Command and General Staff School

Department of Sustainment and Force Management

S140
Sustainment for Tactical
Forces in MDO
AY24
Lesson Author: Mr. Joel W. Hendrickson
Phone: 913-684-4752, joel.w.hendrickson.civ@army.mil

Sustainment is the provision of logistics, financial management, personnel services,

and health service support necessary to maintain operations until successful
mission completion. Sustainment is accomplished through the coordination,
integration, and synchronization of resources from the strategic level through the
tactical level in conjunction with our joint and multinational partners.
-- ADP 4-0
POC: LTC Pat Henrichs, DSFM, patrick.m.henrichs2.mil@mail.mil 1
Command and General Staff School
Department of Sustainment and Force Management

“Logistics is the ball and chain of armored warfare.”

LTG Heinz Guderian – Commander, 2nd Panzer Army

January 1945
2
 Command and General Staff School
Department of Sustainment and Force Management ELO-CC-11.3
• Action: Discuss tactical sustainment in Multi-Domain Operations (MDO).
• Condition: In a classroom environment, given references, readings, faculty-facilitated
discussion, and a scenario-based practical exercise; serving as a plans officer in a simulated
tactical headquarters with an emphasis on the role of doctrine as a guide and common
frame of reference.
• Standard: Discussion includes─
• 1. Tactical sustainment planning considerations
• 2. Tactical logistics organizations and capabilities
• 3. Echeloned sustainment and distribution operations at the tactical level
• 4. Sustainment planning in the military decision-making process (MDMP)
• Learning Domain: Cognitive Level of Learning: Comprehension

3
AY24 CGSOC Common Core PLO/TLO/ELO, 2024
 Command and General Staff School
Department of Sustainment and Force Management S120, S130, and S150 Review
S120 S130
1. Discuss sustainment and tenets of MDO. 1. Explain strategic context linking global providers to
CCDR/ JFC.
2. Explain sustainment support in LSCO.
2. Discuss joint interdependencies.
3. Understand the principles of sustainment.
3. Understand joint logistics boards, centers, and cells.
4. Explain the four levels of warfare, and what the
Sustainment WfF provides at the national and theater 4. Discuss Army sustainment support to unified action.
strategic levels.
5. Explain Army sustainment support organizations.
5. Discuss Army sustainment in the strategic support
area. S150
1. Developed an understanding of the joint logistics
planning process.
2. Discussed the theater logistics analysis and overview
processes.
3. Discussed how the TLA and TLO support the
development of running estimates and the concept
of logistical support.
4. Discussed theater distribution plans and their
support of the combatant commander campaign
plans (CCTP). 4
Command and General Staff School
Department of Sustainment and Force Management S140 Top Five Takeaways

• The Army sustainment warfighting function elements consists of logistics, financial

management, personnel services, and health service support.
• The science of sustainment planning concentrates on determining requirements (supported
units) and assessing capabilities (sustainment units).
• A good sustainment plan enables the effective application of combat power through the use
of the operational framework and the principles of sustainment to recommend priorities and
resource allocation.
• Develop an understanding of the sustainment units supporting tactical organizations (in both
command and support relationships) and how the are employed.
• The art of sustainment planning concentrates on mitigating shortfalls and evaluating risk to
create sustainment plans that ensure freedom of action, extended operational reach, and
prolong endurance. 5
 Command and General Staff School
Department of Sustainment and Force Management Army Sustainment Warfighting Function
The sustainment warfighting function is the related tasks and systems that provide support and services to
ensure freedom of action, extended operational reach, and prolong endurance. Sustainment determines
the depth and duration of Army operations. Successful sustainment enables freedom of action by
increasing the number of options available to the commander. Sustainment is essential for retaining and
exploiting the initiative. The sustainment warfighting function consists of four elements:
(ADP 3-0)

Logistics Financial Management Personnel Services Health Service Support

• Maintenance (FM 4-30) • Finance operations (FM 1-06) • Human resources support • Casualty care (ATP 4-02.5)
• Transportation (FM 4-01) • Resource management (FM 1-06) (FM 1-0) • Medical evacuation (ATP 4-02.2)
• Supply (FM 4-40) •Legal support (FM 1-04) • Medical logistics (ATP 4-02.1)
• Field services (FM 4-40) •Religious support (FM 1-05)
• Distribution (ATP 4-0.1) •Band support (ATP 1-19)
• Operational contract support
(ATP 4-92)
• General engineering support
(FM 3-34)

XOs Are the Warfighting Function Integrators. 6

Command and General Staff School
Department of Sustainment and Force Management Guiding Principles

JP 4-0, Joint Logistics

FM 3-0, Operations
FM 4-0, Sustainment Operations
ATP 4-91, Division Sustainment Operations
ATP 4-92, Field Army and Army Sustainment Operations
ATP 4-93, Theater Sustainment Operations

7
Command and General Staff School
Department of Sustainment and Force Management Sustainment and the Operational Framework
Sustainment determines the limits of depth and endurance during operations.
• Combat power – The total means of destructive, constructive, and information capabilities
that a military unit or formation can apply at a given time.
• Operational framework – A cognitive tool used to assist commanders and staffs in clearly
visualizing and describing the application of combat power in time, space, purpose, and
resources, in the concept of operations. (ADP 1-01)
Commonly Used Models are -
• Area of Interest - area of concern, including the area of influence, areas adjacent thereto, and extending
into enemy territory. (JP 3-0)
• Area of Influence – is an area inclusive of and extending beyond an operational area wherein a
commander is capable of direct influence by maneuver, fire support, and information normally under
the commander’s command or control. (JP 3-0)
• Assigned areas (FM 3-0)
• Main effort, supporting effort, reserve. (FM 3-0)
• Deep, close, rear, support areas. (FM 3-0)
8
FM 3-0, Operations, Oct 2023, pages 3-23 to 3-32.
Command and General Staff School
Department of Sustainment and Force Management
Army Command Relationships
• The Army establishes organic command relationships
through organizational documents such as tables of
organization and equipment(TOE) and tables of
distribution and allowance(TDA).
• Army assigned units remain subordinate to the
higher echelon headquarters for extended periods,
typically years.
• Attached units are temporarily subordinated to the
gaining headquarters, often for months or longer.
They return to their parent headquarters (assigned or
organic) when the reason for the attachment ends.
• Army commanders normally place a unit OPCON or
TACON to a gaining headquarters for a given mission,
lasting perhaps a few days.
FM 3-0. Table B-2, page B-5
Units that have a command relationship with a unit are not
designated a support relationship with the same unit. Since a
command relationship is established, it provides adequate
authority for the gaining unit to direct support efforts. Support
relationships do not alter ADCON.
ATP 4-92, para2-132
 Command and General Staff School
Department of Sustainment and Force Management Army Support Relationships
Commanders assign a support relationship when—
-The support is more effective if a commander with the requisite technical and tactical expertise controls the supporting unit rather than the supported commander.
-The echelon of the supporting unit is the same as or higher than that of the supported unit. For example, the supporting unit may be a brigade, and the supported
unit may be a battalion. It would be inappropriate for the brigade to be subordinated to the battalion; hence, the echelon uses an Army support relationship.
-The supporting unit supports several units simultaneously. The requirement to set support priorities to allocate resources to supported units exists. Assigning
support relationships is one aspect of C2. ATP 4-91, para 2-27

