FM 4-0 Sustainment (APRIL 2009) - page 3

 

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FM 4-0 Sustainment (APRIL 2009) - page 3

 

 

Chapter 5
5-7. ATHPs are the most mobile and responsive of all ASAs. Each BCT and selected support brigades
are authorized an ATHP. It is located within the brigade support area (BSA) and is manned and operated
by the ATHP section of the BSB distribution company. See FM 4-30.13 for more details of munitions
support.
Subsistence, including health and welfare items.
Class I
Clothing, individual equipment, tentage, tool sets and tool kits, hand tools, administrative, and
Class II
housekeeping supplies and equipment (including maps). This includes items of equipment, other
than major items, prescribed in authorization/allowance tables and items of supply (not including
repair parts).
POL, petroleum and solid fuels, including bulk and packaged fuels, lubricating oils and
Class III
lubricants, petroleum specialty products; solid fuels, coal, and related products.
Construction materials, to include installed equipment and all fortification/barrier materials.
Class IV
Ammunition of all types
(including chemical, radiological, and special weapons), bombs,
Class V
explosives, mines, fuses, detonators, pyrotechnics, missiles, rockets, propellants, and other
associated items.
Class VI
Personal demand items (nonmilitary sales items).
Major items: A final combination of end products which is ready for its intended use:
Class VII
(principal item) for example, launchers, tanks, mobile machine shops, vehicles.
Class VIII
Medical material, including medical peculiar repair parts.
Repair parts and components, including kits, assemblies and subassemblies, reparable and
Class IX
nonreparable, required for maintenance support of all equipment.
Material to support nonmilitary programs; such as, agricultural and economic development,
Class X
not included in Class I through Class IX.
Table 5-1 Classes of Supply
FUNDAMENTALS OF FIELD SERVICES
5-8. Field services provide quality of life for Soldiers. Field services are made up of six functions discussed
below.
Shower and Laundry
5-9. Shower and laundry capabilities resident within the Field Services Company are provided from the Sust
Bdes for supported units as far forward as possible. The mission is to provide Soldiers a minimum of one
weekly shower and up to 15 pounds of laundered clothing each week (comprising two uniform sets,
undergarments, socks, and two towels). Shower and Laundry Clothing Repair Teams from the modular
Quartermaster Field Services Company can be moved forward to provide field services for the BCT. The
laundry and shower function does not include laundry decontamination support (see FM 3-11.5).
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Functions of Sustainment
Food Preparation
5-10. Food preparation is a basic unit function and one of the most important factors in Soldier health, morale,
and welfare. Virtually every type of unit in the force structure has some organic food service personnel.
5-11. The field feeding system assumes use of Meals Ready to Eat (MREs) for the first several days following
deployment, followed by transition to prepared group feeding rations. The theater initially transitions from
MREs to Unitized Group Rations. Then, as the operational situation permits, A-rations (fresh foods) are
introduced into theater. This requires extensive sustainment expansion since it requires refrigeration, storage,
distribution, and ice making. The standard is to provide Soldiers at all echelons three quality meals per day.
Proper refuse and waste disposal is important to avoid unit signature trails and maintain field sanitation
standards. See FM 4-20.2 for more details.
Water Production and Distribution
5-12. Water is an essential commodity. It is necessary for hydration, sanitation, food preparation, medical
treatment, hygiene, construction, and decontamination. Support activities, such as helicopter maintenance, FP,
and operation of medical facilities, consume large volumes of water. Classification of the water function is
somewhat different from other commodities; it is both a field service and a supply function. Water purification
is a field service. Quartermaster supply units normally perform purification in conjunction with storage and
distribution of potable water which are supply functions. It is the users’ responsibility to determine potable
water requirements and submit them through supply channels.
5-13. Water supply units perform routine testing. However, water quality monitoring is primarily the
responsibility of preventive medicine personnel of the MEDCOM (DS). The command surgeon ensures the
performance of tests associated with water source approval, monitoring and interpreting test results. Each
service provides its own water resource support. Typically, the Army, as directed by the JFC, provides support
in a joint operation. AR 700-136 details the responsibilities of Army elements for water support.
5-14. Engineers play a major role in providing water to Army forces. They are responsible for finding
subsurface water, drilling wells, and constructing, repairing, or maintaining water facilities. Geospatial
engineers generate, manage, and analyze hydrologic data and work together with ground-survey teams and
well-drilling teams to locate water sources.
5-15. The quantity of water required depends on the regional climate and the type and scope of operations.
Temperate, tropic, and arctic environments normally have enough fresh surface and subsurface water sources to
meet raw water requirements for the force. In arid regions, providing water takes on significantly greater
dimensions. Soldiers must drink more water. Water requirements are significantly greater in areas, where
demand is heavy for aircraft and vehicle washing, medical treatment, laundry and shower facilities, and where
construction projects are conducted.
5-16. I/R operations may require a large amount of unanticipated bulk water consumption. Units must consider
the potential absence of water capability in enemy units and the requirement for on-site sanitation, shower,
delousing, and medical support for in-coming detainees. Since water is a critical commodity in arid regions,
managers must strictly control its use. Commanders must establish priorities.
5-17. Because of the scarcity of potable water in some contingency areas, water support equipment may be
prepositioned afloat. This allows initial support to a contingency force. Additional water equipment is available
in CONUS depots to sustain operations. Most of this equipment is packaged for tactical transportability. Its
configuration allows for throughput to the user with minimal handling in the AO.
Clothing and Light Textile Repair
5-18. Clean, serviceable clothing is essential for hygiene, discipline, and morale purposes. During peacetime,
fixed facilities or field expedient methods normally provide clothing repair for short-duration exercises. During
combat operations, they are provided as far forward as the brigade area.
5-19. Forces receive clothing support from a combination of units, HNS, and contractors. In low levels of
hostilities, HNS and contractors may provide much of this support. LOGCAP offers considerable capability
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during the early deployment stages. A field service company provides direct support at the tactical level. The
company has the modular capability of sending small teams as far forward as desired by the supported
commander.
Aerial Delivery
5-20. Aerial delivery equipment and systems include parachute packing, air item maintenance, and rigging of
supplies and equipment. This function supports both airborne insertions and airdrop/airland resupply. Airborne
insertion involves the delivery of fighting forces, along with their supplies and equipment, to an objective area
by parachute. Airdrop resupply operations apply to all Army forces. The airdrop function supports the
movement of personnel, equipment, and supplies. It is a vital link in the distribution system and provides the
capability of supplying the force even when land LOCs have been disrupted or terrain is too hostile, thus
adding flexibility to the distribution system.
5-21. USAMC manages most airdrop equipment and systems (ADES). It maintains the national inventory
control point and national maintenance point for ADES. At the operational level, the airdrop equipment repair
and supply company provides supply and maintenance support to airdrop supply companies.
5-22. Aerial delivery support (ADS) companies provide airdrop resupply support in the corps/division area.
They also provide personnel parachute support to units such as airborne and long range surveillance units. If
the corps cannot support an airdrop request, it passes the request to a Sust Bde at theater level. Heavy Airdrop
Supply Companies provide theater level support. Most of the supplies used for rigging by the ADS Company
come directly from strategic level, bypassing the Airdrop Equipment Repair and Supply (AERS) Company.
The AERS Company provides airdrop equipment supply and maintenance for the Heavy Airdrop Supply
Company.
5-23. Airdrop resupply support must be flexible. Certain contingencies may require airdrop resupply from the
beginning of hostilities. However, the requisite airdrop support structure is not likely to be in place due to other
deployment priorities. In such cases, the operational commander should consider having a portion of the
airdrop supply company deploy to the depot responsible for supply support to the contingency area. If forces
require airdrop resupply before airdrop support units deploy to the theater, the units may rig supplies for
airdrop at the depot. Supplies can then be flown directly to the airdrop location.
Mortuary Affairs (MA)
5-24. The MA program is a broadly based military program to provide for the necessary care and disposition
of deceased personnel. Each service has the responsibility for returning remains and personal effects to
CONUS. The Army is designated as the EA for the Joint MA Program. It maintains a Central Joint MA Office
and provides general support to other services when requirements exceed their capabilities. The MA Program is
divided into three subprograms:
z
The Current Death Program provides mortuary supplies and associated services for permanently
disposing remains and personal effects of persons for whom the Army is or becomes responsible.
z
The Graves Registration Program provides search, recovery, initial identification, and
temporary burial of deceased personnel in temporary burial sites. It also provides for the
maintenance of burial sites and for the handling and disposing of personal effects.
z
The Concurrent Return Program is a combination of the Current Death and Graves
Registration Programs. This program provides for the search, recovery, and evacuation of
remains to collection points and further evacuation to a mortuary. It provides for
identification and preparation of remains at the mortuary and shipment to final destination as
directed by next of kin.
5-25. MA units operate theater collection points, evacuation points, and personal effects depots. MA personnel
initially process remains in theater. A MA Decontamination Collection Point may become operational
whenever the threat of CBRN warfare exists. They then arrange to evacuate remains and personal effects,
usually by air, to a CONUS POD mortuary. CONUS POD mortuaries provide a positive identification of the
remains and prepare them for release in accordance with the desires of next of kin. MA processing points
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Functions of Sustainment
include mortuary affairs collection points (MACPs), theater mortuary evacuation points, mortuary affairs
decontamination collection points, temporary interment sites, ID laboratories, and a port mortuary.
5-26. When directed by the CCDR, MA units establish cemeteries and provide for temporary interment of
remains. MA units may also operate in-theater mortuaries, but they require personnel and equipment
augmentation or HNS for embalming and other procedures (see JP 4-06 and FM 4-20.64).
5-27. A process and location for evacuation of personnel remains and equipment must be established. The
responsibility for manning and running this activity must be done by the service responsible for the theater and
have coordination and automation capability to process actions in the personnel automation systems as well as
logistical systems. All personnel have clothing and other issue documents that must be cleared as well as
personal effects that must be inventoried, cleaned, disposed of, and entered back into the system for issue. This
is normally done by units, but also done at the Joint Personnel Effects Depot for those killed in action as well as
wounded in action that have been evacuated and separated from their equipment.
TRANSPORTATION
5-28. Army transportation units play a key role in facilitating force projection and sustainment. Army
transportation ensures that Army and joint forces that are projected globally are able to be sustained in
operations. Transportation operations encompass the wide range of capabilities provided by transportation units
and Soldiers. In joint operations, Army transportation units provide the full range of capabilities needed to
allow joint and Army commanders to achieve operational objectives.
FUNDAMENTALS OF TRANSPORTATION MANAGEMENT
5-29. The Army transports personnel, cargo, and equipment by motor, rail, air, and water with organic or
contract assets. While each situation may not be conducive to using a particular mode, the Army must be able
to manage, operate, and supervise these modes of transport. Mode platforms include trucks, trains, containers,
flatracks, watercraft, aircraft, and host nation assets. To successfully execute force projection operations and
extend operational reach and endurance, Army transportation units must execute the following functions:
movement control, terminal operations, and mode operations (see FM 55-1).
Movement Control
5-30. Movement control is the planning, routing, scheduling, controlling, coordination, and in-transit visibility
of personnel, units, equipment, and supplies moving over line(s) of communication (LOC) and the commitment
of allocated transportation assets according to command planning directives. It is a continuum that involves
synchronizing and integrating sustainment efforts with other programs that span the spectrum of military
operations. Movement control is a tool used to help allocate resources based on the CCDR’s priorities and to
balance requirements against capabilities (FM 4-01.30).
5-31. The five basic principles of movement control provide a basis for all transportation operations. These
principles are:
z
Centralized Control and Decentralized Execution. Centralized Control means that a focal point
for transportation planning and resource allocation exists at each level of command involved in an
operation. Decentralized execution of transportation missions means terminal and mode operators
remain free to assign and control the specific transportation assets that will meet the requirement.
z
Regulated Movements. Movement control authorities regulate moves to prevent terminal and route
congestion and scheduling conflicts among Service components.
z
Fluid and Flexible Movements. Transportation systems must provide the uninterrupted movement
of personnel, supplies, and services. To do this, the system must be capable of rerouting and
diverting traffic.
z
Effective Use of Carrying Capacity. This principle is simple: keep transportation assets fully
loaded and moving as much as the tactical situation permits.
