know the point at which the operation will culminate due to sustainment limitations or inadequate
sustainment support. As an example, lack of personnel replacement might cause the operation to
culminate sooner than planned. Sustainment commanders and staffs should be able to determine the
culmination point and communicate it to the maneuver commander for consideration. This
information can be used to plan a deliberate transition from offense to defense.
• Know the culminating points for supply since the culmination point is normally the limit of a unit’s
operational reach. Supply, maintenance, personnel replacements, and medical support all directly
affect endurance and the ability to employ combat power for extended periods.
• Consider what type of basing is required to execute sustainment support. See ATP 3-37.10 for more
information on basing. This includes proper positioning, dispersion, security, and command and
control required to control the bases.
• Determine the amount of risk to accept when committing sustainment forces. Commanders must
balance the risk with the potential favorable outcome. As an example, a commander might commit
an entire fleet of tactical fuel vehicles to reach a decisive point in the operation but must accept the
fact that doing so jeopardizes future operations if the fuel assets are destroyed by enemy action.
ADAPTING SUSTAINMENT FORMATIONS FOR MISSIONS AND
TRANSITIONS
7-17. Conducting successful sustainment operations requires commanders, staffs, and subordinate leaders
that can anticipate changes and quickly adapt formations and operations to meet those changes. The
responsibility for anticipating and quickly adapting to changes begins with the sustainment commander. |
4-0 | 189 | Leadership and Training for Sustainment Operations
Sustainment commanders develop staffs and subordinate leaders that create agile and adaptive units, inspire
resilience in assigned personnel, and maintain focus on the mission in the face of adversity. (See Chapter 2,
section VI for various command and support relationships that can be used when adapting formations.)
7-18. Quickly changing conditions and sudden transitions in operations may impact the teamwork and
cohesion of a formation. Both require adaptation and sustainment leader attention. Examples of changes and
adaptations include—
• Changes to sustainment task organization.
• New sustainment missions or changes in guidance.
• Changes to operational plans and changes in sustainment missions and support requirements.
• Periods of intense hardship and fatigue.
• Sustainment mission failures or setbacks.
• Reconstitution.
7-19. Sustainment commanders must develop subordinate leaders that can adapt to the changes in the OE
and the nature of large-scale combat operations. Training is the vessel to prepare for these changes and
sustainment leaders must be adept at training task-organized formations and subordinate leaders. Sustainment
units that can successfully adapt to changing situations depend on leader development and a command
climate that encourages subordinate leader learning, independent thinking, and taking the initiative. (FM 6-22
provides additional information on leader development in a learning environment.) Sustainment leaders
establish conditions for subordinate adaptation by—
• Developing sustainment leadership experience.
• Fostering shared understanding.
• Communicating with staff and subordinates.
• Developing teams.
DEVELOPING SUSTAINMENT LEADERSHIP EXPERIENCE
7-20. The Army develops leaders who are agile, adaptive, and innovative through a mix of education,
training, and experience. This encourages leaders who act with boldness and initiative to execute missions
according to doctrine and orders. The goal is to develop Army leaders who clearly provide purpose, direction,
motivation, and vision to their teams and subordinates while executing missions to support their
commander’s intent. Sustainment commanders and leaders develop subordinates by preparing them and
challenging them with greater responsibility, authority, and accountability. Sustainment leaders should
prepare subordinates to succeed at the next level of responsibility, since large-scale combat operations may
require them to replace sustainment leaders above them. It is the professional responsibility of all sustainment
leaders to develop subordinates. See FM 6-22 for more information on leader development.
7-21. Sustainment commanders and leaders can develop subordinates during training by accepting
subordinates’ risk and providing accurate feedback at the conclusion of training. Sustainment leaders should
allow subordinates to accept risk on their behalf during training. They should also ensure subordinates make
analytic risk decisions while informing higher headquarters of the risks they are accepting. Doing so provides
a valuable teaching tool to learn what risks are acceptable, which are not, and how to better analyze and
assess risk.
7-22. This method of coaching builds a leader’s trust in a subordinate’s judgement and initiative. It also
builds the subordinate’s trust in the leader. During operations, sustainment leaders must intervene when
subordinates take risks that exceed potential benefits. Sustainment leaders must inform leaders either at the
time of the decision or during an after-action review.
7-23. Instilling risk acceptance into sustainment leaders at all levels comes with accepting mistakes made in
sincerity during training. Sustainment commanders that allow subordinates to learn from bad decisions create
a learning climate that allows learning while gaining experience to thrive under pressure. Sustainment leaders
should enforce the importance of bias towards action by highlighting decision making during operations.
However, commanders should not constantly endorse or support mistakes that result from repeated lack of
judgement or inability to learn. Commanders must not tolerate subordinates repeatedly failing to exercise the
initiative and constant errors or inaction. To ensure subordinates learn from mistakes, sustainment
commanders must— |
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• Publicly discuss a mistake during after-action reviews; this includes the mistakes of the leader as
well.
• Make an immediate correction to enable a shared understanding by the team when there is no time
for an after-action review.
• Correct systemic problems that enabled the mistake.
7-24. Sustainment commanders must prepare subordinates to take their place as required. Training events,
exercises, and professional development sessions are ways to reinforce the vision and need for initiative.
Over time, this prepares leaders for assumption of greater responsibility during combat. Sustainment leaders
must also create a climate that fosters a shared understanding of the intent and desired end state.
FOSTERING SHARED UNDERSTANDING
7-25. A shared understanding enables a mission command approach to command and control. Sustainment
commanders should communicate intention two levels down and sustainment leaders must look two levels
up to understand the commander’s intent, priorities of effort, and end state. Sustainment commanders can
ensure a shared understanding of their intent through a continuous dialogue with subordinates. When done
in an environment of mutual trust and understanding, the sustainment commander’s intent frees them up to
move about the battlefield knowing that subordinates understand the end state and what must be done. A
shared understanding allows sustainment leaders to operate knowing subordinates will report information
promptly and accurately.
7-26. Sustainment leaders must educate themselves and subordinates in Army, joint, and multinational
doctrine. Training using the applicable tactics, techniques, and procedures creates a shared understanding,
develops the team, and builds trust commanders need to achieve unity of effort. This will be essential when
units are placed with different task organizations and command structures during an operation.
COMMUNICATING WITH STAFF AND SUBORDINATES
7-27. Sustainment commanders must be proficient in the use of written orders when exercising command
and control of forces. Written orders before and during early stages of an operation promote consistency,
provide a common frame of reference, and support a shared understanding between staff and subordinates.
During operations, oral communications are more importance when time and the changing situation dictate
speed of decision making. Oral communication also offers sustainment commanders an opportunity for
personal interaction while leading. Face-to-face communication with staff and subordinates is the most
effective means of communication but is not always practical. The pace of operations and changes in the OE
can limit face-to-face interaction. Communications at the tactical level during large-scale combat operations
will be mostly dependent on radio communications or Joint Battle Command-Platform messages.
Sustainment commanders must understand that the military bearing they display and their tone of voice will
impact subordinates.
7-28. Effective sustainment leaders should take steps to encourage communication between subordinates and
staff. Leaders should make themselves open to receiving new information, good or bad, without harsh or over
reactions. These types of barriers can reduce the ability to receive accurate and timely information. Failure
to receive and act on this information can lead to mission and operational failure.
DEVELOPING TEAMS
7-29. Developing successful sustainment teams is a continuous process that begins at home station and
continues through deployment and operations. For sustainment commanders, developing an effective team
requires a shared understanding across all domains and effective communications with their staff and
subordinates. Often, sustainment units serve or are deployed with different subordinate units or placed under
an unfamiliar higher echelon. Sustainment leaders can build trust in these situations through interaction with
subordinates and higher echelons to collaborate and get a shared understanding of each other's capabilities.
7-30. Sustainment units may participate in operations with different command structures than at home
station. Sustainment commanders must be prepared to communicate with those command structures to share
vision and understanding. This communication between leaders and staffs can foster team building. It also
provides an opportunity to identify scenarios where they may train together in the early stages of an operation. |
4-0 | 191 | Leadership and Training for Sustainment Operations
7-31. Sustainment commanders should circulate with subordinate units to assess capabilities and readiness,
learn task organizations, and motivate Soldiers. Sustainment commanders that build relationships with
subordinate units and unified action partners also increase situational understanding while strengthening the
team. This increased situational understanding is essential in visualizing and describing the end state.
7-32. Different cultures and levels of training between the Army and unified action partners can impact
building successful teams. Sustainment leaders should strive to understand these differences in order to build
civil-military teams. To assist with building these partnerships, sustainment leaders should—
• Have unified action partners represented, integrated, and actively involved in planning and
coordinating activities.
• Share an understanding of the situation and problem.
• Collectively determine resources, capabilities, and activities required to achieve goals.
• Work for unity of effort towards a common goal.
7-33. Successful sustainment operations require sustainment leaders working with partners to develop a
shared understanding and commitment to the solution. Achieving unity of effort and building a successful
team requires sustainment leaders with cultural understanding and the ability to communicate. Without those
skills, collaboration and team building with unified action partners will be difficult.
TRAINING CONSIDERATIONS FOR SUSTAINMENT UNITS
7-34. Sustainment forces at each level of warfare continue to operate in complex and uncertain environments
that present a number of challenges that leaders need to incorporate into training, embracing the principle of
train as you fight.
SURVIVABILITY
7-35. Survivability is a key objective in all training, especially for sustainment formations, which are
vulnerable due to size, limited protection resources, and the requirement to continue sustainment operations
while simultaneously conducting force protection tasks. To increase survivability, sustainment units must
focus training on defense of the support area, cover and concealment, aggressive reconnaissance and security
operations, selection of terrain that masks sustainment formations visually and electronically,
electromagnetic protection and emissions control measures, and dispersion.
7-36. Training on tactics, techniques, and procedures to avoid or withstand hostile actions or environmental
conditions is critical to ensuring the survivability of sustainment units in support of Army operations.
Sustainment units must be equipped, structured, trained, and prepared to execute these tasks to ensure units
can complete sustainment missions when military police are unavailable.
7-37. The ability of sustainment units to defend the support area is a critical enabling task for conducting
sustainment operations. Units cannot conduct support if they cannot defend the support area. Sustainment
leaders must prioritize training to focus on the fundamentals of unit defense such as establishing a perimeter
defense, developing engagement areas, integrating fires, employing obstacles, constructing fighting
positions, and using camouflage for concealment.
7-38. Sustainment forces should assume that they are under constant observation from one of the enemy’s
land, maritime, air, or space-based reconnaissance and surveillance capabilities. Therefore, sustainment units
must implement electromagnetic protection and emissions control measures to reduce and obscure emissions
and signatures that the enemy can detect. The likelihood of enemy massed long-range fires increases during
large-scale combat operations, particularly against command and control, sustainment nodes, and critical
infrastructure. To survive and operate against massed long-range fires and in contaminated environments,
commanders must plan for establishing base cluster operations to create dispersion. Leaders only concentrate
forces when necessary and balance the survivability benefits of dispersion with the negative impact
dispersion has on mission effectiveness. Dispersed formations improve survivability by complicating
targeting and making it more difficult for enemy forces to identify lucrative targets.
MOBILITY
7-39. Operations over extended distances require all sustainment units be mobile. Sustainment units must be
able to rapidly deploy, operate, and displace to complicate enemy targeting efforts and increase survivability |
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in a widely dispersed, fast paced, chaotic, and highly lethal OE. Sustainment commanders must plan for and
maintain continuity of command and control during displacement or catastrophic loss. Leaders must ensure
units replicate frequent survivability moves and split-based operations of sustainment units and headquarters
on a continual basis during training. In addition, measures to reduce the sustainment footprint also improve
the mobility of sustainment forces. Movements of large numbers of vehicles cannot be adequately trained by
simulation alone.
DISTRIBUTION
7-40. Large-scale combat operations will require the distribution system to move a greater volume of
personnel, equipment, and supplies than in other types of operations. The ability to synchronize the
distribution system to deliver the right things to the right place at the right time is critical to ensuring freedom
of action, extending operational reach, and prolonging endurance. To be effective, commanders and staffs
must conduct distribution management to synchronize and optimize transportation, its distribution networks,
and materiel management with the supported unit’s concept of operation.