Note: Area support is not a support relationship. It

Direct support is a support relationship requiring a force to support another specific force and authorizing it to
answer directly to the supported force’s request for assistance. A unit assigned a direct support relationship retains
is sustainment unit task to support units transiting
its command relationship with its parent unit, but it is positioned by and has priorities of support established by or operating within a specified geographic boundary
the supported unit. (Joint doctrine considers direct support a mission rather than a support relationship.) for which a support relationship has not been
established; it is normally for units that are in
General support is that support given to the supported force as a whole and not to any particular subdivision thereof.
Units assigned a general support relationship are positioned and have priorities established by their parent unit. immediate need of support and are not near their
organic or designated supporting unit.
Reinforcing is a support relationship requiring a force to support another supporting unit. Only like units (for
example, artillery to artillery) can be given a reinforcing mission. A unit assigned a reinforcing support relationship
retains its command relationship with its parent unit, but it is positioned by the reinforced unit.
General support—reinforcing is a support relationship assigned to a unit to support the force as a whole and
to reinforce another similar type unit. A unit assigned a general support—reinforcing support relationship is
positioned and has its priorities established by its parent unit and secondly by the reinforced unit.
FM 3-0, pg. B-7

While reinforcing and GS-reinforcing relationships are not commonly used by sustainment
units these relationships are valid for sustainment units and may be designated based on
support requirements. DS and GS are more typical. ATP 4-91, para 2-39

GS-R Example: Corps/ ESC/ SB/ CSSB is GS-R to a DSB/ DSSB

10
ATP 4-91, Table 2-2
 Command and General Staff School
Department of Sustainment and Force Management Building the Concept of Support
FM 4-0 (Sustainment Operations)

The “DR ACMS to the ER” process (R+-C=S)/R

Running Estimates

Receive the Determine Assess

Identify Shortfalls
Mission Requirements Capabilities
G1/G4/G8/Surgeon DSB SPO

Mitigate
Shortfalls
Sync Matrix Paragraph 4

Concept of Sustainment/ Synchronize with the

Annex F* Concept of Logistics Support Operational Plan
Sustainment Annex P Produce
Overlay Annex W

OPORD
Evaluate Risk
Annexes
*Annex D in joint orders 11
 Command and General Staff School
Department of Sustainment and Force Management
Requirements
 My basic load is 210 x 5.56mm.
• Fuel  I require 7.9 gallons of water per day for
drinking, personal hygiene, field feeding,
• Ammo heat injury treatment and PMCS.
 I consume three "quality" meals per day
• Maintenance consisting of a combination of unitized
• Medical group rations (UGR) and individual
operational rations (primarily MREs).
(“Three-Five-Mike Mike”or”35MM”)
“I AM A SOLDIER”

How do we determine or estimate requirements?

“I AM A BRADLEY”
 My basic load is 900 x 25mm, 2,400 x 7.62mm, and 7 x TOW.
 I consume 18GPH on cross country terrain.
 I have a crew of three and can carry a seven-Soldier infantry squad.
 I have a fuel capacity of 175gal and a range of 250mi/405km.
“I AM A TANK”
 My basic load is 40 x 120mm, 11,500 x 7.62mm, and 1,000 x .50 cal.
 At 20mph, I consume 60GPH; at idle, I still consume 30GPH.
 I have a crew of four.
 I have a fuel capacity of 500gal and a range of 275mi/443 km. 12
 Command and General Staff School
Department of Sustainment and Force Management Capabilities
AFSB
AFSB
AFSBn
AFSBn
ASCC
ASCC
Army
Armyfield
Army
fieldsupport
Armyfield
Army
supportbrigade
fieldsupport
Armyservice
brigade
supportbattalion
battalion
servicecomponent
component
command
command
Strategic Support Joint Security Area BSB
BSB
CBn
CBn
Brigade
Brigadesupport
supportbattalion
Contracting
battalion
Contractingbattalion
battalion
Area (Intra-theater) Corps support Brigade
CLSE
CLSE
M
Corps
Corpslogistics
logisticssupport
supportelement
element
XXXX Division CSB
CSB an Contracting
Contractingsupport
supportbrigade
Fi brigade
(Inter-theater) S130 area support
CSSB
CSSB
eu
Combat
Combatsustainment
sustainmentsupport
re support
DLA
ASCC
support area CT
CT ve
battalion
battalion
Contracting
Contractingteam
team s
Assigned /
S120 AFSB Attached DS or GS area DLA
DLA
DLSE
DLSE
r Defense
Defenselogistics
Division
logisticsagency
Divisionlogistics
agency
logisticssupport
supportelement
element
JTF PO
AFSBn
DS
DS Direct
Directsupport
support
RPOE XXX ESC MED DSSB
DSSB Division
Divisionsustainment
sustainmentsupport
support
SUST X
SPT
battalion
battalion
Assigned / SPT ESC Expeditionary
ESC Expeditionarysustainment
sustainment
CSB TMC
XXX MMB
Attached command
command
SUST TSC SUST DS or GS FH
FH Field
Fieldhospital
hospital
XX Assigned / FM
FM Financial
Financialmanagement
management
HRSC FMSC TMCE HC SUST DSB Attached/ FMSC
FMSC Financial
Financialmanagement
managementsupport
support
HROB SUST MED OPCON/ center
center
MED
SPT SPT
TACON FMSU
FMSU Financial
Financialmanagement
managementsupport
support
XX ø unit
unit
SUST TO/TD SUST DS/GS FM SUST HROB SUST FRSD
FRSD Forward
Forwardresuscitative
resuscitativesurgical
surgicaldet.
det.
HC MMB GS General
CSB DSSB CT GS Generalsupport
support
ø HC
HC Hospital
Hospitalcenter
center
SUST
ø
FM SUST HROB
HROB Human
Humanresources
resourcesoperations
operations
MCB CSSB FH MMT SUST FH branch
CSSB CSSB branch
CSSB CT HRSC Human
Humanresources
resourcessustainment
ø
FM HRSC sustainment
CSSB MMT center
center
MMB CLSE SUST HRSU Human
SUST
CSSB FMSU ø HRSU Humanresources
resourcessupport
supportunit
unit
CSSB CBn JTF
JTFPO
PO Joint
Jointtask
taskforce
forceport
portopening
opening
CSSB
FRSD MCB
MCB Movement
Movementcontrol
controlbattalion
battalion
MCT DLSE MCT Movement
HRSU MCT Movementcontrol
controlteam
team
MED
MED Medical
Medical
MMT
MMB
MMB Multifunctional
Multifunctionalmedical
medicalbattalion
battalion
MMT Military
Militarymail
mailterminal
Div. Close Area
ø
MMT terminal
PAT PAT
PAT Personnel
Personnelaccountability
accountabilityteam
team
RPOE
RPOE Rapid
Rapidport
portopening
openingelement
element
Div. Rear Area* SUST Sustainment
BCT SUST
TMC
TMC
Sustainment
Theater
TheaterMedical
MedicalCommand
Command
TMCE
TMCE Theater
Theatermovement
movementcontrol
control
Units are not capabilities Division element
element