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z
Support Forward. Support forward is throughput, which means rapid delivery of supplies and
personnel as far forward as possible. It is dependent on fast, reliable transportation to move supplies
and personnel as far forward as the tactical situation requires and permits.
Mode Operations
5-32. Mode operations and movement control elements working together match up the correct asset capability
depending on cargo characteristics and required delivery time. Movement control sections coordinate
transportation assets. When allocated, Army aviation assets for sustainment support direct coordination
between the MCB and the Aviation Brigade is vital in providing responsive support. Requests for use of Air
Force fixed winged aircraft for sustainment resupply requires coordination between the MCB and the theater
airlift liaison officer. Airlift providers may be the Army, Navy, Air Force, MNFs, host nation military, or
commercial aircraft.
Motor
5-33. Army motor transportation provides essential distribution capabilities for Army organizations. Army
transportation units are the single largest provider of land surface movement within joint forces. Motor
transportation includes organic, host nation, and contracted resources.
Rail
5-34. Rail is potentially the most efficient ground transportation method for hauling large tonnages. The Army
has limited railway operating, construction, and repair capabilities. Rail capability may be provided through
HNS. The Army augments HNS by providing personnel resources.
Air
5-35. Airlift is a mode of transportation. Wide-ranging sustainment needs within a theater require Air Force
and Army airlift assets to support. Army utility helicopters provide support at the through movement control
channels in response to mission requirements and the commander's priorities. Likewise, the U.S. Air Force
provides intratheater airlift to all services within a theater through an allocation process on a routine basis or
provides immediate support to operational requirements. While airlift is the preferred method of delivery,
airdrop is a field service that can provide additional flexibility. It makes possible rapid resupply of critical items
over extended distances directly to or near forward units.
Water
5-36. Army watercraft is a component of intratheater transportation. It can augment other modes when
integrated with appropriate terminal operations or may be the primary means of transport in specific areas in a
theater. Army watercraft move materiel and equipment over inland waterways, along theater coastlines, and
within marine terminals. Their primary role is to support cargo discharge from strategic lift assets, conduct
onward movement, and provide distribution of cargo and equipment from the SPOD to inland terminals and
austere delivery points or retrograde materiel from those areas.
5-37. Watercraft can perform utility missions including patrolling, salvage, ship-to-shore transport of
personnel, and harbormaster duties. Although not an Army watercraft mission, they can perform limited
docking and undocking services for strategic transport vessels when required. The watercraft fleet consists of a
variety of vessels such as landing craft, tug boats, floating cranes, barges, causeways, and associated
equipment. Army watercraft are organized into companies and detachments which can operate under a variety
of command relationships (such as attached to a Transportation Terminal Battalion or SDDC units (see FM 55-
80).
Terminal Operations
5-38. Terminal operations are key elements in Army force projection operations and support endurance and
reach operations. They provide loading, unloading, and handling of materiel, cargo, and personnel between
various transportation modes. When linked by the modes of transport (air, rail, and sea), they define the
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Functions of Sustainment
physical network for distribution operations. Successful force projection operations require early identification
and establishment of terminals.
5-39. Well established terminal operations are essential in supporting deployment, reception, staging, and
onward movement and sustainment of the force. Crucial to the successful execution of the terminal/nodal
operation is the assignment of the right personnel, cargo, and material handling equipment at each terminal.
ITV of materiel moving through the transportation system also provides the GCC with information pertaining
to location and destination of all cargo and equipment. There are two types of terminal/nodal operations: marine
and inland.
Marine Terminals
5-40. The type, size, number, and location of military marine terminals selected for use, dictate the number and
types of units needed to sustain theater support requirements. Using small or geographically dispersed terminals
may be necessary for flexibility and survivability. However, this creates a greater need for C2 organizations. A
fixed-port facility operated by a HN under contract may only require a contract supervision team. A similar
facility operated as a military marine terminal may require a terminal battalion. Fixed-port facilities are
designed for oceangoing vessel discharge operations and port clearance. These facilities have sufficient water
depth and pier length to accommodate deep-draft vessels. They also have highly sophisticated facilities,
equipment, and organization to effectively support cargo discharge and port clearance operations (see FM 55-
60). Marine terminals consist of three types of facilities :
z
Fixed-port facilities. Fixed-port terminals are an improved network of cargo-handling facilities
designed to transfer oceangoing freight. These terminals are located worldwide. At these
facilities, deep-draft oceangoing vessels berth themselves along a pier or quay and discharge
cargo directly onto the pier. Most cargo is moved into in-transit storage areas to await terminal
clearance. Selected cargo may be discharged directly to land transport.
z
Unimproved port facilities. The predominant characteristics of an unimproved port facility are
insufficient water depth, insufficient pier length to accommodate oceangoing cargo vessels, and
inadequate clearance network. As a result, shallow-draft lighterage must be used to discharge
oceangoing vessels anchored in the stream. Other facilities may be available, but they are
generally inadequate for cargo discharge operations on a scale associated with a fixed port. In
most instances, U.S. Army terminal service units using equipment organic to their TOE operate
unimproved port facilities. These terminals are established or used when developed fixed-port
facilities are not available or are inadequate to support the workload (see FM 55-60).
z
Bare beach facilities. A bare beach facility best fits the perceived definition of a LOTS
operation. In a bare beach facility, Army lighterage is discharged across a beach. Normally no
facilities, equipment, or infrastructure are available to support cargo loading, discharge, or port
clearance operations. The terminal service and watercraft units must rely exclusively on
equipment organic to their TOE or from supporting engineer units (see FM 55-60).
Inland Terminals
5-41. Inland terminals provide cargo transfer facilities. These include air, motor transport, inland waterway,
and rail:
z
Air. Air cargo transfer takes place at common-use APODs and service controlled airfields and
landing strips throughout the theater. A capability assessment should be conducted for each
airfield to determine the maximum aircraft on the ground (MOG) that can be parked (called
parking MOG) and the number and type of aircraft that can be worked (called working MOG)
with available personnel, MHE, and ramp space.
z
Motor transport. Distribution terminals of Centralized Receiving and Shipping Points are
normally located at both ends of a line-haul operation. They form the connecting link between
local hauls and the line-haul service. They may also be located at intermediate points along the
line-haul route where terrain necessitates a change in type of carrier.
z
Inland waterway. Inland waterway terminals are limited by the size and configuration of the
terminal, types of watercraft, and capabilities of the unit’s cargo handling equipment.
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Chapter 5
z
Rail. Rail terminals may include yard tracks, repair and servicing facilities, train crew
accommodations, and railheads. They are located at originating and terminating points and at
sites that mark the limits of rail operations. A railhead can be any size yard or terminal on or at
the forward end of a military railway where personnel, supplies, and equipment are transferred
to other modes of transportation.
Container Management
5-42. USTRANSCOM has designated SDDC as the global container manager (GCM), to include the authority
over execution of container policy across Services as coordinated with a GCC’s concept of operations and
support. SDDC issues, numbers, and maintains the register of all USAMC DOD-owned inter-modal containers
and ISO-configured shelters by DOD Activity Address Code and type container (see FM 4-01.52).
5-43. SDDC provides a theater container database that monitors the inventory, management, and
accountability of all containers via the Container Management Element. It also uses automated information
systems to monitor movement of containers throughout the theater. The GCM manages, monitors, reports, and
provides asset visibility of DOD-owned, leased, and commercial inter-modal surface shipping platforms and
containers while in the Defense Transportation System. They provide data expertise to the Army for
determining container and container handling equipment requirements to support Army and joint forces
contingency, exercises, and peacetime operations.
Containerization
5-44. Containerization facilitates and optimizes cargo carrying capabilities via multiple modes of transport
(sea, highway, rail, and air) without intermediate handling of the container’s contents. This decrease in time,
MHE, personnel, and handling ensures rapid deployment and cargo integrity during shipment. The
standardization of the container has facilitated the ease of handling associated with the ISO container and
associated MHE. This method of cargo distribution provides fast and flexible preparation, employment,
deployment, and sustainment of forces in a theater of operations and extends operational reach.
Containerization provides minimum obstructions to the deployment throughput and facilitates unit integrity and
cargo security, while enabling container tracking and cargo ITV.
5-45. Service components must plan for theater reception, staging, onward movement, and integration plans.
They must include in their plans, methods for container and pallet management and control. When planning to
use DOD-owned, Service-owned, or leased containers, the following factors must be considered:
z
Availability and location of containers.
z
Time and resources required.
z
Original out load capability.
z
Theater infrastructure/Force structure.
z
Availability of MHE at shipping point and at destination.
z
Tracking capability, labeling and marking of owner/addressee and destination.
z
Method of securing container (lock or serial band).
5-46. A critical node for containerized cargo is the initial entry container control site. This site may be a sea
port, aerial port, or rail head. Another critical area of cargo transfer ashore is during LOTS, the shore operations
at the beach. At both locations, the container control site will receive, identify, and direct inland distribution
and retrograde of containers. The ability of control site personnel to rapidly identify the sender address and the
receiver address is the primary enabler of a rapid and successful mission for the force.
5-47. To avoid having large quantities of government-owned containers on hand, the strategy requires
partnering with commercial container leasing companies to ensure that leased containers are made available to
support military missions which are then staged at depots and power projection platforms in accordance with
specific timelines. As operations stabilize, a trans-load operation can commence when directed by the Joint
Task Force or CCDR. This would allow government-owned and government-leased containers being used for
storage to remain in place, while using ocean carrier provided containers to resupply and sustain operations.
These carrier-provided containers would then be unloaded and returned to the carrier within the allotted free
5-8
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Functions of Sustainment
time. It is anticipated that these containers will also be used for retrograde operations. Deployment,
redeployment, and force rotation requirements will continually be met primarily with government-owned or
government-leased containers.
5-48. Current operations resulted in containers being used for non-traditional/non-commercial transportation
purposes, such as long-term storage. Future contingencies are expected to be characterized by similar indefinite
durations in austere environments. The commercial practice of using ocean carrier provided containers that
must be unloaded and returned within a specific time period does not support combat operations and results in
high detention costs. Container usage in future contingencies must be addressed in the planning stage in order
to minimize cost while supporting mission requirements.
MAINTENANCE
5-49. Maintenance is performed at the tactical through strategic levels of war. The Army’s two levels of
maintenance are field maintenance and sustainment maintenance (see FM 4-30.3).
FUNDAMENTALS OF ARMY MAINTENANCE
5-50. Field maintenance is repair and return to user and is generally characterized by on-(or near) system
maintenance, often utilizing line replaceable unit, component replacement, battle damage assessment, repair,
and recovery. Field level maintenance is not limited to remove and replace but also provides adjustment,
alignment, and fault/failure diagnoses. Included in field maintenance is the scheduled service/condition based
maintenance required on equipment in accordance with the specified technical manual, to include preventative
maintenance checks and services. Field maintenance is performed at all levels of the Army and most units have
at least some organic field level maintenance capability. Sustainment maintenance is characterized by “off
system” component repair and/or ”repair and return to supply system.” The sustainment maintenance function
can be employed at any point in the integrated logistics chain. The intent of this level is to perform commodity-
oriented repairs on all supported items to one standard that provides a consistent and measurable level of
reliability.
Field Maintenance
5-51. Field maintenance is focused on returning a system to an operational status. The field maintenance level
accomplishes this mission by fault isolating and replacing the failed component, assembly, or module. The field
maintenance level consists of the maintenance functions of inspection, test, service, adjust, align, remove,
replace, and repair. Field maintenance also includes battlefield damage and repair tasks performed by either the
crew or support personnel to maintain system in an operational state.
5-52. Within the BCT, the Field Maintenance Company of the BSB provides:
z
Automotive, armament, recovery, ground support, missile and electronic maintenance, and
maintenance to brigade base elements (HQ, BSB, and Special Troops Battalion).
z
Maintenance advice and management to the brigade.
z
Low density equipment support to the field maintenance platoon (FMP).
