what army command is the primary vehicle for army support to joint interagency intergovernmental

Chapter 2

Roles and Responsibilities for Providing Sustainment in Unified Action

�Unified action �is the synchronization, coordination, and/or integration �of the activities of governmental and nongovernmental entities with military machine operations to achieve unity of effort (FM 3-0). Unified activeness involves the awarding of all instruments of national ability, including actions of OGA and multinational armed services and not military organizations. It requires joint integration. �All Services must effectively operate together. Sustainment of unified action is pivotal to achieving campaign end state. The combination of diverse sustainment capabilities generate and sustain combat power that is more stiff than the sum of its parts. The integration of sustainment capabilities maximizes efficiencies in delivering support to campaigns. This chapter will hash out the roles and functions of the Army, joint, interagency, intergovernmental, and multinational organization�due south contribution to the sustainment of unified actions.

Joint Interdependence

ii-1. Articulation interdependence�is the purposeful reliance by ane Service�s forces on some other Service�s capabilities to maximize the complementary and reinforcing furnishings of both. Army forces operate as role of an interdependent joint force. One expanse of joint interdependence is articulation sustainment. Sustainment is inherently joint. All services use logistics, personnel services,�and wellness services to back up their forces.� The mutual reliance on joint sustainment capabilities makes for a more than effective utilization of sustainment resources. Combinations of articulation capabilities defeat enemy forces by shattering their power to operate as a coherent, effective force.

Sustainment Of Articulation Forces

two-2. Sustainment of articulation forces is the deliberate, mutual reliance past each Service component on the sustainment capabilities of two or more Service components (FM three-0). Effective sustainment determines the depth to which the articulation force can behave decisive operations; assuasive the JFC to seize, retain, and exploit the initiative (JP iii-0). It provides JFCs with flexibility to develop any required branches and sequels and to refocus articulation force efforts every bit required. Sustainment is crucial to supporting operations. CCDRs and their staffs must consider a variety of sustainment factors including defining priorities for sustainment and common user logistics�(CUL) functions and responsibilities.

2-3. CUL is materiel or service support shared with or provided by ii or more Services, DOD agencies, or multinational partners to some other Service, DOD agency, non-DOD agency, and/or multinational partner in an performance (JP 4-07). It can be restricted by type of supply and/or service and to specific unit(s) times, missions, and/or geographic areas. Service component commands, DOD Agencies (such equally Defense Logistics Agency �(DLA)), and Army commands (such as USAMC), provide CUL to other service components, multinational partners, and other organizations (such as NGOs).

2-4. The Army Service Component Control�(ASCC) is responsible for providing support to Army forces and common-user logistics�to other Services equally directed by the CCDR and other authoritative instructions. The TSC is the logistic C2 chemical element assigned to the ASCC and is the Army logistic headquarters (HQ) within a theater of operations. When directed, the TSC provides lead Service and executive bureau back up for designated CUL to OGA, MNFs, and NGOdue south. Additionally, the MEDCOM(DS) provides AHS support to other services when directed.

Title 10 Responsibility

two-v. Each Service retains responsibleness for the sustainment of forces it allocates to a joint strength. The Secretarial assistant of the Army exercises this responsibility through the Chief of Staff the Army�(CSA) and the ASCC�assigned to each combatant control. The ASCC is responsible for the training and authoritative support of Army forces assigned or fastened to the combatant control.

2-vi. The ASCC�is responsible for all Regular army Title 10�functions within the CCDR�s AOR. When an ASCC is in support of a GCC, it is designated as a Theater Army. The Theater Army commander exercises administrative command�(ADCON) over all Ground forces forces within the CCDR�s AOR. He/She is responsible for preparing, preparation, equipping, administering, and sustaining Army forces assigned to combatant commands.

2-vii. Championship 10, Usa Code�(USC) specifies that private services retain responsibility for sustainment, but the purposeful combination of complimentary service capabilities to create joint interdependent forces is often the most effective and efficient means by which to sustain a joint forcefulness. �Additionally, mutual user support may be controlled and provided by other means. Options for executing sustainment of a joint force include any combination of the following:

l Executive agent �(EA). The Secretarial assistant of Defense force�(SECDEF) or the Deputy Secretarial assistant of Defense, may designate the caput of a DOD component (such as Chief of a Service, CCDR, or director of a Gainsay Support Bureau) as an EA for specific responsibilities, functions, and authorities to provide defined levels of support for operational missions, administrative, or other designated activities that involve two or more DOD components. By definition, the designation as an EA makes that system responsible for a articulation adequacy within the boundaries of the EA designation.

fifty Atomic number 82 Service . The CCDR may choose to assign specific CUL functions, to include both planning and execution to a Lead Service. These assignments tin can be for single or multiple common user functions and may besides be based on phases and/or locations within the AOR. The CCDR may augment the Lead Service logistics�arrangement with capabilities from some other component�s logistics organizations as appropriate. The Lead Service must plan issue procedures and sustainment funding for all items issued to other Services also every bit a method for collecting items from other Services.

l Subordinate logistics �command. The CCDR may assign joint logistics responsibilities to a subordinate Service component and constitute a joint command for logistics (run across JP 4-0). In order for the subordinate logistics command to be successful, the CCDR must augment it with the capabilities needed to integrate and control the delivery of theater support to run across the joint force requirements. This joint functional component must also be capable of integrating personnel, requirements, processes, and systems from all the joint force components.

ii-eight. The Theater Regular army�s ADCON of Army forces entails providing administrative (legal, man resources, and finance) and logistics�support to Army forces. When designated every bit an EA, the Regular army likewise enters into inter-Service, interagency, and intergovernmental agreements for sure responsibilities. These may include:

l General engineering�back up.

l Common-user country transportation.

fifty Disaster aid.

50 Force protection.

l Mortuary services.

l Detainee operations.

l Bulk fuel management.

fifty Postal operations.

2-9. �The Theater Army�commander�southward principal focus is on operational-level theater support involving force generation and forcefulness sustainment during campaigns and other articulation operations. The Theater Regular army commander matches sustainment requirements for a campaign to the capabilities of the Army forces. �In all joint operations, sustainment is a service responsibility unless otherwise directed past EA directives, CCDR pb service designations, or interservice support agreements (ISSAs).