Corps
TRANS
TRANS Div. Deep
Transportation
Transportation
They provide capabilities TSC
TSC
Area
Theater
Theatersustainment
sustainmentcommand
command

FLOT FSCL
Note: Many unit symbols are non-doctrinal and for representation only. 13
* The rear area will normally include the Support area DRAFT FM 4-0, Sustainment, FEB 23, Chapter 2
 Command and General Staff School
Department of Sustainment and Force Management Expeditionary Sustainment Command
• An expeditionary sustainment command (ESC) is assigned to the corps or
attached to a TSC or attached to a Field Army (not depicted).

• Headquarters plans, coordinates, integrates, synchronizes, monitors, and

controls sustainment operations within a JOA or AO.

• A task-organized unit that commands and controls sustainment structure

to support operational-level sustainment operations.

• Normally includes a corps logistics support element, movement control

battalion, and one or more sustainment brigades that are task-organized
with CSSBs.

• ESC commander may perform duties as corps DCG(S).

•Corps’ ESC maintains similar structure to any other ESC (only difference is
FM 4-0, Figure 2-13 command relationship).
• Sustainment Brigade ( TSC, TCS ESC or Corps ESC) • Division Sustainment Brigade (DSB)
• Can be attached (or assigned) to a corps ESC or TSC or TSC/ESC. • Assigned to the division.
• Provides multifunctional logistics capability. • Division commander determines the task organization.
• Coordinates and synchronizes tactical level sustainment operations. • Coordinates and synchronizes tactical-level sustainment
• Corps commander determines the task organization, if attached to a operations.
corps. • Organic DSSB and attached CSSB(s)(x5) or other functional
• Attached CSSBs and other functional BNs. BNs. 14
 Command and General Staff School
Department of Sustainment and Force Management
FM 4-0, Figure 2-27
Division Sustainment Brigade (DSB)
• A division sustainment brigade (DSB) is assigned to the
division.
• DSB commander serves as an advisor to division’s
deputy commanding general (support) and the CG.
• DSB has two organic battalions (DSTB and DSSB) and
can command up to five attached/assigned battalions
(multi-functional (CSSBs) or functional BNs (POL SPT
BN).
• Integrates, synchronizes, and executes tactical-level
sustainment operations at echelon.
• Provides direct support to division units and general
support to non-divisional units in division’s AO.
• The DSB and its subordinate units must be able to
move and displace at the pace of large-scale combat
operations. 15
 Command and General Staff School
Department of Sustainment and Force Management Brigade Support Battalion (BSB)
• A brigade support battalion (BSB) is organic to each
brigade combat team.

• Organic distribution, maintenance, and medical (Role 2)

companies that provide general support to the BCT.

• Forward support companies that provide direct support

to specific supported battalions with dedicated assets.
FM 4-0, Figure 2-33
• Tailored to the BCT which it is assigned (e.g., ABCT BSB
has more fuel distribution capacity).

• Central point for sustainment at brigade echelon.

Brigade support battalions (BSB) are tailored to the brigades they support but are generally organized as shown above. The field
maintenance company (FMC) provides maintenance for units in the brigade support area (BSA) and limited support to the
forward support companies (FSC). The brigade support medical company (BSMC) can be augmented with a forward resuscitative
surgical team (FRSD) (likely TACON to BCT) to provide a resuscitative surgical capability.

ATP 4-90, Brigade Support Battalion, Jun 20, Figure 1-1 16

Command and General Staff School
Department of Sustainment and Force Management The Brigade Support Area (BSA)
The BSA is the sustainment (logistics, medical, personnel, and administrative) node for the BCT, and
is the BSB’s terrain from which to conduct sustainment operations. Due to varying number of units
occupying the BSA, in addition to the BSB and base companies, the size may vary greatly, but is
typically quite large. As general planning factor, the BSB occupies an area approximately 4km x 7km.

