CGSC

ST4-2 (ST 101-6)

THEATER SUSTAINMENT BATTLE BOOK

U.S. ARMY COMMAND AND GENERAL STAFF COLLEGE FORT LEAVENWORTH, KANSAS JUNE 2012

PREFACE This publication supports all CGSOC instruction in logistics and sustainment operations for Army ground forces in a Joint environment across the spectrum of conflict. The material is written primarily from the tactical logistician’s perspective, focusing at the BCT and division level. All applicable sources were consulted to ensure and support doctrinal integrity. Every effort has been made to include emerging doctrine and the flood of changes growing out of transformation, modular force design and experience gained from OIF/OEF. Therefore, some discrepancies are bound to creep into the text. Hopefully these are resolved during the annual review process. Sole responsibility for this student text rests with the Department of Logistics and Resource Operations (DLRO), U.S. Army Command and General Staff College. This publication is available in Command and General Staff Officers Course (CGSOC) student issues (hard copy or CD) and on the CGSC Blackboard master library (electronic version).

Student Text 4-2*

U.S. ARMY COMMAND AND GENENERAL STAFF COLLEGE FORT LEAVENWORTH, KS THEATER SUSTAINMENT BATTLE BOOK1 Contents Page

Chapter 1. 1-1. 1-2. 1-3. 1-4. 1-5. 1-6. 1-7. 1-8. 1-9. Chapter 2. 2-1. 2-2. 2-3. 2-4. Chapter 3. 3-1. 3-2. 3-3. 3-4. 3-5. 3-6. 3-7. 3-8. Chapter 4. 4-1. 4-2. 4-3. 4-4. 4-5. 4-6. 4-7. 4-8. 4-9 Chapter 5.

Tactical Sustainment ........................................................................................................1-1 General .............................................................................................................................1-1 Principles of Sustainment ...............................................................................................1-1 Sustainment Warfighting Function .................................................................................1-4 Supporting Tactical Operations .......................................................................................1-6 Supporting Offensive Operations ..................................................................................1-6 Supporting Defensive Operations ..................................................................................1-8 Continuous Support .........................................................................................................1-8 Sustainment in Urban Operations ....................................................................................1-9 Sustainment Stability Operations ...................................................................................1-10 Mission Analysis and Personnel/Logistic Estimates ......................................................2-1 General .............................................................................................................................2-1 Sustainment Mission Analysis Considerations ................................................................2-1 Format and Instructions for the Personnel Estimate ........................................................2-4 Format and Instructions for the Logistics Estimate .........................................................2-7 The Concept of Sustainment and Sustainment Overlay...................................................3-1 General .............................................................................................................................3-1 Developmental Guidelines ...............................................................................................3-1 Sources of Information for Developing the Concept of Sustainment ..............................3-2 Sustainment Function Planning Considerations ..............................................................3-3 Concept of Sustainment Format.......................................................................................3-5 Briefing the Concept of Sustainment ...............................................................................3-7 The Sustainment Overlay.................................................................................................3-8 The Sustainment Matrix...................................................................................................3-9 Sustainment Planning and Consumption Data .................................................................4-1 General .............................................................................................................................4-1 General Supply Planning (Classes I, II, III(p), IV, Mail, and Water) .............................4-1 Fuel Planning (Class III Bulk) ......................................................................................... 4-5 Ammunition Planning ...................................................................................................... 4-8 Maintenance Planning....................................................................................................4-12 Transportation Planning .................................................................................................4-14 Movement Planning ...................................................................................................... 4-19 Human Resources Planning ...........................................................................................4-23 Health Service Support Planning ...................................................................................4-25 Operational Sustainment Units ........................................................................................5-1 Command, Staff, and Multifunctional Units....................................................................5-2 ASCC Operational Sustainment Directorate (MCP and OCP) .................................5-2 Headquarters, Theater Sustainment Command .........................................................5-5

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Headquarters, Expeditionary Support Command ......................................................5-8 Sustainment Brigade................................................................................................ 5-10 Theater Opening (TO) Element ............................................................................... 5-12 Theater Distribution (TD) Element ......................................................................... 5-13 Army Field Support Brigade (AFSB) ..................................................................... 5-14 Human Resource Units .................................................................................................. 5-15 Human Resources Sustainment Center (HRSC) ..................................................... 5-15 Human Resources Company (HRC) Headquarters ................................................. 5-15 Military Mail Terminal Team (MMTT) .................................................................. 5-16 Theater Gateway R5 Platoon ................................................................................... 5-16 Postal Platoon .......................................................................................................... 5-17 Casualty Platoon Headquarters ............................................................................... 5-17 Chapter 6. Tactical Sustainment Units .............................................................................................. 6-1 Tactical Headquarters Sustainment Staffs ......................................................................6-3 Corps HQ Sustainment Cell ......................................................................................6-3 Division HQ Sustainment Cell ..................................................................................6-4 Combat Service Support Battalion (CSSB) ....................................................................6-5 Headquarters CSSB ...................................................................................................6-5 Brigade Support Battalion (BSB) ....................................................................................6-6 Distribution Company, BSB, Heavy, BCT ...............................................................6-7 Field Maintenance Company, BSB, Heavy, BCT .....................................................6-8 Forward Medical Company, BSB, Heavy, BCT .......................................................6-9 Forward Support Company (CA Battalion) BSB, Heavy, BCT ..............................6-10 Miscellaneous Battalion Headquarters Units ................................................................6-11 Motor Transportation Battalion ...............................................................................6-11 Movement Control Battalion ...................................................................................6-12 Transportation Terminal Battalion ..........................................................................6-12 HHC Petrol Pipeline and Terminal Operating Battalion .........................................6-13 Petroleum, Oils, and Lubricants (POL) Supply Battalion .......................................6-13 Ammunition Battalion .............................................................................................6-14 Explosive Ordnance Disposal (EOD) Battalion ......................................................6-14 Medical Units ................................................................................................................6-15 Medical Command ..................................................................................................6-15 Medical Brigade ......................................................................................................6-16 Multi-Functional Medical Battalion (MMB)...........................................................6-17 Combat Support Hospital ........................................................................................6-18 Area Support Medical Company .............................................................................6-19 Medical Logistics Company ....................................................................................6-20 Medical Logistics Support Company ......................................................................6-21 Ground Ambulance Medical Company ...................................................................6-22 Area Support Dental Company ...............................................................................6-22 Air Ambulance Medical Company..........................................................................6-23 Ordnance Units .............................................................................................................6-24 Modular Ammunition Ordnance Company .............................................................6-24 Support Maintenance Company ..............................................................................6-25 Component Repair Company ..................................................................................6-26 Quartermaster Units ......................................................................................................6-27 Quartermaster Field Service Company ...................................................................6-27 Quartermaster POL Pipeline and Terminal Operating Company ............................6-28 Quartermaster POL Support Company (PSC) .........................................................6-29 Quartermaster Support Company (QSC).................................................................6-30 Quartermaster Collection Company (MA) ..............................................................6-31 Quartermaster Water Purification and Distribution Company ................................6-32 ii JUNE 2012

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.........................................7-7 Medical Battalion ...............................................................000 Gal) ............................................................................................................... C-1 Division Concept of Sustainment Example (By Phase)............................6-39 Seaport Operations Company ....................................................................................................................7-14 Truck Company...........................................................................6-38 Inland Cargo Transfer Company ...........7-19 Army Special Operations Forces Logistical Operations ..................................................8-3 Battalion Support Company....................................................................... Appendix I....... ST4-2/TOC iii JUNE 2012 ............................... B-1 Brigade Combat Team (HBCT) Brigade Concept of Sustainment Example ............................7-12 Combat Logistics Regiment........................8-4 Ranger Support Company ...................................................................................................................... G-1 Concept of Sustainment Matrix (Division) .............. Naval Construction Regiment............................... J-1 Sustainment Unit Terrain Requirements .................................. F-1 Division Sustainment Overlay: Non-Contiguous Deployment .........................................................................................................8-2 Group Service Support Company .... D-1 Brigade Sustainment Overlay Example ........ A-1 Glossary ..6-42 Chapter 7................................................................. Appendix D...........................500 Gal) ..........................................6-37 Combat HET Company ............................................................................ Appendix C.......................7-6 Supply Battalion ................... I-1 Sustainment Rehearsal ......................................7-3 Combat Logistics Regiment.................................................................. General Support ....... Marine Logistics Group ........ are intended solely for instructional use........................................................................................................................................................................7-4 Combat Logistics Regiment.....6-33 Transportation Light-Medium Truck Company .6-41 Heavy Watercraft Company ...........................................7-17 Logistics Concept ....................................................................................7-10 Marine Expeditionary Unit (SOC)..7-1 Marine Corps Combat Service Support Capabilities.........................................................................6-33 Transportation Medium Truck................................. Direct Support ........................................ The figures that appear in this document................................................... though derived from official documents....................................................... K-1 Chapter 8.......8-1 Limitations of the Group Support Battalion ............................................... SEABEES ..... H-1 Briefing Formats .................................................. ST4-2 replaces the May 2011 edition of ST4-2.... Cargo Company ..........7-9 Engineer Support Battalion ......................................................................................... Marine Corps Combat Service Support Capabilities .......................................................7-2 Headquarters..................................................................8-5 Quick References ................... Appendix B............................................... This document does not constitute doctrine and should not be interpreted or used as such...................................................................................................7-1 General ........................................ DISCLAIMER: This ST is just that—a student text............................................................................................................7-8 Maintenance Battalion .7-13 Marine Wing Support Squadron............8-1 General .................................Transportation Units ........................................................................................................................................................................................................................................6-34 Transportation Medium Truck Company (POL) (7........ Appendix E............ E-1 Division Sustainment Overlay Example .................7-16 Naval Mobile Construction Battalion.....6-36 Transportation Medium Truck Company (PLS) ............................................................... Appendix H..................................................................................................... Marine Logistics Group ........................................................................................................................6-41 Floating Watercraft Company ................................................ Marine Division ...........7-11 Marine Expeditionary Unit (SOC) ... Appendix J........................................ Appendix A.. Appendix K...............................................................6-40 Modular Causeway Company ..................... Appendix F.................................6-35 Transportation Medium Truck Company (POL) (5............................... Appendix G..... Fixed Wing and Rotary Wing ................................................... Combat Logistics Battalion .

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multinational. interagency. This concept of integration might also be profitably applied in assessing whether the other principles are sufficiently and/or properly integrated and balanced to meet the sustainment mission. 1-2. continuously assessing requirements. The planning and execution of sustainment operations must fully blend into and harmonize with all operations. guide prudent planning. tactical support is generally measured in days or hours. Anticipation is facilitated by automation systems that provide the common operational picture upon which judgments and decisions are based. This is at the heart of what is meant by the “commander’s business. support may also come from host nation (HN). It focuses resources to support the commander’s intent and concept of operations to maximize freedom of action and to sustain force momentum.” Although combat commanders may not fully comprehend the intricacies of the sustainment portion of operations. joint. They must then start the process of acquiring the materiel or placement of support that bests sustains the operation. While tactical operations can last for weeks. Sustainment characteristics seldom exert equal influence.CHAPTER 1 TACTICAL SUSTAINMENT 1-1. education. intelligence. To help them to describe considerations required to conduct successful operations. joint. Sustainment characteristics are integrated throughout the operational framework. PRINCIPLES OF SUSTAINMENT Force commanders visualize and describe their sustainment concept to sustainment planners and commanders. Sustainment commanders and staffs visualize future operations and identify appropriate required support. and tailoring support to meet current operations and the changing operational environment. Although Army units make up the bulk of the tactical sustainment structure. Anticipation is the ability to foresee events and requirements and initiate necessary actions.  Anticipation. combat operations at company/battalion through corps. The commander identifies which characteristics as having priority during an operation that become the foundation for preparing the sustainment concept. Integration consists of synchronizing sustainment operations within every aspect of Army. Tactical sustainment planning addresses how each sustainment function supports the operation and identifies sustainment risks. Integration includes coordination with and mutual support among Army. commanders view sustainment characteristics from the perspective of the overall operation. Anticipating sustainment also means staying abreast of operational plans. and civilian contractors. The sustainment characteristics are—  Integration. Department of Defense (DOD) and Department of the Army (DA) civilians. they must examine their concepts of operation and support and ensure that they fit together. and their importance varies by situation. and intuition. and multinational military organizations. ST4-2/CH1 1-1 JUNE 2012 . It is based on professional judgment resulting from experience. Anticipation of sustainment facilitates responsive support. GENERAL Tactical sustainment supports battles and engagements. knowledge. and assist the staff in developing the support plan. joint. and interagency sustainment organizations. and multinational operations. The concept of operations achieves this through a thorough understanding of the commanders’ intent and synchronization of the sustainment plan.

efficiency is always trumped by effectiveness. Consequently. and effectiveness. balancing costs and effectiveness. at the operational level. This is a direct function of force protection and the scale of the threat within the operational environment. Anticipation is a central element in responsiveness and anticipation is about lead time and availability.. efficiency throughout the system is crucial. flexibility and anticipation are crucial in maintaining an effective and a sufficient degree of responsiveness.” It is axiomatic that resources are always limited and at some point shortfalls are inevitable. as a capability. ammunition) of the logistical system will become a constraint on operations. It is analogous to the principle of war. and flexibility and while maximizing combat power and operational reach. Simplicity means consciously avoiding and reducing unnecessary complexity in planning. even the simplest tasks become difficult in war. 1-2 JUNE 2012 ST4-2/CH1 . Therefore. Integrating sustainment with operations and force protection plans is critical to survivability. port throughput. In these situations. Responsiveness is the most crucial sustainment characteristic and is also the single most important requirement of a logistical system. in the right place. preparing. responsiveness is mathematically quantifiable and is measurable to a certain degree. should be able to meet a certain range of unforeseen circumstances without dislocating logistical operations. both time and space work against simplicity. Survivability addresses the need to protect support functions from destruction or degradation. and executing sustainment operations. Responsiveness. Modern forces are intrinsically complex because of their size. driven by the flow of battle.   Survivability. truck lift capacity. Supply responsiveness is a function of the quantities delivered. It blends the effects of the other principles and confirms or denies whether a course of action is feasible. Logistic discipline across the entire system is crucial to economy. Economy. History teaches that one can expect an unrelenting chain of such issues. Failures in economy at the national level can have enormous and widespread negative impacts on the strategic military capability. this is achieved with a situationally-dependent balance of stockpiling and distribution-oriented methods in managing the pipeline flow. Responsiveness. Invariably some component (e. “economy of force. if appropriately considered in planning. at the right time. Responsiveness. equipment. provides the right support. the farther out that one looks. Efficiency is generally paramount at the strategic level. and. Economy is providing support to meet mission needs in the most efficient way possible. Simplicity is also prejudiced by having to organize the operational logistical system from units that are or that may be unfamiliar with each other based on estimates that have an untested and/or questionable value. and information to effectively support operations. Often operations develop in an unforeseen and different direction or tempo. and logistical needs. and flexibility.g. and involves anticipating operational needs on a continuing basis and securing the right mix of material. The system must manage this balancing act between efficiency and effectiveness in pursuit of economy while preserving responsiveness. plus these units have the benefit of having smaller time and space factors. adequacy.  Simplicity. efficiency. However. etc. Successful theater logistics demands both efficiency and effectiveness. The trend toward greater dispersal of tactical forces over larger sectors and areas of operations increases the threat to all levels of sustainment elements. As a function of time and quantity. The distribution system’s lift capacity is a key determinant of responsiveness. the greater the possibility and probability that some circumstance will change. especially the closer one gets to the forward edge of the combat zone. Simplicity in tactical sustainment—in BCTs and in battalions—is easier to achieve because these units’ fixed organic sustainment capabilities are designed to match their routine needs. capabilities.. adequacy. Successes in economy efforts directly impact responsiveness. strategic and operational logisticians must forecast much farther in advance than at the tactical level. However.) or item (e.g. As Carl von Clausewitz noted.

Adequacy. Eccles. Logistical flexibility also enhances tactical and operational tempo overmatch. The sustainment commander must apply operational art to visualize complex operations and understand what is possible at the tactical level. Attainability. See ST4-1 (formerly 63-1). 1967). Flexibility is the ability to adapt logistic organizations. there is a direct and crucial bearing on assessing logistical constraints in operations. and the logistical system’s capability. This minimally acceptable level is determined by the logistical staff’s analysis based on the situation. or utility. conditions. 3 Henry E. Continuity is achieved through an integrated logistical system ensuring command confidence in sustainment allowing commanders freedom of action. precision. These skills enable commanders to improvise operational and tactical actions when enemy actions or unexpected events disrupt sustainment operations. missions. Attainability is the ability to amass a sufficient and balanced scale of logistical means required to begin combat operations. It includes creating. Attainability and sustainability are discussed separately below as they are in current US doctrine. It requires commanders to track resources and make critical decisions eliminating backlogs or bottlenecks. will mean logistical culmination. 4 James A. procedures. or fabricating what is needed from what is available. and organizations must be flexible enough to achieve both responsiveness and economy. It is a function of creativity in thought and action. 1987). The same is true of the impact of time and timing. and endurance. inventing. both of which may be/become significant to adequacy or feasibility. Doctrine for Logistics Support of Joint Operations.” The information that flows up and down command and logistic channels is essential to flexibility. in all probability. Whichever term we use. Continuity is the uninterrupted provision of sustainment across all levels of war. The lift and distribution system capacities and distribution system capabilities will be key determinants in achieving flexibility.2 The principles of “attainability” and “sustainability” can be effectively combined and retitled as “adequacy” without a loss of validity. Sustainment in the Theater of War. and methods to changing operational environments. Logistics in the National Defense (Connecticut: Greenwood Press. in a word. Huston. “Adequacy” gives a more proper sense of continuity across the duration of operations from having enough to begin and carry on to mission completion—a sense that the two separate terms lack. Sustainment staffs at all levels work hand in hand with operational staffs ensuring synchronization of requirements over the entire course of the operation. Continuity. ST4-2/CH1 1-3 JUNE 2012 . as well as gaining OR retaining the initiative. page II-2 presents “adequacy” as an alternate for “attainability. Planning. provides greater opportunities for decisive maneuver. arranging.  Flexibility.” A different approach to the concept is taken here. operations. Improvisation. “logistical art. operational reach. Flexibility can only be subjectively evaluated based on the provisions made to achieve it. enhances operational reach. Failing to preserve adequacy. JP 4-0. and concepts of support. and the commander’s   2 Joint Chiefs of Staff. for a more in depth discussion of logistic principles. the assigned mission. This requires commanders. The Sinews of War: Army Logistics 1775-1953 (Washington DC: Government Printing Office. April 2000. their staffs. Both Eccles3 and Huston4 take this same track but use “feasibility” to describe what is included in adequacy. It may also involve changing or creating methods that adapt to an enemy that quickly evolves. It is not an acceptable replacement methodology or doctrinal substitute for proper staff work and efficient/effective logistic operations  NOTE: The following principles (“flexibility” and “adequacy”) were removed from the doctrinal Army list with the publication of the 2009 edition of FM 4-0. Improvisation is the ability to adapt sustainment operations to unexpected situations or circumstances affecting a mission. and Soldiers to improvise other possible means to accomplish an operation.

Sustainment (Washington. provision. and issues all classes of supply required to equip and sustain Army forces. stores. managing. Maintenance. and executing support involves synchronizing and integrating simultaneously. Feeds. operations are either postponed or are undertaken with a greater degree of risk. textile repair. extend operational reach. exchanging and/or disposing of items. the key sustainment subfunctions include— Logistics:       Supply. At all levels of operations. Supply also covers turning in. the tactical posture or activity (ways) must be adjusted or balanced with the available sustainment circumstances (means). operations. is the commander’s operational reach sufficient to achieve the objective? Logisticians must forecast consumption requirements over time against a known or estimated availability of supply and services in the pipeline to effectively and efficiently manage the distribution system. Sustainability is a measure of the ability to maintain an acceptable scale of logistical support throughout the duration of operations.guidance. The difficulty of this estimation process grows geometrically as the scale of forces increases. ST4-2/CH1 1-4 JUNE 2012 . April 2009). This consists of the synchronization of all elements of the logistical system to provide adequate support. Moves and transfers units. If these established minimal levels cannot be met. This is an estimation process involving both the art and science of logistics.  Sustainability. but adequacy. If the rate of supply cannot be increased. DC: HQDA. SUSTAINMENT WARFIGHTING FUNCTION The sustainment warfighting function is related tasks and systems which provide support and services to ensure freedom of action. The objective is to maintain sufficient levels of combat power for as long as required. manages. Logistical culmination does not mean our forces are out of supplies. Field services. Operational ends must be balanced against the sufficiency of means and must consider the degree of acceptable risk. Field services include clothing exchange. as determined by the commander. is as much an art as a science. In other words. equipment. aerial delivery. and provides personal services for soldiers. Operational Contract Support. Planning. mortuary affairs. returns to service. Preserves materiel in serviceable and operational condition. clothes. receives. and supplies to support Distribution. When sustainment falls below required levels (adequacy).5 Sustainment consists of many interrelated functions. Attainability is measurable based on the requirement and capability calculations performed in the estimate and decision-making processes. impairing combat power and readiness. Transportation. 1-3. and use of all types of support from commercial sources. 5 US Department of the Army. and prolong endurance. but rather that the aggregate supply can no longer meet the demand at the point of use and that the overall supply status is beginning to fall. laundry. and food services. the point of logistical culmination has been reached and combat power may begin to erode. or updates and upgrades its capability. FM 4-0. personnel. Acquires. shower. Such support integrates and manages the acquisition.

Provides music to support military operations. morale. lines of communication and bases. Performs operational law duties and provides advice in military justice. protection. services. family members. Provides religious support to soldiers. casualty management. the military police (MP) are tasked with coordinating shelter. morals. religious counseling. and operation of infrastructure. maintenance. evacuating battlefield of casualties. repair. and biological munitions and devices presenting a threat to operations. dislocated civilians. ST4-2/CH1 1-5 JUNE 2012 . and. Religious support. welfare. Provides all the activities and systems needed to man the force. and authorized civilians. and US military prisoners. FM 4-0. Within the Army. and policy guidance.0). Engineering provides construction support. and real property maintenance responsive to environmental considerations. that modify. Finance services include pay for vendors. spiritual care. control. nuclear. coordinates with nongovernmental organizations (NGOs) and private voluntary organizations. central funding. postal operations. The Army is the DOD executive agent (EA) for all detainee operations. and. maintain. ordinances. civil law. The MPs support the battlefield 6 See chapter 5. Financial management operations. Provides finance and resource management services to commanders. chemical. morale. Examples include: the construction. accounting. as appropriate. administrative law. and recreation. providing forward medical treatment. and sustainment for detainees. other than combat engineering. Other Sustainment Related Functions:   Explosive ordnance disposal. Internment and Resettlement (I/R) Operations. and terrain modification and repair and selected explosive hazard activities. claims. Maintains the force by preventing disease nonbattle injury (DNBI) casualties. essential personnel services. spiritual fitness training and assessment. provides advice to the command on matters of religion. personnel services. General engineering includes those engineering capabilities and activities. Band support. technical advice. ensuring availability of medical Class VIII supplies and equipment. facilities. and laboratory services. religious worship services. I/R operations are included under the sustainment warfighting functions (WFF) (FM 3. dental. Sustainment. providing care during evacuation. Neutralizes conventional. delivers rites. or protect the physical environment. and sustaining operations. Although not a major sub-function of the sustainment WFF. sacraments. real estate planning and acquisition. I/R are supported by logistics.6 Personnel Services:  Human resources support. These activities include personnel accounting. and through the CCDR. international law. April 2009. providing veterinary. Legal support.      Health Services Support: Health services support. The I/R function addresses MP roles when dealing with detainees. and legal assistance to support command. and health service support (HSS). accountability. General Engineering Support. Resource management services include technical advice to commanders on operational resource management aspects. and.

The end states. lateral. and FM 3-19. by type and by unit. They must know—      The supported units’ missions. The times missions are to occur. When the sustainment resources can be available to the maneuver units. SUPPORTING TACTICAL OPERATIONS Sustainment operators and planners must understand the commander’s tactical plans and intent to ensure effective support. sustainment plans are developed that apply resources against requirements. What sustainment resources are available (organic. by type and by unit. and higher headquarters).1. What quantity of support is required. What the priority of support is. The MPs perform the internment and resettlement functions of collecting. 7 See FM 3-19. What the proper priority of support is. Using these requirements. ST4-2/CH1 1-6 JUNE 2012 .commander by relieving him or her of the problem of handling detainees with combat forces. How sustainment resources will be made available. The timing of critical events. After analyzing the concept of operations.7 1-4. Therefore. and securing detainees. evacuating. the enemy may recover from the shock of the first assault to mount a successful counterattack. The operational concepts for each mission. the sustainment priority must be to maintain the momentum of the attack.40. Military Police Operations. Based on this analysis. sustainment planners must assess the support capabilities to determine—       What the impact or influence of logistics will be on the mission. Where the sustainment resources are. 1-5. They determine—    What type of support is required. Internment/Resettlement Operations. SUPPORTING OFFENSIVE OPERATIONS If offensive momentum is not maintained. sustainment planners must be able to accurately predict support requirements.

Priorities may change through various operational phases. Prepare thoroughly for casualty evacuation and mortuary affairs requirements. fuel. Plan for the smooth. Plan for increased vehicular maintenance. such as ammunition. Use captured enemy supplies and equipment. test for contamination. Consider planned or pre-configured logistic packages of essential items. Select potential or projected supply routes. Plan and coordinate enemy prisoner of war (EPW) operations. ST4-2/CH1 1-7 JUNE 2012 . and lubricants (POL). Plan for threats to sustainment operations or units of bypassed enemy forces in a fluid. and ensure that all basic loads are replenished. noncontiguous battlespace. Increase use of meals-ready-to-eat (MREs). The following techniques and considerations apply to sustainment offensive planning:                      Position essential sustainment assets. Pre-stock essential supplies forward to minimize interruption of LOCs. and sustainment plans must be flexible enough to support either type of operation. effective. and particularly support vehicles and POL. Suspend most field service functions except airdrop and mortuary affairs. Establish maintenance priorities based on the commander’s guidance or intent and METT-TC. Anticipate increasingly long LOCs as the offensive moves forward. as far forward as practicable. Before use. especially over rough terrain. logistic release points. Recover damaged vehicles only to the main supply route for further recovery or evacuation. Maximize maintenance support teams well forward. Anticipate poor trafficability for sustainment vehicles across fought-over terrain.A successful attack may develop into either exploitation or a pursuit. oils. Plan for increased consumption of petroleum. and efficient echelonment of sustainment assets forward as the offensive unfolds with minimal disruption to support operations. and support areas based on map reconnaissance. and maintenance. Request distribution at forward locations. Plan replacement operations based on known or projected losses.

However. the priorities and requirements for support may change. General considerations in preparing for defensive operations include the following:      Preposition ammunition. Plan to reorganize to reconstitute lost sustainment capability. does not require a major shift in sustainment plans and procedures. However. and barrier materiel in centrally located position well forward. and operator maintenance use support personnel time not spent on the road. perimeter guard. repair work. ST4-2/CH1 1-8 JUNE 2012 . Use maintenance support teams in the unit maintenance collection point (UMCP) to reduce the need to recover equipment to the brigade support area (BSA). and pre-positioned ammunition. plans must be made for the control of this ammunition. POL. 1-6. Vulnerability and limited cross-country mobility of sustainment vehicles dictate that logistic packages (LOGPACs) use existing roads and cover of night. The change from one type of operation to another. Routine details. and normal services are done whenever the opportunity exists. Repairing damaged equipment and returning it to the fight requires early diagnosis and identification of faults and is done in advance. Emergency resupply is conducted when needed. Make plans to destroy those stocks. sustainment elements from company through BCT take advantage of the lull to prepare supported units for the next operation. Continuous sustainment operations require careful personnel management. plus the sustainment requirements of additional engineering units assigned for preparation of the defense. if necessary. Perhaps the most critical time in the defense is the preparation stage. Whenever there is a pause in combat operations and maneuver units are not fighting. The main purpose of sustainment in the offensive is to maintain the momentum of the attack. Ensure that sustainment preparations for the attack do not compromise tactical plans. SUPPORTING DEFENSIVE OPERATIONS The immediate purpose of the defense is to cause an enemy attack to fail and to break the momentum of the attack. pre-position ammunition on occupied and prepared positions. Maintenance. mines. such as from a hasty attack to a pursuit.  Consider the increasing distances and longer travel times for supply operations. Consider and plan for additional transportation requirements for movement of Class IV barrier materiel. CONTINUOUS SUPPORT Sustainment operations are by nature continuous. but routine resupply is usually conducted at night. These considerations apply in some degree to all offensive operations. Resupply during limited visibility to reduce the chance of enemy interference. In defensive operations. 1-7. A carefully planned and strictly enforced rest-work schedule or sleep plan is necessary to ensure continuous capability.

ladders. and fragmentation grenades. Plan for special equipment such as body armor. and treatment plans must be in place for battle fatigue or combat stress cases. Plan for and use host country support and civil resources when practical. but bulk resupply is more difficult because of constricted access and reduced trafficability. and increased small arms repair requirements. Urban combat is characterized by a high usage of ammunition. Other considerations for UO include a high demand for tires. Prolonged urban combat also generates incredible stress. increased strain on communications and night vision devices. and hand tools. smoke. claymore mines. During urban operations (UO) fuel consumption is usually reduced. command and control. security. primarily small arms. Protect supplies and sustainment elements from the effects of enemy fire. Some general guidelines for sustainment during urban operations:         Preconfigure resupply loads and push them forward at every opportunity. Plan for extensive use of carrying parties. and explosives. stun. with injuries adding to combat wounded. UO casualty rates run higher. Disperse and decentralize sustainment elements with proper emphasis on communication. Tracked/armored vehicles are generally necessary but carrying parties will be needed for the final leg of distribution. rope. Evacuation and battle damage assessment and repair (BDAR) efforts will also be complicated by the terrain. Provide supplies to using units in required quantities as close as possible to the location where those supplies are needed. Typically. The support plan must include how munitions are moved to the companies fighting forward in close contact with enemy forces. Position support units as far forward as the tactical situation permits. close range anti-armor weapons. Generally. engineer and power generation equipment will be the largest fuel consuming equipment unless armored vehicles are employed. SUSTAINMENT IN URBAN OPERATIONS The very nature of urban operations (UO) creates unique demands on tactical sustainment system. concussion.1-8. ST4-2/CH1 1-9 JUNE 2012 . Aid stations must be as far forward as possible and must be liberally stocked with supplies. Leaders must plan to expedite evacuating the wounded out of the urban area. The urban environment will be a major obstacle due to rubble and restricted movement routes. grappling hooks. Maintenance teams must operate well forward and may utilize civilian facilities to set up repair operations. and proximity of main supply route (MSR).

Interagency planning and operations.1-9. Support to local and/or foreign civil national governments. SUSTAINMENT STABILITY OPERATIONS        Sustainment support for non-combat centered disaster relief and humanitarian operations. May be required in locations and events within broader operations across the entire spectrum of conflict. Integration of civil affairs with support planning and operations. May require extensive reliance on contractors and outside expertise. Support of and to NGOs. ST4-2/CH1 1-10 JUNE 2012 .

SUSTAINMENT MISSION ANALYSIS CONSIDERATIONS The basic methodology for logistic planners within the decision-making process is to determine requirements and to evaluate capabilities. but they are still responsible for the validity of all data that they include in their estimate. analytically comparing the two to illuminate mission shortfalls. Mission analysis considerations feed information into the estimate process. As factors that influence operations change. They may incorporate material from other staff estimates. Personnel and logistic staff officers coordinate with other staff officers when preparing their estimates. The following sustainment mission analysis considerations and personnel/logistic estimate formats contain guidance and information on how to perform and complete the estimate process. Estimates are integral to the commander’s decision-making process. Questions that logistic planners and operators should always be able to answer are—      Where are we on the battlefield? Why are we here? How do we support from here? How do we get support from here? When. etc. planning factors. This methodology is used across the entire decision-making process. shortfalls.)? Who are the supported units and how will they change during the operation? ST4-2/CH2 2-1 JUNE 2012 . At echelons above division. Personnel and logistic estimates are kept current.. equipment density. The most basic question is what impact personnel or logistics has on combat operations.g. and in what sequence do we displace to ensure continuous operations? This methodology is based on the supported unit’s sustainment needs. capabilities. At the division level. and determining solutions. Requirements. to where.   What are the sources of basic logistic consumption requirements data and analytical calculations (e. the estimate is written and follows the format outlined on the following pages. There are five areas to address: requirements. new facts are developed and assumptions become facts or become invalid. analysis. The level of detail reflects each planner’s position and organization. personnel density. computer estimating models. The estimates are as thorough as time permits. estimates are not normally written. This chapter is designed to assist logistic staff planners in preparing a mission analysis and personnel/logistic estimate.CHAPTER 2 MISSION ANALYSIS AND PERSONNEL/LOGISTIC ESTIMATES 2-1. 2-2. GENERAL The mission analysis process and personnel and logistic estimates are logical and systematic processes that staff officers use to analyze the influence sustainment factors have on a contemplated course of action (COA).

or. or chemical (NBC) threat? What do you need? How long will you need it? Where do you need it? What do you need to put it there (for example.. refrigeration.g. retrograde. etc.g. a fresh water source.. etc. how much of a particular Will or can this capability be used to logistically weight the battle? What are the total short tons (STs)/gallon/other distribution capability by mode? Line-haul? Local-haul? Other? What distribution planning factors were used? How many locations require this capability? 2-2 JUNE 2012 ST4-2/CH2 . a large.?) Is there a nuclear. deep attacks. unpacked.. forklifts. dedicated transportation. assembled. level area of land. pauses. and issue requirements? Are receipts and issues exclusive capabilities? commodity can units receive. cranes. (What are the ramifications of river crossings.g. storage. pursuit. fuel bladders/bags.?) What has to be done to move it once it is there? Are there special employment considerations (e.                     Identify implied logistic tasks based on the tactical plan. and issue?) (For example. berm for a bag farm)? What is the expected duration of the required preparation? How do we get the preparatory work done? Who does it? What support is required for preparatory activities? What support is required for preparatory activities? Capabilities. etc. rough-terrain container handlers.)? How will you get it there? When do you need it there? How long will it take to get it there? How soon will it be available to move there? Does it have to move again after it gets there? Who will move it from there? What are the competing demands for this requirement? What is required to off-load it when it gets there? Does anything need to be done with it once it gets there? (e.         What available units fulfill the requirement? What is the basis of allocation for these units? How many units over what time duration are needed to fulfill the mission? What are the overall receipt. exploitation. does it need to be located near a MSR)? How often is it required? How often must it be replenished? Are there preparatory activities (e. biological. store.

or an alternative source of supply? ST4-2/CH2 2-3 JUNE 2012 .) Are there unique management or employment considerations? Comparison/Shortfall. Planner need to determine the overall impact on combat operations and how best to support or sustain those operations. some transportation requires cargo transfer company support. Which requirements exceed capabilities? For requirements that exceed capabilities.)? If the shortfall is a supply availability shortfall. or a distribution shortfall? Analysis.g. time-phased force deployment sequence. consider the following: o o o o Is the shortfall only at our level or is it at higher levels as well? Is it a result of higher commands’ efforts and support priorities? Is the supply available at other echelons and. material handling equipment (MHE). go to the analysis portion of this methodology.) shortfall.. or time? How much is the shortfall in terms of quantity (ST. build stock levels or immediate consumption)? Will support be provided from a fixed location or from a forward logistic element? What is the shortfall’s significance? What is the shortfall’s potential impact? What caused the shortfall (battle loss. if so. or square feet)? What does the shortfall equate to in terms of days of supply (DOS)? At what point in the battle is the requirement expected to exceed the capability? What is the type of shortfall? Availability shortfall.        If there is no shortfall. is it overall or in a particular area. where? How long will it take to arrive? Is there an acceptable alternative. facilities. a substitute. whether shortfalls exist or not. etc.    Are any units with this capability already committed? Are any units with this capability due in? When? Do units depend on other units to function? (For example. Analysis is done for every support operation. personnel. gallons. etc.          What is the earliest the support operation can begin? What is the latest the support operation can begin? Is it better to be early or late? What is the purpose of the support (e. region. a resource (equipment.

a cargo transfer company can supplement a CSA with lift. The following excerpt from JP 1-0 specifies the joint personnel estimate. and responsibilities. delineates the J1’s authority. or helipads nearby? How do we echelon/displace our capability forward? Which units are involved? When? Solutions. capabilities. etc. a pipeline requires continuous pump and hose/pipeline maintenance or engineering support to lay the pipeline. consider the following:         Is the shortfall due to a lack of assets or due to a time-distance problem? Does the capability shortfall require special handling or distribution requirements? Are there alternative distribution modes? Are there alternative mode requirements? (For example. There must be continuity and integration with the tactical decision-making process and the logistic planning process. analyses. facilities. roles. 16 October 2006. etc.) Is host nation support a viable alternative? Is a contract a viable alternative? How specialized is the shortfall resource? (For example. and any attached or supporting elements. shortfalls. Joint Doctrine for Personnel Support to Joint Operations. ST4-2/CH2 2-4 JUNE 2012 . its subordinate units. It includes a current personnel status of the organization. and valid assumptions for each of the model’s categories (requirements. 2-3.). Integrate with other support operations and commodities. it is easier to find a mechanic than an M-1 fire control specialist. necessary. personnel. field landing strips. consider the following:      Can resources be diverted or obtained from somewhere else? (For example. Joint Publication 1-0. State up front any associated. Human resource management officers can expect to work at various levels of command. This guidance affects deploying unit personnel and establishes policy for deployment eligibility and the operation of systems and procedures for conducting personnel services and support within specific theaters of operation.If the shortfall is a resource shortfall (equipment. FORMAT AND INSTRUCTIONS FOR THE PERSONNEL ESTIMATE The J1/G1/S1 prepares the personnel estimate. MHE. an analysis of the impact on each phase of an operation. and solutions).   Determine the most workable solutions based on analysis. given proper supervision and technical assistance.) Can a secondary military occupational specialty (MOS) be used? Does a sister service or coalition partner have the capability? If the shortfall is a distribution shortfall.) Are host nation distribution assets available? Are sister service or coalition assets available? Are they compatible? Are there any airfields.