2-x.The Theater Regular army,�in concert with their associated geographic CCDRs, is responsible for identifying sustainment requirements, analogous responsibilities, and establishing requisite Regular army C2 for sustainment. Furthermore, the Theater Army commander is responsible for properly executing all Army lead service or ISSA and related common support requirements inside the theater.

two-11.Title 10 also includes ii other CCDR�s responsibilities and authorities that overlap the military departments� Title x functions. These are joint training and directive authority for logistics�(DAFL). �We will but hash out DAFL.

Directive Authorisation for Logistics (DAFL)

2-12. DAFL is the CCDR authority to issue directives to assigned forces. It includes peacetime measures to ensure the effective execution of approved OPLANs, effectiveness and economy of operation, prevention or elimination of unnecessary duplication of facilities, and overlapping of functions among the Service component commands. The President or SecDef may extend this authority to attached forces when transferring forces for a specific mission, and should specify this authority in the establishing directive or social club.

two-thirteen.CCDRs exercise DAFL and may delegate directive authority for a common back up capability. The CCDR may consul directive say-so for as many common support capabilities to a subordinate JFC as required to reach the subordinate JFC�s assigned mission. When the CCDR gives a service component CUL responsibility, he/she must specifically ascertain the responsibilities. For some commodities or support services common to two or more Services, 1 Service may be given responsibility for management based on DOD designations or ISSAs. Nevertheless, the CCDR must formally delineate this delegated directive authority past function and scope to the subordinate JFC or Service component commander.

two-fourteen.The CCDR may elect to assign responsibility to plant a joint control for logistics�to a subordinate Service component. The senior logistics HQ of the designated Service component volition normally serve every bit the ground for this control. This may be an organisation articulation by mission (such as campaigns, major operations, and humanitarian missions), merely not by pattern. When exercising this option, the CCDR retains DAFL and must specify the control and tasking authorities being bestowed upon the subordinate joint control for logistics, likewise equally the command relationships it will accept with the Service components.

Other Combatant Command�Dominance

2-15.Too logistics, the CCDR has the authority to direct certain other functional activities. These activities include personnel services and health services support.

Personnel Services

2-16.The CCDR�s command authority allows him/her to direct and approve those personnel services�necessary to carry out assigned missions.� It also allows for the standardization of personnel policies within the command.

Health Services Back up (HSS)

2-17.The CCDR requires medical capabilities that are scalable to the requirement, interoperable with other medical forces, and capable of rapid deployment into the articulation operations area (JOA). Each Service has organic medical units with capabilities that are tailored for their traditional roles and missions and are ordinarily capable of meeting other Services� requirements. The joint strength surgeon provides recommendations to the JFC on the effective employment of all HSS capabilities. The AHS provides support to other Services when directed past the CCDR.

ii-eighteen.The theater surgeon recommends a theater evacuation policy through the CCDR and the Joint Chiefs of Staff (JCS) for approval by the SECDEF. The evacuation policy establishes the number of days an injured or sick Soldier may remain in the theater earlier returning to duty.

Strategic Level Providers

two-19.Strategic providers�enable U.Due south. forces to maintain combat power and enable strategic attain�and ensure endurance. Strategic providers include DOD agencies and commands. They link the national base to the theater. These agencies and commands provide sustainment to articulation and Regular army forces.

Industrial Base

ii-20.The industrial base�consists of privately endemic and government-owned industrial capability and chapters for manufacture, maintenance, modification, overhaul, and/or repair of items required past the U.South. and selected allies. It includes the production base and maintenance base. Active plants and product lines take some capability to surge. Repair parts manufacturers may be able to surge production for items that sustain deployed weapon systems. National policy requires the use of commercial materiel as much as possible.

Defense Logistics Agency �(DLA)

2-21.DLA�provides support for military departments and the GCC during peace and war. DLA is the focal point for the industrial base of operations�and is the EA for consumable supply items. DLA procures, stores, and distributes items to support the armed forces Services and other customers. It also buys and distributes hardware and electronic items used in the maintenance and repair of military equipment. Excluded supply items are munitions, missiles, and military Service unique items.

two-22.DLA provides contract administration services to all DOD components and administers and supervises:

fifty The Federal Catalog System.

l The Defense Personal Belongings Reutilization Plan.

l The DOD Industrial Institute Equipment Reserve.

50 The Defense National Stockpile.

2-23.DLA provides reutilization and marketing services at the strategic through operational levels. Initially, save and excess materiel destined for the Defense Reutilization and Marketing Office is collected in theater areas. Equally the theater matures, DLA-directed activities may use HN or contractor support to assist in retrograding this materiel for inspection, nomenclature, and disposal.

U.Southward. Transportation �Control �(USTRANSCOM)

2-24.USTRANSCOM is responsible for providing common-user and commercial air, state, and ocean transportation (including patient movement), terminal management, and aerial refueling to support global deployment, employment, sustainment, and redeployment of U.Due south. forces. This ability makes possible projecting and maintaining national power where it is needed with the required speed, agility, high efficiency, and accurateness. The USTRANSCOM commander has the authority to procure commercial transportation services (such as Logistics Civil Augmentation Plan�(LOGCAP)), through its transportation component commands and to activate, with approving of the SECDEF, the Civil Reserve Air Fleet and Ready Reserve Fleet.

two-25.USTRANSCOM is DOD�s Distribution Process Owner�(DPO). As the DPO, USTRANSCOM is responsible for monitoring and managing the global distribution�network. The DPO ensures the period of force movement and sustainment for the supported GCC.

two-26. �USTRANSCOM is composed of three component commands which remain nether the combatant command of USTRANSCOM in contingency operations; Air Mobility Command�(AMC), Military Sealift Command (MSC), and the Military Surface Deployment and Distribution Control�(SDDC).  These component commands provide inter-modal transportation to meet our national security objectives.  While these commands normally remain nether the C2 of USTRANSCOM in contingency operations, operational control (OPCON) or tactical command (TACON) could be delegated to a theater upon request of the GCC and blessing of Commander, USTRANSCOM.