Planning
Planning factors
factors for
for establishing
establishing aa BSA:
BSA:  HHC,
 HHC, BCT
BCT (sometimes)
(sometimes)
•• Location:
Location: METT-TC
METT-TC (BCT
(BCT S-3
S-3 and
and BSB
BSB  BCT
 BCT main
main CP
CP sustainment
sustainment cell,
cell,
CDR)
CDR) (potentially)
(potentially)
 Close
Close enough
enough to to provide
provide responsive
responsive  Maneuver
 Maneuver company
company (security)
(security)
support
support •• Size
Size (Considerations):
(Considerations):
 Close
Close to
to MSR
MSR  Minimum
 Minimum safe
safe distance
distance (ammo)
(ammo)
 Out
Out ofof enemy
enemy medium
medium artillery
artillery  Compatibility
 Compatibility
range
range (fuel/water/DFAC/latrines)
(fuel/water/DFAC/latrines)
 Away
Away from
from likely
likely enemy
enemy avenues
avenues ofof  Medical
 Medical facility
facility
Fort Leavenworth
approach
approach  Mortuary
 Mortuary affairs
affairs
•• Likely
Likely BSA
BSA Occupants:
Occupants:  BSA
 BSA defense
defense (size
(size of
of the
the perimeter)
perimeter)
4km x 7km  BSB
BSB  Number
 Number ofof occupants
occupants
 Battalion
Battalion field
field trains
trains (FTCP)
(FTCP)

BSA can only defeat a Level I threat (Squad Level) unless augmented with
addition security forces.
FM 4-0, Sustainment Operations, Jul 19, Figure 5-2, p. 5-15 ATP 4-90, Brigade Support Battalion, June 20, Chapter 4 FM 3-96, Brigade Combat Teams, Oct 15, p 9-23 to 9-24
17
 Command and General Staff School
Department of Sustainment and Force Management The Brigade Support Area (BSA), Base Cluster
If a base cluster is used, the commander designated with the control of the BSA executes terrain management to locate a base
for each element in the BSA and designates a unit responsible for controlling each base. The commander controlling the BSA does
so from the battalion main CP. Security, communications capability, proximity to road network, and other factors influence base
placement. A base cluster dispersion complicates enemy detection and targeting.
Planning
Planning factors
factors for
for establishing
establishing aa BSA:
BSA:  HHC,
 HHC, BCT
BCT (sometimes)
(sometimes)
•• Location:
Location: METT-TC
METT-TC (BCT
(BCT S-3
S-3 and
and BSB
BSB  BCT
 BCT main
main CP
CP sustainment
sustainment cell,
cell,
CDR)
CDR) (potentially)
(potentially)
 Close
Close enough
enough to to provide
provide responsive
responsive  Maneuver
 Maneuver company
company (security)
(security)
support
support •• Size
Size (Considerations):
(Considerations):
 Close
Close to
to MSR
MSR  Minimum
 Minimum safe
safe distance
distance (ammo)
(ammo)
 Out
Out ofof enemy
enemy medium
medium artillery
artillery  Compatibility
 Compatibility
range
range (fuel/water/DFAC/latrines)
(fuel/water/DFAC/latrines)
 Away
Away from
from likely
likely enemy
enemy avenues
avenues ofof  Medical
 Medical facility
facility
approach
approach  Mortuary
 Mortuary affairs
affairs
•• Likely
Likely BSA
BSA Occupants:
Occupants:  BSA
 BSA defense
defense (size
(size of
of the
the perimeter)
perimeter)
Fort Leavenworth  BSB
BSB  Number
 Number ofof occupants
occupants
 Battalion
Battalion field
field trains
trains (FTCP)
(FTCP)
km
x7
4km
BSA can only defeat a Level I threat (Squad Level) unless augmented

?
with addition security forces.
Survivability vs Simplicity vs Responsiveness
How does a combined arms battalion echelon support forward?
18
ATP 4-90, Brigade Support Battalion, June 20, Figure 4-2
ATP 4-90, Brigade Support Battalion, June 20, Chapter 4
 Command and General Staff School
Department of Sustainment and Force Management
ATP 3-90.5, Figure 7-3a
Trains organization changes to best
support the operation.
The trains must maintain mobility to
keep pace with operations.
Trains
Echeloned sustainment forward of brigade support areas is
supported through three levels of trains:
Battalion Field Trains
• Normally collocated with or proximity of BSA (outside
tube artillery range).
• Includes assets not located with combat trains.
• Coordinates between battalion and BSB.
Battalion Combat Trains
• Normally at rear of battalion area (outside mortar
range).
• Usually BN maintenance (MCP), BN medical (BAS), and
emergency resupply, at a minimum.
• Bulk of FSC work centers around combat trains.
Company Trains
• Positioned to support company (outside direct fire
range).
• Unusually includes 1SG, MEDEVAC teams, supply
19
sergeant, armorer, and FSC field maintenance team.
Command and General Staff School
Department of Sustainment and Force Management
Brigade Support Areas (BSA) and Trains

– – –
FWD
SPT
BN Field Trains
Supply Rep (Armorer)
Maintenance Tm
Communication NCO
Combat Medic
II 1SG
Company Trains

BN
–
Combat
–
Trains
–
FWD MCP
SPT MCP

... .. .. II
1

CL III, V Recovery BAS Evac

Med Plt Tmt (BAS) Evac

FM 4-0, Sustainment, Jul19, Figure 5-2, p. 5-15 20

Command and General Staff School
Department of Sustainment and Force Management
Distribution Methods
Unit distribution –– Method
Unit distribution Method of
of distributing
distributing
supplies
supplies by
by which
which thethe receiving
receiving unit
unit isis issued
issued SPT
FWD
SPT

supplies
supplies in
in its
its own
own area,
area, with
with transportation
transportation
furnished
furnished byby the
the issuing
issuing agency.
agency.

Supply
Supply point
point distribution
distribution –– Method
Method ofof FWD
SPT

distributing
distributing supplies
supplies to
to the
the receiving
receiving unit
unit at
at aa LRP
supply
supply point;
point; the
the receiving
receiving unit
unit then
then moves
moves the
SPT
the
supplies
supplies to
to its
its own
own area
area using
using its
its own
own
transportation.
transportation.

