z
Facilitating individual freedom of worship and observation of holy days according to Army regulations and mission requirements.
z
Advising the commander on morals and morale as affected by religion and the impact of indigenous religions.
z
Advising the commander on the ethical impact of command decisions, policies, and procedures.
z
Resolving medical treatment, religious and ethical issues, religious apparel issues, and religious dietary restrictions in accordance with Army Regulation (AR) 600-20.
z
Respecting the constitutional, statutory, and regulatory requirements ensuring freedom of religion for every Soldier, family member, and authorized civilian.
A-34. The unit ministry team is a task-organized team designed to support the religious, spiritual, and ethical needs of Soldiers and their families, members of other Services, and authorized civilians. The corps chaplain section advises the corps commanding general and supports the full corps by—
z
Giving guidance from the commanding general in coordination with other staff.
z
Establishing links with representatives of joint, multinational, interagency, faith-based organizations and religious leaders of the host nation.
z
Planning and executing religious support for corps operations.
z
Monitoring religious support in major subordinate commands.
z
Executing support operations to sustain subordinate Army forces.
A-35. Additional chaplain resources may provide direct support and general support to the corps and other unit ministry teams depending on the mission and where assigned. See FM 1-05.
Band Support
A-36. The corps commanding general determines what musical assets are necessary in the corps AO. Bands are designed with the flexibility to employ musical performance teams in support of military operations.
The corps assistant chief of staff for sustainment is the coordinating staff element responsible for band operations.
LOGISTICS
A-37. Logistics is the military art and science of carrying out the movement and maintenance of forces.
Logistics includes maintenance, transportation, supply, field services, distribution, operational contract support, and general engineering support.
A-38. The corps main CP sustainment cell provides oversight for corps logistic operations. Major responsibilities include—
z
Developing the corps operation plan service support annex.
z
Coordinating external logistic support.
z
Formulating policy, procedures, and directives related to materiel readiness.
z
Formulating and implementing policy and procedures for classes of supply and related services.
z
Monitoring and reporting the status of corps logistic automated information systems.
z
Coordinating with internal and external activities and agencies regarding mobility operations.
z
Monitoring corps logistic operations.
Maintenance
A-39. The Army uses a two-level maintenance system: field maintenance and sustainment maintenance.
Field maintenance is repair and return to user. Field maintenance relies upon line replaceable unit and A-6
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component replacement, battle damage assessment and repair, recovery, and services to return end items to a serviceable condition. Sustainment maintenance is repair and return to supply system. See FM 4-30.3.
A-40. TSC field maintenance activities involve collecting and analyzing maintenance data and reports.
Such activities enable the TSC to enforce Army Service component command priorities relating to the repair of specific types of equipment or support of specific units. These same activities provide the means to identify significant trends and deviations from established standards. Hence, TSC maintenance managers can take action to ensure the maximum number of combat systems remain fully mission capable. TSC
actions may include disseminating technical information and allocating or reallocating resources and capabilities to support maintenance requirements.
Transportation
A-41. Corps transportation requirements beyond organic lift capabilities are supported by the TSC and ESC. Collaborative planning enables units to use transportation assets efficiently and to move supplies, personnel, equipment, and units in support of corps operations. Movement throughout the theater is controlled by the TSC movement control battalion and its subordinate movement control teams. See FM 55-1.
A-42. Movement control teams process movement requests and arrange transport for moving personnel, equipment, and supplies. They process convoy clearance requests and special hauling permits. Movement control teams coordinate with the movement control battalion for the optimal mode (air, rail, inland waterway, or highway) for unprogrammed moves. These teams commit mode operators from the sustainment brigade, the logistics civil augmentation program, multinational elements, and the host nation.
