Chapter 4
Integrating Sustainment into Operations
Integration is a key principle of sustainment. Effective integration of sustainment sets the conditions to ensure mission success and extend strategic and operational reach. Integration begins with the operations process—planning, preparation, execution, and continuous assessment. It is conducted simultaneously and in synchronization with the operations plan development. Sustainment must be integrated across each level of war and with joint and multinational operations. This chapter covers how sustainment is integrated into the operations process to support full spectrum operations—offense, defense, stability, and civil support operations.
Integrating Sustainment inTO the Operations Process
4-1. The operations process consists of the major C2 activities performed during operations: planning, preparing, executing, and continuously assessing the operations (FM 3-0). Integrating sustainment with the operations process across each level of war is vital for ensuring the synchronization of sustainment with the WFFs and unity of effort during operations. Integrating sustainment with joint and multinational operations allow forces to conduct operations using mutual support capabilities while reducing redundancy and competition for limited resources. Commanders and staff s at every level must make all efforts to integrate sustainment with the operations process. Figure 4-1 illustrates the operations process.
Figure 4-1. The Operations
Process
Planning the Sustainment of Operations
4-2. Chapter 3 covered many of the C2 planning functions (such as battle command, the determination of end state, and sustainment staff roles). This chapter will focus on more specific tools and planning considerations sustainment commanders and staffs use in planning for sustainment of full spectrum operations.
4-3. Planning begins with analysis and assessment of the conditions in the operational environment with emphasis on the enemy. It involves understanding and framing the problem and envisioning the set of conditions that represent the desired end state (FM 3-0). Sustainment planning indirectly focuses on the enemy but more specifically on sustaining friendly forces to the degree that the Army as a whole accomplishes the desired end state. There are several tools available for conducting course of action analysis. We will highlight a couple of them below.
Sustainment Preparation of the Operational Environment
4-4. Sustainment preparation of the operational environment is the analysis to determine infrastructure, environmental, or resources in the operational environment that will optimize or adversely impact friendly forces means for supporting and sustaining the commander’s operations plan. The sustainment preparations of the operational environment assist planning staffs to refine the sustainment estimate and concept of support. It identifies friendly resources (HNS, contractable, or accessible assets) or environmental factors (endemic diseases, climate) that impact sustainment.
4-5. Some of the factors considered (not all inclusive) are as follows:
l Geography. Information on climate, terrain, and endemic diseases in the AO to determine when and what types of equipment are needed. For example, water information determines the need for such things as early deployment of well-digging assets and water production and distribution units.
l Supplies and Services. Information on the availability of supplies and services readily available in the AO. Supplies (such as subsistence items, bulk petroleum, and barrier materials) are the most common. Common services consist of bath and laundry, sanitation services, and water purification.
l Facilities. Information on the availability of warehousing, cold-storage facilities, production and manufacturing plants, reservoirs, administrative facilities, hospitals, sanitation capabilities, and hotels.
l Transportation. Information on road and rail networks, inland waterways, airfields, truck availability, bridges, ports, cargo handlers, petroleum pipelines, materials handling equipment (MHE), traffic flow, choke points, and control problems.
l Maintenance. Availability of host nation maintenance capabilities.
l General Skills. Information on the general skills such as translators and skilled and unskilled laborers.
Operations Logistics (OPLOG) Planner
4-6. The OPLOG Planner is a web-based interactive tool that assists commanders and staff from strategic through operational levels in developing a logistics estimate. It is designed to support operations typically associated with multi-phase operations plans and orders. The OPLOG Planner enables staffs to develop estimated mission requirements for supply Class I, Class II, Class III(P), Class IV, Class VI, Class VII, Class X including water, ice, and mail. The tool uses the latest Army approved planning rates and modular force structures. It is updated at least annually to stay current with force structure and rate changes.
4-7. OPLOG Planner allows planners to build multiple task organizations from a preloaded list of units and equipment or from custom built units that are generated or imported. Each task organization is assigned a consumption parameter set that establishes the rates, climate, Joint Phases (Deter, Seize Initiative, and Dominate), and Army full spectrum operations (Offense, Defense, and Stability). The planners have the option of using predefined default planning rates or customizing rates based on what a unit is experiencing.
4-8. OPLOG Planner generates the logistics supply requirements which can be viewed by the Entire Operation, each Phase of the Operation, each Task Organization, each Unit, or each Unit’s Equipment. Logistics requirement reports can be printed or exported to automated spread sheets for further analysis or saved for recall to be used in course of action analysis.
Planning Army Health Services
4-9. Medical planners determine the capabilities and assets needed to support the mission. To ensure effective and efficient support, medical plans adhere to the principles of AHS support (as outlined in Chapter 5), the commander’s planning guidance, medical intelligence related to the operational area, and other planning considerations.
4-10. The theater evacuation policy, health threat, troop strength or size of the supported population, and the type, intensity and duration of the operation are some of the factors considered for determining medical requirements. The medical staff estimates and patient estimates are also developed during planning. The patient estimate is derived from the casualty estimate prepared by the G-1.
4-11. In-depth analysis is critical at every level of the operation to ensure the flexibility to quickly react to changes in the mission and continue to provide the required support. The observations of commanders, disease and nonbattle injury rates, and running estimates are the primary means of assessing an operation to ensure that the concept of operations, mission, and commander’s intent are met. These factors and continuous analysis help to make certain that once developed, the plan includes the right number and combination of medical assets to support the operation. See FM 8-55 for additional information.
4-12. Medical and nonmedical automated information systems are used to plan AHS mission. Medical commanders must know the complete COP which includes situational awareness of three areas—(1) tactical (via FBCB2), (2) medical (via MC4/DHIMS), and (3) sustainment (via GCSS-Army). The commanders and medical planners must maintain situational awareness, in-transit visibility and tracking of patients and equipment, and a common operational picture of the AO. This information is obtained through various plans, reports, and information systems available to commanders and planners to facilitate the decision making process. These and other medical systems are discussed in Appendix A.
planning considerations for full spectrum operations
4-13. Army forces plan offensive, defensive, and stability or civil support operations simultaneously as part of an interdependent joint force. The proportion and role of offensive, defensive, and stability or civil support tasks are based on the nature of the operations, tactics used, or the environment. While full spectrum operations may occur simultaneously versus sequentially, they have slightly different planning requirements. Figure 4-2 illustrates the element of full spectrum operations.
Figure 4-2 .Elements of
Full Spectrum Operations
Offensive Operations
4-14. Offensive operations are defined as combat operations conducted to defeat and destroy enemy forces and seize terrain, resources, and population centers. They impose the commander’s will on the enemy (see FM 3-0). Sustainment of offensive operations is high in intensity. Commanders and staffs plan for increased requirements and demands on sustainment. Sustainment planners work closely with other WFF staffs to determine the scope of the operations and develop estimates for quantity and types of support required. They anticipate where the greatest need might occur and develop a priority of support. Sustainment planners may consider positioning sustainment units in close proximity to operations to reduce response times for critical support. They also consider alternative methods for delivering sustainment in emergency situations.