Defense Finance and Bookkeeping Service �(DFAS)

2-27.The DFAS is responsible for the delivery of responsive accounting and finance services. DFAS is an agency supporting the Part of the Under Secretary of Defense-Comptroller, the principal advisor to the SECDEF�for monetary and fiscal matters. It is DFAS�s responsibility to coordinate and collaborate with all civilian defense agencies, war machine services, and the combatant commands that provide warfighting capabilities.

U.S. Army Man Resources Command �(USAHRC)

ii-28.The USAHRC integrates, manages, monitors, and coordinates HRS to develop and optimize Army human resources beyond the spectrum of conflict. The commander of USAHRC is the Army functional proponent for the military personnel management system and operates within the objectives set past the Army G-1. USAHRC major functions include the following:

l Execute the 9 major functional categories of the Army personnel life cycle: force construction, acquisition, individual grooming and development, distribution, deployment, sustainment, professional development, compensation, and transition.

l Human the force and provide personnel support and human resources services to Soldiers, their Families, and organizations.

l Synchronize all armed forces personnel activities to reach efficient and cost constructive execution of all human resource processes on an Army-wide ground to ensure current and hereafter personnel requirements are divers.

fifty Collaborate with human resources organizations, including U.S. Army training centers, U.S. Army garrisons, divisions and corps, installations, and forrard deployed bases to ensure policy, procedures, and service delivery systems back up operational requirements at all levels.

U.Southward. Ground forces Finance Command �(USAFINCOM)

2-29.The USAFINCOM is an operating agency of the Banana Secretary of the Army (Financial Management�& Comptroller) (ASA(FM&C)). USAFINCOM provides advice and management information to the ASA(FM&C) and interacts between the Ground forces staff, Army commands, units, and DFAS on matters concerning finance and accounting policy, systems, procedures, and reporting.

Generating Force

two-xxx.The generating force�consists of those Army organizations whose primary mission is to generate and sustain the operational Army�south capabilities for employment past JFCs. The generating force activities include back up of readiness, ARFORGEN , and the routine performance of functions specified and implied in Title 10. Equally a consequence of its performance of functions specified and implied by law, the generating force also possesses operationally useful capabilities for employment by or in direct support of JFCs. Generating force capabilities include analyzing, agreement and adapting, and generating operational forces tailored to the specific context in which they will be employed.

2-31.The generating strength�s ability to develop and sustain potent land power capabilities is useful in developing partner security forces and governmental institutions, with its capability to develop, maintain, and manage infrastructure. Moreover, an increasingly pervasive information environs, combined with improved transportation capabilities, allow the effective application of capabilities from exterior the area of operations.

2-32.The generating force�is responsible for moving Ground forces forces to and from ports of embarkation. They too provide capabilities to assist in the management and functioning of ports of embarkation and debarkation and provide capabilities to GCC to conduct reception, staging, onward movement, and integration�(RSO&I).

2-33.Generating force organizations provide a continuum of support that integrates the sustainment base of operations with operating forces (see Figure 2-1). For instance, USAMC is function of the generating forcefulness. It deploys sure organizations frontward with an operational focus and function, such as the Army Field Support Brigade�(AFSB), Logistic Support Chemical element, Army Field Support Battalion, Brigade Logistics Support Squad, and Contracting Support Brigade�(CSB).

���������� ��������������Figure 2-1. Generating Force Back up to Operating Force

U.S. Army Training and Doctrine Control �(USATRADOC )

ii-34.USATRADOC�is designated by the Secretary of the Ground forces (SECARMY) as an Army control (ACOM) under the direction of Headquarters, Department of the Army (HQDA) and is assigned to acquit out certain roles and functions of the SA pursuant to 10 USC 3013(b) with regard to Army forces worldwide. Information technology recruits and trains uniformed personnel, manages the Regular army�s pedagogy organization, and operates the Army�southward preparation centers. TRADOC leads Army requirements conclusion; integrates doctrine, organization, training, materiel, leadership, and education� personnel and facilities (DOTLM-PF) developments to support required capabilities; and coordinates, synchronizes, and integrates Army capabilities developments with other ACOMs, the Combatant commands, the Articulation Staff, and other military departments (AR 10-87).

two-35.TRADOC�s training and educational activity missions include preparing leaders of all branches and specialties (including sustainment branch leaders) for combined arms operations.� Its doctrinal publications establish and support the Army operational concept.� Sustainment leaders throughout the Army, but notably in the Sustainment Middle of Excellence�(SCOE), work with TRADOC to ensure the integration�of sustainment related DOTLM-PF elements with Army operations. �TRADOC�southward array of centers and schools develop comprehensive and integrated sustainment solutions for the Regular army through coordination with USAMC, U.S. Ground forces Medical Department Middle and School, Judge Abet General�south Legal Centre and School, and the U.S. Army Clergyman�Center and School.

U.S Army Materiel Command �(USAMC)

2-36.USAMC equips and sustains the Army, providing strategic touch on at operational speed. It provides logistics�technology, conquering support, contracting and contractor direction, and selected logistics support to Army forces. It too provides related mutual support to other Services, multinational, and interagency partners. The capabilities of USAMC are diverse and are achieved through its various major subordinate commands and other subordinate organizations.

ii-37.USAMC is the atomic number 82 for the Army�s national-level maintenance and supply programs which are managed and executed by its subordinate Life Cycle Management Commands�(LCMCs). These USAMC LCMCs coordinate with the USAMC staff as well as related ASA(ALT) Programme Executive Officers (PEOs) and Product/Projection Managers offices. Together, these USAMC LCMC and ASA(ALT) elements piece of work to ensure support for fielded weapon systems and equipment for their entire life cycle. The LCMCs support to deploying and deployed forces is coordinated through the Army Sustainment Command�(ASC) and is executed nether the command of the supporting AFSB. LCMCs are discussed in more detail below.