TThroughput
hroughput distribution
distribution –– Method
Method of
of
distribution
distribution that
that bypasses
bypasses one
one or
or more
more
FWD
SPT

intermediate
intermediate supply
supply echelons
echelons in
in the
the supply
supply
SPT

system
system to
to avoid
avoid multiple
multiple handling.
handling.
ATP 4-90, Brigade Support Battalion, Jun 20, 6-4 to 6-10 21
 Command and General Staff School
Department of Sustainment and Force Management
Sustainment Myths and Legends
Forward Logistics Element (FLE)
• An element of task-organized multifunctional logistics assets designed to support fast-moving offensive operations.
• A FLE is temporary (i.e., until the BSB can catch up to maneuver forces).
• Size, composition, and duration are tailored to the mission.
Refuel on the Move (ROM)
• Refuel on the move can be tailored to many tactical situations, but the primary purpose is to extend reach and tempo
for the offensive operation.
• Ideally uses rear fuel assets while forward assets remain full.
• Could be used between engagements or to increase time on target.
• Any level unit can conduct refuel on the move operations to meet mission requirements.
Combat Configured Load (CCL)
• An ammunition-specific term that doctrine (FM 4-0) and practice expands to include all classes of supply.
• Pre-configured loads to support unit types  could be further tailored to mission configured loads (MCL) to support
type of operation (e.g., offense or defense).
• Combat-configured loads are packages of potable and non-potable water; CBRN defense supplies; barrier materials;
ammunition; POL; medical supplies; and repair parts tailored to a specific size unit.
Days of Supply (DOS)
• Term frequently used, but seldom defined  ambiguity problem when understood with different definitions.
• What constitutes a ‘day of supply’ can fluctuate wildly based on operational variables.
• Days of supply is a great common denominator but cannot replace the math and deliberate planning to determine
requirements and capabilities. 22
 Command and General Staff School
Department of Sustainment and Force Management
Sustainment Planning Considerations
Principles of
Science Sustainment
Art
What / Numbers Who, Where, When, Why, & How
Control Measures: Functions: Locations:
Requirement vs. Capabilities Comparison
Maintenance BSA/LSA
(Contained in Sustainment Running Estimates) Trans/Distro MSR/ASR
Supply Field Trains
Requirements: Capabilities: Concept
Field Service CBT Trains
Supported Population Current Readiness OCS
of
CO Trains
NGO/IGO/IDP/EPW/HA Task Organization Gen. Eng.
Sustainment
FLE
Consumption Rates Sustainment Units HSS/AHS Supply Points
Historical Data Equipment Capabilities Pers. Srvs. OPORD
Automated Tools Unit Loads Sust. Units: Annex F
Staff Coordination Days of Supply Sust. Phases FSC
Equipment types & Densities Preconfigured Packages BSB Graphics/
Priorities: CSSB Sketch
Time/Distance Factors Prepositioning Support SBDE
LOGSTATs LOGCAP Supply ESC Sync
Required Supply Rate Host Nation Support Movement TSC Matrix
Common User Logistics Controlled Supply Rate Forward MEDCOM (DS)
Common User Logistics Rearward
MED BDE
Maintenance CSH
Pers. Repl. Branches & Sequels
Identifies any Shortfalls/Excess Capacity MCAS

Distro Methods:
Risks & Mitigation?
Unit, Supply Point, Throughput

S140 – Tactical Sustainment, May 2023 CCIR/ Decision Points = “Triggers”/ On Order, BPT 23
DSFM- Executive Summary # 4
(References ST 4-1, ADP 3-0, ADP 1-02, ATP 4-90)
Command and General Staff School
Department of Sustainment and Force Management
Military Decision-Making Process
Staff Estimates
Sustainment Sync
h Matrix

OPORD, Para 4, An
nexes Sustainment Overl
ay

ATP 4-90, Brigade Support Battalion, Jun 20, p. 3-10 to 3-11 ST 4-1, SUSTAINMENT: Doctrinal Extracts and New Concepts, Jun 20, Chapter 224
 Command and General Staff School
Department of Sustainment and Force Management
Concept of Sustainment Example
Priority of Support:

Example
MSR X-RAY II 1 /4 BCT, 1/25 BCT, 3 TU BDE……….
85 CSSB
X Priority of Supply:
4 SUS Class III, V, IX……..
LSA
Priority of Maintenance:
M2, M109, M1……
II
MSR Kansas 10 BSB Priority of Movement (Forward):
III
2 Combat Units, Class III, Engineer
BSA MSR Missouri CLR

II BSA Priority of Movement

25 BSB (Rearward):
Medical Evac, Combat Vehicle
BSA Recovery and Evac, Engineer
MSR Illinois Equipment

II Risks and Mitigation:

LEGEND 4 BSB 1. GLOC Congestion:
- MCTs
Support Area
BSA - Controlled Routes
Supply Route - Engineer Mobility Efforts
Rail Line 2. Class III Throughput:
Key Bridge - Forward Stocks
- Host Nation Storage
C130 Airfield 3. Support to HA:
C17 Airfield - Contracts
Port - NGOs Run Camps
SUSTAINMENT
KEY LOGISTICSFOCUS
TASKS
Phase 1: Phase 2: Phase 3: Phase 4: Phase 5:
-Prep CL III and V Stocks - Push Class III Fwd - Class V Resupply - Class IV Push - Redeployment
- Movement to TAA - Prep Class V packages - Emergency Resupply - Support HA - Retrograde Supplies/Equip
- Class V at Port - Maintain GLOCs - Medical Evac - GLOC Movement - Spt to Enduring Bases
- Maintain GLOCs - Establish Med Tmt - Prep Class IV Push - Synch w/Agencies - Start Reset on Equip 29
- Port Throughput/Visibility
 Required vs. Controlled Supply Rate
Command and General Staff School
Department of Sustainment and Force Management

• The required supply rate (RSR) is an estimated amount of ammunition needed to sustain tactical operations, without
ammunition expenditure restrictions, over a specified time period. RSR computation is a bottom-up not a logistics function.
• The controlled supply rate (CSR) is the rate of ammunition consumption that can be supported considering availability,
facilities, and transportation.
When the RSR is greater than the CSR you have a shortfall.
Example: You are 3/4 ID. Your mission is to attack to seize OBJ MADISON and control OBJs MONROE. In order to do this, you must execute a
wet gap crossing of Stranger Creek and breach at least one obstacle belt. Both of these operations typically require obscuration from 155mm
smoke and you’ve determined you need at least three hours of 1000m-wide screen to conduct the wet gap crossing. Per ANNEX F
(SUSTAINMENT) TO OPORD 4ID-21-004, there is a CSR of 8x Rounds / System / Day for 155mm, SMK (M825) D528.

Determine Requirements Assess Capability Mitigate Shortfall

Fires & M2 Fires and Sustainment Sustainment & M2

SMOKE Your BDE has enough rounds for 135

3/4 ABCT minutes of 1000m x 50m screen a day.
Desired Effect given 6-10kn crosswind 3-29 FA

Obscuration – 1000m x 50m Is this enough?