4-15. To maintain momentum and freedom of action, coordination between staff planners must be continuous. During offensive operations, certain requirements present special challenges. The most important materiel is typically fuel (Class III Bulk) and ammunition (Class V), Class VII, movement control, and medical evacuation. Based on planning assessments, sustainment commanders direct the movement of these and other support to meet anticipated requirements.
4-16. Another challenge in planning for and sustaining an offensive operation is the lengthened lines of communication (LOCs). Widely dispersed forces, longer LOCs, and congested road networks increase stress on transportation systems. As a result, a combination of ground and aerial delivery maybe planned to accommodate the distribution. Distribution managers and movement control units synchronize movement plans and priorities according to the commander’s priority of support. Distribution must be closely coordinated and tracked to ensure delivery of essential support. The routing function of movement control becomes an essential process for coordinating and directing movements on main supply routes or alternate supply routes, and regulating movement on LOCs to prevent conflict and congestion.
4-17. Higher casualty rates associated with offensive operations increase the requirement of medical resources. Plans to position medical support close to operations to facilitate treatment and evacuation are considered. If increased casualty rates overwhelm medical resources, nonmedical transportation assets may be needed for evacuation. Another planning consideration may be moving combat and operational stress control teams to support combat stress casualties following operations.
4-18. Higher casualty rates also increase the emphasis on personnel accountability, casualty reports, and replacement operations. G-1s and S-1s plan for accurate tracking of casualties and replacements through coordination with Casualty Liaison Teams (CLTs) and the HRSC.
4-19. Plans should also provide for religious support, which may become critical during offensive operations. Religious support through counseling and appropriate worship can help reduce combat stress, increase unit cohesion, and enhance performance.
4-20. Using contractors during the sustainment of offensive operations entails great risk and raises significant practical and legal considerations. However when necessary, the force commander may be willing to accept this risk and use contractors in forward areas. Commanders should seek counsel from their judge advocates when considering the use of contractors during offensive operations.
Defensive Operations
4-21. Defensive operations defeat an enemy attack, gain time, economize forces, and develop conditions favorable for offensive or stability operations (FM 3-0). The commander positions assets so they can support the forces in the defense and survive. Requirements for sustainment of forces in the defense depend on the type of defense. For example, increased quantities of ammunition and decreased quantities of fuel characterize most defensive operations. However, in a mobile defense, fuel usage may be a critical factor. Conversely, in a fixed defensive position, fuel requirements are lower.
4-22. Typically, defensive operations require more centralized control. Movements of supplies, replenishment, and troops within the AO have to be closely and continuously coordinated, controlled, and monitored. In retrograde operations (a type of defense) special care is necessary to assure that combat units receive necessary support across the depth of the AO and that the sustainment unit and stocks are not lost as the unit moves away from enemy activity.
4-23. Distribution managers direct resupply forecasted items to designated units. Increases in items such as barrier and construction materials should be pushed to designated collection points for unit retrieval whenever possible. Planners should consider the impact of increased ammunition expenditures on available transportation assets.
4-24. The task of medical units is to triage casualties, treat, and return to duty or resuscitate and stabilize for evacuation to the next higher level of medical care or out of the theater of operations. MTFs and other AHS support assets should be placed within supporting distance of maneuver forces but not close enough to impede ongoing combat operations.
Stability Operations
4-25. Stability operations encompass various military missions, tasks, and activities conducted outside the United States in coordination with other instruments of national power to maintain or reestablish a safe and secure environment, provide essential governmental services, emergency infrastructure reconstruction, and humanitarian relief (FM 3-0). Although Army forces focus on achieving the military end state, they ultimately need to create conditions where the other instruments of national power are preeminent. Sustainment of stability operations often involves supporting U.S. and MNFs in a wide range of missions and tasks. The tasks most impacted by sustainment are briefly discussed below.
Establish Civil Security
4-26. Civil security involves providing for the safety of the host nation and its population, including protection from internal and external threats (FM 3-0). Sustainment staffs must consider plans to support I/R operations. Sustainment may be provided to these operations until HNS, NGO, and OGOs are available.
4-27. Sustainment planners must address the sustainment of I/R operations. Sustainment to I/R involves all of the sustainment functions. Planners should consider general engineering support horizontal and vertical construction of detention centers, as well as repair and maintenance of the infrastructure (see FM 3-34.400). A more detailed discussion of sustainment support of I/R and detainee operations will be provided later in this chapter.
Establish Civil Control
4-28. Legal staffs should plan for supporting civil control operations. Civil control centers on rule of law, supported by efforts to rebuild the host nation judiciary and corrections systems. It encompasses the key institutions necessary for a functioning justice system, including police, investigative services, prosecutorial arm, and public defense. If transitional military authority is instituted, intervening forces will likely carry out judicial and correctional functions.
Restore Essential Services
4-29. Efforts to restore essential services involve developing host nation capacity to operate, maintain, and improve those services. At the tactical or local level, sustainment in support of civil authorities will restore essential civil services as defined in terms of immediate humanitarian needs (such as providing food, water, shelter, and medical and public health support) necessary to sustain the population until local civil services are restored. Other sustainment tasks associated with restoration of services include support to dislocated civilians and demining operations.
Support to Economic and Infrastructure Development
4-30. The role of sustainment in supporting economic stabilization and infrastructure development is significant, especially at the local level. Here the emphasis is on generating employment opportunities, infusing monetary resources into the local economy, stimulating market activity, fostering recovery through economic development, and supporting the restoration of physical infrastructure. Drawing on local goods, services, and labor through contracting, presents the force an opportunity to infuse cash into the local economy, which in turn stimulates market activity.
4-31. Restoring the transportation infrastructure in the area is central to economic recovery. General engineering is required in order to initiate immediate improvement of the transportation network. These networks enable freedom of maneuver, logistics support, and the movement of personnel and material to support ongoing operations.
Civil Support Operations
4-32. The Armed Forces of the United States are authorized under certain conditions to provide assistance to U.S. civil authorities. This assistance is known as civil support within the defense community. Civil support is Department of Defense support to U.S. civil authorities for domestic emergencies and for designated law enforcement and other activities. This support usually entails Class III, subsistence, medical services, and general engineering support.
4-33. Civil support will always be in support of a lead federal agency such as the Department of Homeland Security. Requests for assistance from another agency may be predicated on mutual agreements between agencies or stem from a Presidential designation of a federal disaster area or a federal state of emergency. The military typically only responds after the resources of other federal agencies, state and local governments, and NGOs have been exhausted or when specialized military assets are required.
