Mission and Organization
Acts as the focal point for and provides support for all STAMIS enablers, including combat service support automated information systems interface (CAISI), combat service support very small aperture terminal (CSS VSAT), automated identification technology (AIT), and radio frequency in-transit visibility (RF-ITV) equipment.
Plans, establishes, and maintains the CSS VSAT/CAISI network to include domain management.
Provides services of a technical/functional nature common to all elements of the TSC and its customers to establish and maintain automation connectivity, data transmission accuracy, and software management.
Acts as the focal point for all new STAMIS fielding, software changes, engineer change proposals, and any other actions requiring coordination between agencies.
Controls software and applications updates to STAMIS.
Provides STAMIS support to all customer units.
Ensures all STAMIS systems are on the current system change package.
Provides STAMIS training for customer units.
• Civil-Military Operations Section.
Plans, coordinates, and supervises civil military operations in support of TSC mission objectives.
Exercises staff supervision over attached civil affairs teams and units.
Monitors and assesses the impact of ongoing military operations on the civilian environment.
Coordinates other TSC staff interactions with civilians and helps these staff sections procure resources, supplies, facilities, and other forms of civilian support for military operations.
Coordinates with the contracting support brigade for commercial forms of civilian support for military operations—i.e. logistics civilian augmentation program (LOGCAP), U.S., or other sources.
Maintains situational awareness of LOGCAP capabilities and requirements throughout the theater.
• Host Nation Support Section.
Develops plans, programs, policies, and procedures involving host nation support (HNS).
Maintains liaison with supported units and HN civil and military authorities.
Recommends allocation of host nation resources to support mission requirements.
Monitors and reviews current and projected HNS requirements according to the tactical situation and plans.
Coordinates delivery of HN supplies and services.
Maintains status of HNS assets available to support mission requirements.
Assistant Chief of Staff, G-4
2-46. The assistant chief of staff, G-4 develops, coordinates, and monitors plans, policies, procedures, and programs for supply, transportation, maintenance, field services, and facilities for the command’s subordinate units. It determines logistics requirements for subordinate units, monitors the logistics posture of subordinate units, and establishes support priorities in accordance with the commander’s priorities and intent. This staff section provides staff supervision of subordinate unit field feeding and subsistence operations; monitors and analyzes subordinate unit equipment readiness status. It is also responsible for planning and management of fixed facilities, and coordination of construction, utilities, and real estate for the command. The G-4 staff section is comprised of two branches: logistics support and construction support. A description of their functions follows:
• G-4 Logistics Support Branch.
Responsible for executing strategic movement of TSC units and personnel.
Provides staff supervision and overall coordination for logistics support (supply, maintenance, transportation, and field services) of subordinate units of the TSC.
Provides technical staff supervision over TSC food service programs and subsistence operations.
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Develops plans, policies, and procedures involving receiving, storing, and distributing subsistence.
Conducts assistance and inspection visits to subordinate food service areas and to subsistence storage and distribution points.
• G-4 Construction Support Branch.
Responsible for planning, managing, and coordinating fixed facilities, construction, utilities, and real estate for the TSC.
Coordinates with the theater engineer command or senior engineer headquarters in theater for engineering support. See FM 3-34, JP 3-34, and JP 4-0. Develops plans to control hazardous materiel/waste.
Monitors environmental issues.
Assistant Chief of Staff, G-5
2-47. The assistant chief of staff, G-5 is responsible for synchronizing contingency and orientation planning efforts of the TSC to include assessing the status of on-going logistics operations in relationship to objectives and planning the next phase of the operation (to include sequels). This staff section has contingency and orientation planning horizons based upon degrees of certainty/uncertainty. This staff section:
• Develops OPLANS/OPORDS.
• Monitors the strategic situation.
• Assesses the operational situation.
• Ensures strategic planning integration with supported ASCC and JFCs.
• Conducts mission analysis in support of long range planning.
• Develops and coordinates courses of action.
• Prepares running estimates.
• Plans for the integration of multinational support capabilities.
• Determines number and location of sustaining bases in theater.
• Develops plans to control hazardous materiel/waste.