18 M109A6
12 rounds initial + 5 rounds every 5 min What are options to mitigate?
x 8 r/s/d CSR
15 min = 22 rounds 180 min = 187 rounds 144 Rounds / Day Where does this analysis fit in MDMP?
30 min = 37 rounds 240 min = 247 rounds
60 min = 67 rounds How does this impact your WfF?
120 min = 127 rounds 30
 Command and General Staff School
Department of Sustainment and Force Management
Who contributes to Sustainment Planning in a BCT?
BCT Executive Officer
• Provides oversight of sustainment planning for the BCT CDR.
• Directs, coordinates, supervises, and synchronizes the work of the
staff to ensure the staff is integrated and aligned with the BCT CDR’s
priorities.
• Ensures concept of sustainment is synchronized with scheme of
maneuver.
• Provides oversight over the BCT maintenance status.
• Sets priorities for the BCT staff sustainment cell.
• Supervises contract operations for the BCT.
BCT S-3
• Recommends priorities for allocating critical resources of the BCT,
including time, personnel, supplies, & equipment.
• Serves as brigade terrain manager.
• Integrates all WFF into planning & operations.
• Develops the ammunition required supply rate (RSR).
• Plans BCT unit movements, to include deployments.
Prepares Annex A (Task Organization), Annex C (Operations), Annex L (Information
Collection), Annex M (Assessment), Annex R (Reports), Annex V (Interagency Coordination),
& Annex Z (Distribution)
BCT S-1
• Principal staff officer for HR support (MIL and ACP).
• Plans, provides, & coordinates delivery of HR support & services to
all BCT personnel assigned/attached.
• Maintains unit strength & personnel accountability statuses.
• Prepares personnel estimates & annexes.
• Plans casualty replacement operations.
• Assists SPO plan EPW & IDP movement.
• Plans the BCT postal operation plan.
• Conducts essential BCT personnel services.
Provides input for Para. 4; prepares a portion of Annex F (Sustainment).
BCT Officers in Sustainment Planning
BCT S-4
• Principal staff officer responsible for logistics planning/opns.
• Develops the logistics plan to support BCT.
• Ensures BSB integration & coordination of log requirements.
• Coordinates with DIV for current/future support requirements.
• Conducts logistics preparation of the battlefield.
• Manages LOGSTAT reporting for the BCT.
• Monitors & analyzes BCT equipment readiness.
• Plans special trans missions, deployment, inter-theater mvmt.
BCT S-8
• Principal staff officer responsible for finance operations (FO) &
resource management (RO)
• Plans FO/RO support for BCT
 FO=commercial vendor services & contractual payments, various pay &
disbursing services, oversees & manages the Army’s Banking Program &
implements FM policies & guidance
 RO=advice & recommendations to the CDR, identifying sources of funds,
forecasting, capturing, analyzing & managing costs; acquiring funds,
distributing & controlling funds; tracking costs & obligations; establishing &
managing reimbursement processes; & establishing & managing the Army
MICP
Provides input for Para. 4; prepares a portion of Annex F (Sustainment).
BCT Surgeon
• Is the personal staff officer responsible for HSS and FHP.
• Advises CDR on the physical & mental health of BCT and provides
mitigation measures for the risk to force.
• Manages HSS activities and coordinates implementation.
• Provides HSS & FHP planning support to BCT:
 HSS=casualty care, medical evacuation, & medical logistics.
 FHP=preventive medicine, veterinary services, preventive dentistry, &
combat & operational stress control, & the area medical laboratory.
• Maintains medical common operating picture.
Provides input for Para. 4; Prepares Annex F (Sustainment) & a portion of Annex E
(Protection).
BCT Chaplain
• Serves as religious leader & religious staff advisor.
• Ensure the free exercise of religion.
• Provides tech supervision of subordinate chaplains & UMTs.
• Advises CDR & staff on religion, morals, morale, and ethical issues,
both within the BCT & throughout AO.
• Develops plans, policies, & programs for religious support.
• Coordinates & synchronizes area & denominational coverage.
• Coordinates & synchronizes all tactical, logistical, & administrative
actions for religious support operations.
BSB Commander
• Is the BCT’s senior logistician.
• Responsible for sustainment synchronization and execution across
the BCT’s area of operations.
• Executes the BCT’s concept of sustainment.
• Advises the BCT CDR on all aspects of BCT sustainment support.
• Coaches both BSB and the BCT staff on importance of synchronized
logistics and health service support.
BSB Support Operations Officer (SPO)
• Principal staff officer responsible for coordinating/ synchronizing
SUST operations for all BCT units assigned/attached units.
• Develops concept of support and distribution/LOGPAC plan.
• Coordinates external support requirements w/ BCT S-4, division
logistics staff officer, SBDE, & MED BDE.
• Plans, prepares, & oversees SUST support tasks within the BCT's area
of operation.
• Maintains LCOP within each formation and throughout the BCT to
ensure timely delivery of required support. ATP
• Coordinates BCT orders for execution of support operations.
31
Command and General Staff School Division Officers in Sustainment
Planning
Department of Sustainment and Force Management

The purpose of sustainment at the division

echelon is to build and maintain combat
power. Sustainment planners ensure that the
division synchronizes the four primary
sustainment elements of logistics, personnel
services, financial management, and health
service support (HSS). These elements enable
operational readiness, endurance, and tempo
to accomplish the commander’s objectives.
ATP 4-91, para 2-1

ATP -4-91, Figure 2-2. Staff contributions to sustainment

Command and General Staff School
Department of Sustainment and Force Management
Practical Exercise Instructions (1 of 2)
 Each warfighting function group will have 20 minutes to discusses the following
questions/topics and captures answers on the white boards.
 Each group will have five minutes to brief their answers with an additional five minutes
for questions and feedback.
Intelligence – Movement & Maneuver Command and Control - Sustainment
Fires Protection

33
Command and General Staff School
Department of Sustainment and Force Management
Practical Exercise Instructions (2 of 2)
All Groups answer the following two questions.
• What's most important sustainment considerations during all three types of
operations (offense, defense, and stability) for success?
• What are some unique sustainment requirements during the three types of
operations?

