*FM 4-0
Field Manual
No. 4-0
Headquarters
Department of the Army

Washington, DC, 14 August 2024

SUSTAINMENT OPERATIONS

The publication of FM 3-0 in October 2022 codified multidomain operations as the Army’s operational concept. FM 4-0 describes sustainment operations in support of the Army’s operational concept and how the Army supports the joint force in the execution of campaigns. It is the Army’s doctrine for sustainment operations across the competition continuum at the theater strategic, operational, and tactical levels of warfare. This publication emphasizes sustainment fundamentals and tactics to provide all commanders, staffs, and Soldiers an understanding of sustainment operations. The contents of FM 4-0 are consistent with the principal sustainment doctrine contained in ADP 4-0 and serve as the doctrinal foundation for all Army sustainment operations. FM 4-0 describes how the Army and its organizations conduct sustainment operations and is the keystone Army doctrine reinforced in Army techniques publications including ATPATPArmy Techniques Publications 4-91, ATPATPArmy Techniques Publications 4-92, and ATPATPArmy Techniques Publications 4-93. The doctrine discussed in this manual is nested with the FM 3-0 series doctrine. Sustainment is crucial to the success of operations. The endurance of Army forces is primarily a function of their sustainment (ADP 3-0). Sustainment determines the depth and duration of Army operations. It is essential to seizing, retaining, and exploiting the initiative. Sustainment is inherently joint and facilitates the joint force commander’s ability to enable freedom of action, extend operational reach, and prolong endurance. Sustainment must be planned, integrated, and synchronized with operations at every level of warfare. Sustainment is dependent upon joint and strategic integration and should be coordinated to ensure resources are delivered to the point of employment. The Army’s sustainment capabilities assist in providing crucial operational area opening functions enabling joint forces to achieve strategic and operational reach. Army sustainment capabilities provide the bulk of Army support to other Services, common-user logistics, and other common sustainment resources in support of the combatant commander. The logic chart in the introductory figure on the next page is better understood if read from top to bottom. The chart depicts the peer threats and methods expected to be employed and the characteristics of the anticipated operational environment. The logic chart reflects the joint operational concept of unified action and defines multidomain operations as the Army’s operational concept and how the sustainment warfighting function contributes to unified action. The logic chart displays the strategic context through which forces conduct operations and how sustainment capabilities are task organized to support operational forces at echelon across all domains. The chart concludes by portraying how sustainment of large-scale combat operations requires integration into the operations process to enable freedom of action, extend operational reach, and provide the prolonged endurance necessary to accomplish missions, consolidate gains, and win our nation’s wars. FM 4-0 contains seven chapters and six appendices: Chapter 1 provides an overview of Army sustainment operations, introduces the four elements of the sustainment warfighting function, and discusses the principles of sustainment. It also provides an overview of Army operations and sustainment challenges presented by the spectrum of violence. The chapter also describes the Army strategic context and the tenets of operations and imperatives in which sustainment forces must operate. It describes the operational environment and contested logistics environment. The chapter concludes describing sustainment of multidomain operations, the authorities and responsibilities vested in the combatant commander, and Title 10 sustainment requirements and various executive agent responsibilities. Chapter 2 provides an overview of sustainment roles, capabilities, and a general discussion of sustainment organizations at the national strategic, theater strategic, operational, and tactical levels of warfare. This chapter concludes with a discussion of joint command relationships, Army command and support relationships, and command and support relationships by echelon. Chapter 3 provides an overview of sustainment during competition below armed conflict. It also discusses sustainment planning considerations during competition and describes sustainment roles and responsibilities by echelon during competition. Chapter 4 provides an overview of Army operations during crisis. It discusses sustainment planning considerations, considerations for forcible entry operations, and describes roles and responsibilities of organizations for sustainment operations by echelon during crisis. Chapter 5 provides an overview of sustainment operations during armed conflict. It discusses the link between sustainment organizations and their associated tasks in the strategic, operational, and tactical levels of warfare. This chapter also discusses sustainment of large-scale combat operations, sustainment of defensive operations, and sustainment of offensive operations. Chapter 6 describes sustainment operations in a maritime environment. It begins with a discussion on the characteristics of the maritime environment and the challenges they pose. It also discusses planning considerations for sustainment in a maritime environment. Chapter 7 describes the operations process and the sustainment commander’s importance in driving the operations process. It describes how sustainment commanders use operational art. The chapter also discusses how sustainment commanders can adapt their formations for missions and transitions. It concludes with training considerations for sustainment units and sustainment leader development. Appendix A describes quartermaster operations and the functions of the Quartermaster Corps. Appendix B describes transportation operations and the functions of the Transportation Corps. Appendix C describes ordnance operations and the functions of the Ordnance Corps. Appendix D discusses Army sustainment information systems and the importance of linking them to command and control systems. Appendix E discusses and provides examples of logistics status reports and personnel status reports. Appendix F describes the sustainment symbols within FM 4-0. The introductory table outlines changes to Army terminology reflected in FM 4-0. Introductory table. New, modified, and rescinded terms Term Action precision sustainment New term predictive logistics New term This page intentionally left blank.

This chapter introduces Army sustainment operations, presenting the four elements of the sustainment warfighting function and examining the foundational principles underpinning sustainment. Moreover, it offers insights into Army operations and the challenges pertaining to sustainment that emerge within the competition continuum, a dynamic spectrum encompassing phases from peaceful competition to potential armed conflict. The chapter delves into Army sustainment forces operations and contributions within the strategic environment. The chapter culminates by delineating the provisions for sustaining multidomain operations, outlining the scope of authority and duties delegated to combatant commanders and explaining the requisites for Title 10 sustainment alongside the diverse responsibilities assumed by various executive agents.

This chapter provides an overview of sustainment roles, capabilities, and a general discussion of sustainment organizations at the national strategic, theater strategic, operational, and tactical levels of warfare. This chapter concludes with a discussion of joint command relationships, Army command and support relationships, and command and support relationships by echelon.

Conflict This chapter provides an overview of sustainment operations during competition below armed conflict. This chapter includes an overview of Army operations during competition and discusses sustainment planning and describes sustainment roles and responsibilities at each echelon.

This chapter provides an overview of Army operations during crisis. This chapter discusses sustainment planning considerations, considerations for forcible entry operations, and describes roles and responsibilities of organizations for sustainment operations by echelon during crisis.

This chapter provides an overview of sustainment operations during armed conflict. This chapter covers sustainment of large-scale combat operations, sustainment of defensive operations, and sustainment of offensive operations. This chapter concludes with a discussion on the transition from conflict to competition or crisis.

This chapter describes sustainment operations in a maritime environment. It begins with a discussion on the characteristics of the maritime environment and the challenges they pose. It also discusses planning considerations for sustainment in a maritime environment.

