4-122. FMC resource development activities include the following:
• Preparing the financial management annex to the TSC operations plan and order.
• Developing budgets.
• Determining and validating costs to accomplish the mission.
• Determining when resources are needed throughout the fiscal year(s).
• Making resources available at the time and in the amount needed.
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• Coordinating fiscal issues associated with joint, interagency, and multinational (JIM) operations, federal agencies, and nongovernmental organizations (NGO).
TRACK, ANALYZE, AND REPORT BUDGET EXECUTION
4-123. Financial managers establish procedures to track costs in order to determine obligation rates and conduct analyses on use of funds in support of operational requirements. Financial managers also identify trends to predict resourcing challenges; and submit reports as required by DFAS, Assistant Secretary of the Army for Financial Management and Comptroller (ASA [FM&C]), and ASCC/GCC policy.
4-124. Regardless of the scale or scope of operations, financial management support plays a key role in providing responsive, agile support to deployed forces across the spectrum of conflict. Each of these operations must be fully integrated and synchronized with all other facets of operations in order to effectively and efficiently sustain the force. FM 1-06 provides detailed information on financial management operations.
HUMAN RESOURCES SUPPORT
4-125. The human resources sustainment center (HRSC) plans, integrates, and coordinates human resources; casualty operations; reception, replacement, return to duty, rest and recuperation, and redeployment (R5) operations; and postal operations support of Army forces within the theater, theater of operations, AO, or JOA; coordinates and synchronizes human resources (HR) capabilities with those of the TSC SPO, and supports the ASCC G-1.
4-126. The integration of HR capabilities with those of the TSC SPO provides the basis for coordinated and synchronized HR support to operations throughout the theater. When executed properly, integrated HR support is a combat multiplier.
4-127. Key HRSC tasks that require synchronization and coordination with the TSC SPO include but are not limited to:
• Developing deployment/redeployment of plan.
• Determining, in coordination with the TSC G-3 and SPO, the number, type, and location of HR
resources.
• Assessing the current situation and forecasting HR requirements.
• Directing action to apply HR resources and support at decisive points and time.
• Coordinating the execution of transportation support for mail movement to include enemy prisoner of war mail.
• Conducting HR casualty operations.
• Coordinating the execution of transportation support to move transiting personnel within the theater, theater of operations, AO, or JOA.
• Coordinating the execution of life support for arriving replacements and transiting personnel.
4-128. The end product of this integration effort is synchronized and coordinated HR support to Army forces that sustains operational readiness; and a unity of effort that reduces the HR impact on logistics resources.
FM 1-0 provides detailed information on HR support.
4-129. Of special interest is the requirement for HR planning and execution to support theater opening operations. Theater opening HR support is critical to the success of the RSOI process as well as compliance with Title 10 United States Code (USC) requirements. In order to ensure initial HR capabilities are established prior to the arrival of the main flow of forces, HR support elements are included as part of the early entry element of the sustainment brigade assigned the theater opening mission. Planning requirements include the planned placement and number of HR elements/units within the theater, theater of operations, AO, or JOA. HR
support responsibilities for early entry elements include the following:
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• Initiate and establish theater personnel accountability and personnel tracking.
• Establish and operate the casualty assistance center (CAC) and conduct casualty operations.
• Establish, operate, and maintain the theater personnel database.
• Coordinate and synchronize the establishment of a military mail terminal (MMT) to support postal operations for the theater.
4-130. Additional theater gateway R5 teams and MMT teams with corresponding HR companies/platoons will be required if more than one intertheater APOD is used for RSOI and postal flows.
SECTION VII: PROVIDE ARMY SPECIAL OPERATIONS FORCES SUPPORT
4-131. Logistics support of ARSOF units is the responsibility of the Army except where otherwise provided for by support agreements or other directives.
4-132. The integration of ARSOF support cell capabilities with those of the TSC SPO facilitates synchronized and tailored support to specific ARSOF mission requirements and provides sufficient flexibility to respond to changing requirements. Additionally, the resulting coordination and synchronization between the ARSOF
support cell and TSC provides the means for the TSC to leverage logistics resources and achieve greater operating efficiencies. This is particularly true in the case of demands for CULT assets.
