O170 Tactical Sustainment

O170 Tactical Sustainment
The definition of “sustainment” is from ADP 4-0, Sustainment, July 2019. Can be used to remind students of the definition of sustainment and that it is not synonymous with “logistics.” The provision of logistics, personnel services, and health service support necessary to maintain operations until successful mission completion.

Agenda The Principles and Elements of Sustainment
DIV and BCT Level Sustainment Units BCT Sustainment Personnel Sustainment of Unified Land Operations Echelons of Support Resupply Key Sustainment Products Practical Exercise Lesson Overview for the topics to be covered in the rest of the lesson. This lesson will cover four hours of classroom time.

What differences do you see?
Faciliate a discussion that addresses what students see on slide 3. The point of this slide is to illustrate the differences between the stability operations we have become accustomed to through years of war in Iraq and Afghanistan and large scale combat operations as described in FM 3-0. Possible discussion starters – What differences do you see in these pictures? In LSCO how will most of our equipment be shipped? What possible issue do you foresee as we transition from away from a stability mindset?

What, in you own words, do the following
principles of sustainment mean? Give an example of that principle in action… INTEGRATION ANTICIPATION RESPONSIVENESS SIMPLICITY ECONOMY SURVIVABILITY CONTINUITY IMPROVISATION Here are the definitions from ADP 4-0. Students should not use the ‘text book’ definition, but if they do, ask them what that means in their own words. Potential questions/discussion starters: Are there any principles you would add? Which principle do you see as most integral to mission success? Why? 1. INTEGRATION: Combining all of the sustainment elements within operations assuring unity of command and effort. 2. ANTICIPATION: The ability to forecast operational requirements and initiate necessary actions that most appropriately satisfy a response without waiting for OPORDs or fragmentary orders. It is shaped by professional judgment resulting from experience, training, education, intelligence, and intuition. 3. RESPONSIVENESS: The ability to react to changing requirements and respond to meet the needs to maintain support. 4. SIMPLICITY: Processes and procedures that minimize the complexity of sustainment. 5. ECONOMY: Providing sustainment resources in an efficient manner that enables the commander to employ all assets to the greatest effect possible. 6. SURVIVABILITY: All aspects of protecting personnel, weapons, and supplies while simultaneously deceiving the enemy. 7. CONTINUITY: The uninterrupted provision of sustainment across all levels of war. 8. IMPROVISATION: The ability to adapt sustainment operations to unexpected situations or circumstances affecting a mission. ADP 4-0, July 2019

Sustainment Elements and Sub-Functions
Elements of Sustainment Logistics Financial Management Personnel Services Health Service Support Elements of Sustainment Sub-Functions Maintenance Finance Operations Human Resources Support Casualty Care Transportation Resource Management Legal Support Medical Evacuation Supply Religious Support Medical Logistics Field Services Music Support Distribution Mortuary Affairs Operational Contract Support (OCS) General Engineering Below are the definitions from ADP 4-0. Students should not use the ‘text book’ definition, but if they do, ask them what that means in their own words. Elements of Sustainment: Consists of interrelated functions. Sustainment commanders must carefully plan, manage, and synchronize these functions to accomplish responsive and efficient delivery of logistics. Elements of Sustainment 1. Logistics: Planning and executing the movement and support of forces. It includes those aspects of military operations that deal with: design and development; acquisition, storage, movement, distribution, maintenance, and disposition of materiel; acquisition or construction, maintenance, operation, and disposition of facilities; and acquisition or furnishing of services. 2. Financial Management: Leverages fiscal policy and economic power across the range of military operations. Financial management encompasses finance operations and resource management. 3. Personnel Services: Personnel services are functions that man the force, maintain Soldier and Family readiness, promote the moral and ethical values of the nation, and enable the fighting qualities of the Army. 4. Health Service Support: Health service support encompasses all support and services performed, provided, and arranged by the Army Health System to promote, improve, conserve, or restore the behavioral and physical well-being of Army personnel and as directed, unified action partners. Elements of Sustainment Sub-Functions: Consists of 16 interrelated functions. Sustainment commanders must carefully plan, manage, and synchronize these functions to accomplish responsive and efficient delivery of sustainment. 1. Maintenance - Maintenance is all actions taken to retain materiel in a serviceable condition or to restore it to serviceability. Two levels of maintenance are field and sustainment maintenance. 2. Transportation - Army transportation units play a key role in facilitating endurance. Transportation units move sustainment from ports through the system to points of employment, and retrograde materiel as required. The tenets of transportation operations include centralized control and decentralized execution, forward support, fluid and flexible movements, effective use of assets and carrying capacity, in-transit visibility, regulated movements and interoperability. The four sub-functions of transportation are movement control, intermodal operations, mode operations, and theater distribution. 3. Supply - Essential for enhancing Soldiers’ quality of life. Supply provides the materiel required to accomplish the mission. There are 10 classes of supply. 4. Field Services – Provide life support functions. Field services maintain combat strength of the force by providing for its basic needs and promoting its health, welfare, morale, and endurance. The sub-functions of field services are shower and laundry, field feeding, water production and distribution, aerial delivery and mortuary affairs. 5. Distribution - The operational process of synchronizing all elements of the logistics system to deliver the right things to the right place at the right time to support the geographic combatant commander. 6. Operational Contract Support - The entire process of planning and executing contract support during contingency operations. 7. General Engineering Support - Consists of those engineering capabilities and activities, other than combat engineering, that provide infrastructure and modify, maintain, or protect the physical environment. 8. Finance Operations - The finance operations mission is to support the sustainment of Army, joint, and multinational operations through the execution of key finance operations tasks. These key finance operations tasks are to provide timely commercial vendor services and contractual payments, various pay and disbursing services, and oversight and management of the Army’s Banking Program. 9. Resource Management - the critical capability within the financial management competency that matches legal and appropriate sources of funds with thoroughly vetted and validated requirements. 10. Human Resources Support - Human resources core competencies are Man the Force, Provide HR Services, Coordinate Personnel Support and Conduct HR Plans and Operations. All of these functions and tasks affect the personnel aspects of building combat power within an organization. 11. Legal Support – Encompasses all legal services provided by members of the Judge Advocate Legal Services in support of units, commanders, and Soldiers. 12. Religious Support – The religious support mission of the chaplain corps is to assist commanders in the responsibility to provide for the free exercise of religion, and to provide religious, moral, and ethical leadership to sustain a ready force of resilient and ethical Soldiers and leaders. 13. Band Support – Army bands support the Army through the provision of tailored music that enhances Warrior morale, supports Army recruiting efforts, provides comfort to recovering Soldiers, reinforces relations with host-nation populations, and maintains a connection with the American public and Army Families. 14. Casualty Care – Encompasses all issues pertaining to the provision of clinical services for the treatment of Soldiers from the point of injury to successive roles of care. Casualty care includes the following sub-functions: medical treatment (organic and area medical support), hospitalization, the treatment aspects of dental care and behavioral health/neuropsychiatric treatment, clinical laboratory services, and treatment of CBRN patients. 15. Medical Evacuation – The timely and effective movement of the wounded, injured, or ill to and between medical treatment facilities on dedicated and properly marked medical platforms with en route care provided by medical personnel. 16. Medical Logistics – Encompasses planning and executing all class VIII supply support to include management of the following functions: medical materiel, medical equipment maintenance and repair, optical fabrication and repair, patient-movement items, medical gases, blood storage and distribution, regulated medical waste (including hazardous material), medical facilities and infrastructure, and medical contracting. From your experiences, give an example of how you have seen each element and or function executed in a BCT… ADP 4-0, July 2019