This chapter describes the operations process and the sustainment commander’s importance in driving the process. It describes how sustainment commanders use operational art, and it also discusses how sustainment commanders can adapt their formations for missions and transitions. It concludes with training considerations for sustainment units and sustainment leader development. THE OPERATIONS PROCESS 7-1. The operations process is the Army’s framework for planning and organizing operations. Sustainment commanders must be familiar with every aspect of the operations process and ensure it is fully executed within the time available. Using the operations process ensures that sustainment commanders drive the detailed planning necessary to understand, visualize, and describe the OE. It also allows commanders to make critical decisions to direct, lead, and assess synchronized and integrated operations. The following paragraphs provide additional information on the operations process. For detailed information, refer to JP 5-0, ADP 5-0, and FM 5-0. P LANNING 7-2. Planning is the art and science of understanding a situation, envisioning a desired future, and determining effective ways to bring that future about (ADP 5-0). Planning can be both conceptual and detailed. Conceptual planning involves developing an understanding of the OE, defining the end state, and developing an operational approach to achieve that end state. Detailed planning develops the operational approach into a complete plan. Sustainment commanders must be skilled in the art and science of planning. They must understand the maneuver objectives and be able to conceptualize a sustainment plan that supports those objectives. They must also be able to quickly translate the conceptual plan into a detailed plan for subordinates to follow. Sustainment commanders and planners must identify potential friction points and codify them into a decision support matrix. Also, developing pre-determined branches and sequels to the plan can expedite the implementation of changes. Planners should also seek to clearly define, and receive approval for, delegation of authority as it pertains to some of the decisions on the decision support matrix. Commanders must exercise their discretion when delegating authorities, but doing so can rapidly enhance the responsiveness of executing changes to the established plan. 7-3. Planning is continuous. During preparation and execution, sustainment commanders will be required to assess and continually update and refine orders as the tactical situation and OE change. Input received from subordinate leaders on how things can be done differently also influences how commanders plan and prepare. P REPARATION 7-4. Preparation consists of those activities performed by units and Soldiers to improve their ability to execute an operation (ADP 5-0). Preparation creates conditions that improve opportunities for success. Sustainment commanders and leaders at all levels can improve sustainment support through rehearsals, training, and inspections. Sustainment commanders use preparation to move from planning to execution of operations. E XECUTION 7-5. Execution is the act of putting a plan into action by applying combat power to accomplish the mission and adjusting operations based on changes in the situation (ADP 5-0). Commanders, staffs, and subordinate leaders focus on translating decisions into actions during execution. Sustainment commanders must ensure that the actions executed by sustainment forces support the operational plan and provide freedom of action, extend operational reach, and prolong endurance. Sustainment commanders and their staffs must continually assess the effectiveness of support and adjust as necessary. A SSESSMENT 7-6. Assessment is a continuous activity that supports decision making throughout the operations process. Sustainment commanders and their staffs are required to continually assess the situation before and throughout operations to understand conditions and required decisions. Sustainment commanders should use continuous assessment to make decisions and anticipate and adapt to changes in the OE and operations. Effective sustainment commanders communicate up and down the chain of command to share information and observations and maintain situational awareness. They use assessments to review assumptions, revise running estimates, and understand risk. Sustainment commanders must also understand the importance of assessing operations in other domains to anticipate and prevent issues that could impede operations. SUSTAINMENT COMMANDER’S ROLE IN THE OPERATIONS PROCESS 7-7. The sustainment commander’s role in the operations process is to lead Soldiers and organizations while providing purpose, direction, and motivation to accomplish operations. Commanders accomplish this through understanding the problem, visualizing the end state, describing the visualization, and directing actions. Commanders must use running estimates throughout the operations process to support understanding, visualizing, describing, and directing. Figure 7-1 describes the operations process and the commander’s role. U NDERSTAND 7-8. Sustainment commanders collaborate with their staffs, other commanders, and unified action partners to build a shared understanding of their OEs and associated problems. The OE includes portions of all five domains and all three dimensions—human, physical, and information. Sustainment commanders must understand how sustainment capabilities are employed across the domains and the effects they produce across the dimensions. Commanders must continually assess their understanding of the OE and problem and adjust as necessary. A commander must understand the OE and accurately frame the problem to effectively visualize the desired end state and operational approach. V ISUALIZE 7-9. As sustainment commanders build understanding about their OEs, they start to visualize the desired end state and the operational approach to achieve it. Sustainment commanders use the shared understanding they gained with their staff to effectively visualize the desired end state and how the operational approach they envision their organization taking will achieve it. D ESCRIBE 7-10. Sustainment commanders must be able to describe the purpose and intent of operations to their staff and subordinate commanders to create a shared understanding. They can use collaboration and dialogue to ensure subordinate commanders understand the visualization well enough to plan and conduct operations. Sustainment commanders should continue to refine visualization during the planning and execution of operations. Updates to the visualization must be communicated and balanced with the time subordinate leaders have to understand and act. D IRECT 7-11. Sustainment commanders direct operations to achieve results and accomplish missions. Effective decision making and timely sharing of information ensures sustainment provides maneuver commanders with freedom of action to act decisively. Sustainment commanders who can quickly sense, understand, decide, act, and assess provide maneuver commanders with the endurance and operational reach to challenge enemy forces when they choose. A knowledgeable and capable staff are essential to effective decision making and directing operations. L EAD 7-12. Leadership is the most essential dynamic of combat power. Sustainment commanders lead by the personal example they set, the quality of guidance they provide, and the actions they take during operations. Sustainment commanders must be able to lead and make decisions in situations that require rapid adjustment in brief periods of time. Fortitude and personal presence are required of sustainment commanders when making challenging decisions and help overcome the friction inherent in all military operations. A SSESS 7-13. Commanders, supported by their staffs, assess the situation before execution and throughout operations to understand conditions and determine what decisions they must or are likely to make. These decisions are facilitated by commander’s critical information requirements that identify critical information needed for decision making. Sustainment commanders must be able to compare the current operation to what was anticipated, remain alert to variance from expectations, and watch for information indicating threats or opportunities. The ability to continually assess sustainment operations is essential in anticipating changes and quickly adapting forces and support provided to counter those changes. SUSTAINMENT COMMANDER AND OPERATIONAL ART 7-14. Army commanders, both maneuver and sustainment, must use operational art to develop a vision of how to establish conditions that accomplish their assigned missions and objectives. Commanders and staffs use operational art to develop strategies and operations to organize and employ tactical forces. Using their collective skill, knowledge, experience, creativity, and judgement, commanders and staffs integrate ends, ways, and means, to achieve objectives. Army commanders use operational art to pursue strategic objectives through the arrangement of tactical action in time, space, and purpose all while accepting and accounting for risk. Operational art is what allows commanders to translate their operational approach into a clear and concise concept of operations that is disseminated in an OPORD. 7-15. The Army design methodology can be used to shape an operational approach. Through this methodology, commanders and staffs gain an understanding of the current state of the OE to include current conditions. It allows them to envision a desired end state that must be achieved, identify problems that will prevent achieving the end state, and then develop a broad, general plan to solve those problems. From this point, commanders use the military decision-making process to develop a detailed plan that includes a concept of operations. Maneuver and sustainment commanders use the elements of operational art to understand the OE and develop a concept of operations. These elements can be used selectively in any operation as required, and not all apply at all levels of warfare. The elements are— • End state and conditions. • Center of gravity. • Decisive points. • Lines of operation and lines of effort. • Tempo. • Phasing and transitions. • Culmination. • Operational reach. • Basing. • Risk. 7-16. Commanders, both maneuver and sustainment, must consider these elements in planning. With proper consideration, each element can be used to develop a concept of operations that synchronizes and integrates sustainment with the other warfighting functions. Examples of how this can be done are shown below: • Determine what sustainment capability is required and where it must be located in order to achieve the desired end state. Establish desired conditions such as required quantities of supplies or operational readiness rate. • Determine if sustainment should be considered a critical requirement for the operation. Identify the components of the sustainment support structure such as supply storage and distribution that are critical and could cause failure if destroyed. Apportion protection capabilities to the sustainment assets as required. • Analyze the effects of sustainment in allowing a commander to maintain combat power and reach decisive points. An example might consist of analyzing the CL III(B) and CL V status or maintenance and personnel status and determining if the status is adequate to reach the point. • Determine how sustainment affects both lines of operation and lines of effort. Ask if sustainment will impact the ability to reach and control a geographic objective. The same should be done for lines of effort. Commanders should analyze how sustainment affects fires, protection, and movement and maneuver. Furthermore, commanders should determine if sustainment support is a line of effort required to establish the desired end state. • Analyze how sustainment will affect the desired tempo of the operation and if sustainment will allow maneuver forces to maintain a higher tempo than the enemy. Understanding the status of CL III(B) is critical to controlling the tempo since fuel directly impacts movement and maneuver. Commanders must also ensure the maneuver tempo does not outpace the sustainment support. • Analyze the effect sustainment has on completing the current phase of an operation and transitioning to the next phase. The commander and staff should use sustainment estimates to determine if the support concept is achieving the desired results in terms of the operational objectives. Identify the changes to the plan and the specific support required to complete the phase. • Know the point at which the operation will culminate due to sustainment limitations or inadequate sustainment support. As an example, lack of personnel replacement might cause the operation to culminate sooner than planned. Sustainment commanders and staffs should be able to determine the culmination point and communicate it to the maneuver commander for consideration. This information can be used to plan a deliberate transition from offense to defense. • Know the culminating points for supply since the culmination point is normally the limit of a unit’s operational reach. Supply, maintenance, personnel replacements, and medical support all directly affect endurance and the ability to employ combat power for extended periods. • Consider what type of basing is required to execute sustainment support. See ATPATPArmy Techniques Publications 3-37.10 for more information on basing. This includes proper positioning, dispersion, security, and command and control required to control the bases. • Determine the amount of risk to accept when committing sustainment forces. Commanders must balance the risk with the potential favorable outcome. As an example, a commander might commit an entire fleet of tactical fuel vehicles to reach a decisive point in the operation but must accept the fact that doing so jeopardizes future operations if the fuel assets are destroyed by enemy action. ADAPTING SUSTAINMENT FORMATIONS FOR MISSIONS AND TRANSITIONS 7-17. Conducting successful sustainment operations requires commanders, staffs, and subordinate leaders that can anticipate changes and quickly adapt formations and operations to meet those changes. The responsibility for anticipating and quickly adapting to changes begins with the sustainment commander. Sustainment commanders develop staffs and subordinate leaders that create agile and adaptive units, inspire resilience in assigned personnel, and maintain focus on the mission in the face of adversity. (See Chapter 2, section VI for various command and support relationships that can be used when adapting formations.) 7-18. Quickly changing conditions and sudden transitions in operations may impact the teamwork and cohesion of a formation. Both require adaptation and sustainment leader attention. Examples of changes and adaptations include— • Changes to sustainment task organization. • New sustainment missions or changes in guidance. • Changes to operational plans and changes in sustainment missions and support requirements. • Periods of intense hardship and fatigue. • Sustainment mission failures or setbacks. • Reconstitution. 7-19. Sustainment commanders must develop subordinate leaders that can adapt to the changes in the OE and the nature of large-scale combat operations. Training is the vessel to prepare for these changes and sustainment leaders must be adept at training task-organized formations and subordinate leaders. Sustainment units that can successfully adapt to changing situations depend on leader development and a command climate that encourages subordinate leader learning, independent thinking, and taking the initiative. (FM 6-22 provides additional information on leader development in a learning environment.) Sustainment leaders establish conditions for subordinate adaptation by— • Developing sustainment leadership experience. • Fostering shared understanding. • Communicating with staff and subordinates. • Developing teams. D EVELOPING S USTAINMENT L EADERSHIP E XPERIENCE 7-20. The Army develops leaders who are agile, adaptive, and innovative through a mix of education, training, and experience. This encourages leaders who act with boldness and initiative to execute missions according to doctrine and orders. The goal is to develop Army leaders who clearly provide purpose, direction, motivation, and vision to their teams and subordinates while executing missions to support their commander’s intent. Sustainment commanders and leaders develop subordinates by preparing them and challenging them with greater responsibility, authority, and accountability. Sustainment leaders should prepare subordinates to succeed at the next level of responsibility, since large-scale combat operations may require them to replace sustainment leaders above them. It is the professional responsibility of all sustainment leaders to develop subordinates. See FM 6-22 for more information on leader development. 7-21. Sustainment commanders and leaders can develop subordinates during training by accepting subordinates’ risk and providing accurate feedback at the conclusion of training. Sustainment leaders should allow subordinates to accept risk on their behalf during training. They should also ensure subordinates make analytic risk decisions while informing higher headquarters of the risks they are accepting. Doing so provides a valuable teaching tool to learn what risks are acceptable, which are not, and how to better analyze and assess risk. 7-22. This method of coaching builds a leader’s trust in a subordinate’s judgement and initiative. It also builds the subordinate’s trust in the leader. During operations, sustainment leaders must intervene when subordinates take risks that exceed potential benefits. Sustainment leaders must inform leaders either at the time of the decision or during an after-action review. 7-23. Instilling risk acceptance into sustainment leaders at all levels comes with accepting mistakes made in sincerity during training. Sustainment commanders that allow subordinates to learn from bad decisions create a learning climate that allows learning while gaining experience to thrive under pressure. Sustainment leaders should enforce the importance of bias towards action by highlighting decision making during operations. However, commanders should not constantly endorse or support mistakes that result from repeated lack of judgement or inability to learn. Commanders must not tolerate subordinates repeatedly failing to exercise the initiative and constant errors or inaction. To ensure subordinates learn from mistakes, sustainment commanders must— • Publicly discuss a mistake during after-action reviews; this includes the mistakes of the leader as well. • Make an immediate correction to enable a shared understanding by the team when there is no time for an after-action review. • Correct systemic problems that enabled the mistake. 7-24. Sustainment commanders must prepare subordinates to take their place as required. Training events, exercises, and professional development sessions are ways to reinforce the vision and need for initiative. Over time, this prepares leaders for assumption of greater responsibility during combat. Sustainment leaders must also create a climate that fosters a shared understanding of the intent and desired end state. F OSTERING S HARED U NDERSTANDING 7-25. A shared understanding enables a mission command approach to command and control. Sustainment commanders should communicate intention two levels down and sustainment leaders must look two levels up to understand the commander’s intent, priorities of effort, and end state. Sustainment commanders can ensure a shared understanding of their intent through a continuous dialogue with subordinates. When done in an environment of mutual trust and understanding, the sustainment commander’s intent frees them up to move about the battlefield knowing that subordinates understand the end state and what must be done. A shared understanding allows sustainment leaders to operate knowing subordinates will report information promptly and accurately. 7-26. Sustainment leaders must educate themselves and subordinates in Army, joint, and multinational doctrine. Training using the applicable tactics, techniques, and procedures creates a shared understanding, develops the team, and builds trust commanders need to achieve unity of effort. This will be essential when units are placed with different task organizations and command structures during an operation. C OMMUNICATING W ITH S TAFF AND S UBORDINATES 7-27. Sustainment commanders must be proficient in the use of written orders when exercising command and control of forces. Written orders before and during early stages of an operation promote consistency, provide a common frame of reference, and support a shared understanding between staff and subordinates. During operations, oral communications are more importance when time and the changing situation dictate speed of decision making. Oral communication also offers sustainment commanders an opportunity for personal interaction while leading. Face-to-face communication with staff and subordinates is the most effective means of communication but is not always practical. The pace of operations and changes in the OE can limit face-to-face interaction. Communications at the tactical level during large-scale combat operations will be mostly dependent on radio communications or Joint Battle Command-Platform messages. Sustainment commanders must understand that the military bearing they display and their tone of voice will impact subordinates. 7-28. Effective sustainment leaders should take steps to encourage communication between subordinates and staff. Leaders should make themselves open to receiving new information, good or bad, without harsh or over reactions. These types of barriers can reduce the ability to receive accurate and timely information. Failure to receive and act on this information can lead to mission and operational failure. D EVELOPING T EAMS 7-29. Developing successful sustainment teams is a continuous process that begins at home station and continues through deployment and operations. For sustainment commanders, developing an effective team requires a shared understanding across all domains and effective communications with their staff and subordinates. Often, sustainment units serve or are deployed with different subordinate units or placed under an unfamiliar higher echelon. Sustainment leaders can build trust in these situations through interaction with subordinates and higher echelons to collaborate and get a shared understanding of each other's capabilities. 7-30. Sustainment units may participate in operations with different command structures than at home station. Sustainment commanders must be prepared to communicate with those command structures to share vision and understanding. This communication between leaders and staffs can foster team building. It also provides an opportunity to identify scenarios where they may train together in the early stages of an operation. 7-31. Sustainment commanders should circulate with subordinate units to assess capabilities and readiness, learn task organizations, and motivate Soldiers. Sustainment commanders that build relationships with subordinate units and unified action partners also increase situational understanding while strengthening the team. This increased situational understanding is essential in visualizing and describing the end state. 7-32. Different cultures and levels of training between the Army and unified action partners can impact building successful teams. Sustainment leaders should strive to understand these differences in order to build civil-military teams. To assist with building these partnerships, sustainment leaders should— • Have unified action partners represented, integrated, and actively involved in planning and coordinating activities. • Share an understanding of the situation and problem. • Collectively determine resources, capabilities, and activities required to achieve goals. • Work for unity of effort towards a common goal. 7-33. Successful sustainment operations require sustainment leaders working with partners to develop a shared understanding and commitment to the solution. Achieving unity of effort and building a successful team requires sustainment leaders with cultural understanding and the ability to communicate. Without those skills, collaboration and team building with unified action partners will be difficult. TRAINING CONSIDERATIONS FOR SUSTAINMENT UNITS 7-34. Sustainment forces at each level of warfare continue to operate in complex and uncertain environments that present a number of challenges that leaders need to incorporate into training, embracing the principle of train as you fight. S URVIVABILITY 7-35. Survivability is a key objective in all training, especially for sustainment formations, which are vulnerable due to size, limited protection resources, and the requirement to continue sustainment operations while simultaneously conducting force protection tasks. To increase survivability, sustainment units must focus training on defense of the support area, cover and concealment, aggressive reconnaissance and security operations, selection of terrain that masks sustainment formations visually and electronically, electromagnetic protection and emissions control measures, and dispersion. 