Sustainment WfF questions

• What requirements are is the sustainment WfF most concerned with during
offensive, defensive, and stability operations?
• What assistance does sustainment units need from the five other WfFs?

Other WfFs questions

• What does sustainment do to enable your WfF offensive, defensive, and stability
during the operations discussed above?
34
 Command and General Staff School
Department of Sustainment and Force Management
Where Do Good Plans Fail?
In Execution!

Planning documents should be living, breathing, action plans.

• A running estimate is running because it should be continually updated.
• A sync matrix only syncs operations if it is current (and rehearsed).
• A LOGSTAT report only works if it is used (the right information, at the right time, with the right feedback).

Sustainment is a critical part of the operational framework.

• What operations are ongoing? What’s next?
• What is the current sustaining operation? What else can sustainment do to support the overall plan?
• What is the current main effort? What is the priority of support? What is the next transition?

Requirements vs Capabilities
• Where and when are shortfalls going to happen? Mitigation measures
• Logistics Estimates, must update and keep updating (running estimate), not one and done.
• Future operations?
35
Command and General Staff School
Department of Sustainment and Force Management S141 Top Five Takeaways

• The Army sustainment warfighting function elements consists of logistics, financial

management, personnel services, and health service support.
• The science of sustainment planning concentrates on determining requirements (supported
units) and assessing capabilities (sustainment units).
• A good sustainment plan enables the effective application of combat power through the use
of the operational framework and the principles of sustainment to recommend priorities and
resource allocation.
• Develop an understanding of the sustainment units supporting tactical organizations (in both
command and support relationships) and how the are employed.
• The art of sustainment planning concentrates on mitigating shortfalls and evaluating risk to
create sustainment plans that ensure freedom of action, extended operational reach, and
prolong endurance. 36
Command and General Staff School
Department of Sustainment and Force Management S142 Key Takeaways
Fiscal Law and Appropriations.
• Tenants guide how funds are spend…ensure that the SJA and the G8 review.
• Stay within your lane on spending – mainly “OMA.”
Fiscal Systems: GCSS-A, DHMLS, GFEBS, others.
• Understand the key reports.
• Know who has the authorities within each system.
Who to contact for help
• Know the supporting units – both in garrison and operational events.
• Develop relationship and understand their policies, timelines, requirements.
Managing an organization/unit is difficult and time consuming.
• Ensure that the right people are involved in meetings – keep communications open!!
• Required leadership involvement and development of subordinates.
• Understand role of the budget cycle and the CAER Program.
Fiscal stewardship is the result of good budget management.
• Integration, anticipation, and planning for end of year funds is key.
• Develop UFR packets early. Watch out for UACs.
• Focus on unit cost drivers.
37
Command and General Staff School
Department of Sustainment and Force Management

Backup

38
Command and General Staff School
Department of Sustainment and Force Management Rear and Support Area Operations Considerations
Rear Operations Considerations
• C2.
• Information collection activities to detect enemy
forces.
• Establishment and maintenance of routes.
• Terrain management.
• Movement control.
• Protection of critical friendly capabilities.
• Information activities.
• Infrastructure repair and improvement.
• Defeating bypassed forces and continuing to
consolidate gains.
• Minimum-essential stability tasks which are—
• Establish civil security.
• Provide immediate needs (access to food, water,
shelter, and medical treatment).
• Coordination with host-nation and multinational
governmental organizations.
• Adjusting to shifts in the unit and subordinate rear
boundaries.
• Integration of new units into the division or corps.
Support Area Considerations
• Desired tempo.
• Enemy maneuver and fires units that threaten current and
future support area operations.
• Additional forces required to protect the support area.
• C2 nodes that will occupy the support area.
• Command-support relationships between units in the
support area.
• Transportation networks (road, rail, inland waterways,
and air) into and out of the area.
• Protection from enemy indirect fire assets.
• Survivability.
• Dispersion, terrain management, and defensive
responsibilities.
• Displacement considerations based upon the overall
operation.
• Movement control into, through, and out of the support
area.
Commanders establish rear operations
before they can conduct deep and close
operations. FM 3-0, pg 3-30 39
 Command and General Staff School
Department of Sustainment and Force Management The Brigade Support Area (BSA)
The BSA is the sustainment (logistics, medical, personnel, and administrative) node for the BCT, and is the BSB’s terrain from
which to conduct sustainment operations. Due to varying number of units occupying the BSA, in addition to the BSB and base
companies, the size may vary greatly, but is typically quite large. As general planning factor, the BSB occupies an area
approximately 4km x 7km.
BSA Location Considerations
• Location: METT-TC (BCT S-3 and BSB CDR)
 Cover and concealment (natural terrain or man-made structures).
 Room for dispersion.
 Level, firm ground to support vehicle traffic and sustainment operations.
 Suitable helicopter landing sites.
 Distance from known or templated enemy indirect fire assets. Out of enemy medium artillery range
 Good road or trail networks.
 Good routes in and out of the area (preferably separate routes going in and going out).
 Access to lateral routes.
 Good access or positioned along the main supply route.
 Positioned away from likely enemy avenues of approach
Fort Leavenworth
• Likely Occupants:
 BSB
4km x 7km  BNs’ field trains (FTCP)
 HHC, BCT(ALT CP) BSA can only defeat a Level I
 BCT main CP sustainment cell, potentially
• Size (Considerations): threat (Squad Level) unless
 Minimum safe distance (ammo) augmented with addition
 Compatibility (fuel/water/DFAC/latrines)
 Medical facility security forces.
 Mortuary affairs
 BSA defense (size of the perimeter)
ATP 4-90, Brigade Support Battalion, June 20, Chapter 4  Number of occupants 40
FM 3-96, Brigade Combat Teams, Jan 21, p 9-37 to 9-40
 Command and General Staff School
Department of Sustainment and Force Management The Brigade Support Area (BSA), Base Cluster
If a base cluster is used, the commander designated with the control of the BSA executes terrain management to locate a base
for each element in the BSA and designates a unit responsible for controlling each base. The commander controlling the BSA does
so from the battalion main CP. Security, communications capability, proximity to road network, and other factors influence base
placement. A base cluster dispersion complicates enemy detection and targeting