Division and BCT Level Sustainment Units

Division Sustainment Brigade
ADP 4-0 Di A new doctrinal change in ADP 4-0 is that Corps and Divisions are tactical formations employing capabilities, not simply a headquarters. Therefore the Division Sustainment Brigade has been established. In addition to bullet points on slides, query the class to see if any students have experience with DSBs.scuss as necessary. Assigned to a division Provides direct support to all assigned and attached units Employs sustainment capabilities to create desired effects in support of the DIV CDRs objectives Coordinates and synchronized tactical-level sustainment operations to meet current and future operations. Can command up to 7x battalions

Division Sustainment Support Battalion (DSSB)
ADP 4-0 Discuss as necessary. Students may be more familiar with a combat sustainment support battalion (CSSB). The DSSB is a renamed CSSB. DSSBs organic to division sustainment brigades supporting divisions have an organic composite supply company, composite truck company, and support maintenance company. Other capabilities are task organized by the division commander in accordance with requirements. The DSSB synchronizes and executes logistics support to BCTs. Organic to a division sustainment brigade Synchronizes and executes logistics support to BCTs and multifunctional support brigades attached to the division Conducts maintenance, transportation, supply, field services, and distribution Commands and controls all organic, assigned and attached units

Brigade Support Battalion (BSB)
ATP 4-90 APR 16 Ensure that students have a basic understanding of the organic composition and basic capabilities of the BSB. Most students will have some experience at the BCT, but may not have had much interaction with the BSB or even their supporting FSC. This slide allows the instructor to help the students develop a baseline understanding of the BSB, which is important for them to understand before discussing more detailed information about tactical sustainment later in the lesson. This may be a good point to do some foreshadowing about command and support relationships. Below are more specific capabilities of each company in a BSB. HHC - Command and Control, Field Feeding, Support Operations Distribution Company – Transportation, SSA, ATHP, Fuel, Water Field Maintenance Company - Service & Recovery, Ground Support and Electronics, Armament, Missile, Communications, Limited Auto Brigade Support Medical Company - Preventative Med, Behavioral Health, Medical Treatment, Medical Evacuation, Medical Supply, 20 x Bed Holding Capacity Forward Support Companies - Field Feeding, Supply, Fuel, Ammunition, Field Maintenance, Service and Recovery, Field Maintenance Teams Q1. Where do the FSCs belong? Organic to? A1. BCT FSCs are organic to BSBs, but support their associated “line” battalion. Q2. How can you know for sure if the FSCs are organic to the BSB? A2. Check FMS Web. Provides direct support to a BCT FSCs are organic to BSBs, but support their associated maneuver battalion Capable of operating a SSA, ATHP, conducting field maintenance support, performing distribution operations, and providing Role 2 medical care Establishes the Brigade Support Area (BSA)

Brigade Support Area (BSA)
Location: METT-TC (BCT S-3 and BSB CDR) Close enough to provide responsive support Close to MSR Out of enemy medium artillery range Away from likely enemy avenues of approach Occupants: Brigade support battalion (BSB) Forward support companies (FWD SPT) (-) BNs’ field trains HHC, BCT BCT Main CP Sustainment Cell, potentially Size: 4km by 7km Notional Brigade Support Area X SPT II S1/S4 MAIN BSA II FTCP I II SPT (-) II FTCP II X I SPT (-) I I II SPT (-) FTCP II FTCP I I II SPT (-) I II FTCP Instructor’s Note: For detailed information on BSA location considerations see, ATP 4-90, Brigade Support Battalion (18 OCT 2013) App B. and FM3-96, Brigade Combat Team (Oct 2015) This slide shows a notional BSA with the BSB distribution company (company a), the field maintenance company, and the medical company, as well as the field trains and their command posts. Important things to emphasize are the location of the BSA and occupants. Support area location considerations include the following: Cover and concealment (natural terrain or man-made structures). Room for dispersion. Level, firm ground to support vehicle traffic and sustainment operations. Suitable helicopter landing sites. Distance from known or templated enemy indirect fire assets. Good road or trail networks. Good routes in and out of the area (preferably separate routes going in and going out). Access to lateral routes. Good access or positioned along the main supply route. Positioned away from likely enemy avenues of approach. I II SPT (-) 4K x 7K II FTCP I II SPT (-) BSA defense is able to defeat a Level I threat. Additional capability needed to defeat Level II and Level III threats.

Brigade Support Battalion Staff
ATP 4-90 APR 16 Discuss as necessary. The BSB Staff are part of the HHC, BSB. In addition to the staff sections, an HHC also has a 10 man field feeding section capable of supporting a BSB (minus the FSCs). Most of these will be described in more detail in the following personnel slides. Provides C2 for assigned and attached units Provides human resources, logistics, training, Provides CSS/FHP support to customer units security, communications, and religious support to the BSB external to the BSB

Distribution Company ATP 4-90 APR 16 Task: Show the organization and basic capabilities of the Distribution Company of the BSB Purpose: Students will have a better understanding of the capabilities and limitations of the Distribution Company Q: What capabilities does a Distribution Company not have? A: The Distribution Company (and thus the BSB and BCT) does not have Heavy Equipment Transport Systems (HET). The HET is the vehicle used to transport M1 tanks. For an ABCT to transport their M1s they would need support from the DSSB. A: A Distribution Company (and thus the BSB and BCT) does not have water purification capabilities. They would need this support from the DSSB. The primary supply and transportation hub of the BCT Conducts daily receipt, storage, and issue of classes I, II, III, IV, V, IX, and transports cargo to the brigade Plans, directs, and supervises the distribution of supplies to the brigade Employed by the BSB and operates throughout the supported brigade area