7-36. Training on tactics, techniques, and procedures to avoid or withstand hostile actions or environmental conditions is critical to ensuring the survivability of sustainment units in support of Army operations. Sustainment units must be equipped, structured, trained, and prepared to execute these tasks to ensure units can complete sustainment missions when military police are unavailable. 7-37. The ability of sustainment units to defend the support area is a critical enabling task for conducting sustainment operations. Units cannot conduct support if they cannot defend the support area. Sustainment leaders must prioritize training to focus on the fundamentals of unit defense such as establishing a perimeter defense, developing engagement areas, integrating fires, employing obstacles, constructing fighting positions, and using camouflage for concealment. 7-38. Sustainment forces should assume that they are under constant observation from one of the enemy’s land, maritime, air, or space-based reconnaissance and surveillance capabilities. Therefore, sustainment units must implement electromagnetic protection and emissions control measures to reduce and obscure emissions and signatures that the enemy can detect. The likelihood of enemy massed long-range fires increases during large-scale combat operations, particularly against command and control, sustainment nodes, and critical infrastructure. To survive and operate against massed long-range fires and in contaminated environments, commanders must plan for establishing base cluster operations to create dispersion. Leaders only concentrate forces when necessary and balance the survivability benefits of dispersion with the negative impact dispersion has on mission effectiveness. Dispersed formations improve survivability by complicating targeting and making it more difficult for enemy forces to identify lucrative targets. M OBILITY 7-39. Operations over extended distances require all sustainment units be mobile. Sustainment units must be able to rapidly deploy, operate, and displace to complicate enemy targeting efforts and increase survivability in a widely dispersed, fast paced, chaotic, and highly lethal OE. Sustainment commanders must plan for and maintain continuity of command and control during displacement or catastrophic loss. Leaders must ensure units replicate frequent survivability moves and split-based operations of sustainment units and headquarters on a continual basis during training. In addition, measures to reduce the sustainment footprint also improve the mobility of sustainment forces. Movements of large numbers of vehicles cannot be adequately trained by simulation alone. D ISTRIBUTION 7-40. Large-scale combat operations will require the distribution system to move a greater volume of personnel, equipment, and supplies than in other types of operations. The ability to synchronize the distribution system to deliver the right things to the right place at the right time is critical to ensuring freedom of action, extending operational reach, and prolonging endurance. To be effective, commanders and staffs must conduct distribution management to synchronize and optimize transportation, its distribution networks, and materiel management with the supported unit’s concept of operation. 7-41. Operating in extreme geography and climate conditions and around dense urban terrain presents many challenges to sustainment units. Units must train for OEs characterized by congested and constrained routes, damaged infrastructure, and 360-degree threats from above and below ground. This may include using autonomous aerial or ground delivery systems, provisioning special equipment and ammunition requirements to supported SOF, and supporting the local populace and unified action partners. Sustainment Soldiers train to analyze and predict the demand shifts in a dense urban environment; for example, fuel demand for ground forces may decrease in an AO, while ammunition requirements (particularly small-arms and terminally guided and precision munitions) greatly increase. Understanding distribution modes and how to request them is a critical part of sustainment flexibility. Distributing supplies by air or waterway may be a better option in a situation when motor transport is not feasible. Sustainment forces cache commodities to maintain flexibility. The sustainment force also trains to sustain the force in austere areas where pre-positioning equipment may not be feasible, adequate bases may not be available, and the industrial base and infrastructure are poorly developed. C OMMUNICATIONS 7-42. Adversaries will attempt to disrupt, degrade, manipulate, or curtail communications and access to sustainment enterprise systems. In response to this threat, sustainment units train to operate during degraded or denied communications by using redundant manual and digital control systems. To maintain command and control with degraded communications, sustainment units should be trained and proficient in employing all available command and control systems, managing information with analog processes, maintaining manual running estimates, and maintaining an analog COP. Developing and maintaining good staff estimates provides sustainment staff flexibility to anticipate requirements during degraded or denied communications. Sustainment operations rely on effective enterprise resource planning systems which require access to the DOD Information Network. Degraded connectivity to a secure communications network poses risks to situational understanding, command and control, mission accomplishment, and continuity of operations. Setup of communications to gain access is an essential task that must be trained. O PERATIONAL E NERGY 7-43. Operational energy is the energy required for training, moving, and sustaining military forces and weapons platforms for military operations (JP 4-0). It is the energy required for operations (air, maritime, land, space, and cyberspace) from competition and crisis to armed conflict at all levels of warfare. Operational energy considerations must be included during mission planning, preparation, and constantly assessed during mission execution. Tracking energy production, distribution, and consumption is critical for visualization, risk management, synchronized decisions, and mission success. In a contested logistics environment, reducing energy demand is critical for prolonged endurance, flexibility, resilience, survivability, and extended operational range for freedom of action and sustainment. The goal is reducing energy demands by advancing knowledge, development, and employment of current and future capabilities thereby increasing the Army’s advantage. Sensoring and metering energy production, availability, and consumption is critical for visualization, risk management, synchronized decisions, and mission success. Energy data literacy integrated with data analytics creates a responsive energy management process that anticipates and simplifies overall sustainment requirements. Commanders and leaders at all levels should plan for, seek out, and employ technologies and techniques that reduce and manage energy consumption. Improvisation techniques include efficient tactical power systems, micro-grids, battery management, rechargeable hybrid vehicle systems, environmentally generated energy, and power sources shared by multiple elements when and where feasible. C HEMICAL, B IOLOGICAL, R ADIOLOGICAL, AND N UCLEAR 7-44. Operations must account for possible enemy use of CBRNCBRNChemical, biological, radiological, and nuclear weapons. Sustainment units must be prepared to operate in, around, and through contaminated environments. This is fundamental to deterring adversaries from employing weapons of mass destruction. Sustainment units should incorporate CBRNCBRNChemical, biological, radiological, and nuclear into all facets of training as a condition on the battlefield that the enemy will leverage to establish and maintain a position of relative advantage. Commanders incorporate CBRNCBRNChemical, biological, radiological, and nuclear conditions into training to ensure mission-essential task proficiency in a contested CBRNCBRNChemical, biological, radiological, and nuclear environment. T RAINING S USTAINMENT F ORMATIONS 7-45. Unit commanders at all levels are the critical link for implementing unit training management to ensure progressive readiness and unit proficiency within their formations. Sustainment commanders achieve unit readiness through progressive, rigorous, and repetitive training conducted in a challenging and uncertain training environment. A commander’s unit training plan must use a crawl-walk-run approach that progressively and systematically builds on successful task performance before progressing to more complex tasks. A progressive approach enables a logical succession, builds skills and knowledge from basic to advance tasks, and sets conditions for individual and collective training. 7-46. With the majority of the sustainment force structure being in the Reserve Component, commanders must ensure these formations are well trained and integrated into the multi-component sustainment force structure prior to deployment. Commanders also leverage opportunities to strengthen sustainment training relationships with other Services, interagency organizations, private industry, and multinational partners whenever feasible. 7-47. Commanders do not train sustainment units in isolation. Sustainment units do not operate independently, but as part of a larger force. Commanders must integrate and synchronize the employment of sustainment capabilities with the rest of the force to maximize combat power and achieve the overall objective of the operation. They develop organizational proficiency as part of a combined arms or joint team, supporting other warfighting functions to achieve specified outcomes by conducting multi-echelon training. Maneuver units and their supporting sustainment elements routinely train on resupply (including delivery of logistics packages), vehicle recovery, convoy operations, unit maintenance, casualty collection, HR support, and financial management team missions. Establishing FARPs and conducting refuel on the move operations to support extended moves for operations like attacks, mobile defenses, and defensive retrograde are other examples of key sustainment activities integrated into maneuver unit collective training events. 7-48. Commanders maximize institutional and operational training opportunities at home station and ensure use of current tools such as HQDA-approved mission-essential task lists, proponent-approved combined arms training strategies, individual critical task lists, unit task lists, and associated training and evaluation outlines for collective tasks. The technical nature of sustainment core functions requires constant engagement and maintenance to prevent skill atrophy. Sustainment units strive for mastery-level proficiency of these essential tasks through multiple iterations of training events. That concept applies to not only the actual technical functions, but also to staff activities and basic field craft. 7-49. Sustainment unit leaders plan, prepare, execute, and assess unit training in accordance with FM 7-0. Collective training events are conducted in accordance with combined arms training strategies. The combined arms training strategies are unit-specific training strategies that recommend a path for units to achieve and sustain training proficiency by identifying collective tasks to train and recommending training events to train those tasks using a crawl-walk-run approach. 7-50. The Army’s standardized mission-essential task list defines the essential tasks a unit must perform to be considered proficient in its core mission. Soldiers leave the institutional domain with foundational individual competencies; unit commanders build on that technical foundation while also training the collective skills required by the unit’s mission-essential task list. Commanders use the mission-essential tasks and their associated training and evaluation outlines to assess unit collective training proficiency. These tasks have been developed and approved by the Army Training Development Capability and hosted on the Central Army Registry to develop unit training plans. They can be found on the Army Training Network via https://atn.army.mil/. 7-51. Sustainment commanders and leaders must ensure that their units train the way they will fight in large-scale combat operations. The training and evaluation outline is the Army's source for individual and collective task training standards. It consists of task, conditions, and standards, to include major procedures (steps or actions) that a unit or individual must accomplish to perform a task to standard. Additionally, it is important for leaders to know that each collective task also lists other tasks that may need to be trained prior to execution or in conjunction with it; these tasks are prerequisite collective tasks, supporting collective tasks, and supporting individual tasks. During training events, sustainment commanders and evaluators use training and evaluation outlines to measure observed task proficiency. 7-52. Sustainment commanders execute every training event within a realistic, doctrinally based training environment that ties task accomplishment (individual, leader, and collective) to successful unit mission support through executing unit capabilities successfully. Training events must present conditions that replicate the complexities of the ever-changing OE with the physical and mental rigor necessary to challenge units, leaders, and Soldiers to excel in critical thinking and complex problem solving. It is especially important that commanders plan training for supporting operations the Army has not had to conduct recently, such as RSOI and reconstitution. SUSTAINMENT LEADER DEVELOPMENT 7-53. Successful support of large-scale combat operations requires Army sustainers who are technically and tactically proficient, adaptive, and innovative. Sustainers must possess the ability to lead, plan, and support global readiness in complex operational and strategic environments. Developing leaders encompasses training and professional military education as the primary means by which leaders combine experiences gained during operational assignments with doctrine in preparation for large-scale combat operations. However, unit commanders also plan, resource, and execute professional development programs for leaders within their organization to build on the foundation formed during training and professional military education opportunities. Additional considerations for sustainment leader development are discussed in the paragraphs below. Sustainment is a tough and demanding task in peacetime, made even more challenging under combat conditions. No one knew this better than Major General Robert Littlejohn, who served as General Dwight Eisenhower's Chief Quartermaster in the European Theater of Operations during World War II. He told his soldiers in no uncertain terms they were expected to be dedicated, physically fit, and ready to sacrifice at all times. Littlejohn held himself to the same tough standards. Above all, he hoped they would exhibit drive and determination and adopt the can-do attitude needed to overcome the many hurdles that logisticians inevitably face in war. Littlejohn made the unofficial motto focused on mission accomplishment, translated into his own language: "It Will Be Done”. T OTAL F ORCE S USTAINMENT I NTEGRATION 7-54. This sustainment competency involves two aspects: integrating the varied sustainment functions and integrating sustainment formations across the Active Army, Army Reserve, Army National Guard, and Army Civilian workforce. Sustainers need to understand the various sustainment functions and be able to integrate them to create a holistic sustainment plan. Sustainers must also understand other components’ capabilities and establish partnerships to effectively integrate them to provide optimal support to the force. Integrated training exercises can increase understanding of sustainment functions and foster relationships that increase understanding of capabilities between components. S TRATEGIC S USTAINMENT E NTERPRISE O PERATIONS 7-55. As sustainment leaders develop, they progress from the start point of understanding their roles in enabling tactical-level operations through an operational perspective to strategic enterprise operations. Leaders require an understanding of strategic roles, systems, and capabilities at the enterprise level and how the links work across the levels of warfare. U NIFIED A CTION P ARTNER I NTEGRATION 7-56. Unified action partners are those military forces, governmental and nongovernmental organizations, and elements of the private sector with whom Army forces plan, coordinate, synchronize, and integrate during the conduct of operations (ADP 3-0). Unified action partners include joint forces and components, multinational forces, and United States Government agencies and departments. Ultimately, all sustainment is aimed at ensuring the success of operations, so sustainment leaders consider the capabilities and requirements of unified action partners and establish appropriate relationships with them. As discussed earlier in this chapter, Army sustainers will be both supporting and receiving support from unified action partners. S USTAINMENT I NFORMATION S YSTEMS 7-57. Sustainment information systems provide the visibility required for sustainment decision making. It is important that Army sustainers understand what enterprise resource planning programs are, what enterprise resource planning programs the Army has, and how these are integrated. See appendix D for more information on sustainment information systems. O PERATIONAL C ONTRACT S UPPORT 7-58. Operational contract support is the process of planning for and obtaining supplies, services, and construction from commercial sources in support of combatant commander-directed operations (JP 4-10). While varying in scope and scale, OCSOCSOperational contract support is a critical force multiplier across all phases and types of operations. Sustainment commanders, all primary staff, and most special staff plan for, integrate, execute, and manage contracts and contractor personnel within the OE. On the Army staff, the G-1/S-1 is responsible for contractor reporting and accountability; the G-2/S-2 is responsible for contractor threat assessment and vetting; the G-3/S-3 is responsible for organization of contractor personnel and integration into the operation; the G-4/S-4 is responsible for OCSOCSOperational contract support planning and coordination; and the G-8/S-8 is responsible for resourcing and financial management. For additional information on OCSOCSOperational contract support, see ATPATPArmy Techniques Publications 4-10. 7-59. The OE requires an agile, flexible approach to contracting. Planners should conduct risk analysis for OCSOCSOperational contract support and consider operational and contractor risk as well as performance, schedule, and cost risks. Contractor support is important to sustaining Army forces across the range of military operations. PLANNING CONSIDERATIONS FOR SUSTAINMENT LEADERS 7-60. Sustainment is inherently a simultaneous requirement in terms of execution to support a scheme of maneuver and a sequential requirement in terms of positioning and moving capabilities/commodities in time and space. There is no escaping the linear nature of time and its impact on the effectiveness of sustainment. However, effective use of the mission command philosophy, the orders process, and correct task organization can mitigate potential impacts on sustainment. 7-61. Sustainment commanders utilize the operations process to develop an effective task organization. The task organization identifies the units with the necessary capabilities required to support the mission. This ensures that— • The correct number of the right types of units are available. • Correct command relationships are established to determine authorities. • Correct support relationships are established as required. 7-62. Once command and control relationships are established, sustainment commanders and their planners select locations for units to best support the operation. The placement of units must be coordinated with the unit assigned the area of operation within which the sustainment units are located. Commanders and planners must consider all mission variables to include analysis of how each will affect the placement of units. Critical mission variables include mission (to include priority of support), enemy, terrain and weather, troops and support available, time available, and civil considerations, each of which have informational considerations. Applicable operational variables should also be considered. Sustainment support normally has an associated execution cycle. Some examples (though not all inclusive) include the following: • For unit distribution, a cycle is the time it takes for a distribution platform to move from an SSA to the supported unit and back to the SSA. • For supply point distribution, a cycle is the time it takes for a supported unit to move from the unit location to the SSA and back to the unit. • For a medical unit, when prepositioning ambulances forward, a cycle is the time it takes for an ambulance to move from ambulance exchange point to the MTFMTFMilitary treatment facility and back to the ambulance exchange point. 7-63. Optimal physical placement has a positive effect on the timing of support and ensures support missions can be executed to meet requirements. Commanders must physically locate sustainment units in a position that is close enough to the supported unit that an execution cycle is not inordinately long or time consuming. The time it takes to execute a cycle directly affects the overall time to execute support. Sustainment units with general support relationships support multiple units, each of which may be at a different distance. In this situation, planners must strike a balance when determining placement of sustainment units. 7-64. Another consideration for physical placement is the type of support provided by a unit. As an example, a composite supply company providing water treatment support to a maneuver brigade may be positioned within the maneuver brigade AO to minimize the time required to produce and distribute the treated water to the BSB. 7-65. Commanders at all Army echelons, theater Army to company, must ensure operations planned and executed contribute to and support the mission, commander's intent, and concept of operations of the higher headquarters. Continuous coordination, cooperation, and collaboration with higher and lower headquarters ensures all operations are fully synchronized, integrated, and achieve unity of effort. 7-66. Theater enabling commands, such as the TSC, are integrated into operations by the theater Army as well as multifunctional and functional sustainment brigades, battalions, and companies. Commanders must ensure that operations conducted by these commands are synchronized to ensure all contribute to and achieve CCDRCCDRCombatant commanders objectives. The theater Army, in conjunction with the TSC, ensures proper support relationships are established between sustainment organizations and theater enabling command organizations. 7-67. There are various mechanisms available to commanders to enable them to achieve unity of effort. Mechanisms can be physical activities or processes commanders must understand in order to use them effectively. To gain a more comprehensive understanding of these mechanisms, refer to JP 6-0, ADP 6-0, and FM 6-0.