5-53. In the BCT, each maneuver battalion will have a forward support company (FSC) that performs field
maintenance. Each FSC has a maintenance platoon that provides recovery support, automotive and tracked
vehicle repair, and ground support equipment repair to the battalion. Field maintenance teams deploy with each
maneuver company and provide automotive and track vehicle repair support. Ground-support equipment
repairs are conducted at the FSC located with the maneuver battalion HQ. The FMP is organized with a
maintenance control section to provide maintenance management for the battalion. In EAB, the support
maintenance company (SMC) of the Sust Bde provides field maintenance support on an area basis (see FM 4-
30.3).
Sustainment Maintenance
5-54. Sustainment maintenance is generally characterized as “off system” and “repair rear”. The intent
of this level is to perform commodity-oriented repairs on all supported items to one standard that provides a
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consistent and measurable level of reliability. Off-system maintenance consists of overhaul and
remanufacturing activities designed to return components, modules, assemblies, and end items to the supply
system or to units, resulting in extended or improved operational life expectancies.
5-55. In sustainment maintenance, component repair work is coordinated by the USAMC National
Maintenance Office to a single standard that provides consistent and measurable level of reliability. End item
repair may be performed by either military or civilian technicians at a sustainment maintenance activity. Repair
rear is synonymous with the term “off-system” and “sustainment maintenance”. The intent is to repair
components, assemblies, or end items and return them to the supply system for redistribution.
5-56. Component repair companies (CRC) provide sustainment level support at the operational level. The CRC
may be attached to the CSSB to facilitate overall maintenance support. CRC units may be employed in any
location along the distribution system. These units can be pushed forward into the AO as needed to repair and
return components, modules, and assemblies to the supply system.
5-57. Collection and Classification companies establish and operate collection and classification facilities for
the receipt, inspection, segregation, disassembly, preservation, and disposition of serviceable and unserviceable
Class VII and Class IX materiel and similar foreign materiel. It also operates a cannibalization point when
authorized by higher HQ. It supports distribution hub teams that perform vital maintenance inspection functions
at distribution hubs along the distribution system.
GENERAL ENGINEERING SUPPORT
5-58. General engineering activities modify, maintain, or protect the physical environment (see FM 3-34.400).
FUNDAMENTALS OF GENERAL ENGINEERING
5-59. General engineering capabilities are applied to establish and maintain the infrastructure necessary for
sustaining military operations in theater. At times, the military operation may extend general engineering
support to restore facilities, power, and life-support systems within the infrastructure of the AO. This effort aids
in the recovery and the transition to pre-conflict conditions or may be the objective of stability or civil support
operations (see FM 3-34 and FM 3-34.400).
5-60. General engineering capabilities employed in an operation will include a broad array of joint,
multinational, contract, and other construction and engineering resources. The U.S. Army Corps of Engineers
(USACE) provides and coordinates significant engineering resources to enable general engineering support.
USACE is the Army’s Direct Reporting Unit assigned responsibility to execute Army and DOD military
construction, real estate acquisition, and development of the nation’s infrastructure through the civil works
program. USACE, through its field force engineering (FFE) and reach back assets, provides for technical and
contract engineering support and a means to integrate capabilities of other Services and other sources of
engineering-related support.
GENERAL ENGINEERING IN SUPPORT OF SUSTAINMENT OPERATIONS
5-61. General engineering sustainment requirements will compete for priority in any operation with general
engineering requirements related to protection, enabling operational movement, as augmentation to combat
engineering, and supporting the other WFFs. Within the sustainment WFF, general engineer applications are
primarily linked to providing logistics support. General engineer support includes:
z
Restore Damaged Areas.
z
Construct and Maintain Sustainment Lines of Communications.
z
Provide Engineer Construction (to include pipeline) Support.
z
Supply Mobile Electric Power.
z
Provide Facilities Engineering Support.
5-62. Sustainment of stability and civil support operations involves a shift to the establishment of services that
support civilian agencies in addition to the normal support of U.S. forces. Stability operations tend to be of a
long duration compared to the other elements in full spectrum operations. As such, the general engineering
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Functions of Sustainment
level of effort, including FFE support from USACE, is very high at the onset and gradually decreases as the
theater matures. As the AO matures, the general engineering effort may transfer to theater or external support
contracts such as LOGCAP.
ENGINEER COORDINATION
5-63. The senior engineer staff officer at each echelon HQ, designated the ENCOORD, is responsible for
coordinating sustainment related general engineer support. An engineer brigade or theater engineer command
will typically be task organized with those general engineering capabilities not provided to subordinate BCTs or
other brigades. The engineer brigade or theater engineer command focuses general engineering efforts on
priorities established by the JFC.
5-64. Engineering priorities will typically include sustainment related general engineer support. The engineer
support commander may align engineer assets to provide general support on an area basis. If assets are
available and priorities support a more direct relationship, the commander may place an engineer brigade in DS
to the TSC, with subordinate engineer elements DS to the support brigades or CSSBs as required.
REAL ESTATE PLANNING AND ACQUISITION
5-65. The JFC is responsible for the coordination of planning, programming, and construction of facilities to
meet the requirements of assigned forces. Facility requirements are consistent with operational requirements,
duration of need, and forces to be supported. Engineer planners coordinate with sustainment and other planners
to identify facility requirements for contingency operations.
5-66. USACE theater elements provide technical real estate guidance and advice to the JFC. In addition to
recommending real estate policies and operational procedures, they acquire, manage, dispose of, administer
payment for rent and damages, handle claims, and prepare records and reports for real estate used within the
theater.
REAL PROPERTY MAINTENANCE
5-67. The JFC has overall responsibility for real property maintenance activities (RPMA). The JFC normally
delegates authority to the ASCC/ARFOR. The TSC and installation commanders (in most cases a CSSB)
normally provide the needed RPMA support. RPMA in an AO includes operation, repair, and maintenance of
facilities and utilities; fire prevention and protection; and refuse collection and disposal. RPMA requirements
that exceed the organization's capabilities are forwarded to the local engineer commander (in most cases, the
engineer group providing support to a CSSB on an area basis) or USACE element for execution. The TSC
provides technical RPMA guidance to subordinate units.
BASE CAMP CONSTRUCTION
5-68. A base camp is an evolving military facility that supports the military operations of a deployed unit and
provides the necessary support and services for sustained operations. It is a grouping of facilities collocated
within a contiguous area of land, or within close proximity to each other, for the purpose of supporting an
assigned mission, be it tactical, operational, or logistical. Base camps may be located near a key piece of real
estate such as a port, an airfield, a railroad, or other major LOCs. Base camps support the tenants and their
equipment; and while they are not installations, they have many of the same facilities and attributes the longer
they are in existence.
5-69. The CCDR specifies the construction standards for facilities in the theater to minimize the engineer
effort expended on any given facility while assuring that the facilities are adequate for health, safety, and
mission accomplishment. Typically, the CCDR will develop the base camp construction standards for use
within the theater, utilizing the guidelines provided in JP 3-34 and facilities standards handbooks developed by
the specific combatant command. The engineer must recommend the most feasible solutions to each
requirement based on construction guidelines and other planning factors.
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ENVIRONMENTAL CONSIDERATIONS
5-70. The ENCOORD also advises the commander on environmental issues as the staff proponent for
environmental considerations. The ENCOORD coordinates with other staff offices to determine the impact of
operations on the environment and helps the commander integrate environmental considerations into the
decision making process. Environmental considerations include:
z
Policies and responsibilities to protect and preserve the environment.
z
Certification of local water sources by appropriate medical personnel.
z
Solid, liquid, and hazardous waste management, including dumping and burning, and disposal
of gray water, pesticides, human waste, and hazardous materials.
z
Protection of indigenous animals and vegetables.
z
Archaeological and historical preservation.
z
Contingency spill plans.
HUMAN RESOURCES SUPPORT
5-71. HRS is the aggregate of systems and services designed to provide and support Soldiers. HRS is
important to maximizing operational reach and endurance. HRS encompasses four major categories: manning
the force, HR services, personnel support, and HR planning and staff operations. Each includes major
functional elements and all are covered below (see FM 1-0, FMI 1-0.1, and FMI 1-0.2).
MANNING THE FORCE
5-72. Manning the force involves personnel readiness of the force, maintaining accountability of the force, and
management of personnel information. The manning challenge is getting the right Soldier to the right place, at
the right time, with the right capabilities so that commanders have the required personnel to accomplish their
mission. Manning combines anticipation, movement, and skillful positioning of personnel assets. It relies on the
secure, robust, and survivable communications and digital information systems of emerging technologies that
provide the common operational picture, asset visibility, predictive modeling, and exception reporting.
Personnel Readiness Management (PRM)
5-73. The purpose of PRM is to distribute Soldiers to units based on documented requirements, authorizations,
and predictive analysis to maximize mission preparedness and provide the manpower needed to support full
spectrum operations. This process involves analyzing personnel strength data to determine current mission
capabilities and project future requirements. It compares an organization’s personnel strength to its
requirements and results in a personnel readiness assessment and allocation decision.
Personnel Accountability (PA)
5-74. PA plays a critical role in deployed operations and relies on timely, accurate, and complete duty status
and location of personnel at all times. PA is the process for recording by-name data on Soldiers when they
arrive and depart from units; when their location or duty status changes (such as from duty to hospital); or when
their grade changes. PA will be accomplished primarily through the database of record and web enabled
processes that facilitate personnel support from home station or abroad. Personnel Accounting Teams manage
or administer all HR support activities of processing, tracking, and coordinating personnel moves into, through,
or out of a deployed organization or theater. These activities include the reception of personnel, the assignment
and tracking of replacements, return-to-duty and rest and recuperation personnel, and redeployment operations.
Strength Reporting
5-75. Strength reporting is a numerical end product of the accounting process, achieved by comparing the by-
name data obtained during the personnel accountability process (faces) against specified authorizations (spaces
or in some cases requirements) to determine a percentage of fill. It starts with strength-related data submitted at
unit level and ends with an updated database visible at all echelons. Similar to PA, strength reporting relies on
timely, accurate, and complete personnel information into the database of record. It is also a command function
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Functions of Sustainment
conducted by the G-1/S-1 to enable them to provide a method of measuring the effectiveness of combat power.
Standard reports available from the personnel accounting system include:
z
Personnel status report.
z
Personnel summary.
z
Personnel requirements report.
z
Task force personnel summary.
Personnel Information Management (PIM)
5-76. PIM encompasses the collecting, processing, storing, displaying, and disseminating of relevant
information about Soldiers, units, and civilians. PIM is the foundation for conducting or executing all HR
functions and tasks. HR managers and technicians at all levels of command use a personnel information
database when performing their missions. The DIMHRS, when implemented, will be the HR enterprise
database for all military personnel.
PROVIDE HR SERVICES
5-77. HR Services encompass casualty operations and EPS to maintain Soldier readiness and sustain the
human dimension of the force. The following is a discussion of casualty operations, EPS, and the elements of
personnel support.
Casualty Operations Management
5-78. The casualty operations management process includes the recording, reporting, verifying, and processing
of information from unit level to HQ, Department of the Army. It also involves notifying appropriate
individuals and assisting family members. The process collects casualty information from a number of sources
and then collates, analyzes, and determines the appropriate action. Accuracy and timeliness are critical
components of casualty management and depend on satellite communications and reliable access to personnel
information.
5-79. Casualties can occur on the first day of an operation. Therefore, casualty managers from each echelon of
command need to deploy early. Units report all casualties, to include civilians, contract, and military personnel
from Army, other services, and MNFs. Casualty operations require
100 percent personnel accounting
reconciliation. The unit verifies casualty information against the database and emergency data in an individual’s
deployment packet. Casualty liaison teams (CLT) provide an interface between medical facilities, MACP
collection points, and human resources elements.
Essential Personnel Services (EPS)
5-80. EPS provide Soldiers and units timely and accurate personnel services that efficiently update Soldier
status, readiness and quality of life, and allow Army leadership to effectively manage the force. EPS includes
actions supporting individual career advancement and development, proper identification documents for
security and benefits entitlements, recognition of achievements, and service performance. It also includes
personal actions such as promotions, reductions, evaluations, military pay, leave and pass, separations, and line-
of-duty investigations.
