1-82. Many of the same mechanisms that work with joint operations will work in multinational operations; however, one aspect that requires special attention in multinational operations is contractor support. Each nation, and each Service representing each nation, can obtain contracted support. The TSC planners must work with their multinational counterparts to plan for the sharing of theater support and HN contracts to minimize competition for contracted support; and to ensure that contracted support is reasonably available to all participants.
INTERGOVERNMENTAL ORGANIZATIONS (IGO),
NONGOVERNMENTAL ORGANIZATIONS (NGO), AND
INTERNATIONAL AGENCY COOPERATION
1-83. Within the theater, the GCC is the focal point for planning and implementing regional military strategies that require IGO, NGO, and international agency coordination.
1-84. Normally, the GCC will form a civil-military operations center (CMOC) to facilitate coordination with other agencies, organizations, and the HN. Achieving unity of effort is essential to mission success and mitigating human suffering. Key CMOC tasks include:
• Carrying out GCC guidance and decisions regarding civil-military operations.
• Providing a partnership forum for military and other participating organizations to meet the needs of the populace.
• Receiving, validating, and coordinating requests for routine and emergency military support from IGOs, NGOs, and international agencies.
1-85. U.S. agencies, IGOs, NGOs, and international agencies provide for their own logistics support.
However, U.S. military logistics capabilities are frequently requested and provided to these organizations. This support may include intertheater and intratheater airlift; ground transportation of personnel, equipment and supplies; airfield control groups; and port and railhead operations groups as authorized by Title 10 U.S. Code.
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Mission and Organization
Chapter 2 describes the theater sustainment command (TSC) mission, organization, roles, functions, and support structure that will typically be used to provide support within the spectrum of conflict.
The TSC will include a standardized headquarters organization with modular subordinate units capable of providing deployment and sustainment support. The TSC headquarters is geographically focused and globally employable. The combination of these capabilities gives the TSC commander the ability to organize and provide tailored support such as theater opening, distribution and sustainment support to theater forces, and support for redeployment, and retrograde of forces as directed by the Army Service component command (ASCC) in accordance with geographic combatant commander (GCC) directives and priorities.
SECTION I: TSC MISSION AND TASKS
MISSION
2-1. The mission of the TSC is to plan, prepare, rapidly deploy, and execute operational-level logistics operations within an assigned theater. The TSC is capable of planning, controlling, and synchronizing operational-level Army deployment and sustainment for the ASCC or joint force commander (JFC). It provides a centralized logistics command and control (C2) structure for the theater Army; simultaneously supporting deployment, movement, sustainment, redeployment, reconstitution, and retrograde.
2-2. The TSC executes its mission through the use of modular forces, to include expeditionary sustainment commands (ESC), sustainment brigades, combat sustainment support battalions, and other modular sustainment formations. Sustainment brigades, functional groups, combat sustainment support battalions, and functional sustainment units serve as the building blocks of the force structure designed to execute TSC missions within the theater.
2-3. As the senior logistics headquarters for the Army, the combatant commander may designate the TSC as a joint command for logistics. When exercising this option the combatant commander must specify the control and tasking authorities bestowed on the TSC as well as the command relationships it will have with the Service components.
2-4. As required by mission, enemy, terrain and weather, troops and support available, time available, and civil considerations (METT-TC), the TSC may extend its operational reach by deploying multiple ESCs or sustainment brigades into specified areas of operations (AO)/ joint operational areas (JOA) in order to more effectively provide responsive support to Army forces. ESCs can serve as forward headquarters of the TSC and provide C2 for theater opening, theater distribution, and theater sustainment on an area basis within and between specified AOs/JOAs.
2-5. Depending on the command structure within the theater, ESCs and sustainment brigades may be employed to support specific Army forces within a specific AO/JOA; or to support other ESCs or sustainment brigades with theater opening, theater distribution, and/or theater sustainment capabilities.
2-6. The TSC may be required to provide interim tactical-level support to early deploying Army elements.
The TSC also executes those lead Service common-user logistics (CUL) support requirements assigned to the ASCC by the GCC.
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TASKS
2-7. The Full Spectrum Operations Mission Essential Task List (FSO METL) represents the minimum fundamental doctrinal tasks that the TSC was designed to perform in any operational environment. The Commander will use HQDA approved, standardized FSO METL when published to focus collective training within the command. The FSO METL is augmented only when the unit is assigned a mission it was not designed to perform. If the assigned mission is outside of the unit’s core function/designed capabilities, the commander will analyze the assigned mission, identify the mission essential tasks, and if necessary, add additional mission essential tasks to the FSO METL as a temporary modification to accommodate the assigned mission. See Field Manual (FM) 7-0, Training in Full Spectrum Operations, for additional guidance on FSO METL.