The Quartermaster Corps was founded on 16 June 1775, two days after the Continental Congress authorized the formation of the Continental Army. The Quartermaster regimental motto is “Supporting Victory.” The purpose of this appendix is to describes the functions of the Quartermaster Corps. It provides doctrinal references to other publications that describe general supply, field services, and liquid logistics in greater details. MISSIONS AND FUNCTIONS A-1. The United States Army Quartermaster Corps mission, throughout the range of operations, is to provide and manage supplies, field services (aerial delivery, field feeding, shower and laundry, and mortuary affairs), and liquid logistics to support and sustain units and Soldiers. A-2. Quartermaster operations are comprised of three functions: supply, field services, and liquid logistics. From an operational perspective, these functions enable and sustain combat power to employ Army and joint capabilities across all domains and three dimensions. These tasks are performed throughout the continuum of crisis, competition, and conflict to enable freedom of action, extend operational reach, and prolong endurance for the Army as part of the joint force. A-3. Quartermasters support the sustainment warfighting function and provide support to Army and joint forces at all echelons throughout the continuum of crisis, competition, and conflict. SUPPORT TO OPERATIONS A-4. Quartermasters play a critical role in supporting the Army during operations by providing the supplies, field services, and liquid logistics to maintain the force. Materiel managers ensure materiel is available and mission capable to ensure commanders have the required combat power to employ. Quartermasters converge logistics effects when and where they are needed in combat, providing sustainment solutions at the point of need. They are prepared to provide sustainment across wide distances, operate in noncontiguous areas, and remain flexible to react to developments on the battlefield during operations in a contested environment. A-5. Quartermaster functions provide maneuver forces agility, increased endurance, and depth as operations extend in time, space, or purpose. This is accomplished through sustaining warfighters, their units, and their equipment with materiel and services. As sustainers, quartermaster units and commanders must consider the actions required to defeat enemy forces and achieve objectives. All quartermasters must consider the imperatives outlined in FM 3-0, which include: seeing yourself, the enemy, and understanding the OE; account for being under constant observation and all forms of enemy contact; impose multiple dilemmas on the enemy; anticipate, plan, and execute transitions; designate, weight, and sustain the main effort; and consolidate gains continuously. Adherence to these tenets will increase survivability in the battlespace while effectively sustaining units and Soldiers. Increasing survivability is imperative for Quartermaster units to accomplish their mission. GENERAL SUPPLY A-6. Supply is the process of providing items necessary to equip, maintain, and operate a military command. It involves requesting, receiving, issuing, and maintaining or establishing accountability of individual, organizational, and expendable/durable supplies and equipment that are required to execute a unit's assigned mission. A-7. Supply support to operations begins at the national strategic level and continues to the end user through each Service’s supply support system. The national and theater strategic supply chains are a global network that delivers materiel to the joint force. Its fundamental goal is to maximize force readiness while optimizing the allocation of resources. The logistics capabilities that contribute to the strategic supply chains include fulfillment of commodity requisitions from supply, the distribution capabilities from deployment and distribution, and movement and retrograde of repairable items to maintenance support activities. Additionally, multinational and interagency partners, HNs, and nongovernmental and other organizations may be segments within or end users of the supply chains. Supply chain responsiveness and reliability are critical to the overall success of joint operations. For more information see JP 4-0. CLASSES OF SUPPLY A-8. There are ten classes of supply in the Army supply system. The following list describes each class of supply: • Class I consists of bottled or packaged water, perishable, and semi-perishable subsistence items or rations that are packaged as individual or group meals. The individual Soldier meals in the family of rations consist of Meals Ready to Eat, First Strike Ration or Close Combat Assault Ration, Meal Cold Weather, and Modular Operational Ration Enhancement. Bottled or packaged water is potable water packaged for single use and intended for direct individual consumption. It has its own National Stock Number control by DLADLADefense Logistics Agency and ordered through the supply chain. Generally, bottled water is only used in contingency operations, civilian humanitarian relief, or theater opening when bulk potable water is not yet fully available to meet the requirements. Bulk water consists of military service or contracted production, storage, and distribution that meet potable use requirements. • Class II consists of common consumable items such as clothing, individual equipment, tentage, tool sets and kits, maps, and administrative and housekeeping supplies. This includes items of equipment, other than major end items, prescribed in authorization/allowance tables and items of supply (not including repair parts). Small batteries for handheld devices are also included in this group. • Class III includes both bulk and packaged petroleum products. Bulk petroleum products are those petroleum products (fuels, lubricants) which are normally transported by pipeline, rail tank car, tank truck, barge, or tanker and stored in tanks or containers having a capacity of more than 55 gallons, except fuels in 500-gallon collapsible containers, which are packaged. Packaged petroleum products are those petroleum products other than fuels (generally lubricants, greases, and specialty items) that are stored, transported, and issued in containers with a capacity of 55 gallons or less. • Class IV consists of fortification, barrier, and construction materials. • Class V consists of ammunition of all types, bombs, explosives, mines, fuses, detonators, pyrotechnics, missiles, rockets, propellants, and other associated items. • Class VI consists of personal demand items (such as health and hygiene products, soaps, and toothpaste, writing materials, snack food, and beverages) and other items, including mail, that are non-military sales items. • Class VII consists of major end items such as weapon systems and vehicles. Major end items are a final combination of end products that are ready to use. • Class VIII consists of medical materiel and supplies to include medical device repair parts, blood, and blood products. • Class IX consists of any repair part, subassembly, assembly, or component required in the maintenance or repair of an end item, subassembly, or component. They support the maintenance and repair functions performed throughout the theater on all materiel except medical. Large batteries for vehicles, to include hybridization and charging stations for energy sources, are also included in Class IX. • Class X consists of items that support nonmilitary programs such as agricultural and economic development. FIELD SERVICES A-9. Field services provided by quartermaster units include aerial delivery, field feeding, shower and laundry, and mortuary affairs. Field services are performed at the theater strategic, operational, and tactical levels. Field services are essential to supporting forces throughout the entire spectrum of operations during competition, crisis, and conflict. A-10. Field services enhance unit effectiveness and mission success by providing an adequate quality of life for Soldiers in the field. The type and level of field services support provided differs depending upon a supported commander’s requirements and the existing infrastructure in a theater of operations or JOA. A-11. Field services also enhance unit effectiveness and mission success by providing for Soldier basic needs. Quartermaster Soldiers provide these services through a variety of organizations that provide field service support at the tactical, operational, and theater strategic levels, enabled by support from national and theater strategic partners. See ATPATPArmy Techniques Publications 4-42 for additional information. A ERIAL D ELIVERY A-12. Aerial delivery operations are performed through three methods: airdrop, airland, and sling load. Airdrop is the unloading of personnel or materiel from aircraft in flight (JP 3-36). Airdrop and airland operations may require a joint effort between the Army and United States Air Force, other Services, or contracted air. The Army can perform sling load operations internally with rotary-wing aircraft or other Army or contracted assets. Aerial delivery is a vital link in the battlefield distribution system. Aerial logistics is a viable mode of distribution to support the fight in a flexible, fluid, and ever-changing and contested environment. The goal is to enable freedom of action by reducing dependence on surface logistical support. For information on aerial delivery, see ATPATPArmy Techniques Publications 4-48. A RMY F IELD F EEDING A-13. The Army Food Program and the Army Field Feeding System affords commanders with flexible Class I support and field feeding systems that can be tailored to tactical situations and unit missions in both training and operational environments. Tactical field feeding is conducted during operations and provides immediate access to food, providing nutrition and optimal human performance for the warfighter. Tactical organizations involved in operations during armed conflict require agile field feeding support with the appropriate ration mix to extend operational reach and prolong endurance. The goals of Army field feeding are met through the successful deployment of field feeding equipment and use of the right operational ration to provide nutritional food to the Soldier through the synchronized efforts of HQDA G-4, USAMC, Army Commands, United States Army Training and Doctrine Command, strategic partners, and the organic industrial base. For more information on food service operations, equipment, and operational rations, see AR 30-22, DA PamDA PamDepartment of the Army Pamphlets 30-22, and ATPATPArmy Techniques Publications 4-41. S HOWER AND L AUNDRY A-14. Shower and laundry services must be provided in a timely, efficient basis in accordance with the supported unit’s needs. Shower and laundry support is provided from the operational level with projection as far forward as the corps support area and the division as conditions permit. The goal is to provide Soldiers with two showers weekly, as well as provide up to 15 pounds of laundered clothing each week. Soldiers receive their clothing back from the tactical laundry within a 24-hour period. For more information on shower and laundry services, see ATPATPArmy Techniques Publications 4-42. M ORTUARY A FFAIRS A-15. The DOD Mortuary Affairs Program provides for the care, management, and disposition of deceased Service members, DOD civilians, and covered contractor personnel and the handling of their personal effects. It covers fatality management and the return of human remains. The three phases of MA are current death (peacetime), concurrent return (theater-level operations during conflict), and temporary interment (formerly graves registration). Army mortuary affairs capabilities provide theater-level mortuary affairs operations for all Services. See DODDDODDDepartment of Defense directive 1300.22, JP 4-0, and ATPATPArmy Techniques Publications 4-46 for additional information on Army mortuary affairs. LIQUID LOGISTICS W ATER S UPPORT O PERATIONS A-16. Water support operations consist of treatment, storage, distribution, and issue of potable and non-potable water in a theater of operations. They are conducted at the tactical, operational, and strategic levels. Water purification, quality surveillance, storage, and distribution of both potable and non-potable water are critical liquid logistics functions. Potable water is required for the following activities: drinking, ice making, food preparation, equipment cleaning, medical treatment and equipment sanitization, personal hygiene (brushing teeth, shaving, and showering), fatality operations, and CBRNCBRNChemical, biological, radiological, and nuclear decontamination. Non-potable water is water determined to be unsafe for human consumption. Any water in the field, whether raw or treated, that has not been approved for consumption by the theater/command surgeon’s representative is considered non-potable. Water treatment systems remove suspended solids, microbiological contaminants, and undesirable chemicals from raw water. Preventive medicine personnel inspect the water treatment system and test the treated water using field test equipment to ensure it meets short and long-term potability standards. Water treatment specialists and preventive medicine personnel are responsible for measuring levels of radioactivity in bulk water supplies. Water production consists of emerging technology for production of water from various sources at the point of need. Water production is aimed at reducing demand and requirements for large scale distribution. For more information on water support operations see AR 700-136, ATPATPArmy Techniques Publications 4-44, ATPATPArmy Techniques Publications 4-25.12, TB MED 577, and the Water Planning Guide. P ETROLEUM O PERATIONS A-17. Petroleum supply operations are integrated processes that link the operational requirements of petroleum products to the sustainment capabilities required to support fuel demands. They focus on when, where, and how to provide petroleum products to forces in a theater via timely distribution methods. In the undeveloped theater, bulk petroleum is generally distributed using various temporary and rapidly employed systems. In the developed theater, it can be locally procured or received from ocean vessels at marine terminals and transferred by pipeline to tank farms. Petroleum supply operations are conducted at the tactical, operational, and national and theater strategic levels. Sustainment units supporting Army operations provide bulk fuel support within the operational context of competition, crisis, and conflict to ensure CCDRCCDRCombatant commanders freedom of movement, extend operational reach, and prolong endurance while increasing survivability, persistence, resilience, and dynamic posture on the battlefield. As a part of petroleum operations, quality surveillance encompasses the program of inspections, sampling, testing, quantity measurement and control, and establishing documentation to monitor the quality of petroleum product being received, stored, and issued within the supply chain. Fuel accountability is critical for proper stewardship and management of critical petroleum supplies. For more information on petroleum supply operations, see ATPATPArmy Techniques Publications 4-43, MIL-STD-3004-1B, and AR 710-4.