Field Maintenance Company
ATP 4-90 APR 16 Task: Show the organization and basic capabilities of the Field Maintenance Company of the BSB Purpose: Students will have a better understanding of the capabilities and limitations of the Field Maintenance Company. Q1. How many tank mechanics are there in the FMC? A1. Zero. This is important for the students to understand when they are working through sustainment planning. Unless an M1 is a catastrophic loss (i.e., requires Sustainment Maintenance) there is no reason to drag it back to the BSA, especially if the intent is for the BSB to repair it . May want to discuss what kind of mechanics are in the FMC. Provides field maintenance support to the BSB, the brigade engineer battalion, and supported units in the BSA Provides welding and lift capabilities for the repair shops, recovery of organic equipment and recovery support to the BSB units and elements in the BSA Provides limited support to FSCs and supported maneuver battalions Maintenance Control Section manages all field maintenance and recovery mission actions within the BSA Provides field maintenance on weapons, power generation equipment, missile and electronic/weapons systems

Maintenance Maintenance Principles
1. Commanders are responsible for establishing a command climate that ensures all assigned equipment is maintained in accordance with appropriate technical manuals and AR 2. Preventive maintenance checks and services (PMCS) are the foundation of materiel readiness. 3. Commanders are responsible for providing resources, assigning responsibility, and training their Soldiers to achieve maintenance standards. 4. Expeditious return of not-mission capable (NMC) equipment back to operational status. 5. Field level maintenance forward, sustainment level maintenance at echelons above brigade. 6. Commanders are responsible for the readiness and safety of equipment. Army Maintenance Standard – achieved when the following conditions are met: The Army Field Maintenance Standard is fully mission capable (FMC) with required parts on valid requisitions. Command Maintenance Discipline Program (CMDP) – a commanders’ program designed to evaluate unit maintenance programs on a day to-day basis. The purpose of the program is to— Establish maintenance discipline as regulatory guidance. Standardize maintenance discipline requirements. Provide responsible personnel with a single listing of maintenance policy requirements. Make the Army more efficient with respect to time spent monitoring subordinates actions. Eliminate repeated findings of non-compliance with policy. Serve as a checklist for internal management controls. Identify and resolve logistical problems adversely affecting readiness. Establish reporting procedures required to identify maintenance issues in order to improve the conduct of maintenance and sustainment of all MTOE and TDA equipment. To achieve the stated purposes, implementation of the CMDP will— Ensure compliance with DA maintenance policy and procedures. Determine the adequacy of established DA maintenance policy and procedures. Identify maintenance problems to permit timely corrective action within the chain of command. ATP 4-33 Maintenance Operations July 2019 DA PAM Commanders’ Maintenance Handbook December 2013 Instructor’s Notes for guided discussion: Why do three of the principles reinforce the responsibility of the commander (Items 1, 3, and 6). Remember, CMDP is the commander’s program. The commander is responsible maintenance standards, resources, staff and leader responsibility, training, readiness, and safety. The Commander must ensure these three principles are met in order to ensure his unit doesn’t reach the culmination point due to poor maintenance discipline. Staff assists the commander with applying these three principles. The remaining three principles tie directly to operations. Based on your experience, what are the operational considerations? - PMCS (Item 2) is the foundation of maintenance. This is operator level maintenance conducted by the Soldiers using the equipment. When Soldiers do not conduct proper PMCS, they increase the risk to the equipment, the operational mission, and Soldiers. - Items 4 and 5 are the basis for weighing the operational impact of repair decisions. To the maximum extent, we want to fix the equipment as far forward as possible to return it to combat as expeditiously as possible without degrading the unit’s mobility. Repairs that cannot be expeditiously repaired may impact an FSC’s or BSB’s ability to displace during the offense or mobile defense. These may have to be evacuated to either a higher level of field maintenance or be turned in for sustainment level maintenance in order to receive a replacement and maximize combat power.

Army Maintenance System
Maintenance Overlay Army Maintenance System purpose is to generate / regenerate combat power, and to preserve the capital investment of weapons systems and equipment to enable mission accomplishment. Two Levels of Maintenance Field Maintenance – “on system” maintenance, repairs and returns equipment to the operator or the user “Replace Forward” Operator / Crew Field mechanics Sustainment Maintenance – “off system” maintenance, primarily repairs and returns equipment and components to the supply system “Repair rear” Tactical Installation Depot Contractor activities Offensive Defensive BSA FMT . FMP MCP ... <4 hrs >4|<8 hrs >8 hrs | NMC S <8 hrs Battalion Area >8|<24 hrs 26 – 30 km Brigade Area/LSA >24 hrs | NMC S Time Trigger Points are METT-TC (do not confuse this with previous 4 level maintenance doctrine) FLOT Catastrophic Kill – FSC pushes M88 forward to recover to the MCP. CTC HET recovers from MCP to BSA Maintenance >8hrs or 24hrs – will be recovered to MCP by FSC M88 with crew. will be recovered from MCP to BSA with CTC HET with crew and mechanic. Maintenance NMC S – Will be recovered to MCP, after 8hrs recover to BSA with CTC HET. Return plan is CTC HET push forward to MCP Maintenance <4hrs (offense) <8hrs (Defense) - will be repaired at FMP and returned forward. FMT pulls from FLOT to FMP w/ vehicle crew X4 50% Maintenance >4hrs < 8hrs (Offense), >8 <24hrs (Defense) – will be recovered to MCP by FSC M88 with crew. If FSC exceeds 50% recovery assets, hasty pre- planned MCP is established *EAB Assets w/ crew & mechanic FSC BSB 4-15 km Company Area ATP 4-33 Maintenance Operations July 2019 In general: Soldiers conduct Field Level Maintenance in a garrison or field environment National Level Maintenance conducts Sustainment level Maintenance (Army Materiel Command, Defense Logistics Agency, Joint Program Office, etc) Field Level Maintenance usually involves a maintenance transaction only. Based on your experience, what are examples of Field Level Maintenance? (list is not all inclusive but answers should be similar to those below) Soldier PMCS Work order to a maintenance unit. Contractors working as augmented labor to a maintenance unit are included as field level maintenance. Sustainment Level Maintenance usually involves a supply transaction. Based on your experience, what are examples of Sustainment Level Maintenance? (list is not all inclusive but answers should be similar to those below) Parts returned to the supply system for Depot Level Refurbishment Systems returned to the supply system for National/Depot Level Refurbishment Coded-out equipment returned to supply for repair Depot personnel conducting upgrades on the system changing the system model (Supply NSN change required) Post-deployment equipment RESET Operations conducted by depot teams

GCSS-A Centrally managed database versus legacy stand-alone STAMIS
Incorporates supply, maintenance, and finance into a single source of record Allows members of the chain of command to pull equipment status reports (ESR) to see functional status of equipment (see above) GCSS-A use examples – equipment / supply ordering, dispatching, property book Additional training -

Brigade Support Medical Company
ATP 4-90 APR 16 The BSMC is partially located in the BSA during combat operations wit roughly 1/3 of the company located in the maneuver battalion’s area in the form of the evacuation platoon. Q: Does a BSMC have surgical capabilities? A: Only if a Forward Resuscitation and Surgical Team (FRST) is attached. When this happens the BSMC is then providing Role 2E care which stands for Role 2 Enhanced. Provides Army Health System (AHS) support to all units operating within the BSA Provides ground evacuation, medical supply, dental, preventive medicine, and combat stress control to all BCT units Operates a Role 2 medical facility and provides AHS support on an area basis to all BCT units that do not have organic medical assets 4 (A/IBCT), 5 (SBCT) Treatment Teams can be dispersed Can support up to 20 patients with a 72 hour expected return to duty