4-133. ARSOF units are supported in the same manner as conventional forces for common items and common-user support—on an area basis, through limited HN support, and contracting. Unique special operations items are resourced through special operations channels.
SECTION VIII: PROVIDE COMMON-USER LOGISTICS SUPPORT
4-134. GCCs are required to coordinate an integrated distribution and support system from origin to destination during joint contingency operations with DOD supporting agencies, other agencies, Service component commanders, subordinate joint force commands or joint task forces (JTF), and supporting combatant commands such as USTRANSCOM. The best option available is the use of the common-user logistics designation. There are two key considerations the GCCs may use to designate common-user responsibilities. These are the dominant user and the most capable force available. See JP 4-07 for additional information on common-user logistics (CUL) support.
Note. The TSC is usually the dominate user and most capable logistics C2 headquarters in theater.
4-135. When establishing CUL responsibilities within a subordinate joint force, the combatant commander must take into account existing CUL-related, DOD directed executive agencies as well as any existing CUL-related agreements. When CUL support is used, Service component commands retain overall responsibility for logistics support of their forces except when there are valid agreements or directives for the provision of CUL
support outside of the normal Service component channels.
4-136. The TSC, as the ASCC’s senior sustainment headquarters, plays a major role in optimizing resources and synchronizing materiel support to the joint force per geographic combatant commander’s CUL guidance, approved executive agency responsibilities, inter-Service support agreements, and acquisition and cross-servicing agreements. When tasked to perform specified CUL responsibilities, the TSC must:
• Participate in the overall joint LPT effort in order to identify and gain access to key terrain, facilities, etc.
• Identify specific lead CUL responsibilities and CUL execution parameters.
• Review all service support requirements as they relate to determining CUL requirements.
• Coordinate CUL support in accordance with tasking assigned.
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• Determine the source of support (military, civilian, HN, or other).
• Establish, maintain, and change priorities based on the operational situation and the combatant commander’s guidance.
• Monitor critical classes of supply support capabilities for the purpose of mission tasking, economy of resources, and cross leveling of critical common-item resources in accordance with combatant commander directives for logistics.
• Coordinate requirements for agreements for inter-Service supply and support, local procurement and controls, and allocated indigenous facilities and logistics resources available within the theater.
• Coordinate transactions and implementing instructions for U.S. and multinational support logistics exchange issues with the appropriate Service component, agency, and/or multinational points of contact.
• Prioritize the theater distribution and logistics effort by phase or operation.
• Manage intratheater movements.
• Allocate critical distribution and CUL resources in order to provide effective and efficient support.
• Establish a theater-wide capability to capture and maintain asset visibility of common-user materiel and services in accordance with the GCC’s theater ITV and asset visibility data capture plan.
• Participate in functional boards or centers, if established, to centrally manage critical assets and more effectively react to unforeseen circumstances.
4-137. Managing the competing requirements of CUL and support to Army forces is a primary concern for TSC distribution managers. However, these managers must abide by the priorities established by the GCC and develop appropriate metrics to measure delivery objectives when executing CUL responsibilities. Above all, distribution managers must recognize that CUL offers greater economy and facilitates the rapid buildup of combat power by minimizing strategic lift requirements. However, the need to economize must be balanced with the requirement of timely delivery of supplies and materiel in support of GCC priorities.
SECTION IX: CONDUCT REDEPLOYMENT OPERATIONS
4-138. Redeployment operations are complex events that require detailed planning and synchronized execution. Decisions made concerning withdrawal timetables, residual forces, and materiel to remain in the host country will influence the pace and nature of the redeployment. Redeployment operations are conducted in accordance with the GCC redeployment operations plan (OPLAN) or GCC redeployment policy.
4-139. The ASCC redeployment OPLAN provides specific guidance to Army organizations preparing for redeployment; specifying the sequence for redeployment of units, individuals, and materiel. The plan also provides guidance on the support network, security requirements, and APS turn-in procedures.
4-140. The TSC supports effective and efficient redeployment operations through its C2 of the intratheater distribution system by maintaining situational awareness of system capacity and leveraging joint capabilities.