4-34. Within the Joint Staff J–3, the Joint Director of Military Support (JDOMS) serves as the Action Agent for Assistant Secretary of Defense for Homeland Defense (ASD (HD)) who has EA responsibilities for Defense Support of Civil Authorities (DSCA). JDOMS ensures the performance of all DSCA planning and execution responsibilities. JDOMS conducts planning and prepares warning and execution orders that task DOD resources in response to specific requests from civil authorities.
4-35. The National Response Framework (NRF) is an all-discipline, all-hazards plan that establishes a single, comprehensive framework for the management of domestic incidents. It provides the structure and mechanisms for the coordination of Federal support to State and local incident managers and for exercising direct Federal authorities and responsibilities. Through the NRF, FEMA assigns emergency support functions (ESF) to the appropriate federal agencies. The Army maintains a permanently assigned Defense Coordinating Officer in each FEMA region to plan, coordinate, and integrate DSCA with local, state, and federal agencies. DOD is the Primary Coordinating Agency for ESF 3 (Public Works and Engineering) and when requested, and upon approval of the SECDEF, DOD provides DSCA during domestic incidents and is considered a support agency to all ESFs. These include among others transportation, public health and medical services, and public safety and security.
4-36. The Army National Guard often acts as a first responder on behalf of state authorities when functioning under Title 32 U.S. Code authority or while serving on State active duty. National Guard sustainment systems may vary from state to state but are similar on a basic level. Generally, National Guard armories stock much of the logistics material required for initial 72-hour operations. Fuel and other expendable classes of supply are replenished using a combination of local, commercial sources, and State government sources. During catastrophic disaster response, State National Guard units eventually require Federal sustainment augmentation.
Preparing for Sustainment of Operations
4-37. Preparation for the sustainment of operations consists of activities performed by units to improve their ability to execute an operation. Preparation includes but is not limited to plan refinement, rehearsals, intelligence, surveillance and reconnaissance, coordination, inspections, and movements (FM 3-0). For sustainment to be effective, several actions and activities are performed across the levels of war to properly prepare forces for operations.
Negotiations and Agreements
4-38. Negotiating HNS and theater support contracting agreements may include pre-positioning of supplies and equipment, civilian support contracts, OCONUS training programs, and humanitarian and civil assistance programs. These agreements are designed to enhance the development and cooperative solidarity of the host nation and provide infrastructure compensation should deployment of forces to the target country be required. The pre-arrangement of these agreements reduces planning times in relation to contingency plans and operations.
4-39. Negotiation of agreements enables access to HNS resources identified in the requirements determination phase of planning. This negotiation process may facilitate force tailoring by identifying available resources (such as infrastructure, transportation, warehousing, and other requirements) which if not available would require deploying additional sustainment assets to support.
Operational Contract Support
4-40. Operational contract support plays an ever increasing role in the sustainment of operations and is an integral part of the overall process of obtaining support. Contract support is used to augment other support capabilities by providing an additional source for required supplies and services. Because of the importance and unique challenges of operational contract support, commanders and staffs need to fully understand their role in managing contract support in the AO.
4-41. The requiring activity (normally brigade through ASCC level units), in close coordination with the supporting contracting unit/office or Team LOGCAP-Forward, must be able to describe what is needed to fulfill the minimum acceptable standard for the government. A detailed description of the requirement is instrumental in allowing the contracting officer to create a solicitation against which bidders can submit a proposal and successfully deliver in accordance with the terms of the contract. As part of this process, the requiring activity is responsible to do basic research to ensure that the required support is not available through the non-commercial means (organic military support, multinational, and/or HNS sources) and to determine if there are any commercial standards for the item of support along with potential local sources of support.
4-42. The requiring activity, with support and guidance from the supporting contracting office and Team LOGCAP-Forward staff, is also required to develop an independent government estimate and, for service contracts, a performance work statement (sometimes referred to as a statement of work [SOW]). The requiring activity then must obtain staff and command approval of the requirements packet. While the supporting contracting unit will provide requirements development process advice and guidance, it is ultimately the requiring activity's responsibility to ensure that this packet is “acquisition ready” developed, staffed, approved, prioritized, and funded in accordance with local command policies.
4-43. Once the contract support request is approved, the requiring activity must also be prepared to provide government oversight assistance to the contracting organization, that includes at a minimum, qualified contracting officer representative support for all service contract and receiving official support (for community contracts). Finally, all requiring activities must ensure contract support is properly integrated into their operations in the areas of government furnished support, contractor accountability, force protection measures, and so forth ( JP 4-10, FMI 4-93.41 and FMI 4-93.42).
4-44. An important capability for the commander is to incorporate contract support with operational reach. The major challenge is ensuring that theater support and external support contracts are integrated with the overall sustainment plan. It is imperative that the TSC/ESC SPO and the ASCC G-4 coordinate with the supporting CSB. The CSB assists the Theater Army G-4 to develop the contracting support integration plans. The CSB commands contracting deployed units to support those plans. Close coordination with the TSC and CSB is necessary to ensure proper execution of the contract support integration plan.
Theater Support Contracts
4-45. Theater support contracts assist deployed operational forces under prearranged contracts or contracts awarded in the AO by contracting officers under the C2 of the CSB. Theater-support contractors acquire goods, services, and minor construction support, usually from the local commercial sources, to meet the immediate needs of operational commanders. Theater support contracts are typically associated with contingency contracting. When this support involves a service contract, the unit must be prepared to provide a contracting officer representative.
External Support Contracts
4-46. External support contracts provide a variety of support functionalities to deployed forces. External support contracts may be prearranged contracts or contracts awarded during the contingency itself to support the mission and may include a mix of U.S. citizens, third-country nationals, and local national subcontractor employees. The largest and most commonly used external support contract is LOGCAP. This Army program is commonly used to provide life support, transportation support, and other support functions to deployed Army forces and other elements of the joint force as well. Depending on METT-TC factors, the TSC will often serve as the requiring activity for mission related LOGCAP support requirements. If designated by the Army forces as the priority unit for LOGCAP support, the TSC would normally be augmented by an USAMC logistics support officer from Team LOGCAP-Forward.
System Support Contracts
4-47. System support contracts are pre-arranged contracts by the USAMC LCMCs and separate ASA(ALT) program executive and product/project management offices. The AFSB coordinates the administration and execution of system contracts within an AO in coordination with LCMC and separate ASA(ALT) program executive and product/project management offices. Supported systems include, but are not limited to, newly fielded weapon systems, C2 infrastructure (such as the Army Battle Command Systems (ABCS) and standard Army management information systems (STAMIS)), and communications equipment. System contractors, made up mostly of U.S. citizens, provide support in garrison and may deploy with the force to both training and real-world operations. They may provide either temporary support during the initial fielding of a system, called interim contracted support, or long-term support for selected materiel systems, often referred to as contractor logistics support.