The United States Army Transportation Corps was born on 31 July 1942. The Transportation Corps motto is “Nothing happens until something moves!”. The purpose of this appendix is to describes the functions of the Transportation Corps. It provides doctrinal references to other publications that describe mode operations, intermodal operations, movement control, and theater distribution in greater details. MISSIONS AND FUNCTIONS B-1. Army transportation is one of the seven logistics elements and a crucial part of the sustainment warfighting function. It supports the movement of units, personnel, cargo, and materiel from their origins to final destinations globally. These operations encompass fort-to-port, port-to-port, port-to-end user, and return movements. Army transportation supports theater distribution and maneuver units, requiring integration with joint and strategic partners. B-2. Army transportation offers primary transportation support for the joint logistics enterprise, including Services and strategic partners. It encompasses four functions: mode operations, intermodal operations, movement control, and theater distribution. MODE OPERATIONS B-3. Mode operations are the execution of movements using various conveyances (truck, lighterage, railcar, aircraft) to transport cargo (ADP 4-0). Two transportation modes are available: surface and air. S URFACE M ODES OF T RANSPORTATION B-4. Surface modes consist of motor, waterway, and rail transportation. The motor mode utilizes ground assets, while the waterway mode employs ships, boats, and barges. The rail mode involves use of railways or railroads. Motor Transport Operations B-5. A motor transport operation is a ground support function that includes moving and transferring units, personnel, equipment, and supplies by motor vehicle to support operations (ATPATPArmy Techniques Publications 4-11). It is the primary land surface movement provider in the joint force, offering flexibility, multi-stop scheduling, and rerouting options. It sustains forces, prolongs endurance, and supports the Army’s force sustainment. Watercraft Operations B-6. Army watercraft provide rapid and responsive movement and maneuver support of combat configured and or combat-loaded forces, distributed sustainment to multiple austere nodes from strategic support areas, and austere access enablers to enhance force closure and sustainment operations. See ATPATPArmy Techniques Publications 4-15 for more on Army watercraft operations. Rail Operations B-7. Rail is a cost-effective way to transport large cargo quantities based on fixed routes beyond the noncontiguous AO protected by combat forces. The expeditionary railway center assesses rail capabilities and advises on employment. ATPATPArmy Techniques Publications 4-14 provides more on rail operations. A IR M ODES OF T RANSPORTATION B-8. Air transport consists of fixed and rotary-wing assets. Fixed and rotary-wing airlift assets have size and weight limits for moving personnel and equipment. Air transport is rapid but costly. Fixed Wing B-9. Air Mobility Command offers fixed-wing assets (C-5, C-17, C-130) for strategic and theater airlift needs, supporting rapid force deployment. Rotary Wing B-10. Rotary-wing aircraft serve short-range, tactical transport missions, carrying equipment and relief supplies directly to forward areas. Assets like the UH-60 and CH-47 provide this support. FM 3-04 has more details. INTERMODAL OPERATIONS B-11. Intermodal operations use various modes and conveyances to move troops, supplies, and equipment through expeditionary entry points to sustain land forces. This enhances distribution effectiveness and efficiency. See ATPATPArmy Techniques Publications 4-13 for additional information. P ORT /T ERMINAL O PERATIONS B-12. Port/terminal operations include reception, processing, staging, loading/unloading, and forwarding of passengers and cargo. There are two types of ports: aerial ports and seaports. An aerial port is an airfield designated for the sustained air movement of personnel and materiel and authorized port for entrance into or departure from the country where located (JP 3-36). A seaport is a land facility designated for reception of personnel or materiel moved by sea. Aerial and seaports differ in their functions, serving as vital distribution network nodes. B-13. Terminals transfer cargo between conveyances and play a key role in distribution. They are essential for force projection and may be seized by U.S. forces in operations. For additional information on terminal operations, see ATPATPArmy Techniques Publications 4-13. C ONTAINERIZATION B-14. Containerization involves transporting cargo in standardized containers without handling contents—it is crucial for efficient and cost-effective transport. Containerization benefits include increased cargo capacity, protection, and interoperability. Additional information on containerization and container management can be found in ATPATPArmy Techniques Publications 4-12. B-15. Container management maintains visibility and accountability of cargo containers in the Joint Container Management System as part of the Defense Transportation System. It supports various military operations. MOVEMENT CONTROL B-16. Movement control allocates and regulates transportation assets to synchronize distribution flow. This ensures efficient deployment, redeployment, and distribution operations. See ATPATPArmy Techniques Publications 4-16 for additional information on movement control. I N -T RANSIT V ISIBILITY B-17. In-transit visibility tracks the status and location of DOD units, cargo, passengers, and personal property across military operations. A SSET V ISIBILITY B-18. Asset visibility provides information on units, personnel, equipment, and supplies, enhancing logistics performance. THEATER DISTRIBUTION B-19. Theater distribution coordinates personnel, equipment, and materiel flow within a theater to meet CCDRCCDRCombatant commanders requirements. It is a continuous process involving analysis, evaluation, and coordination with various stakeholders. Theater distribution will also use autonomous transportation capabilities (air, land, and sea) to support operations as they become available. For additional information on theater distribution, see ATPATPArmy Techniques Publications 4-93. This page intentionally left blank.