PERSONNEL SUPPORT
5-81. Personnel Support encompasses command interest/human resources programs, MWR, and retention
functions. Personnel Support also includes substance abuse and prevention programs, enhances unit cohesion,
and sustains the morale of the force.
Postal Operations
5-82. Postal operations and services have a significant impact on Soldiers, civilians, and their families. The
Military Postal Service serves as an extension of the U.S. Postal Services; therefore, its services are regulated
by public law and federal regulation. Efficient postal operations are necessary and require significant logistics
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and planning for issues such as air and ground transportation, specialized equipment, secured facilities,
palletization crews, mail handlers, and others. Postal services also include selling stamps; cashing and selling
money orders; providing registered (including classified up to secret), insured and certified mail services; and
processing postal claims and inquiries.
Morale, Welfare, and Recreation (MWR) and Community Support
5-83. MWR and community support provide Soldiers, Army civilians, and other authorized personnel with
recreational and fitness activities, goods, and services. The MWR network provides unit recreation, library
books, sports programs, and rest areas for brigade-sized and larger units. Community support programs include
the American Red Cross, AAFES, and family support system.
5-84. The MWR system becomes an immediate outlet for Soldiers to reduce stress, which is critical to
sustaining the readiness of the force, particularly as the speed and intensity of operations escalate. The MWR
system relies on FP packages and recreation specialists. It capitalizes on using cellular, e-mail, and video-
teleconference technologies to provide links between Soldiers and their families. Soldiers are also entertained
through the latest in visual and audio entertainment over satellite, worldwide web, and virtual reality
technologies. The human dimension of the Soldier is critical to the strength of Army forces. The human
resource element of sustainment to the fighting force contributes to both the National will and the will of the
Soldier to fight.
Human Resources Planning and Staff Operations
5-85. Human Resources Planning and Staff Operations are the means by which the HR provider envisions a
desired HR end state in support of the operational commander’s mission requirements. HR planning addresses
the effective ways of achieving success, communicates to subordinate HR providers and HR unit leaders the
intent, expected requirements, and outcomes to be achieved, and provides the support OPLANs, OPORDs, or
Planning Annex.
5-86. Planning and staff operations are also the process of tracking current and near-term (future) execution of
the planned HR support to ensure effective support to the operational commander through the military decision
process. Effective planning includes ensuring HR C2 nodes are established, operated, and that connectivity to
HR data and voice communications nodes is maintained. HR C2 nodes include those required for all HR
operations, across commands and echelons, and to higher and lower elements.
FINANCIAL MANAGEMENT (FM)
5-87. The FM mission is to analyze the commander’s tasks and priorities to ensure that proper financial
resources are available to accomplish the mission and to provide recommendations to the commander on the
best allocation of scarce resources. FM support enhances the commander’s ability to manage and apply
available resources at the right time and place in a fiscally responsible manner. FM provides the capability for
full spectrum finance and RM operations across the theater to include all unified operations.
5-88. FM is comprised of two core functions: finance operations and RM. These two processes are similar and
mutually supporting in organizational structure and focus. The ASCC G-8, in consultation with the FMC
Director, is the principal adviser to the ASCC in all matters relating to FM operations. The integration of
finance and RM under one entity offers the commander a single focal point for FM operations (see FM 1-06).
FINANCE OPERATIONS
5-89. Finance operations must be responsive to the demands of the unit commanders at all levels, requiring FM
leaders to anticipate and initiate the finance support needed. This section summarizes finance operations during
all operational stages. It presents a stable body of technical principles rooted in actual military experience from
which commanders can guide their actions in support of national objectives.
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Functions of Sustainment
Procurement Support
5-90. The success of all operations depends on the support provided to the sustainment system and to
contingency contracting efforts. A large percentage of the FM mission is to support the procurement process
and provide oversight. Oversight is critical in preventing improper or illegal payments. By coordinating with
the contracting officer and the SJA regarding local business practices, financial managers greatly reduce the
probability of improper or illegal payments. Procurement support includes two areas: contracting support and
commercial vendor services (CVS) support.
5-91. Contracting support involves payment to vendors for goods and services. This includes all classes of
supply, laundry operations, bath operations, transportation, and maintenance. Financial managers are crucial to
successful contracting operations.
5-92. CVS provides for the immediate needs of the force. These are needs the standard logistics systems
cannot support. This usually includes payments of cash (U.S. or local currency). Cash payments are usually for
day laborers, Class I supplements (not otherwise on contract) and the purchase of construction material not
readily available through the contract or supply system.
Limited Pay Support
5-93. FM units provide limited travel support, casual payments, check cashing and currency exchanges to
Soldiers and civilians in permanent change of station and temporary duty status, NEO travel advances, and
non-US pay support (EPW, civilian internee, host nation employees, and day laborers).
Disbursing Support
5-94. Disbursing support includes training and funding paying agents in support of local procurement,
administering the Stored Value Card (SVC), supporting rewards programs, and making condolence and
solatium payments. Individual support is provided to Soldiers and/or civilians through check cashing, foreign
currency conversions, receiving collections (such as Savings Deposit Program), making payments on prepared
and certified vouchers, funding FM units, determining the need for currency (U.S. and foreign) and its
replenishment, and receiving and processing all captured currencies and precious metals.
Accounting Support
5-95. Accounting support includes ensuring proper financial resources are available to the commander by
supporting the fiscal triad (Contracting, RM, and Finance) in reconciling expenditures and thus providing the
most accurate and timely financial data.
Banking and Currency Support
5-96. Banking relationships and procedures are established with any banking industry of a host nation to
include establishing local depository accounts, limited depository accounts for current contract payments, and
foreign currency resupply.
RESOURCE MANAGEMENT SUPPORT
5-97. RM operations are a critical enabler at all levels of the Army’s chain of command. The RM operations
mission is to analyze tasks and priorities and to identify the resource requirements that will enable the
commander to accomplish the mission. In advising the commander, financial managers perform the tasks
shown below.
z
Identify, Acquire, Distribute and Control Funds. Financial managers identify the sources of
funds available from various DOD and other Federal agencies. They also acquire the funds and
distribute funds to subordinate elements to support the mission and commander’s intent.
z
Develop Resource Requirements. Determining what resources are required and available to
support the mission and commander’s intent includes, but is not limited to, contracting,
transportation, multinational support, support to other agencies and international organizations,
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foreign humanitarian assistance, and force sustainment. Developing and determining resource
requirements also includes:
„ Preparing the FM annex to operations plan and order.
„ Determining and validating costs to accomplish the mission.
„ Determining when resources are needed throughout the fiscal year(s).
„ Making resources available at the time and amount needed.
„ Developing budgets.
„ Coordinating fiscal issues associated with all unified action operations.
z
Track, Analyze, and Report Budget Execution. Procedures are established to track costs in
order to determine obligation rates and conduct analysis on use of funds in support of the
mission and to identify trends to foresee resourcing challenges. Reports are submitted as
required by policy. Tracking, analyzing, and reporting budget execution include the following:
„ Analyze RM and accounting reports.
„ Establish procedures to track costs.
„ Establish management internal control processes.
z
Accounting Support. Financial managers ensure official accounting records are accurate,
properly supported by source documentation, and resolve accounting issues in a timely manner.
5-98. The Army may be appointed the EA responsible for FM operations. The EA for FM normally will fund
multi-Service contract costs, unique joint force operational costs, special programs, joint force HQ operational
costs, and any other designated support costs. The EA also provides financial analysis and recommendations to
joint forces for the most efficient use of fiscal resources (see JP 1-06, Financial Management Support in Joint
Operations, for further information).
5-99. Regardless of the scale or scope of sustainment operations, finance and RM operations play a key role in
providing responsive agile support to deployed forces across the spectrum of conflict. Each of these operations
must be fully integrated and synchronized with all other facets of sustainment operations in order to effectively
and efficiently sustain the force (see FM 1-06).
LEGAL SUPPORT
5-100. Members of The Judge Advocate General’s Corps (JAGC) provide proactive legal support on all issues
affecting the Army and the Joint Force and deliver quality legal services to Soldiers, retirees, and their families.
Legal support centers on six core disciplines across full-spectrum operations. The six core disciplines are:
military justice, international and operational law, contracts and fiscal law, administrative and civil law, claims,
and legal assistance. Each discipline is described below (see FM 1-04).
MILITARY JUSTICE
5-101. Military justice is the administration of the Uniform Code of Military Justice (UCMJ). The purpose of
military justice, as a part of military law, is “to promote justice, to assist in maintaining good order and
discipline in the armed forces, to promote efficiency and effectiveness in the military establishment, and
thereby to strengthen the national security of the United States.”
(Preamble, Manual for Courts-Martial
(MCM) (2008)). The Judge Advocate General is responsible for the overall supervision and administration of
military justice within the Army. Commanders are responsible for the administration of military justice in their
units and must communicate directly with their servicing SJAs about military justice matters (AR 27-10).
INTERNATIONAL AND OPERATIONAL LAW
5-102. International law is the application of international agreements, U.S. and international law, and customs
related to military operations and activities. Within the Army, the practice of international law includes the
interpretation and application of foreign law, comparative law, martial law, and domestic law affecting overseas
activities, intelligence, security assistance, counter-drug, stability operations, and rule of law activities.
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Functions of Sustainment
5-103. Operational Law (OPLAW) is that body of domestic, foreign, and international law that directly affects
the conduct of military operations. OPLAW encompasses the law of war, but goes beyond the traditional
international law concerns to incorporate all relevant aspects of military law that affect the conduct of
operations. The OPLAW attorney supports the commander’s military decision-making process by performing
mission analysis, preparing legal estimates, designing the operational legal support architecture, war gaming,
writing legal annexes, assisting in the development and training of rules of engagement (ROE), and reviewing
plans and orders. The OPLAW attorney supports the conduct of operations by maintaining situational
awareness and advising and assisting with targeting, ROE implementation, and information tasks. OPLAW also
involves the provision of core legal disciplines that sustain the force.
ADMINISTRATIVE AND CIVIL LAW
5-104. Administrative law is the body of law containing the statutes, regulations, and judicial decisions that
govern the establishment, functioning, and command of military organizations. The practice of administrative
law includes advice to commanders and litigation on behalf of the Army involving many specialized legal
areas, including military personnel law, government information practices, investigations, relationships with
private organizations, labor relations, civilian employment law, military installations, regulatory law,
intellectual property law, and government ethics.
5-105. Civil law is the body of law containing the statutes, regulations, and judicial decisions that govern the
rights and duties of military organizations and installations with regard to civil authorities. The practice of civil
law includes environmental law, as well as other specialized areas of law.
CONTRACT AND FISCAL LAW
5-106. Contract law is the application of domestic and international law to the acquisition of goods, services,
and construction. The practice of contract law includes battlefield acquisition, contingency contracting, bid
protests and contract dispute litigation, procurement fraud oversight, commercial activities, and acquisition and
cross-servicing agreements. The SJA’s contract law responsibilities include furnishing legal advice and
assistance to procurement officials during all phases of the contracting process, overseeing an effective
procurement fraud abatement program, and providing legal advice to the command concerning battlefield
acquisition, contingency contracting, use of LOGCAP, ACSAs, the commercial activities program, and
overseas real estate and construction.
5-107. Fiscal law is the application of domestic statutes and regulations to the funding of military operations
and support to non-federal agencies and organizations. Fiscal law applies to the method of paying for
obligations created by procurements.
CLAIMS
5-108. The Army Claims Program investigates, processes, adjudicates, and settles claims on behalf of and
against the United States world-wide under the authority conferred by statutes, regulations, international and
interagency agreements, and DOD Directives. The Claims Program supports commanders by preventing
distractions to the operation from claimants, promoting the morale of Army personnel by compensating them
for property damage suffered incident to service, and promoting good will with the local population by
providing compensation for personal injury or property damage caused by Army or DOD personnel.
LEGAL ASSISTANCE
5-109.
Legal assistance is the provision of personal civil legal services to Soldiers, their family members,
and other eligible personnel. The mission of the Army Legal Assistance Program is to assist those eligible for
legal assistance with their personal legal affairs in a timely and professional manner by meeting their personal
needs for response and information on legal matters and then resolving the legal problems whenever possible.