Forward Support Company (FSC)
ATP 4-90 APR 16 Discuss as necessary. Many of the students will have experiences with FSCs. FSCs provide direct support to BCTs, fires, aviation, and maneuver enhancement brigades. The FSCs are the link from the BSB to the supported battalions and are the organization that provides the brigade, battalion, and BSB commanders the greatest flexibility for providing logistics support to the brigade. Q1: What type of sustainment does the FSC not provide? A1: Human resources support, religious support, army health services (AHS) May be attached or OPCON to its supported battalion Provides direct logistics support the its supported maneuver battalion FSC commander advises the supported battalion S4 and XO with the battalion logistics planning and is responsible for executing the logistics plan Provides field feeding, bulk fuel, general supply, ammunition, and field maintenance

BCT Sustainment Personnel Roles
The following slides will discuss key sustainment personnel roles in a BCT. These slides will help the students understand the tasks and responsibilities of each sustainment staff officer and what their role is in the planning process. Most students will have first hand experience with many of these position from either working for or working with, so take opportunities to seek student input from their experiences.

CO Primary Sustainment Roles
CO XO Serves as the company operations officer Duties include tactical and logistics coordination with higher, adjacent, and supported units The company’s primary internal logistics planner and coordinator Along with the company headquarters section the XO operates the company CP May serve as officer in charge Co 1SG The company senior NCO The commander’s primary logistics and tactical advisor Collaborates with the CDR and XO to plan, coordinate, and supervise all logistics activities that support the company mission. ATP 4-90 APR 16 Most students will have recently had experience as a CO XO. Seek out their experiences on how they played a role in sustaining their companies. How have they seen 1SGs influence sustainment in their companies?

BSB Primary Sustainment Roles
BSB CDR The BSB CDR is the senior logistician and logistics commander in the BCT Senior sustainment advisor to the BCT CDR Provides subordinate elements with clear missions, tasking, and statement of intent Must be responsive to both the BCT CDR’s tactical plan and the higher sustainment commander’s support plan Must synchronize sustainment assets to support the BCT with support provided by the Sustainment Brigade (execution). BSB XO The XO directs, coordinates, supervises, trains, and synchronizes the work of the staff and ensures effective and prompt staff actions. (Commander’s Chief of Staff) Manages CCIR, organization of the staff into functional and integrating cells and working groups when required. Supervises the creation of and approval of logistics report status, the BSB command post, its operations, and positioning within the BSA. Synchronizes staff during the MDMP, establishing and maintaining the staff planning guidelines. BSB S1 The S1 serves as the BSB principal staff officer for human resources support and other issues impacting on the health, morale, and welfare of BSB personnel. Coordinates medical, religious, and legal support for BSB internal. BSB S4 The S4 coordinates the strategic and operational deployment of the BSB Coordinates internal supply functions, determines supply requirements (except medical), determines supply priorities for publication in OPORDs, and coordinates the requisition, acquisition, and storage of supplies and equipment Monitors field feeding, property book activities, maintenance operations, unit basic loads, equipment operational status, and status of requisitions Manages BSB budget ATP 4-90 APR 16 Discuss as necessary. This slide contains a lot of information to show how the primary sustainers in a BSB operate. Possible discussion starter: What differences and similarities can the students find between a BSB staff and a maneuver battalion staff? The BSB staff has very similar responsibilities as those staff members in a maneuver battalion. An important distinction from other battalions is the BSB commander is the senior logistician in the battalion. His/Her BSB executes the concept of sustainment created by the BCT S4

BSB Primary Sustainment Roles
BSB S3 The S3 is responsible for synchronizing and integrating BSB sustainment operations with warfighting functions for the CDR. Recommends a location and proposes the layout for the BSA Responsible for writing and reviewing the battalion’s tactical standard operating procedure (TACSOP) and prepares friendly forces overlays Work closely with the SPO to assist and develop the concept of support for the brigade Coordinates with the SPO to develop the unit task org, plan and execute operations security and develop force module packages for BSB deployment Recommend/incorporate all technologies/automation, combat unit requirements, unit historical data, current/future logistics posture, mobility data, and commander’s guidance into the development of the support plan Plan tactical troop movements BSB Support Operations Officer (SPO) The principal staff officer for coordinating support for all units assigned or attached to the brigade. Provides planning, preparation, and MC of the execution of all BSB sustainment operations in the brigade’s AO. Coordinates and directs external support requirements, provides technical expertise to supported units, and synchronizes support requirements. Is the key interface between supported units and the sustainment brigade. Performs logistics preparation of the battlefield and advises the commander on the relationship of support requirements to support assets available. Provides the status of SPO tracked systems and materiel as required to update the BSB Logistics Report. Assists the BCT S-4 and Surgeon in planning support for the BCT. ATP 4-90 APR 16 Discuss as necessary. An important distinction for the BSB S3 is that it is by MTOE an O3 position and not KD qualifying. Q1. What is the relationship between the BSB S3 and the BSB SPO? A1. The SPO plans and coordinates orders published by the S-3 for execution by all subordinate BSB units.

BDE Primary Sustainment Roles
BDE S-4 Coordinating staff officer for logistical operations and plans Provides oversight to BCT units in areas of supply, maintenance, transportation, and field services Develops concept of support to support BCT operations Coordinate support requires with the DIV staff Manages LOGSTAT for the BCT Monitors and enforces the BCT command supply discipline program Recommends sustainment priorities and controlled supply rates to the commander Monitors and analyzes equipment readiness status for all BCT units BDE S-1 Principal staff officer to the BCT CDR for all matters concerning human resources support Maintains unit strength and personnel accountability statuses Prepares personnel estimates and annexes Plans casualty replacement operations Plans the BCT postal operation plan Conducts essential personnel services for the BCT BDE Surgeon Personal staff officer responsible for AHS and is the advisor the CDR on the physical and mental health for the BCT Provides medical mission planning to support BCT operations Plans casualty care, area support medical treatment, medical evacuation and dental care Plans and coordinates force health activities, combat and operational stress control, and vet, dental and laboratory services Advises on medical humanitarian assistance BDE XO Synchronize Concept of Support w/ scheme of maneuver Oversight of BCT maintenance status Sets priorities for BCT staff sustainment cell (S-1, S-4, surgeon, and the chaplain) Supervise BCT contract operations FM 3-96 OCT 15 This slide will help the students understand the tasks and responsibilities of each sustainment staff officer and what their role is in the planning process. Q1. How would you synchronize and integrate the staff in developing the sustainment plan? A1. Various answers. Examples are: S-2/3 discussing when, where and how many casualties area estimated with the surgeon and the chaplain. S-4 and S-3 discussing requirements for large fuel and ammunition consumption.