7-41. Operating in extreme geography and climate conditions and around dense urban terrain presents many
challenges to sustainment units. Units must train for OEs characterized by congested and constrained routes,
damaged infrastructure, and 360-degree threats from above and below ground. This may include using
autonomous aerial or ground delivery systems, provisioning special equipment and ammunition requirements
to supported SOF, and supporting the local populace and unified action partners. Sustainment Soldiers train
to analyze and predict the demand shifts in a dense urban environment; for example, fuel demand for ground
forces may decrease in an AO, while ammunition requirements (particularly small-arms and terminally
guided and precision munitions) greatly increase. Understanding distribution modes and how to request them
is a critical part of sustainment flexibility. Distributing supplies by air or waterway may be a better option in
a situation when motor transport is not feasible. Sustainment forces cache commodities to maintain
flexibility. The sustainment force also trains to sustain the force in austere areas where pre-positioning
equipment may not be feasible, adequate bases may not be available, and the industrial base and infrastructure
are poorly developed.
COMMUNICATIONS
7-42. Adversaries will attempt to disrupt, degrade, manipulate, or curtail communications and access to
sustainment enterprise systems. In response to this threat, sustainment units train to operate during degraded
or denied communications by using redundant manual and digital control systems. To maintain command
and control with degraded communications, sustainment units should be trained and proficient in employing
all available command and control systems, managing information with analog processes, maintaining
manual running estimates, and maintaining an analog COP. Developing and maintaining good staff estimates
provides sustainment staff flexibility to anticipate requirements during degraded or denied communications.
Sustainment operations rely on effective enterprise resource planning systems which require access to the
DOD Information Network. Degraded connectivity to a secure communications network poses risks to
situational understanding, command and control, mission accomplishment, and continuity of operations.
Setup of communications to gain access is an essential task that must be trained.
OPERATIONAL ENERGY
7-43. Operational energy is the energy required for training, moving, and sustaining military forces and
weapons platforms for military operations (JP 4-0). It is the energy required for operations (air, maritime,
land, space, and cyberspace) from competition and crisis to armed conflict at all levels of warfare. Operational
energy considerations must be included during mission planning, preparation, and constantly assessed during
mission execution. Tracking energy production, distribution, and consumption is critical for visualization,
risk management, synchronized decisions, and mission success. In a contested logistics environment,
reducing energy demand is critical for prolonged endurance, flexibility, resilience, survivability, and
extended operational range for freedom of action and sustainment. The goal is reducing energy demands by
advancing knowledge, development, and employment of current and future capabilities thereby increasing
the Army’s advantage. Sensoring and metering energy production, availability, and consumption is critical
for visualization, risk management, synchronized decisions, and mission success. Energy data literacy
integrated with data analytics creates a responsive energy management process that anticipates and simplifies
overall sustainment requirements. Commanders and leaders at all levels should plan for, seek out, and employ |
4-0 | 193 | Leadership and Training for Sustainment Operations
technologies and techniques that reduce and manage energy consumption. Improvisation techniques include
efficient tactical power systems, micro-grids, battery management, rechargeable hybrid vehicle systems,
environmentally generated energy, and power sources shared by multiple elements when and where feasible.
CHEMICAL, BIOLOGICAL, RADIOLOGICAL, AND NUCLEAR
7-44. Operations must account for possible enemy use of CBRN weapons. Sustainment units must be
prepared to operate in, around, and through contaminated environments. This is fundamental to deterring
adversaries from employing weapons of mass destruction. Sustainment units should incorporate CBRN into
all facets of training as a condition on the battlefield that the enemy will leverage to establish and maintain a
position of relative advantage. Commanders incorporate CBRN conditions into training to ensure mission-
essential task proficiency in a contested CBRN environment.
TRAINING SUSTAINMENT FORMATIONS
7-45. Unit commanders at all levels are the critical link for implementing unit training management to ensure
progressive readiness and unit proficiency within their formations. Sustainment commanders achieve unit
readiness through progressive, rigorous, and repetitive training conducted in a challenging and uncertain
training environment. A commander’s unit training plan must use a crawl-walk-run approach that
progressively and systematically builds on successful task performance before progressing to more complex
tasks. A progressive approach enables a logical succession, builds skills and knowledge from basic to advance
tasks, and sets conditions for individual and collective training.
7-46. With the majority of the sustainment force structure being in the Reserve Component, commanders
must ensure these formations are well trained and integrated into the multi-component sustainment force
structure prior to deployment. Commanders also leverage opportunities to strengthen sustainment training
relationships with other Services, interagency organizations, private industry, and multinational partners
whenever feasible.
7-47. Commanders do not train sustainment units in isolation. Sustainment units do not operate
independently, but as part of a larger force. Commanders must integrate and synchronize the employment of
sustainment capabilities with the rest of the force to maximize combat power and achieve the overall
objective of the operation. They develop organizational proficiency as part of a combined arms or joint team,
supporting other warfighting functions to achieve specified outcomes by conducting multi-echelon training.
Maneuver units and their supporting sustainment elements routinely train on resupply (including delivery of
logistics packages), vehicle recovery, convoy operations, unit maintenance, casualty collection, HR support,
and financial management team missions. Establishing FARPs and conducting refuel on the move operations
to support extended moves for operations like attacks, mobile defenses, and defensive retrograde are other
examples of key sustainment activities integrated into maneuver unit collective training events.
7-48. Commanders maximize institutional and operational training opportunities at home station and ensure
use of current tools such as HQDA-approved mission-essential task lists, proponent-approved combined arms
training strategies, individual critical task lists, unit task lists, and associated training and evaluation outlines
for collective tasks. The technical nature of sustainment core functions requires constant engagement and
maintenance to prevent skill atrophy. Sustainment units strive for mastery-level proficiency of these essential
tasks through multiple iterations of training events. That concept applies to not only the actual technical
functions, but also to staff activities and basic field craft.
7-49. Sustainment unit leaders plan, prepare, execute, and assess unit training in accordance with FM 7-0.
Collective training events are conducted in accordance with combined arms training strategies. The combined
arms training strategies are unit-specific training strategies that recommend a path for units to achieve and
sustain training proficiency by identifying collective tasks to train and recommending training events to train
those tasks using a crawl-walk-run approach.
7-50. The Army’s standardized mission-essential task list defines the essential tasks a unit must perform to
be considered proficient in its core mission. Soldiers leave the institutional domain with foundational
individual competencies; unit commanders build on that technical foundation while also training the
collective skills required by the unit’s mission-essential task list. Commanders use the mission-essential tasks
and their associated training and evaluation outlines to assess unit collective training proficiency. These tasks
have been developed and approved by the Army Training Development Capability and hosted on the Central |
4-0 | 194 | Chapter 7
Army Registry to develop unit training plans. They can be found on the Army Training Network via
https://atn.army.mil/.
7-51. Sustainment commanders and leaders must ensure that their units train the way they will fight in large-
scale combat operations. The training and evaluation outline is the Army's source for individual and collective
task training standards. It consists of task, conditions, and standards, to include major procedures (steps or
actions) that a unit or individual must accomplish to perform a task to standard. Additionally, it is important
for leaders to know that each collective task also lists other tasks that may need to be trained prior to execution
or in conjunction with it; these tasks are prerequisite collective tasks, supporting collective tasks, and
supporting individual tasks. During training events, sustainment commanders and evaluators use training and
evaluation outlines to measure observed task proficiency.
7-52. Sustainment commanders execute every training event within a realistic, doctrinally based training
environment that ties task accomplishment (individual, leader, and collective) to successful unit mission
support through executing unit capabilities successfully. Training events must present conditions that
replicate the complexities of the ever-changing OE with the physical and mental rigor necessary to challenge
units, leaders, and Soldiers to excel in critical thinking and complex problem solving. It is especially
important that commanders plan training for supporting operations the Army has not had to conduct recently,
such as RSOI and reconstitution.
SUSTAINMENT LEADER DEVELOPMENT
7-53. Successful support of large-scale combat
operations requires Army sustainers who are
Sustainment is a tough and demanding task in
technically and tactically proficient, adaptive, peacetime, made even more challenging under combat
and innovative. Sustainers must possess the conditions. No one knew this better than Major General
ability to lead, plan, and support global Robert Littlejohn, who served as General Dwight
readiness in complex operational and strategic Eisenhower's Chief Quartermaster in the European
environments. Developing leaders Theater of Operations during World War II. He told his
soldiers in no uncertain terms they were expected to be
encompasses training and professional military
dedicated, physically fit, and ready to sacrifice at all
education as the primary means by which
times. Littlejohn held himself to the same tough
leaders combine experiences gained during
standards. Above all, he hoped they would exhibit drive
operational assignments with doctrine in
and determination and adopt the can-do attitude
preparation for large-scale combat operations. needed to overcome the many hurdles that logisticians
However, unit commanders also plan, inevitably face in war. Littlejohn made the unofficial
resource, and execute professional motto focused on mission accomplishment, translated
development programs for leaders within their into his own language: "It Will Be Done”.
organization to build on the foundation formed
during training and professional military education opportunities. Additional considerations for sustainment
leader development are discussed in the paragraphs below.
TOTAL FORCE SUSTAINMENT INTEGRATION
7-54. This sustainment competency involves two aspects: integrating the varied sustainment functions and
integrating sustainment formations across the Active Army, Army Reserve, Army National Guard, and Army
Civilian workforce. Sustainers need to understand the various sustainment functions and be able to integrate
them to create a holistic sustainment plan. Sustainers must also understand other components’ capabilities
and establish partnerships to effectively integrate them to provide optimal support to the force. Integrated
training exercises can increase understanding of sustainment functions and foster relationships that increase
understanding of capabilities between components.
STRATEGIC SUSTAINMENT ENTERPRISE OPERATIONS
7-55. As sustainment leaders develop, they progress from the start point of understanding their roles in
enabling tactical-level operations through an operational perspective to strategic enterprise operations.
Leaders require an understanding of strategic roles, systems, and capabilities at the enterprise level and how
the links work across the levels of warfare. |
4-0 | 195 | Leadership and Training for Sustainment Operations
UNIFIED ACTION PARTNER INTEGRATION
7-56. Unified action partners are 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 action partners include joint forces and components,
multinational forces, and United States Government agencies and departments. Ultimately, all sustainment
is aimed at ensuring the success of operations, so sustainment leaders consider the capabilities and
requirements of unified action partners and establish appropriate relationships with them. As discussed earlier
in this chapter, Army sustainers will be both supporting and receiving support from unified action partners.
SUSTAINMENT INFORMATION SYSTEMS
7-57. Sustainment information systems provide the visibility required for sustainment decision making. It is
important that Army sustainers understand what enterprise resource planning programs are, what enterprise
resource planning programs the Army has, and how these are integrated. See appendix D for more
information on sustainment information systems.
OPERATIONAL CONTRACT SUPPORT
7-58. 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 (JP 4-10).
While varying in scope and scale, OCS is a critical force multiplier across all phases and types of operations.
Sustainment commanders, all primary staff, and most special staff plan for, integrate, execute, and manage
contracts and contractor personnel within the OE. On the Army staff, the G-1/S-1 is responsible for contractor
reporting and accountability; the G-2/S-2 is responsible for contractor threat assessment and vetting; the G-
3/S-3 is responsible for organization of contractor personnel and integration into the operation; the G-4/S-4
is responsible for OCS planning and coordination; and the G-8/S-8 is responsible for resourcing and financial
management. For additional information on OCS, see ATP 4-10.
7-59. The OE requires an agile, flexible approach to contracting. Planners should conduct risk analysis for
OCS and consider operational and contractor risk as well as performance, schedule, and cost risks. Contractor
support is important to sustaining Army forces across the range of military operations.
PLANNING CONSIDERATIONS FOR SUSTAINMENT LEADERS
7-60. Sustainment is inherently a simultaneous requirement in terms of execution to support a scheme of
maneuver and a sequential requirement in terms of positioning and moving capabilities/commodities in time
and space. There is no escaping the linear nature of time and its impact on the effectiveness of sustainment.
However, effective use of the mission command philosophy, the orders process, and correct task organization
can mitigate potential impacts on sustainment.