Army Pre-positioned Stocks (APS)
4-48.
The APS program is a key Army
strategic program. APS is essential in facilitating strategic and
operational reach. USAMC executes the APS program and provides accountability,
storage, maintenance, and transfer (issue and receipt) of all equipment and
stocks (except medical supplies and subsistence items)
(FM 1-01). Medical APS stocks are managed by U.S. Army Medical Materiel Agency
for the Office of the Surgeon General and subsistence items are managed for the
Army by DLA. The reserve stocks are intended to provide support
essential to sustain operations until resupply lines of communication can be
established. Prepositioning of stocks in potential theaters provides the
capability to rapidly resupply forces until air and sea lines of communication
are established. Army prepositioned stocks are located at or near the point of
planned use or at other designated locations. This reduces the initial amount of strategic lift required for power
projection, to sustain the war fight until the LOC with CONUS is established,
and industrial base surge capacity is achieved
(FM 3‑35.1).
4-49. The four categories of APS are: prepositioned unit sets, Operational Projects stocks, Army War Reserve Sustainment stocks, and War Reserve Stocks for Allies (FM 3-35.1), as discussed below.
Prepositioned Unit Sets
4-50. Prepositioned Unit Sets consist of prepositioned organizational equipment (end items, supplies, and secondary items) stored in unit configurations to reduce force deployment response time. Materiel is prepositioned ashore and afloat to meet the Army's global prepositioning strategic requirements of more than one contingency in more than one theater of operations.
Operational Projects Stocks
4-51. Operational projects stocks are materiel above normal table of organization and equipment (TOE), table of distribution and allowances (TDA), and common table of allowance (CTA) authorizations, tailored to key strategic capabilities essential to the Army’s ability to execute force projection. They authorize supplies and equipment above normal modified TOE authorizations to support one or more Army operation, plan, or contingency. They are primarily positioned in CONUS, with tailored portions or packages prepositioned overseas and afloat. The operational projects stocks include aerial delivery, MA, and Force Provider (FP) base camp modules.
Army War Reserve Sustainment Stocks
4-52. Army War reserve sustainment stocks are acquired in peacetime to meet increased wartime requirements. They consist of major and secondary materiel aligned and designated to satisfy wartime sustainment requirements. The major items replace battle losses and the secondary items provide minimum essential supply support to contingency operations. Stocks are prepositioned in or near a theater of operations to reduce dependence on strategic lift in the initial stages of a contingency. They are intended to last until resupply at wartime rates or emergency rates are established.
War Reserve Stocks for Allies
4-53. War Reserve Stocks for Allies (WRSA) is an Office of the Secretary of Defense (OSD)–directed program that ensures U.S. preparedness to assist designated allies in case of war. The United States owns and finances WRSA assets and prepositions them in the appropriate theater. The United States positions APSs per Figure 4-3.
Figure 4-3. Army Pre-positioned Stocks (APS) Locations
4-54. Land-based APS in Korea, Europe, or Southwest Asia allow the early deployment of a BCT to those locations. These prepositioned sets of equipment are essential to the timely support of the U.S. National military strategy in the areas of U.S. national interest and treaty obligations. Fixed land-based sites store Army prepositioned sets of BCT equipment, operational projects stocks, and sustainment stocks. Land-based sets can support a theater lodgment to allow the off-loading of Army pre-positioned afloat equipment and can be shipped to support any other theater worldwide (see FM 3-35.1).
4-55. The Automated Battlebook System (ABS) contains details on each APS program. G-3 planners and unit movement officers use ABS to identify equipment in the categories to accompany troops and not authorized for prepositioning. ABS also provides a consolidated list of all APS stockpile inventories. ABS supports deployment planning by providing the deploying unit with a contingency-updated database for all APS equipment and selected supplies in prepositioned locations. Army Field Support Brigades coordinate APS support to include command over AFSBs responsible to maintain and issue and account for APS unit equipment and supplies.
4-56. Army prepositioned afloat (APA) is the expanded reserve of equipment for an infantry brigade combat team (IBCT), theater-opening sustainment units, port-opening capabilities, and sustainment stocks aboard forward-deployed prepositioned afloat ships. APA operations are predicated on the concept of airlifting an Army IBCT with sustainment elements into a theater to link up with its equipment and supplies prepositioned aboard APA ships (see FM 3-35.1).
Theater Opening
4-57. Theater opening (TO) is the ability to rapidly establish and initially operate ports of debarkation (air, sea, and rail), to establish the distribution system and sustainment bases, and to facilitate port throughput for the reception, staging, and onward movement of forces within a theater of operations. Preparing for efficient and effective TO operations requires unity of effort among the various commands and a seamless strategic-to-tactical interface. It is a complex joint process involving the GCC and strategic and joint partners such as USTRANSCOM, its components, and DLA. Working together, TO functions set the conditions for effective support and lay the groundwork for subsequent expansion of the theater distribution system. It comprises many of the sustainment functions including, human resources (including Military Mail Terminal Team), FM, HSS, engineering, movement (air/land/water transport, inland terminal operations), materiel management, maintenance, and contracting.
4-58. When given the mission to conduct TO, a Sust Bde is designated a Sust Bde (TO) and a mix of functional battalions and multi-functional CSSBs are assigned based on mission requirements. The Sust Bde HQ staff may be augmented with a Transportation Theater Opening Element to assist in managing the TO mission. The augmentation element provides the Sust Bde with additional manpower and expertise to C2 TO functions, to conduct transportation planning, and provide additional staff management capability for oversight of reception, staging, onward movement, and integration (RSOI) operations, port operations, node and mode management, intermodal operations, and movement control. The Sust Bde will participate in assessing and acquiring available host nation (HN) infrastructure capabilities and contracted support (see FM 4-93.2).
Joint Deployment Distribution Operations Center (JDDOC)
4-59. Also critical to the TO effort is the JDDOC. The JDDOC mission is to improve in-transit visibility and to support the geographic CCDR’s operational objectives. The operational objective is accomplished by synchronizing and optimizing the interface of intertheater and intratheater distribution to integrate the proper flow of forces, equipment, and supplies. The JDDOC, under the control and direction of the GCC, plans and coordinates deployment and redeployment and strategic distribution operations. The JDDOC is an integral component of the GCC staff, normally under the direction of the GCC Director of Logistics (J4). However, GCC’s can place the JDDOC at any location required or under the OPCON of another entity in the GCC area of responsibility. The JDDOC will coordinate with the TSC/ESC. However, on small scale operations, the JDDOC may coordinate directly with a Sust Bde operating as the senior Army LOG C2 HQ in the theater of operations. The JDDOC is directly linked to USTRANSCOM and provides strategic visibility.