Unified Land Operations
The Sustainment of Unified Land Operations This a transition slide to the next topic. The following 4 slides will guide discussion. At first, each slide poses a question, and on click to advance the slideshow, displays some of the doctrinal considerations for offense/defense/stability/civil support operations. The list is not all inclusive and the students may have additional comments based on experience or readings.

Sustaining Defensive Operations
What are some planning considerations for sustaining defensive operations? Preposition supply classes I, water, IIIB/P, IV, V, VIII, and IX centrally and well forward Increased demand for CBRN equipment and CL IV, V, and VIII requirements Resupply should be conducted during limited visibility hours Increased demand for Class II CBRN items Plan to support the retrograde defensive task – ex. heavy equipment transportation, troop transportation, backhaul of equipment and supplies Anticipate mass casualties and large-scale personnel replacements to include potential reconstitution of severely degrade units ADP 4-0 p 3-11 Ask the question and let the students address the question for about 4 minutes. What are some specific Sustainment WFF planning considerations for defensive operations? Additional defensive sustainment consideration: - Plan for execution of all sustainment functions and associated sub-functions at all echelons; personnel services, health service support and logistics. This includes personnel replacement, casualty reporting, medical treatment, medical evacuation, medical logistics/supply, and all logistics functions. - Shift maintenance and recovery capabilities in the forward support company. BCT commanders, staff, and support operations 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 mission-configured loads. Balance forward positioning of resupply and rapid mobility. - 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 the 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 task. 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 ground 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. - Plan for troop transportation assets to support the retrograde defense task. 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, 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 consolidation areas. - Expect high demand for obscurant supplies and equipment. This includes fog oil and smoke generators. - Coordinate with the supporting DSSB to provide support to BCT units when the BSB is in retrograde movement. - Expect an increase in demand for class VIII (medical materiel and blood products). - 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 of classes of supplies. - 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 plan ensuring effective personnel asset visibility and logistics status reports are delivered.

Sustaining Offensive Operations
What are some planning considerations for sustaining offensive operations? Higher fuel consumption Historically, ammunition expenditures are lower; however, responsive resupply is critical Maximum use of throughput is required Higher casualties rates and personnel replacements Preposition supply classes I, water, IIIB/P, IV, VIII, and IX as far forward as the tactical situation permits Lines of Communication (LOCs) will be extended Maintenance priorities established focusing on major weapon systems Proficiency in Battle Damage Assessment and Repair (BDAR); Recover damaged vehicles from MSRs ADP 4-0 p 3-10 to 3-11 What are some specific Sustainment WFF planning considerations for offensive operations? Additional sustainment considerations for offensive operations: To maintain mobility and keep up with the maneuver units, the combat battalion field trains remain uploaded as much as possible. Combat trains need to remain 100 percent mobile, except for mechanics repairing vehicles. The brigade support area also must maintain mobility to support the concept of maneuver. The BSB is 100 percent mobile with organic transportation. A well-defined SOP or plan should determine when and how the support area moves in relationship to the main body. The FSC or BSB must maintain the lines of communication and supplies with his supporting logistics unit (e.g. BSB or sustainment brigade). The BSB or FSC commander must be able to determine and recommend to their supported S3 the proper positioning and movement windows for the support area so uninterrupted support continues. The distribution platoon (FSC) or company (BSB) must be ready to push immediate resupply forward quickly via combat trains. Combined arms, fires battalions or reconnaissance squadrons combat trains should be postured to provide immediate maintenance and recovery support.

Sustaining Operations to Consolidate Gains and Stability Operations
What are some planning considerations for consolidating gains and stability operations? Consolidating Gains Combat operations must continue to be sustained Must establish security, restore combat power and prepare for continued operations to destroy remaining enemy forces Prepare for transition to stability operations Stability Operations Sustainment to minimum essential stability tasks – provision of security, water, food, shelter, power generation, and medical treatment Damaged LOCs will need repair or replacement Sustainment may need to be synchronized with U.S. and foreign government agencies, international agencies, NGOs, and contractors Operational Contract Support can be utilized for force protection, reestablishment of basic services, and repairs to critical infrastructure ADP 4-0 p 3-11 to 3-12 What are some specific Sustainment WFF planning considerations for consolidating gains and stability operations? Additional considerations: Sustainment in stability operations involves supporting U.S. and multinational forces in a wide range of missions. Stability operations range from long-term, sustainment-focused operations in humanitarian and civic assistance (HCA) missions to major short-notice peace enforcement missions. Some stability operations may involve combat. Tailoring sustainment to the requirements of a stability operation is key to success of the overall mission. In stability operations, small task-organized sustainment forces may operate far from traditional chains of command and support agencies that cannot sustain themselves. Stability operations also include large-scale operations that support peacekeeping and peace enforcement. These operations may or may not involve direct hostile action to U.S. forces and may have nearly the same sustainment requirements as offensive or defensive operations. Contracted services and support may significantly augment Army sustainment capabilities in major stability operations. Packages must be tailored for the specific mission. The force packages may be as large as offensive or defensive packages. Forces may operate far away from the traditional chain of command. Movement Control- Nongovernmental organizations using the same LOCs and node facilities Maintenance units often have to service civilian equipment. UN often purchases equipment for multinational forces and they do not have the units to service them. Therefore, our Soldiers have to provide the manpower and equipment. Medical planners have to consider the skills, instrument, drugs, and supplies necessary. Postal and MWR activities have to be planned for during long-term missions.

Sustaining Defense Support of Civil Authorities (DSCA)
What are some specific planning considerations for civil support operations? The principal logistics functions of the Army during disaster response is to move, maintain, and provide logistical capabilities necessary to respond to requests for assistance from civil authorities and also provide sustainment support to the responding DOD forces Army units are expected to be self-sustaining during any civil support operations Units should deploy with 72 hours of basic sustainment commodities General engineering will be required to restore transportation infrastructure ADP 4-0 p 3-12 What are some specific Sustainment WFF planning considerations for civil support operations? Here are some additional considerations for sustaining DSCA operations from ADRP 4-0 and FM 3-90. Sustainment in stability operations involves supporting U.S. and multinational forces in a wide range of missions. . Stability operations range from long-term, sustainment-focused operations in humanitarian and civic assistance (HCA) missions to major short-notice peace enforcement missions. Additional considerations: Sustainment is often the primary focus of a support operation. Army forces often provide assistance to civil authorities and respond to national and international crises that include significant humanitarian assistance requirements best met with sustainment capabilities. In many support operations, Army sustainment units conduct the decisive operation. The ability of Army forces to move large amounts of equipment and supplies under adverse conditions and provide small tailored forces on short notice makes Army sustainment forces a valuable asset in both domestic support operations and foreign humanitarian assistance missions. Distributing food, water, supplies, field services, and medical support is often the primary emphasis of support operations; the Army has trained personnel and deployable assets to provide such support. Transportation, supply, and medical units are often most in demand. The key to success in many support operations is interagency coordination. Only in the most extreme situations does the U.S. military provide relief directly to those in need. In most support operations, the U.S. military assists NGOs in providing the required support. Multinational support, host nation support, and support from NGOs may reduce the demands on transportation, medical, food, water, and housing resources.