While many of the procedures used to rapidly build combat power—i.e. support RSOI, draw APS, and operate the intratheater distribution system, apply to the redeployment process, two factors in particular complicate redeployment operations.
• First, the same elements that operate and manage the intratheater distribution system during deployment and sustainment operations perform similar roles during redeployment. When redeployment and deployment/sustaining operations occur simultaneously, the TSC may find it necessary to rebalance its forces or change the missions of subordinate organizations in order to effectively support simultaneous operations.
• Second, requirements vary widely depending on the scale and scope of redeployment operations, theater infrastructure, and other METT-TC considerations. For example, redeployment operations may range from personnel only to entire units and their equipment. Depending upon the political/military 4-26
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strategy, unit rotations may occur while decisive operations continue unabated or during operational transitions. Key TSC considerations include but are not limited to: size of the force redeploying/deploying; infrastructure requirements/limitations; security requirements; traffic circulation; staging areas; distribution system capacity; competing requirements for available resources; quantities of supplies and materiel to be redistributed; agricultural inspections; and establishing and maintaining accountability of retrograde cargo. The challenge, for the TSC, is effective coordination and synchronization, vertically and horizontally, to ensure responsive simultaneous support to not only on-going sustainment operations throughout the theater but also redeployment.
4-141. The TSC SPO provides staff oversight of TSC efforts in support of Army redeployment operations; coordinating and synchronizing unit movements to designated assembly areas in accordance with the ASCC
redeployment OPLAN. Redeployment operations at the assembly areas are controlled and supervised by the TSC; supervising the actions necessary to prepare units for movement.
4-142. Key TSC planning considerations include the identification and allocation units, equipment, and supplies—to include HN and contractor support, required to support the redeployment operation. Coordination for medical support and other support functions such as communications, materiel handling equipment, and port of embarkation (POE) support is essential to mission success.
4-143. Close coordination with the ASCC, JDDOC and national/strategic partners facilitates the redeployment process. For example, coordination with the ASCC establishes the overall framework for the orderly sequencing of Army forces for redeployment. Issues such as responsibilities, reporting requirements, movement constraints, and resource allocation are addressed in a collaborative manner. Coordination with the JDDOC
provides the TSC with updates to sequencing the flow of forces and equipment to designated aerial ports of embarkation (APOE) and seaports of embarkation (SPOE). Coordination with USAMC facilitates the regeneration and resetting of redeploying Army equipment and the reset of APS. See JP 3-35 and FMI 3-35 for additional information concerning redeployment operations.
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Chapter 5
Strategic and Joint Interfaces
Effective interfaces between the theater sustainment command (TSC) and national strategic-level and joint partners are essential to providing responsive agile support throughout the theater. Through collaboration and coordination, the TSC is able to achieve unity of effort in sustaining tempo and continuity of operations throughout a major operation. The following paragraphs describe some of the strategic and joint interfaces that must occur in order to achieve geographic combatant commander (GCC) objectives.
SECTION I: STRATEGIC INTERFACES
DEFENSE LOGISTICS AGENCY CONTINGENCY SUPPORT TEAM
5-1. Defense Logistics Agency contingency support teams (DCST) are established to provide a single point of contact for Defense Logistics Agency (DLA) matters in a theater, area of operations (AO), or joint operations area (JOA). They may be deployed in support of the GCC, a subordinate joint force commander (JFC), or Service component commanders. Multiple DCSTs may be deployed to a theater to provide a variety of support functions based on the supported commander’s requirements.
5-2. DCSTs are comprised of an initial response team, a command support element, and three functional elements (fuel support, materiel management, and disposal) that can be tailored to meet specific requirements.
Accordingly, DCST team composition may change as operational requirements change. A DCST will normally redeploy once DLA-focused expertise is no longer required.
5-3. DCSTs are responsible for providing a variety of logistics, acquisition, and technical services. These services include inventory management, procurement, warehousing, and distribution for all classes of supply (except Classes V and VI); and reutilization and disposal of excess military materiel.
5-4. DCSTs maintain a close working relationship with supported commanders and staffs to ensure that the support being provided meets operational requirements, is synchronized, and fully integrated. To accomplish this, a DCST may establish several strategic support locations throughout an AO or JOA in order to provide responsive support. This is particularly true with respect to Class I, bulk Class III, and disposal operations.