Joint Publication 1-0 PERSONNEL ESTIMATE CLASSIFICATION PERSONNEL ESTIMATE NO _____ REFERENCES: a. Maps and charts.

b. Other pertinent documents. 1. Mission. State the unit mission taken from the commander’s mission analysis, planning guidance, and other statements. 2. Situation and considerations. a. Characteristics of the operational area. Summarize data about the area, taken from the intelligence estimate or area study, with specific emphasis on personnel activities.

b. Enemy forces.

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Strength and dispositions. Refer to current intelligence estimate. Enemy capabilities. Discuss enemy capabilities taken from current intelligence estimate, with specific emphasis on their impact on personnel matters.

c. Friendly forces.

    

Present disposition of major elements. Include an estimate of their strengths. Own courses of action. State the proposed COAs under consideration, obtained from operations or plans division. Probable developments. Review major deployments necessary in initial and subsequent phases of the operation proposed. Status of replacements and/or augmentees. Civilian considerations.

d. Logistic situation. State any known logistic problems that might affect the personnel situation. e. Communications situation. State the situation, emphasizing known problems that may affect the personnel situation. f. Assumptions. State assumptions about the personnel situation essential to this estimate. Because basic assumptions for the operation already have been made and will appear in the planning guidance and in the plan itself, they should not be repeated here. Certain personnel assumptions that have been made in preparing this estimate should be stated here.

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g. Special features. List everything not covered elsewhere in the estimate that may influence the personnel situation (e.g., identify available labor resources essential to support operations). h. Personnel situation. State known or anticipated personnel problems that may influence the commander when he or she selects a specific COA.

Unit strength maintenance. Present information for all assigned and attached units. Include the effects of deployability, losses and projected losses, critical shortages, projected gains, and personnel restrictions. Replacements and return to duty (RTD). Provide projected numbers by grade, MOS, or branch. Identify issues affecting the personnel processing flow. Non-combat issues. Include issues pertaining to other than assigned personnel that may affect the mission (e.g., POWs, local nationals, US forces augmentees, civilian internees, detainees, and DoD or DA civilians). Soldier personnel readiness. State morale, esprit de corps, stability and condition of soldiers, commitment and cohesion, and organizational climate. Personnel service support. Address changes or problems in policies or programs for awards, assignments, reassignments, finance services, health services, leaves and passes, legal services, morale support activities, orders, pay, personal affairs, personnel services, postal services, promotions, records, and religious activity. Technology. State the status of human resource technology that can affect the COA (e.g., VSAT access, Web-based and voice-based systems, and database status). Logistics. Include transportation requirements for R5 and postal operations; the availability of uniforms and equipment for individuals processing through the R5 who have lost, damaged or destroyed items; and, the availability of life support for individuals in the R5 process.

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3. Personnel analysis of own courses of action. Make an orderly examination of factors influencing the proposed COAs to determine the manner and degree of influence and to isolate the personnel implications that the commander should weigh in his estimate. a. Analyze each COA from the personnel point of view. The detail of the analysis is driven by the level of command, the scope of contemplated operations, and the urgency of need. b. Decision criteria establish the elements to be analyzed for each COA under consideration. Examine each COA realistically and include appropriate considerations. c. Throughout the analysis, keep personnel considerations foremost in mind. The analysis is not intended to produce a decision but to ensure planners considered pertinent personnel factors. 4. Comparison of own courses of action. List the advantages and disadvantages of each proposed COA from the J1/G1/S1 perspective.

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5. Conclusions. a. State whether or not the mission can be supported from a personnel standpoint. b. State which COA under consideration can be supported best from a personnel standpoint. c. Identify the major personnel-related deficiencies that must be brought to the commander’s attention. Include recommendations of methods to mitigate such deficiencies. Annexes (by letter and by title). Use annexes when information is of such detail and volume that inclusion in the body makes the estimate overly cumbersome. Annexes should be lettered sequentially as they occur through the estimate. Distribution (according to procedures and policies of the issuing headquarters). Notes. 1. The format for an estimate of the situation helps the personnel planner apply thoroughness, clarity, judgment, logic, and professional knowledge to the situation. The format is a logical and useful tool that is flexible. 2. The personnel estimate of the situation is a continuous personnel staff process. 3. The J1/S1/G1 planners use information, conclusions, and recommendations from other staff estimates to analyze the mission and may incorporate some of the material into the personnel estimate (e.g., intelligence preparation of the battlefield (IPB), medical, logistics, or civil military affairs). 4. How planners arrive at decisions is a matter of art and science; sound decisions result from a thorough, clear, unemotional analysis of all pertinent situational data. Providing input to the unit health services plan is crucial. In coordination with the medical planners, consider the unit health services plan, and analyze the impact on current and projected operations. Areas to examine include evacuation capabilities and policies, estimates of medical causalities (injured, sick, and wounded), expected return to duty (RTD) and prisoners of war. 5. Under modularity, the brigade S1 is the human resources center of gravity. In order to accomplish the HR mission, the brigade S1 must have an understanding of the planning process. Management and analysis of personnel data must lead to actionable knowledge. Actionable knowledge is essential for mission analysis, of which the personnel estimate is a part. 2-4. FORMAT AND INSTRUCTIONS FOR THE LOGISTICS ESTIMATE The J4/G4/S4 prepares the logistics estimate, which provides an accurate and current assessment of the sustainment status/situation including its subordinate, attached, and supporting elements. The logistics estimate is an analysis of how service support factors can affect mission accomplishment. It contains the J4/G4/S4 conclusions and recommendations about the feasibility of supporting operational and tactical missions. This estimate includes the functional areas of supply, transportation, services, maintenance, labor, facilities, and construction affecting each COA.

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(Classification) Headquarters Location Date, time, and zone Msg ref no. LOGISTICS (LOG) ESTIMATE NO References. Maps, charts, or other documents. Time zone used throughout the estimate. 1. Mission. The command’s restated mission. 2. Situation and considerations. a. Characteristics of the area of operations. (1) Weather. Describe effects. (2) Terrain. Describe effects. (3) Other pertinent facts. b. Enemy forces. Enemy dispositions, composition, strength, capabilities, and COAs as they affect specific staff areas of concern. c. Friendly forces. (1) Friendly COAs. (2) Sustainment situation. This subparagraph should reflect the current status. In the case of detailed information at higher levels of command, a summary may appear under the subheading with reference to an annex to the estimate. You may use an overlay to show all Sustainment units and installations, current and proposed. Include current status, capability, and any enhanced or reduced capability attached, detached, or supporting units may cause. (a) Maintenance. Provide a general statement about the present capability (such as repair time factors, posture of maintenance units, some reference to Class VII and Class IX status if it affects maintenance capability, status of Class VII end items that may affect maintenance, etc.). (b) Supply. Provide overall status. Ammunition and POL are generally of particular importance. Include pertinent comments on resupply availability. Provide information under subheadings of classes of supply; list them in the most meaningful measure (e.g. DOS, total line items, equipment shortages by unit). (c) Services. Provide present status; include both capabilities and problems. (d) Transportation. Provide present capabilities to meet transportation requirements. Detail the adequacy of routes, facilities, and terminals to support distribution requirements. Discuss capability of movement control to provide in-transit visibility of movements and to assure sustained flow. Address time and distance factors that influence the ST4-2/CH2 2-8 JUNE 2012

As planning continues. Describe the effects. (f) Facilities and construction. you probably will need assumptions to initiating planning and/or to prepare the estimate. and in-transit visibility. Show any projected developments within the personnel field likely to influence sustainment operations. (h) EPW operations. The analysis provides both logistical and tactical impact for each COA. and so forth. Consider factors such as facilities and terminals. Provide present situation. (g) Health services support (HSS). Analysis. (5) Key considerations for course of action (COA) supportability. medical regulating. (3) Status of other areas affecting sustainment. Address availability of host nation facilities. Be prepared to justify each assumption and explain its necessity and impact on the planning effort. and deficiencies. projected location of patient-collecting points and ambulance exchange points (AXPs). and any anticipated increase in casualty rates or EPW workloads). Address facilities. 3. (4) Comparison of requirements versus capabilities. and so forth. Until the commander provides specific planning guidance. This paragraph should contain a coherent narrative analysis explaining evaluation criteria. (i) Other factors that may adversely affect sustainment operations such as refugee or humanitarian relief operations and NGO support or private volunteer organization (PVO) operations. Provide status of construction to upgrade existing facilities and create facilities where needed. construction. calculations. Information for this subparagraph comes from the CMO officer. airlift/drop. (e) Labor. d. List your evaluative criteria. Analyze all logistical factors for each subheading (paragraph 2e) against each COA highlighting issues. Show comparison for each element affecting personnel. and sustainment functions. Assumptions. strengths of units. hospital returnees. and factors for casualties. Determine whether a shortfall or excess capability exists. and status of combat health logistics (including blood. (a) Civil-military operations (CMO) situation. If a shortfall exists. actively seek facts to supplant/replace earlier assumptions. (b) Personnel situation. ST4-2/CH2 2-9 JUNE 2012 . discuss ways to overcome it. problems. replacements. Show any projected developments within the CMO field that might influence personnel operations. restrictions on use of civilians. Provide present status of medical treatment and evacuation resources. Include information obtained from the personnel officer. (c) Present disposition of forces. and applied logic.transportation capability against time considerations. Include present dispositions of civil affairs (CA) units and installations that affect the personnel situation. Include total strength. status. Present dispositions of personnel and administration units and installations that would affect the sustainment situation.

(2) Transportation.a. 4. (3) Supply. Include specific recommendations concerning the methods of mitigating the effect of these deficiencies. List the advantages and disadvantages against mission b. /s/____________________________ Sustainment Officer—G4 Annexes: (as required) _____________ (Classification) ST4-2/CH2 2-10 JUNE 2012 . Recommendation and conclusions. Indicate which COA or COAs the sustainment can best support. Include subparagraphs. (9) Religious. Include methods of b. (12) Other. (10) Legal and band. as appropriate. (4) Health services support. Materiel and services. (11) Contract services. Comparison. (1) Maintenance. Sufficiency of area. (6) Explosive ordnance disposal (EOD). Will it be cleared of enemy units? Will other units be sharing the same area (units passing through one another)? Will boundaries remain unchanged? b. a. Discuss the advantages and disadvantages of each considered COA. overcoming any deficiencies or modifications each COA requires. a. Evaluate sustainment deficiencies. Determine if the area under control is adequate for sustainment operations. (5) Field services. List the major sustainment deficiencies the commander must consider. success. (8) Financial management. (7) Human resources support. 5.

and the primary staff how the critical logistic actions unfold in support of the concept of operations (paragraph 3). yet comprehensive language. 3-1 JUNE 2012    ST4-2/CH3 . and any resource subject to competing demands or constraints. fuel and/or ammunition. during. concise. The explanation follows the same phasing as used in the overall plan or frames the actions around a before. paragraph tells the commander. yet comprehensive. during. simple. with input from the other logistic staff elements (G1/S1. finance. The intent is not to address each function unless it is critical or unusual. The operative term is consider. these subparagraphs are omitted and this detailed information is published as part of the service support annex to the plan.     Use clear. The more complex the operation (a multiphase operation or operations larger formations conduct). The more comprehensive the TSOP is. avoid technical jargon and terminology. road network use by unit and/or commodity. The details required by logistics planners and executors are provided in appropriate annexes. during. the concept is written for commanders and not for logisticians. Formations comprised of units of different parent (read BCT) organizations or who don’t share habitual relationships probably lack a common TSOP and therefore require a more lengthy concept of sustainment. These priorities are set by commander at each level in his intent statement and the concept of the operation (paragraph 3). G5. before. 3-2. locations. subordinate commanders.  The concept of sustainment is accompanied by a sustainment overlay showing pertinent logistical information such as support units’ locations. Usually. Consider the sustainment functions in the context of actions by phase of an operation or. This concise. the briefer the concept of sustainment. supply routes. the staff communicates this decision through the operation plan/operation order (OPLAN/OPORD). by unit and by system (aviation and surface systems would be given separate priorities). This makes paragraph 4a the logistic equivalent to the concept of the operation. as needed. Synchronize the concept of sustainment with the concept of the operation. This paragraph contains:  Paragraph 4a is the concept of sustainment. personnel officers. The G4/S4. Focus on what non-sustainment commanders need to know about how the operation will be sustained.CHAPTER 3 THE CONCEPT OF SUSTAINMENT (PARAGRAPH 4a) AND SUSTAINMENT OVERLAY ______________________________________________________________________________ 3-1. maintenance and evacuation. the more critical the sustainment synchronization. GENERAL After the commander selects a COA. and after the operation. Priorities include such things as personnel replacements. and after battle timeline. and supporting logistic organizations. and the support battalion or the sustainment brigade) prepares the concept of sustainment (paragraph four in the OPORD format). Remember. The concept of sustainment establishes priorities of support (by phase or before. Additional subparagraphs provide more detailed sustainment information by functional area. DEVELOPMENTAL GUIDELINES General rules for paragraph 4a. and after) for the operation. surgeon.

Lessons learned data and historical perspectives to view how others successfully. with the commander’s priorities. the concept of the operation (paragraph 3)? Is the concept of sustainment easily understood and is it comprehensive and concise? Does it facilitate visualization (a word picture) of the overall concept of sustainment? Does it consider and address. or unsuccessfully. wargaming facilitates logistic synchronization with the concept of the operation. or unusual aspects of support? Does it apply the sustainment characteristics? OF INFORMATION FOR DEVELOPING THE CONCEPT OF 3-3. This. supported similar operations. It is incorporated into the unit TSOP. during mission analysis. 3-2 JUNE 2012 ST4-2/CH3 . Maneuver control system screens and/or other locally-generated status charts. There are numerous other information sources for the concept of sustainment. non-SOP. service support plan. It is important to understand the next higher commander’s support priorities and where your particular unit fits into those priorities. The operational concept. determines which units and equipment items should receive priority before the operation. The unit’s battle book. These include—       The commander’s guidance and intent. during. may be in another subparagraph of 4 or in the service support annex. There are several basic questions the sustainment planner should ask:          Is the concept as simple as it could be or is it unnecessarily complicated or complex? Is the concept of sustainment properly synchronized with. Higher headquarters concept of sustainment. Logistics planners need to review the concept of sustainment and ensure it meets the commander’s needs. and sustainment overlay. or constant information is not included in the concept of sustainment. and does it support.   Routine. doctrinal. as required. paragraph 3. and after? Does it establish priorities of support by phase and do these priorities correlate with the priorities established in the commander’s intent. Specifically. and of primary interest to unit logistic personnel. By its very nature. The wargaming and quantitative analysis portions of COA analysis highlight critical and/or unusual logistic requirements and determine support priorities during each phase of the operation. Detailed and numerical data relevant to the operation. the sustainment planner determines the unit’s current materiel and personnel posture before the operation begins. SOURCES SUSTAINMENT The logistician actively participating in the decision-making process facilitates the concept of sustainment’s development. and other directives from higher? Is it written for non-sustainment commanders and their primary staffs and is it focused for supported units? Does it address all critical. the sustainment functions by phase of an operation or in the context of before.

Programmed locations and projected displacements of logistic support units and areas. light infantry. Evacuation procedures may include recovery procedures. they are not necessarily addressed in the concept of sustainment unless they are critical. out-of-sector support. Significant risks. They are intended. terrain. Support from other sources. support areas. BDAR procedures.3-4. heavy or light force mixes. Maintenance. Transportation. covering force units. Controlled substitution or cannibalization procedures. Route or event (timing) priorities. Locations or displacements of maintenance or repair part supply units. and security on sustainment operations. as a point of departure for sustainment planners developing a sufficient concept of sustainment. or unusual. Unusual and/or critical impact of weather. Distribution methods for Classes VII and IX. Supporting attached or detached forces (cavalry. 3-3 JUNE 2012 ST4-2/CH3 . Sustainment unit availability and task organization (capability versus requirements). Anticipated workload (battle damage and maintenance failure rates and projections). 2. Special considerations for joint or combined sustainment operations. SUSTAINMENT FUNCTION PLANNING CONSIDERATIONS The areas of consideration listed below are not intended as an all-encompassing checklist and some may not apply. non-SOP. Support provided by/to higher or adjacent units or other unusual support arrangements. etc. Movement and route use priorities (units and/or commodities). Transportation requirements (logistical versus tactical). Items for overall consideration:             Support boundaries. Items to consider in each phase of the operation: 1. Sustainment actions supporting security and/or deception plans and/or operations.) Sustainment actions in assembly areas (AA).             Maintenance priorities (air and ground). Foreign nation support and/or host nation support arrangements. rather. Although the items are considered. Unit reconstitution. staging areas. and support relationships. Maintenance support team employment. and attack positions (if any). Maintenance repair timelines.

                              Traffic control requirements. and backhaul priorities. operational. Refuel assets. Monitoring and reporting requirements. rail. Route maintenance and security requirements (effects of weather. VII. VI. CSR suballocation. Ammunition transfer handling point (ATHP).g. Mode selection. Emergency resupply procedures. III(P). Bulk refueling procedures. Supply. Supply routes. foreign nation support. and IX (less VIII). ROM and/or FARP operations. Support from sister services. Fuel allocations.g. IV. enemy. Support from other sources. Transportation unit or asset displacements. III. V. Expenditure restrictions (e. Required supply rate (RSR) versus controlled supply rate (CSR). ammunition supply point (ASP). no more than what percent of the CSR may be expended to support the covering force?). 3. Loads’ status: basic. Classes of supply I. Distribution methods. e. Trailer transfer arrangements or cargo transfer/terminal operations. II.. and engineer support). Refugees. combat. Distribution methods (supply point or unit). Alternate modes of transportation. Displacement of fuel/refueling assets. ST4-2/CH3 3-4 JUNE 2012 . Current status (in vehicles and bulk carriers/storage). heavy-equipment transport (HET) priorities. or combat configured. Throughput operations. and theater staging area (TSA) locations (only general locations and grids on the sustainment overlay). Significant risks. Sustainment replenishment operations (SRO) and reconstitution. Lines of communication (LOC) security. Forecasted requirements and ammunition prestocking arrangements.

4. Health services support.

   

Projected casualties and their effect on combat readiness. Establishing or adjusting personnel and medical support priorities. Medical treatment facility locations. Evacuation procedures for killed in action (KIA)/wounded in action (WIA).

5. Field services.

 

Location of field service units and capabilities. Location of mortuary affairs personnel, aerial delivery units, clothing exchange, laundry, showers, textile repair, and food services.

6. Explosive ordnance disposal (EOD).

 

Location of EOD units and capabilities. Identifying procedures for neutralizing domestic or foreign conventional nuclear, chemical, and biological munitions and devices that present a threat to military operations and civilian facilities.

7. Human resources support.

   

Manning the force, to include personnel readiness management, personnel accounting and strength reporting replacements and R&R operations. Providing human resource services, to include awards, promotions, military pay, and casualty operations. Location of personnel accounting activities, casualty management, postal operations, and morale, welfare, and recreation (MWR) facilities and equipment. Providing personnel support, to include: postal operations and morale, welfare, and recreation (MWR) support.

8. Financial management operations. Location of financial and resource management services. 9. Religious, legal, and band support. Location of religious support operations, legal operations, and band support. 3-5. CONCEPT OF SUSTAINMENT FORMAT The concept of sustainment format is structured according to the warfighter’s operational plan. The format below may use the “support by phase” methodology or a “before, during, and after operations” methodology. An example of the “support by phase” methodology is shown below and in appendixes c and d. The concept of sustainment method used by the sustainment planner must match the operational concept. This ensures clarity and synchronization in planning. The concept of sustainment’s intent is not to “boilerplate” unnecessary information. Rather, it is to think through specifically applying logistics to the concept of the operation and to craft a word picture that nonsustainment commanders and their primary staffs can easily understand. While each of the sustainment functions are considered under each phase of the operation, they should only be addressed if the support arrangement is critical, non-SOP, or unusual. ST4-2/CH3 3-5 JUNE 2012

Example concepts of support for brigade, division, and corps are provided in appendixes c and d. These are not related to any specific concept of operation but are provided to illustrate format and to provide a feel for concepts of support at various levels. * * * * * * * * (FORMAT) * * * * *

4.0 SERVICE SUPPORT (Paragraph 4a) Concepts of support. Paragraph 4a will provide an overall view of the concept of sustainment. The intent is to provide the non-sustainment commanders and their primary staffs an image of how the operation will be logistically supported. If the information pertains to the entire operation, or if it pertains to more than one unit, include it in the introductory portion of paragraph 4a then change it in the ensuing subparagraphs when needed. This could include—

         

A brief synopsis of the support command mission. Support command headquarters and/or support area locations, including locations of next higher logistic bases if not clearly conveyed in the sustainment overlay. The next higher level’s support priorities and where the unit fits into those priorities. Priorities remaining unchanged throughout the operation. Units in the next higher sustainment organization supporting the unit. Significant and/or unusual sustainment issues that might impact the overall operation. The use of host nation support. Any significant sustainment risks.

PHASE I (Starts with “event” and ends with “event.”) Logistic focus. Priorities: o By unit. o For personnel replacements. o Movement. o By class of supply. o Maintenance and/or recovery and evacuation priorities (by unit and equipment type).

 

Critical events or other pertinent information needed to communicate how logistic support will be conducted for the operation. Arrange other information in the concept of sustainment by sustainment function. Sustainment risks.

PHASE II (Starts with “event” and ends with “event.”) If there are any differences or changes, state them in this paragraph.

 

Logistic focus. Priorities o o By unit. For personnel replacements. 3-6 JUNE 2012

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  

o Movement. o By class of supply. o Maintenance and/or recovery and evacuation priorities (by unit and by equipment type). Critical events or other pertinent information needed to communicate how logistic support will be conducted for the operation. Arrange other information in the concept of sustainment by sustainment function. Critical decision points. Sustainment risks.

PHASES III, IV and V (Starts with “event” and ends with “event.”) If there are any differences or changes from previous phases, state them here.

 

Logistic focus. Priorities: o o o o o By unit. For personnel replacements. Movement. By class of supply. Maintenance and/or recovery and evacuation priorities (by unit and equipment type).

    

Critical events or other pertinent information needed to communicate how logistic support will be conducted for the operation. Arrange other information in the concept of sustainment by sustainment function. Reconstitution (referenced in the last phase). Regeneration (last phase). Preparing for future operations (last phase). Sustainment risks.

Paragraphs 4b through 4e are normally more detailed and are included in the service support annex. They are not part of the concept of sustainment. Concepts of support written before, during, and after format follow the same guidance as by phase. 3-6. BRIEFING THE CONCEPT OF SUSTAINMENT The logistician’s role in the overall OPLAN/OPORD briefing is to brief the concept of sustainment, but he must first understand the concept of the operation and the commander’s intent. This briefing facilitates communicating the concept of sustainment to the commander and the subordinate commanders. The concept of sustainment briefing should address the critical, non-SOP, or unusual aspects of logistic support by phase of an operation by critical sustainment functions. Doctrinal, usual, or SOP matters should not be addressed unless there is a deviation in support relationships or normal methods. The sustainment planner briefs the concept of sustainment, working through the operation by phase. This briefing should go into greater detail than is laid out in the written concept of sustainment. Some rules of thumb for the concept of sustainment briefing:

Tell commanders what they can expect from sustainment and how many days or hours they can operate based on materiel readiness, quantities of supplies on hand, etc. Use common terms such 3-7 JUNE 2012

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as DOS or other terms meaningful to the commander. Avoid jargon, technical terminology, or SOP information.

      

Address the “culminating point” from a logistic perspective. Avoid briefing the extensive number crunching associated with the logistics estimate process— brief the impact (the “so what”); be prepared to present or discuss your methodology. Do not read a written product; explain using the sustainment overlay and appropriate visual aids, such as a concept of sustainment overview matrix. Show the commander how the concept of sustainment is synchronized with and supports the concept of the operation. The briefing should include locations of critical logistic assets, headquarters, and events. Address priorities, shifts in priorities, problem areas and solutions, and critical events. The bottom line: The logistician must tell the commander what he needs to know.

Concept of sustainment briefing format: Introduction (overview of the concept of sustainment and orientation to the map, if required). Orientation to the map is not required if another briefer has done so previously. Do not assume the commander totally knows the terrain. Focus on locating critical sustainment nodes, MSRs, etc. Brief the concept of sustainment starting with critical actions that must be accomplished in the first phase of the operation and conclude with critical actions to be accomplished in the last phase. This will prepare for future operations using the sustainment functions as a guide. Identify which units have priorities for each critical sustainment function. (This should correlate with the commander’s priorities, e.g., main effort.) Identify the next higher echelon unit providing support and/or backup support. Identify any critical shortages or problem areas for each sustainment function and solution. For example, this can be supported, but ____, or it can be done, but not without risk to____. Identify any other sustainment problem areas, arrangements, special requirements, or any other critical aspects addressed elsewhere in the briefing.

    

3-7. THE SUSTAINMENT OVERLAY The sustainment overlay is a graphic representation of the tactical array of support areas and units. Ideally, it accompanies copies of the OPLAN and/or OPORD distributed to subordinate headquarters and is used as a graphic backdrop to OPORD, paragraph 4, “Concept of Sustainment.” (See appendixes e, f, and g as examples.) The sustainment overlay should include (as a minimum)—

     

Locations of current and proposed support areas. Boundaries for sustainment responsibilities. MSRs. Locations of major headquarters. Locations of sustainment installations and units. Locations of critical resources (potable water, maintenance collection points, ATHPs, mortuary affairs (MA) collection points, AXPs, etc.).

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The matrix is not intended to stand alone or to replace the concept of sustainment briefing. during. The supply routes from the BSA to logistic release points and/or maintenance collection points. problems and/or concerns. location and using type unit symbols. The sustainment planners’ oral briefing. The MSR from the supporting sustainment brigade logistics support area to the BSA. The matrix will highlight those critical aspects of each sustainment function. and after phases. to the division rear boundary) and to other critical logistic nodes. but it is also an integral part of the overall OPLAN/OPORD graphics and must be synchronized with the operations overlays. A division sustainment overlay would include (as a minimum)—    The logistic support area (LSA) for the supporting sustainment brigade. problem areas.) The concept of sustainment matrix’s design is aligned with the concept of sustainment format. (An example matrix is in appendix h. as a minimum. In addition. NOTE: A sample division sustainment overlay is in appendices f and g. using the sustainment overlay. and the locations of any other critical sustainment nodes that are not located in an LSA. the sustainment units and headquarters located therein. using type unit symbols. A corps sustainment overlay may have to encompass the entire corps area of operation (AO) as well as a part of the communication zone (COMMZ) and. 1. and whether they are divisional or nondivisional. the sustainment units and headquarters contained therein. 3-8. The matrix can complement the briefing. Locations of forward logistic elements (FLEs). using type unit symbols. as a minimum. the sustainment units and headquarters located therein. Locations of alternate/proposed BSAs. NOTE: A sample brigade sustainment overlay is in appendix e. THE SUSTAINMENT MATRIX The oral concept of sustainment briefing allows the commander and his subordinates to visualize how the operation is sustained. The logistic functions are in the “by phase” context. critical events. 2. Locations of corps sustainment units operating forward of the divisional rear boundaries. It should complement and supplement the concept of sustainment briefing. shifts in priorities. and other critical action. and clarifying issues. The MSRs from the corps or theater rear area to the LSA and on to each BSA.The sustainment overlay will not only depict the tactical array of sustainment units/nodes. ST4-2/CH3 3-9 JUNE 2012 . A BCT sustainment overlay includes (as a minimum)—      The BSA location and. The matrix can also be modified to reflect before. would depict—     The logistic support areas (LSAs) and. Locations of alternate and/or proposed LSAs. a concept of sustainment matrix can make complex logistic concepts more easily understood. Locations of alternate and/or proposed LSAs. The MSRs leading into the corps rear area from the COMMZ and the MSRs leading from the corps rear area to each DSA (or. It can also depict other critical information such as priorities. 3. is useful in communicating the concept of sustainment to the commander.

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Operational-Level (Theater/Corps) “Typical” Stockage Objectives Expressed in Days of Supply (DOS).01 PPD Temperate = 2.09 PPD Other (Average) = 9.CHAPTER 4 SUSTAINMENT PLANNING AND CONSUMPTION DATA 4-1.25 pounds per person/per day (PPD) SWA = 1. and historical planning and/or usage factors in addition to METT-C considerations. While the data are based on current operational planning factors.2 PPD Other (Average) = 1. Mail. Note: Numbers are for planning only.51 PPD NEA = 9.9 PPD 0.92 PPD SWA = 8. organization. and other CASCOMdeveloped data. III(P). DS GS CL I 3 7 CL II 3 7 CL III(P) 3 7 CL III 1 3 CL IV 2 4 CL V 3 7 CL VI 3 7 CL VII 1 day losses N/A Figure 4-2. OPLOG Planner. Stockage objectives are based on METT-TC. IV. General Supply Planning Data.78 PPD Class IX NA – Calculated in tonnage Mail Average = 1. NOTE: All consumption factors and data are also applicable to COIN operations.74 PPD Arctic = 1. 4-2.34 PPD Figure 4-1. This information is contained in current staff planning manuals. II. and Water) Class of Supply Class I (MRE ) Class II Class III(p) Class IV Planning Factors 1.06 PPD Class VI (after D+60) Tropic/Arid = 3. ST4-2/CH4 4-1 JUNE 2012 Class .6 PPD Northeast Asia (NEA) = 2. GENERAL The following planning information was developed by DLRO to support CGSOC course instruction. this information is designed for instructional purposes only and is applicable to actual operations only when planning addresses the particular circumstances.75 lb per meal M-M-M = 5. GENERAL SUPPLY PLANNING (Classes I.

020 lb 40”/48”/40” Figure 4-5. Ration Package Meals per case Cases/pallet Weight/case Weight/pallet Weight 12 48 22. Vehicle 5t (gate up) 5t (gate down) HEMTT M871 (30-ft) M872 (40-ft) Pallets 4 9 8 14 18 Figure 4-4. Weight Computation.304 3.Class I Transportation planning factors: MREs. Ration Package Servings/module Modules/pallet Weight/module Weight/pallet Pallet size Weight 50 8 (400 servings) 128 lb 1.7 lb 1. Lift Capacity. ST4-2/CH4 4-2 JUNE 2012 .600 2.608 8.368 Figure 4-6.600 7.200 Meals 2.400 3. Vehicle Lift Capacity. Weight Computation. Vehicle 5t (gate up) 5t (gate down) HEMTT M871 (30-ft) M872 (40-ft) Pallets 4 6 8 14 18 Meals 1.456 4.200 5.064 10. Class I transportation planning factors: Unitized Group Rations (UGR).089 lb Figure 4-3.

but does not have to be potable. . Water for heat injury treatment must be disinfected and should be potable. (Soldier personal hygiene items).Maximum production: 125 GPH.000 gallons (30-ft) on an M871. allocation of water assets. ST4-2/CH4 4-3 JUNE 2012 . Water Planning Factors. Unit (ROWPU) 3k Figure 4-8.5. and consumption factors. Unit Distribution company/BSB QM water company SRC 63326G2 10460F0 TWPS 2 4 HIPPO 2 4 ROWPU 3K 0 4 LWP 4 * SMFT * * Figure 4-9. Water Production by Unit. Semi-Trailer Mounted Fabric Tank . Equipment/System Load Handling System Compatible Water Tank Rack (HIPPO) Tactical Water Purification System (TWPS) Capacity . regardless of their global or theater location.000 gallons (40-ft) M872 trailer. Water.Maximum production: 3.Light vehicle transportable. personal hygiene. . Reverse Osmosis Water Purification . Water for drinking.000-gal tank design for PLS/LHS transport. Water Production and Storage Equipment. Water for vehicle maintenance operations must be fresh. Water requirement planning is necessary for all US Army units.000 GPH. . Health and Comfort Packages.3.SMFT is moved either completely empty or full. Lightweight Water Purifier (LWP) . The following tables depict water production assets.500 gallons per hour (GPH) from fresh and 1.1. Numbers in the charts below are in gallons per man per day. . (SMFT) .LHS-compatible flatrack mounting system. and field feeding must be potable.Health and Comfort Packages CL I. Item HCP I HCP II Contents Male and female personal hygiene items Female unique personal items Weight/Case 58 lb 20 lb Usage 10 persons for 30 days 10 persons for 30 days Figure 4-7.2.200 GPH from salt water.

6 6.000 4.360 26. Use the Northeast Asia/temperate environment consumption planning factors.8 .800 gal 10.1 -6. IV.2 .8 .92 1.5 1.5 4.4 1.7 8.7 21.2 .000.25 2.5 9.7 2.0 Tropical 5.02 19.7 2.7 8.0 1.040 39.7 6.2 7.7 2.3 8.000 5. Sustainment Planning Factors in Gallons/Man/Day.51 9. Sustainment Planning Factors in Gallons/Man/Day by Echelon.3 8.1 7.5 8.8 .3 9. The ration cycle is M-M-M.84 2.6 Arid 5.2 -7.Use Drinking water Personal hygiene Field feeding Heat injury treatment Vehicle maintenance Standard planning factor Temperate 1.1 -6.0 1.5 Figure 4-11. mail.000 4. BCT strength is 4. Health and comfort packs (HCP1 and HCP2) will not be issued.000 4.1 6.5 8.2 7.2 20.000 4.7 Arid 3.68 N/A Figure 4-12.8 . Example: Calculating general supply requirements.000 8.2 7.0 1.2 8. Echelon Company Battalion BCT Division EAD Temperate 4.5 Arctic 4. NOTE: General supply formula: REQUIREMENT = STRENGTH * PLANNING FACTOR Supply Class Strength Planning Factor Daily requirement Daily ST I II III(P) IV Mail Water 4. III(P).7 2. Example Problem Answer. Calculate the general supply requirements (Classes I.9 Arctic 2. II. and water) for a heavy BCT for one day.34 6. ST4-2/CH4 4-4 JUNE 2012 .800 2.680 5.000 4.1 Tropical 3.6 Figure 4-10.

643 4.696 3.739 2.999 119.171 5.191 12. 155 SP (HBCT) FA BN.260 18. Corps (MECH) FA 155 SP BN (3ID) FA 155 SP BN SPLIT OPS HSB FA BN 155 T. PDBM and OPLOG 7.782 12.005 3.238 7.689 8.238 7.004 4.873 2.148 13.523 2.794 166. FUEL PLANNING (Class III Bulk) Class III bulk consumption factors.822 42.443 4.772 72.107 77.293 8. MLRS (FIRES BDE) FA BN.005 3.587 4.296 14. (FIRES BDE) Infantry BN (LT) Infantry BN (ABN) Infantry BN (AASLT) Infantry BN Infantry BN (SBCT) Maneuver BN (HBCT) RSTA Squadron (SBCT) 4-5 Strength 2.754 117.822 2.653 4.118 JUNE 2012 .777 114.733 332 421 1.152 14.224 40.170 4.689 8.052 5. The following tables show consumption planning factors as of from the CASCOM’s Planning Data Branch Program (PDBM) July 2006 (with updates through 2009).902 2.653 2.341 5.593 2.737 1.661 448 480 650 355 358 494 675 369 319 323 655 675 670 745 697 706 437 Fuel Max 112.532 18.833 2.593 1.896 18. Daily Fuel Consumption Data (gals) SRC 01100G100 01100G200 01200G100 01200G200 01285A000 01285G100 05330L000 05400L200 05435L300 06365G000 06375C400 06385F401 06385G000 06395F000 06400G100 06455G000 06465G000 06465G100 07015L000 07035L000 07055L200 07075L000 07095F300 07205G000 17095F300 ST4-2/CH4 Unit DIV Aviation BDE (LID) DIV Aviation BDE (LID)(ATS/UAV) Aviation BDE (MED)(ATS/UAV) Aviation BDE (MED) Aviation Attack BN (AH-64) Aviation Attack/Recon BN (AH-64) Engineer BDE Corps Engineer BDE Engineer Combat BN.882 3.293 8. (SBCT) (3X6) FA BN.957 1. MLRS 3X6 (DIVARTY) Fires BDE FA BN.696 3.170 4.652 3.643 183.0 provide the most current estimates for the Army Forces.653 4.570 Fuel Avg 70. 155 SP (SPLIT OPS) (FIRES BDE) FA BN.4-3. HIMARS.632 76.

841 29.929 21.988 9.353 29.496 6.276 3.147 3.018 60.184 3.589 3.309 78.SRC 17205G000 17375L100 17485L100 19645A000 42424L000 47100F300 49100G000 63105F500 63105G000 63325G200 63345G100 63355G000 63400G200 77000G200 77300G000 77300G100 87100L100 87100L200 87300G000 Unit Armored Reconnaissance Squadron (HBCT) Tank BN Armored Cavalry Squadron.479 30.491 231.402 162.577 3.070 14. Daily Fuel Consumption Data.561 21.758 3.249 1.253 12.120 9.524 3. there will be discrepancies or mismatches within TOE data. The units were selected on best available information to be most closely representative of those required for CGSC/ILE course instruction materials.569 20.217 794 974 1.700 78.137 5.201 10.191 553 351 481 18. ST4-2/CH4 4-6 JUNE 2012 .459 15.195 11.362 36.246 3.194 4.357 1.851 Figure 4-13.719 55.107 7.960 4. Fuel Max 4.982 1. As organizations mature.921 5.994 20.999 NOTE: These SRC are a direct lift from the CASCOM PDBM. ACR 1X6 MP Interment/Resettlement BN QM Force Provider Company SBCT Battlefield Surveillance BDE (BFSB) BSB (SBCT) BSB W/FSC (SBCT) BSB (HBCT) BSB (FIRES BDE) BSB Combat Support BDE (BSB CSB) (ME) Sustainment BDE (OBJ TF) Light Modular DIV IBCT IBCT (ABN) Heavy Separate BDE (Armored) Heavy Separate BDE (Mechanized) HBCT Strength 389 499 860 593 434 3.489 Fuel Avg 2.295 26.973 78.122 9.281 56.