On May 14, 1812, Congress officially established the Ordnance Department, now known as the Ordnance Corps. The Ordnance Corps motto is “Armament for Peace”. The purpose of this appendix is to describes the functions of the Ordnance Corps. It provides doctrinal references to other publications that describe munitions operations, EOD operations, munitions safety, and maintenance in greater details. MISSION AND FUNCTIONS C-1. The Ordnance Corps provides munitions, maintenance, EOD, and explosive safety support to generate and maintain combat power. The corps provides these functions to Army, joint, intergovernmental, interagency, and multinational forces. These functions provide for equipment serviceability, munitions availability, readiness, and protection that directly support operations. Each of these functions has a critical role ensuring operational commanders and forces have the required combat power for mission accomplishment. ORDNANCE IN THE SUSTAINMENT WARFIGHTING FUNCTION C-2. All ordnance operations must be accomplished by planning and executing missions within the context of the sustainment warfighting function. This implies a need to understand and embrace the sustainment warfighting function and its tasks. Throughout operations, ordnance commanders must evaluate the performance of support provided to the force and determine if it meets the intent of the sustainment warfighting function. C-3. Ordnance operations are planned and executed by applying the principles of sustainment. When applied properly, the principles of sustainment provoke thought and allow commanders and staffs to use their knowledge, experience, and judgment to effectively employ their capabilities. Application of the principles of sustainment should be considered throughout planning, reevaluated during operations, and reviewed following operations. SUPPORT TO OPERATIONS C-4. Ordnance leaders must assess the execution of ordnance functions to ensure they fully support the imperatives and apply the tenets of operations. Ordnance leaders and Soldiers provide sustainment to Army forces by employing capabilities in a combined arms approach that creates complementary and reinforcing effects through multiple domains. MUNITIONS OPERATIONS C-5. The munitions function provides the correct type and quantity of munitions from the industrial base to the tactical point of need with minimal handling and reconfiguration. Class V munitions includes fixed cartridges for small arms, cannons, and main battle tanks; separate projectiles, propellant charges, rockets and missiles, and fuses for artillery; projectiles and charges for mortars; and grenades, missiles, rockets, bombs, and explosives. Ordnance munitions organizations must effectively and efficiently handle, store, secure, distribute, and account for munitions in support of operations to joint or multinational partners when directed. Throughout operations, strict explosives safety guidelines must be applied to ensure adequate safety to all personnel. Effective munitions operations at all echelons support the CCDRCCDRCombatant commanders’s desired end state and ability to effectively seize, retain, and exploit the initiative. SUPPORT STRUCTURE C-6. Most Soldiers and units in the Army have a munitions requirement. The type of munitions required and the urgency of need varies based upon the mission and the OE. Commanders visualize a logical arrangement of operations, allocate resources, and assign tasks to the appropriate command. Ammunition support activities are established within a theater and provide a suite of ammunition logistics services. Ammunition support activities are locations that are designated to receive, store, maintain, and provide munitions support to Army forces (ATPATPArmy Techniques Publications 4-35). An ammunition support activity is normally operated by one or multiple modular ammunition platoons. In garrison, ammunition support activities may be completely run or supplemented by United States Federal or State Government employees, contractors, or a combination thereof that are designated to receive, store, maintain, and provide direct or general support and may also be assigned to operate an ammunition supply point to support Army and joint forces. EXPLOSIVE ORDNANCE DISPOSAL OPERATIONS AND MISSION C-7. The EOD function provides integrated and layered protection support to forces, civil authorities, and critical infrastructure in support of operations. EOD detects, identifies, evaluates, renders safe, disposes of, or directs other disposition of explosive ordnance, including weapons of mass destruction. EOD facilitates technical collection of captured enemy materiel related to ordnance or weapons systems. Additionally, EOD provides support to joint, interagency, intergovernmental, and multinational operations as required and is tasked to render safe all types of explosive hazards to include improvised explosives. EOD is a combat multiplier that facilitates operations and provides Army operational commanders at every echelon freedom of action in the OE. C-8. The EOD mission is to support operations by detecting, identifying, evaluating, rendering safe, and performing final disposition of all explosive ordnance. This includes improvised explosive devices, unexploded ordnance, and weapons of mass destruction. EOD has four functional areas: • Render Safe. The application of special EOD methods and tools to provide for the interruption of functions or separation of essential components of unexploded explosive ordnance to prevent an unacceptable detonation. • Technical Intelligence. Derived from the exploitation of foreign material, collected exploitable material, and scientific information. The process begins with the acquisition and recovery of a piece of foreign equipment or foreign scientific/technological information, followed by evacuation of the item for stateside exploitation and assessment of the threat. • Protection. Preservation of the effectiveness and survivability of mission-related military and nonmilitary personnel, equipment, facilities, information, and infrastructure. • Disposal. Final disposition of explosive ordnance and components, which may include detonation or a controlled burn. EXPLOSIVE ORDNANCE DISPOSAL SUPPORT STRUCTURE C-9. EOD support crosses all warfighting functions, with an emphasis on protection, intelligence, and sustainment. EOD companies providing direct support to maneuver units provide commanders a rapid response force which has the capability to render safe and dispose of all explosive ordnance. Due to the likelihood of encountering unexploded ordnance and other explosive hazards, EOD teams may be integrated into all operations. However, EOD is a low-density resource and risk planning should inform their placement on the battlefield. See ATPATPArmy Techniques Publications 4-32, ATPATPArmy Techniques Publications 4-32.1, ATPATPArmy Techniques Publications 4-32.2, and ATPATPArmy Techniques Publications 4-32.3 for more information on EOD operations and units. MUNITIONS SAFETY C-10. The Army’s Ordnance Corps fourth core competency is explosive safety. Munitions and explosives safety is a priority consideration shared across the DOD. The primary focus of munitions and explosives safety is to reduce the probability and limit damage caused by unintended initiation of munitions. Application of explosives safety techniques is based on effective risk management. This includes the functions and skill sets of the munitions logistics planners, logistics managers, modular munitions units, Army Civilians, contractors, technical munitions safety experts, and the EOD units. C-11. The most basic and important fundamental of the munitions function is to take all measures possible to minimize risk to personnel, material, facilities, and stocks. Personnel must ensure they adhere to the munitions and explosive cardinal rule of exposing the minimum number of people to the minimum amount of explosives for the minimum amount of time consistent with safe and efficient operations. C-12. The following explosives safety rules apply to all munitions storage and handling operations: • Understand explosives safety responsibilities. • Know explosives safety points of contact and how to contact them. • Train personnel to properly perform their munitions missions; have policies/procedures/SOPs in place that cover munitions missions. • Ensure munitions locations are properly sited and have current licenses; prepare certificates of risk acceptance to authorize any explosives storage safety deviations. • Know where to find geospatial data and information depicting munitions locations with associated quantity distance arcs and exclusion and clear zones. • Know the outcome of the most recent internal and higher headquarters explosives safety assessment. Institute corrective measures as required. • Be aware of any new construction or modification plans that impact explosive safety clear zones. • Know local policies and procedures for munitions amnesty programs (location of collection points, responsibilities for collection, and frequency of collection). • Know proper response procedures in the event of a munitions mishap (notification, evacuation procedures, personnel accountability, unexploded explosive ordnance, EOD support, accident reporting, and malfunction reporting). • Learn what munitions risks exist that could adversely affect mission capability and mitigate those risks. C-13. Munitions doctrine is found in ATPATPArmy Techniques Publications 4-35. Munitions safety doctrine is found in ATPATPArmy Techniques Publications 4-35.1. MAINTENANCE OPERATIONS C-14. Maintenance generates and regenerates combat power and helps preserve the capital investment in weapons systems and equipment. Maintenance is the logistics function that directly provides equipment serviceability and operational readiness to commanders for mission accomplishment. Maintenance occurs at every level of operations and is performed by operators, assigned maintenance technicians, or by maintenance units. Units that lack organic maintenance personnel are assisted by maintenance units specifically designated by order to provide support. TWO-LEVEL MAINTENANCE C-15. Army maintenance is a two-level system consisting of field and sustainment maintenance. Field maintenance is performed by technicians assigned to operational units. Technicians at this level are focused on rapidly returning unserviceable equipment to a serviceable state as quickly and as close to the point of failure as possible. Sustainment maintenance is performed by strategic organizations (primarily from USAMC) and is focused on rebuilding and resetting severely damaged equipment to a national military standard and returning it to the supply system. For test, measurement, and diagnostic equipment serviceability, the United States Army Test, Measurement, and Diagnostic Equipment Activity performs field and sustainment-level calibration and repair support. C-16. Effective maintenance management includes anticipating maintenance requirements, tracking and analyzing maintenance reports, properly identifying and diagnosing maintenance faults, applying the appropriate maintenance capability, and managing Class IX. As in the munitions function, proper allocation of maintenance units is essential to ensure that adequate support is provided to the force. Army maintenance organizations also support joint and multinational partners during operations as required. Maintenance doctrine is found in ATPATPArmy Techniques Publications 4-33 and ATPATPArmy Techniques Publications 4-31. This page intentionally left blank.