Operational Contract Support Functions
Operational Contract Support is the process of planning for and obtaining supplies, services, and construction from commercial sources in support of joint operations. Operational contract support includes the associated contract support integration, contracting support, and contractor management functions. Reference: ATP 4-10, Multi-Service Tactics, Techniques, and Procedures for Operational Contract Support Operational contract support (OCS) is a key force multiplier across the range of military operations, both foreign and domestic. In some operations, OCS may serve as the primary means of support for the deployed force. Per JP 4-10, Operational Contract Support, OCS is the process of planning for and obtaining supplies, services, and construction from commercial sources in support of joint operations. OCS is a complex source of support planned and executed in accordance with joint force commander (JFC) guidance and through the contracting authority of one or more military departments or Department of Defense (DOD) agencies to supporting contracting organizations. Also per joint doctrine, OCS consists of three complimentary functions: contract support integration, contracting support, and contractor management. Each of these functions has specific considerations that must be taken into account when planning and executing sustainment at all levels. OCS is a Multi-functional / Multi-disciplinary Process

Types of Contract Support
Theater Support External Support In-theater contracting authority relying on local vendor base to meet immediate needs Typically for goods, services and minor construction Contracting Authority External to the Operational Command. Examples: Logistics Civil Augmentation Program (LOGCAP) Special Skills Contract (e.g. staff augmentation, Interrogators, etc.) DLA prime vendor contract (Source: ATP 4-10, MULTI-SERVICE TACTICS, TECHNIQUES, AND PROCEDURES FOR OPERATIONAL CONTRACT SUPPORT, dated February 2016) Theater support contracts are contracts awarded by Service component contracting officers deployed to the operational area. These contracts provide supplies, services, and minor construction from commercial sources within the operational area. Also important from a contractor management perspective are LN employees since they are routinely a key part of the theater support contractor’s workforce. External support contracts are where the contracting authority is external to the operational command. External support service contracts provide a variety of logistic and other related services and supply support. External support contracts normally include a mix of U.S. citizens, third country nationals (TCN), and LN contractor employees. Examples of external contract support include: Service civil augmentation programs (CAPs). Special skills contracts (for example, staff augmentation support and interpreter services). Defense Logistics Agency prime vendor contract. Systems support contracts are funded by directed appropriations and managed through acquisition program executive officers and their program managers. These contracts provide what is commonly known as contractor logistics support through deployed field service representatives. Systems support contract-related employees are mostly U.S. citizens who have habitual relationships with a particular unit or serve as members of a fielding or modification team. Systems Support Contracts awarded via Program Executive and Product/Project Management Contracting Authority Support Specific Materiel Systems

OCS Key Personnel Commander Staff 3C ASI (Unit-level OCS Integrator)
Overall responsible for contract support planning and management Generate mission requirements Validate and justify requirements for contract support Maintaining oversight of the requirement Conduct Risk Management Monitor effects of contract support Staff S1: Account for and report contractor accountability S2: Threat Assessment/Vendor Vetting S3: Overall integration and force protection S4: OCS Planning and Coordination S6: Signal and Communications 3C ASI (Unit-level OCS Integrator) Advise commander and staff Coordinate and manage unit training. Integrate OCS matters/requirements among the staff Participate in unit operational planning teams to apply OCS expertise Coordinate staffing and submittal of requirements packages Contracting Officer’s Representative Nominated by the unit Appointed by the KO Observe, document and report contractor performance. Complete requisite training Assist KO in providing effective contract support. (Source: ATP 4-10, MULTI-SERVICE TACTICS, TECHNIQUES, AND PROCEDURES FOR OPERATIONAL CONTRACT SUPPORT, dated February 2016) OCS is a commander’s business that must be closely integrated into all major planning actions. It requires direct and continuous involvement by all requiring activities, both inside and outside of the operational area. Key Point: Overall responsibility for mission accomplishment remains with the requiring activity commander responsible for the service being provided via commercial means, not with the supporting contracting activity. OCS requires a team effort between the joint force commander or Service component commander down to the requiring activity commander and staff, the contracting officer, the COR, and the contractor along with legal and resource management enabling functions. This OCS team collectively synchronizes the OCS process (see Figure 1-2) with the military planning process and the contracting process. Requiring activities are much more than just customers. They have an important role to play and are key members of the OCS team. The contracting process can be an effective means to achieve the desired support only if employed with careful planning through a coordinated team effort. Commanders and staffs must have a basic understanding of contracting processes and authorities; likewise, supporting contracting officers should have a basic understanding of support planning and execution in order to achieve the best commercial support outcomes. Key Point: The Army is currently documenting 3C OCS ASI and SI in various Army units from sustainment battalion up to and including the theater army. While most of these 3C ASI and SI positions are in logistic military occupational specialty staffs, these positions are found in both combat and support units across the Army’s operating force. Additionally, while most of these 3C staff positions execute their OCS functions as an additional duty, higher level Army sustainment units (sustainment brigades, expeditionary sustainment commands and theater sustainment commands) all have stand-alone OCS branches in their support operations sections. The COR is an employee, military or civilian, of the U.S. Government, a foreign government, or a North Atlantic Treaty Organization/coalition partner, appointed in writing by a warranted contracting officer. In no case shall contractor personnel serve as CORs. COR responsibilities include monitoring contract performance and performing other duties as specified by their appointment letter. Examples of COR responsibilities are conducting monthly, quarterly, and annual reports, surveillance, award fee board duties, and reviews in accordance with U.S. government and local policy. A COR is normally nominated by the requiring activity or designated supported unit and may serve in this position as an extra duty depending upon the circumstances. However, it is a key duty that cannot be ignored without creating risk to the government.

Echelons of Support

Distribution Network This slide is not intended to be discussed in depth. Its purpose is to show the big picture of how sustainment moves from the Joint Security Area to the Forward Line of Troops (port to fort). It can be used to reinforce the purpose of units discussed previously in the slide deck. Ex. The DSSB/CSSB is shown moving on ASRs and MSRs to and from BSBs.

