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Chapter 4
Support Operations
Within the spectrum of conflict, theater sustainment commands (TSC) and other Army forces operate as part of a joint force and often within a multinational or interagency environment. Chapter 4
describes how the TSC sustains operations across the spectrum of conflict; leveraging joint and sustaining base capabilities to provide efficient, effective support throughout the theater. Primary TSC
operational-level focus areas include: distribution management, materiel management, movement control, financial management, and human resources. Section I provides an overview of the Army Service component command (ASCC)/TSC command relationship as well as a description of the theater construct. Section II discusses reception, staging, onward movement, and integration (RSOI).
Section III describes TSC distribution management capabilities, functions and retrograde. Section IV
describes materiel management responsibilities, functions and retrograde. Section V describes movement control. Section VI describes the provision of sustainment. Section VII discusses Army special operations forces (ARSOF) support. Section VIII discusses the TSC role in providing common-user logistics support to the joint force. Section IX discusses redeployment. Other TSC
operational-level focus areas - not discussed in this chapter—include positioning of facilities and reconstitution.
SECTION I: OVERVIEW
4-1. Army forces within a unified theater are supported by the ASCC’s theater sustainment command. The ASCC normally retains command and control (C2) of TSC assets in order to effectively and efficiently integrate and synchronize operations across the entire theater. There are situations, however, in which TSC
assets may be under the tactical control (TACON) or operational control (OPCON) of a supported Army forces.
4-2. Military operations within a theater may range from stable peace to general war. When armed conflict does occur, it may involve only a portion of the theater. In situations such as this, the geographic combatant commander (GCC) may designate the region in conflict as a theater of war and/or theater of operations. When a theater of operations, or subsequent area of operations (AO), is established within a theater, the ASCC
commander establishes support priorities in accordance with ARFOR requirements to achieve GCC objectives.
A support to supported relationship is established between the ARFOR and the TSC which permits the TSC to employ theater-wide resources to provide timely, responsive support to the ARFOR.
4-3. With the exception of joint special operations task force (JSOTF) and ARSOF support elements and United States Transportation Command (USTRANSCOM) single port manager units, the TSC C2s all echelons-above-brigade sustainment operations (less health service support) in a theater; achieving unity of command and operational flexibility to ensure the uninterrupted flow of personnel, equipment, and supplies.
4-4. The TSC support structure is based upon detailed mission analysis and other METT-TC considerations.
Required capabilities may vary from theater to theater or by phase of the operation. Modular unit designs provide the means to effectively build required capabilities as operational requirements change. Additionally, TSC planners consider the use of host nation support (HNS), contracted support, and support from other Services as alternatives to adding force structure to the TSC. The structure in Figure 4-1 represents a notional TSC support structure.
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ESC
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MCT – Movement Control Team
CSSB – Combat Sustainment Support Battalion SUST – Sustainment Brigade
ESC – Expeditionary Sustainment Command
FMC – Financial Management Center
HRSC – Human Resources Sustainment Center TSC – Theater Sustainment Command
MCB – Movement Control Battalion
* ESC functions as a deployable command post of the TSC headquarters; provides forward-based C2.
Figure 4-1. Notional TSC Structure
4-5. A TSC may very well be required to simultaneously synchronize and integrate deployment and sustainment operations across a theater that contains multiple theaters of operations (see Figure 4-2). In situations such as this, the TSC may employ multiple expeditionary sustainment commands (ESC) to provide a forward C2 presence in order to provide responsive support to multiple Army forces. In this case, the ESC
commanders are dual-hatted as deputy TSC commanders and exercise OPCON of TSC attached forces.
4-6. The TSC staff’s primary role in the mission command process is the development of plans and mission orders. Effective parallel and collaborative planning produces plans and mission orders that:
• Foster mission command by clearly conveying the commander’s intent.
• Assign tasks and purposes to subordinates.
• Contain the minimum coordinating measures necessary to synchronize the operation.
• Allocate or reallocate resources.
• Directs preparation activities and establishes times or conditions for execution.
4-7. Mission command requires a common understanding of the situation. Theater-wide situational awareness is essential to maintaining the intratheater segment of the distribution system in balance and operating in harmony with the global distribution system. In part, this is accomplished through collaboration and coordination with Army and joint partners at the strategic, operational, and tactical levels. A critical component of which is the TSC capability to establish and maintain a common operational picture (COP). The means to visualize a COP come from the battle command sustainment support system (BCS3), in-transit visibility (ITV) data, logistics status (LOGSTAT) reports, and various standard Army management information systems (STAMIS) employed by the TSC.