Assistant Chief of Staff, G-6
2-48. The assistant chief of staff, G-6 is responsible for the integration and management of the TSC C2
networks in the theater; coordinates with the signal command (theater) (SC [T]) and theater network operations and security center (TNOSC) to ensure TSC interoperability with Army special operations forces (ARSOF), and other joint, interagency, and multinational networks. The G-6 is also responsible for managing, implementing, and distributing signal operating instructions, as required.
2-49. Comprised of two divisions, plans and operations and information management, this staff element is responsible for synchronizing and coordinating the implementation of ASCC communications security policies and guidance throughout the command; providing staff supervision of new communications and information technology system fielding activities throughout the command; providing information management (less logistics related support) to the command, and operating the information management help desk.
2-50. G-6 Plans and Operations Division. The G6 plans and operations division provides direction and oversight of network plans, network operations, and information assurance in support of TSC operations. The division is comprised of three branches: plans, operations, and information assurance. A description of branch functions follows:
• Plans Branch.
Responsible for planning, engineering, and integrating TSC command and control networks.
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Validates all requirements for new services and information system requirements.
• Operations Branch.
Provides network technical and configuration control.
Coordinates with signal command (theater) (SC (T)) and theater network operations and security center (TNOSC) to ensure TSC interoperability with joint and multinational networks.
• Information Assurance Branch.
Designs, engineers, and reviews architectures to support C2 requirements in the theater.
Monitors implementation of DOD theater level information assurance vulnerability assessments.
2-51. G-6 Information Management Division. The G-6 information management division provides information management support (less logistics related) throughout the TSC headquarters. The division is comprised of two branches: communications systems support and information service support. A description of branch functions follows:
• Communications Systems Support Branch.
Installs and maintains C2 equipment for the headquarters.
Provides secure telephone subject matter expertise and management for the headquarters.
• Information Service Support Branch.
Provides all administrative support to the G-6.
Provides official mail and distribution services for the headquarters.
Assistant Chief of Staff, G-8
2-52. The assistant chief of staff, G-8 is responsible for preparation, resource management analysis, and implementation of the budget for units assigned or attached to the TSC. This staff element supervises the development, synchronization, evaluation, defense, and execution of the command budget estimate and the program objective memorandum; establishes, controls, and audits all financial management systems; and advises the commander on matters pertaining to programming/budgeting, finance and accounting, cost analysis, and management practices. A description of section functions follows:
• Provides advice to commanders on financial management implications and cost of preparing for and conducting operations.
• Coordinates with support operations for funding actions required for contracted capabilities.
• Prepares financial management annexes in support of OPLANs/OPORDs.
• Prepares contingency cost estimates.
• Provides policy and fiscal guidance for contingency planning.
• Establishes responsibilities and monitors execution of management’s internal control program.
• Coordinates and synchronizes resource requirements identification and fulfillment methods by identifying types and sources of funding.
• Estimates, tracks, and reports costs for specific operations to support requests to the U.S. Congress for appropriation.
• Identifies and manages funds available for immediate expenses.
• Provides planning, programming, and budgeting support, budget analysis, management services, and force management support.
• Captures operations costs via standard accounting systems and the management of the operating systems that pay personnel and providers (contractors, host-nation, suppliers, etc.).
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• Tracks and reports costs of battlefield operations to support efforts of reimbursement of costs initially paid from available training and readiness funds.
• Obtains guidance on fund citations and funding levels and provides to tactical financial managers and supporting finance elements.
• Provides fund control, monitors fund execution, tracks and reports costs and obligations.
• Performs analysis, planning, administration, and control of human, fiscal, financial, material, and other DOD resources.
• Establishes the aggregate levels of fiscal support to be allocated and imposes directed resource constraints.
• Provides input to the program objective memorandums.
• Prepares budget schedules, adjusts budgets based on program budget decisions.
• Accounts for DOD real estate, equipment, supplies, personnel, other assets, and funds in accordance with established policy.