0 15.6 Figure 4-14.000 gal) .800 cross country 4.6 ea bags (18.800 gal Figure 4-16.000 gal) Figure 4-15.2 ea bags (20.0 9.0 10.500 road 7. 7. fabric.6 ea bags (3.3 Cross-Country 56.6 ea 500-gal fabric drums . 10k Tank.4 1.8 rapid refuel points .5 42.000 gal) .FARE system may be tailored .6 16.2 1. fueler medium tactical vehicle (MTV) 5-Ton TPU w/trailer HEMTT fueler Semi-trailer.0 Road 44.0 1. Fuel storage and distribution systems.800 gal 2. fabric.840.9 31.8 8.0 12.6 ea bags (1. 3k Tank. fabric. 5k Semi-trailer.500 gal) . The following chart shows unit fuel storage and distribution equipment and capabilities within the HBCT and sustainment brigades.500 or 15.3 1.Vehicle M1 M2/3 M113 M88 M9 ACE M109A6 MLRS Idle 17. 20k Unit POL support company Aviation BSB TBD under modularity QM pipeline/term company FARE system QM pipeline/term company QM pipeline/term company POL support company Capacity . fabric.400 gal 3.4 2.72 ea bags (2.6 18. Fuel System Fuel system supply point (FSSP) Forward area refueling equipment (FARE) Refuel on the move kit (ROM) Drum. Stationary Issue and Storage Equipment/Systems Distribution System Truck.6 8.500 gal 10.000 gal) .0 2.3 11.6 ea 10k-gal fabric tanks . 250-gal Drum.5k Rail car (Europe) ST4-2/CH4 4-7 Capacity 1. JUNE 2012 . Distribution Equipment and Systems.6 8.500 gal 1. 500-gal Tank. fabric. Vehicle Consumption Rates in GPH.

308 gallons per day) * 5 days = 556.308 ST4-2/CH4 4-8 JUNE 2012 . Example. PDBM and OPLOG 7. All that remains is to complete the calculations: (111.2 17.6 50. Calculate fuel requirements for a reinforced HBCT for 5 days.9 Gallons/Day 84.4 Ammo Ave 17. Aviation Planning Factors.3 260/430 NA NA NA AH-64D 150 120 2.537 18.4 118.Aircraft Max speed (knts) Cruise speed (knts) Endurance (hrs) Range (miles/km) Passengers seats (PAX) Litter evacuation Ambulatory evacution AH-64A 170 120 2.717 8.5 345/575 33 24 31 UH-60L 193 120 2. Answer to Fuel Calculation.0 provide the most current estimates for the Army forces.7 100.3 260/430 NA NA NA OH-58D 120 90 2. Calculating fuel requirements.5 300/500 11 6 7 Figure 4-17. NOTE: General supply formula: REQUIREMENT = STRENGTH * PLANNING FACTOR Unit Heavy BDE Tank BN FA SP155 BN BDE (+) Total SRC 87300G000 17375L100 06365G100 --Figure 4-18.7 118.0 180/300 1 NA NA CH-47D 170 120 2. AMMUNITION PLANNING Class V bulk consumption factors.6 59. The following tables show consumption planning factors as of from the CASCOM’s Planning Data Branch Program (PDBM) July 2006 (with updates through 2009).4 36.054 111. Daily Class V Consumption Data (ST) SRC 01100G100 01100G200 01200G100 01200G200 01285A000 Unit DIV Aviation BDE (LID) DIV Aviation BDE (LID)(ATS/UAV) Aviation BDE (MED)(ATS/UAV) Aviation BDE (MED) Aviation Attack BN (AH-64) Ammo Max 36.540 gallons 4-4.2 59.

5 0.1 0.1 0.4 69.9 2.0 0.1 Ammo Ave 50.2 0.6 253.9 0.1 0.7 0.1 ST4-2/CH4 4-9 JUNE 2012 . ACR 1X6 MP Interment/Resettlement BN QM Force Provider Company SBCT Battlefield Surveillance BDE (BFSB) BSB (SBCT) BSB W/FSC (SBCT) BSB (HBCT) Ammo Max 100.7 1.8 0.1 0.2 0.6 45.7 14.2 12. HIMARS.2 11.9 37. MLRS 3X6 (DIVARTY) Fires BDE FA BN. Corps (MECH) FA 155 SP BN (3ID) FA 155 SP BN SPLIT OPS HSB FA BN 155 T.5 0.5 14.5 0.6 278.4 0.1 0.SRC 01285G100 05330L000 05400L200 05435L300 06365G000 06375C400 06385F401 06385G000 06395F000 06400G100 06455G000 06465G000 06465G100 07015L000 07035L000 07055L200 07075L000 07095F300 07205G000 17095F300 17205G000 17375L100 17485L100 19645A000 42424L000 47100F300 49100G000 63105F500 63105G000 63325G200 Unit Aviation Attack/Reconnaissance BN (AH-64) Engineer BDE Corps Engineer BDE Engineer Combat BN.1 0.8 0.8 16.7 40.0 1.4 0.2 0.9 1.1 0.8 12.5 63.2 0.5 253.1 63.2 0.1 0.2 0.2 40.8 45. 155 SP (SPLIT OPS) (FIRES BDE) FA BN.4 5.7 0. (SBCT) (3X6) FA BN. 155 SP (HBCT) FA BN.1 0.4 69. (FIRES BDE) Infantry BN (LT) Infantry BN (ABN) Infantry BN (AASLT) Infantry BN Infantry BN (SBCT) Maneuver BN (HBCT) RSTA Squadron (SBCT) Armored Reconnaissance Squadron (HBCT) Tank BN Armored Cavalry Squadron.9 0.2 0. MLRS (FIRES BDE) FA BN.4 0.6 278.5 0.0 13.4 2.0 41.5 0.

HEAT 120mm. The following are suggested typical unit basic loads. Daily Class V Consumption Data. 120mm Tank. These quantities are obviously subject to modification by the command based on METT-TC and the operational environment. For moderate and light intensity.SRC 63345G100 63355G000 63400G200 77000G200 77300G000 77300G100 87100L100 87100L200 87300G000 Unit BSB (FIRES BDE) BSB Combat Support BDE (BSB CSB) (ME) Sustainment BDE (OBJ TF) Light Modular DIV IBCT IBCT (ABN) Heavy Separate BDE (Armored) Heavy Separate BDE (Mechanized) HBCT Ammo Max 0. Unit Basic Loads. Calculating Requirements for Moderate or Light Intensity. APFSDS-T ST4-2/CH4 4-10 DODIC A986 A986 A975 A975 B129 C787 C380 Weapon System CFV M3 M2 CFV M3 M2 AH-64 Tank.0 46. APDS-T 25mm.8 20.0 0.6 Figure 4.1 20. 120mm Basic Load 425 225 1.6 NOTE: These SRCs are a direct lift from the PDBM.280 675 1. Moderate intensity multiplier Light intensity multiplier = 65 percent of heavy = 35 percent of heavy Figure 4-20.2 16. a key element to our emerging distribution-based sustainment system. HEIT 30mm.1 50. Ammunition Type 25mm. APDS-T 25mm. apply the percentages provided in paragraph 4-4b above. The units were selected on best available information to be most closely representative of those required for CGSC course instruction materials. These data can be used to determine supportability of selected ammunition items. As transformation or modular organizations mature.2 7. Ammo Ave 0.19. stated in rounds per weapon per day reflecting the required supply rate (RSR) per type round.0 0.5 16. These rates are for heavy-intensity combat (NEA).2 7.6 14.1 0.3 44.1 50. UBL go into determination and preparing of configured loads.0 116.000 40 40 JUNE 2012 . HEDP 120mm.0 0. HEIT 25mm. there will be discrepancies/mismatches within TOE data.

HE 155mm. wire-glued (TOW) (M2). 155mm Howitzer. 2. Calculating Ammunition Requirements. Determine the impact of a CSR of 2 rds/weapon/day if the G3 established an RSR of 4 rds/weapon/day for tube-launched. Data for prepared defense and delay are the same as for the attack. Assume no stockpiling of CL V and the first Class V resupply arrives on Day 2 (see steps below). RAMMS 155mm. Will the Bradley infantry fighting vehicle (IFV) be able to operate effectively for a 4-day operation? Assume no IFVs losses in the 5-day operation. HE 155mm. ST4-2/CH4 4-11 JUNE 2012 . 155mm MLRS AH-64 AH-64 CFV M3 IFV M2 Basic Load 75 19 18 135 24 18 38 16 12 7 Figure 4-21. 155mm Howitzer. DPICM Rocket. Ammunition Unit Basic Loads. NOTE: The previous ammunition expenditure rates are provided for classroom purposes only and may not be appropriate for all combat operations. Day 1 2 3 4 On Hand (O/H) Start 7 3 1 0 Resupply 0 2 2 2 Expend (RSR) 4 4 3 2 O/H End 3 1 0 0 Figure 4-22. RSRs will vary based on METT-TC. Unit Basic Load (UBL) = 7 rounds Required Supply Rate (RSR) = 4 rounds Controlled Supply Rate (CSR) = 2 rounds Step 2: Compute requirements versus capabilities. Calculating ammunition requirements.75 Hellfire (antitank) (AT) TOW (M3) TOW DODIC C379 D514 D544 D563 D579 H104 H164 PV55 PV18 PV18 Weapon System 120mm mortar Howitzer. 155mm Howitzer.Ammunition Type 120mm. rocket-assisted projectile (RAP) MLRS. dual-purposed improved conventional munitions (DPICM) 155mm. HE. optically-tracked. NOTE: General supply formula: REQUIREMENT = STRENGTH * PLANNING FACTOR Step 1: Determine Class V planning factors.

From the end of day 3.” and a portion of “DS Backup” are combined to estimate “field” maintenance level losses. MAINTENANCE PLANNING NOTE: The latest data for equipment availability can be found at CASCOM PDBM or FMSWEB in Section 1 of the applicable table of organization and equipment (TOE). therefore their effectiveness may be severely hindered.O/H Start Day 1 + Resupply – Expend (RSR) = O/H End Day 1 = O/H Start Day2 Step 3. the Bradley IFV will have half their TOW RSR. ST4-2/CH4 4-12 JUNE 2012 . Equipment Loss Rates (Percent). since the RSR is 4 rds and the daily CSR is only 2 rds. Repairable 80% 75% 70% 85% 85% 90% 90% Repair estimations (based on 4-level maintenance system). consistency is paramount. Conclusion. Loss Category by Type Operation. Whatever estimate assumptions are made. NOTE: As the Army transitions to a two-level maintenance system (field and sustainment) historical data must be collected or verified to determine availability figures.” “DS. CGO HEL 20% 20% 20% 20% 20% 5% 5% Support System 10% 15% 15% 18% 10% 5% 5% Loss Rate Attack Delay Hasty Defense Preparation Defense Reserve Uncommitted Static M1 18% 25% 25% 18% 10% 5% 5% M2/3 22% 27% 27% 20% 10% 5% 5% M109 10% 15% 18% 13% 10% 5% 5% MLRS 10% 18% 20% 15% 13% 5% 5% ATK HEL 30% 20% 25% 30% 25% 5% 5% Figure 4-23. 4-5. As an interim estimate we may assume the table figures for “Unit. Category Attack Delay Hasty Defense Prepared Defense Reserve Uncommitted Static Non-Repairable 20% 25% 30% 15% 15% 10% 10% Figure 4-24.

What impact has this on future operations? Assume 100 percent equipment availability on Day 1. Example: Calculating materiel loss data (estimating losses). NOTE: While this example uses pre-modularity units. the methodology is identical for new/emerging TOEs. Step 1 Task Determine tanks assigned Data Remarks 5 AR battalion @ 58 M1s = 290 Total: 317 1 Cavalry Squadron @ 27 M1 = 27 Repairable distribution: -On Site/Org= 20% -DS Maint = 30% -DS Backup = 30% -EAC = 20% 4-13 Loss rate day 1 = 18% Subsequent days = 18% Repairable = 80% Non-repairable = 20% 2 Determine repairable distribution ST4-2/CH4 JUNE 2012 . Level of Maintenance Distribution of Equipment Failures. Helicopter Repair on site Repair at aviation unit maintenance (AVUM) Repair at aviation intermediate maintenance (AVIM) Evacuate to the theater army (TA) AVIM All Conditions 20% 30% 30% 20% Figure 4-26. Assume equipment is returned from DS maintenance in two days. Helicopter Repair Estimates (for Repairable Items) (Percent). Calculate an armored division’s battle losses for M1 tanks for a three-day offensive operation. Answer.Estimate Attack Delay Hasty defense Prepared defense Reserve Uncommitted Static Organizational 20% 15% 15% 20% 25% 30% 30% DS 30% 20% 25% 25% 30% 30% 30% DS Backup 30% 20% 30% 30% 30% 20% 20% EAC 20% 45% 30% 25% 15% 20% 20% Figure 4-25. Assume equipment is returned to units from org/BDAR maintenance in one day.

TRANSPORTATION PLANNING General planning factors. The following factors are used in transportation planning to compute vehicle and truck company requirements (for instructional purposes only). and enemy activity may affect these factors. 4-6. Estimating Materiel Loss Percentages.Step 3 4 Task Calculate losses for Day 1 Determine repairable distribution Data 317 tanks x 18% = 57 tanks lost 57 tanks lost x 80% = 46 tanks repairable 260 tanks x 18% = 47 tanks 5 6 Calculate losses for Day 2 Determine repairable distribution 47 tanks lost x 80% = 38 tanks repairable Remarks 260 remaining end Day 1 OR = 82% Repairable distribution: -On Site/Org = 20% = 9 -DS Maint = 30% = 14 -DS Backup = 30% =14 -EAC = 20% = 9 213 remaining end Day 2 OR = 67% Repairable distribution: -On Site/Org = 20% = 8 -DS Maint = 30% = 11 -DS Backup = 30% = 11 -EAC = 20% = 8 7 Add back equipment returned from maintenance Calculate losses for Day 3 Determine repairable distribution 213 tanks + 9(On Site/Org Day 1) 222 start Day 3 = 222 end Day 2 OR = 70% 222 tanks x 18% = 40 tanks lost 182 remaining Day 3 with 182 tanks remaining OR = 67% Repairable distribution: -On Site/Org = 20% = 6 -DS Maint = 30% = 10 40 tanks lost x 80% = 32 tanks -DS Backup = 30% = 10 repairable -EAC = 20% = 6 8 9 10 182 tanks + 6 (On Site/Unit Day Add back equip2) +14 (DS Day 1) = 202 tanks at 202 remaining end Day 3 ment returned from OR = 64% the end of Day 3 maintenance Figure 4-27. Terrain. weather. Vehicle Availability: (Also see planning figures in Section 1 TOE data) Short Range Planning: 83 percent (use only for all-out effort less than 30 days) Long Range Planning: 75 percent Daily Round Trips (Average): Line Haul: 2 trips/day (one/shift) @ 144 km (90 miles) one way per operating shift Local Haul: 4 trips/day (two/shift) @ 32 km (20 miles) one way per operating shift Average Km/Miles in an Hour: Poor Roads: 16 km (10 miles) in the hour Good Roads: 32 km (20 miles) in the hour ST4-2/CH4 4-14 JUNE 2012 .

Figure 4-29. Armed with the lift estimated requirements and the distances involved more definitive and refined transportation planning becomes possible. Transportation Network Sketch. logistic planners estimated the following gross tonnage requirements needed to sustain operations as well as the probable physical layout of support areas connecting supply routes from the theater base forward into the combat zone. The chart in Figure 4-28 shows the lift and tonnage requirements and the distances involved as well as the points of origin and destinations. This is information is portrayed graphically in the network sketch in Figure 4-29. and evaluate courses of action in assembling an effective and efficient supply and distribution system to sustain operations. 8 ST4-2/CH4 4-15 JUNE 2012 . Requirements Estimate Example (ST and 20’ containers) Origin Red Port Red Port LSA #1 Bravo Beach Destination LSA #1 LSA #2 LSA #2 LSA #1 Distance 345 km 505 km 160 km 350 km STONs 1. This example and the included charts/diagrams are a direct lift from the field manual. Chapter 3 (Washington DC: HQDA.200 900 700 500 Containers 100 50 ----- Figure 4-28. develop.General transportation planning example. Requirements Estimate Table.8 Based on theater level initial mission analysis. such as those below. Transportation Reference Data. FM 55-15. 27 Oct 1997). assist logistic planners in completing their analysis. US Department of the Army. Work aids.

For example. Why?— because truck units designed for “line haul” are equipped with two trailers for every tractor for longdistance hauling efficiency. Planners can workload the material and transportation requirements against the designed (read “TOE”) capabilities of logistical units by type.Figure 4-30. aids planners in determining and assembling the units and other necessary resources. the subordinate TTPs are placed at a proper distance to maximize the number of round trips per shift or within a given period of time. Furthermore. Combining these tonnage and distance data. issue and maintain stocks. logistic/transportation planners assemble a workload model. Requirements Estimate Sketch. along with the supporting data estimates. Such a requirements sketch. Applied critical thinking and close consideration of such a “requirements sketch” quickly demonstrates and illuminates the timedistance and physical aspects of the relationship and dramatic significance of logistics to the concept of operational reach. ST4-2/CH4 4-16 JUNE 2012 . Knowing the daily planning quantities of in/out bound cargo planners can match the cargo by type against capabilities of logistical functional units to load/unload store. or diagram as shown in Figure 4-30. the route leg between TTP #3 and TTP #1 is further subdivided by additional TTP.

HIPPO 5-ton ST 7. Truck/trailer capacity M 989A1 HEMTT trailer M 977/985 HEMTT truck PLS flatrack M 871 22. 5-ton.5% 90. 4k SMFT Semi. 5-ton Semi-trailer. 344/172 13.440 ST General Cargo HET 90% Figure 4-31. 5-ton Semi cargo. or Class IX pallets may differ.5k) POL Truck Company (5k) Medium Truck Company. 5-ton.5% 87. Transportation Planning Factors by Equipment Type.260/1.5k gal 5-ton ST 5k gal Container.5% 90. PLS 20-ft pallet cargo. 20-ft Container.648/1. palletized loading system (PLS) 55727F2 55727F2 55728F3 POL POL General Cargo General Cargo Ammunition Combat HET Company 55739L1 Vehicle Vehicle Vehicle Cargo.575K/787K gal 1.5T trailer M 872 34T trailer Length 216 216 240 348 484 Width 90 90 96 90 90 Pallets 8 8 10 14 18 ST 11 11 16 22. 5-ton. 5-ton ST. 5-ton Container. barrier. Transportation Planning by Unit Lift Capacity. PLS PLS One-time lift HET: M1 tank Avail 86% 85% 85% 85% 85% 85% 85% 85% 85% 85% 87.324 ST 636K/318K gal 1007K/503K gal 424K/212K gal 1. 40-ft Container. 5-ton Semi. ST4-2/CH4 4-17 JUNE 2012 .780/2.5 34 Figure 4-32. 5-ton ST.Transportation Planning Factors Unit Light-Medium Truck Company SRC 55719F Task General Cargo General Cargo General Cargo Medium Truck Company 55727F1 General Cargo General Cargo General Cargo Ammunition Water Water Water POL Truck Company (7. NOTE: Number of pallets based on 40” x 48” standard wooden pallets. 20-ft ST flatbed.390 ST 86 tracked veh. 3k SMFT Semi.5% 90% 90% Daily Lift Local/Line 891/445 ST 1. Specific Class V. 5-ton ST.760/3.474/737 ST 2.130 ST 4.050K/525K gal 434/217 2.5% 90.129/564 ST 32/16 420/210 210/105 1.

medium truck company w/4k SMFT POL.000 Troops 12 13 33 Figure 4-33.000 Max GW(lbs) 20. 1 each. 5. lt-medium truck company (5t ST). medium truck company ST4-2/CH4 4-18 JUNE 2012 . or.000 ST PLS MCL: 1each. 2.000 gallons water 750.250 30. A sustainment brigade’s support operations officer (SPO) is planning transportation support for an operation with these daily requirements: 5. and CL V stocks are located within local haul distance. 900K gal: 1 each. POL truck company.000 50.000 ST palletized CL V MCL 2.086 14. Here is one of many solutions.750K gal: 1 each.Aircraft Capacity UH-60A UH-60L CH-47D Combat Load (lbs) 14. General.000 26. however. medium truck company (5t ST) Water. Transportation Planning Factors: Aviation.100 ST breakbulk CL V General cargo.000 ST: 6 each.000 9. or 3 each.000 gallons CL III(B) 4. medium truck company/PLS Ammunition.ST. 4. 5 each. How many transportation companies (by type) are required to support this operation? Answer.100.250 22. Example. light-medium truck company (5t cargo).000 ST general cargo 900.000 Cargo Hook (lbs) 8. water.5k Ammunition. 7. the CL III(B) must be line hauled.

deploy. and serials. they must have the space to march and maneuver along multiple routes and avenues of approach and have sufficient march time allotted. Reduce vehicle interval to 50 m. units must march on multiple routes at the greatest speed.000 vehicles. Movement Planning Factors. making the most economical and efficient use of road space. divisions and brigade combat teams are powerful weapons when they can move. the amount of road space such formations require. and maneuver quickly in fluid situations. even without march units and serial gaps. ST4-2/CH4 4-19 JUNE 2012 . To realize this potential. Efficiency. General.) Serial SP Vehicle interval RP March Unit length Column Gap Pass Time Time Gap Route Clearance Time TIME Figure 4-34. Increase the rate of march to 30 KPH. control and coordination become more important than raw speed. Economizing road space requires greater vehicle density on routes in use. Effective staffs at BCT through corps must understand the complexity involved in moving large formations. which at a 100 meter vehicle interval would require 2. and other considerations for such movements under varying conditions and circumstances. a function of shorter intervals between vehicles. Conducting tactical operations.4-7. The fighting power and tactical flexibility of heavy/motorized formations depends fundamentally on their ability to move and do so efficiently. would be more than 4 days. march units. Moving a typical corps by tactical road march involves moving some 25. although mutual support among moving formations must be assured. their rates of fuel consumption. Increasing the number of routes adds flexibility and speed. Corps.500 kilometers of road space. The pass time on a single route at 25 KPH. MOVEMENT PLANNING DISTANCE Road Space Road Distance (SP to RP) (Length of serial from head to tail. A corps can reduce its movement time and accelerate its deployment by:    Utilize divisional columns with 4 assigned routes per division (considered the minimum standard).

003 vehicles. Road march times. movements planners/controllers.” which often confuses planners in correctly calculating the time required for a given movement. the AOE/LCD division requires about 600 km of road space. and staff logisticians. the 25. Without counting rest halts. Divisional and BCT Tactical Road Marches Vehicle counts. the HBCT about 126 km. NOTE: There is an important difference between “rate of march” and “march speed. If the length of a divisional march requires refueling. Reduce march unit gaps to 2 minutes (1. The practical maximum planning range for a division or BCT is about 200 km per day.5 hours. With the normal addition of support the total increases to roughly 6. Sustainment brigades are the largest brigades. EXTAL. Generally only tracked vehicles are fueled at a ROM. Dealing with these requirements (usually as administrative marches) are generally the responsibility of professional transportation staff officer experts and other logistical staff offices such as the DTO or post movements section. and a fires brigade would number 6. Then the operational staff (read G3/S3) takes over staff responsibility and are properly ASSISTED by transportation officers.000 corps vehicles still occupy the same 2.260 vehicles.300 km of gaps).000m @ 30 KPH) and serial gaps to 5 minutes (2. See the definitions below and know the difference! Who does movements planning? There often is considerable confusion. Refuel requirements.000 vehicles) marching over 4 routes would average 155 km per column and would pass in just over 5 hours. and assuming a 100-meter vehicle interval. or roughly 360 more than the assigned vehicles in an AOE/LCD divisional heavy brigade.300. The new Stryker BCT has 1. With two routes available these distances are reduced to 300 and 63. The total number of vehicles in an AOE/LCD division is approximately 5.500 m @ 30 KPH). the corps column length.000. A task organized modular division of 2 HBCTs. Road space.058 vehicles. numbering some 2. and deployment time become significantly more manageable.500 kilometers of road space (1. 1 SBCT. An HBCT has approximately (as of October 2006) 1. Divisions (approximately 6. Using some of these alternatives. March times now can be easily determined with computer software which addresses all necessary planning factors. Movement Planning Data. or at least debate. Under these conditions. These sustained march rates include time for rest and maintenance halts. respectively. a sustainment brigade. Planners at all levels must understand the intricacies of movements planning and execution. These same “experts” often then mistakenly draw staff responsibility for tactical movements undertaken in large exercises and/or actual operations. This is generated to large degree by peacetime administrative and safety requirements for military road movements and our doctrinal terminology that separates movements into two types: administrative and tactical road marches. over staff responsibility for planning road marches. History demonstrates this is not uncommon until the first critical tactical marches are undertaken. pass time.250 km occupied road space plus 1.086 vehicles. Each refueling will add 20-30 minutes to the march route time and will increase the column length by approximately 10 km. Total pass time is reduced from 96 hours to 10. See Figure 4-34. march unit and serial gaps. this can normally be done efficiently with a refuel on the move (ROM) along the route. Every G3/S3 section must know the road space and time distance requirements of their units. However. Such information is every ST4-2/CH4 4-20 JUNE 2012 . Divisions and BCTs can routinely sustain a rate of march of 32 KPH (20 MPH) in daylight and 16 KPH (10 MPH) at night. the corps’ march formation depth is reduced to 320 km along each of its 8 routes.

8 17. HVY Inf BN (BFV) Inf BN (MECH) DIV Cav Squadron Tank BN Arm Cav Regt (ACR) ADA BN (HVY DIV) Stryker BCT FSB (3ID) BDE Support BN/HBCT Sustainment BDE HBCT HBCT (3ID/4ID) 544 955 2. Day Rate of March = 20 MPH (32 KPH) @ 100 m interval (10 VPK).8 13. Day: 20 veh/km Road Space Unit Veh Pass Time (km) DIV Av BDE (HVY) Corps Av BDE (I) Corps Eng BDE Eng Combat BN.8 120.6 217.0 255.2 20.8 91.2 186.9 10.0 45.2 15.6 18.8 80.2 16.1 Figure 4-35.1 159.8 25.5 60. The computations in the above table were done using the Movement Calculator Spreadsheet based on the following input and assumptions: March Units = 20 vehicles (roughly maneuver company equivalent).8 9.3 7. Hvy Combat Eng BN Eng Cbt BN.419 150 1.5 23.5 222.003 276 72 172 135 185 505 198 164 212 167 1.6 129.028 1.0 90.8 356. ST4-2/CH4 4-21 JUNE 2012 .8 11.6 13.9 32.8 20.9 180.2 128.058 231 531 2.1 32.260 1.0 8.5 29.9 11. logistical support areas.1 23.2 27.3 37.232 2:10 3:48 8:05 1:03 0:14 0:38 0:30 0:41 2:01 0:43 0:37 0:49 0:37 5:41 0:33 4:13 0:53 2:06 8:10 5:01 4:56 66.3 61.8 9.3 6. 50 m interval (20 VPK).6 360.7 34.9 17.5 87. and the size of sector a given unit can be expected to defend successfully.2 65. Movement Planning Data.7 133.1 30.9 66.1 2.0 167.bit as critical as knowing the lateral space needed to deploy combat units and the size needed for assembly areas.6 155.4 26.9 Day: 10 veh/km Road Space Pass Time (km) 3:01 5:17 11:13 1:28 0:20 0:54 0:42 0:59 2:49 1:01 0:52 1:09 0:53 7:54 0:47 5:52 1:15 2:56 11:20 6:59 6:52 94. NOTE: Vehicle count data above per CASCOM PDBM as of 1 November 2006.7 21. Corps FA BN 155MM SP (3ID) FA BN MLRS 3X6 Fires BDE UA.0 31.1 259.5 Night: 40 veh/km Road Space Pass Time (km) 2:20 4:06 8:42 1:08 0:15 0:41 0:32 0:45 2:11 0:46 0:40 0:53 0:40 6:08 0:36 4:32 0:58 2:16 8:48 5:25 5:19 33.3 251.4 26. Night Rate of March = 10 MPH (16 KPH) @ 25 m interval (40 VPK).0 78.9 9.0 5. Serial = 5 MU (roughly maneuver battalion equivalent).

March unit gap (MUG): Gap between the tail of one MU and the head of the next MU within a serial [expressed as a distance (MUG) or time (MUGT)]. No ROM. March column: Elements using the same route for a single movement under a single commander. The march speed is usually higher. March unit (MU): Major subdivision of a serial. ST4-2/CH4 4-22 JUNE 2012 . These are two different terms. This is correctly expressed as “kilometers in the hour. Density: Average number of vehicles per kilometer. Terms. Extra time allowance (EXTAL): Time added to allow for unforeseen delays and the accordion effect during movements (usually expressed as a number of minutes per every 25 vehicles in the element). Serial: Major subdivision of a column. serial. Clearance time: Tail of column reaches the release point (RP). It is often confused with “rate of march. usually a battalion-sized element of 5 to 20 MU. column) to pass single given point.” (See “Transportation Planning. Vehicle interval: Space between vehicles in a column. Road clearance time: Time from first vehicle departing the SP to the last vehicle arriving at the RP. Arrival time: Head of column reaches the start point (SP). Below are the doctrinal terms for movements. A column march speed may be planned at 40 km/hour to achieve a rate of march of 32 km in the hour.20-minute halts every 4 hours. Serial gap (SG): Gap between the tail of one serial and the head of the next serial within a column serial [expressed as a distance (SG) or time (SGT)]. Also.” section 4-6). usually a company-sized element of 20 to 25 vehicles. Speed: The planed velocity of the lead vehicle.” Time distance (TDIS): Time required to move from one point to another at a given rate of march. Pass time (PST): Total time required for an entire element (MU.” a technically incorrect usage of the term which confuses rate of march with march speed. It is usually given as “KPH. Serial Gap = 5 min. refer to the Figure 4-33 above. EXTAL = 2 minutes per 25 vehicles. March UnitGap = 2 min. Rate of march: Average distance traveled in a given period of time.

0001 .02 .0001 .0004 .0004 .005 .007 .0001 .05 .Formulas Basic movement formula: Distance = Rate x Time (D = R x T) Pass Time (PST): PST = (# vehicles x 60) / (density x speed) + EXTAL + (# SG x SGT) + (# MUG x MUGT).001 .0005 .005 .002 .009 .0002 .002 .03 .002 .001 .0001 .0004 .001 . Daily Soldier Loss Rates.02 .0002 .007 .02 .0001 .# serials) # of SG: (# serials – 1) Conclusion.0003 Figure 4-36. ST4-2/CH4 4-23 JUNE 2012 .04 .0004 Succeeding Days . This calculation is quickly done by movement calculators or spreadsheets. Apply loss rates against the unit’s present for duty (PDY) strength. The increased pace of modern combat. 4-8.014 .04 . Time Distance: TDIS = distance (km)/ rate of march (km per hour) Road Clearance Time: ((TDIS + 60) + PST)/160 # of MUG: (# MU . and the quickest deployment for combat action are more vital to warfighting.0001 .02 .0001 .001 .03 . HUMAN RESOURCES PLANNING Daily soldier loss rates (percentages).0002 Day 1: Decisive Operations . mastery of the tactical march. Operation Offense: -DIV/BCT in contact -DIV/BCT not in contact -EAD Covering Force: -DIV/BCT in contact -DIV/BCT not in contact -EAD Defense: -DIV/BCT in contact -DIV/BCT not in contact -EAD Retirement/Delay: -DIV/BCT in contact -DIV/BCT not in contact -EAD Offense: -DIV/BCT in contact -DIV/BCT not in contact -EAD Counter Reconnaissance or Breach . Commanders through corps must recognize this importance and organize their sustainment assets to support their movement and sustain their ability to march to maximize combat power and achieve tactical success.02 .0001 .0002 .0003 .03 .002 .0002 .

Calculate the total losses.1 percent All others: 7. CJCS Guide to Battle Casualty Rate Patterns for Conventional Ground Forces.18 = 107 596 x 0.895 PDY Decisive Operation Day 1 Estimate: 14.20 = 17 EVAC (80%): 84 x 0. Soldier casualty estimates.9 percent Example.20 = 95 477 x 0.04 Succeeding Days Rate: .007 = 105 Casualties = 14.02 Counter Recon or Breech Estimate: 15. Determine casualty rates: NOTES/Actions Type of Operation: Offense Counter Recon/Breech Rate: .02 = 12 Step 4.80 = 84 MIA (2%): 105 x 0. Calculate casualties by type: Ctr Recon/Breach KIA (18%): 105 x 0.80 = 67 Dec Ops (Day 1) 477 x 0.NOTE: Losses in non-divisional units within a divisional/BCT AO are identical to the surrounding units. Joint Chiefs of Staff Guide 3161. distribution of losses and ending troop strength for a division of 15.04 = 596 Casualties Step 2. BCT/Division AO Killed Wounded Missing 18% 80% 2% EAD 16% 84% negligible Figure 4-37. The following casualty rates are figures extrapolated from the Chairman.80 = 477 596 x 0.80 = 382 ST4-2/CH4 4-24 JUNE 2012 . Distribution of losses.000 soldiers present for duty (PDY) during an offensive operation in Iraq after Day 1 (decisive operation). These rates are for CGSC classroom use only and are not suitable for operational planning as the CJCS Guide 3161 is designed for corps and multi-corps casualty estimations.0007 Decisive Operation Day 1 Rate: . Determine disposition of WIA: Ctr Recon/Breach RTD (20%): 84 x 0. Calculate Day 1 casualty estimate: Step 3.02 = 2 Dec Ops (Day 1) 596 x 0.000 x 0.18 = 19 WIA (80%): 105 x 0. Assume the division receives 50 replacements per day starting on Day 1 of the decisive operation and WIA soldiers that return to duty (RTD) do so within 24 hours of being treated at level I/II medical facilities.895 x 0. Losses by Type (percentage of total losses). STEP Step 1. Combat arms: 92.

and rehabilitative and is provided by DOD. Care is convalescent. Unit level. Figure 4-38. Typically a combat support hospital (CSH) is staffed and equipped to provide resuscitation. and nursing staff. Combat zone care requires hospital clinical capabilities. dental services and command and control.432 Soldiers PDY at end of PDY number until the soldier is returned to (Day 1) Decisive Operation their unit from the medical system within the BDE or division. HEALTH SERVICE SUPPPORT PLANNING HSS consists of ten interrelated functions. combat operational stress control. medics. restorative.000) – KIA (126) – MIA (14) – Total total PDY because they are not considered a WIA (561) – DNBI (29) + RTDs (112) + loss to the division until they are evacuated to Replacements (50) = a corps hospital. Role/Level I Role/Level II Role/Level III Role/Level IV Role/Level V ST4-2/CH4 4-25 JUNE 2012 . medical logistics. veterinarian services. preventative medicine. Each succeeding echelon possesses the same treatment capabilities as those echelons forward and adds an expanded capability. Soldier Casualty Estimation. HSS Roles/Levels Echelons. Determine other losses/gains: NOTES/Actions Gains: Replacements on Day 1 = 50 Losses: DNBI Losses Day 1 = 29 Step 6. Care by a medical company staffed with physicians and physician’s assistants (PAs). Figure 4-39. These HSS functions are: treatment as far forward as possible. laboratory services. but also further therapy for patients in the recovery phase who can return to duty within the theater evacuation policy. technicians. evacuation. and post operative treatment. Determine PDY at end of Day 1: Note: The RTDs were added back to the Start PDY (15. includes self aid/buddy aid.STEP Step 5. Clinical capabilities provide not only a surgical capability as in Echelon III. Care in a theater area medical treatment facility (MTF). and civilian hospitals in CONUS. and emergency lifesaving. extending from the point of wounding or injury. to the echelon of care that possesses the necessary equipment and/or staff. Five echelons of care make up the HSS system. VA. initial wound surgery. hospitalization. It is important to note that many units will not consider RTDs in their 14. This is the first echelon where blood is available for transfusion. Treatment includes basic resuscitation and stabilization and may include surgical capability. 4-9.

CLS.Role Unit I Self-Aid/Buddy-Aid. ST4-2/CH4 4-26 JUNE 2012 . Modular medical elements. Medic. and reinforce or reconstitute units. NOTE: Evolving force structure eliminates both the field/general hospitals. Additionally. These modules are in all medical units organic to the division and in area support medical companies within the corps. a 44-bed early entry module is found within the TOE of the 84-bed company. all now are the new 248-bed CSHs consisting of two companies (84-bed and 164-bed) capable of split-based operations. Six modules have been designed for Role I and II care to enable planners to rapidly tailor. BAS BSB Medical Company. VA and Civilian Hospitals in CONUS Holding (Cots) -40 2 ---- Beds ---248 248 Varies OR Tables --2 8 8 Varies Dental -Yes -Yes Yes Yes II III IV V Figure 4-40. HSS Roles Units and Capabilities. Conversion of all 36 Army hospitals is planned out to 2009. augment. ASMC Forward Surgical Team (FST) CSH Regional MTF Military MTF.