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Figure 4-2. Notional Theater Construct
4-8. A key factor in maintaining situational awareness and enabling unity of effort is TSC participation in GCC and subordinate joint force commander (JFC)-level boards and centers. Established on an as required basis, boards and centers establish policies and set priorities; provide for improved synchronization and integration; and enable the effective flow of resources in support of operational objectives.
Note. Under certain METT-TC conditions, the TSC may be responsible for chairing certain boards or centers. Boards and centers are resourced from the internal assets of the participating organizations—a necessity that may cause manning issues for the participating organizations.
4-9. Although all TSC staff sections play an important role in supporting mission requirements, it is the support operations (SPO) section (see Figure 4-3) that is the TSC center of gravity. It is within the support operations section that materiel and distribution management occurs; enabling synchronized and integrated operational-level sustainment support throughout the theater.
4-10. The support operations section, and in particular the distribution management center (DMC), is augmented as required by METT-TC or in accordance with supporting to supported agreements in order to synchronize requirements and employ constrained resources more effectively and efficiently. For example, theater-level inventory management of Class VIII is accomplished by a medical logistics management center (MLMC) support team that collocates with the TSC DMC; providing the medical deployment support command (MDSC) with visibility and control of all Class VIII theater inventory and the capability to integrate Class VIII distribution requirements with those of the TSC controlled intratheater distribution system.
4-11. The TSC SPO serves as the focal point for coordination on all matters pertaining to sustainment for:
• Supported units and major commands.
• Other Services or multinational partner forces.
• Other Army major commands (to include specialized commands).
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• Strategic-level organizations providing support in the theater.
• Joint boards, centers, and bureaus.
4-12. Coordination is essential for the following reasons:
• Ensuring a thorough understanding of the commander’s intent.
• Ensuring complete and coherent staff actions.
• Avoiding conflict and duplication by adjusting plans or policies before implementation.
• Considering all factors affecting the situation.
Note. Additional information on the key organizations that the TSC interfaces with to provide synchronized and integrated support to Army and Joint forces may be found in Chapters 1 and 5.
Figure 4-3. TSC Support Operations Section
4-13. The SPO is the link between planning and execution of strategic-to-operational level deployment and sustainment operations. The SPO, by exercising staff supervision over the DMC, maintains visibility, capacity, and control of the distribution system. Through the coordinated efforts of its internal branches, the DMC, exercises control using current and emerging information technologies that enable the DMC to accurately monitor support from the strategic to tactical level in near real-time.
4-14. To ensure the continuous flow of support, the DMC maintains staff supervision over all materiel managers and movement controllers. The distribution integration branch of the DMC coordinates and synchronizes the movement of all personnel, equipment, and supplies into and out of the theater. To do this job 4-4
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effectively, the distribution integration branch relies on coordination and information exchange between the supply and the mobility branches. A COP, provided by current and emerging information technologies, enables the DMC to optimize resources and task subordinate organizations in support of on-going and future operations.
4-15. The supply branch provides staff supervision over all supply operations except Class V and Class VIII.
The munitions branch provides staff supervision and visibility of conventional ammunition. The materiel readiness branch provides staff supervision over maintenance issues impacting force readiness. The mobility branch provides staff supervision of all allocated transportation assets and coordinates directly with the movement control battalion (MCB) assigned to either the TSC or ESC. The mobility branch also coordinates with joint and strategic partners (i.e. Joint deployment distribution operations center [JDDOC] and the Military Surface Deployment and Distribution Command [SDDC]) in order to synchronize intertheater and intratheater deployment and distribution efforts; and optimize intratheater distribution by employing all transportation modes available in theater. The MCB coordinates all movement in the theater. The log automation branch maintains regional servers for logistics STAMIS systems and provides log automation support to subordinate and supported units.
SECTION II: CONDUCT RECEPTION, STAGING, ONWARD MOVEMENT, AND
INTEGRATION OPERATIONS
4-16. RSOI is a set of complex processes involving the GCC and his Service component commands, and strategic and joint partners such as USTRANSCOM. In order to conduct efficient and effective RSOI operations, a seamless strategic-to-theater interface is required. Three essential elements—unity of command, synchronization, and balance—are the means by which the GCC achieves a seamless strategic-to-theater interface and a rapid build-up of combat power.
4-17. Unity of command produces a well-synchronized flow of personnel, supplies, and units through ports of debarkation; enabling the rapid build-up of combat power by transitioning deploying forces into forces capable of meeting GCC operational requirements. This is accomplished, in part, through a thorough understanding of C2 and supporting to supported relationships. It also involves the employment of a robust communications network that effectively links all elements together and provides the means to access relevant information and data.
4-18. Synchronization is the process that links personnel, supplies, and units in a timely manner.