2-38.In addition to the functions performed by the LCMCs, USAMC exercises overall responsibleness of sustainment maintenance�for the Ground forces and managing secondary items through the National Maintenance�Programme, whose tenets are as follows:

l �Managing sustainment maintenance�unit workloads to meet national requirements.

l Ensuring all component repairs are performed to a national standard.

l Ensuring sustainment maintenance�providers possess the facilities, tools, test, measurement, and diagnostic equipment, skills, and workforce required to meet national standards.

l Facilitating quality assurance by ensuring that maintainers utilize documented quality systems and are technically certified to repair to standards.

2-39.USAMC is also the lead, but non sole, Army organization responsible for providing contracting services to the Army. USAMC contracting support includes the LOGCAP. Through its subordinate contracting commands, USAMC provides both institutional and operational contract support planning help and contract execution support to all Army forces.

two-40.USAMC, through its subordinate organizations, determines the optimum sustainment maintenance�capability to maximize supply flow within CONUS through the coordination between the TSC and AFSB in theater.

Materiel Enterprise (ME)

2-41.The ME executes Army-broad materiel lifecycle management. The Commanding General, USAMC chairs the Enterprise Governance Lath with oversight provided by the ASA (ALT).� The ME develops and then uses the approved Ground forces�s Equipping Strategy to evangelize and sustain equipment readiness.� It likewise advises the SECARMY on Regular army-wide materiel problems to enhance materiel readiness.� The ME supports ARFORGEN past providing the most effective and sustainable equipment for Soldiers.

USAMC Director of Materiel (DOM)

2-42.The Army�south Enterprise Initiative aligns ammunition, supply, and maintenance functions formerly performed past the Installation Management Control (IMCOM), Director of Logistics (DOL) to USAMC as the Director of Materiel (DOM). This alignment assures the efficiencies and cadre competencies of the ME.� USAMC DOMs workload the ammunition, supply, and maintenance functions equally an integral part of the industrial base in order to sustain equipment readiness in back up of the ARFORGEN process.� ��

USAMC Subordinate Commands

2-43.USAMC has several subordinate commands. These commands are discussed below.

Surface Deployment and Distribution Command�(SDDC)

two-44.SDDC is a subordinate command of USAMC and the ASCC of U.S. TRANSCOM. It provides inter-modal transportation to run into national security objectives.

The Aviation and Missile�Life Cycle Management Control�(AM LCMC)

2-45.The AM LCMC integrates functions beyond their commodity and sustains aviation, missile, and unmanned aerial vehicle systems, ensuring weapons systems readiness with seamless transition to gainsay operations.� Information technology assists materiel developers (PEO/PM) with the development, acquisition, and fielding of aviation, missile systems, and related equipment.� The LCMC performs applied research, integrated logistics�support, materiel readiness management, and maintenance support for Army aviation, missile weapon systems, subsystems, and associated equipment. �

The CECOM�Life Cycle Management Command�(CECOM LCMC)

ii-46. The CECOM LCMC integrates functions beyond their commodity and sustains command, control, communications, computers, intelligence, surveillance, and reconnaissance (C4ISR) information systems for joint interoperability.� It assists materiel developers (PEO/PM) with the development, conquering, and fielding of C4ISR systems.� The LCMC performs practical enquiry, integrated logistics support, materiel readiness management, and maintenance support and provides technical support capabilities to deploying and deployed Army forces.

The Tank-Automotive and Armaments Life Bike Management Command�(TA LCMC)

2-47. The TA LCMC integrates functions across their commodity and sustains Soldier and footing systems for the operating force.� This is achieved through the integration�of effective and timely acquisition, logistics,�and technology.� The TA LCMC is responsible for integration of initial fielding requirements with current item sustainment. It provides acquisition support of TACOM commodity stop items, spare parts, and supplies for U.S. and Allied weapon systems and overhauls, modernizes, and repairs TACOM article equipment.

The Articulation Munitions and Lethality Life Cycle Direction Command�(JM&L LCMC)

ii-48.The JM&L LCMC manages inquiry, development, product, storage, distribution, and demilitarization of conventional armament.� The JM&L LCMC consists of the Program Executive Office for Ammunition, the Joint Munitions Command�(JMC), and the Armament, Enquiry, Development and Engineering Center (ARDEC).� The JM&Fifty LCMC serves as the Single Manager for Conventional Armament (SMCA) and serves every bit the SMCA Field Operating Activity.� PEO Ammunition develops and procures conventional and leap alee munitions to increase combat firepower to execute total armament requirements.� ARDEC is the principal researcher, engineering developer, and sustainer of current and time to come munitions.� JMC serves as the logistics�and readiness arm; producing, storing, issuing, and demilitarizing conventional ammunition for all U.South. Services, other U.South. agencies, and allied nations. The JMC too provides munitions training through its Defense Ammunition Centre for Quality Assurance Specialist (Armament Surveillance) and Ammunition Manager Career programs also as explosive safety preparation for all munitions handlers.

U.Due south. Army Sustainment Command�(ASC)

2-49.The ASC is responsible for coordinating generating strength�support to the operating force. The ASC�works in close coordination with other USAMC and national level sustainment and distribution organizations such as DLA and USTRANSCOM and the respective deployed TSCs. The ASC executes its operating force mission through its deployable AFSBs. The AFSB integrates system support contracting into the overall theater support plan. Theater support contracting, to include LOGCAP, is planned, coordinated, and executed by the ASCC�supporting CSB nether the C2 of U.Due south. Army Contracting Command�s (USACC) Expeditionary Contracting Command (ECC). The ASC provides continuous equipment and materiel readiness to CONUS forces through planning, resourcing, and materiel management�in accord with the ARFORGEN�process. This is achieved by synchronizing strategic materiel management and by integrating acquisition, logistics,�and technology.�� �

2-l.In conjunction with LCMCs, the ASC�through its DMC, workloads maintenance, supply, and ammunition functions at U.S. Ground forces installations. It may also workload Field Logistics Readiness Centers, depots, and contractors to support ARFORGEN.�� The ASC also integrates the Logistics Assistance Program (LAP) in support of contingency operations. Most importantly, the ASC generates and projects combat power to support expeditionary operations.