SECTION III: COMMAND POSTS
2-53. Doctrinally, the TSC headquarters operates from fixed facilities in sanctuary and is collocated with the ASCC in order to most effectively perform its C2 functions. In many situations, the TSC headquarters will remain static. When required, the TSC employs ESCs as forward deployed command posts. The TSC may employ an ESC in this capacity to provide a forward C2 presence; improve span of control; or C2 a specified function. However, given the realities on the ground today, stationing and ESC deployment timelines may not meet TSC C2 requirements and the TSC headquarters may be required to relocate.
2-54. A primary consideration for this relocation is continuity of C2. A TSC commander will typically maintain C2 continuity by echeloning elements of the headquarters. Echeloning provides the commander with the capability to place minimum C2 capabilities forward while continuing to support the force. This lead element is commonly referred to as an early entry command post (EECP). Once the EECP is in place and communications with all nodes are established, the balance of the TSC headquarters moves forward by echelon.
2-55. In addition to continuity of C2 considerations, the TSC commander is concerned with the organizational design of the echeloning elements; specifically establishing functional groupings and establishing functional responsibilities. Identification of responsibilities and authority for each echeloning element provides clarity and direction with respect to the exercise of authority and continuity in the conduct of on-going operations.
2-56. TSC contingency planning should also consider the requirement to deploy an ad hoc TSC headquarters C2 element on a long-term basis for split-based operations. The EECP would be the basis for such an element and the overall structure and manning would be based on existing missions, tasks, and resources available.
Commanders must consider mission requirements, organize the force, and allocate resources appropriately while maintaining a balance to support both locations effectively. This ad hoc element would remain in place for the time needed to mobilize and station an ESC in the area.
SECTION IV: PLANNING HORIZONS
2-57. A natural tension exists between how far ahead commanders can plan effectively without preparation and coordination becoming irrelevant. Planning too far into the future may overwhelm the capabilities of planning staffs, especially subordinate staffs. Conversely, not planning far enough ahead may result in losing the initiative and being unprepared. Understanding this tension is essential to ensuring the command is focused on the right planning horizon.
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2-58. In general, planning horizons are points in time the TSC commander uses to focus the organization’s planning efforts to shape future events. TSC planning horizons are measured from weeks or months for operational-level requirements to hours and days for supporting tactical-level requirements.
2-59. The TSC often plans within several different horizons simultaneously. To guide their planning efforts, TSC commanders use three planning horizons—commitment planning (short-range), contingency planning (mid-range), and orientation planning (long-range).
Note. ESC commanders generally use two planning horizons—commitment planning (short-range) and contingency planning (mid-range). ESCs are not yet resourced to conduct orientation planning (long-range).
2-60. Figure 2-2 provides one way to visualize planning horizons. The variable commanders use to focus subordinate planning efforts is certainty. As indicated in Figure 2-2, a high degree of relative certainty provides the means for commanders and staffs to develop a conceptual basis for action, assign resources, and commit to a particular plan. Typically, the further away in time the event is, the lower the degree of certainty. In situations involving lower degrees of certainty, commanders focus on planning for several different possibilities.
Resources are programmed but not committed to a particular course of action or plan. See FM 5-0 for more information on planning horizons.
Figure 2-2. Planning Horizons
COMMITMENT PLANNING
2-61. Commitment planning is short-range focused under conditions of relative certainty. Short-range planning focuses on the immediate future. This may be hours or days. Commitment planning occurs when TSC/ESC
commanders believe they can reasonably forecast events; assign resources, and commit to a particular plan.
Commitment planning directs the physical preparations necessary for action such as staging supplies, task organizing, and positioning of logistics resources for execution. It may involve representatives from all warfighting functions or include only selected staff members and the commander. Who participates depends on the problem’s complexity and available time. Commitment planning results in an OPORD or fragmentary order (FRAGO).
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CONTINGENCY PLANNING
2-62. Contingency planning is mid-range focused under conditions of moderate certainty. Contingency planning occurs when TSC/ESC commanders plan for several different possibilities without committing to any one. Units and resources are programmed—but not physically committed—for several projected circumstances under conditions of moderate certainty. Developing branches and sequels is normally the focus of contingency planning.