This appendix discusses information systems in two contexts. First, it covers automated information systems that specifically support sustainment functions. It then discusses how sustainment information systems are integrated in the overall command and control system. ATPATPArmy Techniques Publications 4-0.6 has additional information on sustainment information systems. ARMY SUSTAINMENT INFORMATION SYSTEMS D-1. Army sustainment information systems provide commanders and staffs situational understanding— building the COP and improving the quality and effectiveness of Army readiness by enhancing the decision support process. Sustainment information systems receive, house, and present the data that becomes information used by unit leaders to build and maintain combat power to ensure mission success for the warfighter. Current sustainment information systems include the Aircraft Notebook; Standard Army Ammunition System; Transportation Coordinator’s Automated Information for Movement System II; Army Food Management Information System; Test, Measurement, and Diagnostic Equipment Management Information System; and a host of HR systems. Even though some of these non-enterprise resource planning legacy systems are web-based, they do not leverage the integrated efficiencies of enterprise resource planning systems. Army sustainment enterprise resource planning systems include Global Combat Support System-Army (GCSS-Army) with its hubs, Army Enterprise Systems Integration Program, Integrated Personnel and Pay System-Army, General Fund Enterprise Business System, and Logistics Modernization Program (LMP). As the Army continues its transition to Enterprise Business Systems-Convergence, the advantages accruing to the supported commander as identified in chapter 1 will continue to grow. This section lays out current systems and those coming online in the short term. G LOBAL C OMBAT S UPPORT S YSTEM -A RMY D-2. GCSS-Army subsumed multiple legacy Standard Army Management Information Systems to combine ground maintenance, unit supply, property management, warehouse management, and finance into an enterprise resource planning system. As such, it is the principal system for logisticians to achieve readiness and support operations across multiple domains. Having a consolidated, integrated database for those functions gives both sustainers and supported commanders up-to-date visibility of the resources that can be used to weight the operation. GCSS-Army uses a commercial off-the-shelf system run on system applications and products-based software. GCSS-Army meets congressionally mandated auditability requirements and provides the logistician with total tactical-level supply chain and equipment health visibility. The product has been fully fielded but continues to add improved functionality to the baseline. Recent improvements include the integration of Class VIII for requisition and medical sets, kits, and outfits component-level materiel management. Sustainment automation support management offices provide tactical support to GCSS-Army systems. A VIATION L OGISTICS I NFORMATION S YSTEM D-3. The Aircraft Notebook platform provides a single point access to the maintainer at the aircraft in the form of software applications necessary for completing and recording maintenance activities on United States Army aircraft. The Aircraft Notebook’s interface applications provide an electronic, automated, and fully integrated solution for maintainers to record and report maintenance activities. The Platform Maintenance Application implements the requirements of DA PamDA PamDepartment of the Army Pamphlets 738-751 and readiness reporting in accordance with AR 700-138. The Platform Maintenance Application implements controls that comply with TM 1-1500-328-23 and support the tasked-based and conditions-based maintenance processes. The Platform Maintenance Application gathers requirements for the platform project manager offices and implements needed interfaces with numerous Army information systems such as platform ground station software, the Centralized Aircrew Flight Records System, Maintenance Consolidated Database System, and Enterprise Material Status Reporting, providing a family of systems synchronization. The Aircraft Notebook software will also be the bridging software for the GCSS-Army. I NTEGRATED P ERSONNEL AND P AY S YSTEM -A RMY D-4. The Integrated Personnel and Pay System-Army is an on-line human resource system that provides integrated personnel, pay, and talent management capabilities in a single system. It provides end-to-end tracking of pay and personnel data and gives individual Soldiers access their Soldier record. The system will automate the pay process while linking human resource transactions such as dependent changes and promotions. Integrated Personnel and Pay System-Army also provides integrated access by granting visibility and transaction functionality to commanders, Soldiers, and Army HR professionals. Embedded security and common access card restrictions have ensured safeguarding of critical information. This support system gives commanders visibility and transaction role authority over their personnel and improves readiness by synchronizing personnel movement and deployment status. Integrated Personnel and Pay System-Army uses a commercial off-the-shelf system run on Oracles’ PeopleSoft-based software. Sustainment automation support management offices provide tactical support to Integrated Personnel and Pay System-Army systems. G ENERAL F UND E NTERPRISE B USINESS S YSTEM D-5. The General Fund Enterprise Business System is the Army’s accounting system of record. It provides accurate, timely, and reliable cost information and makes the information available to all users on a real-time basis. The General Fund Enterprise Business System enables the Army to comply with current statutory and regulatory requirements. Under accounting management, GCSS-A leverages the General Fund Enterprise Business System core design template, providing a single business process that allows the Army to integrate logistics, financial, maintenance, property accountability of assets, and accounting data. L OGISTICS M ODERNIZATION P ROGRAM D-6. The LMP is one of the largest integrated supply chain, overhaul, and maintenance enterprise resource planning systems in the world and provides true visibility of the national-level logistics production baseline. Sustainers use it to build, sustain, and maintain national-level combat power at the strategic level. The LMP maintains data for assets entering the Army system through commercial vendors and contractors and accommodates depot to shop-floor-level maintenance status. It is the primary sustainment system for USAMC’s depots and arsenals and is the entry point for supply parts fulfillment with DLADLADefense Logistics Agency. The LMP manages the Army’s industrial base and tracks schedule, cost planning, production orders, and procurement. The LMP’s Enterprise Data Warehouse provides data to the Army Enterprise Systems Integration Program, which gives sustainment leaders strategic planning visibility. The LMP uses a commercial off-the-shelf system run on system applications and products-based software. A RMY E NTERPRISE S YSTEMS I NTEGRATION P ROGRAM D-7. The Army Enterprise Systems Integration Program is not an enterprise resource planning system. It serves as an integrator between multiple enterprise resource planning systems and stand-alone sustainment systems and acts as a data-brokering hub between those systems. Army Enterprise Systems Integration Program’s brokering translates and synchronizes different data formats and multiple operating systems. Those transactions that are able to pass from enterprise resource planning system to enterprise resource planning system do not need Army Enterprise Systems Integration Program resolution and do not engage the data hub, but many transactions do require such brokering. Army Enterprise Systems Integration Program is also the single authoritative data source for catalog, material, and vendor data. It is the portal for non-standard item entrance into the Army supply system. The program uses Army Centralized Business Analytics to provide business intelligence analysis and tailored visualizations for readiness decision making. Army Enterprise Systems Integration Program uses a commercial off-the-shelf system run on system applications and products-based software. A UTOMATED M ILITARY P OSTAL S YSTEM D-8. The Automated Military Postal System connects military post offices and other military postal activities around the world directly to the Military Postal Service Agency via the worldwide web. Instead of relying on telephone messages, e-mails, or other secondhand communication methods, Automated Military Postal System users can view the information about their military post offices on their own desktops and make changes or corrections to the information themselves. D EFENSE C ASUALTY I NFORMATION P ROCESSING S YSTEM – P ERSONNEL C ASUALTY R EPORTING D-9. The Defense Casualty Information Processing System-Personnel Casualty Reporting is an automated system used to record and report casualty data. The system is employed by HR units—typically casualty liaison elements, battalion and brigade level S-1 sections, and G-1/AGs performing casualty reporting missions. While not required, battalion S-1 sections may use the Defense Casualty Information Processing System-Personnel Casualty Reporting to submit their casualty reports to higher headquarters. When adequate NIPRNET access is available, the web-based component of the Defense Casualty Information Processing System-Personnel Casualty Reporting should be used for casualty reporting. Gaining access and configuring the web-based component of Defense Casualty Information Processing System-Personnel Casualty Reporting requires prior coordination with the casualty and mortuary affairs operation center and the casualty reporting chain of command. The web-based component of Defense Casualty Information Processing System-Personnel Casualty Reporting is available only on the NIPRNET. D EPARTMENT OF THE A RMY M OBILIZATION P ROCESSING S YSTEM D-10. Department of the Army Mobilization Processing System is a SIPRNET-hosted business process application that takes a force request for a unit mobilization from initiation, through required Department of the Army staff review, and to the Assistant Secretary of the Army for Manpower and Reserve Affairs—the Army principal delegated the authority to order units to involuntary mobilization. For more information, refer to FM 1-0. D EFENSE E NROLLMENT E LIGIBILITY R EPORTING S YSTEM D-11. The Defense Enrollment Eligibility Reporting System is a database maintaining personnel and benefits information for Active and Reserve Component Soldiers, retired uniformed service members, eligible family members, and other DOD personnel and DOD contractors requiring logical access. It verifies eligibility when producing common access cards and supports benefit delivery including medical, dental, and life insurance and educational benefits. In addition, the Defense Enrollment Eligibility Reporting System enables DOD e-business (including providing identity management), reduces fraud and abuse of government benefits, and supports medical readiness. D EPLOYABLE R EAL -T IME A UTOMATED P ERSONNEL I DENTIFICATION S YSTEM D-12. The Deployable Real-Time Automated Personnel Identification System workstation is a laptop workstation designed for use in both tactical and non-tactical environments. It provides Defense Enrollment Eligibility Reporting System updates and issues common access cards to Soldiers at home station or in a deployed environment. It also provides the user with a common access card personal identification number reset capability. This system works only when connected to the Defense Enrollment Eligibility Reporting System and has the same operational capability as the standard desktop version of the Real-Time Automated Personnel Identification System workstation. T ACTICAL P ERSONNEL S YSTEM D-13. This stand-alone database provides an ad-hoc ability to create a temporary system to account for unit personnel. It has limited ability to perform robust personnel accountability or strength reporting. Human resource professionals use the Tactical Personnel System primarily to create manifests for transportation by air. It produces automated manifests that can be loaded in Air Force manifesting systems and deployed theater accountability systems. A RMY D ISASTER P ERSONNEL A CCOUNTABILITY AND A SSESSMENT S YSTEM D-14. The Army Disaster Personnel Accountability and Assessment System is a web-based application designed to augment the disaster accountability process by aiding in the determination of the status and locations of all Army affiliated personnel—Soldiers, Army Civilians, contractors authorized to accompany the force, and family members when directed by the Secretary of Defense. It is the official tool for personnel accountability during natural or manmade disasters. The system provides DOD and Army leaders a means of determining the status of Army personnel and family members in an affected area and facilitates decisions on allocating resources for recovery and reconstitution. D EPLOYED T HEATER A CCOUNTABILITY S YSTEM D-15. The Deployed Theater Accountability System establishes and maintains personnel accountability. It is a classified system fielded to all human resource commanders, personnel, and organizations and consists of three distinct levels: mobile, major command, and enterprise. It provides reliable, timely, and efficient accountability for Soldiers, DOD Civilians, contractors authorized to accompany the force, and foreign nationals, enabling commanders at all echelons to track their personnel by name, unit, location, and date. It also allows commanders to track their personnel while in transit, populating duty status changes by synchronizing to the major command system. The major command system transfers historical records to the enterprise server daily. I NTERACTIVE P ERSONNEL E LECTRONIC R ECORDS M ANAGEMENT S YSTEM D-16. The Interactive Personnel Electronic Records Management System is the document repository of Army military human resource records and legal artifacts for all components. The Army military HR record contains a copy of all permanent documents. Documentation is placed into the Soldier’s Army military record in accordance with AR 600-8-104. For family members, accuracy of information is critical for next-of-kin notification. R EGIONAL L EVEL A PPLICATION S OFTWARE D-17. The United States Army Reserve uses the Regional Level Application Software as a client-server, web-enabled application for the management of personnel and resources. It shows the overall readiness posture of a unit by Soldier and generates Total Army Personnel Database-Reserves transactions and electronically transmits the data to HRCHRCU.S. Army Human Resources Command (both RA and USAR). M ORTUARY A FFAIRS R EPORTING AND T RACKING S YSTEM D-18. The Mortuary Affairs Reporting and Tracking System is an Army web-based application used by all Services in a theater of operations to facilitate the tracking of human remains and personal effects from a mortuary affairs collection point to a final destination, such as the Dover Air Force Base Port Mortuary or the Joint Personal Effects Depot (CONUSCONUSContinental United States). Mortuary affairs specialists electronically generate standard DOD forms to facilitate the shipment, documentation, identification, processing, and tracking of human remains and property. HQDA G-4 provides functional oversite for the Mortuary Affairs Reporting and Tracking System. When requested, system users requiring access coordinate with their theater fatality management officer for training, support, and deployment requirements. A RMY F OOD M ANAGEMENT I NFORMATION S YSTEM D-19. The Army Food Management Information System is not an enterprise resource planning system, but rather a highly developed web-based system that provides an automated Army worldwide food service program. Army Food Management Information System provides users the capability to order, receive, inventory, and invoice Class I supplies to include field rations. It also supports the operations of dining facilities for menu planning, production and recipe management, automated head count, labor scheduling, cash collection, and equipment replacement. The Army Food Management Information System is a centralized repository that eliminated batch processing and meets the web-based requirement. It also reduces overhead for each installation contract and ensures integrated and coordinated improvements. T RANSPORTATION AND A MMUNITION S YSTEMS D-20. Sustainment information systems include both enterprise resource planning systems and stove-piped legacy Standard Army Management Information Systems. Currently, the Transportation Coordinator’s Automated Information for Movements System II enables users to manage all aspects of transportation operations. It provides automated support to functions performed by a wide range of users including unit movement officers, installation transportation officers, and mode managers responsible for transportation and distribution. D-21. The Standard Army Ammunition System-Modernization system is the Army’s web-based management, reporting, and accounting system for retail Class V ammunition receipt, storage, maintenance, and issue operations performed by tactical units and installation activities. It employs barcode and radio frequency identification technology to support these tasks. J OINT C ONTAINER M ANAGEMENT S YSTEM D-22. Joint Container Management System is the single DOD-wide system for tracking the location, usage, free time, and in-transit data of containers, supporting (through Army Container Asset Management System database functionality) lifecycle container management accountability functions including registration, maintenance, and container leasing. O PERATIONAL M EDICAL I NFORMATION S YSTEM -A RMY D-23. Operational Medical Information System-Army is a system of systems containing medical software packages for medical data collection throughout the continuum of medical care, from the point of injury to Role 3 MTFMTFMilitary treatment facility for comprehensive lifelong electronic health records. Operational medical forces will use this system to gain quick access to patient histories and tactical combat casualty care provided. D EFENSE M EDICAL L OGISTICS S TANDARD S UPPORT C USTOMER A SSISTANCE M ODULE M EDICAL D-24. The Defense Medical Logistics Standard Support Customer Assistance Module Medical is an information system within the Defense Medical Logistics-Enterprise Solution portfolio. The portfolio provides a continuum of medical logistics support for the Defense Health Agency. It allows customers to download medical supply catalogs and place orders for medical supplies. The Defense Medical Logistics Standard Support Customer Assistance Module Medical is a medical logistics ordering application that runs on the desktop and allows users to view their supplier’s catalog and generate electronic orders. It automates the Class VIII supply process at the lower roles of care and enables logisticians and non-logisticians to electronically exchange catalog, order, and status information with their supply activity. The desktops are within enclaves for each of the Services. The Defense Healthcare Management Systems Program Executive Office Joint Operational Medicine Information Systems Program Management Office manages the Theater Medical Information Program-Joint legacy suite of software. D-25. GCSS-Army is replacing the Defense Medical Logistics Standard Support Customer Assistance Module as the primary system for Army operational unit Class VIIIA requisition, materiel management, and medical sets, kits, and outfits management. GCSS-Army medical logistics functions data interfaces inform Army COP systems and enable visibility of medical device maintenance and materiel status at echelon for decision support. D EFENSE M ILITARY P AY O FFICE S OFTWARE S UITE D-26. The Defense Military Pay Office software suite provides processing access to the military pay system to facilitate pay support. This software is provided for all components (Active, National Guard, and Reserve) in accordance with Defense Finance and Accounting Service policies and procedures for contingency operations. Access to the military pay system of record depends on the availability of dedicated communications. If online query capability is not available, a batch process Defense Military Pay Office download provides near-time query capability. In addition, the Defense Military Pay Office Standard Inquiry System provides the capability to download and archive pay data for an individual or entire unit to facilitate offline pay support. D EPLOYABLE D ISBURSING S YSTEM D-27. Deployable Disbursing System provides automated disbursing support. The system provides the capability to write Department of the Treasury or Limited Depository Account checks, plus the daily accountability and reconciliation for all transactions. Deployable Disbursing System receives information from the commercial vendor support and travel modules, which allows the writing of checks to pay vendors and travel claimants. It is capable of being used in remote military operations within contingency locations with foreign currency. Deployable Disbursing System integrates with General Fund Enterprise Business System to enable deployed disbursing functions. Deployable Disbursing System creates pay vouchers and formatted output for upload to the military pay system for payment. A CQUISITION C ROSS -S ERVICING A GREEMENT G LOBAL A UTOMATED T RACKING AND R EPORTING S YSTEM D-28. ACSA Global Automated Tracking and Reporting System is a DOD system of record for the Office of the Secretary of Defense, joint staff, CCMDs, and Service components to manage and track all ACSA transactions. ACSA Global Automated Tracking and Reporting System serves as a repository for concluded ACSAs and implementing arrangements. The system is required to close out all ACSA transactions and reconcile ACSA bills for both the United States and ACSA countries and organizations. T EST, M EASUREMENT, AND D IAGNOSTIC E QUIPMENT M ANAGEMENT I NFORMATION S YSTEM D-29. Test, Measurement, and Diagnostic Equipment Management Information System is designed, managed, and maintained by United States Army Test, Measurement, and Diagnostic Equipment Activity. It is dedicated to total test, measurement, and diagnostic equipment calibration and repair support data collection, storage, and analysis. The system also provides the software programming needs for production control processes, financial management, and management data information requirements in support of the Test, Measurement, and Diagnostic Equipment Calibration and Repair Support Program. T EST, M EASUREMENT, AND D IAGNOSTIC E QUIPMENT I NTEGRATED M ATERIEL M ANAGEMENT S YSTEM D-30. The Test, Measurement, and Diagnostic Equipment Integrated Materiel Management System is an integral part of the Test, Measurement, and Diagnostic Equipment Management Information System managed by the United States Army Test, Measurement, and Diagnostic Equipment Activity. It provides calibration and repair support activities with site-specific software to identify test, measurement, and diagnostic equipment for recall, provide customer notification of equipment readiness, process equipment through the calibration and repair support shops, account for customer equipment while in the shop, and identify repair parts and associated cost. SUSTAINMENT INFORMATION SYSTEMS INTEGRATED INTO COMMAND AND CONTROL D-31. Sustainment information systems are essential for providing commanders and staffs situational understanding and building the COP. These systems enable command and control and support the centralized planning and decentralized execution of operations. The paragraphs below describe these systems. C OMMAND P OST C OMPUTING E NVIRONMENT D-32. The Command Post Computing Environment provides an integrated mission command capability across command post and platforms through all echelons. It provides simplicity, intuitiveness, core services and applications, and warfighter functionality in the areas of fires, logistics, intelligence, airspace management and maneuver. It offers a common geospatial solution (map) and common data services, including an extensible database and data persistence that provides an easy-to-use common operational picture through a single mission command suite. Command Post Computing Environment provides a software and server hardware framework upon which warfighter applications can be converged and future applications can be built. The goal is to eliminate stove-piped legacy systems and provide an integrated, interoperable, cyber-secure and cost-effective computing infrastructure framework for multiple warfighting functions. The tools the sustainment enterprise is developing as part of this initiative to enhance mission command include the following: • LOGSTAT – Auto aggregation of customizable reports for dynamic groupings in the common operating environment. Real time logistics information would give operational commanders much higher granularity of the disposition of the forces under their command. Customizable logistics information is generated at the platform/user level based on any class of supply or personnel status. Each platform/entity would have the ability to transmit it’s status to a central data hub autonomously either as a push or pull. The hub would store this data. A leader or designated position would then request the logistics status of the customizable formation/task force. This information would be displayed as a customizable ‘dashboard’ or overlay giving the status of the unit/command/taskforce. • Sustainment Running Estimate – Automates predictive sustainment readiness using the sustainment running estimate application (for estimating combat power) to provide the command staff and commanders the information required to quickly determine current/future LOGSTAT and any required resource leveling to support ongoing operations. The more accurate and timelier the data used to formulate the running estimate, the more vital the information is to maneuver commander decision-making. • Asset Visibility – This capability is intended to track classes of supply I (including bulk water), II, III, IV, V, VIII, IX, X. The asset visibility capability will not preform updates on the unit/organization property book items. In organizations/units that provide distribution functions. The software database segregates the supplies between those need to support the unit/organization and those that are available for distribution to another unit/organization. • In-transit Visibility – Captures what inventory/stocks/supplies are in motion. In-transit visibility is the ability to track the identity, status, and location of Department of Defense units, and non-unit cargo (excluding bulk petroleum, oils, and lubricants), and passengers, patients, and personal property from origin to consignee or destination (JP 3-36). Units provide in-transit visibility by continuously updating the location of units, equipment, personnel, and supplies as they travel throughout the transportation and distribution system. This provides commanders with critical information and allows for shipment diversion based on changing battlefield priorities. S TRATEGIC S UPPORT A REA B USINESS R EPORTING E NVIRONMENT D-33. The Strategic Support Area Business Reporting Environment provides a tool that allows Army leaders to see exactly where supplies are worldwide, what parts are needed, projections and demands, all in one system in almost real time. Information within the Strategic Support Area Business Reporting Environment is verified by the Logistics Data Analysis Center. The platform also supports modeling and simulation that enhances decision support using common tools in a common language. C OMMANDER ’ S A CTIONABLE R EADINESS D ASHBOARD D-34. The Commander’s Actionable Readiness Dashboard is a suite of data analytic tools that facilitates rapid understanding of tactical logistics information derived from GCSS-Army data in near-real time. Army logistics data exists in one of two modes: historical and live. Historical data allows commanders and other leaders, for example, to determine operational readiness rates for monthly reporting periods. Live data allows leaders to understand how many tanks, howitzers, and other vehicles can cross the line of departure right now. The Commander’s Actionable Readiness Dashboard contains a dashboard that displays live logistics data that enhances decision support. E NTERPRISE R ESOURCE P LANNING S YSTEMS IN S USTAINMENT E STIMATES AND THE M ILITARY D ECISION -M AKING P ROCESS D-35. Accurate sustainment estimates are critical in assessing the supportability of courses of action for the concept of operations and OPORDs. These estimates are the analytical result of how sustainment factors affect mission accomplishment by detailing the requirements and capabilities, conclusions, and recommendations on the feasibility of specified courses of action. These estimates are also used to continue to sustain current operations as they progress. D-36. Historically, sustainment planners have used some combination of historical data and planning tools to determine requirements and capabilities, along with data from stove-piped sustainment automated systems to compute what resources were on hand. The movement to enterprise resource planning systems is greatly enhancing the ability to see availability of resources across the force. Without them, sustainment planning is based on pulling historical information from multiple, often conflicting data sets to project support requirements for future courses of action. The lack of clarity and associated mistrust have led to overestimating logistics requirements to make sure operational forces do not run out of key supplies and services. As a result, the logistics footprint grows along with a negative impact on survivability and mobility. With shared databases and near-real time data, planners have a far better picture of capabilities. Joint Battle Command-Platform Logistics D-37. Joint Battle Command-Platform Logistics is a satellite-based command and control platform system. Joint Battle Command-Platform Logistics is part of the Joint Battle Command-Platform Family of Systems under the Mission Command Mounted Computing Environment. Joint Battle Command-Platform Logistics is the successor to Joint Capability Release Logistics and provides commanders with near real-time data on the location and status of movements. This visibility enables effective and efficient use of limited distribution platforms. It can re-route supplies to users with higher priority needs, direct platforms to avoid identified hazards, display unit location changes, and provide near-real-time traffic regulation and control. All CUL transport vehicles, selected maneuver support and sustainment tactical wheeled vehicles, and some Army watercraft are fitted with the Joint Battle Command-Platform Logistics hardware. Last Tactical Mile D-38. Enterprise resource planning systems that share databases across multiple functions substantially reduce the requirement to enter data multiple times. However, enterprise resource planning systems do not eliminate all requirements for data entry. Some data is entered via scanning devices and some transactions are generated automatically when other actions are taken. Work continues on mechanisms to reduce input requirements. This includes reducing the steps required to process a transaction within the system by “bundling” steps and increasing sensors on platforms to automatically sense fails or anything requiring attention. S USTAINMENT E STIMATION T OOLS Operational Logistics Planner D-39. Operational Logistics Planner is the dissemination platform used for Army logistics planning factors. It is a stand-alone program approved for use on Army computers by the Network Enterprise Center. There are two editions of the tool, one for unclassified work and the other for installation on SIPRNET computers for classified work. In compliance with AR 700-8, the United States Army Combined Arms Support Command manages the collection, development, maintenance, validation, review, and dissemination of Army logistics planning data and factors. D-40. Data for all classes of supply have been collected from current and historical operations, provided by six Department of the Army proponents and three joint proponents. The data describes how units use their vehicles under the six joint operations phases and the four military operations to inform Class III (P) and (B) estimates. The Army Water Planning Guide serves as the approved source for all water planning and feeds all population, equipment, unit, and mission-based water consumption factors. HQDA G-4 approves the data and processes annually for Army planning, and the HQDA G-3 Force Management uses it in the Total Army Analysis. Quick Logistics Estimation Tool D-41. This tool provides links to abbreviated logistics estimation spreadsheet tools for calculating initial class of supply requirements such as required pounds, short tons, pallets, and platforms based on force strength, operational phase, and climate. It includes a platform calculator, food and water tool, Class III bulk estimation tool, and a convoy planning tool. Mercury Application D-42. Mercury is a sustainment planning tool to assist planners by quickly generating a consumption estimate by integrating units, HQDA G-4 approved planning factors, and user input. This estimate forecasts consumption and expenditure rates per class of supply to help project resupply requirements and assist in the development of the concept of support for upcoming operations. Special Operations Forces Logistics Handbook D-43. A planning considerations resource to compliment the knowledge and experience of subject matter experts as well as enhance sustainment planning and execution in support of ARSOF. It is comprised of 50 pages of special operations forces specific information combined from multiple Joint and Army Doctrine Publications.