A-43. The corps main CP deals with three elements of the transportation and distribution system: mode operations (how it gets there), terminal operations (how it is received and processed), and movement control (how it moves about the corps AO). While monitoring all three, the corps is most concerned with the latter. Movement control is the planning, routing, scheduling, controlling, and coordinating personnel, units, equipment, and supplies moving over multiple lines of communications. It involves synchronizing and integrating logistics efforts with other elements that span the spectrum of conflict. The corps can facilitate mission accomplishment by ensuring controlled movement of all elements. Several elements of the corps main CP focus on movement. In the main CP, the G-4’s transportation element plans and monitors movement in the corps AO. The movement and maneuver cell executes terrain management for the commanding general.
Supply
A-44. Supply operations within the corps are conducted in accordance with the corps operation plan service support annex and related polices and directives. TSC directed supply and resupply actions are executed in accordance with priorities of support established by the Army Service component command. Collaboration and coordination between corps and TSC planners provides for seamless integration and synchronization with corps operations. See FM 10-27.
A-45. Typically, during the early stages of a major operation, the TSC pushes certain classes of supplies (I, IIIB, and V) to subordinate sustainment brigades and supported units. The supplies pushed stem from an analysis of the applicable supported operation plan, supported commander’s priorities, and planning factors. The TSC may rely on Army pre-positioned stocks to meet initial surge requirements for sustainment. As distribution capabilities expand, a pull system is implemented to achieve greater effectiveness and efficiencies.
A-46. The TSC provides all classes of supply (less class VIII) and related services necessary to sustain Army forces throughout a major operation in the quantities and at the time and place needed. This capability includes requesting, receiving, producing, procuring, storing, protecting, relocating, and issuing the necessary supplies and services. It also includes building the necessary stockage levels in staging areas for conducting the operation and collecting, providing, and processing in-transit visibility data.
A-47. Based on parameter settings established by the TSC, the corps and theater automatic data processing service center determines if the requested item is available from within the theater and directs a materiel 26 November 2010
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release order to the sustainment brigade capable of satisfying the requirement. In most instances, the processing service center automatically performs these actions in accordance with TSC-controlled parameter settings that include referral tables. Such centralized control and decentralized execution enables responsive and agile support throughout the theater, effectively minimizing customer wait time.
Field Services
A-48. The TSC plans, resources, monitors, and analyzes field services support to deployed Army forces.
TSC field services operations include field laundry, showers, light textile repair, force provider, mortuary affairs, aerial delivery support, and coordination with Defense Logistics Agency for hazardous waste removal. FMI 4-93.2 discusses the field services support in detail.
Distribution
A-49. The Army distribution system is designed to optimize available infrastructure, reduce response time, maximize throughput, and support time-definite delivery. Effective distribution management synchronizes and optimizes the various subelements of the distribution system. Methods may include, but are not limited to—
z
Maximizing containerization.
z
Increasing standardized transportation and materials handling equipment.
z
Integrating aerial resupply as a routine method of delivery.
z
Synchronizing and integrating retrograde operations across all available transportation modes.
z
Reducing storage.
z
Reducing transportation mode transfer handling requirements.
z
Increasing in-transit visibility in an AO or joint operations area (JOA).
A-50. The TSC is the distribution manager of the intra-theater segment of the global distribution system. If an ESC is deployed, it performs the role of distribution manager for its specified theater of operations or JOA. The ESC and sustainment brigades monitor, track, and execute distribution operations in accordance with TSC guidance. TSC distribution managers conduct parallel and collaborative planning with the corps headquarters to help effectively execute distribution operations throughout the corps AO.
A-51. TSC distribution managers—
z
Synchronize materiel and movement management operations by maintaining logistics situational understanding through a common operational picture.
z
Ensure visibility of theater distribution assets, including international organization for standardization shipping containers, aerial delivery platforms, and palletized loading system flatracks.
z
Enforce established theater priorities established by the TSC or the Army Service component command.
z
Maintain continuous liaison with the corps to ensure the uninterrupted flow of materiel, units, personnel, mail, and other goods.
z
Synchronize retrograde support operations with an established return priority of international organization for standardization shipping containers, aerial delivery platforms, and flatracks to the distribution system.
z
Coordinate directly with the theater aviation command or designated theater aviation brigades G-3 or operations staff officer (S-3) to move commodities via rotary- or fixed-wing aircraft.
z
Advise the commander on the use of air movement to support distribution operations.