7-61. Sustainment commanders utilize the operations process to develop an effective task organization. The
task organization identifies the units with the necessary capabilities required to support the mission. This
ensures that—
• The correct number of the right types of units are available.
• Correct command relationships are established to determine authorities.
• Correct support relationships are established as required.
7-62. Once command and control relationships are established, sustainment commanders and their planners
select locations for units to best support the operation. The placement of units must be coordinated with the
unit assigned the area of operation within which the sustainment units are located. Commanders and planners
must consider all mission variables to include analysis of how each will affect the placement of units. Critical
mission variables include mission (to include priority of support), enemy, terrain and weather, troops and
support available, time available, and civil considerations, each of which have informational considerations.
Applicable operational variables should also be considered. Sustainment support normally has an associated
execution cycle. Some examples (though not all inclusive) include the following:
• For unit distribution, a cycle is the time it takes for a distribution platform to move from an SSA to
the supported unit and back to the SSA. |
4-0 | 196 | Chapter 7
• For supply point distribution, a cycle is the time it takes for a supported unit to move from the unit
location to the SSA and back to the unit.
• For a medical unit, when prepositioning ambulances forward, a cycle is the time it takes for an
ambulance to move from ambulance exchange point to the MTF and back to the ambulance
exchange point.
7-63. Optimal physical placement has a positive effect on the timing of support and ensures support missions
can be executed to meet requirements. Commanders must physically locate sustainment units in a position
that is close enough to the supported unit that an execution cycle is not inordinately long or time consuming.
The time it takes to execute a cycle directly affects the overall time to execute support. Sustainment units
with general support relationships support multiple units, each of which may be at a different distance. In
this situation, planners must strike a balance when determining placement of sustainment units.
7-64. Another consideration for physical placement is the type of support provided by a unit. As an example,
a composite supply company providing water treatment support to a maneuver brigade may be positioned
within the maneuver brigade AO to minimize the time required to produce and distribute the treated water to
the BSB.
7-65. Commanders at all Army echelons, theater Army to company, must ensure operations planned and
executed contribute to and support the mission, commander's intent, and concept of operations of the higher
headquarters. Continuous coordination, cooperation, and collaboration with higher and lower headquarters
ensures all operations are fully synchronized, integrated, and achieve unity of effort.
7-66. Theater enabling commands, such as the TSC, are integrated into operations by the theater Army as
well as multifunctional and functional sustainment brigades, battalions, and companies. Commanders must
ensure that operations conducted by these commands are synchronized to ensure all contribute to and achieve
CCDR objectives. The theater Army, in conjunction with the TSC, ensures proper support relationships are
established between sustainment organizations and theater enabling command organizations.
7-67. There are various mechanisms available to commanders to enable them to achieve unity of effort.
Mechanisms can be physical activities or processes commanders must understand in order to use them
effectively. To gain a more comprehensive understanding of these mechanisms, refer to JP 6-0, ADP 6-0,
and FM 6-0. |
4-0 | 197 | Appendix A
Quartermaster Operations
The Quartermaster Corps was founded on 16 June 1775, two days after the Continental
Congress authorized the formation of the Continental Army. The Quartermaster regimental
motto is “Supporting Victory.” The purpose of this appendix is to describes the functions of
the Quartermaster Corps. It provides doctrinal references to other publications that describe
general supply, field services, and liquid logistics in greater details.
MISSIONS AND FUNCTIONS
A-1. The United States Army Quartermaster Corps mission, throughout the range of operations, is to provide
and manage supplies, field services (aerial delivery, field feeding, shower and laundry, and mortuary affairs),
and liquid logistics to support and sustain units and Soldiers.
A-2. Quartermaster operations are comprised of three functions: supply, field services, and liquid logistics.
From an operational perspective, these functions enable and sustain combat power to employ Army and joint
capabilities across all domains and three dimensions. These tasks are performed throughout the continuum
of crisis, competition, and conflict to enable freedom of action, extend operational reach, and prolong
endurance for the Army as part of the joint force.
A-3. Quartermasters support the sustainment warfighting function and provide support to Army and joint
forces at all echelons throughout the continuum of crisis, competition, and conflict.
SUPPORT TO OPERATIONS
A-4. Quartermasters play a critical role in supporting the Army during operations by providing the supplies,
field services, and liquid logistics to maintain the force. Materiel managers ensure materiel is available and
mission capable to ensure commanders have the required combat power to employ. Quartermasters converge
logistics effects when and where they are needed in combat, providing sustainment solutions at the point of
need. They are prepared to provide sustainment across wide distances, operate in noncontiguous areas, and
remain flexible to react to developments on the battlefield during operations in a contested environment.
A-5. Quartermaster functions provide maneuver forces agility, increased endurance, and depth as operations
extend in time, space, or purpose. This is accomplished through sustaining warfighters, their units, and their
equipment with materiel and services. As sustainers, quartermaster units and commanders must consider the
actions required to defeat enemy forces and achieve objectives. All quartermasters must consider the
imperatives outlined in FM 3-0, which include: seeing yourself, the enemy, and understanding the OE;
account for being under constant observation and all forms of enemy contact; impose multiple dilemmas on
the enemy; anticipate, plan, and execute transitions; designate, weight, and sustain the main effort; and
consolidate gains continuously. Adherence to these tenets will increase survivability in the battlespace while
effectively sustaining units and Soldiers. Increasing survivability is imperative for Quartermaster units to
accomplish their mission.
GENERAL SUPPLY
A-6. Supply is the process of providing items necessary to equip, maintain, and operate a military command.
It involves requesting, receiving, issuing, and maintaining or establishing accountability of individual,
organizational, and expendable/durable supplies and equipment that are required to execute a unit's assigned
mission.
A-7. Supply support to operations begins at the national strategic level and continues to the end user through
each Service’s supply support system. The national and theater strategic supply chains are a global network
that delivers materiel to the joint force. Its fundamental goal is to maximize force readiness while optimizing
the allocation of resources. The logistics capabilities that contribute to the strategic supply chains include
fulfillment of commodity requisitions from supply, the distribution capabilities from deployment and |
4-0 | 198 | Appendix A
distribution, and movement and retrograde of repairable items to maintenance support activities.
Additionally, multinational and interagency partners, HNs, and nongovernmental and other organizations
may be segments within or end users of the supply chains. Supply chain responsiveness and reliability are
critical to the overall success of joint operations. For more information see JP 4-0.
CLASSES OF SUPPLY
A-8. There are ten classes of supply in the Army supply system. The following list describes each class of
supply:
• Class I consists of bottled or packaged water, perishable, and semi-perishable subsistence items or
rations that are packaged as individual or group meals. The individual Soldier meals in the family
of rations consist of Meals Ready to Eat, First Strike Ration or Close Combat Assault Ration, Meal
Cold Weather, and Modular Operational Ration Enhancement. Bottled or packaged water is potable
water packaged for single use and intended for direct individual consumption. It has its own National
Stock Number control by DLA and ordered through the supply chain. Generally, bottled water is
only used in contingency operations, civilian humanitarian relief, or theater opening when bulk
potable water is not yet fully available to meet the requirements. Bulk water consists of military
service or contracted production, storage, and distribution that meet potable use requirements.
• Class II consists of common consumable items such as clothing, individual equipment, tentage, tool
sets and kits, maps, and administrative and housekeeping supplies. This includes items of
equipment, other than major end items, prescribed in authorization/allowance tables and items of
supply (not including repair parts). Small batteries for handheld devices are also included in this
group.
• Class III includes both bulk and packaged petroleum products. Bulk petroleum products are those
petroleum products (fuels, lubricants) which are normally transported by pipeline, rail tank car, tank
truck, barge, or tanker and stored in tanks or containers having a capacity of more than 55 gallons,
except fuels in 500-gallon collapsible containers, which are packaged. Packaged petroleum products
are those petroleum products other than fuels (generally lubricants, greases, and specialty items)
that are stored, transported, and issued in containers with a capacity of 55 gallons or less.
• Class IV consists of fortification, barrier, and construction materials.
• Class V consists of ammunition of all types, bombs, explosives, mines, fuses, detonators,
pyrotechnics, missiles, rockets, propellants, and other associated items.
• Class VI consists of personal demand items (such as health and hygiene products, soaps, and
toothpaste, writing materials, snack food, and beverages) and other items, including mail, that are
non-military sales items.
• Class VII consists of major end items such as weapon systems and vehicles. Major end items are a
final combination of end products that are ready to use.
• Class VIII consists of medical materiel and supplies to include medical device repair parts, blood,
and blood products.
• Class IX consists of any repair part, subassembly, assembly, or component required in the
maintenance or repair of an end item, subassembly, or component. They support the maintenance
and repair functions performed throughout the theater on all materiel except medical. Large batteries
for vehicles, to include hybridization and charging stations for energy sources, are also included in
Class IX.
• Class X consists of items that support nonmilitary programs such as agricultural and economic
development.
FIELD SERVICES
A-9. Field services provided by quartermaster units include aerial delivery, field feeding, shower and
laundry, and mortuary affairs. Field services are performed at the theater strategic, operational, and tactical
levels. Field services are essential to supporting forces throughout the entire spectrum of operations during
competition, crisis, and conflict. |
4-0 | 199 | Quartermaster Operations
A-10. Field services enhance unit effectiveness and mission success by providing an adequate quality of life
for Soldiers in the field. The type and level of field services support provided differs depending upon a
supported commander’s requirements and the existing infrastructure in a theater of operations or JOA.
A-11. Field services also enhance unit effectiveness and mission success by providing for Soldier basic needs.
Quartermaster Soldiers provide these services through a variety of organizations that provide field service
support at the tactical, operational, and theater strategic levels, enabled by support from national and theater
strategic partners. See ATP 4-42 for additional information.
AERIAL DELIVERY
A-12. Aerial delivery operations are performed through three methods: airdrop, airland, and sling load.
Airdrop is the unloading of personnel or materiel from aircraft in flight (JP 3-36). Airdrop and airland
operations may require a joint effort between the Army and United States Air Force, other Services, or
contracted air. The Army can perform sling load operations internally with rotary-wing aircraft or other Army
or contracted assets. Aerial delivery is a vital link in the battlefield distribution system. Aerial logistics is a
viable mode of distribution to support the fight in a flexible, fluid, and ever-changing and contested
environment. The goal is to enable freedom of action by reducing dependence on surface logistical support.
For information on aerial delivery, see ATP 4-48.
ARMY FIELD FEEDING
A-13. The Army Food Program and the Army Field Feeding System affords commanders with flexible Class
I support and field feeding systems that can be tailored to tactical situations and unit missions in both training
and operational environments. Tactical field feeding is conducted during operations and provides immediate
access to food, providing nutrition and optimal human performance for the warfighter. Tactical organizations
involved in operations during armed conflict require agile field feeding support with the appropriate ration
mix to extend operational reach and prolong endurance. The goals of Army field feeding are met through the
successful deployment of field feeding equipment and use of the right operational ration to provide nutritional
food to the Soldier through the synchronized efforts of HQDA G-4, USAMC, Army Commands, United
States Army Training and Doctrine Command, strategic partners, and the organic industrial base. For more
information on food service operations, equipment, and operational rations, see AR 30-22, DA Pam 30-22,
and ATP 4-41.
SHOWER AND LAUNDRY
A-14. Shower and laundry services must be provided in a timely, efficient basis in accordance with the
supported unit’s needs. Shower and laundry support is provided from the operational level with projection as
far forward as the corps support area and the division as conditions permit. The goal is to provide Soldiers
with two showers weekly, as well as provide up to 15 pounds of laundered clothing each week. Soldiers
receive their clothing back from the tactical laundry within a 24-hour period. For more information on shower
and laundry services, see ATP 4-42.
MORTUARY AFFAIRS
A-15. The DOD Mortuary Affairs Program provides for the care, management, and disposition of deceased
Service members, DOD civilians, and covered contractor personnel and the handling of their personal effects.
It covers fatality management and the return of human remains. The three phases of MA are current death
(peacetime), concurrent return (theater-level operations during conflict), and temporary interment (formerly
graves registration). Army mortuary affairs capabilities provide theater-level mortuary affairs operations for
all Services. See DODD 1300.22, JP 4-0, and ATP 4-46 for additional information on Army mortuary affairs.