U.S. Army Contracting Command�(USACC)

two-51.The SECARMY directed the establishment of the USACC to consolidate most Ground forces contracting under a single command. This includes most of the active component contingency contracting forcefulness structure. This change in structure represents a key change in the C2 and back up relationships of contingency contracting force structure. USACC provides contracting support through its two subordinate commands: the ECC and the Mission�and Installation Contracting Command�(MICC). In add-on, the USACC provides reach back contracting support from its CONUS based acquisition centers. The ECC is responsible for theater support contracting in back up of deployed forces and garrison contracting in support of all OCONUS Army installations and associated frontwards station units. The ECC as well coordinates LOGCAP�planning and assists in the integration�of LOGCAP support through its CSBs. The MICC, through its continental Unites States (CONUS) director of contracting offices, is responsible for providing supplies, services, and construction contracts in support of all CONUS installations.

ii-52.The CSB is a Table of Organization and Equipment (TOE) unit of USAMC assigned to the USACC. The CSB consolidates all theater support contracting capabilities into one command. The CSB serves under the C2 and procurement authorization of the ECC, providing straight support to the theater or mission TSC equally described in their contracting back up plan when deployed. The CSB commander is also the ASCC�Principal Assistant Responsible for Contracting (PARC). Like the AFSB, the CSB is regionally aligned and provides theater support contracting and planning in support of the ASCC, Army forces, and their subordinate commands.

U.Due south. Army Research Development and Engineering Command �(RDECOM)

ii-53.The RDECOM �rapidly transitions country of the art technology to the strength. RDECOM develops supplies and equipment from combat rations, wear, battledress, to weapons, vehicles, and future combat systems for the force.

U.S. Army Security Assistance Command �(USASAC)

2-54.USASAC manages Army security assistance that provides programme direction, including planning, delivery, and life bicycle support of equipment, services, and training to and co-product with U.South. allies and multinational partners.

U.S. Army Chemical Materials Agency (USACMA)

2-55.The USACMA �provides safe and secure storage of the chemical stockpiles and recovered chemical warfare cloth; and destroys all chemical warfare materials.

U.Southward. Ground forces Medical Command �(USAMEDCOM)

2-56.The USAMEDCOM provides Army health back up for mobilization, deployment, sustainment, redeployment, and demobilization.� USAMEDCOM is a direct reporting unit. The Surgeon�Full general is the Commander, USAMEDCOM.� The USAMEDCOM provides enterprise-level AHS support to the joint forcefulness, ensuring complete continuity of care. The USAMEDCOM integrates the capabilities of its subordinate operational Army medical units with generating force�assets such as medical treatment facilities (MTFs) and research, development, and acquisition capabilities. The USAMEDCOM�due south generating force capabilities non merely broaden those of operating forces but also provide significant assist in coping with unanticipated health threats.

2-57.The USAMEDCOM simultaneously maintains the capability to provide continuity of patient care, while ensuring information technology retains the ability to care for patients returning from theaters. The USAMEDCOM also provides individual AMEDD training and medical materiel and inquiry and development activities to back up the Army mobilization forcefulness. The USAMEDCOM�s strategic AHS Support focuses on:

50 U.s.a. Army Dental Command.�

l United states Army Medical Research and Materiel Command.

l U.s. Ground forces Veterinary Command.

l Us Army Medical Department Center and School.

50 US Army Center for Health Promotion and Preventive Medicine.

ii-58.The USAMEDCOM also has regional medical commands responsible for oversight of day-to-day operations in military handling facilities, exercising C2 over the MTFs in the supported region.� Come across
FM iv-02 and FM 1-01 for additional data.

U.S. Army Forces Command �(USAFORSCOM)

2-59.The USAFORSCOM �is the Army component of U.South. Joint Forces Control. Joint Forces Command�s mission is to provide U.Southward. armed forces forces where needed throughout the world and to ensure they are integrated and trained every bit unified forces ready for whatever assigned task. The FORSCOM commander functions as commander of the Army forces of this unified command and provides military back up to civil authorities, including response to natural disasters and civil emergencies.

2-threescore.FORSCOM trains, mobilizes, deploys, and sustains combat prepare forces capable of responding rapidly to crises worldwide. FORSCOM develops and cares for Soldiers, optimizes resources, develops installations, and establishes facilities to project ability globally.

Operating Force

2-61.The operating forces are those forces whose primary missions are to participate in gainsay and the integral supporting elements thereof (see FM1-01). By law, operational Regular army units are typically assigned to CCDRs. The Army usually executes its responsibilities to organize, train, and equip operational Army units through ASCCs.�

Army Service Component Command �(ASCC ) /Theater Army (TA) �

two-62.When an ASCC�is in support of a GCC, it is designated as a Theater Army. The TA is the primary vehicle for Army support to joint, interagency, intergovernmental, and MNFs. The TA HQ performs functions that include RSO&I; logistics�over-the-shore operations; and security coordination.

two-63. The TA exercises ADCON over all Army forces in the area of responsibility unless modified by DA. This includes Ground forces forces assigned, attached, or OPCON to the combatant control. Every bit such, the TSC is assigned to the TA. The TA coordinates with the TSC for operational sustainment planning and management. The TA defines theater policies and coordinates with the TSC for technical guidance and execution of force projection and sustainment.

Corps

ii-64.The corps provides a HQ that specializes in operations as a state component command HQ and a joint task force for contingencies. When required, a corps may become an intermediate tactical HQ under the land component command, with OPCON of multiple divisions (including multinational or Marine Corps�formations) or other large tactical formations.