5-5. TSC distribution managers work closely with the DCST to coordinate supply, distribution, onward movement and in-transit visibility (ITV) of essential supplies throughout the theater, AO, or JOA. In some circumstances, ITV data may require manual input or depend upon movement control team (MCT) reporting capabilities to maintain visibility along main supply routes (MSR). For example, movements originating in or passing through another country may be prohibited from using ITV and radio frequency identification (RFID) capabilities to track movements by that government.
DEFENSE LOGISTICS AGENCY DEPLOYABLE DISTRIBUTION
CENTER
5-6. The Deployable Distribution Center (DDC) is an integral component of DLA’s integrated distribution strategy designed to provide responsive support to the Soldier. Comprised of three components, the strategy provides for land-based forward stocks, continental United States (CONUS) depots, and a deployable distribution center for expeditionary operations. (See Figure 5-1.) CONUS-based DDCs provide a deployable DLA materiel management and warehouse capability to support GCC operational requirements from within a 12 February 2010
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theater. Fixed base forward stock locations and DLA CONUS depots are potential sources of supply for the DDC.
5-7. The DDC provides an in-theater DLA face to the GCC and Service component logistics headquarters, such as the TSC, that enables better control, management, and visibility of materiel flowing from national sources to the theater and ultimately the end user. The DDC is scaleable to GCC requirements; capable of supporting troop densities up to 120,000 troops. It provides distribution, forward stocking, and information management capabilities over class I, II, IIIP, IV, VIII, and IX supplies. In addition to forward positioning selected DLA managed items, the DDC may also stock selected fast-moving Service and General Services Administration managed items.
5-8. The forward deployment of the DDC reduces the friction that normally occurs at seams in the global distribution system. By placing this capability forward, DLA’s supporting to supported role takes on added significance and makes it a stakeholder in theater distribution operations.
5-9. Specific DDC capabilities include a forward stocking capability; break bulk operations; theater consolidation shipping point operations; in-theater distribution expertise; receipt, storage, and issue of wholesale supplies; and materiel visibility. By positioning this capability forward, DLA is able to reduce overall customer wait time (CWT), improve joint theater logistics capabilities, and reduce requirements for scarce strategic lift resources.
5-10. TSC distribution managers work closely with the DDC to throughput supplies to end users in accordance with GCC priorities. Similar coordination occurs between the TSC and DDC for the retrograde of unused consumables, items marked for disposal, empty shipping containers, pallets, and unserviceable repair parts.
ARMY SUSTAINMENT COMMAND
5-11. The Army Sustainment Command (ASC) is the Army’s operational logistics organization responsible for integrating logistics support with joint and strategic partners and is the linchpin that links the national sustainment base with the expeditionary Army. Its responsibilities include contingency contracting, and supply and maintenance management, and representing United States Army Materiel Command (USAMC) life cycle management commands (LCMCs) to the field. As such, it coordinates Army requirements with joint and strategic partners to streamline and accelerate logistics support to Army forces.
5-12. Through collaboration and coordination with the ASC, the TSC is able to maintain a continuous flow of critical commodities, such as Class V, to the theater. The ASC also has a key role in resourcing and downloading Army pre-positioned stocks (APS) in support of Army operations. A number of ASC capabilities, in the form of an Army field support brigade (AFSB), deploy forward and collocate with the TSC in order to provide responsive sustainment maintenance, logistics assistance program support, and accountability of specified Army contractor personnel who accompany the force.
5-13. Additionally, the ASC plays a critical role in support of the Army force regeneration process. In this role, the ASC works closely with USTRANSCOM and the TSC to ensure the timely delivery of retrograde materiel to Army depots to support the reset mission.
SECTION II: JOINT INTERFACES
GEOGRAPHIC COMBATANT COMMANDER
5-14. When the TSC is selected by the GCC as the option to use to control the planning and execution of joint logistics for the theater, the GCC should delineate clearly the command relationships between the combatant command staff, particularly the J-4, all other components of the force, and the joint force land component commander (JFLCC) and his logistics staff.