LIQUID LOGISTICS
WATER SUPPORT OPERATIONS
A-16. Water support operations consist of treatment, storage, distribution, and issue of potable and non-
potable water in a theater of operations. They are conducted at the tactical, operational, and strategic levels.
Water purification, quality surveillance, storage, and distribution of both potable and non-potable water are
critical liquid logistics functions. Potable water is required for the following activities: drinking, ice making, |
4-0 | 200 | Appendix A
food preparation, equipment cleaning, medical treatment and equipment sanitization, personal hygiene
(brushing teeth, shaving, and showering), fatality operations, and CBRN decontamination. Non-potable water
is water determined to be unsafe for human consumption. Any water in the field, whether raw or treated, that
has not been approved for consumption by the theater/command surgeon’s representative is considered non-
potable. Water treatment systems remove suspended solids, microbiological contaminants, and undesirable
chemicals from raw water. Preventive medicine personnel inspect the water treatment system and test the
treated water using field test equipment to ensure it meets short and long-term potability standards. Water
treatment specialists and preventive medicine personnel are responsible for measuring levels of radioactivity
in bulk water supplies. Water production consists of emerging technology for production of water from
various sources at the point of need. Water production is aimed at reducing demand and requirements for
large scale distribution. For more information on water support operations see AR 700-136, ATP 4-44, ATP
4-25.12, TB MED 577, and the Water Planning Guide.
PETROLEUM OPERATIONS
A-17. Petroleum supply operations are integrated processes that link the operational requirements of
petroleum products to the sustainment capabilities required to support fuel demands. They focus on when,
where, and how to provide petroleum products to forces in a theater via timely distribution methods. In the
undeveloped theater, bulk petroleum is generally distributed using various temporary and rapidly employed
systems. In the developed theater, it can be locally procured or received from ocean vessels at marine
terminals and transferred by pipeline to tank farms. Petroleum supply operations are conducted at the tactical,
operational, and national and theater strategic levels. Sustainment units supporting Army operations provide
bulk fuel support within the operational context of competition, crisis, and conflict to ensure CCDR freedom
of movement, extend operational reach, and prolong endurance while increasing survivability, persistence,
resilience, and dynamic posture on the battlefield. As a part of petroleum operations, quality surveillance
encompasses the program of inspections, sampling, testing, quantity measurement and control, and
establishing documentation to monitor the quality of petroleum product being received, stored, and issued
within the supply chain. Fuel accountability is critical for proper stewardship and management of critical
petroleum supplies. For more information on petroleum supply operations, see ATP 4-43,
MIL-STD-3004-1B, and AR 710-4. |
4-0 | 201 | Appendix B
Transportation Operations
The United States Army Transportation Corps was born on 31 July 1942. The Transportation
Corps motto is “Nothing happens until something moves!”. The purpose of this appendix is to
describes the functions of the Transportation Corps. It provides doctrinal references to other
publications that describe mode operations, intermodal operations, movement control, and
theater distribution in greater details.
MISSIONS AND FUNCTIONS
B-1. Army transportation is one of the seven logistics elements and a crucial part of the sustainment
warfighting function. It supports the movement of units, personnel, cargo, and materiel from their origins to
final destinations globally. These operations encompass fort-to-port, port-to-port, port-to-end user, and return
movements. Army transportation supports theater distribution and maneuver units, requiring integration with
joint and strategic partners.
B-2. Army transportation offers primary transportation support for the joint logistics enterprise, including
Services and strategic partners. It encompasses four functions: mode operations, intermodal operations,
movement control, and theater distribution.
MODE OPERATIONS
B-3. Mode operations are the execution of movements using various conveyances (truck, lighterage, railcar,
aircraft) to transport cargo (ADP 4-0). Two transportation modes are available: surface and air.
SURFACE MODES OF TRANSPORTATION
B-4. Surface modes consist of motor, waterway, and rail transportation. The motor mode utilizes ground
assets, while the waterway mode employs ships, boats, and barges. The rail mode involves use of railways
or railroads.
Motor Transport Operations
B-5. A motor transport operation is a ground support function that includes moving and transferring units,
personnel, equipment, and supplies by motor vehicle to support operations (ATP 4-11). It is the primary land
surface movement provider in the joint force, offering flexibility, multi-stop scheduling, and rerouting
options. It sustains forces, prolongs endurance, and supports the Army’s force sustainment.
Watercraft Operations
B-6. Army watercraft provide rapid and responsive movement and maneuver support of combat configured
and or combat-loaded forces, distributed sustainment to multiple austere nodes from strategic support areas,
and austere access enablers to enhance force closure and sustainment operations. See ATP 4-15 for more on
Army watercraft operations.
Rail Operations
B-7. Rail is a cost-effective way to transport large cargo quantities based on fixed routes beyond the
noncontiguous AO protected by combat forces. The expeditionary railway center assesses rail capabilities
and advises on employment. ATP 4-14 provides more on rail operations.
AIR MODES OF TRANSPORTATION
B-8. Air transport consists of fixed and rotary-wing assets. Fixed and rotary-wing airlift assets have size
and weight limits for moving personnel and equipment. Air transport is rapid but costly. |
4-0 | 202 | Appendix B
Fixed Wing
B-9. Air Mobility Command offers fixed-wing assets (C-5, C-17, C-130) for strategic and theater airlift
needs, supporting rapid force deployment.
Rotary Wing
B-10. Rotary-wing aircraft serve short-range, tactical transport missions, carrying equipment and relief
supplies directly to forward areas. Assets like the UH-60 and CH-47 provide this support. FM 3-04 has more
details.
INTERMODAL OPERATIONS
B-11. Intermodal operations use various modes and conveyances to move troops, supplies, and equipment
through expeditionary entry points to sustain land forces. This enhances distribution effectiveness and
efficiency. See ATP 4-13 for additional information.
PORT/TERMINAL OPERATIONS
B-12. Port/terminal operations include reception, processing, staging, loading/unloading, and forwarding of
passengers and cargo. There are two types of ports: aerial ports and seaports. An aerial port is an airfield
designated for the sustained air movement of personnel and materiel and authorized port for entrance into or
departure from the country where located (JP 3-36). A seaport is a land facility designated for reception of
personnel or materiel moved by sea. Aerial and seaports differ in their functions, serving as vital distribution
network nodes.
B-13. Terminals transfer cargo between conveyances and play a key role in distribution. They are essential
for force projection and may be seized by U.S. forces in operations. For additional information on terminal
operations, see ATP 4-13.
CONTAINERIZATION
B-14. Containerization involves transporting cargo in standardized containers without handling contents—it
is crucial for efficient and cost-effective transport. Containerization benefits include increased cargo capacity,
protection, and interoperability. Additional information on containerization and container management can
be found in ATP 4-12.
B-15. Container management maintains visibility and accountability of cargo containers in the Joint
Container Management System as part of the Defense Transportation System. It supports various military
operations.
MOVEMENT CONTROL
B-16. Movement control allocates and regulates transportation assets to synchronize distribution flow. This
ensures efficient deployment, redeployment, and distribution operations. See ATP 4-16 for additional
information on movement control.
IN-TRANSIT VISIBILITY
B-17. In-transit visibility tracks the status and location of DOD units, cargo, passengers, and personal
property across military operations.
ASSET VISIBILITY
B-18. Asset visibility provides information on units, personnel, equipment, and supplies, enhancing logistics
performance.
THEATER DISTRIBUTION
B-19. Theater distribution coordinates personnel, equipment, and materiel flow within a theater to meet
CCDR requirements. It is a continuous process involving analysis, evaluation, and coordination with various |
4-0 | 203 | Transportation Operations
stakeholders. Theater distribution will also use autonomous transportation capabilities (air, land, and sea) to
support operations as they become available. For additional information on theater distribution, see ATP
4-93. |
4-0 | 205 | Appendix C
Ordnance Operations
On May 14, 1812, Congress officially established the Ordnance Department, now known as
the Ordnance Corps. The Ordnance Corps motto is “Armament for Peace”. The purpose of this
appendix is to describes the functions of the Ordnance Corps. It provides doctrinal references
to other publications that describe munitions operations, EOD operations, munitions safety,
and maintenance in greater details.
MISSION AND FUNCTIONS
C-1. The Ordnance Corps provides munitions, maintenance, EOD, and explosive safety support to generate
and maintain combat power. The corps provides these functions to Army, joint, intergovernmental,
interagency, and multinational forces. These functions provide for equipment serviceability, munitions
availability, readiness, and protection that directly support operations. Each of these functions has a critical
role ensuring operational commanders and forces have the required combat power for mission
accomplishment.
ORDNANCE IN THE SUSTAINMENT WARFIGHTING FUNCTION
C-2. All ordnance operations must be accomplished by planning and executing missions within the context
of the sustainment warfighting function. This implies a need to understand and embrace the sustainment
warfighting function and its tasks. Throughout operations, ordnance commanders must evaluate the
performance of support provided to the force and determine if it meets the intent of the sustainment
warfighting function.
C-3. Ordnance operations are planned and executed by applying the principles of sustainment. When
applied properly, the principles of sustainment provoke thought and allow commanders and staffs to use their
knowledge, experience, and judgment to effectively employ their capabilities. Application of the principles
of sustainment should be considered throughout planning, reevaluated during operations, and reviewed
following operations.
SUPPORT TO OPERATIONS
C-4. Ordnance leaders must assess the execution of ordnance functions to ensure they fully support the
imperatives and apply the tenets of operations. Ordnance leaders and Soldiers provide sustainment to Army
forces by employing capabilities in a combined arms approach that creates complementary and reinforcing
effects through multiple domains.
MUNITIONS OPERATIONS
C-5. The munitions function provides the correct type and quantity of munitions from the industrial base to
the tactical point of need with minimal handling and reconfiguration. Class V munitions includes fixed
cartridges for small arms, cannons, and main battle tanks; separate projectiles, propellant charges, rockets
and missiles, and fuses for artillery; projectiles and charges for mortars; and grenades, missiles, rockets,
bombs, and explosives. Ordnance munitions organizations must effectively and efficiently handle, store,
secure, distribute, and account for munitions in support of operations to joint or multinational partners when
directed. Throughout operations, strict explosives safety guidelines must be applied to ensure adequate safety
to all personnel. Effective munitions operations at all echelons support the CCDR’s desired end state and
ability to effectively seize, retain, and exploit the initiative.
SUPPORT STRUCTURE
C-6. Most Soldiers and units in the Army have a munitions requirement. The type of munitions required
and the urgency of need varies based upon the mission and the OE. Commanders visualize a logical |
4-0 | 206 | Appendix C
arrangement of operations, allocate resources, and assign tasks to the appropriate command. Ammunition
support activities are established within a theater and provide a suite of ammunition logistics services.
Ammunition support activities are locations that are designated to receive, store, maintain, and provide
munitions support to Army forces (ATP 4-35). An ammunition support activity is normally operated by one
or multiple modular ammunition platoons. In garrison, ammunition support activities may be completely run
or supplemented by United States Federal or State Government employees, contractors, or a combination
thereof that are designated to receive, store, maintain, and provide direct or general support and may also be
assigned to operate an ammunition supply point to support Army and joint forces.
EXPLOSIVE ORDNANCE DISPOSAL OPERATIONS AND MISSION
C-7. The EOD function provides integrated and layered protection support to forces, civil authorities, and
critical infrastructure in support of operations. EOD detects, identifies, evaluates, renders safe, disposes of,
or directs other disposition of explosive ordnance, including weapons of mass destruction. EOD facilitates
technical collection of captured enemy materiel related to ordnance or weapons systems. Additionally, EOD
provides support to joint, interagency, intergovernmental, and multinational operations as required and is
tasked to render safe all types of explosive hazards to include improvised explosives. EOD is a combat
multiplier that facilitates operations and provides Army operational commanders at every echelon freedom
of action in the OE.
C-8. The EOD mission is to support operations by detecting, identifying, evaluating, rendering safe, and
performing final disposition of all explosive ordnance. This includes improvised explosive devices,
unexploded ordnance, and weapons of mass destruction. EOD has four functional areas:
• Render Safe. The application of special EOD methods and tools to provide for the interruption of
functions or separation of essential components of unexploded explosive ordnance to prevent an
unacceptable detonation.