They may also be employed throughout the BDE area to provide area support.Heavy forces use M577s. and 10 medical technicians). constitutes Role II care. which.Squad has 2 treatment teams (TMT Tm) of 4 soldiers (1 doctor/PA and 3 medics) w/medical equipment sets. . Patient Holding Sqd .Role Combat Medic Ambulance Squad Equipment/Soldiers Medic w/aid bag.Essential module of Role II care. 2 nurses). 6 HMMWS w/trailers and UBL of equipment sets. .Capable of split-based operations by forming 2 forward surgical elements. 5 AN. . dental assistant. light forces use tents for their BAS. . . . X-ray tech. Figure 4-41.4 Soldiers (2 ea medics.FST is a 100 percent mobile surgical capability that can operate forward in BCT area.4 Persons (dentist. lab tech).The forward support medical company (FSMC) has a total of 3 TMT squads.Emergency initial surgery and limited post operative care for up to 10 patients per day or 30 patients over a 72-hour period. -The third FSMC TMT squad establishes the medical company’s clearing station. FST (Echelon asset) II . Area Support . . power generation and Class VIII. 1 MS. . Treatment Squad .In unit’s battalion aid station (BAS). .Essential module of Role II care. Two squads are equipped identical BASs to facilitate reconstitution.Equipped with 2 OR tables. when augmented.40-Cot capability (can be split into 2 teams with 20 cots each).20 Soldiers (4 MC. ST4-2/CH4 4-27 JUNE 2012 .Provides limited convalescent care for soldiers who will RTD within 72 hours. . Modular Medical Elements. Squad . 2 Ambulances and 4 medics (M997 high-mobility multipurpose wheeled vehicle [HMMWV] or M113).

Army Rotary Wing UH-60A w/o hoist UH-60A w/hoist CH-47 Chinook Litter 6 4 24 Ambulatory 7 4 31 Combination 4 Litter/1 Ambulatory 4 Litter/1 Ambulatory Multiple Configurations Figure 4-43. Ground Ambulances. 44-passenger M113 Armored personnel carrier M998 HMMWV (2-man) M998 HMMWV (4-man) M35 2 ½-ton cargo truck M900-series cargo truck M977 HEMMT cargo M871 30-foot semi-trailer.Casualty evacuation assets. cargo M1081 (LMTV) 2½-ton cargo M1085 MTV (Long) 5-ton cargo M1093 MTV (Air) 5-ton cargo Litter 2 4 4 18 4 5 3 12 12 9 16 7 12 8 Ambulatory 6 8 8 37 10 -4 16 16 14 28 12 16 12 Combination 1 Litter/3 Ambulatory 2 Litter/4 Ambulatory 2 Litter/4 Ambulatory -2 Litter/5 Ambulatory ----- Figure 4-42. Ground Ambulances Army Ground Vehicles 996 HMMWV truck ambulance M997 HMMWV truck ambulance M1010 truck ambulance Bus. motor. ST4-2/CH4 4-28 JUNE 2012 . Army Rotary Wing Aircraft.

USN Ship/Watercraft/Aircraft Hospital ships (mercy/comfort) [ Echelon III ] Amphibious ship (LHD) [Echelon II] Amphibious ship (LHA) [Echelon II] Amphibious ship (LPH) [Echelon II] Amphibious ship (LPD) [Echelon II] Amphibious ship (LSD) [Echelon II] CH-46 Sea Knight helo CH-53D Sea Stallion V22 Osprey Litter 1. MIAs. USAF Aircraft.000 604 367 222 14 108 15 24 12 Ambulatory 1.S. Army Medical Department (AMEDD) Center and School has developed two automated estimation tools. Air Aircraft Force (USAF) Litter 70 103 70 36 8 10 Ambulatory 85 147 Combination (Standard Configuration) 50 Litter/27 Ambulatory 48 Litter/38 Ambulatory C-130 Hercules C-141 Starlifter C-5 Galaxy C-17A KC-135 and KC-10 U-21 Ute C-12 Huron CRAF Boeing 767 54 24 3 8 3 Litter/3 Ambulatory 111 22 87 Litter/22 Ambulatory Figure 4-44. and DNBI. USN Ships/Watercraft/Aircraft.U. Estimation of patient workloads.000 604 367 222 14 108 25 55 24 Figure 4-45. including KIAs. WIAs. ST4-2/CH4 4-29 JUNE 2012 . Soldier casualty rates are estimated by the S1/G1. The HSS planner estimates patient requirements for WIA and DNBI.

Bosnia Columbia Egypt Germany Grenada Iraq Japan Jordan Kuwait North Korea Saudi Arabia South Korea Somalia Turkey Zaire Rate after in AO past 60 days 1 0.51 1. Units may comprise multiple categories. Although based on doctrine and research.These tools are experimental.70 1.92 0.73 0.63 1.23 1.83 0. It will generate patient estimates and medical planning data that are useful during mission analysis and wargaming. The Army casualty estimator (ACE) is intended for use by planners at the division and below.46 1.94 1.46 0.20 0.35 10.89 1.27 0.62 1.13 0.08 1.57 1.24 0.63 0.74 2.68 0.65 0.41 0.09 (Cat 1 rate)/1.27 5 0.000 x 1.77 2. ST4-2/CH4 4-30 JUNE 2012 .85 1.82 0.00 0.25 1.74 1.35 4 0. 15.51 0.48 (Cat 2 rate)/1.97 1.000) = 31.32 0.96 1.86 1.S.000 x 2. The chart lists country rates divided into 5 operational categories.00 2.71 0.65 2 0.82 1.76 1.54 1.62 0.65 0.46 0.36 0.87 0.64 2.08 1.62 0. Example: Division = 25.82 1.27 0. ACE is not authoritative—it is an estimation tool.16 1.82 0.11 1.85 0.41 1.42 0. DNBI Calculator Chart.52 2.000) = 14.48 0.40 1. The DNBI calculator is used to estimate daily DNBI hospital admissions.53 0.83 0.08 0.41 0.70 0.000.07 1.13 0.65 1.61 1.80 TOTAL = 46.54 0.49 0.20 Figure 4-46. DNBI estimate (using DNBI calculator—Office of the Surgeon General).84 0.35 0.91 0.000 in Iraq.15 or 47 (rounded up) Location\Type of Operation U.09 0.55 0.46 3 0.48 0.47 0.62 0.09 0.20 1.07 0. To compute: multiply population at risk (PAR) x the rate/1.

Estimate number of WIA casualties that result in a hospital admission. Knowledge of diseases endemic to the AO and the physical condition of enemy forces will be necessary in anticipating the additional medical requirements resulting from the capture and confinement of EPWs.04) of all EPWs captured result in a hospital admission. 28 March 2003): Historically. 400 x . Bosnia. and Procedures.15 = 60 urgent surgical patients. Techniques. minimal contact with indigenous population. Result: 40 to 60 soldiers will require FST support during this operation. Figure 4-47.1 Combat forces in high intensity operations in division area. and military police (MPs) that are responsible for EPW patient (pts) care and confinement. Historical gross planning factors are useful in estimating patient workload.80) of all WIA casualties require Echelon III hospitalization while the remaining 20 percent will return to duty (RTD) after Role I/II medical treatment. Legend for Operation Types. A forward surgical team (FST) provides this urgent surgical capability to the division. guards. Additionally. 09 Sep 94). 2 Combat forces in division area during periods of less than high intensity operations and support forces in division rear during all periods. Class VIII estimate (population/patient-based methodology). Tactics. storage and preparation under supervision of preventive medicine (PM) personnel. Historically.. 3 Combat forces not in the division area and all forces in rear staging/assembly areas.g. x 20 percent = 48 patients will be treated and RTD at Echelon I and II w/in 1 to 3 days Estimate EPW patient requirements (FM 8-55. preventive medicine protective measures must be considered for medical providers. 10 to 15 percent of all WIA battle casualties require urgent surgical intervention before being evacuated to a hospital. Strict control consists of: no 5 alcohol. AMEDD combat developments (4-step process): ST4-2/CH4 4-31 JUNE 2012 . Planning for Health Service Support. Historically. Example: 500 EPWs per day are estimated for a decisive operation. Note: It is important that medical planners seek medical intelligence regarding the health of the enemy force. 80 percent (0. Example: (G1/S1 estimates that there will be 240 WIAs) 240 x 80 percent = 192 patients (pts) will result in a Role III hospital admission. Employment of Forward Surgical Teams. Haiti) where commanders have strict control of their troop living environment. All types of forces in stability operations and support operations (e.25.10 = 40 urgent surgical patients.04 = 20 EPW pts/day Estimate FST surgical requirements at Role I/II (FM 4-02. and all food/water procurement. Example: (1 day WIA estimate = 400) 400 x . 4 percent (0. (EPW estimate) x 4 percent = EPWs resulting in a hospital admission (Role III) 500 x 0. 4 Echelon-above-division support forces are not in the division rear.

(PAR) x 0. which is the standard trauma treatment set found in all battalion aid stations and medical treatment companies. UNIT/PDY: 55th ID/15.000 = 07.000 x 1.) 10.000 = ST NOTE: When estimating Class VIII requirements for combat operations at the division and below level.000 = Total ST Throughput to Role /II = Daily + Role I/II DNBI + Role I/II WIA/KIA = Total lbs/2.000 present for duty Location: IRAQ Time Period: Day 1 of the decisive operation Type of Operation: Division offensive operation G1 WIA estimate: 477 G1 EPW estimate: 500 EPWs/day during decisive operations Estimate Echelon III hospital admissions. The trauma MRS is a single triwall container that contains the expendable medical treatment items found within the medical equipment set-trauma.90 5.000 = ST Throughput to Role IV = Role IV DNBI + Role IV WIA/KIA = Total lbs/2.09 (Cat 1)/1. Total WIA/EPW requirement x 12 percent = Role I/II requirement Total WIA/EPW requirement x 67 percent = Role III requirement Total WIA/EPW requirement x 21 percent = Role IV requirement  Total Class VIII estimate (Role I through IV): Daily + DNBI + WIA/EPW = Total lbs/2.000 = 20.000 x 2. Calculate daily CL VIII requirement (accounts for usage of non-patient care items). DNBI admissions: (Use DNBI calculator.30 or 29 patients ST4-2/CH4 4-32 JUNE 2012 . This allows planners to preposition assets or have them pre-configured for movement in times of mass casualty operations. Plan for one MRS-trauma per every 30 WIA estimated.48 (Cat 2)/1. Estimate HSS Workload Example Information required to complete the estimate.40 Total = 28. it is more practical to plan on using trauma medical resupply sets (MRS).000 = ST Throughput to Role III = Role III DNBI + Role III WIA/KIA = Total lbs/2.15 lbs/man/day = Daily Class VIII requirement (lbs)  Calculate CL VIII requirements for DNBI (Role I to IV). DNBI casualties x 124 lbs/patient = Total DNBI requirement (lbs) Total DNBI requirement x 22 percent = Role I/II requirement Total DNBI requirement x 69 percent = Role III requirement Total DNBI requirement x 09 percent = Role IV requirement  Calculate Class VIII requirements for WIA/EPW casualties (Echelons I through IV): (WIA hospital admissions + EPW hospital admissions) x (483 lbs/pt) = Total WIA/EPW requirement (lbs).

17 ST Throughput to Role III = 2.67 x 0.55 ST ST4-2/CH4 4-33 JUNE 2012 .000 (PAR) x 0. 15.012 lbs /2.15 = 71.10 = 47.15 lbs/soldier = 2.250 + 791 + 23. (382 pts + 20 pts) x 483 lbs/pt = 194. 477 x 0.09 = 324 lbs (Role IV) Calculate WIA/EPW requirement (by roles of care).80 = 382 pts EPW admissions: 500 x 0.300 1 lb = 26.166 lbs x 0. 2.21 = 23.22 = 791 lbs (Role I/II) x 0.04 = 20 pts Total hospital admissions: 29 + 382 + 20 = 406 pts Estimate FST surgical requirements at Echelon I/II.55 = 72 urgent surgical patients (pts) Estimate Class VIII requirement in short tons. Calculate daily nonpatient requirement.29 ST Throughput to Role IV = 324 + 40.300 lbs (Role I/II) = 130.69 = 2.099 lbs = 20.775 lbs (Role IV) Total Class VIII estimate (by Role of care).166 = 200.596 lbs x 0.341 lbs = 13.250lbs (Role I/II) Calculate DNBI requirement (by echelons of care).481 lbs (Role III) x 0.596 +194.091 lbs (Role III) = 40.000 = 100 ST Throughput to Role I/II = 2.250 + 3.572 lbs = 66.091 = 132. 29 pts x 124 lbs/pt = 3.481 +130.WIA admissions: 477 x .12 x 0.775 = 41.70 = 48 urgent surgical patients 477 x 0.

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.................. These units are normally deployed in the COMMZ under the TSC or ESC or within a corps rear area................................ assignment......... 5-8 63400G000 ........... 5-10 55542GA00 .................................... and mobility for theater sustainment command TSC and personnel and finance units normally found in the COMMZ and corps rear........ 5-13 90372G000 .......................... and Multi-Functional Units ASCC Operational Sustainment Directorate (MCP & OCP) Headquarters.. basis of allocation....................... 5-12 63542GA00 ............ capabilities............. The major items of organic equipment are included for each unit.CHAPTER 5 OPERATIONAL SUSTAINMENT UNITS This chapter summarizes the missions................................ Theater Sustainment Command Headquarters......................................... 5-16 12567GE00 .......................................................................... and some companies and detachments may be in the division rear area....... 5-5 63702G100 .......... Staff... 5-2 63702G000 ................. 5-16 12567GB00 ........ 5-17 ST4-2/CH5 5-1 JUNE 2012 ..................... 5-17 12567GH00 ..... Standard Requirements Code (SRC) Title Command......... Expeditionary Support Command Sustainment Brigade Theater Opening (TO) Element Theater Distribution (TD) Element Army Field Support Brigade (AFSB) Human Resource Units Human Resources Sustainment Center (HRSC) Human Resources Company (HRC) Headquarters Military Mail Terminal Team (MMTT) Theater Gateway R5 Platoon Postal Platoon Casualty Platoon Headquarters Page 51649G100/200 ....................................... 5-15 12567GA00 ...................... 5-15 12413G000 .... 5-14 12682G000 .............

Estimated 50 percent. JP 4-0. and Multi-Functional Units Army Service Component Command (ASCC) Operational Sustainment Directorate (MCP & OCP) SRC 51649G100/51649G200 (Numbered Army HQ) Mission. May 95. Staff. Major pieces of equipment. and FM 100-7. Assignment. ST4-2/CH5 5-2 JUNE 2012 . Sep 01. Capabilities. Organic to the Army HQ MCP and to the OCP. Coordinate and monitor theater deployment and redeployment. administer.Command. Logistic plans. Doctrine for Logistics Support of Joint Operations. TOE 51649G200. medical support and civil-military operations within and across the Army HQ AOR. Provide human resources support. implement and supervise resource management operations. Apr 00. Army in Theater Operations. References. contingencies of Army HQ and joint forces to include coalition. TOE 51649G100 and one per Army HQ operational command post (OCP). Integrate and supervise all transportation movements. JP 3-0. nations. Mobility. other government agencies.        Direct and manage all HR and personnel support functions and operations. and government agencies. Coordinate AOR civil and military operational priorities and integrate political-military support with other governmental agencies. policies and programs to support sustainment operations. Basis of allocation. sustainment support. One per Army HQ main command post (MCP). None. resource management services. and non-government agencies. Establish. Doctrine for Joint Operations. engineering operations. Coordinate and synchronize distribution and logistical operations across the AOR.

Figure 5-1. ASCC Operational Sustainment Directorate, MCP.

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ASCC Operational Sustainment Directorate OCP

Operational Sustainment Directorate OCP G8 Resource Management Branch Civ-Mil Ops Sustainment Div Surgeon Medical Ops Branch

G1 Manpower

G4

Eng Div

Surgeon Spt Ops Branch

Plans Section

Facilities and Construction Branch

Sustainment Ops Div

Plans and Ops Branch

Positions filled from another organization

Mobility Ops Div

Figure 5-2. ASCC Operational Sustainment Directorate, OCP.

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Headquarters, Theater Sustainment Command SRC 63702G000 Mission. The theater sustainment command plans, prepares, rapidly deploys, and executes operational logistics within an assigned area of operations (AO) or joint area of operations (JOA). Capabilities.

     

Serves as the senior Army logistics headquarters in a theater of operations and is the single Army logistics headquarters for a theater-level numbered army (e.g. Third Army), JFC or RCC. Plans, controls, and synchronizes all operational-level logistics in support of a theater-level numbered army or joint force commander including theater opening and distribution. Provides single logistic command and control (C2) in theater, simultaneously providing fullspectrum support operations during deployment, employment, sustainment, and redeployment. Is regionally focused and globally employable and is capable of operating as part of a joint/combined force. Deploys multiple expeditionary sustainment command (ESC) headquarters into separate AO/JOAs and provide support to Army, joint, interagency, and multinational forces. Deploys/employs multifunctional sustainment brigades in an operational-level role to execute theater opening and distribution operations synchronized with the campaign plan supporting one or more corps/divisions.

Basis of allocation. One per designated regional command. Assignment. RCC or ARFOR. Mobility. Estimated 50 percent. Major pieces of equipment. N/A References. JP 3-0, Doctrine for Joint Operations, Sep 01; JP 4-0, Doctrine for Logistics Support of Joint Operations, Apr 00; and FM 4-93.4, Theater Support Command, Apr 03.

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Figure 5-3. Theater Sustainment Command (TSC).

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Notional Theater Sustainment Command (TSC).XXXX ++ TSC ++ ESC x3 X HRSC X SUS 10 X SUS ++ 1 X III Fin Mgt Center X SUS 11 (TD) X SUS 11 2 X AFSB III X SUS 12 (TO) X SUS EOD X 3 III TAVSMG X SUS 13 Port X SUS 4 Figure 5-4. ST4-2/CH5 5-7 JUNE 2012 .

JP 4-0. Expeditionary Support Command SRC 63702G100 Mission. Deploys/employs multiple sustainment brigades in an operational-level role to execute theater opening. and executes operational logistics within an assigned area of operations (AO) with logistical forces OPCON to the TSC. ST4-2/CH5 5-8 JUNE 2012 . Assignment. Capability. capable of operating within a joint/combined force.Headquarters. Doctrine for Logistics Support of Joint Operations. and synchronizes all operational levels of logistics in support a theater-level numbered army or joint force commander including theater opening and distribution. Basis of allocation.      Executes logistical operations limited in scope and scale employing reach capabilities if deploying the TSC is deemed unnecessary. Is regionally focused and globally employable. deploys. distribution. Mobility. and FM 4-93. Plans. sustainment. Estimated 50 percent. Doctrine for Joint Operations. and redeployment. and sustainment operations synchronized with the campaign plan for one or more corps/divisions. Three per TSC. Apr 00. employment. Serves as a forward-based command and control element of a TSC. JP 3-0. As determined by TSC or RCC. Major pieces of equipment. Sep 01. N/A References. Plans. Provides a single logistic command and control (C2) in theater simultaneously providing fullspectrum support operations during deployment. prepares. Apr 03.4. Theater Support Command. controls.

ST4-2/CH5 5-9 JUNE 2012 . Expeditionary Sustainment Command (ESC).Figure 5-5.

0. Apr 03. FM 4. Capability.4. and service support annexes. Doctrine for Logistics Support of Joint Operations.Sustainment Brigade SRC 63400G000 Mission.2. Oct 02. Basis of allocation. manages. Mobility. Figure 5-6. Plans and conducts sustainment operations.      Performs tactical or operational-level sustainment missions dependent on task organization. Supersedes division support command (DISCOM)/corps support command (COSCOM) sustainment mission by combining assets/functions and by eliminating an echelon of command. FM 4-93. As determined by TSC and/or RCC based on theater mission. and FM 4-93. Sustainment Brigade. Assignment. Synchronizes. Combat Service Support. Sep 01. Sustainment Brigade (Notional). Apr 06. executes. Provides C2 and technical supervision in all logistical functional areas. Apr 00. JP 3-0. Assigned to the TSC or the ESC. Provides supply and materiel management for all classes of supply (plus water). and monitors sustainment operations within assigned AO at either the operational or tactical level. ST4-2/CH5 5-10 JUNE 2012 . Theater Support Command. concepts of support. as required. Performs logistical mission analysis to develop advice/input to logistical plans. Doctrine for Joint Operations. JP 4-0. Estimated 100 percent. Reference.

ST4-2/CH5 5-11 JUNE 2012 . Headquarters Notional Sustainment Brigade.Figure B-6 Sustaining tainment Figure 5-7.

and initial distribution operations. Mobility.          Augments a sustainment brigade providing capabilities required to open a theater of operations. and FM 4-93. Establishes necessary infrastructure to fully developed theater distribution/sustainment operations. Apr 00. Estimated 50 percent. SPO Section. assigned/attached to initial entry sustainment brigade executing theater opening operations. Conducts force reception.4. maintenance. FM 4. Figure 5-8. and medical support necessary to sustain theater-opening operations. Doctrine for Logistics Support of Joint Operations. to include the engineer. N/A Reference. Performs direct life support and human resource operations to support theater-opening operations. Apr 03. Provides financial management necessary to support theater-opening operations. Assignment. Apr 06. Combat Service Support.0. Performs direct operational sustainment. Headquarters. Sustainment. staging. Doctrine for Joint Operations. JP 3-0. Capability. Performs operations. to include communications. Conducts essential early-entry operations prior to employment of full-theater opening forces. ST4-2/CH5 5-12 JUNE 2012 . To the TSC or the ESC as required. onward movement (RSO). Establishes initial distribution network and provides support for one to three BCTs. Sustainment Brigade. Oct 02. JP 4-0. and civil-military operations required to support theater opening operations.Theater Opening (TO) Element SRC 55542GA00 Mission. force protection. intelligence. FM 4-93. Basis of allocation.2. Sep 01. Major pieces of equipment. Theater Support Command. Normally one per theater. Provides sustainment brigade staff augmentation for integration of theater opening operations.

Basis of allocation. Reference. Logistics Support of Joint Operations. munitions. JP 4-0. Sustainment Brigade. and distribution capabilities for an initial entry sustainment brigade. JP 3-0. and supplies moving by motor. Monitors force protection action effectiveness in support of theater distribution operations. Provides munitions materiel management. FM 4. Maintains location status of motor. air.0.Theater Distribution (TD) Element SRC 63542GA00 Mission. Apr 00. ST4-2/CH5 5-13 JUNE 2012 . and rail assets. Assignment. N/A Mobility. Theater Distribution Element. Provide 24-hour distribution management for a theater distribution hub. and on the MSRs with the distribution division and plans division.2. Capability.        Augments a sustainment brigade operating a distribution hub to coordinate force protection issues in distribution operations. manage munitions flow. Oct 02. as required. Maintains in-transit visibility of all personnel. Estimated 50 percent. Theater Support Command. air. equipment. Major pieces of equipment. and FM 4-93. To enable integration of force protection. CSCs. Doctrine for Joint Operations. Normally one per theater. Coordinates force protection requirements at the regional distribution hubs. Combat Service Support.4. Figure 5-9. or rail. Apr 03. FM 4-93. Apr 06. Attached/OPCON to sustainment brigade responsible for theater distribution operations. Sep 01. and maintain munitions asset visibility across assigned AOR. One per TSC or ESC.

Maintains in-transit visibility of all personnel. Oct 02. The Army Field Support Brigade (AFSB). N/A Mobility. Army Field Support Brigade Contracting Support Mission. Administers the theater LOGCAP Program. air. equipment. Administers Logistics Assistance Program in theater. Integrates contingency contracting. Capability. Assignment. bridging strategic-operational logistic bridge. Accounts for contractors on the battlefield and arranges deployment support. JP 3-0. Combat Service Support. FM 4-93. Apr 03. Sustainment Brigade. logistics. Estimated less than 50 percent. Doctrine for Logistics Support of Joint Operations.          Serves as single POC for and integrate and synchronize theater ALT support.41. Integrates ASC theater support. Major pieces of equipment. Apr 06. One per theater. FM 493. or rail. and supplies moving by motor. FM 4. Attached/OPCON to sustainment brigade responsible for theater distribution operations. Reference. and technology (ALT) support in the AOR. air. 4th Qtr 06. One per TSC or ESC as required. Sep 01.Army Field Support Brigade SRC 90372G000 ++ TSC + Contractor Coord Cell AFSB Acquisition & Technology Logistics & Sustainment Figure 5-10. Basis of allocation.4.0. JP 4-0. Doctrine for Joint Operations. and rail assets. Maintains the location status of motor.2. An element of the Army Sustainment Command (ASC) OPCON to the TSC to provide integrated and synchronized acquisition. ST4-2/CH5 5-14 JUNE 2012 . Theater Support Command. Provides regional alignment logistic expertise to the theater. and FMI 4-93.

50 percent. Human Resources Support. 1 per SB (theater opening). Mobility. or a theater gateway R5 team. Web. Commands and controls assigned or attached HR platoons. ST4-2/CH5 5-15 JUNE 2012 . One per 2-6 HR platoons. Capabilities. N/A References: FM 1-0.02.       Operates in the APOD when augmenting a military mail terminal (MMT) or joint military mail terminal (JMMT). and other echelons. Assignment. Theater sustainment command. Supports but does not execute postal. and casualty units. 8 Nov 05. Assignment. and voice. Integrates human resource support for the theater.    Deploys in total or as separate elements based on METT-TC and ASCC G1 guidance. Feb 07 and FMI 1-0. Operates on an area support basis to the division. Major pieces of equipment. It is dependent on the brigade troops battalion (BTB) of the SB (TO) for life support. Feb 08. Mobility. and health protection. postal. Basis of allocation. R5. corps.Human Resource Units Human Resources Sustainment Center (HRSC) SRC 12682G000 Mission. Human Resources Doctrine. Major pieces of equipment. Capabilities. Sustainment brigade (TO). Performs oversight of all casualty reporting within the theater of operations. Can provide support to deployed command posts of various theater level C2 nodes. religious services. Provides technical guidance to HR companies. Performs vehicle recovery and field maintenance for all organic equipment except communications security (COMSEC) equipment. 50 percent. as directed by the theater/ASCC G1. Basis of allocation. Communicates digitally via VSAT. Final Draft. Provides C2 and technical support to HR. Theater-Level Human Resources Support. R5. or theater. UCMJ. ASCC headquarters. Human Resources Company (HRC) Headquarters SRC 12413G000 Mission. logistics. N/A References: FM 1-0. and personnel information flow. One per theater.

Assignment. Human Resources Support. ST4-2/CH5 5-16 JUNE 2012 . Communicates digitally via VSAT. Theater-Level Human Resources Support. Establishes a theater-level R5 center with an HR R5 company at the APOD. and voice. Feb 07 and FMI 1-0. Feb 08. Capabilities. and voice. Basis of allocation. return to duty. receives. flight schedules. Coordinates. Major pieces of equipment. Web. Communicates digitally via VSAT.02. Replacement. N/A References. and follow-on transportation. Feb 08. Theater Gateway Reception. and redeployment mission support. Mobility. One per sustainment brigade (TO). and processes incoming mail as well as retrograde mail to CONUS. R and R.    Operates a JMMT an MMT in single-service environment. and Recuperation. Assignment.     As the theater gateway. and Redeployment (R5) Platoon SRC 12567GB00 Mission. Rest. Provide theater-level R5 and RSOI support. Coordinates for terminal operating space. Feb 07 and FMI 1-0. N/A References: FM 1-0. Provide theater-level postal support. Returns-to-Duty. Major pieces of equipment. Sustainment brigade (TO). the Web. One per sustainment brigade (TO). Human Resources Support. Basis of allocation. FM 1-0. 100 percent. provides theater-wide replacement. Theater-Level Human Resources Support. Capabilities.02. Mobility.Military Mail Terminal Team (MMTT) SRC 12567GA00 Mission. Sustainment brigade (theater opening). 50 percent.

Basis of allocation. postal company headquarters. Capabilities. Communicate digitally via VSAT. Communicates digitally via VSAT. One per 6. 100 percent. Human resource company headquarters or postal company headquarters. N/A References: FM 1-0. N/A References: FM 1-0. and voice. Assignment. 100 percent. and voice. Provides command and control to casualty liaison teams (CLTs). Theater-Level Human Resources Support. HR company headquarters. the Web. Capabilities. Human Resources Support.02. Feb 07 and FMI 1-0. Human Resources Support.   Handles operational and service missions at any theater echelon. Provides theater postal support on an area basis.000 personnel. ST4-2/CH5 5-17 JUNE 2012 . Mobility. Feb 08. or HRSC. Major pieces of equipment. Assignment.02. Feb 08. the Web. Feb 07 and FMI 1-0. Casualty Platoon Headquarters SRC 12567GH00 Mission. Mobility. Theater-Level Human Resources Support.   Commands and controls assigned casualty liaison teams. Basis of allocation. Major pieces of equipment. One per three to six casualty liaison teams.Postal Platoon SRC 12567GE00 Mission.

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.... 6-18 08457A000 ............................................. Many headquarters units (brigades...... 6-9 63327Rxxx ................................... capabilities............ Standard Requirements Title Code (SRC) Page Tactical Headquarters Sustainment Staffs Corps HQ Sustainment Cell Division HQ Sustainment Cell Combat Service Support Battalion (CSSB) Headquarters CSSB Brigade Support Battalion (BSB) Distribution Company.... BCT Forward Medical Company................................. BSB.... 6-12 10416L000 .....................CHAPTER 6 TACTICAL SUSTAINMENT UNITS This chapter summarizes the missions................... 6-5 63326Rxxx ..................... 6-3 N/A ......................................... Oils.......... 6-22 08473A000 ...................... 6-23 ST4-2/CH6 6-1 JUNE 2012 . BSB.......................................... 6-21 08453A000 . BCT Miscellaneous Battalion Headquarters Units Motor Transportation Battalion Movement Control Battalion Transportation Terminal Battalion HHC Petrol Pipeline and Terminal Operating Battalion Petroleum..... 6-14 09666A000 .. 6-4 63426G000 ......... 6-14 08640G000 .............................. This includes those units assigned within sustainment brigades in the corps area as well as those organic to assigned BCTs... etc........ BCT Forward Support Company (CA Battalion) BSB.............................................. BSB...............................................) are not listed since they perform only a command and control function and have neither a physical logistics capability nor major equipment.......... battalions... and Lubricants (POL) Supply Battalion Ammunition Battalion Explosive Ordnance Disposal (EOD) Battalion Medical Units Medical Command Medical Brigade Multi-Functional Medical Battalion (MMB) Combat Support Hospital (CSH) Area Support Medical Company (ASMC) Medical Logistics Company Medical Logistics Support Company Ground Ambulance Medical Company Area Support Dental Company Air Ambulance Medical Company N/A ....... basis of assignment..... groups..................... 6-20 08490G000 ........ 6-15 08420G000 ........... 6-6 63328R1xx .............................. 6-22 08447L200 ... 6-12 55816F000 .................................... and mobility for selected sustainment units normally found assigned at the tactical level......................................... 6-13 09666L000 ........ 6-13 10426L000 ........ TO&E changes/updates are incorporated where known at the time of publication................ 6-10 55716F000 .................................................................................................................................... The major items of organic equipment are listed for each unit.. Heavy..... 6-11 55606F000 ......................................................... Heavy............................................ BCT Field Maintenance Company.. 6-16 08485G000 ..... 6-19 08488A000 ............ Heavy......... Heavy................. 6-17 08945A000 ................... 6-7 43327R1xx ............. 6-8 08329G000 .....................

........................... 6-37 55739L100 ......... 6-24 43470F000 .... 6-32 55719F100 ..000 Gal) Transportation Medium Truck Company (PLS) Combat HET Company Inland Cargo Transfer Company Seaport Operations Company Modular Causeway Company Heavy Watercraft Company Floating Watercraft Company 09408L000 ..................... 6-31 10460F000 .... Cargo Company Transportation Medium Truck Company (POL) (7...... 6-40 55848F000 ....... 6-29 42940F500 .................... 6-28 10420Fxxx .............................. 6-42 ST4-2/CH6 6-2 JUNE 2012 ........................................... 6-27 10417L000 ......................... 6-25 43480F000 .................... 6-36 55728F300 ........... 6-30 10490F000 .............................. 6-41 55829L000 ...................................................................................... 6-33 55727F100 . 6-38 55819F000 ................................................................................. 6-34 55727F200 ...................... 6-39 55838F000 .. 6-26 10414L000 ..... 6-35 55728F200 ............................. 6-41 55889L000 ......................Ordnance Units Modular Ammunition Ordnance Company Support Maintenance Company Component Repair Company Quartermaster Units Quartermaster Field Service Company (Modular) Quartermaster POL Pipeline and Terminal Operating Company Quartermaster POL Support Company (PSC) Quartermaster Support Company (QSC) Quartermaster Collection Company (MA) Quartermaster Water Purification and Distribution Company Transportation Units Transportation Light-Medium Truck Company Transportation Medium Truck..............500 Gal) Transportation Medium Truck Company (POL) (5...

JP 3-0. Establishes logistical policies and procedures for the corps.  Operates 24-hour staffing.2.  Manages contracting and LOGCAP operations. Monitors and analyzes the performance of the supply system.  Develops movement and movement control plans for the transportation units. Doctrine for Logistics Support of Joint Operations. Mission. Welfare. Assignment. Sep 01. performs operational planning.4. Apr 03.Tactical Headquarters Sustainment Staffs Corps HQs Sustainment Cell Corps HQs Main CP Sustainment Cell G3/5 Plans TAC CP Log Plans G4 Logistics Ops G1 G4 G8 Surgeon HR Pers Info Mgmnt HR Ops Logistics Ops Sustainment Ops HR PASR HR Policy Maintenance Mortuary Affairs Coordination: HR Ops/Casualty HR Essential Pers Svcs S&S Logistics ADP Mobility Ops ADP HR MWR PASR Automated Data Processing Human Resource Morale. Monitors. Apr 06. and FM 4-93. and Recreation Personnel Accounting & Strength Reporting MWR Figure 6-1. ST4-2/CH6 6-3 JUNE 2012 . JP 4-0. Doctrine for Joint Operations. Maintains and monitors the LCOP and coordinates and develops concept of sustainment plans. Theater Support Command. manages.     Develops maintenance timelines. FM 4-93. Corps headquarters assigned in theater. Integrates sustainment operations over the next 48 to 72 hours with commander’s operational plans and guidance. policies. and prepares the concept of sustainment. and procedures for sustainment functions.  Coordinates sustainment operational planning with supporting sustainment brigade(s). Conducts logistical staff analysis. Corps HQ Sustainment Cell. Capabilities. It conducts operational and tactical planning to support movement control and mode and terminal operations. Coordinates with supporting sustainment brigade(s). and synchronizes current sustainment operations. overseeing plans. Apr 00. Mobility. Major pieces of equipment. N/A References. 100 percent. Sustainment Brigade.

Doctrine for Logistics Support of Joint Operations. overseeing plans. Conducts logistical staff analysis and operational planning. Monitors. Theater Support Command. Capabilities. policies. Organic.2. ST4-2/CH6 6-4 JUNE 2012 . Oct 02. Sep 01. Apr 06. Sustainment Brigade.0. and Recreation Personnel Accounting and Strength Reporting Supply and Services Per Info Mgmnt MWR Trans PASR Figure 6-2. prepares the concept of sustainment. FM 4. Integrates sustainment operations over the next 48 hours with the commander’s operational plans and guidance. JP 3-0. Monitors and analyzes the performance of the supply system. Coordinates with supporting sustainment brigade(s). Division HQ Sustainment Cell. and FM 4-93.4. one per assigned division headquarters in theater. Apr 00. manages. Mobility. Combat Service Support. Coordinates integrating logistic functions for the division. Establishes logistical policies and procedures for the division. JP 4-0. N/A References. 100 percent.    Develops maintenance timelines. FM 4-93. and procedures for sustainment functions. Assignment. Mission.  Coordinates sustainment operational planning with supporting sustainment brigade(s). and synchronizes current sustainment operations.Division HQs Sustainment Cell Division HQs G5 Plans Main CP Sustainment Cell TAC CP Sustainment Sustainment G1/G4 G1 Current Ops HR S&S G4 Movement Control G8 Surgeon Casualty Evals & Promotions Maint Logistics Automation Coordination: HR MWR PASR S&S Human Resource Morale.  Operate 24-hour staffing. Welfare. Apr 03. Maintains and monitors the LCOP and coordinates and develops concept of sustainment plans. Major pieces of equipment. Doctrine for Joint Operations.

Oct 02. Command and control for a tailored logistic unit which executes logistic support throughout the depth of an assigned AO. and FM 4-93. Assignment. Dependent on assigned companies and can provide all classes of supply (less CL VIII) as well as field services across all operational phases. 100 percent. Mission.or unit-support basis. FM 4.Combat Service Support Battalion (CSSB) Headquarters Combat Sustainment Support Battalion (CSSB) SRC 63426G000 Figure 6-3. Sustainment Brigade.4.2. platoons. Headquarters Combat Sustainment Support Battalion (CSSB). Major pieces of equipment. As required for command and control.      C2. FM 4-93. N/A Reference. ST4-2/CH6 6-5 JUNE 2012 . Mobility. Theater Support Command. Executes the logistical mission on an area. Apr 06. Apr 03. tailored combination of functional sustainment companies. Adapts quickly to changing tactical situations through its organizational flexibility.0. a flexible. Sustainment brigade. and teams dependent on METT-TC. Combat Service Support. detachments. Capability. Basis of allocation. Provides distribution links between the theater base and the supported units.