2-65.The corps HQ is designed to, in priority, C2 Army forces, leverage joint capabilities, and C2 joint forces for pocket-sized-scale contingencies. Its primary mission is to C2 land forces in land gainsay operations. The corps HQ has the capability to provide the nucleus of a articulation HQ. Yet, the ability of the corps to transition to a joint task forcefulness (JTF) HQ or joint strength state component command (JFLCC) HQ is heavily dependent on other Service augmentation. The transition of a modular corps HQ to a articulation HQ relies on a timely fill of joint positions, receipt of joint enabling capabilities, and comprehensive pre-activation grooming equally a joint HQ.�

Sectionalisation �

2-66.Divisions are the Regular army�s main tactical warfighting HQ. Their principal task is directing subordinate brigade operations. Divisions are not fixed formations. Therefore, they may non have all types of BCTs in an functioning or they may command more than ane of a item type of BCT. A partitioning tin can command upwards to six BCTs with boosted appropriate supporting brigades during major combat operations. The types of back up brigades are gainsay aviation, fires, maneuver enhancement, battlefield surveillance, and sustainment. The Sust Bde�normally remains fastened to the TSC but supports the partitioning. The division may accept OPCON of a Sust Bde while conducting large-calibration exploitation and pursuit operations.

Brigade Combat Team (BCT)

two-67.As combined arms organizations, BCTs form the basic building block of the Army�s tactical formations. They are the principal means of executing engagements. Three standardized BCT designs exist: heavy, infantry, and Stryker. Battalion-sized maneuver, fires, reconnaissance, and Brigade Support Battalion�(BSB) are organic to BCTs.

Theater Sustainment Command �(TSC)

two-68. The TSC serves as the senior Army sustainment HQ for the Theater Army . The TSC provides C2 of units assigned, attached, or under its OPCON. The mission of the TSC is to provide theater sustainment (less medical). Encounter FM 4-93.4 for more information on the TSC.

2-69.The TSC is capable of planning, preparing, executing, and assessing logistics�and human resource support for Regular army forces in theater or JFC. It provides back up to total spectrum operations. As the distribution coordinator in theater, the TSC leverages strategic partnerships�and joint capabilities to institute an integrated theater-level distribution system that is responsive to Theater Army�requirements.� It employs Sust Bdes to execute theater opening (TO), theater sustainment, and theater distribution operations.

2-seventy.The TSC includes units capable of providing multifunctional logistics: supply, maintenance, transportation, petroleum, port, and last operations. Other specialized capabilities, such as MA, aerial delivery, man resources, sustainment to I/R operations, and FM, are available from the forcefulness puddle. The combination of these capabilities gives the TSC commander the ability to organize and provide tailored support.

Expeditionary Sustainment Command �(ESC ) �

2-71. Expeditionary Sustainment Commands (ESC) are forcefulness pooled assets that, under a control and control relationship with the TSC, command and control sustainment operations in designated areas of a theater.� The ESC plans, prepares, executes, and assesses sustainment, distribution, theater opening, and reception, staging, and onward movement operations for Army forces in theater.� Information technology provides operational accomplish and span of control.� Information technology may serve as a basis for an expeditionary articulation command when directed by the GCC or designated multinational or joint task force commander.� It normally deploys to provide command and control when multiple Sust Bdes are employed or when the TSC determines that a forward command presence is required.� This capability provides the TSC commander with the regional focus necessary to provide effective operational-level support to Regular army or JTF missions.

Homo Resource �Sustainment Center (HRSC)

2-72. The HRSC is a multifunctional, modular organization (staff element) assigned to a TSC that provides 60 minutes support to the theater. The HRSC integrates and ensures execution of HR support for postal, casualty, and personnel accountability operations throughout the theater as defined by the policies and priorities established by the ASCC�Thousand-1. The HRSC has a divers office to ensure that the theater HR support plan is adult and so supported with bachelor resources.

ii-73.The HRSC provides operational planning and technical back up to the DMC�in the TSC and support operations (SPO) in the ESC. The HRSC besides provides technical guidance to the 60 minutes Operations Co-operative in Sust Bdes and ESCs, Hour companies and teams, and theater Southward-1s/Yard-1s (run into FMI i-0.02).

Financial Management �Center (FMC)

2-74.The FMC Director, in coordination with the Theater Army�G8, is the principal advisor to the commander on all aspects of finance operations. The FMC is assigned to the TSC and provides technical oversight and coordination of all theater finance operations to include companies and detachments in theater. The FMC negotiates with HN cyberbanking facilities, is the U.South. Treasury account holder for central funding, advises unit commanders on the employ of local currency, and coordinates with national providers (U.S. Treasury, DFAS, ASA(FM&C), and USAFINCOM) to establish FM support requirements. The FMC sustains Army, joint, and combined operations by providing technical oversight to timely contractual and procurement payments and theater disbursing capability (see FM 1-06).

Regular army Field Support Brigade �(AFSB)

2-75.AFSBs are assigned to the ASC. An AFSB provide integrated and synchronized acquisition logistics �and engineering (ALT) support, less medical, to Army operational forces. AFSBs are regionally aligned to a Theater Regular army�and will normally exist in direct support to the TSC or the lead theater logistics commander. AFSBs serve every bit ASC�s link between the generating force�and the operational forcefulness. They are responsible for the integration�of ALT capabilities in back up of operational and tactical commanders across full spectrum operations. The AFSB integrates theater back up contracting into the overall ALT back up program, in coordination with the Us ECC CSB Commander/Principal Assistant Responsible for Contracting (PARC), supporting the ASCC . This includes coordinating for ALT strategic reach�capabilities via a technical achieve or telephone call-forward process (see FM four-93.41).

Sustainment brigade (Sust Bde ) �

2-76.When deployed, the Sust Bde�is a subordinate control of the TSC, or by extension the ESC. The Sust Bde is a flexible, multifunctional sustainment organisation, tailored and task organized according to METT-TC . It plans, prepares, executes, and assesses sustainment operations within an area of operations. It provides C2 and staff supervision of sustainment operations and distribution management. Selected functions previously performed by Army of Excellence corps and division support commands and area support groups are consolidated with the Sust Bde.� Every bit a outcome it serves as a single operational echelon providing operational level C2 of logistics�back up (encounter FM iv-93.2).

ii-77.Sust Bdes are primarily employed in a support relationship. Under sure METT-TC�weather condition, they may be OPCON to the Army forces commander when operating as the senior sustainment command or TACON for operational surface area security or other types of operations.