From an operational standpoint, the provision of legal services at the earliest possible time is critical to ensure
the readiness of individual Soldiers and the force as a whole.
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PROVISION OF LEGAL SUPPORT
5-110. Units at the BCT level and echelons above have organic legal elements to support the mission. At the
BCT, the brigade legal section (BLS) is responsible for providing services in all core legal disciplines that
extend across the full spectrum of operations. The BLS mission is dictated primarily by the brigade
commander’s guidance and direction and the brigade judge advocate’s professional judgment. The level of
service that a BLS is able to provide will depend on a number of factors, including: the brigade’s operational
tempo, the brigade’s deployment status, the experience level of the BLS, the availability of additional judge
advocate or paralegal support during “surge” periods, and the existence of actual conflicts of interest. When
faced with situations where the BLS is unable to provide the proper level of service, the brigade judge advocate
should use the brigade chain of command and the JAGC technical channels to address the shortfalls.
5-111. Units at division level and higher receive legal support from an Office of the Staff Judge Advocate
which is responsible for the provision of legal services across all core legal disciplines to the appropriate
commander and General Court Martial Convening Authority. The division SJA is a personal staff officer with
direct access to the commander. In addition, SJAs typically possess logistical and professional capabilities
which allow them to enhance the resources of a subordinate legal section.
RELIGIOUS SUPPORT
5-112. Religious support facilitates the free exercise of religion, provides religious activities, and advises
commands on matters of morals and morale. The First Amendment of the U.S. Constitution and Army
Regulation (AR) 165-1 guarantees every American the right to the free exercise of religion. Commanders are
responsible for fostering religious freedoms. Chaplains and chaplain assistants functioning as Unit Ministry
Teams (UMT) perform and provide RS in the Army to ensure the free exercise of religion (see FM 1-05).
FUNDAMENTALS OF RELIGIOUS SUPPORT
5-113. RS to the Army is guided by historical precedence. The three broad functions of religious support
include nurturing the living, caring for the wounded, and honoring the dead. These include all other specific
activities carried out by chaplains and chaplain’s assistants, as discussed below.
Nurture the Living
5-114. In preparation for missions that span the spectrum of conflict, UMTs develop and provide religious
support activities to strengthen and sustain the spiritual resilience of Soldiers and family members. During the
operation, UMTs bring hope and strength to those who have been wounded and traumatized in body, mind, and
spirit, thus assisting the healing process.
Caring for the Wounded
5-115. UMTs provide religious support, spiritual care, comfort, and hope to the wounded. This focus of RS
affirms the sanctity of life, which is at the heart of the chaplaincy. Through prayer and presence, the UMT
provides the Soldiers and their families with courage and comfort in the face of death.
Honoring the Dead
5-116. Our Nation reveres those who have died in military service. RS honors the dead. Funerals, memorial
ceremonies, and services reflect the emphasis the American people place on the worth and value of the
individual. Chaplains conduct ceremonies and services, fulfilling a vital role in rendering tribute to America’s
sons and daughters who paid the ultimate price serving the Nation in the defense of freedom.
KEY ASPECTS TO RELIGIOUS SUPPORT
5-117. There are several additional aspects of religious support. They include:
z
Facilitating individual freedom of worship and observation of holy days in accordance with
Army regulations and mission requirements.
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Functions of Sustainment
z
Advising the command on morals and morale as affected by religion and the impact of
indigenous religions.
z
Advising the command on the ethical impact of command decisions, policies, and procedures.
z
Resolution of medical treatment religious and ethical issues, religious apparel issues, and
religious dietary restrictions in accordance with AR 600-20.
z
Respect for the constitutional, statutory, and regulatory requirements ensuring freedom of
religion for every Soldier, family member, and command authorized civilian.
RELIGIOUS SERVICES
5-118. Chaplains are obligated to provide for those religious services or practices that they cannot personally
perform. Chaplains perform religious services when their actions are in accordance with the tenets or beliefs of
their faith group. Chaplain assistants assist the chaplain in providing or performing this religious support.
z
Unit Support is provided to the unit to which the UMT is assigned or attached. The team
normally gives priority to this mission.
z
Area Support is provided to Soldiers, members of other services, and authorized civilians who
are not a part of the team's unit, but operate within the unit’s AO.
z
Denominational Support is given to Soldiers and other authorized persons of the chaplain’s
denomination or distinctive faith group. Availability of assets may limit the availability of
denominational support provided.
STAFF INTEGRATION AND COORDINATION
5-119. Chaplains personally deliver religious support. They have two technical roles: religious leader and
religious staff advisor. The chaplain as a religious leader executes the religious support mission which ensures
the free exercise of religion for Soldiers and authorized personnel. The chaplain is a non-combatant and will not
bear arms (see AR 165-1).
5-120. Chaplain assistants are enlisted personnel and are combatants. As combatants, they integrate UMTs into
tactical formations for security and survivability. Chaplain assistants also possess specific technical and staff
competencies to support administering the Command Master Religious Program on behalf of the commander.
5-121. The chaplain is a personal staff officer responsible for coordinating the religious support assets and
activities within the command. The chaplain is a confidential advisor to the commander for religious matters. A
chaplain is located at every echelon of command from battalion through Army Service component command
(see FM 1-05).
BAND SUPPORT
5-122. Army bands provide critical support to the force by tailoring music support throughout military
operations. Music instills in Soldiers the will to fight and win, foster the support of our citizens, and promote
America’s interests at home and abroad. (see FM 1-0 and FM 1-19)
FUNDAMENTALS OF BAND SUPPORT
5-123. Army bands sustain the operational Army throughout the full spectrum of operations through the
provision of tailored music that enhances Warrior morale, supports Army recruiting efforts, and maintains a
connection with the American public. Music serves as a useful tool to reinforce relations with host nation
populations and favorably shapes the civil situation throughout the peace building process. Inherently capable
of providing a climate for international relations, bands serve as ambassadors in multi-national operations or to
the host nation population.
5-124. Army bands are modular units designed to support Army, Joint, and Multinational formations. Army
bands are organized into four types: Small, Medium, Large, and Special. Army Bands Small and Medium are
further subdivided based upon their operational capabilities with regard to the deployment in support of
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ongoing operations. Special bands have unique responsibilities in support of the Military District of
Washington, Headquarters, Department of the Army Public Affairs, or the United States Military Academy.
5-125. The modular structure of Army bands, with “plug-in” augmentation, enables split operations in support
of musical mission requirements. Home station missions among Army bands include music support of Soldier
and family, wounded warrior outreach, and community relations. Deployment operations of Army bands
include the music support of morale-building events among Soldiers, joint-services, and MNFs as well as
building alliances or shaping the civil situation with host nation and/or regional populations. Army bands can
also provide music support of nondenominational religious activity in accordance with AR 220-90, both the at
home station and during deployment operations.
HEALTH SERVICE SUPPORT
5-126. The AHS is a component of the Military Health System that is responsible for operational management
of the HSS and FHP missions for training, pre-deployment, deployment, and post deployment operations. AHS
support includes all mission support services performed, provided, or arranged by the AMEDD to support HSS
and FHP mission requirements for the Army and as directed, for joint, intergovernmental agencies, coalitions,
and MNFs (see FM 4-02).
FUNDAMENTALS OF ARMY HEALTH SERVICES
5-127. AHS support is guided by six fundamentals. These fundamentals are consistent with JP 4-02. They are
described below:
z
OPLAN conformance. By ensuring that Force Health Projection support conforms to the tactical
commander's OPLAN, the AHS support planner can determine support requirements and plan
for the support needed to prevent non-battle injuries and to effectively clear the battlefield of the
ill, injured, and wounded.
z
Surgeon technical direction. Technical direction/guidance and staff supervision of AHS
support activities must remain with the appropriate command-level surgeon.
z
Continuity of care. The AHS support staff must maintain continuity of care since an
interruption of treatment may cause an increase in morbidity and mortality. No patient is
evacuated farther to the rear than his/her medical condition or the tactical situation
dictate.
z
Proximity. The proximity of AHS support assets to the supported forces is dictated by the
tactical situation METT-TC.
z
Flexibility. The AHS support plan must be flexible to enhance the capability of reallocating
AHS support resources to meet changing requirements. Changes in the tactical situation or
OPLAN make flexibility essential.
z
Mobility. Mobility is required to ensure that AHS support assets remain close enough to combat
operations to support combat forces. The mobility and survivability of medical units and
medical platforms must be equal to the forces supported.
ARMY HEALTH SYSTEM SUPPORT
5-128. AHS support involves the delineation of support responsibilities by capabilities (roles of care) and
geographical area (area support). The AHS support executes its HSS and FHP missions as a single, seamless,
and integrated system. The AHS support encompasses the promotion of wellness and preventive, curative, and
rehabilitative medical services. It is designed to maintain a healthy and fit force and to conserve the fighting
strength of deployed forces. The goal of the AHS in support of the HSS and FHP missions is to:
z
Provide prompt medical treatment consisting of those measures necessary to locate, acquire,
resuscitate, stabilize, document, and prepare patients for evacuation to the next role of care
and/or return to duty (RTD).
z
Employ standardized air and ground medical evacuation units/resources, in conjunction with the
aviation brigades for air ambulances.
5-20
FM 4-0
30 April 2009
Functions of Sustainment
z
Provide flexible, responsive, and deployable medical support designed and structured to sustain
a force projection Army and its varied missions. This capability includes hospitalization
resources to provide essential care to all patients who cannot recover within the theater
evacuation policy and are stabilized and evacuated out of theater and definitive care to those
Soldiers capable of returning to duty (see FM 4-02.10).
z
Provide a medical logistics system (to include blood management) that is anticipatory and
tailored to continuously support missions throughout full spectrum operations (see FM 4-02.1).
z
Provide dental services to maximize the RTD of dental patients by providing operational dental
care and maintaining the dental fitness of theater forces.
z
Provide medical laboratory functions in medical operations.
z
Provide blood management services.
z
Provide preventive dentistry activities.
z
Provide combat and operational stress control and behavioral health (BH) preventive services.
SUMMARY
5-129. The functional elements of sustainment include supply, field services, transportation, maintenance,
general engineering, human resources, FM, legal, religious support, and Army health services support. These
elements and their many sub-functions comprise the sustainment WFF. When optimized, sustainment
operations ensure strategic and operational reach and endurance for Army forces in any operational
environment.
30 April 2009
FM 4-0
5-21
Appendix A
Information Systems
Information systems are essential for providing commanders and staffs situational
understanding and building the common operational picture. This appendix describes
several of the C2 and STAMIS systems used in sustainment operations. Highlighted
below are key systems. However, the list is not all inclusive.
HUMAN RESOURCES SYSTEMS
A-1. Defense Integrated Military Human Resources System
(DIMHRS). DIMHRS, when
implemented, will be a fully integrated web-based, all-Service, all-Component, military personnel and pay
system that will support military personnel throughout their careers. DIMHRS, when fielded, will be the
official database of record for military personnel and provides a fully integrated single source joint database
responsible for personnel and pay processes. All DIMHRS transactions support the personnel life-cycle
functions of Access/Retain, Assign, Sustain, Evaluate/Promote, and Separate. DIMHRS will replace
approximately 67 legacy Army systems, integrating payroll and personnel functions for the Regular Army
and Reserve Components. See FM 1-0 for additional information on DIMHRS.
A-2. Defense Casualty Information Processing System (DCIPS). DCIPS is a single uniform casualty
reporting system for use by all services. This system manages receipt of the casualty messages, permits
interactive update of casualty information, allows data exchange with Casualty Assistance Centers and
mortuaries, the Armed Forces Medical Examiner, the Defense Manpower Data Center, and various other
medical surveillance organizations, and formulates required documents and reports. DCIPS interfaces with
(DIMHRS) to obtain personnel data. It also interfaces with the U.S. Air Force Mortuary Operations
Management System at Dover Air Force Base to exchange the casualty personnel information, identification
of remains information, family disposition instructions, and remains shipping information. See FM 1-0 for
additional information on DCIPS.
A-3. Defense Casualty Information Processing System-Forward (DCIPS-Fwd). DCIPS-Fwd is an
automated system to record and report casualty data. The system is employed with HR units performing
casualty reporting missions and is capable of producing automated casualty reports. See Chapter 5 for
information on Casualty Operations or FM 1-0 for additional information on DCIPS-Fwd.