Assignment. equipped. Brigade Support Battalion (BSB). However. Oct 02. Organic to all BCTs. area support groups. The unit plans and directs BCT rear operations.       Consolidates selected sustainment functions previously performed by division support commands. etc. the basic three-company (plus FSCs) organization is common to all BSBs.Brigade Support Battalion (BSB) SRC 63326Rxxx BSB I HHD ) ( FMC Fwd Spt Co (x3) Figure 6-4. Serves as organic forward support companies (FSC) for each BCT battalion.) has an organic BSB with a varied organization/equipage peculiar to that type of BCT. and trained to perform distribution-based sustainment operations. Mission. BSBs are essentially organized alike with minor variations in technical capabilities and personnel are dependent on BCT assignment. Apr 06. RSTA. only the heavy BCT BSB is included in this ST. fires.0. NOTE: Each type of BCT (heavy. Mar 05. Capability. Units are organized. Mobility. For this reason. Major pieces of equipment.2. FM 4-90. ST4-2/CH6 6-6 JUNE 2012 . Reference. Combat Service Support. FM 4. corps support groups. HBCT Logistics. None. Provides BCT capability to upload three basic/combat loads sufficient for 72 hours of operation. The BSB commander serves as the BCT commander’s senior logistician. infantry. and executes all logistic operations in support of BCT operations.1. Sustainment Brigade. ME. coordinates. Specifics of the others can be found at FMSWEB. synchronizes. and FM 4-93. 100 percent. staffed. serves as logistic providers. and forward support battalions. Plans.

5-ton 7 Forklifts 6 CHU 2 LWP 16 Water tank.. Capability. 1-½ ton 15 Semi-trailers. FM 4-90. Dry cargo (daily): 256 pallets OR 64 USAF 463L pallets OR.Distribution Company. and issues all classes of supply (less CL VIII) to the BCT. Sustainment Brigade. 4 containers CL III Bulk: Maintains 1 BCT combat load. Apr 06. 204 ST CL V AND. Distribution Company. FM 4.ATHP . Provides transportation and supply support to the heavy BCT. Mobility. 113 ST general cargo less CL V AND. flatbed *Note: Pending fielding. temporarily stores. 4 containers OR. ST4-2/CH6 6-7 JUNE 2012 .000 gallons/day from salt/brackish water (Assuming fielding of water purification LWP @125GPH. Heavy BCT SRC 63328R100 I . 6 Semi-trailers. Mission.CL IX .) Operates two water points. Organic. HBCT Logistics. 500-gal Reference. Oct 02. 58 Trucks. van 30 Tractors.2. and FM 4-93.500 gallons/day delivered to FSC. Water: Purifies 30k gallons/day from fresh water OR 24. directs. Major pieces of equipment.1.General … Fuel/H2O -POL -Water Spt Figure 6-5. 5-ton 58 Trailers. assigned one per BSB.   Assignment. BSB. BSB.    Plans. Heavy BCT. Combat Service Support. 100 percent. Daily receives. HQ … … SUPPLY . Mar 05. Stores and distributes 32k gallons to 4 FSC simultaneously.0. and supervises supply distribution and transportation for the BCT. Distribute 69.

Combat Service Support. Capability. FM 4. Sustainment Brigade (Final Draft). Field Maintenance Company. Base support platoon performs consolidated maintenance on selected. BSB. ST4-2/CH6 6-8 JUNE 2012 ..Field Maintenance Company.0. low-density equipment. 100 percent. Mar 05.2. Assignment. 1 Recovery vehicle. HQ . Oct 02. FM 4-90. Organic. HBCT Logistics. Heavy BCT. Heavy BCT SRC 43327R100 ) ( FMC . auto/armament. Apr 06.. and electronics maintenance as well as maintenance management to the BCT. and FM 4-93. BSB. Provides staff maintenance advice and support to the BCT. M88 Reference. ground support. Mobility. Major pieces of equipment. Mission. assigned one per BSB. Provides field-level maintenance support to heavy BCTs. Maint Control … Area Spt … Base Spt Figure 6-6.1.    Provides recovery.

Combat Service Support. and trained to perform distribution-base sustainment operations. Organic. assigned one per BSB. when augmented. HBCT Logistics. Performs patient holding and care for twenty patients. Forward Medical Company. Mar 05. initial resuscitation/stabilization. M997 Reference. Provides CHS to the BCT and units on an area basis in the BCT AO. BSB. FM 4. HQ . Mission. staffed. Prev Med .0. 100 percent.. Units are organized. The BSB commander serves as the BCT commander’s senior logistician. Assignment. Evacuates casualties higher with organic ground ambulances. Heavy BCT. Capability.. Provides support combat units with treatment teams on a limited basis. Mental Health .. Provides CL VIII resupply for BCT units. Mobility. Med Supply … Treatmnt … Evac Figure 6-7. Oct 02.2. ST4-2/CH6 6-9 JUNE 2012 .Forward Medical Company.. FM 4-90. Heavy BCT SRC 08329G000 I . Apr 06.1. equipped. Sustainment Brigade. and FM 4-93. 16 Ambulances. BSB. Plans and executes aero-medical evacuation.         Performs triage. Major pieces of equipment. and prepares casualties for further evacuation.

Mobility. and equipped to support the various type battalions within each BCT. CL V: 104 pallets CL V OR. Oct 02. Sustainment Brigade. directs. Mar 05.     Plans.000 gallons/day.250 gallons/day. 25 USAF pallets OR 57 ST CL V CL III Bulk: Maintains 1 BCT combat load. Daily receives. Heavy BCT.Recovery Sec . ST4-2/CH6 6-10 JUNE 2012 . Capability.CL V Sec … Main .Maint Sec . organized.Forward Support Company (CA Battalion). Forward Support Company (CA Battalion). 900-gal Kitchen. Provides direct and habitual sustainment to a combined arms maneuver battalion. M1076 10 Flatrack 5 Recovery vehicle. Field Feeding … Distr . NOTE: Each BCT type has a varied mix of battalions for which the BSB has organic forward support companies.0. PLS 5 Trailer. FM 4.2. Normally three are assigned per BSB. Combat Service Support. Heavy BCT SRC 63327Rxxx Fwd Spt . M88 2 2 2 Water trailer. Dry cargo: 56 pallets OR 12 USAF 463L pallets OR. Each FSC is specifically staffed.. BSB. 2k-gal Water trailer.. and supervises supply distribution and transportation for the battalion. Receives/stores/distributes 29. Apr 06.Co FMT (x3) Figure 6-8. 25 ST general cargo less CL V AND. Mission.Gen Supply Sec .1. Major pieces of equipment. containerized Reference. Water: Stores and distributes 4. BSB. temporarily stores.   Assignment. 12 Fueler. HBCT Logistics. 100 percent. FM 4-90. M978 5 HEMTT-LHS 5 Truck. HQ . PLS. and FM 4-93. M1075. and issues all classes of supply (less CL VIII) for the battalion.

Combat Service Support. 50 percent. Major pieces of equipment. control. detachments. FM 4. Apr 06. ST4-2/CH6 6-11 JUNE 2012 . To command. Mar 05. Translates transportation requirements into specific vehicles or units required.Miscellaneous Battalion Headquarters Units Motor Transportation Battalion SRC 55716F000 Mission. FM 55-1. and security. and supervise units engaged in motor transport and terminal operations (less seaport). Assigned to TSC/ESC. Assignment.     Commands. Sustainment Brigade. and FM 55-30. Change 1. Transportation Operations.2. controls. Basis of allocation. or equivalent units. N/A References.0. One per three to seven subordinate transportation motor transport companies. and trailer relay system. Mobility. Oct 02. Capabilities.1. May be assigned to a sustainment brigade. road conditions. Sep 99. Coordinates and evaluates highway traffic plans affecting transportation support including terrain. FM 4-90. HBCT Logistics. trailer transfer points. FM 4-93. Oct 95. and technically supervises assigned or attached transportation companies. transportation terminal companies. Supervises truck terminals. Army Motor Transport Units and Operations. and teams.

Capabilities. and technical supervision of units required to load/unload up to four ships simultaneously at an established water terminal or up to two ships simultaneously at a logistics-over-the-shore (LOTS) site.Movement Control Battalion SRC 55606F000 Mission. or joint amphibious. N/A References. 50 percent. Oct 95 and FM 55-15. Mobility. Commands. Transportation Terminal Battalion SRC 55816F000 Mission. Maintains in-transit visibility of tactical and nontactical vehicle movements in theater. control. ST4-2/CH6 6-12 JUNE 2012 . One per 5 units assigned in theater. Oct 97. and theater support vessel (SRC 55888F000). based on MCT requirements in theater. port operations cargo company 55847F000). Assignment.   Performs port terminal operations in fixed or unimproved ports or across bare beach sites. Assigned to TSC/ESC. Serves as MCC. Transportation Operations. Capabilities. and supervise movement control teams. logistics support vessel (SRC 55530LJ00). Serves as the command element for transportation units conducting intermediate staging base (ISB). Sustainment brigade (TO) or TSC/ESC. 06. N/A References. and LOTS operations. inland waterway. harbormaster detachment (SRC 55587FA00). Major pieces of equipment. Mobility. To command. floating craft company (SRC 55849F000). Transportation Operations. and supervises assigned/attached units performing water terminal operations. Coordinates CULT assets. Army Motor Transport Units and Operations. FM 55-1. control. Assignment. As needed.     Commands and controls 4-10 movement control teams (MCTs). controls. Provides command. Major pieces of equipment. heavy watercraft company (SRC 55829L000). Basis of allocation. 50 percent. riverine.   Basis of allocation. medium boat company (SRC 55828L000). Requires assignment of some or all of following units: inland cargo transfer company (SRC 55819F100). 4th Qtr. as required. FM 55-1. Oct 95 and FM 55-30. Transportation Reference Data. modular causeway company (SRC 55848F000).

based on staff estimates of requirements in theater. Provides command. Plans. Provides command and control. and operational supervision of assigned/attached POL supply companies and POL truck companies. Assigned to the sustainment brigade in the theater COMMZ. One per 3-7 POL support companies (SRC 10427L100) and/or transportation company POL (7. Approximately 33 percent. Capabilities. technical. administrative. and operational supervision for operating and maintaining a military petroleum distribution system. Provides bulk POL support in theater or to a corps. Operates a central dispatching scheduling agency for flow of bulk petroleum through the pipeline system. Mobility. FM 10-67. Basis of allocation. Assignment. and supervises the operation and maintenance of a military petroleum distribution system company 300 km (180 miles) to 750 km (450 miles) of multi-product petroleum pipelines and terminal facilities. Change 1. ST4-2/CH6 6-13 JUNE 2012 .5-gallon or 5k-gallon) (SRC 55727L200 or 55728L200). Oils. and Lubricants (POL) Supply Battalion SRC 10426L000 Mission. Manages corps/theater POL reserve stocks. Petroleum. Change 1. Directs either a storage. administrative. As needed. Approximately 80 percent. Petroleum Supply in Theaters of Operations. N/A References. Supervises quality surveillance program of petroleum products. Petroleum Supply in Theaters of Operations. Major pieces of equipment. technical. Assigned to the sustainment brigade (port) in the theater COMMZ. Oct 85. Assignment.or distribution-based missions. Major pieces of equipment. and other assigned and attached units supporting pipeline and terminal operations. Basis of allocation.Headquarters and Headquarters Company (HHC) Petroleum Pipeline and Terminal Operating Battalion SRC 10416L000 Mission.      Commands 3-7 POL supply/truck companies.    Commands 2 to 5 POL pipeline and terminal operating companies (SRC 10417L000). controls. FM 10-67. Capabilities. Manages bulk POL support directly to BCTs. Mobility. N/A References. Oct 85.

0. To command.    Provides command and control and staff planning for 3-10 EOD companies (SRC 03447L000). Serves as an EOD special staff office to theater. FM 4-93.13. Ammunition Handbook: Tactics. and Procedures for Munitions Handlers. and supervise assigned/attached ammunition units and supervise ammunitions operations. Munitions Distribution In the Theater Of Operation. FM 4-30. Apr 06. Assignment. and supervise assigned/attached EOD unit operations. Assignment. or division headquarters. and FM 4-30. Falls under the technical direction of ammunition support missions. Capabilities. Basis of allocation. Mar 05. Mar 01. FM 4. control.1. Major pieces of equipment. N/A References. Combat Service Support. Sustainment Brigade. Assigned to sustainment brigade (TO) for the TSC/ESC. Techniques. Munitions Distribution in the Theater Of Operations. FM 4-90. and Procedures for Munitions Handlers. Dec 03. Mobility.1. Requires material management center (MMC) function provided by higher headquarters for ammunition stocks. Explosive Ordnance Disposal (EOD) Battalion SRC 09666A000 Mission. control. Coordinates operations to neutralize explosive devices. Major pieces of equipment.13. To command. except inventory management. One per 2-5 subordinate ammunition companies. Assigned to the TSC/ESC or corps and is attached to an EOD group. Ammunition Handbook: Tactics. 50 percent.Ammunition Battalion SRC 09666L000 Mission. corps. N/A References.2. One per 2-5 subordinate ammunition companies.    Provides command and control and staff planning for 2-5 subordinate companies. Capabilities. Basis of allocation. Mar 01. HBCT Logistics. Dec 03 and FM 4-30. Oct 02. Mobility. ST4-2/CH6 6-14 JUNE 2012 . 50 percent. FM 4-30.1. Techniques.

Basis of allocation. Monitors and supervises medical logistic operations.0.           Serves as the senior medical headquarters in theater. Medical Deployable Support Command (MDSC) Mission. Apr 06. FM 4-02. Commands.1. Combat Service Support. Performs PVNTMED support for medical/occupational/environmental health (OEH) surveillance. and organizes theater medical units for HSS in theater.4. and FM 4-93. supervision. administration. potable water inspection. Assists with coordinating and integrating strategic capabilities from the sustaining base to the theater AO. Coordinates with the United States Air Force (USAF) Theater Patient Movement Requirements Center (TPMRC) for medical regulating and moving patients. Sep 93. coordinates. Mar 05. Major pieces of equipment. Theater Support Command. and control of medical and non-medical waste. Capabilities. FM 63-3. ST4-2/CH6 6-15 JUNE 2012 . Provides staff advice to senior commanders on the medical aspects of operations. Oct 02. FHP in a Global Environment. One per theater. and technical supervision of assigned and attached medical units. HBCT Logistics.Medical Units Medical Command SRC 08640G000 ++ MDSC X II II ++ Log Mgt Ctr CSH MSC MMB Figure 6-9. In support of a TSC or RCC-designated headquarters. Sustainment Brigade. controls. N/A Reference. Corps Support Command. Mobility. Feb 03. and administration of assigned and attached medical units. food facility inspection. Assignment. Performs staff planning. Provides veterinary service support for food safety and inspection. FM 4. FM 4-93.2. 50 percent. Monitors theater medical threats and provides mitigating capabilities/solutions. Apr 03. Performs consultation services and provides technical advice in all aspects of medical and surgical services. pest management. FM 4-90. Provides command and control.

100 percent. Sustainment Brigade. and FM 4-93. Mission: Provides scalable. FM 4-90. Medical Support Command (MSC). Mar 05. and multinational forces. Apr 06. Coordinates patient regulating and medical evacuation from MMBs and hospitals to supporting theater medical treatment facilities and CONUS. continuous C2 in support of Army. Performs full-spectrum. FM 63-3. Advises division/corps and BCT commanders on the medical aspects operations.Medical Brigade SRC 08420G000 X MSC II II MMB CSH Figure 6-10. logistical support.0. Mobility. Joint. Capabilities:           Provides early entry C2 module to rapid deployment response in theater.2. See individual functional companies. Sep 94.1. and modular C2. ST4-2/CH6 6-16 JUNE 2012 . Major pieces of equipment. operational and technical supervision. HBCT Logistics. FM 4. Corps Support Command. Planning for Health Service Support. FM 8-55. flexible. Performs medical staff planning. One per 3 to 6 subordinate battalions or similar units. administrative assistance. Theater Support Command. and control of medical waste. Reference. Assigned directly to MDSC. water inspection. FM 4-93. and technical supervision for medical organizations task-organized for supporting deployed forces.4. Assignment. food facility inspection. Combat Service Support. Monitors and supervises medical logistic operations. Provides veterinary service support for food safety and inspection. Performs PVNTMED support for medical/occupational/environmental health (OEH) surveillance. Monitors theater medical threats and provide mitigating capabilities/solutions. Sep 93. Supervises augmentation to level II BCT medical companies. Basis of allocation. and administrative assistance for multifunctional medical battalions (MMBs) and hospitals. Apr 03. pest management. Oct 02.

Mobility. Planning for Health Service Support. Apr 06. ST4-2/CH6 6-17 JUNE 2012 . administrative assistance. medical and general logistic support. Monitors. Provides advice to senior commanders on the medical operational aspects. flexible. and modular C2.          Provides command and control. Coordinates with the supporting aviation unit air evacuation support requirements and synchronizes the air evacuation plan into the overall medical evacuation plan. 8 9 Truck. and coordinates ground/air evacuation within the battalion AO. Multi-Functional Medical Battalion (MMB). Monitors and supervises medical logistic operations. plans. Assigned to MDSC or independent MSC. Basis of allocation. Major pieces of equipment. Sep 94 and FM 4-93. Mission. staff planning. cargo HMMWV References. Capabilities. Provides guidance for selecting facility sites and preparing areas. and administrating assigned/attached units conducting health services support (HSS) operations in the assigned AO. Coordinates medical regulating and patient movement within the AO. One per 3 to 6 medical companies (or 6 to 12 medical detachments) with a working average of 5. Task organizes medical assets to meet projected patient workload. FM 8-55. and technical supervision for medical organizations (companies and detachments) task-organized for supporting deployed forces. Sustainment Brigade. Provides scalable.Multi-Functional Medical Battalion (MMB) SRC 08485G000 II MMB I I I I Grnd Amb Med Log ASM Dental Figure 6-11. supervision of operations. Approximately 66 percent. Assignment. logistical support. Plans and coordinates level I/II HSS operations to units without organic medical assets.2.

Apr 06. Employment of the Combat Support Hospital. Sep 94. support operations. one 84-bed and one 164-bed company. shelter. urological. Dec 94. transportable.4. and laundry operations. modular. 35 percent (without patients). Theater: 1. 5-ton cargo Forklift. and FM 4-93. Techniques. and Procedures. Mobility. FM 8-10-14. Provides intensive nursing care for up to 48 patients and intermediate nursing care for up to 200 patients. FM 8-55. Provides hospitalization/outpatient services for all classes of patients within the theater.     Hospitalization for up to 248 patients in 2 functional hospital companies. Major pieces of equipment. thoracic. 100 kW Shelter. Division/Corps: 3.000 conventional casualties. 30 13 10 14 MILVAN Lift. including planning policies. TEMPER Tank. 4k References.2.119 CSHs per 1. Assignment. FM 8-55. tactical (ISO) (8x8x20 ft) 36 4 16 2 Tent. Apr 03. orthopedic. 71/2-ton Generator. including general. Tactics. Basis of allocation. Capability.000 conventional casualties.Combat Support Hospital (CSH) SRC 08945A000 Mission. FM 4-93. Theater Support Command. Sep 94. 3k-gal Truck. water. Has surgical capability. fabric. and oral maxillofacial. based on 96 operating table hours per day. communications support information management. logistical. ST4-2/CH6 6-18 JUNE 2012 . Assigned to MDSC or MSC. The HHD provides C2 for all organic/attached units. Force Health Protection in a Global Environment. Sustainment Brigade. FM 4-02. Planning for Health Service Support. gynecological.780 CSHs per 1. Planning for Health Service Support. Feb 03.

Treats diseases and minor injuries.        Operates rear-area area clearing stations. Planning for Health Service Support. Mobility. Force Health Protection in a Global Environment. Provides limited medical laboratory.Area Support Medical Company (ASMC) SRC 08457A000 Mission. Sep 94. reconstitutes. or replaces medical companies/troops in divisions and in the BCT. FM 8-55. and Procedures. Theater Support Command. Apr 03. pharmacy. Prepares patients who are incapable of RTD within 72 hours for further evacuation. Employment of the Combat Support Hospital: Tactics. HMMWV References. FM 4-93. Provides Role I/II HSS to units in the assigned AO. Multi-functional medical battalion within an MDSC supporting or an MSC. FM 8-10-14. Reinforces. Dec 94. Techniques. Apr 06. FM 4-02. performs triage for mass casualties. Capabilities. ST4-2/CH6 6-19 JUNE 2012 . 100 percent (without patients). Assignment. Feb 03. Basis of allocation. performs initial resuscitation and stabilization. and. performs advanced trauma management.4. and radiology services commensurate with level II CHS. Provides patient holding for up to 40 patients. and FM 4-93. Sustainment Brigade. Major pieces of equipment.2. Performs emergency and sustaining dental care and limited preventive dentistry. One per 15.000 non-divisional troops supported in corps and/or COMMZ. 8 Ambulances.

MTV 4 Forklift References. Reconstitutes medical logistic units. FM 4-02. Apr 03. Force Health Protection in a Global Environment. 75 percent. FM 8-55. Assignment.87 pounds per man/day. Builds/positions configured loads in support of BCT and division/corps-level units.2. Apr 06. Provides direct support CL VIII supply.4. and FM 4-93. classifies. Capability. Feb 03. MTV. Sep 94. Sustainment Brigade.1 short tons of Class VIII required per day. Stores up to 51 ST CL VIII supply. Deploys early-entry and follow-on forward medical logistic teams.1 ST CL VIII supplies per day. to BCT and division/corps units. ST4-2/CH6 6-20 JUNE 2012 .Medical Logistics Company SRC 08488A000 Mission. Provides field sustainment medical maintenance within the division/corps AO. Planning for Health Service Support. sections. Provides lens fabrication support for up to 22. Major pieces of equipment. One per 11. Multi-functional medical battalion within an MSC. light 2 Truck. Theater Support Command. FM 4-93. 10 Truck. Receives. Coordinates emergency delivery of Class VIII supplies. Mobility. Basis of allocation. or teams. and issues up to 11.          Provides CL VIII supply at a rate of 0.000 soldiers.

and coalition forces in theater. FM 8-55. Feb 03.60 pounds per man-day. sections.4. 75 percent.000 soldiers in the combat zone. Sep 94. Assignment.Medical Logistics Support Company SRC 08490G000 Mission. classifies. Reconstitutes medical logistic units.24.2. or 77. Area Support Medical Battalion. Major pieces of equipment.000 soldiers. Capability. FM 4-93. Force Health Protection in a Global Environment. 1 per 11 ST of CL VIII issued per day. Provides medical logistic support for up to 53. 12 Truck. Apr 06. Techniques.000 soldiers in the division/corps or 143. Performs field support maintenance for the blood detachments and units within the area without organic medical equipment repairers (MERs). and FM 4-93. Planning for Health Service Support. Provides direct support CL VIII supply and optical fabrication for Army. Sustainment Brigade. FM 4-02. Mobility. MTV 4 Forklift References. or teams. Apr 03.          Supplies CL VIII proscribed consumption rate of 0. Stores up to 415 ST of CL VIII supplies. and Procedures. Basis of allocation. joint. Receives. Deploys 3 maintenance support teams (MSTs) to units in theater.000 joint service populations in the Army (theater). Provides lens fabrication support to a maximum force of 80. Multi-functional medical battalion within an MSC where units lack organic medical maintenance support. ST4-2/CH6 6-21 JUNE 2012 . Theater Support Command. FM 4-02. Aug 00. and issues up to 24 ST of CL VIII supplies per day. Provides field sustainment medical maintenance within the division/corps AO. Tactics.

Ground Ambulance Medical Company SRC 08453A000 Mission: To provide patient ground evacuation within the Army (theater) of operations. Capabilities:

   

Performs single-lift evacuation of 96 litter patients or 192 ambulatory patients. Evacuates patients from BCT medical companies and area support companies to supporting hospitals.

Reinforces forward (BCT) medical company evacuation assets. Moves patients between hospitals, aeromedical staging facilities, aeromedical staging squadrons, mobile aeromedical staging facilities, railheads, or seaports.  Affects emergency movement of medical supplies. Basis of allocation. One per division supported in the combat zone and 1 per 2 divisions supported when located in the COMMZ. Assignment. Multi-functional medical battalion within an MSC. Mobility. 85 percent (without patients). Major pieces of equipment. 24 Ambulances, HMMWV. References. FM 4-02, Force Health Protection in a Global Environment, Feb 03; FM 4-02.24, Area Support Medical Battalion, Tactics, Techniques, and Procedures, Aug 00; FM 8-55, Planning for Health Service Support, Sep 94; FM 4-93.4, Theater Support Command, Apr 03; and FM 4-93.2, Sustainment Brigade, Apr 06. Area Support Dental Company SRC 08473A000 Mission: Provides operational dental care. Capabilities:

    

Commands and controls subordinate dental elements. Offers operational dental care, consisting of emergency and essential dental services. Reinforces and reconstitutes forward (ASMC, BCT, DIV/corps) dental assets. Deploys 3 forward support treatment sections for far forward care for distant troop concentrations. Augments medical units during mass casualty situations.

Basis of allocation. One area support dental company per 43,000 troops (or 1 dentist per 1,175 troops). Assignment. Multi-functional medical battalion within an MSC. Mobility. 50 percent (without patients). Major pieces of equipment. 18 Generators 5kW 5 Generators 15kW 9 DAGR N96248 3 MSRT T55957 4 Truck, MTV, light 13 HMMWV

References. FM 4-02.24, Area Support Medical Battalion, Tactics, Techniques, and Procedures, Aug 00; FM 8-55, Planning for Health Service Support, Sep 94; FM 4-93.4, Theater Support Command, Apr 03; and FM 4-93.2, Sustainment Brigade, Apr 06. ST4-2/CH6 6-22 JUNE 2012

Air Ambulance Medical Company SRC 08447L200 Mission. Provides rapid evacuation of casualties from as far forward as possible in the combat zone. Capabilities.

     

Has single-lift capability of 60 litters or 105 ambulatory patients. Provides air evacuation support to BCT medical company in the BSA. Provides in-flight medical treatment and patient surveillance. Provides cargo capability for moving medical personnel, supplies, and equipment. Provides air crash rescue support. Its area support section provides 6 UH-60A/Q in an area aeromedical evacuation role.

Basis of allocation. One company per division; one-third company per BCT; one general support (GS) company in the corps AO per two divisions. Assignment. Assigned for C2, maintenance, and administration to combat aviation BDEs. Mobility. 100 percent. Major pieces of equipment. 15 4 12 UH-60A/Q FARE Drum, fabric, POL, 500-gal

References. FM 4-02, Force Health Protection in a Global Environment, Feb 03; FM 4-02.24, Area Support Medical Battalion Tactics, Techniques, and Procedures, Aug 00; FM 8-55, Planning for Health Service Support, Sep 94; FM 4-93.4, Theater Support Command, Apr 03; and FM 4-93.2, Sustainment Brigade, Apr 06.

ST4-2/CH6

6-23

JUNE 2012

Ordnance Units Modular Ammunition Ordnance Company SRC 09408L000

..
HQ

..
Field Feeding


Heavy Lift

Medium Figure 6-12. Modular Ammunition Ordnance Company.
Mission. Provides command, control administration, planning, and logistical support for modular ammunition platoons. Capabilities.  Commands and controls 2 to 5 platoons.  Provides construction equipment support for maintaining storage sites.  Task organized, with 2 heavy lift (SRC 09503LA00) and 3 medium lift (SRC 09503LB000) platoons the company is capable of the following: Total storage: 56,545 ST Stores/re-configures: 3,293 Receives: 3,293 ST Issues: 3,293 Total lift capacity: 9,879 ST

 

Establishes/operates ammunition supply points (ASP) based on the assigned platoons’ capabilities. As part of an ordnance ammunition battalion (SRC 09666L000), establishes/operates the theater storage area (TSA).

Basis of allocation: Medium platoon: One per 11,273 ST storage required or 2,649 ST lift required. Heavy platoon: One per 11,363 ST storage required or 2,657 ST lift required. NOTE: Each assigned ammunition platoon (medium or heavy) under normal operating conditions requires a medium truck company (cargo or PLS) to move stocks within the TSA and/or ASA. Assignment. Normally assigned to ammunition battalions in the sustainment brigade’s CSSB. Mobility. 100 percent (less stocks). Major pieces of equipment. Heavy Platoon: 4 Forklift, 6k 2 Forklift, 10k 3 Crane, wheeled RTCC 2 Truck, PLS w/trailer Medium Platoon: 4 Forklift, 6k 2 Forklift, 6k, VRRT 2 Truck, PLS w/trailer 2 MTV w/trailer

References. JP 3-0, Doctrine for Joint Operations, Sep 01; JP 4-0, Doctrine for Logistics Support of Joint Operations, Apr 00; FM 4-93.4, Theater Support Command, Apr 03; and FM 4-93.2, Sustainment Brigade, Apr 06. ST4-2/CH6 6-24 JUNE 2012

Support Maintenance Company Company SRC 43470F000 Mission. To command and control assigned cellular platoons, teams and modules performing field maintenance (repair and return to user). Capabilities.

      

It is normally employed at roles above division (EAD), within a corps area of operations. May be employed in a division area to support non-divisional units on an area basis and to provide backup support to division units. Performs maintenance control, shop stock, and wheeled vehicle recovery. Accepts multiple modular maintenance plugs and supervises mission execution from TOEs: 43573FB/FC/FD/FE/FF/FG/FH/FI/FJ/FK/FL/FM/FN/FO/FP/FQ. Integrates civilian augmentation from the logistic support element (LSE), as required. Civilian personnel may comprise approximately 10 percent of the unit’s overall strength. Its span of control does not normally exceed 250 persons. Performs mission staging operations.

Basis of allocation. Determined by the Force Analysis Simulation of Theater Administrative and Logistical Support (FASTALS) and Total Army Analysis (TAA) processes. (Normal use probably requires one per division plus one per sustainment brigade.) Assignment. Sustainment brigade CSSB. Mobility. 80 percent. Major equipment. 1 1 Wrecker, HEMTT Recovery vehicle, M88

References. FM 4.0, Combat Service Support, Oct 02; FM 4-93.2, Sustainment Brigade, Apr 06; and FM 4-93.4, Theater Support Command, Apr 03.

ST4-2/CH6

6-25

JUNE 2012

Its span of control is not to exceed 176 persons. Theater Support Command. 6-ton Semi-trailer. within a theater. 4k Truck.2. Major equipment. van. and FM 4-93. Integrates civilian augmentation from the logistic support element (LSE). shop 12-ton Semi-trailer.Component Repair Company Company SRC 43480F000 Mission. 2. 10k Forklift. Accepts multiple modular maintenance plugs and supervises mission execution from TOEs: 43480 FB/FC/FD/FE/FF/FG/FH/FI/FJ/FK/FM. Oct 02. Combat Service Support. Sustainment brigade CSSB at the theater level. Commands and controls assigned cellular platoons. Determined by the Force Analysis Simulation of Theater Administrative and Logistical Support (FASTALS) and Total Army Analysis (TAA) process.0. supply. maintenance Semi-trailer. 2 1 1 6 4 Tractor. van. Repairs and returns major items of equipment to the supply system in theater. as required. Capabilities. 25 percent. and modules performing sustainment maintenance (repair and return to supply system). Sustainment Brigade. Civilian personnel may comprise approximately 10 percent of the unit’s overall strength. Apr 06. 5-ton Truck.      It is normally employed at echelons above corps (EAC). 12-ton References. Apr 03. FM 4. 5-ton Forklift. FM 4-93.5-ton 2 2 2 2 Tent. (Normal use probably requires one or more per corps in theater. Mobility. ST4-2/CH6 6-26 JUNE 2012 . teams.) Assignment. Basis of allocation.4. van.

100 percent. Apr 06. Limited light textile repair. Provides DS shower. FM 4-93. Apr 00. Delousing support when deemed necessary.Quartermaster Units Quartermaster Field Service Company (Modular) SRC 10414L000 Mission.000 troops on an area basis. Water Supply in Theatres of Operations. Theater Support Command. laundry. and FM 4-93.500 per week. Assignment. Showers: 500 troops per day or 3.4. Food Service Operations. Basis of allocation. Major pieces of equipment. FM 10-23.000 lbs). FM 10-52.000 troops. One company per 21. JP 4-0.     Laundry: 15 lbs/soldier/week (total 315.2. Sustainment Brigade. Jul 90. ST4-2/CH6 6-27 JUNE 2012 . and clothing repair (SLCR) support for approximately 21. 6 Laundry Advanced System (LADS) References. Logistics Support of Joint Operations. Mobility. Sustainment brigade CSSB. Apr 03. Capabilities.

Capabilities. and tank trucks. 4. References. rail cars. Maintains a prescribed reserve of bulk petroleum products for the theater. depending upon available facilities. 210 gallons per minute (GPM) Pump. As required.       Operates up to 150 km (90 miles) of pipeline. Apr 00. Sustainment Brigade. issue. Theater Support Command. FM 10-67. Operates 6 each 24-hour/day pipeline pump stations to deliver bulk petroleum. 2 6 1 2 NOTE: Tank. 100 GPM   TPT consists of 18ea 210. Oct 85. store. Operates a fuel system supply point (FSSP) for bulk-issue operations. Engineers emplace the pipeline and pump stations. Installs and operates up to 8km of tactical hoseline.000-gal FSSP Forklift RT. Assigned to petroleum pipeline and terminal operating battalions. based on consumption estimates.000-lb 2 6 1 1 Hose line outfit. and distribute bulk POL. ST4-2/CH6 6-28 JUNE 2012 . 3. 250-gal Pump. Basis of allocation.Quartermaster Petroleum Pipeline and Terminal Operating Company SRC 10417L000 Mission. Operates POL distribution facilities by coastal tanker. 10. distributing up to 720. OR 378. Apr 06.2.1m gallon tank farms. Operates QM petroleum terminal and pipeline facilities to receive.000 gallons/day. JP 4-0.4. Mobility.1m gallons of bulk petroleum in 2 1.800-gallon collapsible bags. Major pieces of equipment. Assignment. and FM 4-93. transfer. 4” Drum fabric. barge.000 gallon tactical petroleum terminal (TPT). Change 1. fabric.  Operates: Fixed terminal storage facilities for up to 2. FM 4-93. Approximately 33 percent.000-gal Tank. Logistics Support of Joint Operations. fabric. Apr 03. Petroleum Supply in Theaters of Operations.

and distributes bulk POL in support of division/corps or theater operations. stores. MTV. FM 10-67. One per 2-4 platoons. Oct 85. Major pieces of equipment.000k gallons/day Distribution sec: distribute 146. Apr 03. Basis of allocation. Sustainment Brigade. Requires engineer support for site preparations.Quartermaster Petroleum Support Company (PSC) SRC 10420F100 (50K) SRC 10420F200 (210K) Mission. (3 each 50k platoons and 3 each 210k platoons) 18 3 72 60 66 90 24 FSSP Forward Area Refueling Systems Tank assy. 5-ton Trailer. issues.9m gal/day Area support sections: S/R/I 360. Assignment.000k gallons/day Distribution sec: distributes 48. Apr 06. and FM 4-93. 5-ton (fuel POD) References. NOTE: Capability varies depending upon the number of assigned 50K and 201K POL supply platoons.  PSC with 3 50k platoons (SRC 10527FC00): Stores: 600. 33 percent.000 gal Receives/issues: 400k/day Area support sections: S/R/I 120. Receives.250 gallons/day Each assigned platoon can operate 2 hot refueling sites. Change 1. Normally assigned to a CSSB or a QM POL supply battalion. JP 4-0. FM 4-93. Logistics Support of Joint Operations. Apr 00. 20k-gal Semi-trailer.750 gallons/day    PSC with 3 210k platoons (SRC 10527FD00): Stores: 5m gal Receives/issues: 1. Capabilities.4. MTV. Petroleum Supply in Theaters of Operations. 5k-gal Tractor. 5-ton Cargo. Mobility.2. ST4-2/CH6 6-29 JUNE 2012 . Theater Support Command.

Receives/stores/issues for 207. Assignment. Kalmar Forklift.2.41 ST 6. Logistics Support of Joint Operations.Quartermaster Support Company (QSC) SRC 42940F500 Mission. ST4-2/CH6 6-30 JUNE 2012 . Mobility. Apr 00.6 ST CL I per day. cargo Reefer units 8x8x20 MILVAN RTCH. Approximately 50 percent. Capabilities. and FM 4-93. JP 4-0. VII. Apr 03.04 ST 39. JP 3-0. Apr 06.47 ST 2. Limited ability to configure loads.88 ST Platoon 13. Major pieces of equipment.4.12 ST 119. IV.     Receives/stores/issues approximately 93. 4k Forklift.36 ST 11. Provides refrigeration for perishable rations. One per approximately 24. Provides food service and general supply support.8 ST CL II. Sep 01.12 ST 3. Distributes perishable rations to CL I supply points. 23 22 24 3 7 7 1 Tractor Semi-trailer.96 ST CL II CLIII(P) CL IV CL VII CL IX   Can operate from 6 different locations. III(P).000 troops. Sustainment Brigade. NOTE: Normally organized with one subsistence platoon (SRC 42529 GD00) and three area support platoons (SRC 42529GC00). Theater Support Command. 10k Forklift. 50k References. Basis of allocation.04 ST 30.68 ST 10. FM 4-93. Corps/theater functional battalions or sustainment brigade CSSB. Doctrine for Joint Operations. and IX per day as follows: Company 40.

Identification of Deceased Personnel. (3 forward platoons and 1 main platoon) 14 18 10 16 18 Truck. Apr 03. The normal mix is 3 forward collection platoons and 1 main collection platoon. refrigerated Semi-trailer.4. and FM 63-3. Theater Support Command. light. Corps Support Command. MTV Containers. ST4-2/CH6 6-31 JUNE 2012 . flatbed Truck. and maintains mortuary affairs (MA) collection points to search for. Establishes and operates up to 12 mortuary affairs collection points. Capabilities. 100 percent. Total capabilities:     Forward platoons process up to 240 remains per day from up to 12 locations. As required. NOTE: Capability varies dependent on number of assigned forward collection platoons (SRC 10548FC00) and main collection platoon (SRC 10548FD00). FM 4-93. Assignment. Major pieces of equipment. FM 10-1. MTV References. Establishes. Sep 93. FM 10-286.Quartermaster Collection Company (MA) SRC 10490F000 Mission. 221/2-ton Trailer. recover. Main platoon processes up to 400 remains per day from up to 20 MACPs. and evacuate remains. lowbed. Basis of allocation. Mobility. Aug 94. Conducts search and recovery operations over a given area. tractor. operates. 30 Jun 76. Sustainment brigade CSSB. Quartermaster Principles.

