Sustainment and the Sergeant Major

Senior noncommissioned officers are often associated with sustainment, likely due to

their focus and knowledge on taking care of Soldiers. The Sergeant Major (SGM) provides

advice, insight and guidance to commanders on all matters pertaining to the force (Department of

the Army, 2014). This journal seeks to identify the most critical role and knowledge of a

Sergeant Major regarding sustainment.

The Vital Role of a Sergeant Major

            An SGM plays a vital role in developing synergy between logistics and operations.

According to the Department of the Army (2020), the SGM validates sustainment plans and

practices and leverages resources available to ensure operational success. This role is vital to

ensuring the tactical units have what they need to conduct operations. The experience-based

perspective developed over years of operating from the lowest to highest echelons is invaluable

during the planning. It can minimize the need for short notice requests during execution that

drain resources and limit operational initiative. By participating in the planning, red team

briefings and, most importantly, rehearsals, I can provide insight to ensure plans reflect reality

and, when necessary, ensure synchronization of resources outside the organization that facilitate

the commander’s intent. To best accomplish this aspect of my role, I need to emphasize

attending sustainment planning activities at the same level or perhaps in lieu of operational

planning events. This role is highly dependent on being present to share insight and guide

planning but without essential knowledge does little good.

Critical Knowledge

            The most important knowledge an SGM brings to sustainment has two main parts. One,

in-depth knowledge of higher echelon sustainment planning and operational procedures. An

SGM has limited influence to change higher echelon procedures, but knowing how to navigate

those procedures best to leverage outside assets against operational needs always works best

right now. Understanding where sustainment support comes from, where resources are available

and how to mobilize them provides the best chance at successfully fulfilling unit needs in a
resource-constrained environment. In my experience, knowing whom to ask is just as important

as asking the right question. Higher echelon sustainment focuses on efficiency, and the closer to

the tactical edge of the battlefield, you get effectiveness is all that matters (Department of

Defense, 2019). I can act as a balancing factor with a proper understanding of the tactical

perspective.

            The second most important knowledge for an SGM is the view from the tactical level.

The SGM understands the operational environment in their immediate surroundings, but this

often differs from lower echelons. Battlefield circulation is vital to understanding the needs at the

tactical level. When combined with the knowledge of higher echelon procedures, it allows an

SGM to leverage all available assets against needs with the highest degree of success possible.

Additionally, troops can feel asked to do everything with nothing with planned outcomes, fail to

meet actual needs, and these needs go unaddressed. Battlefield circulation and assessing the

sustainment planning interactions between my echelon and the higher, lower and adjacent levels

will develop the important knowledge necessary to provide the proactive advice to improve unit

sustainment.

Conclusion

            This journal identified the most critical role and knowledge for a Sergeant Major

regarding sustainment. The SGM is vital to synchronizing sustainment to support operations

based on experience. Understanding requirements from the tactical perspective and navigating

higher echelon procedures to mobilize resources and assets is critical knowledge for an SGM.

Therefore, sustainment planning events will receive the same emphasis for my attendance as

operational planning activities. Additionally, I intend to prioritize assessments of my unit’s

sustainment interactions to develop awareness.

 

 
 References

Department of the Army. (2014). Commander and staff organization and operations (FM 6-

0). https://sgm-a.blackboard.com/bbcswebdav/courses/SGM-A_SMC_DL_AY21-

22_PH2_MASTER/FM_6-0%281%29.pdf

Department of the Army. (2020). The noncommissioned officer guide (TC 7-

22.7). https://armypubs.army.mil/ProductMaps/PubForm/Details.aspx?

PUB_ID=1008383

Department of Defense. (2019). Joint logistics (JP 4-

0). https://sgm-a.blackboard.com/bbcswebdav/courses/SGM-A_SMC-

DL_PH2_CL47_B/jp4_0ch1.pdf