Synchronization requires detailed and continuous planning, predictable air and sea flows, ITV of assets moving through the distribution system, and the ability to adjust schedules. A well-synchronized flow helps to avoid bottlenecks at critical nodes and along main supply routes (MSR) and maintain balance throughout the distribution system.
4-19. Balance is central to the relationship between deployment and theater distribution. To achieve balance, the flow of units, equipment, and materiel in the intertheater and intratheater systems must be regulated to allow for a continuous and controlled flow of units, equipment, and materiel. To accomplish this, the supported GCC
maintains overall responsibility for planning RSOI operations. Responsibility for execution, however, may be assigned to a joint headquarters or Service component command. In either case, the ASCC is heavily involved in RSOI operations due to dominant user and Army executive agency responsibilities.
4-20. The TSC, as the senior Army command responsible for deployment and sustainment in the theater, enables efficient and effective RSOI by building a theater infrastructure—from a combination of existing and deployable assets, capable of supporting the deployment process and rapid force generation. It relies upon subordinate sustainment brigades, augmented by theater opening elements, to conduct port of debarkation support operations; provide life support; and execute theater distribution operations. Army health support is provided by the MDSC. Under certain METT-TC conditions, the TSC may also employ one or more ESCs to provide a forward-based C2 presence that provides oversight of RSOI/or theater distribution operations.
4-21. Within the TSC, the SPO provides staff oversight of TSC RSOI efforts; coordinating and synchronizing reception, staging, and onward movement activities with subordinate commands and strategic/joint headquarters to maintain a balanced flow of supplies, personnel, equipment, and units consistent with strategic lift capabilities and ASCC/GCC priorities.
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4-22. Collaborative planning and coordination between the TSC and strategic/joint headquarters is especially critical to the TSC’s ability to synchronize and integrate intratheater deployment and distribution operations.
This planning and coordination effort provides the TSC with the means to successfully:
• Monitor airlift and sealift flow.
• Provide movement control of arriving supplies, personnel, equipment, and units.
• Establish theater-wide capabilities required to meet anticipated transportation and throughput capacities.
• Provide life support.
• Establish effective liaison among the Service components and strategic providers.
• Identify HNS requirements.
• See JP 3-35 and FMI 3-35 for additional information concerning RSOI operations.
SECTION III: PROVIDE DISTRIBUTION MANAGEMENT
4-23. 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 sub-elements of the distribution system. Methods may include, but are not limited to: maximizing containerization, increasing standardized transportation and materiel handling equipment, integrating aerial re-supply as a routine method of delivery, synchronizing and integrating retrograde operations across all available transportation modes, reducing storage, reducing transportation mode transfer handling requirements, and increasing ITV in an AO/joint operations area (JOA).
TSC/ESC DISTRIBUTION MANAGEMENT ROLES
4-24. The TSC is the distribution manager of the intratheater segment of the global distribution system. It executes distribution operations in accordance with priorities promulgated by the ASCC G-4. 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.
4-25. Under certain METT-TC conditions, an ESC may also have supporting to supported relationships with other ESCs or sustainment brigades supporting other specified AOs/JOAs.
4-26. As the theater distribution manager, the TSC maintains a theater-wide focus; participating in and coordinating with applicable joint logistics boards, centers, bureaus responsible for resolving issues concerning competing priorities and the allocation of constrained resources.
4-27. TSC distribution managers conduct parallel and collaborative planning with supporting and supported commands in order to facilitate the effective execution of distribution operations in accordance with ASCC
priorities and supported commander requirements.
4-28. The TSC’s primary role in distribution management is a seamless flow of supplies, personnel, and equipment throughout the intratheater segment of the distribution system; delivering the right quantity, at the right time, and in the right location. In part, the TSC accomplishes this through close coordination with the JDDOC and supported J-4/G-4s. It is also accomplished, in part, through the effective use of ITV to monitor distribution flow.
Note. If the TSC serves as a joint logistics center, the JDDOC may collocate with the TSC DMC and assist the TSC in joint oversight of distribution and deployment.
4-29. The ESC performs the same function both from and within its specified area of operations; coordinating with the TSC and supported J-4/G-4 in order to update its time definite delivery schedules and distribution 4-6
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priorities. It also collects and analyzes ITV distribution information to monitor the distribution flow inside the theater of operation/JOA.
4-30. TSC and ESC DMCs synchronize operations within the distribution system to maximize throughput and follow-on sustainment. They manage all facets of transportation including the effective use of air, land, and sea transportation assets. DMCs maintain connectivity with supporting and supported headquarters and use all possible measures to establish and maintain a COP.