Operational Contract Support
A-52. Operational contract support provides additional sources of support for required supplies and services. Because of the cost of repair, complexity, system uniqueness, and maintenance capabilities, many systems are and will continue to be supported using operational contract support. The unique challenges of A-8
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operational contract support require that the corps commander and staff fully understand their roles in planning for and managing contract support. Currently, three broad categories of contracted support exist: z
Theater support.
z
External support.
z
System support.
A-53. Theater support contracts are prearranged contracts, or contracts awarded from the mission area, by contracting officers under the command and control of the contracting support brigade or joint theater support contracting command. Contracting officers use these contracts to acquire goods, services, and minor construction support, usually from local commercial sources, to meet the immediate needs of commanders. Typically, commanders associate theater support contracts with contingency contracting. The corps headquarters often is the requiring activity (the unit requesting the support) for theater support contract support actions related to corps missions.
A-54. External support contracts provide various support to deployed forces. These contracts may be prearranged contracts or contracts awarded during the contingency itself to support the mission. Often these contracts include a mix of U.S. citizens, third country nationals, and local national subcontractor employees. The largest and most commonly used external support contract is the logistics civilian augmentation program (LOGCAP). This Army program commonly provides life support, transportation support, and other support functions to deployed Army forces and other elements of the joint force.
Depending on the situation, the corps headquarters may serve as the requiring activity for major LOGCAP
support requirements such as base lift support.
A-55. System support contracts are prearranged contracts by the United States Army Materiel Command life cycle management commands and separate assistant secretary of the Army (acquisition, life cycle logistics, and technology) program executive and product/project management offices. System contractors, made up mostly of U.S. citizens, provide support in garrison and may deploy with the force to both training and real-world operations. They may provide either temporary support during the initial fielding of a system (interim contracted support) or long-term support for selected materiel systems (contractor logistic support). The Army field support brigade, normally in direct support to the TSC and general support to the corps, has the lead for planning and coordinating system support contract actions. To gain an understanding of contractors on the battlefield, see FM 3-100.21.
A-56. The expeditionary contracting command field contracting support brigades, contingency contracting battalions, and senior contingency contracting teams plan and provide operational contract support for Army echelons of command from theater army through brigade. Contracting support brigades plan and provide operational contract support for Army forces operating throughout their area of operations and normally provide direct support to corps headquarters.
A-57. The contracting support brigade, normally in direct support to either ARFOR headquarters or senior sustainment command in the AO, provides the corps headquarters with general contracting planning assistance and control theater support contracting actions. The contracting support brigade staff works closely with the corps headquarters and senior sustainment command staff to ensure that the theater support contracting and LOGCAP effort is closely integrated into the overall corps sustainment effort. See FM 4-94.
A-58. For the corps headquarters, commanders ensure theater support and external contract support (primarily LOGCAP-related support) actions are properly integrated and synchronized with the overall corps sustainment effort. It is imperative the corps intelligence cell and the assistant chief of staff for sustainment work closely with the supporting sustainment command support operations, the contracting support brigade, and the supporting team LOGCAP forward. Routine corps headquarters operational contract support staff tasks include—
z
Planning. The corps staff, with the supporting sustainment command and supporting contracting support brigade, develops applicable contract support integration plans and associated contractor management plans.
z
Developing in-theater requirements. The corps headquarters and the command, serving as the requiring activity, prepare to develop acquisition-ready requirement packets for submission to 26 November 2010
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the supporting contracting activity. The packets include a detailed performance work statement for service requirements or detailed item descriptions for a commodity requirement. In addition to the performance work statement, these packets include an independent cost estimate and DA Form 3953 ( Purchase Request and Commitment). Finally, the corps must be prepared to support, and possibly lead, an acquisition review board to approve and set priorities on high demand, special command interest contract support actions.