2-8. FSO METL is compatible with the operational tasks (OP) of the Universal Joint Task List (UJTL) (Chairman of the Joint Chiefs of Staff manual 3500.04D). FSO METL can be cross walked to corresponding operational tasks within the UJTL to support mission training when the TSC is operating in a joint environment. Examples of the UJTL operational (OP) tasks that are supported by FSO METL are cited below:
z
OP 1 Conduct Operational Movement and Maneuver. (Selected sub-tasks.)
OP 1.1 Conduct Operational Movement.
OP 1.1.3 Conduct Joint Reception, Staging, Onward Movement, and Integration (JRSOI) in the Joint Operations Area.
OP 1.2 Conduct Operational Maneuver and Force Positioning.
z
OP 2 Provide Operational Intelligence, Surveillance, and Reconnaissance. (Selected sub-tasks.)
OP 2.2 Collect and Share Operational Information.
OP 2.2.4 Determine Logistical Capability of the Joint Operations Area.
OP 2.4.1 Evaluate, Integrate, Analyze, and Interpret Operational Information.
z
OP 4 Provide Operational Logistics and Personnel Support. (Selected sub-tasks.)
OP 4.1 Coordinate Supply of Arms, Munitions, and Equipment in the Joint Operations
Area.
OP 4.2 Synchronize Supply of Fuel in the Joint Operations Area.
OP 4.3 Provide for Maintenance of Equipment in the Joint Operations Area.
OP 4.4 Coordinate Support for Forces in the Joint Operations Area.
OP 4.5 Manage Logistics Support in the Joint Operations Area.
OP 4.6 Build and Maintain Sustainment Bases in the Joint Operations Area.
OP 4.7 Provide Politico-Military Support to Other Nations, Groups, and Government
Agencies.
OP 4.8 Acquire, Manage, and Distribute Funds.
z
OP 5 Provide Operational Command and Control. (Selected sub-tasks.)
OP 5.1 Acquire and Communicate Operational Level Information and Maintain Status.
OP 5.2 Assess Operational Situation.
OP 5.3 Prepare Plans and Orders.
OP 5.4 Command Subordinate Operational Forces.
OP 5.7 Coordinate and Integrate Joint/Multinational and Interagency Support.
z
OP 6 Provide Operational Force Protection. (Selected sub-tasks.)
OP 6.3 Protect Systems and Capabilities in the Joint Operations Area.
OP 6.5 Provide Security for Operational Forces and Means.
z
OP 7 Counter Chemical, Biological, Radiological, Nuclear, and high yield Explosive (CBRNE) weapons in the Joint Operations Area. (Selected sub-tasks.)
OP 7.2 Coordinate Active CBRNE Defense in the Joint Operations Area.
OP 7.3 Coordinate Passive CBRNE Defense in the Joint Operations Area.
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SECTION II: TSC ROLES, FUNCTIONS, AND ORGANIZATION
ROLE OF THE COMMANDER
2-9. The commander’s role is to establish a positive command climate, prepare the command for operations, direct it during operations, and continually assess subordinates. Battle command is the doctrinal term used to describe the commander’s role in the operations process. Commanders visualize the nature and design of operations through running estimates and input from subordinates. They describe operations in terms of time, space, resources, purpose, and action; employing intent, commander’s critical information requirements, and mission orders to direct planning, preparation, and mission execution. Commanders employ a C2 system – (a combination of people, organizations, technological means and resources, and procedures)—to allocate resources and direct the execution of operations.
2-10. The TSC commander may choose to C2 forces using either detailed or mission command or a combination of the two processes. Typically, mission command is preferred because it provides subordinate commanders with the greatest degree of freedom to exercise disciplined initiative within the TSC commander’s intent; enabling decentralized execution. The result is flexible and responsive support to supported forces. See FM 6-0 for more information on detailed and mission command.
COMMANDER’S CRITICAL INFORMATION REQUIREMENTS (CCIR)
2-11. Commanders use CCIR to focus information collection on what they need to support critical decisions.
CCIR enable commanders to make informed decisions during planning and course of action (COA) selection.
During preparation and execution, CCIR address information commanders require to make informed decisions associated with decision points.