• Technical Intelligence. Derived from the exploitation of foreign material, collected exploitable
material, and scientific information. The process begins with the acquisition and recovery of a piece
of foreign equipment or foreign scientific/technological information, followed by evacuation of the
item for stateside exploitation and assessment of the threat.
• Protection. Preservation of the effectiveness and survivability of mission-related military and
nonmilitary personnel, equipment, facilities, information, and infrastructure.
• Disposal. Final disposition of explosive ordnance and components, which may include detonation
or a controlled burn.
EXPLOSIVE ORDNANCE DISPOSAL SUPPORT STRUCTURE
C-9. EOD support crosses all warfighting functions, with an emphasis on protection, intelligence, and
sustainment. EOD companies providing direct support to maneuver units provide commanders a rapid
response force which has the capability to render safe and dispose of all explosive ordnance. Due to the
likelihood of encountering unexploded ordnance and other explosive hazards, EOD teams may be integrated
into all operations. However, EOD is a low-density resource and risk planning should inform their placement
on the battlefield. See ATP 4-32, ATP 4-32.1, ATP 4-32.2, and ATP 4-32.3 for more information on EOD
operations and units.
MUNITIONS SAFETY
C-10. The Army’s Ordnance Corps fourth core competency is explosive safety. Munitions and explosives
safety is a priority consideration shared across the DOD. The primary focus of munitions and explosives
safety is to reduce the probability and limit damage caused by unintended initiation of munitions. Application
of explosives safety techniques is based on effective risk management. This includes the functions and skill
sets of the munitions logistics planners, logistics managers, modular munitions units, Army Civilians,
contractors, technical munitions safety experts, and the EOD units.
C-11. The most basic and important fundamental of the munitions function is to take all measures possible
to minimize risk to personnel, material, facilities, and stocks. Personnel must ensure they adhere to the |
4-0 | 207 | Ordnance Operations
munitions and explosive cardinal rule of exposing the minimum number of people to the minimum amount
of explosives for the minimum amount of time consistent with safe and efficient operations.
C-12. The following explosives safety rules apply to all munitions storage and handling operations:
• Understand explosives safety responsibilities.
• Know explosives safety points of contact and how to contact them.
• Train personnel to properly perform their munitions missions; have policies/procedures/SOPs in
place that cover munitions missions.
• Ensure munitions locations are properly sited and have current licenses; prepare certificates of risk
acceptance to authorize any explosives storage safety deviations.
• Know where to find geospatial data and information depicting munitions locations with associated
quantity distance arcs and exclusion and clear zones.
• Know the outcome of the most recent internal and higher headquarters explosives safety assessment.
Institute corrective measures as required.
• Be aware of any new construction or modification plans that impact explosive safety clear zones.
• Know local policies and procedures for munitions amnesty programs (location of collection points,
responsibilities for collection, and frequency of collection).
• Know proper response procedures in the event of a munitions mishap (notification, evacuation
procedures, personnel accountability, unexploded explosive ordnance, EOD support, accident
reporting, and malfunction reporting).
• Learn what munitions risks exist that could adversely affect mission capability and mitigate those
risks.
C-13. Munitions doctrine is found in ATP 4-35. Munitions safety doctrine is found in ATP 4-35.1.
MAINTENANCE OPERATIONS
C-14. Maintenance generates and regenerates combat power and helps preserve the capital investment in
weapons systems and equipment. Maintenance is the logistics function that directly provides equipment
serviceability and operational readiness to commanders for mission accomplishment. Maintenance occurs at
every level of operations and is performed by operators, assigned maintenance technicians, or by maintenance
units. Units that lack organic maintenance personnel are assisted by maintenance units specifically designated
by order to provide support.
TWO-LEVEL MAINTENANCE
C-15. Army maintenance is a two-level system consisting of field and sustainment maintenance. Field
maintenance is performed by technicians assigned to operational units. Technicians at this level are focused
on rapidly returning unserviceable equipment to a serviceable state as quickly and as close to the point of
failure as possible. Sustainment maintenance is performed by strategic organizations (primarily from
USAMC) and is focused on rebuilding and resetting severely damaged equipment to a national military
standard and returning it to the supply system. For test, measurement, and diagnostic equipment
serviceability, the United States Army Test, Measurement, and Diagnostic Equipment Activity performs field
and sustainment-level calibration and repair support.
C-16. Effective maintenance management includes anticipating maintenance requirements, tracking and
analyzing maintenance reports, properly identifying and diagnosing maintenance faults, applying the
appropriate maintenance capability, and managing Class IX. As in the munitions function, proper allocation
of maintenance units is essential to ensure that adequate support is provided to the force. Army maintenance
organizations also support joint and multinational partners during operations as required. Maintenance
doctrine is found in ATP 4-33 and ATP 4-31. |
4-0 | 209 | Appendix D
Army Sustainment Information Systems
This appendix discusses information systems in two contexts. First, it covers automated
information systems that specifically support sustainment functions. It then discusses how
sustainment information systems are integrated in the overall command and control system.
ATP 4-0.6 has additional information on sustainment information systems.
ARMY SUSTAINMENT INFORMATION SYSTEMS
D-1. Army sustainment information systems provide commanders and staffs situational understanding—
building the COP and improving the quality and effectiveness of Army readiness by enhancing the decision
support process. Sustainment information systems receive, house, and present the data that becomes
information used by unit leaders to build and maintain combat power to ensure mission success for the
warfighter. Current sustainment information systems include the Aircraft Notebook; Standard Army
Ammunition System; Transportation Coordinator’s Automated Information for Movement System II; Army
Food Management Information System; Test, Measurement, and Diagnostic Equipment Management
Information System; and a host of HR systems. Even though some of these non-enterprise resource planning
legacy systems are web-based, they do not leverage the integrated efficiencies of enterprise resource planning
systems. Army sustainment enterprise resource planning systems include Global Combat Support System-
Army (GCSS-Army) with its hubs, Army Enterprise Systems Integration Program, Integrated Personnel and
Pay System-Army, General Fund Enterprise Business System, and Logistics Modernization Program (LMP).
As the Army continues its transition to Enterprise Business Systems-Convergence, the advantages accruing
to the supported commander as identified in chapter 1 will continue to grow. This section lays out current
systems and those coming online in the short term.
GLOBAL COMBAT SUPPORT SYSTEM-ARMY
D-2. GCSS-Army subsumed multiple legacy Standard Army Management Information Systems to combine
ground maintenance, unit supply, property management, warehouse management, and finance into an
enterprise resource planning system. As such, it is the principal system for logisticians to achieve readiness
and support operations across multiple domains. Having a consolidated, integrated database for those
functions gives both sustainers and supported commanders up-to-date visibility of the resources that can be
used to weight the operation. GCSS-Army uses a commercial off-the-shelf system run on system applications
and products-based software. GCSS-Army meets congressionally mandated auditability requirements and
provides the logistician with total tactical-level supply chain and equipment health visibility. The product has
been fully fielded but continues to add improved functionality to the baseline. Recent improvements include
the integration of Class VIII for requisition and medical sets, kits, and outfits component-level materiel
management. Sustainment automation support management offices provide tactical support to GCSS-Army
systems.
AVIATION LOGISTICS INFORMATION SYSTEM
D-3. The Aircraft Notebook platform provides a single point access to the maintainer at the aircraft in the
form of software applications necessary for completing and recording maintenance activities on United States
Army aircraft. The Aircraft Notebook’s interface applications provide an electronic, automated, and fully
integrated solution for maintainers to record and report maintenance activities. The Platform Maintenance
Application implements the requirements of DA Pam 738-751 and readiness reporting in accordance with
AR 700-138. The Platform Maintenance Application implements controls that comply with TM 1-1500-328-
23 and support the tasked-based and conditions-based maintenance processes. The Platform Maintenance
Application gathers requirements for the platform project manager offices and implements needed interfaces
with numerous Army information systems such as platform ground station software, the Centralized Aircrew
Flight Records System, Maintenance Consolidated Database System, and Enterprise Material Status
Reporting, providing a family of systems synchronization. The Aircraft Notebook software will also be the
bridging software for the GCSS-Army. |
4-0 | 210 | Appendix D
INTEGRATED PERSONNEL AND PAY SYSTEM-ARMY
D-4. The Integrated Personnel and Pay System-Army is an on-line human resource system that provides
integrated personnel, pay, and talent management capabilities in a single system. It provides end-to-end
tracking of pay and personnel data and gives individual Soldiers access their Soldier record. The system will
automate the pay process while linking human resource transactions such as dependent changes and
promotions. Integrated Personnel and Pay System-Army also provides integrated access by granting visibility
and transaction functionality to commanders, Soldiers, and Army HR professionals. Embedded security and
common access card restrictions have ensured safeguarding of critical information. This support system gives
commanders visibility and transaction role authority over their personnel and improves readiness by
synchronizing personnel movement and deployment status. Integrated Personnel and Pay System-Army uses
a commercial off-the-shelf system run on Oracles’ PeopleSoft-based software. Sustainment automation
support management offices provide tactical support to Integrated Personnel and Pay System-Army systems.
GENERAL FUND ENTERPRISE BUSINESS SYSTEM
D-5. The General Fund Enterprise Business System is the Army’s accounting system of record. It provides
accurate, timely, and reliable cost information and makes the information available to all users on a real-time
basis. The General Fund Enterprise Business System enables the Army to comply with current statutory and
regulatory requirements. Under accounting management, GCSS-A leverages the General Fund Enterprise
Business System core design template, providing a single business process that allows the Army to integrate
logistics, financial, maintenance, property accountability of assets, and accounting data.
LOGISTICS MODERNIZATION PROGRAM
D-6. The LMP is one of the largest integrated supply chain, overhaul, and maintenance enterprise resource
planning systems in the world and provides true visibility of the national-level logistics production baseline.
Sustainers use it to build, sustain, and maintain national-level combat power at the strategic level. The LMP
maintains data for assets entering the Army system through commercial vendors and contractors and
accommodates depot to shop-floor-level maintenance status. It is the primary sustainment system for
USAMC’s depots and arsenals and is the entry point for supply parts fulfillment with DLA. The LMP
manages the Army’s industrial base and tracks schedule, cost planning, production orders, and procurement.
The LMP’s Enterprise Data Warehouse provides data to the Army Enterprise Systems Integration Program,
which gives sustainment leaders strategic planning visibility. The LMP uses a commercial off-the-shelf
system run on system applications and products-based software.
ARMY ENTERPRISE SYSTEMS INTEGRATION PROGRAM
D-7. The Army Enterprise Systems Integration Program is not an enterprise resource planning system. It
serves as an integrator between multiple enterprise resource planning systems and stand-alone sustainment
systems and acts as a data-brokering hub between those systems. Army Enterprise Systems Integration
Program’s brokering translates and synchronizes different data formats and multiple operating systems.
Those transactions that are able to pass from enterprise resource planning system to enterprise resource
planning system do not need Army Enterprise Systems Integration Program resolution and do not engage the
data hub, but many transactions do require such brokering. Army Enterprise Systems Integration Program is
also the single authoritative data source for catalog, material, and vendor data. It is the portal for non-standard
item entrance into the Army supply system. The program uses Army Centralized Business Analytics to
provide business intelligence analysis and tailored visualizations for readiness decision making. Army
Enterprise Systems Integration Program uses a commercial off-the-shelf system run on system applications
and products-based software.
AUTOMATED MILITARY POSTAL SYSTEM
D-8. The Automated Military Postal System connects military post offices and other military postal
activities around the world directly to the Military Postal Service Agency via the worldwide web. Instead of
relying on telephone messages, e-mails, or other secondhand communication methods, Automated Military
Postal System users can view the information about their military post offices on their own desktops and
make changes or corrections to the information themselves. |
4-0 | 211 | Army Sustainment Information Systems
DEFENSE CASUALTY INFORMATION PROCESSING SYSTEM – PERSONNEL CASUALTY
REPORTING
D-9. The Defense Casualty Information Processing System-Personnel Casualty Reporting is an automated
system used to record and report casualty data. The system is employed by HR units—typically casualty
liaison elements, battalion and brigade level S-1 sections, and G-1/AGs performing casualty reporting
missions. While not required, battalion S-1 sections may use the Defense Casualty Information Processing
System-Personnel Casualty Reporting to submit their casualty reports to higher headquarters. When adequate
NIPRNET access is available, the web-based component of the Defense Casualty Information Processing
System-Personnel Casualty Reporting should be used for casualty reporting. Gaining access and configuring
the web-based component of Defense Casualty Information Processing System-Personnel Casualty
Reporting requires prior coordination with the casualty and mortuary affairs operation center and the casualty
reporting chain of command. The web-based component of Defense Casualty Information Processing
System-Personnel Casualty Reporting is available only on the NIPRNET.