Port Opening
4-60. Port opening and port operations are critical components for preparing TO. Commanders and staffs coordinate with the HN to ensure sea ports and aerial ports possess sufficient capabilities to support arriving vessels and aircraft. USTRANSCOM is the port manager for deploying U.S. forces (see FM 55-50 and 55-60).
Joint Task Force Port Opening (JTF-PO)
4-61. The JTF-PO is a joint capability designed to rapidly deploy and initially operate aerial and sea ports of debarkation, establish a distribution node, and facilitate port throughput within a theater of operations. The JTF-PO is a standing task force that is a jointly trained, ready set of forces constituted as a joint task force at the time of need.
4-62. The JTF-PO facilitates joint RSO&I and theater distribution by providing an effective interface with the theater JDDOC and the Sust Bde for initial aerial port of debarkation (APOD) operations. The JTF-PO is designed to deploy and operate for up to 60 days. As follow-on theater logistic capabilities arrive, the JTF-PO will begin the process of transferring mission responsibilities to arriving Sust Bde forces or contracted capabilities to ensure the seamless continuation of airfield and distribution operations.
Seaports
4-63. The SDDC is the single port manager (SPM) for all common user seaports of debarkation (SPOD). The SPM may have OPCON of a port support activity (PSA) provided by any unit. The PSA assists in moving unit equipment from the piers to the staging/marshaling/loading areas, assisting the aviation support element with movement of helicopters in preparation for flight from the port, providing limited maintenance support for equipment being offloaded from vessels, limited medical support, logistics support, and security for port operations.
4-64. Ideally, the SPOD will include berths capable of discharging Large Medium Speed Roll-on/Roll-off ships. The SPOD can be a fixed facility capable of discharging a variety of vessels, an austere port requiring ships to be equipped with the capability to conduct their own offloading, or beaches requiring the conducting of Logistics Over the Shore (LOTS) operations. Whatever the type of SPOD, it should be capable of accommodating a HBCT.
4-65. When vessels arrive at the SPOD, the port manager is responsible for discharging the unit equipment, staging the equipment, maintaining control and in-transit visibility (ITV), and releasing it to the unit. The port commander remains responsible for unit equipment and supplies until they reach the staging area where arriving units assume responsibility for their supplies and equipment. This includes minimum standards that are critical for the physical security/processing of DOD sensitive conventional arms, ammunition, and explosives, including non-nuclear missiles and rockets.
4-66. The Movement Control Team (MCT) manages the processing of the units’ equipment for onward movement. Their actions are based on advanced manifests received via the Worldwide Port System, available transportation, theater priorities, tactical situation, and throughput capacity.
4-67. The Theater Gateway Personnel Accounting Team and supporting HR company and platoons will normally operate at the SPOD/APOD. The MCT that has responsibility for the SPOD, coordinates personnel accounting with the supporting CSSB or Sust Bde for executing life support functions (billeting, feeding, transportation, and so forth) for personnel who are transiting into or out of the theater.
Aerial Ports
4-68. The APOD is an airfield that has been designated for the sustained air movement of personnel and materiel. It is designated an APOD by the supported CCDR in coordination with USTRANSCOM. Reception at the APOD is coordinated by the senior logistics commander and executed by (an Air Force) Contingency Response Group/Element, a MCT, an arrival/departure control group (A/DACG), or both, depending on the magnitude of the operations. The MCT and/or A/DACG must be in the lead elements of the transported force. Augmentation with cargo transfer companies, cargo documentation teams, theater support contractor, and HNS is desired to rapidly clear the port. The port MCT has the mission of coordinating transport services for the APOD and ensuring quick clearance of cargo movements into and out of the APOD. Both Air Force and Army have responsibilities at an APOD.
4-69. Air Mobility Command (AMC) is the SPM for all common user APODs. Ideally, the APOD will provide runways of varying capacity, cargo handling equipment, adequate staging areas, multiple links to the road and rail network, and a qualified work force. The SPM has OPCON of an A/DACG provided by the Sust Bde that has the TO mission. The A/DACG assists in moving unit equipment from the aircraft to the staging/marshaling/loading areas. It also assists the aviation support element with movement of helicopters in preparation for flight from the APOD.
4-70. The A/DACG coordinates with the MCT for clearance of personnel and equipment from the APOD. The Air Force and the Inland Cargo Transfer Company ICTC do the offloading of aircraft and move them to the staging area for onward movement. The ICTC discharges, loads, and transships cargo at air, rail, or truck terminals.
Warehouse and Billeting and other support
4-71. Warehousing, billeting, and other infrastructure capabilities must be identified at each port of debarkation (POD) prior to the arrival of forces in theater. Any limitations influence the efficiency of the entire sustainment system. Host nation infrastructure such as electrical power grids, sanitation, bulk petroleum, oil, and lubricant (POL) availability, POL 'Tank Farms', and potable water sources and facilities are important to the successful employment and deployment of forces.
4-72. Force provider is one system for providing life support for transient forces deploying to operations. Force provider can be configured in a 600 person life support capability. It can be configured for transport in 150 person increments that provide environmentally controlled billeting, feeding, and field hygiene (laundry, shower, and latrine) capabilities. Add on capabilities include: cold weather kit; prime power connection kit; and morale, welfare, and recreation kit.
Medical Logistics Support
4-73. Medical units must be capable of operations immediately upon arrival and initial entry of forces. Therefore, medical logistics support must be included in planning for port opening and early entry operations. Medical logistics support to arriving forces includes Class VIII sustainment of primary medical care (sick call), including support to combat units so that organic medical supply levels are not depleted during RSO&I. Medical logistics also includes management of special medical materiel, such as medical chemical defense materiel, special vaccines, and other medical materiel under the control of the ASCC surgeon. Port operations may also include the issue of medical unit sets from APS and the integration of potency and dated pharmaceuticals, refrigerated, and controlled substances with those assemblages. In almost every operation, lessons learned reflect that theater MEDLOG units must also provide Class VIII materiel for unit shortages that were not filled prior to unit deployment (see FM 4-02.1).
Rehearsals and Training
4-74. Rehearsals are a vital component of preparing for operations. Large rehearsals require considerable resources, but provide the most planning, preparation, and training benefit. Depending on circumstances, units may conduct a reduced force or full dress rehearsal. The integration of sustainment and operational rehearsals are preparation activities. FM 5-0 describes the following rehearsals:
· Rock Drill. Rock drills allow key leaders to rehearse operational concepts prior to execution.