Combat Sustainment Support Battalion�(CSSB)

ii-78. The CSSB is a flexible and responsive unit that eastwardxecutes logistics �throughout the depth of an area of operations including transportation, maintenance, ammunition, supply, MA, airdrop, field services, water, and petroleum. The CSSB is attached to a Sust Bde�and is the building block upon which the Sust Bde capabilities are developed. The CSSB is tailored to meet specific mission requirements. Employed on an surface area basis, the CSSB plans, prepares, executes, and assesses logistics operations within an area of operations.� The CSSB as well supports units in or passing through its designated area.

2-79.The CSSB may operate remotely from the Sust Bde�and therefore must maintain communications with the Sust Bde. The CSSB establishes vocalisation communications to support C2 and convoy operations also every bit to monitor, update, and evaluate the logistics�posture (run across FM 4-93.ii).

Medical Command �(Deployment Support) (MEDCOM [DS])

2-80.The MEDCOM (DS)�serves every bit the senior medical command within the theater in support of the CCDR. The MEDCOM (DS) provides the medical C2 for medical units delivering health care in support of deployed forces. The MEDCOM (DS) is a regionally focused command and provides subordinate medical organizations to operate under the MEDBDE�and/or MMB and forward surgical teams or other augmentation required past supported units.

two-81.The MEDCOM (DS)�is a versatile, modular medical C2 structure composed of a primary command post (MCP) and an operational control post (OCP). The operational command post provides medical C2, policy evolution, and technical guidance for subordinate medical units. Information technology also provides interface and liaison with supported theater forces at echelons above brigade and subordinate BCTs. The MCP is a deployable augmentation module which completes the staffing of the MEDCOM (DS) HQ. The MCP facilitates medical C2, policy development, and technical guidance to subordinate MEDBDEs and provides interface and liaison with supported theater forces. Run into FM iv-02.12 for more information.

Medical Brigade (MEDBDE )

2-82.The MEDBDE�provides a scalable expeditionary medical C2 capability for assigned and attached medical functional organizations task-organized for support of the BCTs and supported units at echelons to a higher place brigade (EAB). The MEDBDE provides all of the medical C2 and planning capabilities necessary to deliver responsive and effective AHS support. The MEDBDE ensures the correct mixture of medical professional (operational, technical, and clinical) expertise to synchronize the complex system of medical functions.

2-83.The MEDBDE�has the capability to provide an early entry module, an expansion module, and the campaign module, thus enabling its capability to be tailored to METT-TC�factors of a specific functioning. Equally the supported forces abound in size and complexity, the MEDBDE tin deploy additional modules that build upon one another to support full spectrum operations. When required, a MMB may exist employed to provide medical C2 and operational planning for task-organized medical functional teams, detachments, and companies.

Multifunctional Medical Battalion �(MMB)

two-84.The MMB is designed as a multifunctional HQ. It provides medical C2, administrative assistance, medical logistics�(MEDLOG) support, and technical supervision for assigned and attached medical functional organizations (companies, detachments, and teams) chore-organized for back up of a division and its BCTs. It tin also be deployed to provide medical C2 to expeditionary forces in early entry operations and facilitate the RSO&I of theater medical forces. All EAB medical companies, detachments, and teams in theater may be assigned, attached, or placed under the OPCON of an MMB. The MMB is nether the C2 of the MEDBDE/MEDCOM (DS).

Sustainment Brigade (Special Operations) �Sust Bde (SO)

2-85.The Sust Bde�(SO) is a subordinate command of the U.S. Army Special Operations Command. Its mission is to provide express sustainment, FHP, and betoken support to Army Special Operations Forces (ARSOF).� ARSOF are not logistically self-sufficient. ARSOF units rely upon the GCC theater infrastructure for near all of their support above their organic capabilities. The planning and execution of logistics�support to ARSOF must be nested within the GCC�south concepts of operation and back up, likewise as tailored to interface with the theater logistics structures. For farther information on ARSOF logistics capabilities refer to FM 3-05.140.

Brigade Support Battalion �(BSB)

two-86.BSBs are organic components of BCT, Fires, and Maneuver Enhancement Brigades. The BSB is tailored to support the particular brigade to which it is organic. For instance, the BSB of a heavy brigade combat squad (HBCT) has more fuel distribution capabilities and maintenance than does a fires brigade BSB. The battalion provides supply, maintenance, motor send, and medical back up to the supported brigade. The BSB plans, prepares, and executes, logistics�operations in support of brigade operations.

Aviation Back up Battalion (ASB)

2-87.The ASB is the principal aviation logistics�organization organic to combat aviation brigade (CAB) and the theater aviation brigade. The ASB performs the BSB mission. Combat aviation brigades typically comport attack, reconnaissance, security, motility to contact, air set on, air movement, aero medical evacuation, personnel recovery, and C2 support missions. It provides aviation and ground field maintenance, brigade-wide satellite signal support, replenishment of all supplies, and medical support to the aviation brigade. The ASB has been optimized to support the CAB�s frontwards support companies, aviation maintenance companies, and the brigade HQ and HQ company (meet FM 4-xc.23).

Interagency coordination

2-88.Interagency coordination�is the coordination that occurs between elements of Department of Defense and engaged U.S. Government agencies for the purpose of achieving an objective (FM 3-0). �It is an essential feature of unified action.� Military operations must be coordinated with the activities of other agencies of the Usa government, IGO, NGO, and activities of various HN agencies.

2-89.The SECDEF�may determine that it is in the national involvement to task U.S. military forces with missions that bring them into close contact with (if not in support of) IGOs and NGOs. In such circumstances, it is mutually benign to closely coordinate the activities of all participants. Unity of endeavour betwixt IGOs, NGOs, and military machine forces should exist the goal. �Taskings to support IGOs and NGOs are commonly for a short-term purpose due to extraordinary events. In most situations, sustainment, communications, mobility, and security are the capabilities most needed.