MISSION ORDERS
2-12. Commanders direct with mission orders. Mission orders enable subordinate commanders to understand the situation, their commander’s mission, concept of operations, and intent, and their own mission; and begins the mission command process which is the Army’s preferred method for exercising C2. The commander’s intent and concept of operations set guidelines that provide unity of effort while allowing subordinate commanders to exercise initiative in planning, preparing, and executing deployment and sustainment operations. Mission orders emphasize the tasks required by subordinate commands as well as the context and purpose of the tasking.
ROLE OF THE DEPUTY COMMANDER
2-13. The TSC deputy commander serves as the second in command to the TSC commander. His role, responsibilities, and authority vary, based on the commander’s desires, the TSC mission, and the scope and complexity of operations. The relationship between the deputy commander and the staff is unique to each TSC.
2-14. The deputy commander has important responsibilities in the following circumstances:
• Temporary absence of the commander.
• Succession of command.
• Delegation of authority.
• C2 of sustainment operations in a forward area—i.e. AO/JOA.
2-15. The deputy commander may assume duties, to include command duties, as delegated by the commander, either explicitly or by standard operating procedures, when the commander is temporarily absent from the command.
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2-16. Because deputy commanders must be able to assume command at any time, they always keep abreast of the situation. Commanders inform their deputy commanders of any changes in the commander’s visualization or commander’s intent. The chief of staff keeps the deputy commander informed of staff actions.
2-17. TSC commanders typically delegate authority to their deputy commanders to act in their name for specific fields of interest and responsibility. Doing this reduces the burden of commanders’ responsibilities and allows them to focus on particular areas or concerns while their deputy commanders concentrate on others.
ROLE OF THE STAFF
2-18. Staffs provide commanders with relevant information in usable forms that help commanders achieve accurate situational understanding. Situational understanding enables commanders to make well informed and timely decisions and allows staffs to rapidly synchronize, integrate, and fuse actions in accordance with the commander’s intent.
2-19. Each staff section accomplishes this essential function by processing information, employing decision support aids, and conducting comparative analyses in order to quickly turn information into knowledge, create situational understanding, and share a common operational picture (COP).
TSC ORGANIZATION
2-20. The TSC consists of three staff elements: personal, special, and coordinating. (See Figure 2-1.) Figure 2-1. Theater Sustainment Command TOE Staff Organization
The command sergeant major, aide-de-camp, staff judge advocate, inspector general, chaplain, and public affairs officer comprise the personal staff. The special staff is comprised of the special troops commander, safety officer, surgeon, and the secretary of the general staff. Special staff officers provide technical advice and planning assistance to the TSC commander and staff. The coordinating staff is comprised of the G-1– G-6, G-8, 2-4
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Mission and Organization
and support operations (SPO). The coordinating staff develops TSC plans and policies in their respective areas and provides guidance, priorities, and allocations to subordinate commands/units. A synopsis of the TSC
organizational structure and functions follows.
CHIEF OF STAFF
2-21. The TSC chief of staff (COS) is the TSC commander’s principal assistant for directing, coordinating, supervising, and training the special and coordinating staffs, except in those areas the commander reserves for himself. The TSC commander delegates the necessary executive management authority to the COS in order to free himself from routine command activities. The COS passes pertinent data, information, and insights from the staff to the commander and from the commander to the staff.
2-22. The COS anticipates events and shares with the commander his view of operations, events, and requirements. The COS understands the commander’s personality, style, and instincts as they affect the commander’s intent. The COS communicates the commander’s intent to the staff, as well as to subordinate commanders as necessary. Staff members inform the COS of any recommendations or information they pass directly to the commander, or of instructions they receive directly from the commander.
2-23. COS duties and responsibilities vary according to the commander’s specific desires. However, normal duties include: directing the efforts of coordinating and special staff members, and ensuring the staff integrates and coordinates its activities internally, vertically (with higher headquarters and subordinate units), and horizontally (with adjacent units).
PERSONAL STAFF
2-24. Personal staff officers work under the immediate control of the commander and therefore have direct access to the commander. The TSC commander establishes guidelines or gives specific guidance to the personal staff officer to inform, or coordinate with, the COS or other members of the staff on issues. A synopsis of the TSC personal staff structure and its functions follows.
Command Sergeant Major
2-25. The command sergeant major (CSM) is the senior noncommissioned officer (NCO) of the command.