METT-TC Dependent Brigade Support Area Battalion Field Trains Combat Company A doctrinal look at brigade echeloned sustainment. Compare this to the way you have seen sustainment for yourself… This slide transistions from the previous slide as a more detailed depiction of echeloned sustainment in a BCT. Identify the Logistic Release Points on the Main Supply Routes where the forward elements link-up for their logistics moving forward. Also identify the Maintenance Collection Points where the forward elements take their vehicles and equipment for evacuation. These two points demonstrate the two-way traffic on the MSR and provide examples of both the ‘push’ and ‘pull’ characteristics of sustainment. Field Trains (FSC or Distribution Co to BN) – are positioned on METT-TC considerations and often will be located in the brigade support area (BSA). Field trains can provide direct coordination between the maneuver battalion and the BSB. When organized the usually consist of the elements of the maneuver battalion HHC, Battalion S-1 and S-4 sections, and may include elements of the FSC not located in the combat trains. Combat Trains (FSC to Co) – Usually consist of elements of the battalion S-1 section, S-4 section, aid station, maintenance collection point, and other selected elements of the forward support company. Company Trains (Within Co) – Provides sustainment to the company during combat operations. Consists of the 1SG, medical evacuation teams, company supply rep or armorer, and FSC maintenance team.

Methods of Resupply

Distribution Methods to Support Resupply Operations
Throughput distribution – a method of distribution which bypasses one or more intermediate supply echelons in the supply system to avoid multiple handling. Unit distribution – a method of distributing supplies by which the receiving unit is issued supplies in its own area, with transportation furnished by the issuing agency. Supply point distribution – a method of distributing supplies to the receiving unit at a supply point, railhead, or truckhead. (Ref: ATP 4-11, Army Motor Transport Operations, 5 Jul 2013, page 1-3) Task: Describe the three types of distribution methods: Throughput, Unit and Supply Point. Purpose: Familiarize students with the different distribution methods as well as the advantages and disadvantages of each. Q1. When would one use throughput distribution? A1. Throughput distribution is helpful when resupplying CL V, especially artillery ammunition. Pre-configured loads are built “behind” the BSA at the CSSB for certain missions or weapon systems. By using throughput, we reduce the need for multiple handling and storage.required.

Distribution Methods to Support Resupply Operations
Refuel on the Move (ROM) – a refuel method where vehicles enter a site for refueling and receive a predetermined amount of fuel (usually timed) and they move out to return to their convoy or formation. The doctrinal purpose of a ROM is to extend the time that ground maneuver forces can spend on the objective. A ROM is most often used to support extended moves to or from a tactical assembly area before an attach or before a retrograde move. Aerial Resupply (Fixed-Wing and Rotary Wing) – used for routine and urgent resupply to units in various locations where terrain limits access. Acts as a combat multiplier because it is an effective means of by-passing enemy activities and reduced the need for route clearance. Aerial delivery includes airdrop, airland, and sling-load operations. Immediate Resupply – also referred to as emergency resupply is the least preferred method of distribution. If needed, all possible means of distribution may be used Potential Questions / Discussion Points: Q1. Has anyone been involved in any of the air delivery methods listed on the slide? A1. Answers vary depending on experience. Almost everyone has been a part of Air Land Operations (PAX flow into theater). Air Land Operations require suitable runways based on the airframe used. There must be the proper MHE at the airfield to download the aircraft (K-Loader, forklift, etc.) There also has to be transportation assets (flatbeds, tractors, PLS/LHS, etc) to move the materiel any significant distance (anything further than the airfield ramp). For sling load operations, one must ensure that the slings are recovered as they are property book items. Like Air Land Operations, Air Drop Operations require MHE and transportation equipment to recover materiel.

Key Sustainment Products

Sustainment Overlay Example
The sustainment overlay, at a minimum, should include: Locations of current and proposed support areas Boundaries for sustainment responsibilities MSRs/ASRs Locations of major HQs Locations of sustainment installations and units Locations of critical resources (potable water, maintenance collection points, ATHPs, mortuary affairs collection points, AXPs, etc. Task: Shows students an example sustainment overlay. Purpose: To describe the essential components of the sustainment overlay.

Logistics Estimate An analysis of how sustainment factors can affect mission accomplishment Starts at the beginning of mission analysis Develop with input from other Warfighting Functions Addresses below areas: Requirements Capabilities Shortfalls Analysis (risk) Determining Solutions Informs discussions and planning with other Warfighting Functions Estimate helps staff to develop Sustainment related FFIRs. No doctrinal format Task: Show students what goes into developing a staff estimate. Purpose: Students are hesitant to start work on a sustainment staff estimate until a concept of operations or concept of maneuver is developed. If they wait this, long they will not be able to bring meaningful sustainment information to planning meetings. Students need to understand that they can start developing the staff estimate as soon as they have a map, mission and task organization. Q1. What information do you need to start sustainment planning? A1. The task organization, which helps to determine requirements and capabilities, a basic mission statement, and a map. While a completed decision support matrix (DSM) is still far in the future (in the final steps of MDMP), the sustainment staff should start to consider potential decisions the commander will need to make during the mission. This should be done in conjunction with the rest of the staff. By looking at potential decisions, it will force the sustainment staff to develop and to consider potential sustainment related CCIR (FFIR) that can function as a “conditions check” for that decision from a sustainment perspective. As this is developed during MDMP, it allows the staff to articulate the success (or the failure) of sustainment tasks and events in terms of risk to the commander.

Logistics Estimate “I AM A SOLDIER”
I require 3 gallons of water per day for drinking, and 1.7 gallons per day for personal hygiene, 2.8 for field feeding, 0.4 for heat injury treatment & PMCS for total planning factor of 7.9 gallons per day in an Arid environment (ST 4-1/ CH4) I consume 3 quality meals per day achieved by using a combination of UGRs and individual operational rations (primarily MREs)

Logistics Estimate “I AM AN ICV STRYKER” “I AM A BRADLEY”
My basic load is 900x 25mm, 2,400x of 7.62 linked, and 7x TOW missiles I consume 18 gallons of fuel per hour on cross country terrain I have a crew of 3 and can carry a 7 man infantry squad I have a fuel capacity of 175 gallons I have a range of 250 miles My total fuel capacity is 53 gallons I carry a basic load of 2000 rounds of .50cal, 480 rounds of 40mm, and 16 smoke grenades My operating range is 330 mi (531 km) at an average rate of march of 40mph on hard-surfaced roads I can carry 11 Soldiers into combat “I AM A TANK” “I AM A UH60” At a 20mph rate of march, I consume 60 gallons of fuel per hour At tactical idle, I consume 30 gallons of fuel per hour, 1 QT every 4 hours of HTS (high thermal stability class engine oil) My operating range is 215 miles / 346 kms I carry a basic load of 40x 120mm main gun rounds, 11,500x rounds of 7.62mm, & 1,000x rounds of .50 cal My cruising speed is 173 mph, max speed 183 mph My fuel capacity is 360 gallons My operating range is 220 miles (without external fuel tanks) I carry up to 11 troops with equipment, 6 litter or ambulatory patients, or 2,600 lbs of cargo I can slingload 11,000 pounds