DEPARTMENT OF THE ARMY MOBILIZATION PROCESSING SYSTEM
D-10. Department of the Army Mobilization Processing System is a SIPRNET-hosted business process
application that takes a force request for a unit mobilization from initiation, through required Department of
the Army staff review, and to the Assistant Secretary of the Army for Manpower and Reserve Affairs—the
Army principal delegated the authority to order units to involuntary mobilization. For more information, refer
to FM 1-0.
DEFENSE ENROLLMENT ELIGIBILITY REPORTING SYSTEM
D-11. The Defense Enrollment Eligibility Reporting System is a database maintaining personnel and benefits
information for Active and Reserve Component Soldiers, retired uniformed service members, eligible family
members, and other DOD personnel and DOD contractors requiring logical access. It verifies eligibility when
producing common access cards and supports benefit delivery including medical, dental, and life insurance
and educational benefits. In addition, the Defense Enrollment Eligibility Reporting System enables DOD
e-business (including providing identity management), reduces fraud and abuse of government benefits, and
supports medical readiness.
DEPLOYABLE REAL-TIME AUTOMATED PERSONNEL IDENTIFICATION SYSTEM
D-12. The Deployable Real-Time Automated Personnel Identification System workstation is a laptop
workstation designed for use in both tactical and non-tactical environments. It provides Defense Enrollment
Eligibility Reporting System updates and issues common access cards to Soldiers at home station or in a
deployed environment. It also provides the user with a common access card personal identification number
reset capability. This system works only when connected to the Defense Enrollment Eligibility Reporting
System and has the same operational capability as the standard desktop version of the Real-Time Automated
Personnel Identification System workstation.
TACTICAL PERSONNEL SYSTEM
D-13. This stand-alone database provides an ad-hoc ability to create a temporary system to account for unit
personnel. It has limited ability to perform robust personnel accountability or strength reporting. Human
resource professionals use the Tactical Personnel System primarily to create manifests for transportation by
air. It produces automated manifests that can be loaded in Air Force manifesting systems and deployed theater
accountability systems.
ARMY DISASTER PERSONNEL ACCOUNTABILITY AND ASSESSMENT SYSTEM
D-14. The Army Disaster Personnel Accountability and Assessment System is a web-based application
designed to augment the disaster accountability process by aiding in the determination of the status and
locations of all Army affiliated personnel—Soldiers, Army Civilians, contractors authorized to accompany
the force, and family members when directed by the Secretary of Defense. It is the official tool for personnel
accountability during natural or manmade disasters. The system provides DOD and Army leaders a means
of determining the status of Army personnel and family members in an affected area and facilitates decisions
on allocating resources for recovery and reconstitution. |
4-0 | 212 | Appendix D
DEPLOYED THEATER ACCOUNTABILITY SYSTEM
D-15. The Deployed Theater Accountability System establishes and maintains personnel accountability. It is
a classified system fielded to all human resource commanders, personnel, and organizations and consists of
three distinct levels: mobile, major command, and enterprise. It provides reliable, timely, and efficient
accountability for Soldiers, DOD Civilians, contractors authorized to accompany the force, and foreign
nationals, enabling commanders at all echelons to track their personnel by name, unit, location, and date. It
also allows commanders to track their personnel while in transit, populating duty status changes by
synchronizing to the major command system. The major command system transfers historical records to the
enterprise server daily.
INTERACTIVE PERSONNEL ELECTRONIC RECORDS MANAGEMENT SYSTEM
D-16. The Interactive Personnel Electronic Records Management System is the document repository of Army
military human resource records and legal artifacts for all components. The Army military HR record
contains a copy of all permanent documents. Documentation is placed into the Soldier’s Army military record
in accordance with AR 600-8-104. For family members, accuracy of information is critical for next-of-kin
notification.
REGIONAL LEVEL APPLICATION SOFTWARE
D-17. The United States Army Reserve uses the Regional Level Application Software as a client-server, web-
enabled application for the management of personnel and resources. It shows the overall readiness posture
of a unit by Soldier and generates Total Army Personnel Database-Reserves transactions and electronically
transmits the data to HRC.
MORTUARY AFFAIRS REPORTING AND TRACKING SYSTEM
D-18. The Mortuary Affairs Reporting and Tracking System is an Army web-based application used by all
Services in a theater of operations to facilitate the tracking of human remains and personal effects from a
mortuary affairs collection point to a final destination, such as the Dover Air Force Base Port Mortuary or
the Joint Personal Effects Depot (CONUS). Mortuary affairs specialists electronically generate standard
DOD forms to facilitate the shipment, documentation, identification, processing, and tracking of human
remains and property. HQDA G-4 provides functional oversite for the Mortuary Affairs Reporting and
Tracking System. When requested, system users requiring access coordinate with their theater fatality
management officer for training, support, and deployment requirements.
ARMY FOOD MANAGEMENT INFORMATION SYSTEM
D-19. The Army Food Management Information System is not an enterprise resource planning system, but
rather a highly developed web-based system that provides an automated Army worldwide food service
program. Army Food Management Information System provides users the capability to order, receive,
inventory, and invoice Class I supplies to include field rations. It also supports the operations of dining
facilities for menu planning, production and recipe management, automated head count, labor scheduling,
cash collection, and equipment replacement. The Army Food Management Information System is a
centralized repository that eliminated batch processing and meets the web-based requirement. It also reduces
overhead for each installation contract and ensures integrated and coordinated improvements.
TRANSPORTATION AND AMMUNITION SYSTEMS
D-20. Sustainment information systems include both enterprise resource planning systems and stove-piped
legacy Standard Army Management Information Systems. Currently, the Transportation Coordinator’s
Automated Information for Movements System II enables users to manage all aspects of transportation
operations. It provides automated support to functions performed by a wide range of users including unit
movement officers, installation transportation officers, and mode managers responsible for transportation and
distribution.
D-21. The Standard Army Ammunition System-Modernization system is the Army’s web-based
management, reporting, and accounting system for retail Class V ammunition receipt, storage, maintenance, |
4-0 | 213 | Army Sustainment Information Systems
and issue operations performed by tactical units and installation activities. It employs barcode and radio
frequency identification technology to support these tasks.
JOINT CONTAINER MANAGEMENT SYSTEM
D-22. Joint Container Management System is the single DOD-wide system for tracking the location, usage,
free time, and in-transit data of containers, supporting (through Army Container Asset Management System
database functionality) lifecycle container management accountability functions including registration,
maintenance, and container leasing.
OPERATIONAL MEDICAL INFORMATION SYSTEM-ARMY
D-23. Operational Medical Information System-Army is a system of systems containing medical software
packages for medical data collection throughout the continuum of medical care, from the point of injury to
Role 3 MTF for comprehensive lifelong electronic health records. Operational medical forces will use this
system to gain quick access to patient histories and tactical combat casualty care provided.
DEFENSE MEDICAL LOGISTICS STANDARD SUPPORT CUSTOMER ASSISTANCE MODULE
MEDICAL
D-24. The Defense Medical Logistics Standard Support Customer Assistance Module Medical is an
information system within the Defense Medical Logistics-Enterprise Solution portfolio. The portfolio
provides a continuum of medical logistics support for the Defense Health Agency. It allows customers to
download medical supply catalogs and place orders for medical supplies. The Defense Medical Logistics
Standard Support Customer Assistance Module Medical is a medical logistics ordering application that runs
on the desktop and allows users to view their supplier’s catalog and generate electronic orders. It automates
the Class VIII supply process at the lower roles of care and enables logisticians and non-logisticians to
electronically exchange catalog, order, and status information with their supply activity. The desktops are
within enclaves for each of the Services. The Defense Healthcare Management Systems Program Executive
Office Joint Operational Medicine Information Systems Program Management Office manages the Theater
Medical Information Program-Joint legacy suite of software.
D-25. GCSS-Army is replacing the Defense Medical Logistics Standard Support Customer Assistance
Module as the primary system for Army operational unit Class VIIIA requisition, materiel management, and
medical sets, kits, and outfits management. GCSS-Army medical logistics functions data interfaces inform
Army COP systems and enable visibility of medical device maintenance and materiel status at echelon for
decision support.
DEFENSE MILITARY PAY OFFICE SOFTWARE SUITE
D-26. The Defense Military Pay Office software suite provides processing access to the military pay system
to facilitate pay support. This software is provided for all components (Active, National Guard, and Reserve)
in accordance with Defense Finance and Accounting Service policies and procedures for contingency
operations. Access to the military pay system of record depends on the availability of dedicated
communications. If online query capability is not available, a batch process Defense Military Pay Office
download provides near-time query capability. In addition, the Defense Military Pay Office Standard Inquiry
System provides the capability to download and archive pay data for an individual or entire unit to facilitate
offline pay support.
DEPLOYABLE DISBURSING SYSTEM
D-27. Deployable Disbursing System provides automated disbursing support. The system provides the
capability to write Department of the Treasury or Limited Depository Account checks, plus the daily
accountability and reconciliation for all transactions. Deployable Disbursing System receives information
from the commercial vendor support and travel modules, which allows the writing of checks to pay vendors
and travel claimants. It is capable of being used in remote military operations within contingency locations
with foreign currency. Deployable Disbursing System integrates with General Fund Enterprise Business
System to enable deployed disbursing functions. Deployable Disbursing System creates pay vouchers and
formatted output for upload to the military pay system for payment. |
4-0 | 214 | Appendix D
ACQUISITION CROSS-SERVICING AGREEMENT GLOBAL AUTOMATED TRACKING AND
REPORTING SYSTEM
D-28. ACSA Global Automated Tracking and Reporting System is a DOD system of record for the Office of
the Secretary of Defense, joint staff, CCMDs, and Service components to manage and track all ACSA
transactions. ACSA Global Automated Tracking and Reporting System serves as a repository for concluded
ACSAs and implementing arrangements. The system is required to close out all ACSA transactions and
reconcile ACSA bills for both the United States and ACSA countries and organizations.
TEST, MEASUREMENT, AND DIAGNOSTIC EQUIPMENT MANAGEMENT INFORMATION
SYSTEM
D-29. Test, Measurement, and Diagnostic Equipment Management Information System is designed,
managed, and maintained by United States Army Test, Measurement, and Diagnostic Equipment Activity. It
is dedicated to total test, measurement, and diagnostic equipment calibration and repair support data
collection, storage, and analysis. The system also provides the software programming needs for production
control processes, financial management, and management data information requirements in support of the
Test, Measurement, and Diagnostic Equipment Calibration and Repair Support Program.
TEST, MEASUREMENT, AND DIAGNOSTIC EQUIPMENT INTEGRATED MATERIEL
MANAGEMENT SYSTEM
D-30. The Test, Measurement, and Diagnostic Equipment Integrated Materiel Management System is an
integral part of the Test, Measurement, and Diagnostic Equipment Management Information System
managed by the United States Army Test, Measurement, and Diagnostic Equipment Activity. It provides
calibration and repair support activities with site-specific software to identify test, measurement, and
diagnostic equipment for recall, provide customer notification of equipment readiness, process equipment
through the calibration and repair support shops, account for customer equipment while in the shop, and
identify repair parts and associated cost.
SUSTAINMENT INFORMATION SYSTEMS INTEGRATED INTO
COMMAND AND CONTROL
D-31. Sustainment information systems are essential for providing commanders and staffs situational
understanding and building the COP. These systems enable command and control and support the centralized
planning and decentralized execution of operations. The paragraphs below describe these systems.