z
Assisting the contract management and contract quality control process. In support of corps operations, the corps staff assists the contracting support brigade and team LOGCAP forward by tracking and nominating contract officer representatives. Normally these representatives are required for every service contract and LOGCAP task order. The corps headquarters and subordinate commands also need to provide receiving officials for supply contracts. Contract officer representatives and receiving officials ensure that contractors provide the contracted service or item and that this support is executed safely and effectively.
z
Assisting in contract close out. The corps headquarters completes receiving reports. These reports certify that the Army received the contracted goods or services. The contracting officer receives a copy of the receiving report from the corps headquarters, closes the contract, and pays the contractor.
z
Participating in award fee and performance evaluation boards. The corps headquarters or its subordinate commands often provide formal input to LOGCAP award fee and performance
evaluation boards.
z
Providing contractor management oversight. The corps commander and staff—with the theater army, contracting support brigade, team LOGCAP forward, and Army field support brigade—ensures proper contractor management execution in accordance with the contract management plan.
A-59. The corps headquarters ensures direct coordination and transfer of information related to operational contract support before transferring contracts. Additionally during unit rotations, incoming designated unit personnel actively seek out current information on contract support capabilities, policies, and procedures for their specified AO. These individuals prepare to coordinate the formal transition of existing contract management responsibilities with the redeploying unit.
A-60. Use of construction contracting and contingency funding can play an important role in support of corps operations. Civilian construction contractors and host-nation engineering support provide a significant engineering capability that becomes a force multiplier when combined with military engineering units. Construction agents often enable harnessing and directing this means of support. United States Army Corps of Engineers (USACE) support provides for technical and contract engineering support, integrating its capabilities with those of other Services and other sources of engineering-related reachback support.
USACE integrates assets into the corps or theater headquarters or makes them available through a senior engineer headquarters. Whether providing construction contract and design support in the AO or outside the contingency area, USACE can obtain necessary data, research, and specialized expertise absent in theater through tele-engineering and other reachback capabilities.
General Engineering Support
A-61. General engineering requirements are coordinated with the corps movement and maneuver cell. The movement and maneuver cell recommends the allocation and employment of corps engineer assets.
However, the movement and maneuver cell coordinates with the protection cell concerning general engineering support requirements related to base camp planning, development, and maintenance. General engineering support requirements beyond corps capabilities may be supported by a theater-level engineer brigade providing general support, host-nation support, or LOGCAP.
ARMY HEALTH SYSTEM SUPPORT
A-62. Army Health System support is a complex system of interrelated and interdependent systems that are designed to improve the health of Soldiers, prepare them for deployment, prevent casualties, and promptly treat injuries or illnesses that do occur. Army Health System support encompasses health service support, A-10
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which supports the sustainment warfighting function and the force health protection mission, which falls under the protection warfighting function. While health service support (as a function of sustainment) is the primary focus of this publication, it is important to show the force health protection support that is also provided as part of the duties of the surgeon and members of his/her staff operating in the sustainment cell.
Health Services Support
A-63. Health service support is to the care provided to Soldiers and others with prompt treatment of wounds, injuries and illness, including behavioral illness. At the corps main CP, the corps surgeon section in the sustainment cell coordinates health service support with the modular medical units supporting the corps headquarters and its attached, OPCON, and TACON organizations. Medical activities include medical treatment, medical logistics, medical evacuation, hospitalization, dental support, preventive medicine, behavioral health, and clinical medical laboratory support. Actions of the corps surgeon and others in the sustainment cell in the main CP oversee casualty care, medical evacuation (see FM 4-02.2), and medical logistics (see FM 4-02.1).
Force Health Protection
A-64. Force health protection involves the actions taken to promote, improve, or conserve the mental and physical well-being of Soldiers. It involves identifying health threats to the force and mitigating those threats to the extent possible. The corps surgeon must stay abridged of the command and execute responsibilities in force health protection in coordination with elements of the protection functional cell.