BSA Location Considerations

• Location: METT-TC (BCT S-3 and BSB CDR)
 Cover and concealment (natural terrain or man-made structures).
 Room for dispersion.
 Level, firm ground to support vehicle traffic and sustainment operations.
 Suitable helicopter landing sites.
 Distance from known or templated enemy indirect fire assets. Out of enemy medium artillery range
 Good road or trail networks.
 Good routes in and out of the area (preferably separate routes going in and going out).
 Access to lateral routes.
 Good access or positioned along the main supply route.
 Positioned away from likely enemy avenues of approach
• Likely Occupants:
 BSB
Fort Leavenworth
 BNs’ field trains (FTCP) BSA can only defeat a Level I threat
km
x7
 HHC, BCT(ALT CP)
(Squad Level) unless augmented
4km
 BCT main CP sustainment cell, potentially
• Size (Considerations): with addition security forces.
 Minimum safe distance (ammo)
 Compatibility (fuel/water/DFAC/latrines)
 Medical facility

?
 Mortuary affairs
How does a Combined Arms Battalion
Survivability vs Simplicity vs Responsiveness  BSA Cluster defense
 Number of occupants echelon support forward? 41
ATP 4-90, Brigade Support Battalion, June 20, Figure 4-2
ATP 4-90, Brigade Support Battalion, June 20, Chapter 4
 Command and General Staff School
Department of Sustainment and Force Management Methods of Distro and Resupply;
Techniques of Resupply
Methods of Resupply
1. Planned Resupply For each resupply method there is a
2. Emergency Resupply
distribution method, and for each distribution
method there are several resupply
Methods of Distribution techniques.
1. Unit Distribution
2. Supply Point Distribution
3. Throughput Distribution

Techniques of Resupply
1. Logistics Release Point (LRP)
2. Aerial Delivery (Fixed-Wing and Rotary Wing)
Units can utilize different techniques to perform 3. Refuel On the Move(ROM)
supply point and unit distribution operations. 4. Forward Arming and Refueling Point(FARP)
(ATP-4-90, para 6-17) 5. Logistics Package (LOGPAC)
6. Pre-positioned Supplies
7. Cache
8. Modular System Exchange Operations
42
 Command and General Staff School
Department of Sustainment and Force Management Tactical Sustainment Steps and
Procedures During MDMP
Sustainment planning in large-scale combat operations requires working with imperfect data to rapidly get to a decision that is feasible,
acceptable, and executable. ATP 4-91, App. C

ATP 4-91,Appendix C
 Command and General Staff School
Department of Sustainment and Force Management Tactical Sustainment Steps and
Procedures During MDMP

ATP 4-91,Appendix C
 Command and General Staff School
Department of Sustainment and Force Management Tactical Sustainment Steps and
Procedures During MDMP

ATP 4-91,Appendix C
 Command and General Staff School
Department of Sustainment and Force Management Tactical Sustainment Steps and
Procedures During MDMP

ATP 4-91,Appendix C
 BSB MSN:
Command and General Staff School BCT: Concept of Support/Sustainment
Department of Sustainment and Force Management

Place units and graphic control measures that (Narrative) Phase begins w/ (event) and ends w/ (event)
explain the narrative

hi cs Critical Events –
ap
Gr
nd
a pa
M Decision Points/Trigger Points-

Graphical representation of written order Logistics Focus –

Allows for a logistics COP

Risk/Mitigation

Logistics/ Sustainment Synchronization Matrix:

- Depending on size, length, complexity of operation
Phase 0 Phase 1 Phase 2
Unit D-3 D-2 D-1 D-day D+1 D+2 D+3
1-21 CAB 20k CLIII/ CLI / 5k BW

1-22 CAB
1-23CAB
1-20 CAV
1-33 BEB
1-56 FA CLV: 150 RNDs DODAAC X/

FLE( 40K CLIIIB)/ CLI 20BW

678 BSB
51
Of Note: This is not the complete CoS, but only highlights key points
 Supply
BCT:
Command and General Concept
Staff School ofPriority of Support: List unit names by Priority of Supply:
priority.
Support/Sustainment
Department of Sustainment and Force Management CLI: type rations / ration cycle / (M-M-A/ 2-2-3)
Bottled Water: planning requirements
CLII: as required
CLIIIB: requirements vs. capabilities, shortfalls (if any),
Format: mitigation measures (if required) (RCSM)
Not all encompassing nor exclusive, use as re-supply plan / CLIII pts / ROM sites/
required for the concept of support that fits CLIV: requirements vs. capabilities, shortfalls (if any), mitigation
measures (if required)
your unit and AOR CLV: requirements vs. capabilities, shortfalls (if any), mitigation
measures (if required). RSR vs. CSR / combat load locations /
mission configured loads (MCLs)/
CLVI: as required (after the fight!)
CLVII: ORF availability, type / location

hi cs CLVIII: Med log needs to address, specific locations for resupply,

ap push packages, critical shortages

Gr CLIX: pacing item ASL / shot stock percentage OH, major As,
nd
pa
critical shortages (mitigation)

Ma CLX: requirements vs. capabilities, shortfalls (if any), mitigation

measures (if required)
Field Services
Rigger: AD emergency resupply availability, time, coordination
measures
Graphical representation of written order SLCR: availability or time, date, location(s)
Allows for a logistics COP Mortuary Affairs: MACPs/ TMACP, time, date, location(s)
ROWPU Ops: bulk water requirements and availability
Of Note: This is not the complete CoS, but only highlights key points Maintenance
Priority of maintenance:
Operational Contract Support (OCS): Types include: theater(local), external (LOGCAP), FMT & MCP locations / recovery evacuation procedures/
system support (TACOM LARs) control substitution / cannibalization (if auth.)
General Engineering: non-combat engineering, construction, repair, maintenance, Transportation/ Distro
infrastructure, LOCs, terrain modification and repair MSR(s)/ASR(s)(Need to coordinate w/ M2 warfighting functions
prior) / priority forward and rearward / intermodal ops / modes
Medical: / terminal ops APOD/ SPOD
MEDEVAC(Air/GND)/AXP locations / FRSD locations (as req.) Role 1-3 locations / PM / Trailer transfer points (TTP)/flat-rack exchange pts, time, date,
veterinary / behavioral health / dental location(s)/ “how” unit, supply pt., throughput
Personnel Services:
casualty estimates 52
postal operations / finance management (FM) / religious support / band / legal