· Full Dress. Full rehearsals help Soldiers to clearly understand what is expected of them and gain confidence in their ability to accomplish the mission.
· Support Rehearsals. Support rehearsals complement preparations for the operation. They may be conducted separately and then combined into full dress rehearsals.
· Battle Drills and Standing Operating Procedures (SOP) Checks. A battle drill or SOP rehearsal ensures that all participants understand a technique or a specific set of procedures.
Executing Sustainment Operations
4-75. Execution means putting a plan into action by applying combat power to accomplish the mission and using situational understanding to assess progress and make adjustments (FM 3-0). It focuses on concerted actions to seize, retain, and exploit the initiative. Execution of sustainment operations includes supporting force projection, basing, distribution, and reconstitution of forces. The provision of sustainment maintains combat power and prolongs endurance.
Strategic and Operational Reach and Endurance
4-76. Strategic reach is the distance a Nation can project decisive military power against complex, adaptive threats operating anywhere. Operational reach is the distance and duration across which a unit can successfully employ military capabilities. The ability to conduct strategic and operational reach combines joint military capabilities—air, land, maritime, space, special operations, and information systems with those of the other instruments of national power.
4-77. Sustainment enables strategic and operational reach. It provides joint forces with the lift, materiel, supplies, health support, and other support functions necessary to sustain operations for extended periods of time. Army forces require strategic sustainment capabilities and global distribution systems to deploy, maintain, and conduct operations anywhere with little or no advanced notice.
4-78. Army forces increase the joint force’s strategic reach by securing and operating bases in the AOR. However, Army forces depend on joint-enabled force projection capabilities to deploy and sustain them across intercontinental distances. In many instances, land operations combine direct deployment with movements from intermediate staging bases located outside the operational area.
4-79. Extending operational reach is a paramount concern for commanders. To achieve the desired end state, forces must possess the necessary operational reach to establish and maintain conditions that define success. Commanders and staffs increase operational reach through deliberate, focused operational design, and the appropriate sustainment to facilitate endurance.
4-80. Endurance stems from the ability to maintain, protect, and sustain forces, regardless of how far away they are deployed, how austere the environment, or how long land power is required. Endurance is enabled by an Army distribution system that provides forces with a continuous flow of sustainment. A discussion of the Army distribution system will occur later in this chapter.
Force Projection
4-81. Force projection is the military element of national power that systemically and rapidly moves military forces in response to requirements across the spectrum of conflict. It includes the processes of mobilization, deployment, employment, sustainment, and redeployment of forces. These processes are a continuous, overlapping, and repeating sequence of events throughout an operation. Force projection operations are inherently joint and require detailed planning and synchronization.
4-82. Sustainment to force projection operations is a complex process involving the GCC, strategic and joint partners such as USTRANSCOM, and transportation component commands like AMC, MSC, SDDC, USAMC, DLA, Service Component Commands, and Army generating forces.
Mobilization
4-83. Mobilization is the process of bringing the armed forces to a state of readiness in response to a contingency. Sustainment builds and maintains force readiness. Army generating sustainment forces in the execution of its Title 10 mission prepare Army forces for full spectrum operations. Upon alert for deployment generating force sustainment organizations, ensure Army forces are manned, equipped, and meet all Soldier readiness criteria. IMCOM operates Army installations that serve as deployment platforms. Army active and reserve component units mobilize from Army installations that ensure Soldiers, equipment, materiel, and health Soldier readiness are verified prior to deployment.
Deployment
4-84. Deployment is the movement of forces to an operational area in response to an order. Sustainment is crucial to the deployment of forces. It requires joint and Service sustainment capabilities to strategically move and maintain deploying forces. Joint transportation assets including air and sealift capabilities provide the movement capabilities for the Army. Army forces are moved to APOEs and SPOEs generally by commercial means to begin the deployment process. Sustainment commands monitor and track unit deployment status and provide information to Army HQ.
Employment
4-85. Employment is the conduct of operations to support a JFC. It prescribes how to apply force and/or forces to attain specified national strategic objectives. Employment encompasses a wide array of operations—including but not limited to—entry operations, decisive operations, and post-conflict operations. Employment includes RSO&I, through sustainment preparation activities discussed earlier, Army forces which are able to enter established ports, assemble units for operations, and move personnel and equipment to operational areas.
Sustainment
4-86. Sustainment is the provisioning of logistics, personnel services, and health services support to maintain forces until mission completion. It is through sustainment that Army forces are able to accomplish and complete assigned missions.
Redeployment
4-87. Redeployment is the return of forces and materiel to the home or mobilization station or to another theater. Redeployment is just as important as deployment. In many instances, it is more difficult. It requires retrograde of logistics, personnel services, and health services support. For example, redeploying units must undergo U.S. Customs and Agriculture inspections prior to departure. Reuniting unit personnel and their equipment at their home station triggers the start of the lifecycle management process (reset/train, ready, and available to deploy).
4-88. A base is a locality from which operations are projected or supported (JP 1-02). The base includes installations and facilities that provide sustainment. Bases may be joint or single Service areas. Commanders often designate a specific area as a base and assign responsibility for protection and terrain management with the base to a single commander. Units located within the base are under the tactical control of the base commander, primarily for the purpose of facilitating local base defense. Within large bases, controlling commanders may designate base clusters for mutual protection and C2 (see Figure 4-4).
Intermediate Staging Bases (ISB)
4-89. An ISB is a secure base established near, but not in, the AOR through which forces and equipment deploy (FM 3-0). While not a requirement in all situations, the ISB may provide a secure, high-throughput facility when circumstances warrant. The commander may use an ISB as a temporary staging area en route to a joint operation, as a long-term secure forward support base, and/or secure staging areas for redeploying units, and noncombatant evacuation operations (NEO).
4-90. An ISB is task organized to perform staging, support, and distribution functions as specified or implied by the CCDR and the Theater Army operations order. The ISB task organization is dependent on the operational situation and the factors of METT–TC. It may provide life support to staging forces in transit to operations or serve as a support base supporting the theater distribution plan.
4-91. As a support base, an ISB may serve as a transportation node that allows the switch from strategic to intratheater modes of transportation. Whenever possible an ISB takes advantage of existing capabilities, serving as a transfer point from commercial carriers to a range of tactical intratheater transport means that may serve smaller, more austere ports. Army forces may use an ISB in conjunction with other joint force elements to pre-position selected sustainment capabilities. ISB personnel may perform limited sustainment functions, such as materiel management and selected sustainment maintenance functions.
Forward Operating Bases
4-92. Forward operating bases extend and maintain the operational reach by providing secure locations from which to conduct and sustain operations. They not only enable extending operations in time and space; they also contribute to the overall endurance of the force. Forward operating bases allow forward deployed forces to reduce operational risk, maintain momentum, and avoid culmination.