A-4. Deployed Theater Accountability Software (DTAS). DTAS fills the current void within the
Personnel Automation Architecture. It provides the essential personnel functionality to support a
commander’s tactical decision-making process. DTAS is a SIPR-based theater personnel accountability and
strength reporting system. DTAS builds a deployed database. This capability is critical for immediate and
future operations. DTAS capabilities include:
z
Bridge the gap between hasty strength reporting and deliberate personnel accountability.
z
Assist S-1/G-1 in personnel accountability, strength reporting, and replacement operations
management through reports and queries.
z
Update personnel strength when duty status changes are received from units, medical facilities,
MA, and MP straggler control.
z
Allow HR managers to initiate verification of duty status changes.
z
Produce and edits task force structures by unit identification code, social security number,
and/or crew.
30 April 2009
FM 4-0
A-1
Appendix A
A-5. Synchronized Pre-deployment Operational Tracker (SPOT). SPOT is a web accessible database
designed to account for contractor personnel. SPOT also provides a basic level of contract information and
contactor personnel accountability. In January 2007, the Office of the Secretary of Defense designated
SPOT as the central repository database for all contractor personnel information.
FINANCIAL MANAGEMENT (FM) SYSTEMS
A-6. General Funds Enterprise Business System (GFEBS). GFEBS is the Army’s core FM system to
provide capabilities such as distribution and execution of appropriated funds, cost management, financial
reporting, and management of real property.
A-7. The Corporate Electronic Document Management System (CEDMS). CEDMS is a web-based
electronic file room. It eliminates the expensive and labor intensive requirement of maintaining paper files
by providing a centralized repository of digital documents. CEDMS provides a secure, high performance,
scalable, and reliable centralized repository that will accommodate the administrative requirements, to
include document management, record keeping, record retrieval, record staging, retention, contingency
operations, and document security, for scanning, indexing, and managing DFAS documents.
A-8. Wide Area Work Flow (WAWF). WAWF is an e-commerce business solution for DOD and
defense contractors. It allows online submission of invoices/receiving report and electronic disbursement to
vendors. WAWF helps the Army reduce unmatched disbursement through electronic sharing of receipt,
acceptance, entitlement, and the payment documents. It eliminates cash and check payment to vendors and
reduces costs to Army; no lost paperwork or processing delays.
A-9. Resource Management Tool (RMT). RMT consolidates and integrates financial and manpower
data from multiple sources into a single database. RMT links unit FM information into the Standard
Finance System (STANFINS) and when fully deployed, GFEBS. RMT provides real time execution data
and a common solution for manpower distribution, workload forecasting, and performance measurement.
A-10. International Treasury Services.gov
(ITS.gov). ITS.gov is an international payment and
collection system used for processing international direct deposit payments to benefit recipients with both
electronic and check payments for vendor pay, foreign payroll, and miscellaneous payment recipients in
foreign countries.
A-11. Cash-Link. Cash-Link is a web-based system used to research Treasury deposits and debit
transactions. Cash-Link reduces the time spent on researching and correcting erroneous or disputed EFT
transactions and to reconcile Army accounts with the U.S. Treasury.
A-12. Paper Check Conversion (PCC). PCC is a Treasury system which converts a personal/business
checks into electronic funds transfers. PCC provides real-time access to customer’s checking accounts and
eliminates non-sufficient funds transactions and the time it takes to process them.
A-13. Financial Management Tactical Platform (FMTP). FMTP is a deployable, modular local area
network-configured hardware platform that supports finance and RM operations and functions across the
entire spectrum of conflict. System functionality includes vendor services, military pay, disbursing,
accounting, travel, and RM. FMTP is a “system wrapper.” It integrates essential Defense Finance and
Accounting Systems into a user-friendly package. The system operates on non-developmental item
hardware at all levels of the deployed environment, wherever FM units can be found. Software available to
deployed financial managers include:
1) Deployable Disbursing System (DDS). DDS provides automated
accounting and disbursing documentation to mobile and remote military operations within contingency
locations. DDS supports operations in remote combat environments where communications capabilities are
limited. It replaces labor-intensive manual processes; integrates the flow of information between
entitlements and accounting; improves the accountability of funds, timeliness of financial information, and
the provision of historical data. DDS reformats data and links it to Federal Reserve Banks (FRB) of NY and
ATL. 2) Defense Joint Military Pay System (DJMS). DJMS is the joint system for pay and entitlements for
the Active and Reserve Components.
3) Integrated Automated Travel System (IATS). IATS is seamless,
A-2
FM 4-0
30 April 2009
Information Systems
paperless temporary duty travel system interfacing with accounting, reservation, disbursing, banking, and
archiving systems.
4) Commercial Accounts Payable System (CAPS). CAPS is used to automate manual
functions in the accounts payable offices such as: automatically suspense commercial payments and follow-
up letters, provide payment computations, produce vouchers and management reports, compute the payment
due date, interest penalties and determine lost discounts, allow for entry and processing of purchase rates,
purchase orders/ contracts, and determine foreign currency rates, and maintain the Electronic fund transfer
information for vendors whose contracts specify this type of payment.
5) The Database Commitment
Accounting System (dbCAS). This system provides for the input and tracking of all commitment and
obligation information; dbCAS can receive downloaded STANFINS information to assist in matching
commitments with obligations and disbursements. It also produces reports that allow the commander to
determine current fund status.
6) Paper Check Conversion Over the Counter (PCC OTC). PCC-OTC
converts personal and business checks into electronic funds transfers.
7) Eagle Cash SVC. The SVC is a
credit card-sized plastic card with an integrated circuit embedded in it. Typically SVC cards have no value
until they are activated and have funds placed on them electronically. Value can be added to cards in a
number of ways, including payroll or other financial file transfer, from a credit or debit card or from cash or
checks.
LOGISTICS SYSTEMS
A-14. Global Combat Support System Army (GCSS-Army) GCSS-Army is replacing a variety of
legacy tactical-level logistics information systems and automated capabilities such as the Standard Army
Retail Supply System (SARSS), the Standard Army Maintenance System-Enhanced (SAMS-E), Unit Level
Logistics System Aviation Enhanced (ULLS-AE), and the Property Book Unit Supply Enhanced (PBUSE).
The Army Enterprise System Integration Program (AESIP) will link GCSS-Army—the Army’s field-level
logistics system—with Logistics Modernization Program
(LMP)—the Army’s national-level logistics
system. GCSS-Army will provide a single access point to the Single Army Logistics Enterprise (SALE) for
external customers through AESIP.
A-15. Global Combat Support System - Engineer (GCSS-EN). The GCSS-EN is a tool used to support
quantitative aspects of engineering support planning and execution. It provides the general requirements for
the ESP and provides a common automated system for the joint force engineer planners to determine the
appropriate amount of engineer assets and capabilities to support the selected COA. GCSS-EN is a web
based application residing on the SECRET Internet Protocol Router Network (SIPRNET). GCSS-EN assists
the engineer planners in determining the correct engineer capability for the proper location, timed correctly
to support the concept of operations. GCSS-EN includes a TCMS module to assist with facilities planning
and links into construction resource and materials planning. It also includes an environmental module.
GCSS-EN is used to: generate time-phased facility requirements based on the OPLAN, analyze and assess
engineering support by comparing facility requirements to in-theater facility -assets and HN, contract, and
troop engineering capability, provide facility feasibility assessment, manpower, material, and nonunit cargo
requirements for
-other processes, provide infrastructure data to assist in mission analysis and COA
development, and provide real time monitoring capability needed to track plan execution.
A-16. Single Army Logistics Enterprise (SALE). As described in the current Logistics Domain Strategic
IT Plan, the Army has been making steady improvements over the last several years to develop a Single
Army Logistics Enterprise (SALE), which will transition the Army from numerous independent and
standalone IT systems to an integrated End-to-End (E2E) system operating in a net-centric environment.
Over time, the SALE will be an integrated enterprise solution from the weapon system platforms to Army
depots. The Army’s overarching logistics architecture is the Army Integrated Logistics Architecture
(AILA) which is guiding the Army logistics community in eliminating redundant IT investments and
supports the integration and interoperability of the SALE in the Business Mission Area and Warfighter
Mission Area. The Common Logistics Operating Environment (CLOE) is beginning to fuse logistics
processes, embedded sensor-based information, and communication technologies to achieve a more
interoperable, condition-based, and net-centric logistics enterprise that enable the SALE. The Army is
establishing the Logistics Information Warehouse (LIW) to integrate data; fielding satellite communications
to improve long distance connectivity; has flattened and consolidated tactical level logistics IT systems; is
using radio frequency (RF) technology to track Army inventory, has mapped its ERP systems to the Defense
30 April 2009
FM 4-0
A-3
Appendix A
Logistics Management Standards (DLMS), is beginning to comply with the DOD-sponsored Item Unique
Identification (IUID) marking system, and is making strides to establish an unprecedented capability that
will enable equipment health management through a Condition-Base Maintenance Plus (CBM+) initiative.
CBM+ is intended to increase operational readiness by repairing or replacing system components based on
the actual condition of the component. These are all initiatives that either directly or indirectly help
transition the Army’s IT systems to the SALE.
A-17. Battle Command Sustainment Support System (BCS3). BCS3 is the logistics component of the
Army Battle Command System (ABCS). Today, BCS3 is the Army's unclassified and classified logistics
fusion center employed at multiple echelons for maneuver sustainment support. The system is for Army
CSSBs, Stryker Brigades (BDE), and other BDEs/Groups/Regiments and distributed to HQ sections through
brigade to theater.
A-18. Force XXI Battle Command Brigade and Below (FBCB2). FBCB2 is the principal digital C2
system for the U.S. Army at brigade level and below. The system is an automated, network enabled C2
system, which provides brigade and below elements with a seamless battle command capability. The system,
positioned on specified platforms, will perform WFFs for the planning and execution of operations. FBCB2
is a component of Army Battle Command System (ABCS).
A-19. Movement Tracking System (MTS). The MTS is a vehicle based tracking and messaging system
using commercial satellites (L-band), two-way free text messaging, digital maps, encryption, military Global
Positioning System, and RFID interrogation. Using MTS Army sustainment organizations track in real time
their truck locations, communicate with the drivers and redirect their cargo depending on the operational
situation, and provide In Transit Visibility of those cargo assets containing RFID tags. This capability also
provides the ability to avoid identified hazards, inform operators of unit location changes, and provide
Traffic Regulation and Control. Common User Logistic Transport vehicles, selected combat and
sustainment tactical wheeled vehicles, and watercraft can be fitted with MTS mobile units. MTS Control
Stations are located in various combat support and sustainment C2 and staff sections to provide overview of
multiple convoy operations within a specified area and to specifically control/direct those convoys
specifically under their C2. In addition, a future interface between MTS and embedded equipment
diagnostic and prognostic systems will provide accurate data that will aid fleet maintenance and improve
availability and overall service life.
STANDARD ARMY MANAGEMENT INFORMATION SYSTEM (SUSTAINMENT)
A-20. The current baseline of tactical sustainment Standard Army Management Information Systems
(STAMIS) operate to support the war-fighter. These systems are fielded in Army logistics activities of the
active and reserve components in virtually all TOE units and at the installation level in the Army. These
systems provide modern automated logistics support for the functions of field maintenance, supply
(inventory and materiel management), property accountability, ammunition, and readiness management.
Through the use of new wireless data communications and portable satellite terminals, the tactical logistics
STAMIS can communicate supply and maintenance transactions faster and over a greater distance to other
STAMIS and to national providers. In addition, the introduction of Automatic Identification Technology
(AIT) has brought increased asset visibility and source data automation capability that results in more
accurate data input and faster response times from the tactical STAMIS.