These measures protect the force from health hazards and include the prevention aspects of a number of Army Medical Department functions (preventive medicine—including food inspection, animal care missions, and prevention of zoonotic diseases transmissible to man), combat and operational stress control, dental services (preventive dentistry), and laboratory services (area medical laboratory support).
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Appendix B
Fires
Army doctrine identifies the fires warfighting function as the related tasks and
systems that provides collective and coordinated use of Army indirect fires, joint
fires, and command and control warfare, including nonlethal fires, through the
targeting process. This appendix discusses fire support and fires brigade from a corps perspective.
FIRE SUPPORT
B-1. The corps headquarters has no organic fires units, but it has access to the fires battalions of its attached and operational control (OPCON) brigade combat teams (BCTs). Army fires brigades, combat aviation brigades, and other Service air and maritime fires contribute fires assets to enable the corps to accomplish its mission.
JOINT FIRE SUPPORT
B-2. Joint fire support is defined as joint fires that assist air, land, maritime, and special operations forces to move, maneuver, and control territory, populations, airspace, and key waters (Joint Publication (JP) 3-0).
Synchronization of joint lethal fires and nonlethal fire support actions with the supported maneuver force is essential. The joint force commander (JFC) provides guidance on objectives, priorities, and desired effects.
B-3. These fires assets can be augmented with fires from land-based Marine cannon and rocket artillery and rotary- and fixed-wing assets, Air Force and Navy fixed-wing aircraft, and land- and sea-based and airborne command and control warfare systems from all Services.
ARMY FIRES
B-4. The Army is an integral part of joint fires. When deployed in support of full spectrum operations, the corps is always part of a joint force. Thoroughly understanding all aspects of joint planning and joint operations facilitates mission accomplishment. The corps commander and staff understand how to plan, develop, employ, and assess the effectiveness of joint fires.
B-5. Assets for lethal and nonlethal fires are available to the corps headquarters from the theater army.
The corps headquarters synchronizes the use of Army and joint fires in support of the commander’s intent by physically destroying selected enemy combat capabilities and selectively degrading or paralyzing an enemy’s command and control systems through command and control warfare and other nonlethal actions.
The corps commander task-organizes lethal and nonlethal assets and makes them available to the divisions and BCT assigned, attached, OPCON or under tactical control (TACON) to the corps headquarters.
B-6. The process of delivering lethal fires and nonlethal fires require two activities: integration and synchronization. Integration is the combining of fires and their effects with the other warfighting functions; synchronization is causing something to happen at the same time or in a specific time sequence. Normally commanders use fires to enable movement and maneuver; however, they can use fires separately to be decisive in an operation or to shape the fight for a follow-on decisive maneuver.
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Appendix B
B-7. Several categories of Army fires exist: mortars, cannon, rockets and missiles, attack helicopters, and ground and airborne command and control warfare systems. Army protection fires include air defense artillery systems. Fires assets organic to the ground maneuver BCTs are supported by the joint fires and by other Service augmentation. Augmentation includes assets from the Marine Corps, Navy, and Air Force.
Detachments from Marine and Navy liaison teams provide terminal guidance and observation for Marine and Navy seaborne and airborne weapons systems. The Air Force tactical air control party provides terminal attack control for close air support and air-based electronic warfare missions.
TARGETING
B-8. Targeting is the process of selecting and prioritizing targets and matching the appropriate response to them, considering operational requirements and capabilities (JP 3-0). The selection of targets and determination of the appropriate response to them—lethal or nonlethal fires or lethal or nonlethal actions—
depends on the situation. The targeting process is an integral part of how Army headquarters uses the military decisionmaking process to solve problems (see Field Manual (FM) 5-0). As the corps commander and the main command post (CP) plans cell conduct the early steps of the military decisionmaking process, they combine the intelligence derived from the intelligence