4-93. Forward operating bases are generally located adjacent to a distribution hub. This facilitates movement into and out of the operational area while providing a secure location through which to distribute personnel, equipment, and supplies.
Figure 4-4 Basing
Distribution
4-94. Distribution is the key component for executing sustainment. It is based on a distribution system defined as that complex of facilities, installations, methods, and procedures designed to receive, store, maintain, distribute, and control the flow of military materiel between point of receipt into the military system and point of issue to using activities and units.
4-95. The Joint segment of the distribution system is referred to as global distribution. It is defined as the process that synchronizes and integrates the fulfillment of joint requirements with the employment of joint forces. It provides national resources (personnel and materiel) to support the execution of joint operations. The ultimate objective of the process is the effective and efficient accomplishment of joint operations. The Army segment of the distribution system is theater distribution. Theater distribution is the flow of equipment, personnel, and materiel within theater to meet the CCDR’s mission. The theater segment extends from the ports of debarkation or source of supply (in theater) to the points of need (Soldier) (FM 4-01.4).
4-96. Theater distribution is enabled by a distribution management system. Distribution management is the function of synchronizing and coordinating a complex of networks (physical, communications, information, and resources) and the sustainment WFF (logistics, personnel services, and HSS) to achieve responsive support to operational requirements. Distribution management includes the management of transportation and movement control, warehousing, inventory control, materiel handling, order administration, site and location analysis, packaging, data processing, accountability for people and equipment, and communications. It involves activities related to the movement of materiel and personnel from source to end user, as well as retrograde operations.
Distribution Management Center (DMC)
4-97. Theater distribution management is conducted by the DMCs located within the support operations (SPO) section of the TSC and ESC. The DMC develops the theater distribution plan and monitors distribution performance in coordination with strategic distribution process owners and the support operations staffs in Sust Bdes and BSBs, This coordination ensures timely movement and retrograde of sustainment within the CCDR’s area of responsibility. The DMC coordinates distribution with the HRSC and ASCC G-4/G-1/G-8 to ensure personnel and resources are linked. It exercises staff supervision of movement control units in a theater.
4-98. The DMC orchestrates the distribution of all classes of supply and manages all aspects of theater distribution by maintaining visibility of requirements, managing the capacity of the system, and controlling the execution of distribution operations. The DMC considers the impact of unit movement requirements on the distribution system. It provides current information on location of mode assets and movement of critical supplies along main supply routes. They provide staff recommendations to direct, redirect, retrograde, and cross-level resources to meet the distribution mission and user mission requirements.
4-99. The distribution management of medical materiel is accomplished by a support team from the MLMC. The MLMC support team collocates with the DMC of the TSC/ESC to provide the MEDCOM (DS) with visibility and control of all Class VIII.
In-transit Visibility (ITV)
4-100. ITV is the ability to track the identity, status, and location of DOD units, and non-unit cargo (excluding bulk petroleum, oils, and lubricants) and passengers; patients and personal property from origin to consignee, or destination across the range of military operations (JP 3-35). This includes force tracking and visibility of convoys, containers/pallets, transportation assets, other cargo, and distribution resources within the activities of a distribution node.
4-101. Visibility begins at the point where personnel and materiel enter the distribution system. Data concerning personnel and materiel are entered into the appropriate automated system. This data is updated by subsequent ITV systems until it reaches its final destination (automation systems are listed in Appendix A ). The information is accessible to all users regardless of the military service or echelon of command. Figure 4-5 shows the ITV process.
4-102. ITV provides the distribution manager the ability to assess how well the distribution process is responding to supported force needs. Distribution managers gain and maintain visibility (items, personnel, units, transition hubs, and transport modes) at the earliest practical point in the management process. This allows managers to operate with timely information. ITV of personnel and materiel is continuous throughout the distribution process.
Retrograde of Materiel
4-103. Retrograde of materiel is the return of materiel from the owning/using unit back through the distribution system to the source of supply, directed ship-to location and/or point of disposal (FM 4-01.4). Retrograde includes turn-in/classification, preparation, packing, transporting, and shipping. To ensure these functions are properly executed, commanders must enforce supply accountability and discipline and utilize the proper packing materials. Retrograde of materiel can take place as part of theater distribution operations and as part of redeployment operations. Retrograde of materiel must be continuous and not be allowed to build up at supply points/nodes.
4-104. Early retrograde planning is essential and necessary to preclude the loss of materiel assets, minimize environmental impact, and maximize use of transportation capabilities. Planners must consider environmental issues when retrograding hazardous materiel.
4-105. Contractor or HNS may be used in the retrograde of materiel. This support is planned and negotiated early in the operation. HNS must be identified early enough to ensure they are properly screened and present no security risk. Leaders at all levels are responsible for the adherence of all policies and safety measures by contractors and HNS.
4-106. The theater distribution system provides the ASCC the ability to monitor and manage retrograde materiel through the system. Retrograde materiel flows through the distribution system in the reverse order from the tactical to strategic levels. Retrograde materiel is consolidated at the lowest supply support activity (SSA) and reported up through the support operations for distribution instructions. When released by the maneuver commander, USAMC assumes responsibility for providing disposition instructions, accounting, and shipment of retrograde materiel from the theater.
4-107. An approved military customs inspection program must be in place prior to redeployment to pre-clear not only redeployment materiel but also the shipment of battle damaged equipment out of theater. The ASCC is responsible for establishing the customs inspection program to perform U.S. customs pre-clearance and United States Department of Agriculture inspection and wash down on all materiel retrograded to the United States in accordance with DOD 4500.9-R.
IN-Theater Reconstitution
4-108. In-theater reconstitution is extraordinary actions that commanders take to restore a degraded unit to combat effectiveness commensurate with mission requirements and available resources. In-theater reconstitution should be considered when the operational tempo, mission, or time, does not allow for replacements by an available unit. Reconstitution requires both generating and operating force involvement. Generally it should be conducted in a relatively low stress environment.
4-109. The combat readiness of the unit, mission requirements, risk, and the availability of a replacement unit are the keys for considering reconstitution operations. Commanders must closely evaluate the combat worthiness of a unit to determine whether a reconstitution operation should be ordered. He/She must also decide what type of reconstitution effort would be best for the organization based on METT-TC factors. The three major elements of in theater reconstitution are reorganization, regeneration, and rehabilitation.
Reorganization
4-110. Reorganization is action to shift resources within a degraded unit to increase its combat effectiveness. Commanders of all types of units at each echelon may conduct reorganization. Reorganization may be conducted when the operational tempo is such that the risk for removing a unit from the operation may jeopardize the mission. Depending on METT-TC factors there are two types of reorganization operations, immediate and deliberate.