A-21. Property Book Unit Supply Enhanced. The Property Book Unit Supply Enhanced is a web-based
property accountability system that replaced the Standard Property Book System-Redesign and Unit Level
Logistics Systems-S4. The system performs the functions of property accountability and unit supply
required by AR 710-2 and AR 735-5 and DA Pamphlet 710-2-1,SR 735-30-1, Property Accountability
(Supply and Property Accounting Procedures for Organizations and Units), SR
735-150-1, Property
Accounting (Accounting for Lost, Damaged or Destroyed Property), AR 735-150-3 Property Accounting
(Statement of Charges); and AR 735-150, Property Accounting (Accounting for Lost, Damaged; Destroyed
Property. In tactical organizations, PBUSE systems will normally be located in: Company supply rooms,
Property book offices, Battalion and Brigade S-4, and the G-4. PBUSE can operate in either the standalone
or enterprise (connected to the Internet) mode. PBUSE capabilities include the maintaining of supported unit
A-4
FM 4-0
30 April 2009
Information Systems
information, asset adjustments and lateral transfers, updating property book authorizations, and the
production and management of unit hand receipts. It will generate and submit requests for Class II, Class
IV, and Class VII equipment, follow-up and cancel supply transactions, post supply status, and receipt
information to the activity register. It will also create and print hand receipts, property book, and activity
register reports, manage basic and operational loads, request, receive, and turn-in ammunition.
A-22. Unit Level Logistics System Aviation (ULLS-A) (E). Company crew chiefs and unit level aviation
maintenance personnel operate ULLS-A (E), a microcomputer based software system, to perform repair part
supply and aviation maintenance management. It automates both supply chain management and the
maintenance functions prescribed by The Army Maintenance Management System-Aviation, DA Pamphlet
738-751. The ULLS-A (E) system provides an enhanced aviation maintenance management capability. It is
a multi-user system incorporating a Local Area Network (LAN) to link the functions of Tech Supply,
Production Control and Quality Control, phase team, and back shop sections within the aviation field
maintenance organization. The program incorporates a back shops module that gives the maintenance units
the capability to initiate and complete work orders. The program also provides decision support and ad hoc
query tools. This STAMIS will be integrated into the new enterprise solution, Global Combat Support
System - Army (GCSS-A).
A-23. Standard Army Maintenance System. SAMS-E consists of both SAMS-1E and SAMS-2E
applications and supports sustainment Table of Organization and Equipment unit level maintenance
elements and Field and Sustainment maintenance shop production activities. For maneuver units, the
SAMS-E systems are located at company and separate company level and can be consolidated at the
battalion level; for combat support and sustainment elements. The SAMS-E systems provide consolidated
maintenance and repair parts data. They are located at the Field Maintenance Teams, Forward Support
Companies (FSC), and Maneuver Battalions, Field Maintenance Companies within the Maneuver BSBs,
Separate Battalions and Brigades, and Sust Bdes, Sustainment Base Component Repair Companies (CRC),
SMC, and Modular Force materiel management organizations. SAMS-E incorporates Windows graphical
user interface operating systems (Windows XP). The system merges unit and field maintenance to act as a
bridge between current functionality and the Enterprise Resource Planning (ERP) solution.
A-24. Standard Army Retail Supply System (SARSS). SARSS supports receipt, storage, issue, and
management of Class II, Class IIIP, Class IV, and Class IX items of supply. SARSS is comprised of three
interrelated subsystems SARSS-1, SARSS-2AC/B, and SARSS-Gateway. SARSS-1 is the standard supply
system for receipts, storage, issues, replenishment, and storage operations. It is a real-time, transaction-
oriented system where users can interactively enter, retrieve, and update supply information. SARSS-1
processes customer unit requests, cancellations, modifications, and follow-ups for supplies. SARSS-1 also
provides an interactive query capability. The Materiel Release Order Capability and the Automated
Manifest System are resident in the SARSS-1 baseline to control the flow of materiel, manage performance,
and produce productivity reports. SARSS-2AC/B supports the Materiel Management requirements for all
Class II, Class IIIP, Class IV, and Class IX processing. SARSS-2AC/B has asset visibility of SARSS-1
activities. Processes include all SARSS-2A functionality plus SARSS-2B non-time sensitive actions such as
catalog, document history, demand history, and interface capability with financial systems. SARSS-
Gateway offers improved communications and advanced automation functionality that allows users to place
orders on the Source of Supply, the same day the customer produces them when not issued from on hand
stocks.
A-25. Standard Army Ammunition System Modernization
(SAAS-MOD). The SAAS-MOD is
designed to provide centralized information management to support ammunition management functions on
the battlefield and in garrison, within Army Commands, and ASCCs. As a multi-level automated
ammunition management, reporting, and accounting system, SAAS-MOD automates all retail Class V
management life-cycle functions. The system operates in both tactical and non-tactical environments and
provides automation support for the TSC, ESC Distribution Management Centers, Ammunition Supply
Activities at the Sust Bde and TSC levels (Theater Storage Areas and Ammunition Supply Points), Brigade
Ammunition Office, and Ammunition Transfer Holding Points. The system uses AIT in receiving, shipping,
and inventory procedures. SAAS-MOD will transition tactical ammunition functions to GCSS-Army at
FOC. Garrison ammunition supply functions will transition to the Installation Fixed Base portion of
Logistics Modernization Program at FOC.
30 April 2009
FM 4-0
A-5
Appendix A
A-26. TC AIMS II. TC AIMS II is the Army’s unit deployment and theater operations (movement control)
automated system. It provides critical planning data to JOPES and execution data to the Global
Transportation Network. It facilitates provision of ITV and TAV using the RF AIT Server and tags. It
provides planning data for units during deployment and visibility of cargo and passenger movement during
execution. Provides an integrated information and data source for transportation activities during
deployment, sustainment, and redeployment/retrograde operations. Complies with the Defense
Transportation Regulation and employs DOD and Service shipment policies and procedures in peace and
war for active and reserve forces. It automates origin shipping/receiving and deployment; sustainment and
redeployment/retrograde processes; produces movement documentation and unit move data; and furnishes
timely information. The system uses AIT in order to mark unit equipment for tracking during deployments.
When the theater operations capability is used it automates the Transportation Movement Request, convoy
clearance operations, and tasking of common use land transport.
A-27. CMOS. CMOS is being fielded to IMCOM and the Installation Transportation Office to support
inbound and outbound freight operations. It will further the installation functions of ordering transportation,
documenting the event, and providing for automated payments to commercial carriers. It will also be fielded
to units that operate consolidated shipping and receiving points (CRSP) or similar cross dock operations in a
deployed environment to facilitate receipt, sort, and ship functions in conjunction with the theater movement
control procedures.
A-28. Combat Service Support (CSS) Automated Information Systems Interface (CAISI). Provides
commercial and tactical network connections for sustainment Standard Army Management Information
System (STAMIS), along with emerging systems. Users can be provided from a variety of locations in
garrison or on the battlefield; ranging from the BCT and Brigade Support Areas to the fixed facilities within
the tactical theater. The CAISI Client Module connects up to seven computers to wireless local area network
(WLAN). The Bridge Module connects up to 14 computers to the WLAN. Data, voice, and media
transmissions are extended beyond line-of-sight when CAISI is connected to sustainment Satellite
Communications usually provided by sustainment Very Small Aperture Terminal (VSAT). The VSAT
connectivity provides the CAIS WLAN users with access to the Non-secure Internet Protocol Router
Network (NIPRNET) and Army/Defense Knowledge Online (AKO/DKO).
A-29. The Installation Support Module Central Issue Facility (ISM CIF). This system is required to
manage personnel clothing issue records. It is a system that tracks all organizational Clothing and
Individual Equipment (OCIE) issued by the Army to everyone in theater and allows the Army to ascertain
the status of OCIE issued to units and individuals. All issues of OCIE from Central Issue Facilities (CIF)
throughout the Army are captured on this system. During operations there will be fielding and exchange
requirements of these items. Those transactions must be tracked on ISM CIF and supported in operations.
All Soldiers in theater that have OCIE issued from a CIF in theater elsewhere must have a clothing record in
ISM CIF and this must be updated as changes to those issues are made.
HEALTH MANAGEMENT SYSTEMS
A-30. Medical Communications for Combat Casualty Care (MC4) is the Army’s medical information
system. As the Army component of the deployed Defense Health Information Management System
(DHIMS), MC4 will provide the hardware infrastructure for the DHIMS medical functionality software, as
well as software required to ensure MC4/DHIMS interoperability with Army C2 and sustainment systems
and provide reachback to the sustainment base. The MC4/DHIMS systems will rely on Army
communications systems for transmission of health care information.
A-31. The DHIMS applications are built upon the functional, technical, and operational perspectives of
theater and clinical medical professionals and will provide electronic health record in theater. DHIMS
provides an integrated suite of software to support the military’s deployed medical business practice. The
theater family of systems supports complete clinical care documentation, medical supply and equipment
tracking, patient movement visibility, and health surveillance in austere communications environments. A
description of the theater DHIMS systems are described below.
A-6
FM 4-0
30 April 2009
Information Systems
z
Armed Forces Health Longitudinal Technology Applications Mobile
(AHLTA-Mobile).
AHLTA Mobile is the first responder’s handheld data capture device. It allows for immediate
documentation of injury, illness, and care and stores medical data until it is transferred to
AHLTA Theater. AHLTA Mobile can electronically store medical reference documents and
replaces pounds of books and paper previously carried by medics.
z
AHLTA Theater. AHLTA Theater extends the sustaining-base electronic medical record
capability, look, and feel operation. It enables health care providers to document care; order
laboratory services such as blood work, x-rays, and medications; and store medical data until
communications are available to send the data to the Theater Medical Data Store and Clinical
Data Repository.
z
Theater Medical Information Program Composite Health Care System Cache (TC2). This
system provides documentation for inpatient health care and ancillary services order-entry and
result-reporting in the deployed environment. It provides inpatient management, laboratory,
radiology, and pharmacy ordering capabilities. It also enables users to schedule outpatient clinic
and radiological procedures.
z
Theater Medical Data Store (TMDS). Information from the theater medical systems are
transferred to the TMDS which serves as the authoritative theater database for collecting,
distributing, and viewing Service members’ pertinent medical information. TMDS updates the
AHLTA Clinical Data Repository, where all Service members’ electronic health records reside.
This information is also made available to the VA through an interface known as Bidirectional
Health Information Exchange-Theater. TMDS integrates the Joint Patient Tracking Application
functionality to view, track, and disposition of ill or injured patients as they move through the
theater levels of care, sustaining-base Military Treatment Facilities and those shared with the
VA.
z
Joint Medical Workstation (JMeWS). JMeWS provides medical situational awareness, medical
surveillance, and force health decision support. It also reports on medical trends and analyzes
the overall status of theater health. JMeWS provides the ability to drill down to specific medical
units and individual encounters. It also shares intelligence with Global Combat Support System
and Global Command and Control Systems, serving as the medical component to the Combatant
and Joint Task Force Commander’s common operating picture.
z
DOD Occupational and Environmental Health Readiness System-Industrial Hygiene
(DOEHRS-IH). DOEHRS-IH supports the reduction of worksite hazards and tracking of long-
term environmental exposure. It provides analytical support for documenting occupational
hazards by capturing analysis results of air, water, and soil samples.
z
Defense Medical Logistics Standard System Customer Assistance Module (DCAM). DCAM is
the medical logistics ordering tools that allows operational units to order and monitor Class VIII
medical supplies and replenish levels when required. It automates the medical materiel supply
process at lower levels of care and allows non-logisticians to electronically view and order from
their supplier’s catalog.
A-32.
Theater Enterprise-Wide Logistics System (TEWLS). The TEWLS application is designed to
transfer the capability for theater-level Class VIII supply chain management from TAMMIS into a Systems
Applications and Products (SAP)-based enterprise architecture. The TEWLS AIS will build on the SAP
ERP implementation started at the U.S. Army Medical Materiel Agency in May 2002 and would bring
theater Class VIII management into the same system architecture that is used for the production of Army
medical equipment sets and medical materiel sets. The TEWLS AIS supports the intermediate MEDLOG
functions for distribution and materiel management and ties together the national, regional, and deployed
units into a single business environment. It will support the development, production, and ultimate theater
sustainment of medical assemblages that are the basic building blocks of operational medical capabilities.