The CSM is responsible for providing the commander with personal, professional, and technical advice on enlisted Soldier matters and the NCO corps. The CSM’s duties and responsibilities vary according to the commander’s specific desires; however, his general duties are to provide advice and recommendations to the commander and staff in matters pertaining to enlisted personnel.
Aide-de-Camp
2-26. The aide-de-camp serves as a personal assistant to the commanding general. The aide-de-camp provides for the commander’s well-being and security, and relieves him of routine and time-consuming duties. The aide-de-camp supervises other personal staff members (secretaries, assistant aides, enlisted aides, and drivers) and coordinates protocol activities.
Chaplain
2-27. The chaplain advises the commander on religion, morale, and moral and ethical issues. The chaplain is responsible for implementing and supervising the commander’s religious program. In coordination with the civil-military operations section, the chaplain advises the commander and staff on impact of indigenous religious groups in the TSC area of operations.
Public Affairs Officer
2-28. The public affairs officer (PAO) is a personal staff member that advises the commander/staff on all public affairs operations. The PAO serves as the TSC spokesperson. As such, the PAO develops public affairs 12 February 2010
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policy, plans, annexes, and guidance for the TSC. The PAO also coordinates and monitors Department of Defense (DOD) media, embedded media, and national, international, and local media requirements.
Inspector General
2-29. The inspector general (IG) advises the commander on the overall welfare, climate, and state of discipline of the command. The IG serves the commander and the command by executing four IG functions – teaching and training, inspections, assistance, and investigations – for the purpose of enhancing the command’s discipline, readiness, and operational warfighting capability. The IG also conducts surveys and studies in accordance with the commander’s guidance.
Staff Judge Advocate
2-30. The staff judge advocate (SJA) is a member of the commander’s personal staff. The SJA communicates directly with the commander to provide legal advice for all matters affecting morale, good order, and discipline of the command. The SJA oversees the provision of legal services throughout the command.
2-31. The SJA, as a field representative of The Judge Advocate General (TJAG), provides technical supervision over all Judge Advocate General’s Corps (JAGC) personnel and legal services in the command.
This includes planning legal support, requesting resources, conducting and evaluating training, and assigning and professionally developing JAGC personnel assigned to the command. The SJA may also use the legal technical channel to communicate with TJAG and other supervisory judge advocates.
SPECIAL STAFF
2-32. Special staff officers help the TSC commander and members of the staff in their professional or technical specialized areas. The commander assigns responsibilities to specific coordinating staff officers for each of the special staff functions. Although special staff personnel are not integral to a coordinating staff section, there are usually areas of common interest and habitual association. Therefore, a coordinating staff officer might be responsible for coordinating a special staff's actions.
2-33. The COS has coordinating staff responsibility for the commander of special troops, and the secretary of the general staff. A synopsis of the TSC special staff structure and its functions follows.
Secretary of the General Staff
2-34. The secretary of the general staff (SGS) acts as executive officer for the COS. Besides his common staff responsibilities, the SGS plans and supervises conferences chaired by the commander, deputy commander, or COS. The SGS directs the activities associated with distinguished visitors to the headquarters. The SGS is also responsible for monitoring the preparation and execution of all official social events and ceremonies involving the commander, deputy commander, and COS.
Commander of Special Troops
2-35. The commander of special troops is responsible for Soldiers assigned to the TSC headquarters that are not assigned or attached to subordinate commands. In addition to his common responsibilities, the commander of special troops is responsible for, among other tasks, developing the TSC headquarters occupation plan and providing for local headquarters security.
Surgeon
2-36. The TSC surgeon is responsible for advising the commander on the health of the TSC as well as the effects of the health threat. He coordinates Army health support (AHS) for both health service support (HSS) and force health protection (FHP). He ensures that all AHS functions are considered and included in operation plans (OPLANs) and operation orders (OPORDs). The TSC surgeon also maintains a technical relationship with the medical deployment support command (MDSC) commander and helps establish medical policy for the theater.
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Mission and Organization
2-37. The TSC surgeon’s HSS duties and responsibilities may include:
• Planning and coordinating HSS for TSC units (including but not limited to casualty care, which includes medical treatment (area support), hospitalization, the treatment aspects of dental support, preventive medicine, combat and operational stress control/behavioral health, and clinical laboratory support.
• Developing and coordinating the HSS portion of AHS operation plans to support the TSC
commander’s decisions, planning guidance, and intent for support within the spectrum of conflict.
(See FM 4-02.12 and FM 8-55.)
• Determining the medical workload requirements (patient estimates).
• Advising the TSC commander on policy