This appendix describes the LOGSTAT and PERSTAT reports used by units operating within the corps and division areas. The reports are used to identify each unit’s specific logistics and personnel requirements. E-1. LOGSTATs are a snapshot taken in time. LOGSTAT reports account for each unit’s specific requirements based on task organization, equipment density, and assigned mission. They include the unit’s on-hand stockage levels and what the unit expects to have over the next 24, 48, and 72 hours. The reports must be detailed enough to be useful, but simple enough for everyone to prepare and understand. Logistics reporting can easily become an overwhelming task for the staff and result in information overload for battalion and brigade commanders. E-2. Reports may be in different formats, but every leader must know the status of equipment and on-hand supplies, particularly of ammunition, food, water, and fuel. In order to provide support, BSB commanders, in conjunction with the brigade S-4, use the LOGSTAT report to coordinate with supporting and supported units. The LOGSTAT report enables the higher command and support units to make timely decisions and prioritize, cross-level, and synchronize the distribution of supplies to sustain units at their authorized levels. E-3. The LOGSTAT report is an internal status report that identifies logistics requirements, provides visibility on critical shortages, allows commanders and staff to forecast future support requirements, projects mission capability, and informs the COP. This report provides planners at the battalion and brigade levels with the information necessary to forecast future support requirements and coordinate appropriate resupply to maneuver forces. Accurately reporting logistics and AHS support status is essential for keeping units combat ready. Brigade SOPs establish report formats, reporting times, and analog and digital redundancy requirements. Units must also establish and rehearse effective primary, alternate, contingency, and emergency communication plans with task organization changes. E-4. The LOGSTAT report is the primary product used throughout the brigade and at higher levels of command to provide a logistics snapshot of current stock status, on-hand quantities, and future requirements. It is a compilation of data that requires analysis before action. Providing the commander a listing of numbers with percentages and colors is useless—the commander requires analysis of the data and a recommendation for action. E-5. The brigade commander’s preferences and the mission determine what the LOGSTAT report looks like and what it contains. The report is customizable to the commander’s preferences, and units do not necessarily have to produce LOGSTAT reports from a logistics information system. The format presented to the commander must be easy to understand and act on. TIMELY AND ACCURATE REPORTING E-6. Planners base the data collection for the LOGSTAT report on operational and mission variables and should not overwhelm subordinate units with submission requirements. A report that grows too cumbersome will overwhelm staffs and fail in a high operational tempo. It is important the brigade standardizes the LOGSTAT report throughout all units and that each unit consistently provides input, regardless of their level of support. The brigade S-4 decides the LOGSTAT report format, ensuring the data the BSB requires is included. In some cases, a higher echelon S-4 will determine the report format. It is important to note that the brigade tracks the higher echelon requirements as well as any specific brigade commander requirements. E-7. The brigade and battalion S-4s should ensure the data requested is sufficient to answer applicable commander’s critical information requirements. Some possible details to include in a LOGSTAT are gallons of fuel on hand and projected usage, Class I and water status, changes to anticipated expenditure rates, Class V status, and any incident having significant impact on the operational capability of a logistics unit or the logistics posture of any tactical unit. Capturing the status of weapons systems and critical equipment is also necessary. Some commanders track special event meals or the status of critical low-density equipment. The battalion must clearly define the reported metric criteria, such as percentages or colors, and define them in the unit SOPSOPStandard Operating Procedures. Typical reporting metrics include cases, number of items, gallons, liters, and other specific metrics. The BSB may include information such as logistics information systems connectivity status, route and transportation node status, and distribution platform capabilities. E-8. The frequency of LOGSTAT report submission varies. Units often complete the report twice daily, but the commander may require status updates more frequently during periods of increased intensity. Reports relayed via near-real-time automation (if available) provide the commander with the most up-to-date data. E-9. The organization’s battle rhythm is critical when considering report cut-off times, as-of times, and reporting times. Automated feeds will offer near-real-time data, but if a unit is consolidating information manually, it will have to determine cut-off and reporting times to synchronize with the rest of the brigade. If logistics updates are part of the brigade commander’s daily battle rhythm or part of an update briefing, the brigade should make logistics reporting times as current as possible for these events to provide the commander with the best status. It is also important to allow enough time to analyze the data in order to provide the commander with a considered recommendation on future courses of action. E-10. The BSB must be mindful of internal and external stockage of supplies and their accurate reporting. Unit on-hand supplies are those items for BSB internal consumption. Supply point items are those items that are for distribution to the maneuver brigade, including resupplies to companies in the BSB. It is important the BSB S-4, S-3, and SPO officer account for these two groups of supplies separately to ensure the accuracy of the reports. LOGISTICS STATUS REPORT FLOW E-11. The command relationship of units within the brigade determines who reports to whom. Although the unit SOPSOPStandard Operating Procedures should address how attached or OPCON elements within the brigade report their LOGSTAT, mission orders must delineate relationships and establish reporting requirements. Normally, logistics reporting parallels logistical support responsibility, but the requirement may change throughout the mission. Lack of clarity could result in a unit getting too much or not enough of a critical class of supply or the unnecessarily tasking of valuable distribution assets. E-12. Leaders at all levels analyze the LOGSTAT report and forecast requirements based on current balances and upcoming mission requirements. Once logistics information is gathered, a leader may cross-level materiel within the organization. For example, a unit first sergeant would cross-level supplies within a company, and the battalion S-4 cross-levels supplies within the battalion. The battalion S-4 submits a consolidated LOGSTAT report to the brigade S-4. E-13. The brigade S-4 receives the LOGSTAT report from all subordinate units. The brigade S-4, with the brigade executive officer’s concurrence, determines which units receive designated supplies and shares that information with the BSB SPO officer. The BSB SPO officer acknowledges required supply actions per the brigade S-4, synchronizes distribution, updates the supply point on-hand status, forecasts resupply requirements for the brigade, and plans resupply. The section updates the LOGSTAT report with the BSB supply points’ adjusted balances and additional or new forecasted requirements. The BSB SPO officer forwards the entire report to the brigade S-4 and provides a courtesy copy to the supporting DSB SPO officer. E-14. Figure E-1 and Figure E-2 display the LOGSTAT format minimum requirements. Commanders may add unit-specific information based on type of unit, on-hand equipment, type or phase of an operation, mission requirements, and commanders’ requirements. E-15. PERSTAT reports account for each unit’s personnel and are a snapshot taken in time. Figure E-3 and Figure E-4 display the PERSTAT format minimum requirements. Commanders may add unit-specific information based on commanders’ requirements.

This appendix depicts and describes the unit symbols used in FM 4-0. Readers should refer to MIL-STD 2525E and FM 1-02.2 for more information about military symbols. F-1. Military symbols are governed by the rules in MIL-STD 2525E. FM 1-02.2 is the Army proponent publication for all military symbols and complies with MIL-STD 2525E. F-2. FM 1-02.2 provides a single standard for developing and depicting hand-drawn and computer-generated military symbols for situation maps, overlays, and annotated aerial photographs for all types of military operations. A military symbol is a graphic representation of a unit, equipment, installation, activity, control measure, or tactical task relevant to military operations that is used for planning or to represent the COP on a map, display, or overlay. Table F-1 contains examples of select sustainment symbols used in FM 4-0.

The glossary lists acronyms and terms with Army or joint definitions. Where Army and joint definitions differ, (Army) precedes the definition. The glossary lists terms for which FM 4-0 is the proponent with an asterisk (*) before the term. For other terms, it lists the proponent publication in parentheses after the definition.

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