4-31. TSC and ESC roles in physical distribution include maintaining visibility of theater distribution assets within the distribution network. The TSC and ESC can direct cross-leveling of distribution resources to meet requirements and/or optimize the distribution flow.
4-32. As required, the TSC DMC may establish distribution management boards to ensure distribution management processes are linked with theater-level processes/boards. The TSC DMC examines current operations to ensure success in achieving the effects the combatant commander desires on the battlefield.
4-33. TSC distribution managers:
• Synchronize materiel and movement management operations by maintaining logistics situational understanding through a COP.
• Ensure visibility of theater distribution assets, including international organization for standardization (ISO) shipping containers, aerial delivery platforms, and palletized loading system flat-racks.
• Enforce established theater priorities established by the TSC or the ASCC.
• Maintain continuous liaison with the TSC staff as well as supporting and supported staffs to ensure the uninterrupted flow of materiel, units, personnel, mail, and other goods.
• Synchronize retrograde support operations with an established return priority of ISO shipping containers, aerial delivery platforms, and flatracks to the distribution system.
• Coordinate directly with the theater aviation command or designated theater aviation brigades G-3/S-3
to move commodities via rotary wing or fixed wing aircraft.
• Advise the commander on the use of unmanned aerial systems (UAS) and air movement to support distribution operations.
DISTRIBUTION MANAGEMENT FUNDAMENTALS
4-34. Distribution management is the process of planning and coordinating for the time-definite delivery of units, materiel, equipment, personnel, and Soldier support to, within, and from the theater, AO, or JOA.
Effective distribution management depends on applying the following principles of distribution from ATTP 4-0.1 (FM 4-01.4):
• Centralize management.
• Optimize infrastructure.
• Minimize stockpiling.
• Maximize throughput.
• Maintain a seamless pipeline.
COMPONENTS OF DISTRIBUTION MANAGEMENT
4-35. The components of distribution management are visibility, capacity, and control. The TSC distribution managers require visibility and control to maximize the capacity of the system.
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prepare to accommodate different Service systems, different languages and cultures, and different policies and doctrines with respect to attaining and maintaining visibility and control of the distribution system.
VISIBILITY
4-37. Commanders emphasize the timeliness and accuracy of data flowing into the DMC. Without constant reinforcement, the imperative of “doing the mission” soon overwhelms any reporting system. Reporting, though, is as important as actually distributing materiel because timely information, correctly understood, leads to dominance on the battlefield. Planners perform this asset reporting in joint and multinational operations where data processing and communications systems may not be compatible.
4-38. The TSC and subordinate commanders decide what information is critical to their ability to perform their missions to support the ASCC commander. The staff assists the commander by recommending information requirements for inclusion as commander’s critical information requirements (CCIR). Their recommendations are based on assessments of operations throughout the plan, prepare, and execute cycle.
4-39. Distribution managers remain acutely aware of CCIR, particularly as they pertain to enemy and friendly information requirements for the G2 intelligence staff and the commander. The DMC intensively collects and processes enemy and friendly information requirements for the commander. The DMC collects information on the four distribution networks (physical, resource, communications, and information), and on the status of assets within the distribution system.
4-40. The physical network and its capability to support distribution requirements is critical. A complete understanding of the characteristics and associated restrictions of road, rail, water, and air transportation is crucial to numerous distribution decisions. The availability of buildings, hospitals, fuel storage, and general storage areas can influence the overall capability to perform the distribution mission. Support operations personnel coordinate with the G-2 and G-3 staffs and subordinate commands to maintain situational awareness of the physical network.
4-41. The resource network is comprised of military and host nation (HN) units, equipment, and resources that are required to operate over the physical network. The locations and command relationships of the sustainment units and their materiel, manpower, and financial resources are critical force multipliers. The assistant chief of staff, SPO, recommends possible locations for arraying subordinate units and critical distribution equipment throughout the physical network to optimize the distribution flow. The DMC maintains visibility of the critical sustainment capabilities available to the commander in order to redirect or apply the resources toward specific deployment and/or sustainment missions and maintains oversight of those critical capabilities.
4-42. An effective communications network within the theater is critical; distribution managers coordinate with the G-6 staff to ensure communications assets are available throughout the distribution system. The communications network combined with automation systems provide efficiency and effectiveness to the distribution system.
4-43. The information network is a combination of all the information collection devices, automated identification technology (AIT), and automated information management systems. Visibility and knowledge of the automation capabilities in the theater are critical to obtaining distribution information. The DMC is part of the decision making process when determining the automated information system (AIS)/AIT needed for an operation, as well as arraying those technologies across and within the theater.
4-44. The TSC ability to maintain visibility of the location, quantity, condition, mov