Sustainment Brigade. Apr 93. Quartermaster Principles. Task organized with two water purification platoons and two water storage and distribution platoons. issues. water. and distributes bulk water in support of division. 5k References.000 gallons potable water per day using a fresh water source.4. Jul 90. FM 4-93. Apr 06. As required. Aug 94. Theater Support Command.000 gallons/day (assuming average availability and two trips per day). NOTE: Capability varies dependent on number of assigned water purification platoons (SRC 10567FC00) and water storage and distribution platoons (SRC 10567FD). 4 4 6 4 16 16 14 14 ROWPU. corps. Water Supply in Theaters of Operations. FM 10-27-2. Assignment. Jun 91. 3k FAWPS LWP TWPS Semi-trailer MTV.Quartermaster Water Purification and Distribution Company SRC 10460F000 Mission. It uses the standard availability planning factor: 75 percent. Sustainment brigade CSSB. FM 10-1. General Supply in Theaters of Operations. ST4-2/CH6 6-32 JUNE 2012 . Techniques.2. Mobility. 50 percent. Tactics. It distributes 42. Produces. and Procedures for Quartermaster Direct Support Supply and Field Service Operations. FM 10-27. Produces: 360. Stores: 168.000 gallons. MTV.000-gallon storage at either one or two locations. FM 10-52. stores.    The distribution platoon provides 160. Major pieces of equipment. Capabilities. light Tractor. Basis of allocation. and FM 4-93. 5-ton Semi-trailer. Apr 03. or theater operations.

5-ton Trailer. Transports non-containerized. 5t tractor: 85 percent (FMSWEB). and FM 4-93.4. 50 25 10 20 Trucks. based on lift required estimates. FM 55-15. Sustainment Brigade. Daily lift planning factor: Local Haul Cargo truck Semi-trailers Containers. MTV Tractor. 50 percent.Transportation Units Transportation Light-Medium Truck Company SRC 55719F100 Mission. As required. Oct 97. MTV. Theater Support Command. 20’ Personnel 891 ST 1129 ST 32 2. Capabilities. Assignment.462 One Way 223 ST 257 ST 8 731 Basis of allocation. Army Motor Transport Units and Operations. FM 55-30. MTV References.2. Mobility. 5-ton Semi-trailer. Sep 99. Transportation Reference Data.924 Line Haul 445 ST 564 ST 16 1. dry cargo and personnel. Sustainment brigade CSSB or transportation battalion operating at either the tactical or operational level. Apr 03. Major pieces of equipment. FM 4-93. MTV.   Standard availability planning factor: 5t trucks: 86 percent. Change 1. ST4-2/CH6 6-33 JUNE 2012 . Apr 06.

007. Transports dry cargo. and bulk water (in SMFTs).000 gal 503. Sep 99. ST4-2/CH6 6-34 JUNE 2012 . Transportation Reference Data. Theater Support Command. and FM 4-93. palletized CL V 420 210 1.000 gal 1. 4k-gal HIPPO.000 gal Basis of allocation.750 gal 106. Daily lift planning factor: Local Haul Containers.2. Sustainment Brigade. 60 120 Tractor.000 gal One Way 154.474 ST 2648 ST Line Haul 210 105 737 ST 1. FM 55-15.    Standard availability planning factor: 75 percent (FMSWEB). 20-ft Cargo.324 ST One Way 105 52 368 ST 662 ST  Daily lift planning factor (water): (When assigned to QM water battalion and provided with SMFT bags and equipment) Local Haul SMFTS.000 gal Line Haul 318. 2k-gal 636. Apr 06. Cargo Company SRC 55727F100 Mission. Standard lift planning factor: for 34-ton trailer is 22 tons (or 65 percent) based on cube/weight limits.4. FM 55-30. containers. Change 1.000 gal 251. Major pieces of equipment. 40-ft Containers. Oct 97. 3k-gal SMFTS. Apr 03. 5-ton Semi-trailer References.000 gal 424. Sustainment brigade CSSB or transportation battalion operating at either the tactical or the operational level. Capabilities. As required. Assignment. Army Motor Transport Units and Operations.500 gal 212. FM 4-93.Transportation Company Medium Truck. Mobility: 33 percent.

Transport bulk POL.5 percent (FMSWEB). FM 55-30. Mobility. Sep 99. Transportation Reference Data. One way: 393.2. FM 4-93. tanker. Sustainment Brigade. Theater Support Command. ST4-2/CH6 6-35 JUNE 2012 . Oct 97. Army Motor Transport Units and Operations. As required. Capabilities.      Standard lift planning factor: 95 percent full (7. Apr 03.000 gal. Aug 06. 60 Tractor. Major pieces of equipment.575. Line-haul: 787.425 gal).000 gal. FM 4-93. Basis of allocation.4.Transportation Medium Truck Company (POL) (7. 7.500 gal) SRC 55727F200 Mission. Standard availability planning factor: 87. Assignment.500-gal References. 33 percent. Local haul: 1. M915 60 Semi-trailer. FM 55-15. Change 1. Normally assigned to a POL supply battalion in a sustainment brigade as part of the theater base.500 gal.

Major pieces of equipment. Apr 06. and FM 4-93. FM 55-30. 60 Tractor. Sep 99. M1088 60 Semi-trailer.000 gal. Local haul: 1. 33 percent.2. Basis of allocation.500 gal. Normally assigned to a POL supply battalion in a sustainment brigade as part of the theater base. Sustainment Brigade.000 gal) SRC 55728F200 Mission.Transportation Medium Truck Company (POL) (5.000 gal.050.4. 5. Theater Support Command.750 gal). Capabilities. Line-haul: 525. Standard availability planning factor: 87. ST4-2/CH6 6-36 JUNE 2012 . Apr 03.      Standard lift planning factor: 95 percent full (4. Transports bulk POL. One way: 262. Oct 97. Army Motor Transport Units and Operations. FM 55-15. Assignment. As required. tanker. FM 4-93.000-gal References. Change 1.5 percent (FMSWEB). Mobility. Transportation Reference Data.

palletized. Dry cargo: 11 ST per truck and trailer (or 22 ST per system). Major pieces of equipment. Capabilities. M1075 Trailer. Sustainment brigade CSSB or transportation battalion operating at either the tactical or the operational level. Apr 03. FM 4-93.2.    Standard availability planning factor: 90. Oct 97. 60 60 120 Truck. FM 55-15. Standard lift planning factor for PLS: CL V: 14 ST per truck and trailer (or 28 ST per system).780 ST Line Haul 217 1. ST4-2/CH6 6-37 JUNE 2012 .Transportation Medium Truck Company (PLS) SRC 55728F300 Mission. loading. and FM 4-93. Daily lift planning factor: Local Haul 434 2.4. Sep 99. PLS transporter. Sustainment Brigade.260 ST 4. As required. heavy.5 percent (FMSWEB). Transports ammunition and dry cargo on flatracks and liquid cargo in tank racks.390 ST One Way 108 565 ST 1185 ST Containers. palletized CL V Basis of allocation. Change 1. 50 percent. Apr 06. M1076 Flatrack References.130 ST 2. 20-ft Cargo. Transportation Reference Data. cargo. Army Motor Transport Units and Operations. Assignment. Mobility. FM 55-30. Theater Support Command.

HET. (Six of these units operating simultaneously can relocate a brigade-sized heavy maneuver force. dry 13. XM1070 96 Trailer. Oct 97. ST4-2/CH6 6-38 JUNE 2012 .) Daily lift planning factor: Local Haul Line Haul One Way M1 tank 344 172 81 M2/M3 (2 vehicles/HET) 688 344 172 Cargo. HET. FM 55-15. Mobility. Transports heavy equipment and relocates heavy maneuver forces on the battlefield within an area of operations. and FM 4-93.760 ST 3. Major pieces of equipment. FM 4-93. FM 55-30. Normally there are six per corps or as required.4. Apr 03.440 ST 1720 ST Basis of allocation. Army Motor Transport Units and Operations.Combat HET Company SRC 55739L100 Mission. Double loading increases capacity. Capabilities. Sustainment brigade CSSB or transportation battalion operating at either the tactical or the operational level.2. Sustainment Brigade. 70-ton References.     Standard lift planning factor: 40-ton/HET for general cargo. Assignment. Sep 99. Theater Support Command. Transportation Reference Data. 50 percent. Apr 06. 96 Tractor. One-time lift: 86 tracked combat vehicles. Change 1. Standard availability planning factor: 90 percent (FMSWEB).

FM 55-60. Rail/truck/intermodal terminal operations: 2. 50. Transportation Reference Data. Feb 99. Air terminal operations: 1. HEMMT RTFL. as required. Sep 99.4. 16 16 4 8 8 PLS. ST4-2/CH6 6-39 JUNE 2012 .500 ST break-bulk or 600 containers per day. FM 55-17. Mobility. Operates a cargo marshalling area. Sustainment Brigade. truck. Army Motor Transport Units and Operations.2. Apr 06. Apr 03. Army Terminal Operations. As required.000-lb RTFL. Cargo Specialists’ Handbook. 10. Oct 97. Assignment. or air terminals. loads.Inland Cargo Transfer Company SRC 55819F000 Mission. FM 55-30. 4. Major pieces of equipment. This unit’s mobility depends upon heavy and medium truck transport. truck. HEMTT Trailer. Functions as an arrival/departure airfield control group (A/DACG). Basis of allocation. Theater Support Command. or air terminal on 24-hour per day basis. Sustainment brigade CSSB or transportation battalion operating at either the tactical or the operational level. FM 55-15. Operates intermodal terminals for a theater or corps distribution hub.000-lb References. Apr 96.000-lb RTCH.       Operates rail. Discharges. and transships cargo at rail. Change 1. and FM 4-93. Capabilities. FM 4-93.400 ST break-bulk or 600 containers per day.

As required. Apr 03. Feb 99. Apr 06. Cargo Specialists’ Handbook. or discharge/load 375 containers. ST4-2/CH6 6-40 JUNE 2012 . Mar 95. FM 55-30. Major pieces of equipment. or discharge/load 150 containers. 50. 33 percent. Basis of allocation.   Fixed port: 1.000-lb ATLAS RTFL. or 750 vehicles per day.2. Performs seaport terminal service operations to discharge/load containerized cargo and wheeled/tracked vehicles in fixed seaports or logistics-over-the-shore (LOTS) sites. Army Water Transport Operations. Theater Support Command. 5-ton Semi-trailer HEMMT LHS RTCH. Army Terminal Operations. Capabilities. Army Motor Transport Units and Operations. Oct 97. Apr 96. or 450 vehicles per day. Change 1. 4. 10 20 4 8 6 4 Tractor. Sep 99. Change 1. Assignment.875 ST break-bulk cargo.Seaport Operations Company SRC 55838F000 Mission. FM 55-17. FM 55-15. Normally assigned to a transportation terminal battalion operating seaport or LOTS site as part of TSC/ESC-level sustainment brigade. FM 4-93. and FM 4-93.4. FM 55-50. Mobility. LOTS operations: 750 ST break-bulk cargo. Transportation Reference Data. FM 55-60. Sustainment Brigade.000-lb References.

Basis of allocation. N/A References.    On a 24-hour basis. Assignment.2. 50 percent. Provides movement support for cargo and equipment during intra-theater lift. Army Motor Transport Units and Operations. Sustainment Brigade.000 landing craft. Sustainment Brigade. Transportation Reference Data. 33 percent. FM 55-30. Assignment. Apr 03. Apr 06. Transport 2. Emplaces/operates roll-on/roll-off (RORO) discharge platforms for rolling stock.000.    Emplaces/operates 1. and FM 4-93. Performs waterborne transport of cargo and equipment for intra-theater lift.800 ST general cargo. amphibious. Major pieces of equipment. References. FM 4-93. Army Motor Transport Units and Operations. Apr 06. ST4-2/CH6 6-41 JUNE 2012 . Normally assigned to a transportation terminal battalion operating seaport or LOTS site as part of a TSC or an ESC sustainment brigade. Mobility. Transportation Reference Data. Assigned as required to transportation terminal battalion.200-ft floating causeway for cargo discharge to an unimproved shoreline or degraded port facility. riverine. Heavy Watercraft Company SRC 55829L000 Mission. and logistics-over-the-shore (LOTS) operations. As required. Apr 03. provides 8 LCU-2. Basis of allocation. Theater Support Command. Each LCU-2. Sep 99. Sep 99.4.Modular Causeway Company SRC 55848F000 Mission. landing craft for transport operations. Capabilities. FM 4-93. FM 55-15. water terminal. As required. Change 1. Mobility. FM 55-15. amphibious riverine. water terminal. Oct 97. Theater Support Command. FM 55-30. Change 1.4. and FM 4-93. 10 LCU-2. or logistics over the shore (LOTS) operations. Emplaces/operates one causeway ferry to move rolling stock and cargo from ship to shore. Major pieces of equipment. Capabilities.2.000 can transport 5 M1 tanks or 24 20’ containers. Oct 97.

Mobility. water terminal. Performs general purpose harbor duties and firefighting service.2.Floating Watercraft Company SRC 55889L000 Mission.4. Oct 97. towing. transports up to 324 ST of deck-loaded dry cargo or 93. Apr 03. FM 4-93.     With barges. Large tugs perform ocean-going recovery. amphibious riverine. Apr 06. Theater Support Command. Major pieces of equipment. Change 1. Performs floating craft and harbor craft operations during intra-theater lift. Crane discharges/loads heavy lift cargo.000 gallons of fuel. or logistics-over-the-shore (LOTS) operations. 66 percent. As required. ST4-2/CH6 6-42 JUNE 2012 . 1 2 1 1 Tugboat. small Crane. Assigned to port operations within theater. Basis of allocation. FM 55-30. Capabilities. Small tugs perform water terminal and inland waterway operations. fuel Reference. Transportation Reference Data. and salvage. Sep 99. and FM 4-93. Sustainment Brigade. large Tugboats. Army Motor Transport Units and Operations. FM 55-15. floating Barge. Assignment.

dental. and equipment maintenance. CLRX7 provides landing support. When manned and equipped at full tables of organization and equipment (TO&E) levels. Command Element (MEU/MEB/MEF) Ground Combat Element (BLT/RLT/Division) Air Combat Element (Squadron/MAG/MAW) Logistics Combat Element (CLB/CLR/MLG) Figure 7-1. and material handling equipment. CLRX7 serves as the forward echeloning headquarters of the MLG or as the logistics combat element (LCE) headquarters for a Marine expeditionary brigade-sized Marine air-ground task force (MAGTF). Marine logistics units are traditionally functionally-aligned battalions and are restructured into a direct support and general support logistics regiment. Engineer support consists of bridging. to the Marine expeditionary force (MEF) or smaller MAGTFs. Figure 7-1 shows the MLG as the MEF’s sustainment element. maintenance. The MLG provides direct support to the Marine expeditionary force (MEF) ground combat element (GCE) and general support and sustained tactical-level logistic support above the organic capabilities of supported elements of the MEF. food services. Additionally. and engineer support. plus one Marine air wing per MEF. a CLR DS. the MLG can support a MEF. The MLG includes a headquarters for command and control.CHAPTER 7 MARINE CORPS COMBAT SERVICE SUPPORT CAPABILITIES 7-1. CLRX7 provides command and control. The MLG’s Organizational Structure. Figure 7-2 depicts the MLG’s functionally organized battalions and personnel strengths. Marine Corps logistics consists of transportation. an engineer support battalion. horizontal construction. basis of assignment. supply. This chapter also includes the naval mobile construction battalion’s (SEABEES) capabilities. ST4-2/CH7 7-1 JUNE 2012 . medical. CLRX7 provides the logistics combat element (LCE) for MEUs. services. MEUs. GENERAL This chapter summarizes the missions. a CLR GS. The most significant attribute of the MLG is that it is permanently organized and responsible for sustainment MEF functions beyond unit organic capabilities. a combat logistic regiment X7(CLRX7). ** Note: The Marine Corps is currently finalizing its’ future MLG structure design. bulk fuel and water purification. and mobility for Marine logistics group (MLG) units. services. and four MEUs simultaneously. regiments. The Marine logistics group (MLG) is the Marine Corps’ sustainment provider to the Marine expeditionary force (MEF). and a dental battalion that provide tactical logistics along functional lines. Like functions are generally centralized at the regiment or at a separate battalion level to facilitate command and control. All elements of the MLG provide permanently organized sub-elements to support independently deployed battalions. explosive ordnance disposal. communications. landing support and terminal operations and security support to the MLG. capabilities. utilities. staffed. terminal operations and services support beyond supported unit organic capabilities. administration. tasking and training coordination. or geographically separated units. It is organized. each regiment and separate battalion provides personnel and equipment to source task-organized LCEs established to support Marine air-ground task forces (MAGTFs). The MLG is a permanently structured command that constitutes the logistics combat element (LCE) of the MEF. The MLG is a composite of functional components that provide sustainment above the organic capability of supported units. and equipped to support one Marine division. Within the limits of their responsibilities.

Marine Logistics Group.Marine Corps Combat Service Support Capabilities Marine Logistics Group Marine Off 605 Enl 9.601 34 152 Headquarters MLG Off Enl 87 343 Off 14 Enl 78 Combat Logistics Regiment DS Off Enl 77 1.328 Off Enl 1 1 Combat Logistics Regiment GS Off Enl 122 3.319 1 Off Enl 104 622 Engineer Support BN Off Enl 57 1.512 Off Enl 3 20 Dental BN Off Enl 0 4 Off Enl 78 161 Figure 7-2.107 Navy Off Enl 219 1. ST4-2/CH7 7-2 JUNE 2012 .035 Combat Logistics Regiment Off Enl Off Enl 236 2.

MARINE LOGISTICS GROUP USMC USN Off Enl Off Enl 87 343 14 78 GROUP COMMAND SECTION CHIEF OF STAFF SECTION INSPECTOR SECTION G-1 SECTION G-2 SECTION G-3 SECTION G-4 SECTION G-5 SECTION G-6 SECTION COMPTROLLER SECTION PROCUREMENT SECTION CHAPLAIN SECTION LEGAL SECTION GROUP MEDICAL SECTION Figure 7-3. battlespace control. Capabilities. Marine Logistics Group HEADQUARTERS. Basis of allocation. One per MEF. area security. administrative support. EPW management. ST4-2/CH7 7-3 JUNE 2012 . exchange. communications for MLG CEs. The MLG HQ provides food service. MLG Headquarters. and command support functions for the MLG HQTRS. and the nucleus staff for coordinating MEF marshalling and deployment support. Due to the continuing reorganization. postal. Provide command and control. Major pieces of equipment. disbursing. grave registration. equipment sets are not available.Headquarters. Mission.

Provide landing support and port and terminal operations in support of MAGTF operations. Provide security support to the MLG. exchange. postal. and support for the maintenance of law and order. services. and security support to the MLG. legal. subordinate MLG organizations. and personnel retrieval and processing. area security. 7-4 JUNE 2012    ST4-2/CH7 . Provide landing support. Capabilities. Serve as the forward echeloning headquarters of the MLG or as the logistics combat element (LCE) headquarters for a Marine expeditionary brigade-sized Marine air-ground task force (MAGTF). landing support and terminal operations. Provide the logistics combat element (LCE) for MEUs. and LCEs of MAGTFs. Provide the nucleus personnel and equipment required for a landing force support party. enemy prisoner of war (EPW) management. Provide communications support for the MLG headquarters. food services. administration. terminal operations and services support beyond supported unit organic capabilities. Combat Logistics Regiment. to include: battlefield circulation control.  Provide services support to the MEF and MAGTFs smaller than a MEF. Provide necessary command support functions for the MLG and CLR x7. to the Marine expeditionary force (MEF) or smaller MAGTFs.601 Navy Off Enl 34 152 Headquarters Company Off Enl 16 232 Off Enl 0 0 Communications Company Off Enl 87 343 Off 14 Enl 78 Military Police Company Off Enl 6 181 Off Enl 0 0 Service Company Off Enl 59 368 Off Enl 0 0 Food Service Company Off Enl 3 197 Off Enl 0 0 Landing Support Company Off Enl 9 149 Off Enl 0 0 MEU Combat Logistics Battalion Off Enl 20 315 78 161 Off Enl 2 22 MEU Combat Logistics Battalion Off Enl 20 315 Off Enl 2 22 MEU Combat Logistics Battalion Off Enl 20 315 Off Enl 2 22 Figure 7-4. Mission.Combat Logistics Regiment (CLR) Combat Logistics Regiment Marine Off 236 Enl 2. beyond organic capabilities of supported units. communications. in the subfunctional areas of disbursing. Provide command and control.

Major pieces of equipment. Basis of allocation. equipment sets are not available. with necessary augmentation from supported units as required.   Provide food service support to the MLG and beyond supported unit organic capabilities to the MEF. Due to the continuing reorganization. ST4-2/CH7 7-5 JUNE 2012 . excluding the aviation combat element. Provide the nucleus staff for the coordination of marshalling and deployment support for the MEF. One per MEF. Structured to facilitate task organization for landing support and throughput operations conducted in support of the MAGTF. Provide general support tactical logistics support to MEUs.

motor transport.to 20-level) and intermediate (30. as required. Mission. and general-support MEF equipment. Provides a tracked-vehicle evacuation capability. including repairing and rebuilding end-item components and subassemblies. Basis of allocation.487 Off 0 Enl 0 Supply Battalion Off Enl 38 1. Combat Logistics Regiment (GS).to 40-level) end-item maintenance. Provides organizational (10. to support MEF equipment maintenance programs.145 Off Enl 0 0 Medical Battalion Off Enl 59 368 1 Off Enl 0 0 Food Service Company Off Enl 3 197 Off Enl 0 0 Landing Support Company Off Enl 9 149 Off Enl 0 0 MEU Combat Logistics Battalion Off Enl 20 315 78 161 Off Enl 2 22 MEU Combat Logistics Battalion Off Enl 20 315 Off Enl 2 22 MEU Combat Logistics Battalion Off Enl 20 315 Off Enl 2 22 Figure 7-5.Combat Logistics Regiment. Provides third-echelon maintenance (30-level) on end items. engineering. as directed by higher headquarters. communication electronics. ST4-2/CH7 7-6 JUNE 2012 . Provides technical inspection services. Provides electronic and mechanical TMDE calibration services. Provides intermediate maintenance and modification applications on in-stock equipment. One per MEF. General Support Navy Enl Off Enl 3. General Support (GS) Marine Off 122 Combat Logistics Regiment. Capabilities. Provides intermediate (40.level) maintenance to support the secondary repairable program. Provides technical assistance and overflow organizational (10-to 20-level) maintenance for support units.319 104 622 Headquarters Company Off Enl 16 232 Off Enl 0 0 Maintenance Battalion Off Enl 45 1. Provides general support and intermediate maintenance support for Marine Corps tactical ordnance.

including operating Class I subsistence dumps and storing. Provides accounting for Classes I. and IX supplies. storage. for the MLG and other MEF elements beyond the supported units’ organic capabilities. II. and packaging (PP&P) services. Provides subsistence support to the MEF. issuing. ST4-2/CH7 7-7 JUNE 2012 . preserving. assembling. and organizing (field level) and intermediate (sustainment level) maintenance support for Class VIII supplies and equipment. storing.Supply Battalion Supply Battalion Marine Off 38 Enl 1. and forwarding of Class III (packaged) supplies. Provides supply support management. and providing nuclear ordnance. Provides packing. and accounting for subsistence items. Mission. including stock control functions. Provides receipt. storing. Provides for receiving. issuing. Provides receipt. VIII. Provides technical assistance in receiving. Basis of allocation. Provides contracting support and cross-servicing services for supported units. and accounting functions for Class V items. One per MEF. storage. Capabilities. Provides a warehousing capability to support the MEF. as required. VII. and authorized levels of war reserve. Provides general support supply support (less bulk fuel and Navy-funded programs). IV. initial issue provisioning assets.145 Navy Off Enl 5 75 Headquarters Company Off Enl 9 55 Off Enl 0 0 Supply Company Off Enl 20 803 Off Enl 0 0 Ammunition Company Off Enl 8 272 Off Enl 0 0 Medical Logistics Company Off Enl 1 15 Off Enl 5 75 Figure 7-6. Supply Battalion. issue. for sustaining MAGTF operations.

Provides direct and general support MEF medical support. and supervise the MEF’s medical support functions. and temporary casualty hospitalization. Capabilities. this includes initial resuscitative care. One per MEF. coordinate. It is structured to facilitate organizing operations tasks conducted by the battalion to support the MEF or any combination of smaller MAGTF’s operating in widely-separated geographical areas. resuscitative surgery. The medical battalion is organized to plan. Provides the MEF with health care through the second medical care echelon. Provides level 1 through level III.Medical Battalion Medical Battalion Marine Off 2 Enl 147 Navy Off Enl 104 622 Headquarters & Service Company Off Enl 2 110 Off Enl 10 162 Surgical Company (X3) Off Enl 0 17 Off 6 Enl 71 Figure 7-7. provides the medical elements to establish casualty decontamination and treatment stations. Provides the MEF with medical regulating services. provides medical support to manage mass casualties and combat stress casualties. Medical Battalion. Basis of allocation and employment. Mission. ST4-2/CH7 7-8 JUNE 2012 .

Capabilities. for Marine Corps-furnished ground equipment of the Marine expeditionary force (MEF). One per MEF. Mission. Provide calibration services for Marine Corps-furnished radiac. the structure supports MAGTF operations through detachments from each of the functional companies. measurement. Maintenance Battalion. Provide field-level maintenance and modification applications. electrical and mechanical test. Provide technical assistance and overflow operator/crew-level maintenance for supported units. Provide command and control and command support functions for the battalion in support of the MEF and Marine Air-Ground Task Force (MAGTF) operations. Provide a tracked and wheeled vehicle recovery capability beyond the supported unit’s organic capabilities. Basis of allocation. and diagnostic equipment. in support of equipment maintenance programs of the MEF. less communications–electronics equipment. or any combination of smaller MAGTFs. to include component repair. as directed by higher headquarters. Provide field-level technical inspection and maintenance services.Maintenance Battalion Maintenance Battalion Marine Off 45 Enl 1. When not deployed as a battalion. Provide field-level maintenance in support of the secondary reparable program. as required. Provide general support field level maintenance support. The battalion establishes and operates direct and general support field level maintenance facilities in support of the MEF. to include fault verification/isolation and repair of components and subassemblies of end items. ST4-2/CH7 7-9 JUNE 2012 . Provide field-level maintenance on end items by means of component/subassembly replacement or repair. task-organized to provide the full range and depth of field maintenance.487 3 Navy Off Enl 20 Headquarters & Service Company Off Enl 12 142 Off Enl 0 0 Ordnance Maintenance Company Off Enl 6 292 Off 0 Enl 0 Electronic Maintenance Company Off Enl 8 209 Off Enl 0 0 Motor Transport Maintenance Company Off Enl 8 369 Off Enl 0 0 Engineer Maintenance Company Off Enl 6 217 Off Enl 0 0 General Support Maintenance Company Off Enl 5 284 Off Enl 0 0 Figure 7-8.

Conducts countermobility. and general support for handling. EOD. improves. and dispensing bulk fuel products. ST4-2/CH7 7-10 JUNE 2012 . Provides specialized demolition operations. including survivability. including protective structures. Provides EOD support to the MEF. improving. and maintains airfields. reducing. including constructing. and other MEF-required support. Conducts engineering reconnaissance necessary for the battalion and/or MEF’s mission Constructs. including mobile electric power beyond supported units’ capabilities and electrical power distribution within camps and sustainment. Provides bath and laundry. fixed-panel and floating bridging to support MEF mobility requirements. including receiving. storing. and dispensing bulk Class I (water). Basis of allocation and employment. Conducts mobility enhancement operations. including breaching. Constructs. storing. and maintaining lines of communications and main supply routes. mobility enhancements. Provide general expeditionary engineering support to the MEF. and III(A) items. Engineer Support Battalion. improves. and removing explosive or non-explosive obstacles. Provides utilities support. Provides water purification and bulk Class I (water) storage and dispensing for the MLG and for other MEF elements.Engineer Support Battalion Engineer Support Battalion Marine Off 57 Enl 1. Installs/supervises standard and nonstandard. and maintains encampments. One per MEF. Provides bulk Class III and III(A) fuel support. countermobility. bulk Class III. Provides survivability enhancements. Capabilities. Conducts mobility operations. Mission.512 Navy Off Enl 3 20 Headquarters & Service Company Off Enl 23 278 Off Enl 0 0 Engineer Support Company Off Enl 10 450 Off 0 Enl 0 Bulk Fuel Company Off Enl 6 289 Off Enl 0 0 Engineer Company x3 Off Enl 5 136 Off Enl Bridge Company Off Enl 3 87 Off Enl 0 0 Figure 7-9.

deliver 15. LVS.200 GPH x 20 hrs per day 24. LVS. power unit. mobile. deliver 11. 600 GPH Truck.800-gal Tank. 2 5 18 1 5 4 1 ROWPU. M88A1 Tractor.000 gal ST4-2/CH7 7-11 JUNE 2012 . MEU CLB.000 gal. 12. M9 Tank.Marine Expeditionary Unit (MEU) Special Operations Capable (SOC) Combat Logistics Battalion MEU Combat Logistics Battalion Marine Off 20 Enl 300 Navy Off 3 Enl 30 Headquarters & Service Company Off Enl Off Enl Detachment Engineer Support Battalion Off Enl Off Enl Detachment Supply Battalion Off Enl Off Enl Detachment Maintenance Battalion Off Enl Off Enl Detachment Medical Battalion Off Enl Off Enl Detachment Dental Battalion Off Enl Off Enl Detachment Combat Logistics Regiment Off Enl Off Enl Figure 7-10.5-ton Trailer. collapsible.600 gal. wrecker 18 2 1 1 11 4 4 Truck. combat. D7. 400-gal Tank.600 gal 1. cargo. recovery vehicle. water. w/23-ton crane Truck. troop carrier AAVR7. refueler. water. retriever. Major pieces of equipment. For a notional MEU CLB. 5k-gal HMMWV. 22. container hauler. water 3k-gal Bulk Liquid Fuel Water Produce Water From non-potable Stores 15.5-ton Trailer. 7-ton Excavator. 1. Caterpillar Trailer. LVS.000 gal Stores 23.

III[B]. ST4-2/CH7 7-12 JUNE 2012 . Accompanying supplies (Classes I. V[W]. Postal services. II. Deliberate engineering support. A reinforced helicopter squadron with transport. and assault amphibian units. A task-organized combat service support element (CSSE). Though each Marine expeditionary unit (special operations capable) is task organized.Marine Expeditionary Unit Special Operations Capable (SOC) The MEU (SOC) is the standard forward-deployed Marine expeditionary organization. armor. reconnaissance. The LCE for the MEU is the Marine expeditionary unit combat logistics battalion (CLB). Legal services. Automated information processing support. and IX) necessary to support the MEU for 15 days. An infantry battalion reinforced with artillery. as required. and other detachments. Sustainment for 15 days. a typical Marine expeditionary unit includes—      A standing command element. Maintenance support. Disbursing services. Landing support (port/airfield support operations). and attack helicopters. Transportation support. The CLBs provide the MEU with the following sustainment:             Supply support. IV. The MLG provides MEU CLBs with the necessary personnel and equipment to accomplish their missions. utility. engineer. a detachment of vertical/short takeoff and landing (V/STOL) fixed-wing attack aircraft. Utilities support. Medical and dental services.

coordinate. Mission. provide direct support forward resuscitative health care capability to the MEF GCE. materials handling equipment. medium. intermediate-level supply coordination and limited support in the areas of field-level maintenance and general engineering to the MEF GCE. as required. motor transport. and communications-electronics equipment of the MEF GCE. CLBs and/or detachments may be task-organized to support a specific operation or unit. The CLR DS is organized to plan. Direct Support (DS) Marine Navy* Enl Off Enl 1. Provide direct support motor transport.and heavy-lift motor transport support to the MEF GCE. One per MEF. Navy personnel are attached from the medical battalion in the general support CLR based on mission. CLBs are task-organized for operations in direct support of the MEF GCE. Provide bulk liquids distribution. Combat Logistics Regiment (DS). Coordinate additional support requirements from the MLG. When augmented.Combat Logistics Regiment. Capabilities. Basis of allocation. ST4-2/CH7 7-13 JUNE 2012 . Provide limited field-level maintenance for ordnance. *When deployed. Direct Support (DS) Off 77 Combat Logistics Regiment. engineering. It is structured to facilitate habitual relationships with the Marine division and infantry regiments.328 1 1 Headquarters Company Off Enl 8 70 Off Enl 1 1 Combat Logistics Battalion (DS) x3 Off Enl 17 320 Off * Enl * General Support Motor Transport Company Off Enl 6 279 Off * Enl * Headquarters Company Off Enl 8 73 Off Enl * * Transportation Company Off Enl 6 177 Off Enl * * Support Company Off Enl 3 70 Off Enl * * Figure 7-11. Provide command and control and command support functions for the CLR DS in support of MEF GCE (ground combat element) operations. and supervise the direct support operations of the regiment. The regiment is normally employed as a complete organization in direct support of the MEF GCE under the control of the regimental commander. Provide direct support tactical logistics to the Marine expeditionary force (MEF) ground combat element (GCE) beyond their organic capabilities. The CLR coordinates and provides direct support tactical logistics to the MEF GCE beyond their organic capabilities.

028.000 GPH x 20 hrs per day 240. lowbed Bulk Liquid (FW) Fuel Water Produce Water per squadron (FW)(RW) From non-potable From potable 168 ST for general cargo 160 ST (40-ton capability per trailer) Stores 561. equipment and personnel required for rapid runway repair.Marine Wing Support Squadron Fixed Wing (FW) and Rotary Wing (RW) Marine Aircraft Wing Marine Wing Support Squadron Fixed Wing (FW) MWSS Squadron HQ Air Ops Division MT Ops Division Eng Ops Division S4 Dept Food Svcs Division Medical Division Chaplain Division Supply/ Fiscal Division S-6 Department Engineer Maintenance Division Equipment Maintenance Division MT Maintenance Division Military Police Department Figure 7-12. medium Trucks. Fixed Wing (FW). delivers 36. limited mine detection capability.400 GPH x 20 hrs per day 48. including maintaining aircraft recovery equipment.000 gal 12. The MWSS conducts airfield operations (less air traffic control) for ACE unit(s).800 gal 2.000 gal ST4-2/CH7 7-14 JUNE 2012 . CARGO per squadron (FW) (RW) Trucks. expeditionary airfield services. essential engineer services.800 gal.000 gal. motor transport for operations internal to the air base. Provides aviation ground support for fixed-wing/rotary-wing ACE component and supporting/attached Marine air control group (MACG) elements. Mission. and Rotary Wing (RW). material handling equipment to support base operations. aircraft and ground refueling. construction and maintenance of mission-essential base camp requirements. weather services. Capabilities. utilities support. and limited combat engineer services. construction/improvement and maintenance of V/STOL facilities. crash/fire/rescue and structural firefighting equipment. routine and emergency sick call and aviation medical functions. delivers 63. and security and law enforcement services. water. These operations include: internal airfield communications. construction and maintenance of expedient roads. and maintenance of existing road nets within the ACE area of responsibility. including essential mobile electric power.000 gal Stores 1. messing facilities. heavy Semi-trailer. Marine Wing Support Squadron. improvement. repair. and hygiene support. including tactical airfield fuel distribution systems and helicopter expeditionary refueling system installations. including engineer reconnaissance/ survey.

high speed. 40-ton Truck. Major pieces of equipment. 400-gal Power dist sys. forklift. troop carrier 2 FW/2 RW 18 FW/12 RW 18 FW/12 RW 18 FW/15 RW 11 FW/11RW 6 FW/6 RW 3 FW/3 RW 2 FW/ 2 RW 9 FW/ 9 RW 9 FW/ 9 RW 4 FW/ 4 RW 10 FW/10 RW 7 FW/ 7 RW 3 FW/ 3 RW 6 FW/ 6 RW 57 FW/57 RW ST4-2/CH7 7-15 JUNE 2012 . fresh. fresh. 100kW Tractor. 1. armd Truck. full track. firefighting. b/hoe Forklift.500 GPH Truck. LVS. 25k Drum fabric. aviation refuel. pwr unit. xlongbed. mobile Trailer. 3k GPH Trailer. 5k-gal Truck. water. lowbed. collapse. fuel. 7-ton. 50k Tank. 7-ton 2 FW/2 RW 18 FW/90 RW 3 FW/15 RW 16 FW/16 RW 45 FW/45 RW 20 FW/12 RW 4 FW/4 RW 3 FW/ 3 RW 2 FW/ 2 RW 6 FW/ 6 RW 4 FW/ 4 RW 3 FW/ 3 RW 1 FW/ 1 RW 4 FW/ 4 RW 20 FW/20 RW 4 FW/ 4 RW Crane. mobile Tank. 20k Tank. fuel. tank water. 10k-lbs Water. 4k Tank. D7 Tractor. 12. The MWSS will normally function as a squadron. fabric. collapse. purifier. 4 liter. water Power dist sys. fabric. P19A HMMWV. fabric. collapse. air mobile. LVS. Two FW and 2 RW per MEF. 500-gal Tank. articulated steer. 4k-lbs ROWPU 600 GPH Water. excavator. 15kW Power dist sys. Crane. w/bucket Truck.5k Truck. dump.Basis of allocation and employment. w/wnch Truck. purifier. AWD. recovery Semi-trlr. full track. 3k Tank. collapse. 30kW Tactical fuel dispensing system Tractor. wrker. ambulance. extnd boom 10k-lbs Tractor. collapse.

troop carrier 13 57 Trailer. mobile 105 Truck. medium Bulk Liquid Fuel Water 735 ST for general cargo Stores/delivers 10. 400-gal Trailer. 100 percent. Capabilities. The truck company provides limited tactical mobility to the Marine division. fuel. Mission.200 gal Basis of allocation and employment. One per MEF. cargo. The truck company is a combat support asset of the Marine division. cargo 1. w/winch 13 HMMWV. Cargo Trucks. 7-ton. Mobility. Truck Company.5-ton ST4-2/CH7 7-16 JUNE 2012 . Truck platoons will normally be attached to or placed in direct support of infantry regiments and are capable of sustained operations on a 24-hour basis. It is capable of transporting two infantry battalions’ assault elements simultaneously. Major pieces of equipment. Normally the tactical situation will require that the truck company’s motor transport assets be used to augment subordinate division units’ limited organic capabilities. tank water. Marine Division.800 gal Stores/delivers 5. 6 Tank.Truck Company. Marine Division Truck Company Company Headquarters Truck Platoon Food Service Platoon Food Service Platoon Maintenance Platoon Truck Section Figure 7-13.