5-15. Understanding that the TSC will be under the command of the Army Service component command (ASCC), the delineation of lanes of responsibilities between them is absolutely essential and must particularly address how the commands will deal with Army issues and joint issues. Together with the establishment of the command relationships, the GCC must specify clearly the authorities being delegated to the TSC to facilitate 5-2
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the execution of the assigned joint functions. Establishing clear command relationships and authorities is also applicable when the GCC creates subordinate joint force headquarters or joint task forces (JTF).
5-16. When advising the GCC on the establishment of command relationships and authorities the TSC or expeditionary sustainment command (ESC) commander should use as a minimum the following considerations:
• The mission.
• Prevalent domain in which the operation is to be conducted (land, air, sea, or space).
• TSC or ESC capabilities.
• Time/distance factors.
• Geography and physical infrastructure within the operational area.
• The planning requirements to properly execute the mission. Particularly, how logistics planning is to be integrated with operational planning and which organization is to conduct commitment, contingency, and orientation planning.
5-17. GCC command relationship options for planning and executing joint logistics operations are operational control (OPCON), tactical control (TACON), or a supporting to supported relationship. Once the command relationships between the forces are clarified then decisions must be made to assure the proper authorities are delegated to the TSC or ESC to execute the joint functions. This delegation should include applicable directive authority for logistics (DAFL) provisions and the method in which these provisions will be executed if required. For additional information on joint staff responsibilities, especially the J4, see JP 4-0, Chapter 5. For additional information on joint logistic boards, offices, centers, cells, and groups with which the TSC might have to interface, see JP 4-0, Appendix C.
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Chapter 6
TSC Protection Warfighting Function Responsibilities
The protection warfighting function is an integral component of all military operations. The protection warfighting function encompasses those measures taken to protect personnel (combatants and noncombatants), physical assets, and information in all locations and situations. It is accomplished through the planned, synchronized, and integrated application of the twelve tasks and systems of the protection warfighting function: air, and missile defense; personnel recovery, information protection, fratricide avoidance, operational area security, antiterrorism, survivability, force health protection; chemical, biological, radiological, and nuclear (CBRN) operations, safety, operations security, and explosive ordnance disposal.
The theater sustainment command (TSC) plans and executes protection measures in accordance with geographic combatant commander (GCC) and Army Service component command (ASCC) directives and guidance. Protection measures include identifying and reducing vulnerability to hostile acts within the TSC operational area through the use of multi-layered defenses that include integrated base cluster defenses coordinated and synchronized with higher, lower, and adjacent commands. The TSC
also employs physical security measures to deter, detect, and defend critical facilities, information, and systems against threats from terrorists, criminals, and unconventional forces. Physical security measures may include fencing and perimeter stand-off distance, lighting and sensors, vehicle barriers, blast protection, access control, and patrols.
This chapter specifically discusses the protection warfighting function in the context of TSC
headquarters responsibilities. Section I describes the protection process. Section II describes protection tasks.
SECTION I: PROTECTION PROCESS
6-1. The protection warfighting function is not a stand-alone function. Commanders must synchronize and integrate protection tasks and systems with on-going and anticipated operations; continually striving to improve protection measures in order to ensure continuity of operations. In order to accomplish this, systems must be linked to facilitate communication and to share a common operational picture (COP).
6-2. The ASCC protection cell and protection working group integrate the tasks and systems of the protection warfighting function. Not every task or system is used at all times. For each operation, the protection cell analyzes specified, implied, and mission-essential protection tasks. Using measures of performance or measures of effectiveness, the ASCC protection cell assesses whether the task has achieved the desired effect and is meeting the commander’s intent. If the task has not, the cell measures whether the commander should assume risk or commit additional resources to the protection task.
6-3. The ASCC protection working group coordinates the activities and systems that preserve and protect the force. This is done primarily by developing the critical asset list and defended asset list for approval by the commander. The ASCC protection cell integrates protection functions using the composite risk management process.
6-4. TSC protection measures are integrated and synchronized with the protection measures of the ASCC.
The TSC accomplishes protection tasks and functions directed by the ASCC; incorporating their efforts into an established protection framework developed by the ASCC staff. Although no protection cell exists in the TSC, protection is normally the responsibility of the G-3.
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