COMMAND POST COMPUTING ENVIRONMENT
D-32. The Command Post Computing Environment provides an integrated mission command capability
across command post and platforms through all echelons. It provides simplicity, intuitiveness, core services
and applications, and warfighter functionality in the areas of fires, logistics, intelligence, airspace
management and maneuver. It offers a common geospatial solution (map) and common data services,
including an extensible database and data persistence that provides an easy-to-use common operational
picture through a single mission command suite. Command Post Computing Environment provides a
software and server hardware framework upon which warfighter applications can be converged and future
applications can be built. The goal is to eliminate stove-piped legacy systems and provide an integrated,
interoperable, cyber-secure and cost-effective computing infrastructure framework for multiple warfighting
functions. The tools the sustainment enterprise is developing as part of this initiative to enhance mission
command include the following:
• LOGSTAT – Auto aggregation of customizable reports for dynamic groupings in the common
operating environment. Real time logistics information would give operational commanders much
higher granularity of the disposition of the forces under their command. Customizable logistics
information is generated at the platform/user level based on any class of supply or personnel status.
Each platform/entity would have the ability to transmit it’s status to a central data hub autonomously
either as a push or pull. The hub would store this data. A leader or designated position would then
request the logistics status of the customizable formation/task force. This information would be
displayed as a customizable ‘dashboard’ or overlay giving the status of the unit/command/taskforce. |
4-0 | 215 | Army Sustainment Information Systems
• Sustainment Running Estimate – Automates predictive sustainment readiness using the
sustainment running estimate application (for estimating combat power) to provide the command
staff and commanders the information required to quickly determine current/future LOGSTAT and
any required resource leveling to support ongoing operations. The more accurate and timelier the
data used to formulate the running estimate, the more vital the information is to maneuver
commander decision-making.
• Asset Visibility –This capability is intended to track classes of supply I (including bulk water), II,
III, IV, V, VIII, IX, X. The asset visibility capability will not preform updates on the
unit/organization property book items. In organizations/units that provide distribution functions.
The software database segregates the supplies between those need to support the unit/organization
and those that are available for distribution to another unit/organization.
• In-transit Visibility – Captures what inventory/stocks/supplies are in motion. In-transit visibility is
the ability to track the identity, status, and location of Department of Defense units, and non-unit
cargo (excluding bulk petroleum, oils, and lubricants), and passengers, patients, and personal
property from origin to consignee or destination (JP 3-36). Units provide in-transit visibility by
continuously updating the location of units, equipment, personnel, and supplies as they travel
throughout the transportation and distribution system. This provides commanders with critical
information and allows for shipment diversion based on changing battlefield priorities.
STRATEGIC SUPPORT AREA BUSINESS REPORTING ENVIRONMENT
D-33. The Strategic Support Area Business Reporting Environment provides a tool that allows Army leaders
to see exactly where supplies are worldwide, what parts are needed, projections and demands, all in one
system in almost real time. Information within the Strategic Support Area Business Reporting Environment
is verified by the Logistics Data Analysis Center. The platform also supports modeling and simulation that
enhances decision support using common tools in a common language.
COMMANDER’S ACTIONABLE READINESS DASHBOARD
D-34. The Commander’s Actionable Readiness Dashboard is a suite of data analytic tools that facilitates
rapid understanding of tactical logistics information derived from GCSS-Army data in near-real time. Army
logistics data exists in one of two modes: historical and live. Historical data allows commanders and other
leaders, for example, to determine operational readiness rates for monthly reporting periods. Live data allows
leaders to understand how many tanks, howitzers, and other vehicles can cross the line of departure right
now. The Commander’s Actionable Readiness Dashboard contains a dashboard that displays live logistics
data that enhances decision support.
ENTERPRISE RESOURCE PLANNING SYSTEMS IN SUSTAINMENT ESTIMATES AND THE
MILITARY DECISION-MAKING PROCESS
D-35. Accurate sustainment estimates are critical in assessing the supportability of courses of action for the
concept of operations and OPORDs. These estimates are the analytical result of how sustainment factors
affect mission accomplishment by detailing the requirements and capabilities, conclusions, and
recommendations on the feasibility of specified courses of action. These estimates are also used to continue
to sustain current operations as they progress.
D-36. Historically, sustainment planners have used some combination of historical data and planning tools
to determine requirements and capabilities, along with data from stove-piped sustainment automated systems
to compute what resources were on hand. The movement to enterprise resource planning systems is greatly
enhancing the ability to see availability of resources across the force. Without them, sustainment planning is
based on pulling historical information from multiple, often conflicting data sets to project support
requirements for future courses of action. The lack of clarity and associated mistrust have led to
overestimating logistics requirements to make sure operational forces do not run out of key supplies and
services. As a result, the logistics footprint grows along with a negative impact on survivability and mobility.
With shared databases and near-real time data, planners have a far better picture of capabilities. |
4-0 | 216 | Appendix D
Joint Battle Command-Platform Logistics
D-37. Joint Battle Command-Platform Logistics is a satellite-based command and control platform system.
Joint Battle Command-Platform Logistics is part of the Joint Battle Command-Platform Family of Systems
under the Mission Command Mounted Computing Environment. Joint Battle Command-Platform Logistics
is the successor to Joint Capability Release Logistics and provides commanders with near real-time data on
the location and status of movements. This visibility enables effective and efficient use of limited distribution
platforms. It can re-route supplies to users with higher priority needs, direct platforms to avoid identified
hazards, display unit location changes, and provide near-real-time traffic regulation and control. All CUL
transport vehicles, selected maneuver support and sustainment tactical wheeled vehicles, and some Army
watercraft are fitted with the Joint Battle Command-Platform Logistics hardware.
Last Tactical Mile
D-38. Enterprise resource planning systems that share databases across multiple functions substantially
reduce the requirement to enter data multiple times. However, enterprise resource planning systems do not
eliminate all requirements for data entry. Some data is entered via scanning devices and some transactions
are generated automatically when other actions are taken. Work continues on mechanisms to reduce input
requirements. This includes reducing the steps required to process a transaction within the system by
“bundling” steps and increasing sensors on platforms to automatically sense fails or anything requiring
attention.
SUSTAINMENT ESTIMATION TOOLS
Operational Logistics Planner
D-39. Operational Logistics Planner is the dissemination platform used for Army logistics planning factors.
It is a stand-alone program approved for use on Army computers by the Network Enterprise Center. There
are two editions of the tool, one for unclassified work and the other for installation on SIPRNET computers
for classified work. In compliance with AR 700-8, the United States Army Combined Arms Support
Command manages the collection, development, maintenance, validation, review, and dissemination of
Army logistics planning data and factors.
D-40. Data for all classes of supply have been collected from current and historical operations, provided by
six Department of the Army proponents and three joint proponents. The data describes how units use their
vehicles under the six joint operations phases and the four military operations to inform Class III (P) and (B)
estimates. The Army Water Planning Guide serves as the approved source for all water planning and feeds
all population, equipment, unit, and mission-based water consumption factors. HQDA G-4 approves the data
and processes annually for Army planning, and the HQDA G-3 Force Management uses it in the Total Army
Analysis.
Quick Logistics Estimation Tool
D-41. This tool provides links to abbreviated logistics estimation spreadsheet tools for calculating initial class
of supply requirements such as required pounds, short tons, pallets, and platforms based on force strength,
operational phase, and climate. It includes a platform calculator, food and water tool, Class III bulk estimation
tool, and a convoy planning tool.
Mercury Application
D-42. Mercury is a sustainment planning tool to assist planners by quickly generating a consumption estimate
by integrating units, HQDA G-4 approved planning factors, and user input. This estimate forecasts
consumption and expenditure rates per class of supply to help project resupply requirements and assist in the
development of the concept of support for upcoming operations.
Special Operations Forces Logistics Handbook
D-43. A planning considerations resource to compliment the knowledge and experience of subject matter
experts as well as enhance sustainment planning and execution in support of ARSOF. It is comprised of 50
pages of special operations forces specific information combined from multiple Joint and Army Doctrine
Publications. |
4-0 | 217 | Appendix E
LOGSTAT and PERSTAT Reporting
This appendix describes the LOGSTAT and PERSTAT reports used by units operating within
the corps and division areas. The reports are used to identify each unit’s specific logistics and
personnel requirements.
E-1. LOGSTATs are a snapshot taken in time. LOGSTAT reports account for each unit’s specific
requirements based on task organization, equipment density, and assigned mission. They include the unit’s
on-hand stockage levels and what the unit expects to have over the next 24, 48, and 72 hours. The reports
must be detailed enough to be useful, but simple enough for everyone to prepare and understand. Logistics
reporting can easily become an overwhelming task for the staff and result in information overload for
battalion and brigade commanders.
E-2. Reports may be in different formats, but every leader must know the status of equipment and on-hand
supplies, particularly of ammunition, food, water, and fuel. In order to provide support, BSB commanders,
in conjunction with the brigade S-4, use the LOGSTAT report to coordinate with supporting and supported
units. The LOGSTAT report enables the higher command and support units to make timely decisions and
prioritize, cross-level, and synchronize the distribution of supplies to sustain units at their authorized levels.
E-3. The LOGSTAT report is an internal status report that identifies logistics requirements, provides
visibility on critical shortages, allows commanders and staff to forecast future support requirements, projects
mission capability, and informs the COP. This report provides planners at the battalion and brigade levels
with the information necessary to forecast future support requirements and coordinate appropriate resupply
to maneuver forces. Accurately reporting logistics and AHS support status is essential for keeping units
combat ready. Brigade SOPs establish report formats, reporting times, and analog and digital redundancy
requirements. Units must also establish and rehearse effective primary, alternate, contingency, and
emergency communication plans with task organization changes.
E-4. The LOGSTAT report is the primary product used throughout the brigade and at higher levels of
command to provide a logistics snapshot of current stock status, on-hand quantities, and future requirements.
It is a compilation of data that requires analysis before action. Providing the commander a listing of numbers
with percentages and colors is useless—the commander requires analysis of the data and a recommendation
for action.
E-5. The brigade commander’s preferences and the mission determine what the LOGSTAT report looks
like and what it contains. The report is customizable to the commander’s preferences, and units do not
necessarily have to produce LOGSTAT reports from a logistics information system. The format presented to
the commander must be easy to understand and act on.
TIMELY AND ACCURATE REPORTING
E-6. Planners base the data collection for the LOGSTAT report on operational and mission variables and
should not overwhelm subordinate units with submission requirements. A report that grows too cumbersome
will overwhelm staffs and fail in a high operational tempo. It is important the brigade standardizes the
LOGSTAT report throughout all units and that each unit consistently provides input, regardless of their level
of support. The brigade S-4 decides the LOGSTAT report format, ensuring the data the BSB requires is
included. In some cases, a higher echelon S-4 will determine the report format. It is important to note that
the brigade tracks the higher echelon requirements as well as any specific brigade commander requirements.
E-7. The brigade and battalion S-4s should ensure the data requested is sufficient to answer applicable
commander’s critical information requirements. Some possible details to include in a LOGSTAT are gallons
of fuel on hand and projected usage, Class I and water status, changes to anticipated expenditure rates, Class
V status, and any incident having significant impact on the operational capability of a logistics unit or the
logistics posture of any tactical unit. Capturing the status of weapons systems and critical equipment is also
necessary. Some commanders track special event meals or the status of critical low-density equipment. The
battalion must clearly define the reported metric criteria, such as percentages or colors, and define them in |
4-0 | 218 | Appendix E
the unit SOP. Typical reporting metrics include cases, number of items, gallons, liters, and other specific
metrics. The BSB may include information such as logistics information systems connectivity status, route
and transportation node status, and distribution platform capabilities.
E-8. The frequency of LOGSTAT report submission varies. Units often complete the report twice daily, but
the commander may require status updates more frequently during periods of increased intensity. Reports
relayed via near-real-time automation (if available) provide the commander with the most up-to-date data.
E-9. The organization’s battle rhythm is critical when considering report cut-off times, as-of times, and
reporting times. Automated feeds will offer near-real-time data, but if a unit is consolidating information
manually, it will have to determine cut-off and reporting times to synchronize with the rest of the brigade. If
logistics updates are part of the brigade commander’s daily battle rhythm or part of an update briefing, the
brigade should make logistics reporting times as current as possible for these events to provide the
commander with the best status. It is also important to allow enough time to analyze the data in order to
provide the commander with a considered recommendation on future courses of action.