Resupply past the timeframes noted is the responsibility of the supported MAGTF’s G-4. Additionally.000 gal 7-17 JUNE 2012 . Class III is limited to 3 days. The NMCB is capable of conducting construction operations in a MOOTW environment. Marine Corps. and other forces in military operations.800 gal Stores and delivers 38. camps. known as the sea echelon. to repair battle-damaged facilities. Deploys an Air DET with airliftable supplies and equipment within 48 hours of notification. Conducts active defensive operations against overt or clandestine enemy attacks directed toward unit personnel. the NMCB maintains an organic table of allowance (TA) capable of sustaining construction operations planned or envisioned under contingency or general war conditions for 60 days without resupply. Mission. following via sealift. Performs intermediate maintenance on organic and assigned augment equipment simultaneously with construction effort. Performs horizontal and vertical construction simultaneously while defending their project sites from hostile forces. Naval Construction Regiment SEABEES. The NMCB provides responsive military construction support to Navy. and Class V is limited to 15 days. convoys. Class IV is limited to only those materials required to construct the NMCB’s base camp. to be coordinated through the appropriate NCR’s command element if the NMCB is task-organized in an NCR.Naval Mobile Construction Battalion (NMCB). and in unsecured and isolated locations without the supported MAGTF’s protection. or 30 C-5 lift equivalents). when required. to construct and maintain base facilities. Bulk Liquid Fuel Water ST4-2/CH7 Stores and delivers 56. It can also accomplish disaster control and recovery efforts. Nearly 85 percent of each NMCB can deploy as an air echelon via strategic airlift (approximately 44 C-17. Naval Mobile Construction Battalion (NMCB). except that Class I materiel is limited to 5 days. The remainder of a deployed NMCB can embark within 6 days. and to conduct limited defensive operations as required by the circumstances of the deployment situation. with the remaining 15 percent. Naval Construction Regiment SEABEES Naval Mobile Construction Battalion (Seabees) NMCB Headquarters Company Equipment Company Utilities Company Construction Company Figure 7-14. Capabilities. and facilities under construction.

refueler. water. 100 percent. 8-ton Truck. or can operate independently. 15kW Electrical distribution system. 5k-gal HMMWV.800-gal Tank. 12k-lb Tractor. The NMCB can function as an integral unit of a naval construction regiment (NCR). water. 35-ton 8 10 2 8 10 26 2 4 6 2 6 3 2 Truck. troop carrier HMMWV. wheeled. storage. cargo. 30kW Laundry unit. task-organized detachments up to one-half its organizational size to address specific support requirements. 7-ton Truck. 8k-gal Electrical distribution system. 1. The NMCB can provide specialized. field Forklift. tractor. 60kW Truck. Major pieces of equipment. 34-ton Tank. Mobility. water. when assigned. 4l-lbs Loader. Naval Construction Regiment SEABEES Basis of allocation and employment. 8-tons Truck. lowbed. storage. tractor. backhoe Crane. 25-ton HMMWV. fuel.800-gal Trailer. 40k Tank.Naval Mobile Construction Battalion (NMCB). 14-ton ST4-2/CH7 7-18 JUNE 2012 . ambulance Semi-trailer. wrecker. 50k Forklift. 10 16 2 20 2 13 10 10 3 2 5 2 2 Truck. ISO. container handler. 15-tons Truck. w/ripper Crane. armament carrier Semi-trailer. 1. Four per MEF or 1 per MEU. dump. full-track. 400-gal Electrical distribution system. 40-ft.

Logistics Concept.3 ST4-2/CH7 7-19 JUNE 2012 . The pamphlet can be found at: https://www. Mobile combat service support detachments (MCSSD) have been replaced with direct support combat logistics battalions. is the most current planning document for Marine logistics. CLR (DS) MSTP Pamphlet 5-0.3.mil/searchcenter/pages/results. dated 2 Mar 10. Marine Air Ground Task Force Planner’s Reference Manual.mstp.Logistics Concept Figure 7-15.aspx?k=MSTP%20Pamphlet%205-0.usmc.

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with an SFG. and reflagging the Special Operations Support Command (Airborne) to a sustainment brigade (special operations) (airborne) (SB[SO][A]) headquarters (HQ). The United States Army Special Operations Command’s (USASOC) logistic transformation resulted in the deactivating the 528th Special Operations Support Battalion. special forces groups (SFG). Its mission is to set the operational-level logistic conditions to enable expeditionary ARSOF missions within Army general purpose force (GPF) theater logistic infrastructures. Only those USASOC units designed to command and control (C2) tactical special operations. SB(SO)(A) Organization. operational-level focus. USASOC also created an SB(SO)(A) HQ with a global. Using forward-stationed Army special operations force logistic elements (ALE) and modular and deployable Army special operations forces support operations (ASPO) cells. the 95th Civil Affairs (CA) Brigade (Airborne). GENERAL This chapter outlines logistical organization to support Army special operations forces (SOF). The mission of the SB(SO)(A) is to set the operational-level logistics conditions that are needed to enable ARSOF missions. creating a ranger support operations detachment (RSOD) and ranger (battalion) support companies. Figure 8-1. The SB(SO)(A) is a modified table of organization and equipment (MTOE)-deployable logistics HQ assigned to USASOC. the SB(SO)(A) ensures logistical requirements generated from operational plans developed at the theater special operations command (TSOC) are integrated and synchronized with the Army Service component command’s (ASCC) support plan. and psychological operations (PSYOP) brigade (airborne) possess unit organizational logistic personnel because they are designed to deploy and operate while task-organized under an Army special operations forces (ARSOF)-led combined joint special operations task force (CJSOTF). or with the ranger regiment from which they would receive direct support and sustainment. The 160th Special Operations Aviation Regiment (Airborne) (SOAR[A]). and ranger regiments are resourced with organic logistic and sustainment support capabilities. ST4-2/CH8 8-1 JUNE 2012 .CHAPTER 8 ARMY SPECIAL OPERATIONS FORCES LOGISTICAL OPERATIONS 8-1. creating five SF group support battalions (GSBs) and associated group service support companies (GSSCs).

8-2 JUNE 2012 ST4-2/CH8 . signal. a field maintenance platoon. a group support company (GSC). No organic EOD in the SFG. The GSB consists of a headquarters and headquarters detachment (HHD).Figure 8-2. relying on mission-specific augmentation. Limited legal capability in a SFG. 8-2. With augmentation. it requires JAG augmentation. The group support battalion (GSB) controls consolidated logistical facilities and activities when the SOTFs and Army forward operations bases (FOB) consolidate sustainment operations. a group service support company (GSSC). Limited financial management. a regional support detachment (RSD). and a medical platoon. LIMITATIONS OF THE GROUP SUPPORT BATTALION The GSB has significant limitations in its mission support capabilities. Limited Class IX and VIII storage capability. The GSC has organic operations. No organic air MEDEVAC support. a distribution platoon. Factors and limitations to be considered are as follows:             Movement limited by dense/rugged/close terrain. SF Group Support Battalion. The GSSC is a multifunctional logistic organization consisting of a sustainment platoon. chemical decontamination. and a tactical unmanned aircraft system (TUAS) section (Figure 4-1). Limited maintenance backup support to the battalion units. Limited capability to reconfigure CL V strategic/operational mission-configured loads. it requires ASCC augmentation. No firefighting capability. and combat tracking detachments. support is provided by the SB(SO)(A) or the theater sustainment command (TSC). It also augments the resources of the battalion support companies (BSC) when subordinate battalions establish Army FOBs. it relies on the ASCC to provide additional HR support. military intelligence. The GSB has no organic mortuary affairs (MA) capability. No organic SFG bath and laundry. a special operations task force (SOTF) routinely deploys its three advanced operational bases (AOBs) to locations separate from the SOTF base. No HR capability than organic S-1. Assessing the mission and task organization of the GSB is critical in every mission analysis.

SF Group Service Support Company. water production/distribution. aerial delivery. 8-3. ammunition holding. For support larger SO force packages in multiple locations. bare-base support. force health protection (FHP) support. and transportation. the battalion will depend upon augmentation from the ASCC and the TSC. The GSSC is independently deployable and is capable of providing common-user logistic (CUL) support to a force package of approximately 2. GROUP SERVICE SUPPORT COMPANY The group service support company (GSSC) is a multifunctional logistic company providing maintenance. Figure 8-3 shows the GSSC organization. SF Battalion Support Company. ST4-2/CH8 8-3 JUNE 2012 .200 personnel when combined with the logistic support capabilities within SF battalions.Figure 8-3. supply of Classes I through IX. Figure 8-4.

Figure 8-5. The SFG commander may give technical control of the BSC service detachment to the GSB commander in order to implement his SOTF logistical support plan. the BSC commander prepares the base defense plan and supervises the activities of the base defense operations center (BDOC). When all special forces operations detachment bravo (SFODB) are committed to other missions. he may serve as the SPTCEN director. the support center (SPTCEN) commander commands all the uncommitted special forces operations detachments alpha (SFODA) and attached special operations team(s) alpha at the SOTF and supervises their pre-mission training activities in coordination with (ICW) the operations center (OPCEN). When the battalion establishes a SOTF. BATTALION SUPPORT COMPANY The BSC provides administrative and logistic support to the SF battalion. or feedback to the battalion S-1/S-4 for use in planning and coordination and also for providing the battalion commander an LCOP. The BSC commander responds directly to the battalion XO. Ranger Support Company. The BSC commander provides information. The BSC commander is responsible for executing the logistics plan in accordance with (IAW) the battalion commander’s guidance as developed by the battalion S-1/S-4.8-4. ST4-2/CH8 8-4 JUNE 2012 . The BSC commander is the senior logistic commander and executor within the battalion. ICW the S-3 and HQ commandant. who serves as the battalion logistics integrator and assists the battalion S-1/S-4 in logistic synchronization and troubleshooting. The BSC is assigned or organic to the SF battalion and will coordinate with the GSB in order to provide logistics support to the battalion. He directly interfaces with the GSB and TSC logistic support elements. input. The BSC commander commands all personnel and elements assigned or attached to the company.

The RSC commander executes the logistics plan IAW the battalion commander’s guidance as developed by the battalion S-1/S-4. other SOFs. ST4-2/CH8 8-5 JUNE 2012 . It can accept CUL augmentation and employ assets from other Services and nations and integrate their capabilities into a cohesive plan to support the operational concept. When component forces are assigned to an SOTF. His duties may require direct interface with the RSOD.8-5. joint and multinational forces. The RSC coordinates logistics requirements with the RSOD and JTF HQ. of supporting all battalion logistical requirements. they will deploy with their organic support packages for Service-specific requirements and logistics support. RANGER SUPPORT COMPANY The ranger support company (RSC) commander is the senior logistics provider at battalion level. He assists the battalion S-1/S-4 with the logistics planning and provides information and feedback and formulates and tracks the battalion LCOP. as the battalion logistics integrator and assists the battalion S-1 and S-4 in logistics synchronization and troubleshooting. with augmentation. and the TSC. The RSC is the primary CUL provider for all forces assigned or attached to the battalion. The RSC is capable. The RSC commander generally responds directly to the battalion XO.

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APPENDIX A QUICK REFERENCES ST4-2/AA A-1 JUNE 2012 .

ST4-2/AA A-2 JUNE 2012 .

APPENDIX B GLOSSARY __________________________________________________________________________________ AA AASLT ADA AHB AO AOE ASL ASMC ASP ATHP AXP BAS BCT BDAR BSA BSB BTB CA CCL CHS CMO COA COMMZ COSCOM CSA CSG CSH CSR CSS CSSB DISCOM DNBI DOS DPICM DS DSA DZ EAC ech EOD EPW ESC FARE FARP FAWPSS FL ST4-2/AB assembly area air assault air defense artillery attack helicopter battalion area of operations Army of Excellence authorized stockage list area support medical company ammunition supply point ammunition transfer handling point ambulance exchange point battalion aid station brigade combat team battle damage assessment and repair brigade support area brigade support battalion brigade troops battalion civil affairs combat-configured load combat health support (predecessor to current “health services support” (HSS) civil-military operations course of action communications zone corps support command corps storage area.”) combat sustainment support battalion division support command disease and non-battle injuries days of supply dual-purpose improved conventional munitions direct support division support area drop zone echelons above corps echelons explosive ordnance disposal enemy prisoner of war expeditionary sustainment command forward area refueling equipment forward arming and refueling point forward area water point supply system forklift B-1 JUNE 2012 . corps staging area corps support group combat support hospital controlled supply rate combat service support (Deleted in 2008 in favor of “sustainment.

terrain. civil considerations Marine expeditionary unit material handling equipment military-owned demountable container materiel management center maneuver-oriented ammunition distribution system meals. KM lb. field supply company forward support medical company fuel system supply point forward surgical team personnel intelligence operations and training logistics civil-military operations signal operations gallons per man per day gallons per hour gallons per minute general support health and comfort pack heavy expanded mobility tactical truck heavy-equipment transporter headquarters and supply company health services support infantry fighting vehicle intelligence preparation of the battlefield kilogram killed in action kilometer pound(s) limited conversion division light medium tactical vehicle lines of communication logistics package logistics-over-the-shore logistics support area mortuary affairs Marine expeditionary force mission. KG KIA km. Welfare. and time available. and Recreation Northeast Asia nongovernmental organization B-2 JUNE 2012 . lbs LCD LMTV LOC LOGPAC LOTS LSA MA MEF METT-TC MEU MHE MILVAN MMC MOADS MRE MSR MST MTF MTV MWR NEA NGO ST4-2/AB forward support company. ready to eat main supply route maintenance support team medical treatment facility medium tactical vehicle Morale. troops.FSC FSMC FSSP FST G1 G2 G3 G4 G5 G6 Gal/Man/Day GPH GPM GS HCP HEMTT HET HSC HSS IFV IPB kg. enemy.

and clothing repair semi trailer-mounted fabric tank standing operating procedure self-propelled. laundry. and lubricants pounds/person/day quality control quartermaster rocket-assisted projectile replacement refuel on the move roll on/roll off reverse osmosis water purification unit required supply rate rough-terrain container crane rough terrain container handler returned to duty rough-terrain forklift shower. operational tempo present for duty personnel command palletized loading system petroleum. start point support operations ofc/officer short tons theater Army tactical assembly area transportation motor transport theater storage area. theater staging area theater sustainment command tactical standing operating procedures tactical water purification system unit basic load unitized group rations unit maintenance collection point urban operations wounded in action ST4-2/AB B-3 JUNE 2012 .O/H OPLAN OPORD OPTEMPO PDY PERSCOM PLS POL PPD QC QM RAP repl ROM RORO ROWPU RSR RTCC RTCH RTD RTFL SLCR SMFT SOP SP SPO ST TA TAA TMT TSA TSC TSOP TWPS UBL UGR UMCP UO WIA on hand operations plan operations order operating tempo. oils.

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Cannibalization authorized at BSB. Medical evacuation timeline (for entire operation): soldiers needing 48+ hrs care evacuation to 84th MED BDE. movements. and 1st BCT. in order. Personnel services. 3rd BCT. 202nd BSB establishes BSA DEUCE vicinity of GUTENBERG (NU3010) in support of 2nd BCT. III. In Phase IIa BCT executes decisive operations to destroy lead enemy mechanized infantry brigades (MIBRs). HEMMT fuelers and forklifts. Rearward movement priority remains unchanged. Classes IX. Maintenance priority: M1s. The 825th Medical Company (-) (air ambulance) establishes forward aero MEDEVAC at the BSA. 3-32 AR. Maintenance evacuation priorities: M1. M2/3. Initial supply priority: CL III (B). artillery then resupply vehicles. Priority of support and replacements: 4-5 IN. concludes with closure to assigned attack positions. 202nd BSB remains in BSA DEUCE ST4-2/AC C-1 JUNE 2012 . Phase begins with 4-5 IN attack in zone to seize OBJ WHEELER. BLUE) designated per overlay. Initial MA collection point vicinity NUTZEN (NU295185). APFSDS-. Refugee flow restricted to division MSR EAGLE with refugee holding area established vicinity POEDELDORF (NU1018).10 rds/M1A1. and concludes with destruction of lead MIBRs.2 rds/M2/3. but no farther east than PL HORNET. PHASE IIa. PHASE IIb. Forward and rearward movement priorities unchanged. others reorganize to a minimum combat level of 75 percent. Phase begin with commitment of BCT reserve (2-32 AR).APPENDIX C BRIGADE COMBAT TEAM (HBCT) CONCEPT OF SUSTAINMENT EXAMPLE 1. and 2-32 AR in order. M109s. recovery vehicles. AXPs will be established along the 45 N-S gridline. and supply remain unchanged. Movement from tactical TAA BOOK. to occupy AA PENCIL. Following CSRs in effect throughout operation: TOW-. VII. refugees. Priorities for maintenance. in order. 3-32 AR. in order. and 2-32 AR. Minor risk to sustainment continues. Brigade SRs (GREEN. 2-32 AR reorganizes to a minimum combat level of 85 percent. and field services will resume. Forward movement priorities: maneuver battalions. Logistics focus shifts to combat unit reconstitution. Forward movement priority: replacements. No Class VII replacement available until BCT closes on PL DESK. and maintenance evacuation. MSR CARDINAL designated division chemical contamination route and remains under division control throughout operation. and M978 fuelers in order. aero-medical evacuation is authorized forward to battalion aid station. 52nd Fires Brigade. 843rd FST augments 202nd BSB for urgent surgery capability. 2nd BCT prepares for further offensive operations. and V.0 SERVICE SUPPORT Concept of sustainment. 202nd BSB establishes forward MCP vicinity GEVERWEG (NU5025) after units clear to PL HORNET. Minor risk to sustainment operations exists from bypassed enemy units. 4-5 IN and 3-23 AR. Maintenance evacuation priority remains unchanged. No change to unit priority. 2nd BCT. Minimal risk to LOCs and support areas. On order. Host nation support is not available. Priority of support: 4-5 IN. No aeromedical evacuation authorized east of PL TERAPIN. PHASE I. Phase begins when 4-5 IN seizes AA ERASER. The 52nd Sustainment BDE establishes LSA LAMP vicinity FREIDHAUSEN (NU0917) and provides reinforcing support to 202nd BSB. The rearward movement priority: casualties. The initial division priority of support is: 52nd Aviation Brigade. Logistics focus to units in contact while echeloning remaining sustainment assets forward from TAA BOOK to BSA DEUCE. M2/3s. Priority of support and personnel replacement is to 2-32 AR. Bypass criteria: nothing larger than platoon. and ends when enemy forces are blocked north of PL TILE. and concludes with 3-32 AR occupation of OBJ WHEELER. finance support. PHASE III. Logistics focus to committed units then prepare to reconstitute 4-5 IN and 3-32 AR. Priority shifts to 2-32 AR with commitment of brigade reserve.

ST4-2/AC C-2 JUNE 2012 . then is minimal. and then initiates echeloned displacement to BSA COFFEE vicinity KAISENDORF (NU7524).until all 2nd BCT combat elements clear PL TIGER to the east. AXPs repositioned to OBJ WHEELER. Risk to sustainment possibly significant until seizure of OBJ WHEELER. aeromedical evacuation authorized forward to AAs ERASER and LEAD. Bypass criteria: platoon (-) or smaller and no tank units. MA collection point repositions to UMCP vicinity GEVERWEG (NU 5388).

maintenance evacuation.0 SERVICE SUPPORT Concept of sustainment. Command-regulated items: all CLVII. division attack. destroying enemy lead regiments and DAG. M2/3. Aeromedical evacuation is available west of PL TERAPIN only. Forward movement priority: BCT elements. 2/52 BCT. bypass of armor/tanks not permitted. Minor risk exists for enemy direct action against LOC and support areas. EPWs. Priority of support: 52nd Fires BDE. M1s. forklifts. Phase begins with 2nd BCT shaping operations attack to seize OBJ WHEELER. 2/52 BCT. and refugees. 5K tankers. and 1/52 BCT in order. CPOG. 120mm APFSDS-. and refugees. Aviation maintenance priority: AH-64. 3/52 BCT. No host nation support available east of PL BLUE DEVIL. Increased risk to sustainment operations from bypassed enemy forces in zone. Division deploys from TAA BOOK to brigade attack positions. 1/52 BCT and 52nd AVN BDE. MSRs FALCON and CROW remain corps regulated routes. Ground maintenance priority: M109s. Division EPW holding area will be located at FRIEDHAUSEN (NU0869). Rearward movement priority: casualty evacuation. maintenance evacuation. 52nd ID attacks to defeat enemy lead divisions in zone. Hasty burial not authorized. Fires BDE. 25 AD. Forward movement priority: Fires BDE. concludes with closure of all BCTs into assigned attack positions. 252nd Sustainment BDE establishes LSA LAMP (sustainment overlay) vicinity FRIEDHAUSEN (NU0917). deployment. 3/52 BCT. Division/Sustaining BDE MACP will be established vic. 52 ID (M) initial priority of support and replacement is: 52nd Fires BDE. Personnel replacement. Division MA CP located with 141st CSSB in LSA LAMP and each BSA. Med evac timeline (for entire operation): soldiers needing 48+ hrs care evacuation to 84th MED BDE MSR CARDINAL designated division chemical contamination route under division control. Rearward movement priority: casualty evacuation. Aero-evac authorized forward to battalion aid stations. No change to aviation maintenance priorities. 52 ID (M). PLS and M88s. M1s. BCTs set bypass criteria in sector.APPENDIX D DIVISION CONCEPT OF SUSTAINMENT EXAMPLE (BY PHASE) 1. BCTs and BSBs. corps artillery and 2/25 BCT (Stryker). M2/3s. in support of 52 ID (M). 141st CSSB (Heavy) supports 52 ID (M). LISBERG (NU 0919) effective H+12. The 84th MED BDE provides health services support to corps troops and back-up to 52nd ID (M). Logistic focus is supporting committed units while echeloning sustainment units and stocks forward into LSA DORIS. PHASE I. 52nd Fires BDE. Refugee holding area will be established vicinity OBERFRIEDHAUSEN (NU0818). M109s. Priority of support: initially 2/52 BCT. The 842nd and 843rd FST deploy with the 303rd BSB and 202nd BSB respectively. Limited corps CH-47 support available for emergency CL V resupply. finance support. Minor risk continues for enemy direct action against LOC and support areas. Maintenance priority: MLRS. and 1/52 BCT. southeast of LSA LAMP.3 rds/BFV. and Classes III/V resupply. 2/52 BCT. OH58Ds and UH-60s. and concludes with 3rd BCT decisive operation main effort attack to seize OBJ STUART. 140th CSSB (Area) provides area support to all nondivisional units in zone.20/M1. CSRs in effect throughout operations: TOW-. to provide urgent surgery support. No AXPs permitted east of PL YELLOW JACKET. 5K tankers. PLS and M88s. ST4-2/AD D-1 JUNE 2012 . shifting to 3/52 BCT upon commitment. CL IX major assemblies (see Annex I). II Corps’ initial priority of support is: 10th Avn BDE. barrier material. Phase I initiates with 1st BCT departing TAA BOOK. PHASE IIa. Cannibalization authorized at BSB level. and field services operations are suspended until division closes on PL TIGER. Class III (B) supply priority: 2/52 BCT. The 825th Med Co (Air Ambulance) establishes MEDEVAC section in the LSA LAMP with forward teams in each BSA. Priority of support shifts to 1/52 BCT if committed. 3/52 BCT and 1/52 BCT in order.

division counterattack. ST4-2/AD D-2 JUNE 2012 . Logistic focus is committed units then preparation for reconstitution. CL IX. Rearward movement priorities remain unchanged. AA KONIG. finance support. 252nd Sustaining BDE relocates to LSA LIGHT vicinity GUTENBERG (NU3010) when the 202nd BSB begins forward displacement. No change to ground or aviation maintenance priority. and 52nd Fires BDE. This phase begins when the 1/52 BCT occupies AA PILL and counterattacks to destroy the enemy reserve. 2/52 BCT and 3/52 BCT to 70 percent effective. No change to forward or rearward movement priority. CL III(B). conducts sustainment replenishment operations and prepares for follow-on mission. and CL V. Ground and air maintenance and evacuation priorities remain unchanged. ending when 3/52 BCT forces all enemy elements (platoon and larger) east of PL CAMEL. replacements. Cross leveling of personnel and equipment to 1/52 BCT authorized. O/O division MA collection point relocates to LSA LIGHT. 1/52 BCT. TOW and 120 mm tank rounds. and field services resume O/O. Increased risk to sustainment operations continue from possible bypassed enemy forces. Supply priority shifts to CL V: 155mm DPICM.PHASE IIb. division hasty defense. Division support and personnel replacement priority: 3/52 BCT. Forward movement priority shifts to: CL VII. 2/52 BCT. Personnel. Logistic focus and supply priority is refit/reorganize 1/52 BCT to minimum of 85 percent effective. Division establishes hasty defense along PL TAUBER and prepares for passage of lines by Pz Lehr Division. PHASE III. 3/52 BCT and 2/52 BCT deployment to hasty defensive positions along PL TAUBER (operations overlay) and 1/52 BCT assumes division reserve mission vic.

APPENDIX E BRIGADE SUSTAINMENT OVERLAY EXAMPLE ST4-2/AE E-1 J .

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APPENDIX F DIVISION SUSTAINMENT OVERLAY EXAMPLE ST4-2/AF F-1 JUNE 2012 .

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APPENDIX G DIVISION SUSTAINMENT OVERLAY: NON-CONTIGUOUS DEPLOYMENT ST4-2/AG G-1 JUNE 2012 .

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and M88. PLS. 52 Fires. TOW. EOD on call from LSA LAMP. UBL. CL IX. REL/LEGAL/BAND SUPPLY ROUTES NOTE: Phrasing in this matrix corresponds to the division concept of sustainment in appendix d. EOD FINMGMT No change. 3/52 BCT. 1/52 BCT. M2/3. and CL V. Aero-evac teams in BSAs. EPW. BCT: MSR BREEN and BLUE. 120mm AP. No change. 52 Avn. 1/52 BCT. PRI REAR: Unchanged. 1/52 BCT. 2/52 BCT. Division: MSR CARDINAL is contaminated rte. PRI FWD: 52 Fires. CL III. M109. equip evac. 1/52 BCT. repls. PRI MAINT: M109. 3/52 BCT. 2/52 BCT. 52 Avn. PRI MAINT: No change. 3/52 BCT. FIELD SERVICES CHS Aero-evac teams in BSAs. 3/52 BCT. Repl ops resume. M109. PRI MAINT: M1. 1/52 BCT. 155 DPICM. 84 Med BDE: area support in division rear. CL V: 155 DPICM. PRI REPL: 52 Avn. 2/52 BCT. Aero-evac teams in BSAs. Evac from BAS authorized. TOW. PLS. FIN CMD provides support team in LSA/BSAs. 52 52 Avn. CL III. 52 Fires. No change. 52 Avn. No change. 25mm. 52 Fires. No change. MAINTENANCE PRI MAINT: MLRS. 52 Fires. BCTs. M2/3. 120mm AP. 2/52 BCT. Shift to 1/52 BCT if committed. HUMAN RESOURCES CL III: 2/52 BCT. CL V: 120mm HEAT. PHASE IIb (Counterattack) 3/52 BCT. 2 Fires. 1/52 BCT. 52 Avn. 155 DPICM. PRI REPL: 2/52 BCT. 52 Fires. and refugees. No change. CL III: 2/52 BCT. 5K tankers. 52 Fires. 2/52 BCT. 2/52 BCT. 842 FST and 843 FST to 303BSB and 202BSB. TRANSPORTATION PRI FWD: BCTs. 3/52 BCT. No change. 52 Fires. Remains evac to MA CP in BSAs/LSA. SUPPLY PRIORITY CL V: HELLFIRE. 52 Fires. 3/52 BCT. M1. FIN OPS: suspended until PL DESK. 52 Avn. No change. PRI REPL: 3/52 BCT. Corps: MSR CROW and FALCON. and M88. UBL. No change. 1/52 BCT. 52 Fires. PRI FWD: CL VII. 52 Avn. 2/52 BCT. 52 Avn. FS: Suspended. and refugees. Evac from BAS authorized. CL III. FL. 1/52 BCT. M88. 52 Avn. TOW. 52 Fires. PRI FWD/REAR: No change. PRI REAR: Casevac. FS: No change. and CL V. PHASE IIa (ATK to Defeat Lead Divisions) 2/52 BCT. 3/52 BCT. 1/52 BCT. BAND support: Available on call. REPL OPS suspended until PL DESK. Evac from BAS authorized. All Classes: 1/52 BCT. No change. 2/52 BCT. PRI REPL: 1/52 BCT. 3/52 BCT. 52 Fires. PHASE III (Hasty Defense) 1/52 BCT. M1. and CL V. FS: O/O resume in LSA. CL III: 3/52 BCT. PRI REAR: Casevac.DTG) 52 Avn. HELLFIRE. equip evac. 3/52 BCT. M2/3. FS: Provided by 141 CSSB vic LSA LAMP. FIN OPS: resume ops O/O. ST4-2/AH H-1 JUNE 2012 .APPENDIX H CONCEPT OF SUSTAINMENT MATRIX (DIVISION) SUSTAINMENT ANNEX ______ TO OPORD______ SUSTAINMENT FUNCTIONS PRIORITY OF SUPPORT PHASE I (Move from TAA to ATK POS . 52 Avn.

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Higher headquarters deception plan. This outline could be placed under the heading of forces available or under separate headings. a. etc. Forces available.. 1. would be briefed here). implied. Commander’s initial guidance.) Hazards/risks.) Proposed restated mission. Higher headquarters concept. NOTE: The level of detail the G1/G4 or logistic staff officer provides during the briefing will depend on the target audience and time available. shortfalls in capability. If time permits or the target audience requires greater detail.) Recommended timeline. LOCs. MISSION ANALYSIS BRIEFING Before completing mission analysis. (Logistic timeline information would be combined with other staff recommendations. Initial intelligence preparation of the battlefield (IPB) products. (CCIR essential to logistic operations could be pointed out here. Friendly troops available. Mission and commander’s intent two levels up. Constraints (logistic constraints such as CSR. (Vital information about sustainment forces’ availability would be briefed here. the briefer should be familiar with the—                  AO and area of interest. (Logistic hazards and risks would be briefed here. Enemy situation and capabilities. (1) Maintenance status (equipment readiness). (3) Critical shortages. (3) Repair times. and essential tasks (logistic tasks would be briefed here along with other staff areas). (2) Class IX status. supplement the briefing format with the following outline. Sustainment functions. ST4-2/AI I-1 JUNE 2012 . evacuation policy. Maintenance.) Recommended initial commander’s critical information requirements (CCIR). Determine specified. Mission analysis briefing format.APPENDIX I BRIEFING FORMATS ______________________________________________________________________________ SECTION I. host nation support. Time available to plan and execute operations. and assets. Facts. Higher headquarters mission and commander’s intent.

Supply. (2) Critical shortages. 3. Facts. (3) Critical shortages. (2) Projected status of LOCs and MSRs. VI. (4) Recommendations. (c) Shortfalls and critical sustainment risks or events. water. X. Conclusions. II. rail. and air). (a) Projected supply status on D-day. (c) Other. (1) Facts. Facts. (b) Host nation support. (2) Shortfalls and critical sustainment risks or events. c. (3) Other. Conclusions. (1) Classes I. (b) Projected distribution system. (d) Critical shortages. ST4-2/AI I-2 JUNE 2012 . a. Assumptions. (a) Class III(b) status. a. d. (1) Status of transportation assets. (3) Projected treatment capability. b. rail to tanker. Conclusions. Transportation. (1) Projected status of transportation assets on D-day. and transfer point). (1) Other. (2) Critical LOC and MSR status (air. (4) Recommendations. (1) Host nation support. III(p). (4) Recommendations. c. (1) Projected maintenance status on D-day. (1) Host nation support. b. (c) Restrictions. pipeline. (1) Projected supply levels and field services status on D-day.b. (2) Shortfalls and critical sustainment risks or events. (b) Distribution system (FSSP. (a) Resupply rates. road. ROM. (3) Conclusions. (1) Resupply rates. Assumptions. (2) Host nation support. (2) Other. c. and water status. 2. IV. (3) Shortfalls and critical sustainment risks or events. Class III (B). Assumptions. (2) Assumptions. VII. (3) Recommendations.

Health services support/human resources. c. (a) Class V status. Conclusions. 4. Conclusions. Sociological analysis. b. b. 6. (1) Personnel strengths and morale. Field services. c. (c) Restrictions. (2) Class V assumptions. Conclusions. (4) Class V recommendations. Assumptions. 5. (c) Shortfalls and critical sustainment risks or events. a. b. (a) Projected supply status on D-day. (b) Distribution system. b. Facts. Shortfalls in finance/legal/religious and band capability. (2) Projected critical MOS status on D-day. a. ST4-2/AI I-3 JUNE 2012 . Availability of EOD capability to divisional units. (3) Class V conclusions. (d) Critical shortages. 7. (b) Host nation support. (2) Host nation support. 8. Facts. (2) Replacements and medical RTD. Other. (1) Projected strengths on D-day. Availability of finance/legal/religious and band capability to divisional units. (4) Recommendations. Shortfalls in field service capability. Facts. Explosive ordnance disposal. b. (3) Critical shortages. (a) Resupply rates. Facts. Location of supporting EOD units. (1) Replacements. Location of finance/legal/religious and band units and personnel operating in division AO. (b) Projected distribution system. Location of corps field service units and personnel operating in division AO. Conclusions.e. Finance/legal/religious and band. Shortfalls in EOD capability. a. (c) Other. Class V (1) Facts. a. c. c. Economic analysis. Assumptions. a. Assumptions. Assumptions. (3) Shortfalls and critical sustainment risks or events. c. (3) Other. Availability of corps field services capability to divisional units. Political analysis.

d. h. (1) Host nation support. Shortfalls and critical sustainment risks/events. (2) Other. the G3 must know and understand—                 Higher headquarters’ mission. The restated mission. Current situation and forces available. Possible enemy COAs (event templates). AO and area of interest. o Deductions resulting from a relative combat power analysis. Size of units to array. Relative combat power required for operation. g. ST4-2/AI I-4 JUNE 2012 . (1) Projected foreign nation support on D-day. SECTION II. staff members begin the wargaming process. Terrain and weather. f. o Reasoning for selected control measures. the staff begins COA development again. Assumptions. If he accepts one or more of the COAs. SECTION III. The commander’s and higher commanders’ intent (two echelons above). COURSE OF ACTION BRIEFING Before developing and briefing other staff members on proposed COAs. the war gamer must know—  Terrain analysis for the AO. Objectives (friendly or enemy). (2) Projected host nation support on D-day. the commander gives any additional guidance. Recommendations. Foreign nation support. Conclusions. Updated IPB. The COA statement and sketch. Own commander’s guidance and intent. The rationale for each COA. After the briefings. Higher commander’s intent. including— o Considerations affecting enemy COAs. WARGAMING BRIEFING Before conducting war games. o Explanation of unit deployment in sketch. If he rejects all COAs. Course of action briefing format. e. Possible enemy COAs. o Updated facts and assumptions.

Recording method. o Strengths and weaknesses.  Decision support template and event template. What combat multipliers are available. List of critical events. o Modifications to the COA (if required).  Estimated enemy losses. I-5 JUNE 2012 ST4-2/AI . Assumptions used. box. DECISION BRIEFING Before comparing COAs and subsequently briefing the commander on which one he should adopt. and deception plan. Decision briefing format. Enemy COAs war-gamed. Wargaming technique(s) to be used. combat support. For each COA war-gamed. Staff estimates (notes or written estimates).        Higher headquarters mission. o Possible enemy actions or reactions considered during war games. and sustainment units. COA sketches and statements. Friendly COAs war-gamed.  Priorities for combat. Assumptions. Friendly forces available.  Significant events (as required). Higher headquarters intent (higher and next higher commanders).  Estimated time required for operation. Friendly and enemy COAs to war-game.  Proposed task organization and organization for combat. Restated mission. or avenue).        Enemy situation and capabilities. Brief for each COA war-gamed. o Results of the war game that could include the following:  Synchronization matrix. Wargaming technique used (belt.  Estimated friendly losses. provide— o Critical events war-gamed. the briefers should be familiar with and have available—       Assumptions. Wargame worksheets or notes. Wargaming briefing format. higher and next higher commanders’ intent. Updated IPB. SECTION IV.