Immediate Reorganization
4-111. Immediate reorganization is the quick and usually temporary restoring of degraded units to minimum levels of effectiveness. Normally the commander implements immediate reorganization in the combat position or as close to that site as possible to meet near term needs. Immediate reorganization consists of cross leveling personnel and equipment, matching weapon systems to crews, or forming composite units (joining two or more attrited units to form a single mission-capable unit).
Deliberate Reorganization
4-112. Deliberate reorganization is conducted when somewhat more time and resources are available. It usually occurs farther away from hostile activity than immediate reorganization. Procedures are similar to those for immediate reorganization. However, some replacement resources may be available. Also, equipment repair is more intensive and more extensive cross-leveling is possible.
Regeneration
4-113. Regeneration is the rebuilding of a unit. It requires large-scale replacement of personnel, equipment, and supplies. These replacements may then require further reorganization. Regeneration involves reestablishing or replacing the chain of command and conducting mission essential training to get the regenerated unit to standard. Because of the intensive nature of regeneration, it occurs at a designated regeneration site after the unit disengages from operations. The regeneration site is normally situated in a relatively secure location.
4-114. Regeneration requires help from higher echelons and may include elements from the generating force, contract support, and HNS. Since regeneration typically requires large quantities of personnel and equipment, commanders carefully balance these needs against others in the command as well as the mission.
Rehabilitation
4-115. Rehabilitation is the processing, usually in a relatively quiet area, of units or individuals recently withdrawn from combat or arduous duty, during which units recondition equipment and are rested, furnished special facilities, filled up with replacements, issued replacement supplies and equipment, given training, and generally made ready for employment in future operations (JP 1-02).
4-116. Rehabilitation will most likely require similar high levels of support to execute. The main difference is that rehabilitation may occur when time is not a critical factor. If the conditions are such that forces will rotate in and out of operations on a regular basis, commanders may choose to establish a semi-permanent rehabilitation site.
Sustainment of In-theater Reconstitution Operations
4-117. Regardless of the type of reconstitution operation, sustainment of the operation will be intense. Reconstitution of a unit will require involvement by most, if not all, of the sustainment functions to execute. Logistics support will require a full range of capabilities including field services, maintenance, supply, transportation, contract support, and general engineering. From a personnel service perspective, the full range of HRS will be required in addition to FM, legal, and religious support. Likewise, robust medical support will be required and in some circumstances combat and operational stress control may be a key element.
4-118. The Sust Bde will be crucial to providing the logistical support to reconstitution. It may require support from the AFSB, CSB, and USAMC capabilities to provide the full range of required sustainment. The MEDCOM (DS) will be the sustainment organization responsible for AHS support.
sustainment of internment resettlement operations
4-119. The Army is DOD‘s EA for all detainee operations. Additionally, the Army is DOD‘s EA for long-term confinement of U.S. military prisoners. I/R operations are defined as operations that take or keep selected individuals in custody or control as a result of military operations to control their movement, restrict their activity, provide safety, and/or gain intelligence (FM 3-19.40).
4-120. I/R operations comprise those measures necessary to guard, protect, sustain, and account for people that are captured, detained, confined, or evacuated from their homes by the U.S. armed forces. I/R operations require detailed advanced planning to prevent the degradation of operational momentum while providing a safe and secure environment for prisoners. U.S. policy mandates that all individuals captured, interned, evacuated, or held by U.S. armed forces are treated humanely. This policy applies from the moment they are under the control of U.S. armed forces until they are released, repatriated, or resettled.
4-121. The Army MPs are tasked with coordinating shelter, protection, accountability, and sustainment for detainees. I/R functions, though under the sustainment WFF, address MP roles when managing detainees and dislocated civilians during operations.
4-122. Sustainment to I/R operations involves a wide range of support including logistics, personnel services, and medical treatment to detained persons. It encompasses providing all classes of supplies and materiel, health and personnel services, and general engineering support. General engineering provides horizontal and vertical construction, as well as repair and maintenance of the infrastructure (see FM 3-34.400).
· Personnel services include the FM of negotiable instruments of applicable detainees. They also coordinate for payroll, disbursement, and repatriation settlement processing (see FM 1-06).
· The Judge Advocates monitor the treatment of detainees ensuring that U.S. Soldiers are adhering to the applicable standards for detainee treatment.
· The chaplain or unit ministry team assists the commander in providing religious support for I/R operations. The chaplain or UMT: serves as the chaplain for detention facility personnel, which does not include detainees, advises the commander on detainee religious issues and support, serves as a moral and ethical advisor to the Detention Facility Commander, exercises supervision and control over Retained Personnel religious leaders within the facility, and is prohibited from privileged communications with detainees.”
· AHS support ensures personnel in U.S. custody receive medical care consistent with the standard of medical care that applies to U.S. armed forces in the same area. Medical personnel are responsible for the health care of the interred and resettled population. Preventative medicine personnel inspect water for potability, conduct pest management activities, ensure food service facilities meet sanitation requirements, inspect facilities for sanitation, and monitor communicable diseases.
Assessing the Sustainment Of Operations
4-123. Assessment is the continuous process that occurs throughout the operations process. Sustainment commanders and staffs monitor and evaluate the current situation and the progress of the operation and compare it with the concept of support, mission, and commander’s intent. Based on their assessment, commanders direct adjustments to sustainment operations, ensuring that they remain focused on the mission and commander’s intent.
4-124. The primary tools for assessing are the staff running estimates (see FM 6-0). A running estimate is a staff section’s continuous assessment of current and future operations to determine if the current operation is proceeding according to the commander’s intent and if future operations are supportable (see FM 3-0, FM 5-0, and FMI 5-0.1).
4-125. During planning, assessment focuses on understanding the current condition in the operational environment and developing relevant courses of action. During preparation and execution, it emphasizes evaluating progress toward the desired end state determining variance from expectation and determining the significance of these variances.
4-126. Integrating the many elements of sustainment into operations is essential for mission success. The operations process of planning, preparation, execution, and assessment applies to sustainment in support of full spectrum operations.
4-127. Sustainment commanders integrate and synchronize sustainment with the operations plan. Sustainment commanders across all levels of war prepare to effectively execute the plan. Commanders must follow procedures to prepare for the execution of the operation. One of the means for preparation is sustainment preparation of the operational environment. This may entail host nation agreements, cross-service arrangements, and contracting. Other preparations include prepositioned stocks, facilities, ports, medical preparations, and an array of rehearsals. The execution of sustainment includes the deployment and distribution processes.
4-128. Integration of sustainment into operations optimizes operational reach and endurance. Distribution is the largest single process in the execution of sustainment operations and is controlled through distribution management centers and in-transit visibility enablers. The continual assessment of sustainment operations ensures mission success and allows commanders to adjust to changing situations as required.