The TEWLS AIS will also support the operation of all Army organizations serving as the theater lead agent
for medical materiel and provide materiel management within a single operational instance for tactical Army
MLCs. Upon completion, the TEWLS application will migrate as an Army-sponsored initiative into the
DMLSS program as the DMLSS theater-level solution for medical supply chain management.
30 April 2009
FM 4-0
A-7
Appendix B
NATO Standardization Agreements for Sustainment
This appendix is a reference for multinational Standardization Agreements (STANAGs) impacting on the
sustainment of forces. Force developers should reference the applicable STANAG to ensure
interoperability is achieved. Details regarding these STANAGs may be reviewed at http:\\nsa.nato.int.
1. NATO Logistics Handbook
2. AJP-4 - Allied Joint Logistics Doctrine
3. AJP-4.4 - Allied Joint Movement & Transportation Doctrine
4. AJP-4.5 - Allied Joint Host nation Support Doctrine and Procedures
5. AJP-3.4.1 - Peace Civil Support Operations
6. ALP-4.2 (STANAG 2406) - Land Forces Logistics Doctrine
7. APP-14 (STANAG 2284) - Land Compendium of Hand Arm Signals
8. AMovP-1 - Road Movements and Movements Control
9. AMovP-2 - Procedures for Movements Across National Frontiers
10. AMovP-3 - Movements and Transport Documents and Glossary of Terms and
Definitions
11. AMovP-4 - Technical Aspects of the Transport of Military Materials by Railroad
12. AMovP-5 - Multi-Modal Movement and Transport Matters
13. AAP-4 - NATO Standardization Agreements and Allied Publications
14. AAP-6 - NATO Glossary of Terms and Definitions
15. AAP-15 - NATO Glossary of Abbreviations Used in NATO Documents and
Publications
16. AAP-23 - NATO Glossary of Packing Terms and Definitions
17. AAP-24 (STANAG 2998) - Materials Handling Glossary of Terms and
Definitions
30 April 2009
FM 4-0
-B-1
Appendix B
18. STANAG 2034 - NATO Standard Procedures for Mutual Logistics Assistance
19. STANAG 2109 - Postal Organization and Courier Service of NATO Forces
20. AEP-13 (STANAG 2375) - Battlefield Vehicle Recovery & Evacuation Guide
21. STANAG 2399 - Battlefield Recovery/Evacuation Operation
22. AEP - 17 (STANAG 2400) - Battlefield Vehicle Recovery - User Handbook
23. STANAG 2413 - Demountable Load Carrying Platforms
24. STANAG 2418 - Policy for Expedient Repair, including Battle Damage Repair
25. STANAG 2494 - NATO Asset Tracking Shipping Label and Associated
Symbology
26. STANAG 2827 - Materials Handling In The Field
27. STANAG 2828 - Military Pallets, Packages and Containers
28. STANAG 2830 - Materials Handling Aids
29. STANAG 2897 - Standardization of EOD Equipment Requirements and
Equipment
30. STANAG 2926 - Procedures for the Use and Handling of Freight Containers for
Military Supplies
31. STANAG 2927 - Marking of Restraint Equipment for Road Movement
32. STANAG 2961 - Classes of Supply of NATO Land Forces
33. STANAG 4062 - Slinging and Tie-Down Facilities for Lifting and Tying Down
Military Equipment Movement by Land and Sea
34. STANAG 4280 - NATO Levels of Packing Note: Not ratified by US
35. STANAG 4281 - NATO Standard marking for Shipping and Storage
36. STANAG 4406 - Military Message Handling System
B-2
FM 4-0
30 April 2009
Glossary
This glossary lists acronyms and terms with Army, multi-Service, or joint definitions, and other selected terms.
Where the Army and joint definitions are different, (Army) follows the term. Terms for which FM 4-0 is the
proponent manual (the authority) are marked with an asterisk (*). The proponent manual for the other terms is
listed in parentheses after the definition
AAFES
Army and Air Force Exchange Service
AAP
Allied administrative publication (NATO)
ABCA
American, British, Canadian, Australian (and New Zealand) Armies
Program
ABCS
Army Battle Command System
ABS
automated battlebook system
ACOM
Army command
ACSA
acquisition and cross-servicing agreement
A/DACG
arrival/departure airfield control group
ADCON
administrative control
ADES
airdrop equipment and systems
ADS
aerial delivery support
AEP
Allied engineering publication (NATO)
AERS
airdrop equipment repair and supply
AFSB
Army field support brigade
AHLTA
Armed Forces Health Longitudinal Technology Application
AHS
Army Health System
AIT
automatic identification technology
AIS
automated information system
AJP
Allied joint publication (NATO)
ALP
Allied logistics publication (NATO)
ALT
acquisition, logistics, technology
AMC
Air Mobility Command
AMCOM
aviation and missile command
AMEDD
Army Medical Department
AMovP
Allied movement publication (NATO)
AO
area of operations
AOR
area of responsibility
APA
Army pre-positioned afloat
APOD
aerial port of debarkation
APOE
aerial port of embarkation
APP
Army procedural publication (NATO)
APS
Army pre-positioned stocks
AR
Army regulation
30 April 2009
FM 4-0
Glossary-1
Glossary
ARDEC
Army Research Development and Engineering Center
ARFORGEN
Army force generation
ARSOF
Army Special Operations Forces
ASA(ALT)
Assistant Secretary of the Army (Acquisition, Logistics, and
Technology)
ASA(FM&C)
Assistant Secretary of the Army (Financial Management and
Comptroller)
ASB
aviation support battalion
ASC
Army Sustainment Command
ASCC
Army Service component command
BCS3
Battle Command Sustainment Supply System
BCT
brigade combat team
bde
brigade
BH
behavioral health
BLS
brigade legal section
BOLT
brigade operational legal team
BOS
battlefield operating system
BSB
brigade support battalion
BSI
base support installation
C2
command and control
CAB
combat aviation brigade
CAISI
Combat Service Support Automated Information Systems Interface
CAPS
Commercial Accounts Payable System
CBRN
chemical, biological, radiological, nuclear
CCDR
combatant commander
CCIR
commander’s critical information requirement
CE
communications-electronics
CJFLCC
combined joint force land component command
CLT
casualty liaison team
CMOS
Cargo Movement Operating System
CONUS
continental United States
COP
common operational picture
CRC
component repair company
CSA
Chief of Staff of the Army
CSB
contracting support brigade
CSH
combat support hospital
CSSB
combat sustainment support battalion
CUL
common user logistics
CVS
commercial vendor services
DA
Department of the Army
DAFL
directive authority for logistics
Glossary-2
FM 4-0
30 April 2009
Glossary
DA PAM
Department of the Army pamphlet
DBCAS
Database Commitment Accounting System
DCAM
Defense Medical Logistics Standard Support customer assistance
module
DCIPS
Defense Casualty Information Processing System
DDS
Deployable Dispersing System
DFAS
Defense Financing and Accounting Service
DHIMS
Defense Health Information Management System
DIMHRS
Defense Integrated Military Human Resource System
div
division
DJMPS
Defense Joint Military Pay System
DLA
Defense Logistics Agency
DMC
distribution management center
DMLSS
Defense Medical Logistics Standard Support
DOD
Department of Defense
DODD
Department of Defense directive
DOM
Director of Materiel
DPO
distribution process owner
DS
direct support
DSCA
defense support of civil authroities
DTAS
defense theater accountability software
EA
executive agent
EAB
echelons above brigade
ECC
Expeditionary Contracting Command
EEFI
essential element of friendly information
ENCOORD
engineer coordinator
EOD
explosive ordnance disposal
EPS
essential personnel services
EPW
enemy prisoner of war
ERP
enterprise resource planning
ESC
expeditionary sustainment command
ESF
emergency support function
FBCB2
Force XXI Battle Command, Brigade and Below
FEMA
Federal Emergency Management Agency
FFE
field force engineering
FHP
force health protection
FM
field manual; financial management
FMC
financial management center
FMI
field manual, interim
FMP
field maintenance platoon
FMTP
financial management tactical platform
30 April 2009
FM 4-0
Glossary-3
Glossary
FORSCOM
United States Army Forces Command
FP
force provider
FRAGO
fragmentary order
FSC
forward support company
G-1
assistant chief of staff, personnel
G-4
assistant chief of staff, logistics
G-8
assistant chief of staff, financial management
GCC
geographic combatant commander
GCCS
Global Combat Support System
GCM
global container manager
GFEBS
General Funds Enterprise Business System
HBCT
heavy brigade combat team
HN
host nation
HNS
host nation support
HQ
headquarters
HR
human resources
HRS
human resources support
HRSC
human resources sustainment center
HSS
health service support
IA
implementing agreement
IATS
Integrated Automated Travel System
IGO
intergovernmental organization
IMCOM
Installation Management Command
IPB
information preparation of the battlefield
I/R
internment/resettlement
ISSA
inter-Service support agreement
ISB
intermediate staging base
ISO
International Organization for Standardization
ITV
in-transit visibility
J-1
personnel directorate of a joint staff
J-4
logistics directorate of a joint staff
JAGC
Judge Advocate General’s Corps
JDDOC
joint deployment distribution operations center
JDOMS
Joint Director of Military Support
JFC
joint force commander
JFLCC
joint force land component command
JIIM
joint, interagency, intergovernmental, multinational
JM&L
joint munitions and lethality
JMC
Joint Munitions Command
JOA
joint operations area
Glossary-4
FM 4-0
30 April 2009
Glossary
JP
joint publication
JTF
joint task force
JTF-PO
Joint Task Force - Port Opening
LCMC
life cycle management command
LNO
liaison officer
LOC
line of communications
LOGCAP
logistics civilian augmentation program
LOTS
logistics over-the-short
MA
mortuary affairs
MC4
medical communications for combat casualty care
MCB
movement control battalion
MCD
Military Committee decision (NATO)
MCP
main command post
MCT
movement control team
ME
Materiel Enterprise
MEDBDE
medical brigade
MEDCOM
United States Army Medical Command
MEDCOM(DS)
medical command (deployment support)
MEDLOG
medical logistics
METT-TC
Mission, enemy, terrain and weather, troops and support available, time
available and civil considerations
MHE
materials handling equipment
MICC
Mission and Installation Contracting Command
MILU
multinational integrated logistics unit
MLC
medical logistics company
MLMC
medical logistics management center
MMB
multifunctional medical battalion
MNF
multinational force
MOG
maximum aircraft on the ground
MRE
meal, ready to eat
MSA
mutual support agreement
MTF
medical treatment facility
MTS
Movement Tracking System
MWR
morale, welfare, and recreation
NAMSA
NATO Maintenance and Supply Agency
NATO
North Atlantic Treaty Organization
NEO
noncombatant evacuation operation
NGO
nongovernmental organization
NIPRNET
Nonsecure Internet Protocol Router Network
NRF
national response framework
NSE
national support element
30 April 2009
FM 4-0
Glossary-5
Glossary
OCONUS
outside the continental United States
OCP
operational command post
OE
operational environment
OGA
other government agency
OPCON
operational control
OPLAN
operations plan
OPLAW
operational law
OPORD
operation order
OPLOG
operations logistics
PA
personnel accounting
PARC
principal assistant responsible for contracting
PBUSE
property book unit supply enhanced
PCA
Posse Comitatus Act
PCC OTC
Paper Check Conversion Over The Counter
PEO
program (project) executive officer
PIM
personnel information management
PMESII-PT
political, military, economic, social, information, infrastructure, physical
environment, time
POD
port of departure
POE
port of embarkation
PRM
personnel readiness management
PSA
port support activity
PSDR
personnel services delivery redesign
RDECOM
United States Army Research, Development, and Engineering
Command
RF
radio frequency
RFID
radio frequency identification
RI
relevant information
RM
resource management
ROC
rehearsal of concept
ROE
rules of engagement
RS
religious support
RPMA
real property maintenance activities
RSOI
reception, staging, onward movement, integration
RTD
return to duty
S-1
personnel staff officer
S-4
logistics staff officer
SAAS-MOD
Standard Army Ammunition System - Modernized
SALE
Single Army Logistics Enterprise
SAMS
Standard Army Maintenance System
SAP
systems applications and products
Glossary-6
FM 4-0
30 April 2009

 

 

 

 

 

 

 

 

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