Note. Distinguishing between commitment and orientation planning horizons and assigning staff responsibilities for them is relatively straightforward. The planning horizon between them poses a greater challenge. Contingency planning addresses contingencies within the current phase. Its time horizon may reach out days, weeks, or months, depending on the type of operation. Contingency planning includes branch planning and refinement of orientation planning products, such as branches in concept form.
ORIENTATION PLANNING
2-63. Beyond the contingency planning horizon, the situation is too uncertain to plan for specific contingencies. TSC commanders develop broad concepts addressing a number of different circumstances over a longer time period. This orientation planning allows them to respond quickly and flexibly to a broad variety of circumstances. Developing OPLANs in concept form for several scenarios in the distant future is an example of orientation planning.
2-64. TSC commanders assign responsibility for planning based upon the degree of certainty or uncertainty.
Figure 2-3 captures the essence of TSC plans and operations synchronization.
Figure 2-3. TSC Plans and Operations Synchronization
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SECTION V: EXPEDITIONARY SUSTAINMENT COMMAND (ESC)
ESC MISSION AND TASKS
MISSION
2-65. The ESC, attached to a TSC, provides C2 for attached units in an area of operation as defined by the TSC. As a deployable command post for the TSC, the ESC provides operational reach and span of control. The ESC plans and executes sustainment, distribution, theater opening, and reception, staging, and onward movement for Army forces within the spectrum of conflict. The ESC may serve as the basis for an expeditionary joint sustainment command when directed by the combatant commander or his designated coalition/ joint task force (JTF) commander.
TASKS
2-66. ESC tasks are derived from the TSC METL and may include the following UJTL operational (OP) tasks:
• 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.
• 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.
• 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.
• 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.
• 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.
• 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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ESC ROLES, FUNCTIONS, AND ORGANIZATION
ESC ROLE
2-67. The role of the ESC is to provide forward-based C2 of assigned units. It normally deploys to the AO/JOA and provides command and control when multiple sustainment brigades are employed or when the TSC determines that a forward command presence is required. This capability provides the TSC commander with the regional focus necessary to provide effective operational-level support to Army or JTF missions. The TSC may employ multiple ESCs within the theater.
2-68. The forward deployment of the ESC facilitates agile and responsive support by placing the ESC in relative proximity of the supported force and its operational environment. Positioned to provide a regional focus, the ESC is optimally placed to refine that portion of the TSC logistics preparation of the theater assessment applicable to the JTF area of operations and to array logistics forces accordingly.
2-69. Depending on the command structure within the theater, ESCs may be employed to support specific Army forces within a specific AO/JOA; or to support other ESCs or sustainment brigades with theater opening or theater distribution capabilities.
2-70. As described in the modular force logistics concept, the ESC role in supporting a JTF is less about supply and more about physical distribution and readiness. Its purpose is to build and sustain JTF combat power through agile and responsive JOA-wide support. It achieves its purpose through the effective synchronization and execution of TSC plans and directives in support of JTF operational requirements; executing distribution management responsibilities for its specified AO/JOA; establishing a command climate where close coordination and collaboration with the JTF enables decisive action when unanticipated events rapidly occur in a specific operational environment.
2-71. The ESC provides essentially the same range of support staff capabilities but not to the scale and scope of the TSC. It lacks orientation planning and full scale materiel management capabilities.
2-72. The ESC is focused on synchronizing operational-level sustainment operations to meet the day-to-day and projected operational requirements of the JTF or supported force. It accomplishes this, in part, by establishing commitment and contingency planning horizons that are derived from the JTF OPLAN, commander’s intent, CCIR, operational tempo, and distribution system capacity.
ROLE OF THE ESC COMMANDER
2-73. The ESC commander’s role is to establish a positive command climate, prepare the command for operations, direct it during operations, and continually assess subordinates. ESC 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.
2-74. The ESC 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/ESC
commander’s intent; enabling decentralized execution. See FM 6-0 for more information on detailed and mission command.
Commander’s Critical Information Requirements (CCIR)
2-75. ESC 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.
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Mission Orders
2-76. ESC commanders direct with mission orders. Missio