E-10. The BSB must be mindful of internal and external stockage of supplies and their accurate reporting.
Unit on-hand supplies are those items for BSB internal consumption. Supply point items are those items that
are for distribution to the maneuver brigade, including resupplies to companies in the BSB. It is important
the BSB S-4, S-3, and SPO officer account for these two groups of supplies separately to ensure the accuracy
of the reports.
LOGISTICS STATUS REPORT FLOW
E-11. The command relationship of units within the brigade determines who reports to whom. Although the
unit SOP should address how attached or OPCON elements within the brigade report their LOGSTAT,
mission orders must delineate relationships and establish reporting requirements. Normally, logistics
reporting parallels logistical support responsibility, but the requirement may change throughout the mission.
Lack of clarity could result in a unit getting too much or not enough of a critical class of supply or the
unnecessarily tasking of valuable distribution assets.
E-12. Leaders at all levels analyze the LOGSTAT report and forecast requirements based on current balances
and upcoming mission requirements. Once logistics information is gathered, a leader may cross-level
materiel within the organization. For example, a unit first sergeant would cross-level supplies within a
company, and the battalion S-4 cross-levels supplies within the battalion. The battalion S-4 submits a
consolidated LOGSTAT report to the brigade S-4.
E-13. The brigade S-4 receives the LOGSTAT report from all subordinate units. The brigade S-4, with the
brigade executive officer’s concurrence, determines which units receive designated supplies and shares that
information with the BSB SPO officer. The BSB SPO officer acknowledges required supply actions per the
brigade S-4, synchronizes distribution, updates the supply point on-hand status, forecasts resupply
requirements for the brigade, and plans resupply. The section updates the LOGSTAT report with the BSB
supply points’ adjusted balances and additional or new forecasted requirements. The BSB SPO officer
forwards the entire report to the brigade S-4 and provides a courtesy copy to the supporting DSB SPO officer.
E-14. Figure E-1 and Figure E-2 display the LOGSTAT format minimum requirements. Commanders may
add unit-specific information based on type of unit, on-hand equipment, type or phase of an operation,
mission requirements, and commanders’ requirements. |
4-0 | 219 | LOGSTAT and PERSTAT Reporting
Figure E-1. Notional example of a LOGSTAT report page 1 |
4-0 | 220 | Appendix E
Figure E-2. Notional example of a LOGSTAT report page 2
E-15. PERSTAT reports account for each unit’s personnel and are a snapshot taken in time. Figure E-3 and
Figure E-4 display the PERSTAT format minimum requirements. Commanders may add unit-specific
information based on commanders’ requirements. |
4-0 | 221 | LOGSTAT and PERSTAT Reporting
Figure E-3. Notional example of a PERSTAT report page 1 |
4-0 | 222 | Appendix E
Figure E-4. Notional example of a PERSTAT report page 2 |
4-0 | 223 | Appendix F
Sustainment Symbols
This appendix depicts and describes the unit symbols used in FM 4-0. Readers should refer to
MIL-STD 2525E and FM 1-02.2 for more information about military symbols.
F-1. Military symbols are governed by the rules in MIL-STD 2525E. FM 1-02.2 is the Army proponent
publication for all military symbols and complies with MIL-STD 2525E.
F-2. FM 1-02.2 provides a single standard for developing and depicting hand-drawn and computer-
generated military symbols for situation maps, overlays, and annotated aerial photographs for all types of
military operations. A military symbol is a graphic representation of a unit, equipment, installation, activity,
control measure, or tactical task relevant to military operations that is used for planning or to represent the
COP on a map, display, or overlay. Table F-1 contains examples of select sustainment symbols used in FM
4-0.
Table F-1. Sustainment symbols
Staff Representation:
The author of staff
illustrations has a lot of
Unit Unit Symbol discretion in depiction, but
should avoid mixing staff
elements with
MIL-STD-2525E symbols.
Theater Sustainment
Command
Expeditionary Sustainment
Command
Ø
Logistics Support Element
XXX
(Corps) AFS
Sustainment Brigade
-or-
Ø
Logistics Support Element
XX
(Division) AFS |
4-0 | 224 | Appendix F
Table F-1. Sustainment symbols (continued)
Staff Representation:
The author of staff
illustrations has a lot of
Unit Unit Symbol discretion in depiction, but
should avoid mixing staff
elements with
MIL-STD-2525E symbols.
Division Sustainment Brigade
Combat Sustainment Support
Battalion
Division Sustainment Support
Battalion
Brigade Support Battalion
Special Troops Battalion
Headquarters and
Headquarters Company
Theater Personnel Operations
Center
-or-
Financial Support Center
-or-
Theater Petroleum Center
-or- |
4-0 | 225 | Sustainment Symbols
Table F-1. Sustainment symbols (continued)
Staff Representation:
The author of staff
illustrations has a lot of
Unit Unit Symbol discretion in depiction, but
should avoid mixing staff
elements with
MIL-STD-2525E symbols.
Petroleum Liaison Team
Transportation Brigade
Expeditionary
Movement Control Battalion
Theater Movement Control
Element
-or-
Expeditionary Rail Center
-or-
Railway Planning and
Advisory Team
Theater Medical Command
The size of this element (and
Medical Logistics
its echelon marker) is based
Management Center
on the volume of activity
-or-
Medical Company (Area
Support)
-Or –
Medical Company, BSB |
4-0 | 226 | Appendix F
Table F-1. Sustainment symbols (continued)
Staff Representation:
The author of staff
illustrations has a lot of
Unit Unit Symbol discretion in depiction, but
should avoid mixing staff
elements with
MIL-STD-2525E symbols.
Contracting Support Brigade
Contracting Battalion
Army Field Support Brigade
Theater Army Field Support
Brigade
Corps Army Field Support
Brigade
Army Field Support Battalion
Theater Army Field Support
Battalion
Divisional Army Field Support
Battalion
APS Army Field Support
Battalion |
4-0 | 227 | Sustainment Symbols
Table F-1. Sustainment symbols (continued)
Staff Representation:
The author of staff
illustrations has a lot of
Unit Unit Symbol discretion in depiction, but
should avoid mixing staff
elements with
MIL-STD-2525E symbols.
LOGCAP Forward Team
Army Special Operations
Forces Support Cell
Rations Supply Section
Field Feeding Team
Maintenance Company
Maintenance Recovery Teams
Maintenance Surge Team
Platoon
Composite Supply Company
Composite Truck Company |
4-0 | 228 | Appendix F
Table F-1. Sustainment symbols (continued)
Staff Representation:
The author of staff
illustrations has a lot of
Unit Unit Symbol discretion in depiction, but
should avoid mixing staff
elements with
MIL-STD-2525E symbols.
Mortuary Affairs Collection
Point Squad
Defense Logistics Agency
-or-
Joint Deployment and
Distribution Operations Center
-or-
Examples of sustainment units with side text amplifiers.
1.A “task force” amplifier is not placed over sustainment unit echelon markers since sustainment units are
inherently modular, and a task force by definition.
2.Staff elements such as centers, agencies, bureaus, and cells, are only for staff charts. Staff charts are
intended to display the organization or element either spelled out or abbreviated. Staff charts are not
governed by FM 1-02.2. Do not mix staff representations with unit icons. Field units should use icons as per
FM 1-02.2 when graphically depicting units on a map. Where a staff element is depicted using FM 1-02.2
rules, it is depicted as subordinate to a special troops battalion, and not within the command staff.
3.Units with icons in a border-box and an echelon marker are inherently expeditionary.
4.Echelon marker relates to the number of people, not the title of the organization. For example, a team of
15 personnel is depicted with two or three pips. |
4-0 | 229 | Source Notes
This division lists sources by page number. All websites accessed on 3 May 2024.
19 Title 10, United States Code, Section 162, https://uscode.house.gov/.
Title 10, United States Code, Section 164, https://uscode.house.gov/.
57 Pacific Pathways: PACOM in Competition. Vignette adapted from:
BG Kurt Ryan, “Pacific Pathways: Overcoming the Tyranny of Distance,” Army Sustainment,
Volume 48, Issue 2, March-April 2016, pp. 38–41. Available at
https://alu.army.mil/alog/2016/marapr16/pdf/marapr2016.pdf.
Center for Army Lessons Learned, CALL Newsletter Number 16-27: Pacific Pathways, September
2016. Available at https://api.army.mil/e2/c/downloads/2023/01/19/cf33a5a4/16-27-pacific-
pathways-regional-comprehensive-engagement-and-echeloned-readiness-newsletter-sep-16-
public.pdf.
Colonel Erik C. Johnson and Major Mark A. Yore, “Operation Pathways: Dynamic Employment
of Army Pre-position Stock Tested in the Indo-Pacific,” Army Sustainment, Volume 55, Issue
2, Spring 2023, pp. 64–67. Available at
https://alu.army.mil/alog/ARCHIVE/PB7002302FULL.pdf.
Sgt. Darbi Colson Army Public Affairs, Army.mil, “Operations, sustainment and medical
capabilities within Operations Pathways,” October 9, 2023. Available at
https://www.army.mil/article/270663/operations_sustainment_and_medical_capabilities_with
in_operation_pathways.
U.S. Army Pacific, Army.mil, “New Army Chief’s first stop is Indo-Pacific Region,” September
26, 2023. Available at
https://www.army.mil/article/270263/new_army_chiefs_first_stop_is_indo_pacific_region.
97 The Russo-Ukraine War and LSCO Sustainment Challenges. Vignette adapted from:
Kevin Freese, TRADOC G-2 Red Diamond, “Smart Phones Playing Prominent Role In Russia-
Ukraine War,” 10 August 2023. Available at https://oe.tradoc.army.mil/2023/08/10/smart-
phones-playing-prominent-role-in-russia-ukraine-war/.
Bureau of Political-Military Affairs, U.S. Department of State, “U.S. Security Cooperation with
Ukraine Fact Sheet,” 24 April 2024. Available at https://www.state.gov/u-s-security-
cooperation-with-ukraine/.
100 3rd Corps Support Command and LSCO in OPERATION IRAQI FREEDOM. Vignette
adapted from Dr. Donald P. Wright and Colonel Timothy R. Reese, On Point II: Transition to
the New Campaign – The United States Army in Operation IRAQI FREEDOM May 2003-
January 2005. Fort Leavenworth, KS: Combat Studies Institute Press, 2008.
124 Defense and Large-Scale Combat Operations in the Pusan Perimeter. Vignette adapted from
Roy E. Appleman, Series: United States Army in The Korean War, Title: South to the Naktong,
North to the Yalu, (June-November 1950). Other info: Printed 1992, CMH Pub 20-2-1 Center
of Military History United States Army, Washington, D.C. 109-120 and 250-265.
178 Dr. Steven E. Anders, "Major General Robert M. Littlejohn-Chief Quartermaster in the ETO," The
Quartermaster Professional Bulletin - Autumn 1993. Available at
https://www.quartermasterfoundation.org/mg-robert-m-littlejohn-chief-quartermaster-in-the-
eto/. |
4-0 | 231 | Glossary
The glossary lists acronyms and terms with Army or joint definitions. Where Army and
joint definitions differ, (Army) precedes the definition. The glossary lists terms for
which FM 4-0 is the proponent with an asterisk (*) before the term. For other terms, it
lists the proponent publication in parentheses after the definition.
SECTION I – ACRONYMS AND ABBREVIATIONS
ACC Army Contracting Command
ACSA acquisition and cross-servicing agreement
ADCON administrative control
ADP Army doctrine publication
AFSB Army field support brigade
AFSBn Army field support battalion
AG adjutant general
AHS Army Health System
AO area of operations
AOR area of responsibility
APOD aerial port of debarkation
APS Army pre-positioned stocks
AR Army regulation
ARSOF Army special operations forces
ASB aviation support battalion
ASC Army Sustainment Command
ASCC Army Service component command
ATP Army techniques publication
BSA brigade support area
BSB brigade support battalion
BSMC brigade support medical company
CAB combat aviation brigade
CBRN chemical, biological, radiological, and nuclear
CCDR combatant commander
CCMD combatant command
COCOM combatant command (command authority)
CONUS continental United States
COP common operational picture
CSB contracting support brigade
CSC corps sustainment command
CSSB combat sustainment support battalion |
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