Subparagraph 3a—Concept of operation. I-6 JUNE 2012    ST4-2/AI . Updated intelligence estimate. Higher headquarters completed plan or order. including locations of next higher logistic bases. o Decision support template and matrix. Subparagraph 4a—General support concept. (Fire support coordinator may brief here.) o Main effort. o Support priorities. o GS priorities. Own COAs. Weather analysis. Adjacent units’ missions. Wargaming notes for selected COAs. the briefer must be familiar with and have available—         Appropriate maps posted with overlays. usage. including— o o o Terrain analysis.   Status of own forces. OPORD/OPLAN BRIEFING Before briefing the OPLAN or OPORD. o MSR control.    Paragraph 2—Mission statement. *This is the format prescribed by FM 101-5. location. Higher headquarters’ intent (higher and next higher commanders). (Use the sustainment overlay for illustration. Enemy situation. and weather data. terrain. Assumptions (OPLAN). that is applicable for combat operations. Subparagraph 3b—Tasks to maneuver units. Subparagraph 3d—Coordinating instructions. Latest intelligence. o Fire support. o Next higher’s support priorities and where the units fit into those priorities. o Support command headquarters/support area locations. shaping. Appendix E.) It includes— o Synopsis of the support command mission. including— o Scheme of maneuver with decisive. o Advantages and disadvantages (including risk) of each COA with decision matrix or table showing a comparison. Task organization. OPORD/OPLAN briefing format. including— o Assumptions used in planning. prescribes a slightly different decision-briefing format for other decisions that don’t involve combat. Updated IPB. FM 1015. SECTION V. Results of staff estimate. chapter 5. and sustaining operations. Recommended COA.

including synchronizing the battle and leadership. or by phase.o o o o Units in the next higher supporting sustainment organization. Ensure combat power synchronization results in retaining (or regaining) the initiative and will result in victory. SECTION VI. Actions and orders are continuously ongoing at all command levels. Supervision spans a wide variety of activities. however. critical. Any significant sustainment risks. All actions the commander and staff take must—       Recognize the decision cycle time and the planning horizon (future orientation of planning necessary to synchronize operations). determine the actions required. Significant sustainment impacts on operations. Before. Synchronization is essential to retain the initiative. Capitalize on success. Through supervision. and issue the necessary orders. ST4-2/AI I-7 JUNE 2012 . Once the orders are issued. should ensure or verify that the mission is being accomplished IAW the overall intent of the force commander and commanders two echelons above the force headquarters. the unit must understand the commander’s intent and be prepared for change based on any new situation. This may require going through the entire process again or may mean only minor changes as the impact of facts and assumptions is determined. commanders supervise the preparation and execution. the commander ensures his decisions are implemented and his intent is understood. determining where and how it affects the operation. non-SOP or sustainment actions or events. EXECUTION AND SUPERVISION During order execution. Regardless. Collect information that will enable the headquarters to determine if the operation is going according to the plan or needs adjustment. The commander attempts to orchestrate the battle in concert with the original plan everyone understands.  Paragraph 5—Command and signal. each dealing with their specific areas of responsibility. Focus on destabilizing the enemy. They enter the decision-making process based on the type of information received. Concentrate decisive combat power at the right place and time to defeat the enemy and accomplish the mission. Supervision is ongoing throughout the decision-making process whether it pertains to current or future operations. and after operations. rather. in terms of significant. Continuity must be maintained and turmoil reduced to a minimum. arrive at a decision. Communications must not interfere with subordinate commanders’ responsibilities but. the staff and commander must actively focus on retaining or regaining the initiative during the current operation. during. the staff and commander continually process the latest information.

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They accomplish the following:     Reveal unidentified external coordination requirements. Update internal coordination techniques such as the synchronization matrix and the decision support template. rehearsals are based on a completed operation order (OPORD). Support internal coordination by identifying tasks needed to accomplish external coordination. The sustainment rehearsal validates the concept of sustainment for the COA derived during the MDMP.APPENDIX J SUSTAINMENT REHEARSAL FM 6-0. The extent of rehearsals depends on available time. Types of rehearsals. This is routinely performed by a leader immediately after receiving instructions (OPORDs or FRAGOs). at brigade and below. Effective rehearsals further imprint a mental picture of the operational sequence of key actions. Help synchronize the operation at key points by identifying times and locations that require coordination and solutions for coordinating actions. Back brief. This is conducted by subordinates. not an analysis. they provide a forum where subordinate and supporting leaders and units can discuss and coordinate. their units’ specific tasks and purpose. The five types of rehearsals are:      Confirmation brief. It is not a substitute for war-gaming during the military decision making process (MDMP) to analyze competing courses of action (COAs).” Rehearsals are staged during preparation. ST4-2/AJ J-1 JUNE 2012 . presenting commander’s a tool used to ensure staffs and subordinates understand the commander’s intent and operational concept. Rehearsals contribute to external and internal coordination. They make only those changes essential to mission success. Purpose. Back briefs allow commanders to clarify their intent early in subordinate planning so that problems in the concept and in the subordinate commanders’ operational concepts can be identified early and also so that they can learn how subordinates intend to accomplish their missions. defines a rehearsal as “a session in which a unit or staff practices expected actions to improve performance during execution. Support rehearsal. Battle drill or SOP rehearsal. Mission Command: Command and Control of Army Forces. Finally. Rehearsals are conducted during preparation to practice executing the selected COA. though occasionally may be employed at the division level. Support rehearsals generally are limited to the lower edge of the tactical spectrum. Commanders must avoid making major changes to OPORDs during rehearsals. Each rehearsal is a coordination event. Conformation brief. Back brief. Rehearsals reinforce synchronization across operations in time and place and foster a deeper understanding and familiarity for participants. The purpose of appendix i is to provide the logistician with an understanding of the types of rehearsals and the various techniques. and sustain ones wargaming results. The sustainment rehearsal is a process used to articulate. validate. There are several types of rehearsals. each achieving a different result and meeting a specific preparation timeline. Rehearsals also provide a visual impression which orients participants with their environment and other units executing the operation. Combined arms rehearsal. and the relationship between their individual unit missions and those of other units in the operation. they brief the commander to review how they intend to accomplish their mission. Whenever possible. Subordinate leaders review and communicate their understanding of the commander’s intent.

lane-marking SOPs. execute. however. A subordinate unit can perform a full dress rehearsal as part of a larger organization’s reduced-force rehearsal. Battle drill or SOP rehearsal.     Time. they are most common for platoons. Echelons involved. The number of echelons that can participate in the rehearsal. they achieve the same results. This rehearsal type ensures that subordinate units synchronize their plans with each other. This ensures all participants understand a technique or a specific set of procedures. Full dress rehearsal. Moving a large part of the force may attract enemy attention. Preferably. Commanders develop a plan to protect the rehearsal from enemy surveillance and reconnaissance. All echelons use this rehearsal type.Combined arms rehearsal. Techniques for executing rehearsals are limited only by the commander’s resourcefulness. This is conducted by subordinate units within the framework of a single or limited number of battlefield operating systems (BOSs). Actions such as a command post (CP) shift changes. or refuel-onthe-move site operations can be rehearsed. They are performed throughout preparation and are not limited to published battle drills. operations security. Full dress rehearsal considerations include the following:  Time. including graphics and radio frequencies that would include selected actions without compromising the actual OPORD. Support rehearsal. cleared. Terrain management for a full dress rehearsal can be difficult if it is not considered during the initial force array. for example. They are referred to by the primary BOS being rehearsed. time of day. The rehearsal area must be identified. It is important for logistic leaders to train subordinates in planning and executing sustainment rehearsals. and maintained throughout the rehearsal. Each type of rehearsal can be designed using all or any combination of the rehearsal techniques. This technique produces the most detailed understanding of the operation because it involves every participating soldier and system. prepare. It is the most difficult to accomplish at higher echelons. Although these rehearsals differ slightly by BOS. six techniques commonly used. the fire support rehearsal or the sustainment rehearsal. One method is to develop a plan. terrain and use of live ammunition—that the force expects to encounter during the actual operation. Terrain. Factors affecting the rehearsal space allocation and how it will be secured for the rehearsal. Commanders must take care to not confuse subordinates when doing this. it is the most effective technique to ensure everyone understands their role. Commanders must consider the planning and preparation time their subordinates need and compare them with the time and potential benefits of a full dress rehearsal. Operations security (OPSEC). The amount of time required to conduct (plan. each successive technique takes a decreasing amount of time and resources. can accomplish all their missions. it should be conducted under the same conditions—weather. There are generally. As listed below. but for companies and smaller units. secured. Units execute support rehearsals throughout preparation. This is the most time consuming. Terrain. ensuring that those responsible for each BOS can support the OPORD. The ease with which the enemy might gather intelligence from the rehearsal. echelons involved. This is a maneuver unit headquarters normally executes with all combined arms elements after subordinate units issue their OPORD. Rehearsal techniques. and terrain. and assess) the rehearsal. and sections. an obstacle breach. Echelons involved.    ST4-2/AJ J-2 JUNE 2012 . and ensures that subordinate commanders’ plans achieve the higher commander’s intent. and can ensure that each BOS is synchronized within the overall operation. Each rehearsal technique provides a different degree of understanding on the part of participants and is defined by the four factors: time. squads. OPSEC.

A small unit can perform a full dress rehearsal as part of a larger organization’s reduced-force rehearsal. OPSEC. Terrain. OPSEC. the commander decides the level of leader involvement. Terrain requirements can be the same as for a full dress rehearsal even though there are fewer participants. Reduced-force rehearsal considerations include the following:    Time. Resources. Commanders consider the time their subordinates need to plan and prepare when deciding whether to conduct a reduced-force rehearsal. A terrain-model rehearsal takes a proficient brigade from one to two hours to execute to standard. It normally takes fewer resources than does a full dress rehearsal. cleared. and Understanding. When possible. Terrain-model rehearsal. The terrain-model rehearsal (also known as a rock drill) takes less time and fewer resources than a full dress or reduced-force rehearsal requires. First. It may require developing a rehearsal plan that mirrors the actual plan but that fits the rehearsal terrain. secured. The rehearsal area must be identified. Then. Rehearsal Techniques Relative to Time. Terrain management for the reduced-force rehearsal can be just as difficult as for the full dress rehearsal. A reduced-force rehearsal is less likely to present OPSEC vulnerabilities than would a full dress rehearsal because the number of participants is smaller. it is the most popular rehearsal technique. the selected leaders rehearse the plan while traversing actual or similar terrain. A reduced-force rehearsal normally requires less time than a full dress rehearsal. A reduced-force rehearsal involves only key organizational leaders those of subordinate units. A reduced-force rehearsal may be used to prepare key leaders for a full dress rehearsal. However.Figure J-1. and maintained throughout the rehearsal. the number of radio transmissions required is the same as for a full dress rehearsal and remains a consideration. Participation. An accurately constructed terrain model helps subordinate leaders visualize the commander’s intent and operational concept. Commanders often use this technique to rehearse fire control measures for an engagement area during defensive operations. commanders place the terrain model where it overlooks ST4-2/AJ J-3 JUNE 2012 . Reduced-force rehearsal. Echelons involved.

   Sketch-map rehearsal. J-4 JUNE 2012 ST4-2/AJ . large. The procedures are the same as for a terrain-model rehearsal. This technique requires less space than a terrain model rehearsal requires. day or night. An optimal location overlooks the terrain where the unit will execute the operation. and detailed enough to rehearse the operation. This rehearsal can present OPSEC vulnerabilities if the area around the rehearsal site is not secured. This technique requires the least space. The most time-consuming part is the rehearsal itself. A large model helps reinforce the participants’ perception of unit positions on the terrain. multi-echelon rehearsals using this technique are difficult. A good site is one that is easy for participants to find. Units require a clear SOP stating how the model will be built to ensure the model is accurate. yet it is concealed from the enemy. since it only requires maps and current operational graphics. Commanders can use the sketch-map technique almost anywhere. the most time-consuming part of this technique is constructing the terrain model. Because a map is geared to the echelon conducting the rehearsal. yet is concealed from the enemy. Map rehearsal considerations include the following:     Time. A map rehearsal is similar to a sketch-map rehearsal.the actual terrain of the area of operations (AO). OPSEC. This rehearsal can present OPSEC vulnerabilities if the area around the rehearsal site is not secured. A good SOP also states who will build the terrain model and when it will be built. Echelons involved. Terrain management is less difficult than with the previous techniques. This rehearsal can present OPSEC vulnerabilities if the area around the rehearsal site is not secured. The collection of commanders and their vehicles can also draw enemy attention. A good site is easy to find for participants. the model’s orientation coincides with that of the terrain. they place the terrain model on a reverse slope within walking distance of a point overlooking the AO. Terrain-model rehearsal considerations include the following:  Time. Terrain. Terrain. A map rehearsal is normally the easiest technique to set up. Echelons involved. Terrain. if the situation requires more security. except that the commander uses a map and an operations overlay of the same scale used to plan the operation. Participants move markers on the sketch to represent unit locations and maneuvers. but simple models can be used. yet it must be concealed from the enemy. An optimal location overlooks the terrain where the unit will execute the operation. Because a terrain model is geared to the echelon conducting the rehearsal. multiechelon rehearsals using this technique are difficult but overlays help in this regard. The size of the terrain model can vary from small (using markers to represent units) to large (on which the participants can walk). Sketch-map rehearsal considerations include the following:     Time. Because a sketch map is geared to the echelon conducting the rehearsal. The collection of commanders and their vehicles can draw enemy attention. Sketch-map rehearsals take less time than terrain-model rehearsals. but overlays help in this regard. except the commander uses a sketch map in instead of a terrain model. Effective sketches are large enough for all participants to see as each participant walks through executing the operation. OPSEC. and take more time than map rehearsals. A good site is easy for participants to find. An optimal location overlooks the terrain where the unit will execute the operation. Units must sanitize the terrain model after completing the rehearsal. The collection of commanders and their vehicles can draw enemy attention. OPSEC. However. Often. Map rehearsal. Echelons involved. multi-echelon rehearsals using this technique are difficult.

Terrain. If a network rehearsal is executed from current unit locations. Terrain orientation. Status of Reconstitution: Personnel – BCT REAR CP Equipment – BCT REAR CP ST4-2/AJ J-5 JUNE 2012 . CPs can rehearse battle tracking during network rehearsals (see Figure J-2 for an example of a SOP extract for a sustainment FM rehearsal). OPSEC. Participating units must be identified and notified. The BCT S3 or his designated representative provides details about the terrain on which the mission will be conducted. Network rehearsals can be executed over wide-area networks (WANs) or local-area networks (LANs). 2. These rehearsals require all information systems (INFOSYS) needed to execute that portion of the operation. the volume of the communications transmissions and potential compromise of information through enemy monitoring can present OPSEC vulnerabilities. Participating units. Participants (sequence of respondents): BCT S4 BCT XO BRT 1SG AR S4 IN S4 EN S4 FA S4 FSB SPO 3. Sustainment rehearsal preparation. If the organization does not have a clear SOP and if all units do not have working communications or if they are not up on the net. this technique can be very time consuming. BCT S4 initiates FM rehearsal with a Net Call on the xxxx Net. If a network rehearsal is executed from unit locations. Echelons involved. terrain considerations are minimal. All participants require working INFOSYS and a copy of the OPORD and overlays. Commanders and staffs execute network rehearsals by talking through critical portions of the operation over communications networks in a sequence the commander establishes. Participation is limited only by the commander’s desires and the capabilities of the command’s INFOSYS. This technique lends itself to multi-echelon rehearsals. The organization only rehearses the critical parts of the operation. APPENDIX 4 (FM SUSTAINMENT REHEARSAL) TO ANNEX I (SERVICE SUPPORT ) to OPORD XXXX 1. Network rehearsal considerations include the following:     Time. Most units in the Army have sustainment rehearsal SOPs or TTPs that require that the rehearsing unit gather specific information.Network rehearsal (WAN/LAN).

J-6 JUNE 2012 ST4-2/AJ . SOP Extract for Sustainment Network Rehearsal. The G/S2 provides the enemy situation and the enemy COA in order to depict the situation for sustainment executors and also focuses on the enemy threat as it pertains to the sustainment battlefield operating system. including known enemy obstacles. The G/S3 or his designated representative provides the friendly situation and the unit’s maneuver plan for sustainment executors. Maintenance and recovery assets and collection points. Location of all sustainment assets (grids or command points). Logistical displacement triggers and timelines. Friendly unit actions. Current LOGSTAT. Friendly situation/maneuver COA. Ambulance exchange points (AXP). Planned location of friendly obstacles or mines. CL IIIB.4. and water. CL V. Enemy situation/most likely COA. The depiction must tie enemy actions to specific terrain or to friendly unit actions. Location of level II medical facilities. medical. Subordinate units provide the following information:                 Location of maneuver units. EPW and detainee collection points. Main. Rehearsal by unit. units brief: Current combat power Projected combat power Additional support required to meet projected combat power Critical Classes of supply (current and in 24 hours): CL III(B) CL III(P) CL V Status of support systems available Sustainment Rehearsal Card Unit Locations Unit Logistic Locations AXP Locations – FSB BCT CPs – BCT S4 5. Logistic release points. Location and amount of CL IIIB and V in TF combat trains. The G/S4 uses time-phased events to develop the rehearsal. Admin and log radio nets. Alibi / Conclusion Figure J-2. Location and purpose of all known obstacles on the battlefield. Location/composition of: BCT FLE. maintenance. Air evacuation routes and deconfliction of air space. The G/S2 also advances the enemy during the rehearsal to depict the most likely COA. alternate and contaminated supply routes and their control HQ.

The most effective rehearsal occurs when each battlefield operating system’s (BOS) commanders. The rehearsal audience is critical to executing the logistic plan. At a minimum. the echelons involved. An individual is identified to post the rehearsal card in a large poster format and to ensure that the information is filled in. The commander selects the type of rehearsal based on time. Turning away participants due to lack of planning for sufficient space only degrades the rehearsal’s effectiveness. the XO begins planning. The sustainment rehearsal location should be centrally located to support the majority of participants and should provide adequate space and support for the number of attendees. Sustainment rehearsals. The rehearsal’s location is largely dependent on METT-TC. The rehearsal will only pause for war-stopping issues. Below is a proposed sustainment rehearsal briefer/audience listing. sufficient time should be allocated to sustainment rehearsal planning. and terrain. ST4-2/AJ J-7 JUNE 2012 . briefers should arrive prepared and ready to discuss their respective actions during the rehearsal. or deputy commanders (depending on the tactical level). this is difficult to achieve. Failure to prepare designated representatives will result in unproductive rehearsals. or a map must be prepared. and that required personnel are identified. Determine the rehearsal location. Identify the rehearsal briefers and the audience. the recorder’s role is necessary for an effective rehearsal. the ideal location is with the maneuver rehearsal. Unfortunately. and primary staff attend. The same individual then reduces the information to a notebook-size “takeaway” card so that all rehearsal attendees depart with information that will ensure a common operating picture for sustainment operational support. use of maneuver terrain models. preparation. OPSEC. along with maneuver rehearsals. The advantages of having sustainment rehearsals following maneuver rehearsals is audience availability. If sustainment rehearsals occur at locations other than the maneuver rehearsal locations. the recorder will write down all relevant comments for action later. and logistic support. Once the commander selects the type of rehearsal. parking. A recorder to take notes must also be identified.) Rehearsal type selection. Commanders will typically delegate his or her rehearsal responsibilities to executive officers. since doctrinally. The type of rehearsal will drive whether a rehearsal area. should be included in the mission analysis timeline. executive officers. ensures that sufficient time is allotted. otherwise. capturing all issues that arise. the right players should attend. they should be competent with the plan. and attendees sharing a common battlefield view. and execution. During backwards planning. rehearsal success hinges on identifying those briefers who provide sustainment command and control and who are responsible for executing specific sustainment missions. a terrain board. Units must plan in advance for security measures. assistant commanders.A technique used by some units is to publish this information so that rehearsal participants and observers take with them a quick reference sheet that outlines a common operating picture for logistic operational support. (See Figure J-3. TOC passes. sustainment is one of their primary responsibilities. The XO will also ensure that an agenda and script are produced and distributed to units participating in the rehearsal. If designated representatives are chosen to replace primary briefers. The amount of time required for executing the rehearsal is typically METT-T driven.

BCT CSS REHEARSAL CARD BAS LOCATIONS UNIT PHASE 1 2 FAS MAS TRIGGER FREQUENCY CALLSIGN IN 3 4 1 2 A R 3 4 1 FA 2 1 EN 2 AXP LOCATIONS AXP 1 2 LOCATION UNIT TRIGGER CCP 6 7 BCT CCP LOCATIONS LOCATION RESPONSIBLE UNIT AXP MOVES 1 2 14 15 16 CL IV/V LOCATIONS LOCATION UNIT TRIGGER 17 BRT OP LOCATIONS OP 5 LOCATION OTHER UNITS NEARBY UNIT LOG INFORMATION UNIT IN PHASE UMCP CTCP LOGPAC TIMES 6 7 8 DECON 1 DECON PT LOCATION AR 2 3 4 5 FA EN KEY LOGISTICS INFORMATION UNIT GRID FREQUENCY CALLSIGN Figure J-3. Sustainment Rehearsal COP Quick Reference Sheet. ST4-2/AJ J-8 JUNE 2012 .

G3 representative. BCT XO. sustainment BDE LN. corps G1. BCT. division G4s and planners. BCT XOs. CSSB and functional battalion commanders. division transportation officer. BCT S4. BSB commanders. aviation BDE commanders. MMC. TSC commander/SPO. and BCT commander/XO. G4. ME BDE commanders. BCT S4. Figure J-4. The assistant commander oversees the division’s rehearsal with the CoS and G4 as facilitators. chief of staff. TF commanders or XOs. DIVISION SUSTAINMENT REHEARSALS Assistant commander for support. corps surgeon. and Corps Sustainment Rehearsals. BRT commander. G3 representative. AUDIENCE (not inclusive) REMARKS AUDIENCE (not inclusive) REMARKS ST4-2/AJ J-9 JUNE 2012 . HHC commander. and FSC commanders. BSB commanders/SPOs. surgeon. BSB commander. Division. sustaining BDE commanders. BCT S3. BCT S2. movement control officer (MCO). sustainment BDE commander and SPO. AUDIENCE (not all TCF commander. and BCT commanders/XOs. The deputy corps commander chairs the sustainment rehearsal with the G4 as the facilitator. G2 representative. division transportation officers. BSB commanders/SPO.BCT SUSTAINMENT REHEARSALS BCT commander. MCC. G1 representative. CSSB commander/SPO. inclusive) medical platoon leaders. BCT S1. REMARKS The BCT XO facilitates the BCT sustainment rehearsal and assigns a recorder. CSSB commanders/SPOs. division surgeon. sustaining BDE commander/SPO. BSB SPOs. G4 planner. G4. CORPS SUSTAINMENT REHEARSALS Deputy corps commander. BSB/CSSB S4s. reserve commander. G2 representative.

 Phase lines. field trains.  Battalion combat  Medical BDE trains.  Objectives. Figure J-5.  LSA locations (primary/alternate).  Division LSA locations.  Artillery cache points.  Bulk fuel locations.  BCT SRs (primary and alternate).  Boundaries. thus reinforcing the current battlefield as viewed by most players.  Division MSRs (and alternate).  Battalion CPs and  Fires BDE HQs. the sustainment rehearsal terrain model should include the following control measures: BCT Div Corps TERRAIN MODEL CONTROL MEASURES  Boundaries.  CSSB locations.  EAs.  ASP locations.  Division MSRs (and alternate).  Phase lines.  ROM locations.  Division LSA location. and pre-made unit icons. FARPs. At a minimum. It provides a 3-dimentional picture of the area of operation and includes cities.  ME BDE HQs.  Corps MSRs (clean and dirty).  Division support area location.  FST and AXPs.  Personnel service locations. ST4-2/AJ J-10 JUNE 2012 .  Division CPs. This allows for maximizing the use of pre-made terrain models and equipment.  Corps MSRs (clean and dirty).  Sustaining BDE HQs location. Terrain Model Control Measures. the sustainment rehearsal should normally follow the maneuver rehearsal.  BSA locations.  Sustaining BDE location.  Objectives.  Division MSRs (clean and dirty). As mentioned earlier.  Objectives.  Division CPs.  Decontamination  BSA.  EAs. CSH location.  EAs.  TSC HQ.Maximize the use of the terrain model. MEDEVAC and support assets in BCT AO. major terrain features.  BSB (supply points and ATP).  BSA location.  Medical BDE  BCT CP locations. An effective terrain model technique is the sand table.  Boundaries.  Phase lines.  Medical BDE-CSH locations.  Aviation BDE sites.

Adjust/Execute. but integrates sustainment into all aspects of the operation. the facilitator reviews all outstanding issues from the recorder. All players/briefers should arrive at the rehearsal fully prepared. Once issues are resolved. At the conclusion of the rehearsal. Offensive Combined Arms Rehearsal. and corps levels. included in SOPs and trained at home station prior to deployments. The sustainment rehearsal format is similar to the maneuver rehearsal format. Conducting the sustainment rehearsal is an art. Figures 4. The rehearsal format should be approved. Proactive logisticians anticipate changes to the plan and immediately adjust to outcomes from the rehearsal. 5. The most effective rehearsals result from thorough planning. division. Company Commander’s Cue Card for Battalion-Level. Time is of the essence and responsiveness to change is critical. areas briefed. remarks. The matrices identify the sequence and speaker. ST4-2/AJ J-11 JUNE 2012 .Sustainment rehearsal execution. units make necessary adjustments to concepts of support and begin execution. Figure J-6. and integration with maneuver units. and responsibilities of the briefer. coordination. Outstanding issues are either resolved or given back to units as taskings with suspenses. and 6 provide TTPs for sustainment rehearsal agendas at BCT.

Also discusses supporting TCF in BSA. Turns it over to the next briefer. along MSRs. operational concept. Includes: boundaries and friendly force locations. BSB SPOs. 8. BCT S4 Provides an overview of logistics. The BN XOs cover maneuver actions during phase I.. Sequence Speaker 1. S4s brief locations of battalion-level sustainment assets. friendly situation. Sustainment actions BEFORE combat operations set the conditions for success. the status of O/H stocks. Covers actions in each phase. civilians. BCT S3 12. MAN BN. Overview model. Includes any other specific sustainment area. Tasks respective units. and FA XOs with S4s should come prepared to discuss organizational sustainment support. BCT S2 5. mission. The S4 provides a snapshot of Paragraph 4a (concept of sustainment) to the BCT order. Figure J-7. BCT S1 7. Includes critical shortages and replacements. beginning with phase I. FSC commander/1SGs. 4. 13. S2. as required by BCT XO.e. Includes chemical threat. S3. BN. TCF Covers actions during phases II-IV. BN. Refer to sequence #9. ENG. BSB OPS SPT 11. task organ. BCT CDR 3. Covers sustainment actions during phase I. and sustainment asset protection. The key to these briefings is ensuring the battalion has synchronized sustainment within the unit. Provides an overview of the enemy situation. Displays enemy symbols on the terrain model. Information covered here is critical. such as current combat power status and DS stock status. BCT XO Areas Covered Conducts roll call. Focuses on sustainment support during phase I. The scribe reviews support issues and then concludes rehearsal. Covers all sustainment actions BEFORE Phase I. Specific actions include support priorities (by unit). BCT Sustainment Rehearsal Agenda. Includes brigade support unit locations. Covers sustainment actions by phase. Refer to sequence #9. BCT S3 9. sustainment unit locations in the BCT support area. Remarks Verifies attendees (BCT S1. Focuses on enemy threats pertaining to logistics (i. to rear areas. commander’s intent.BCT rehearsal agenda. Responsibilities Rehearsal facilitator. MSRs (primary and alternate)—TF support infrastructure (BCT internal). Reads when each phase begins and ends. HHC commanders. supply and movement forward and rearward. BCT/battalion CSMs. BSB SPO 14. impacts of refugees. 10. TCF * Covers the operational concept by phase. medical company commanders). ST4-2/AJ J-12 JUNE 2012 . Sets the stage for the rehearsal by reading when each phase begins and ends. Includes the support task organization. 6. Model set up. Provides commander’s guidance for sustainment rehearsal. BCT S3 Opening remarks. S4. BCT XO Refer to sequence #10. BSB SPT OPS Provides the personnel status by unit. Timeline manager. 2. Coordinate with S4 and BSB SPO for sustainment terrain model control measures. and terrorist). while S4s cover battalion-level logistics supporting phase I.

TCF 10. BCT 1. Includes support task organization. BCT 2. while S4s cover BCT-level logistics supporting phase I. MI. Timeline manager. contractor battlefield POCs. medical company commanders. CHIEF OF STAFF Areas Covered Conducts roll call. ST4-2/AJ J-13 JUNE 2012 . BSB commanders and SPOs. The G4 provides a snapshot of paragraph 4a (concept of sustainment) to the division order. support platoon leaders. 6. along MSRs. the operational concept. the O/H stock status. 4. beginning with phase I. medical brigade commanders. Provides overview of enemy situation. CSMs and SPOs. BCT and BCT commanders. Sustainment BDE CDR/ SPO Surgeon with input from BSB CDRs 8. 9. Focuses on enemy logistic threats (i. DIV G1 7. Responsible for terrain model set up. DIV G3 or Representative Opening remarks. HHC commanders. the mission. S4. ME BDE. Covers all DS actions BEFORE phase I. BDE XOs cover maneuver actions during phase I. DIV G2 or Representative 5. S2 or representative. Covers phase I. and the friendly force locations (in AAs and ATK POS). DIV G4 Provides overview of logistics. Includes chemical threat. Aviation BDE. S3 or representative. Asst CDR for Support 3. maneuver enhancement brigade commanders. Responsibilities Facilitator of rehearsal. Turns over to next briefer. FSC commanders. DIV G4.. Fires BDE. * The terrain overview includes: unit boundaries. Displays enemy symbols on the terrain model. DS sustainment unit locations in DSA (including corps). Includes critical MOS shortages and replacements. The key to these briefings is ensuring maneuver BCTs have synchronized sustainment within the unit. civilians. Cavalry. Provides commander’s guidance for the sustainment rehearsal. the friendly situation. and S3s. DIV G3 Provides personnel status by unit. sustainment brigade commanders. and terrorist). CSMs. Sets the stage for the rehearsal by reading when each phase begins and ends. Provides overview of terrain model/states the task organization. Sequence/ Speaker 1. Includes all division medical asset locations (including corps augmentation). BCT unit ministry teams. BCT CSMs. SIG. including sustainment command and control and PM actions in the rear. (primary and alternate)— division support infrastructure. Includes TCF and reserve support discussion. and sustainment asset protection.Division Rehearsal Agenda. ADA. Also responsible for coordinating with DIV G4 sustainment terrain model control measures.e. MSRs. Remarks Verifies attendees. Phase I normally begins with the cavalry and aviation briefing reconnaissance mission and deep fight information. Provost Marshal and Reserve Covers the operational concept by phase. Should include at a minimum: division S1. BSB commanders brief BCT sustainment asset locations (to include BSB/FSC actions). 2. to division rear area. CSMs and S3s. impacts of refugees. and commander’s intent. All briefers should be prepared to discuss internal sustainment support. Includes support unit locations. and the recorder. BCT 3.

supply. Covers actions during phases II -IV. Refer to sequence #11. such as current combat power status and status of division sustainment stocks. Also includes any other specific sustainment area.11. ADA. corps ASP. Specific actions include support priorities (by unit). ATP. 14. ST4-2/AJ J-14 JUNE 2012 . Division Sustainment Rehearsal Agenda. ME BDE. BSB and Sustainment BDE SPO 16. CHIEF OF STAFF Tasks respective units. 12. DIV G3 Covers the phase I medical support concept. fix. and movement forward and rearward. CAV. arm. Location of division support area. Focuses on phase I DS support. Refer to sequence #12. and POL sites in division support area. as required by chief of staff. Lastly. BCT 2. move sustain (MAFFMS) issues. Focuses on evacuation asset and CSH locations. Fires BDE. and MI 15. BCT 3. Refer to sequence #9. Covers medical support for each phase. 17. SIG. Refer to sequence #12. then turns it over to the next briefer. fuel. SURG Covers DS actions during each phase. BSB and Sustainment BDE SPO Covers phase I BSB and sustainment BDE actions. discusses critical man. Refer to sequence #11. Has scribe review support issues. AVN BDE. Covers actions in each phase. SURG 13. Figure J-8. BCT 1. Reads when each phase begins and ends. Refer to sequence #9. concludes rehearsal.

Includes sustainment flights. Includes the location of all corps medical assets in corps AO and the location of hospitals. and friendly force locations (in AAs and ATK POS). ATP. to corps rear area. Includes critical MOS shortages and replacements. BSB CDRs and SPOs. Timeline manager. location of DS and GS sustainment units in each LSA. 8. POL. Corps G3 Covers corps movement personnel and transportation/ movement command and control locations. 5. spt plt leaders. and HN support status. and Class IV corps supply points. CSMs and SPOs. BCT CSMs. maneuver enhancement brigade CDRs. along MSRs. medical company CDRs. HHC CDRs. and terrorists). Responsible for terrain model set up and for coordination with corps G4 on sustainment terrain model control measures. and the commander’s intent.Corps Rehearsal Agenda. CSMs. BCT unit ministry teams. battlefield contractor POCs. sustainment brigade CDRs. Responsibilities Rehearsal facilitator. Includes corps and division support unit locations. 3. 6. BCT and BCT CDRs. Corps G4 Conducts roll call. The terrain overview includes: Theater/corps/division boundaries. CSMs and S3s. TSC SPO & Corps SURGEON Provides corps personnel status by unit. 9. Provides an enemy situation overview. TSC MCB 10. S4. TSC MMC Covers critical MAFFMS locations and considerations. Sequence/ Speaker Areas Covered 1. Should include at a minimum: div S1. and S3s. Corps G2 Provides overview of the terrain model/states the task organization. medical brigade CDRs. the friendly situation. Corps G3 4. impacts of refugees. beginning with phase I. Sets the stage for the rehearsal by reading when each phase begins and ends. Provides commander’s guidance for sustainment rehearsal. Includes corps transportation assets/HET support. Remarks Verifies attendees. the operational concept. Displays enemy symbols on the terrain model. Includes chemical threat.e. MSRs (primary and alternate) corps support infrastructure. Discusses corps critical stock status and stockage objectives. Turns it over to next briefer. Focuses on enemy logistic threats (i. 2. S2 or rep. Includes task organization for support. Covers all DS actions BEFORE phase I. and protection of sustainment assets. The G4 provides a snapshot of paragraph 4a (concept of sustainment) of the corps’ order. the mission. status of O/H stocks. civilians. ST4-2/AJ J-15 JUNE 2012 . S3 or rep. Corps G1 7. ASP. and the recorder.. Covers the operational concept by phase. FSC CDRs. DEPUTY CDR Opening remarks. Corps G4 Provides a logistic overview.

Specific actions include support priorities. Covers critical transportation considerations during phases II-IV. Note: Division ADC(S) may bring a deputy G3 to brief the divisions’ actions during a particular phase. ACR. DIV 2. Refer to sequence #8. DIV 2. and MI Division/ACR G3s cover phase I maneuver actions. TSC SPO 18. Covers critical MAFFMS considerations during phases II-IV. Refer to sequence #11. Covers actions in each phase. SIG. ATP and POL sites in DIV spt areas. and then concludes rehearsal. Refer to sequence #11. Corps SURGEON 14. G4s brief division sustainment asset. discusses critical MAFFMS issues. Focuses on GS/DS support during phase I of the sustainment BDE (Fs) and rear. Covers actions during phases II-IV. AVN BDE. FIRES BDE. Has scribe review support issues. Corps Sustainment Rehearsal Agenda. refer to sequence #13. ACR. Focuses on evacuation asset and CSH locations. DIV spt areas. Corps TCF. DIV 3. and Reserve 17.11. FIRES BDE. refer to sequence #14. Division 1. Corps G3 15. MANEUVER ENHANCEMENT BDE. Corps MMC Covers corps medical concept of sustainment for phase I. 20. 12. MANEUVER ENHANCEMENT BDE. Reads when each phase begins and ends. DIV ASPs. The key to these briefings is ensuring the corps’ subordinate units (divisions/ACRs) are synchronized with the corps support plan. Corps MCB 21. as required by deputy corps commander. Corps SURGEON 19. supply priority and movement forward and rearward. SIG. Corps G4 Covers actions during phases II-IV and in the corps rear area. Figure J-9. 13. support (by unit). to include DSA location and actions. AVN BDE. Refer to sequence #13. TSC SPO Covers TSC actions during phase I. DIV 1. ST4-2/AJ J-16 JUNE 2012 . such as current combat power status and status of corps sustainment stocks. Covers actions during phases II-IV. Covers actions during phases II.IV. while G4s cover phase I division-level logistics. Includes any other specific sustainment area. and MI BDE 16. Tasks respective units. Refer to sequence #14. the location of LSAs. refer to sequence #8. refer to sequence #9. DIV 3. Lastly. Refer to sequence #9. Provost Marshal.

000 m the TOE per FMSWEB and applicable ST4-2/AK K-1 JUNE 2012 .000 m 7. etc.500 x 1. developed from Section I of Space (CSA) 5.000 m 1.000 m 700 x 700 m 500 x 500 m 300 x 300 m 400 X 400 M 100 x 100 m 1.500 m 400 x 400 m 4.000 x 1.000 x 8.000 x 10.000 x 3.000 m 1.000 m 2.000 x 1.APPENDIX K SUSTAINMENT UNIT TERRAIN REQUIREMENTS Approximate Field Site Terrain Requirements of Representative Sustainment Units Unit GS Ammunition Company (MOADS) DA Ammunition Company (MOADS) (ASP) DA Ammunition Company (MOADS) (ATP) Petroleum Supply Company Mortuary Affairs Company Repair Parts Supply Company Heavy Material Supply Company Maintenance Company (BSB) Distribution Company (BSB) FSMC Non-Division Maintenance Company Transportation Heavy Truck Company Transportation Medical Truck Company Transportation Light Truck Company Transportation Light/Medium Truck Company Trailer Transfer Patient Team Aviation Support Battalion CSH BSA (with BSB and unit trains.) Division LSA (sustaining brigade) NOTE: Data FMs and TMs.500 m 500 x 500 m 500 x 500 m 500 x 500 m 1.600 m 1.000 x 7.500 x 1.600 x 900 m 700 x 400 m 500 x 1.

ST4-2/AK K-2 JUNE 2012 .