Annex F (Sustainment) Prepared by the S4 with input from the S1 and medical section Describes how sustainment operations support the concept of operations described in the base plan or order Provide in-depth sustainment details not found in the base plan or order Example Annex F can be found in FM 6-0, Appendix D Additional Annexes produced by sustainment personnel Annex E (Protection) – BCT Surgeon provides input Annex P (Host Nation Support) – prepared by the BCT S-4 Annex W (Operational Contract Support) – prepared by the BCT S-4 Task: Shows students the final product in developing a complete concept of sustainment Purpose: Students will understand what parts of the OPORD and Annexes focus on sustainment. It should be noted that all staff sections have input throughout the order and not just specific paragraphs and Annexes. Q1. What is the BSBs role in developing and executing the brigade Concept of Sustainment? A1. BSB should be involved in the development of Brigade’s Concept of Sustainment. The BSB Commander will develop his/her own concept of sustainment, which will tell the BSBs subordinate units how to execute the brigade’s Concept of Sustainment.

LOGSTAT and PERSTAT Many students probably have experience in either developing or providing information for the Logistical Status (LOGSTATs) and Personnel Status (PERSTATs). These reports are generated from the lowest levels through all commands. The information on these reports will generate requirements for sustainers to apply capabilities against it. Effective LOGSTAT and PERSTAT reporting has command emphasis.

Concept of Support What is the “Concept of Support”?
The sustainment concept ensures that all aspects of logistics, personnel services, financial management, and Army health support are properly focused on mission success. It ultimately represents a combination of art and science…the commander’s visualization and direction of who, when, where why, and how, tempered by the “what” of the hard numbers of requirements and capabilities… Communicated in the OPORD, graphics, and a matrix. Task: Introduces students to the, “Concept of Sustainment” Purpose: This shows the students that the Concept of Sustainment is not a single document or sketch. The Concept of Support is a combination of documents and sketches. Instructor’s Note: There are several terms used in doctrine to describe how sustainment supports the commander’s intent and concept of the operation. The most recent include the “concept of sustainment” and the “scheme of sustainment support.” Concept of support is more commonly found when discussing how it supports the commander’s intent and concept of the operations. (For more, see FM 6-0, C2 descriptions of OPORD annexes). Additional Details/Background for Instructors: FM 6-0, C2 (APR 2016), uses the term “concept of sustainment” when describing the contents of paragraph 4, but also includes “concept of support” in the same paragraph. However, it also uses the term “scheme of sustainment support” when describing the execution paragraph (paragraph 3) in Annex F.

“A WAY” Concept of Support
-Establishes initial LCOP (where key logistics assets are located) -Provides tasks to BN sustainment elements -Clarifies area support requirements

Sustainment Synchronization Matrix
Part of the Concept of Sustainment Usually done by phase Highlights critical aspects by sustainment function Depicts: Priorities Shifts in priorities Problem areas Critical events Not intended to stand alone or to replace the concept of sustainment rehearsal Task: Show students, “A Way” to make a synch matrix Purpose: Synch matrixes allow the staff and commanders to see the operation in both time and space. This helps to ensure that resources and units are over tasked or MSR in use by two units at the same time.

Practical Exercise

Group Exercise Rules of Engagement
Break into three groups. (see FM 3-0 based scenarios on the following slides) Group 1: Chapter 6 Large Scale Defensive Operations, Group 2: Chapter 7 Large Scale Offensive Operations Group 3: Chapter 8 Operations to Consolidate Gains Develop a sustainment plan and a 5-7 minute briefing for your group assigned scenario. You must demonstrate understanding of the following: BCT sustainment units and their purpose Proper use of brigade echeloned sustainment The purpose of the Army Maintenance System Mission analysis of potential sustainment limitations based on FM 3-0 All members must participate in the briefing. You have 30 mins to develop your plans. For this PE the students will break up into three groups. Each group will have 30 mins to prepare and then 5-7 mins to brief their concept of support for their assigned operation. From this PE the students should demonstrate their understanding of sustainment units within a BCT and their purpose, how to properly echelon support across a BCT, the army maintenance system, and their ability to conduct mission analysis and identify any potential sustainment shortfalls.

Scenario 1: FM 3-0 Chapter 6 Large Scale Defensive Operations
You are a forward support company commander during Large Scale Defensive Operations. Your unit has been tasked with providing security for the engineers building the Defensive Positions. During the previous night, a small enemy force attacked your position resulting in a combat readiness below 75%. Build a plan to balance your sustainment support with regenerating combat power. While developing a sustainment plan during Scenario 1, students should be able to reference back to slide 24 for planning considerations during defensive operations. Students should be able to take the information given to them in the scenario and develop an initial logistics estimate. Students should be able to show an understanding of FSC and BSB maintenance and distribution capabilities needed to regenerate combat power.

Scenario 2: FM 3-0 Chapter 7 Large Scale Offensive Operations
You are the Support Operations Officer in a ABCT during Large Scale Offensive Operations. The forward line of troops is exceeding the BSB’s operational reach requiring it to relocate. Develop a plan to ensure the BSB is able to successfully jump its BSA and provide continual support to the forward units. While developing a sustainment plan during Scenario 2, students should be able to reference back to slide 25 for planning considerations during offensive operations. Students should be able to take the information given to them in the scenario and develop an initial logistics estimate. Students should be able to demonstrate an understanding of the SPOs duties, an understanding of the BSB and FSC’s capabilities and develop a concept of support for continual sustainment while jumping the BSA.

Scenario 3: FM 3-0 Chapter 8 Operations to Consolidate Gains
You are the maneuver unit Battalion S4 in an IBCT. Recovered battle damage from Large Scale Offensive Operations exceeds the Battalion’s maintenance and movement capability. Your BCT is responsible for consolidation of gains while Large Scale Combat Operations continue. All other BCTs within the Division continue to conduct Large Scale Offensive Operations. Develop a plan to maintain your unit’s combat power while also providing support during consolidation of gains. While developing a sustainment plan during Scenario 3, students should be able to reference back to slide 26 for planning considerations during operations to consolidate gains. Students should be able to take the information given to them in the scenario and develop an initial logistics estimate. Students should be able to show an understanding of support between a BSB and an FSC and how maintenance will be conducted to regenerate the unit’s combat power.

Questions? Instructor Note: Take a couple minutes to answer student questions. There are five hidden slides if you have time left at the end of the class. If you have time, address the first two that have to do with command and support relationships. These may have been discussed during Mission Command and just be a refresher. d. Develop and Conclusion: (5 minutes). Apply: (5 minutes) Delayed Application will be placed on Sustainment during the OPS block development of the Synch Matrix and Paragraph 4 of the OPORD. Check on Learning Questions: What are the 8 Sustainment Principles? Which resupply method bypasses echelons of support? Throughput

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