2-ninety.For some operations, sustainment forces may be employed in quantities disproportionate to their normal military roles and in nonstandard tasks. Furthermore, they may precede other military forces or may exist the only forces deployed. They also may have continuing responsibility after the departure of combat forces in support of MNFs, OGAs, IGOs, or NGOs. In such cases, they must adhere to any applicable status-of-forces agreements (SOFA) and conquering cantankerous service agreements (ACSAs) to which the United States is a party.

two-91.In a national emergency or complex contingency functioning, DOD and the U.Southward. military machine oftentimes serve in a supporting role to other agencies and organizations. Commanders and their staffs should develop an understanding of how military operations and capabilities can be coordinated with those of other agencies and organizations to focus and optimize the military�due south contributions to accomplish the desired end country. U.s.a. agencies, the UN, IGOs, NGOs, and MNFs provide for their own sustainment. However, The states military sustainment capabilities are frequently requested and provided to these organizations. The JTF may be asked to assume all or function of the burden of logistics�for these organizations after arrival. This support may include intertheater and intratheater airlift, basis transportation of personnel, equipment, and supplies, airfield control groups, and port and railhead operations groups.

Multinational Sustainment Operations�

two-92.A major objective when Army forces participate in the sustainment of multinational deployments is to maximize operational effectiveness. Support provided and received in multinational operations must be in accordance with existing legal authorities. There are two types of multinational operations; alliances and coalitions.

Alliance

ii-93.An brotherhood is the relationship that results from a formal agreement (such as a treaty) between 2 or more nations for broad, long-term objectives that further the mutual interests of the members (see
JP1-02). The North Atlantic Treaty Organization (NATO) is an example of an alliance. An alliance may use an integrated staff, instead of merely augmenting the staff of one nation�due south organization with other national representatives. Each principal staff officeholder could be a different nationality and normally the deputy commander represents a major participant other than the lead nation.

Coalition �

2-94.A coalition is an ad hoc arrangement betwixt 2 or more nations for common action (encounter JP1-02). Many coalitions�are formed under the guidance of the United nations (UN). The United nations does not accept a military arrangement; and therefore, no preplanned formal armed forces structures. The American, British, Canadian, Australian, and New Zealand (ABCA) Armies Program represent a coalition of English speaking nations. ABCA forces accept never been employed nether the program however.� However, the ABCA nations have served together in ad hoc coalitions on numerous occasions to pursue common objectives (ABCA Publication 332). Figure 2-2 demonstrates the differences between an alliance and coalition.

two-95.In multinational operations, sustainment of forces is primarily a national responsibility. However, relations betwixt the United States and its NATO allies have evolved to where sustainment is viewed every bit a collective responsibility (NATO Military Commission Conclusion [MCD] 319/i). In multinational operations, the multinational commander must have sufficient say-so and control mechanisms over assets, resource, and forces to finer attain his/her mission. For each nation of an alliance or coalition to perform sustainment functions separately would be inefficient and expensive. It would also hinder the multinational commander�south ability to influence and prioritize limited resources to support his/her operation and attain his/her mission.

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�� Figure 2-two. Multinational Operations

NATO Logistics Options

2-96.NATO doctrine allows for the germination of a Combined Joint Force Land Component Control�(CJFLCC). The CJFLCC HQ can be set at a sub-regional command level or formation level. The CJFLCC commander establishes requirements and sets priorities for support of forces in accordance with the overall direction given past the Joint Forcefulness Commander. The commander coordinates sustainment operations with all participating nations.

2-97.Merging national sustainment systems into multinational back up systems requires the willingness to share the control of vital support functions with a NATO commander and requires technical interoperability of national support assets. STANAGs provide agreed policy and standards to NATO nations and contribute to the essential framework for specific back up concepts, doctrine procedures, and technical designs. Not-NATO nations will be expected to comply with NATO publications while on NATO-led operations.

2-98.The basic sustainment support options for multinational operations may range from totally integrated multinational sustainment forces to purely national support. NATO Allied Publication 4.2 provides details on the following back up options.

National Support Element�(NSE)

ii-99.A NSE is whatever national organization or activity that supports national forces that are a office of a MNF. Their mission is nation-specific back up to units and mutual support that is retained past the nation. It should likewise exist noted that NSEs operating in the NATO commander�s AO are subject to the SOFA, memorandums of agreements, and other HN arrangements.

Host Nation Support�(HNS)

2-100. HNS is civil and military machine aid rendered past a nation to foreign forces within its territory during peacetime, crises or emergencies, or war based on agreements mutually concluded betwixt nations. Many HNS agreements have already been negotiated betwixt NATO nations. Potential HNS agreements may address labor support arrangements for port and terminal operations, using available transportation avails in country, using majority petroleum distribution and storage facilities, possible supply�of Form III (Majority) and Form Iv items, and developing and using field services. The U.Southward. initiates and continually evaluates agreements with multinational partners for improvement. They should be specifically worded to enable planners to accommodate for specified requirements. Additionally, the commander should assess the chance associated with using HNS, considering operational surface area security and operational requirements.

Contracting Support to Multinational Operations�

ii-101. A deployed force may be required to set up contractual arrangements with local (and non-local) contractors. These are normally negotiated individually with vendors to make employ of whatever resources are available. Coordination between contributing nations and the in-place NATO HQ in their contractual dealings is essential. Coordination should be accomplished at the highest appropriate level.

Multinational Integrated Logistics Units�(MILU)

ii-102. A MILU is formed when 2 or more nations agree, under OPCON of a NATO commander, to provide logistics�support to a MNF. MILUs are designed to provide specific logistics support where national forces cannot be provided, or could be better utilized to support the commander�s overall sustainment programme.

Lead Nation

2-103. A Lead Nation for Logistic Support has agreed to assume overall responsibility for coordinating and/or providing an agreed spectrum of sustainment for all or office of a MNF within a divers geographical surface area. This responsibleness may also include procurement of goods and services with compensation and/or reimbursement bailiwick to agreements between the parties involved.

Function Specialisation

2-104. 1 nation may presume the responsibility for providing or procuring a item course of supply or service for all or part of the MNF. A Office Specialist Nation�s responsibilities include the provision of avails needed to deliver the supply or service. Compensation and/or reimbursement volition then be bailiwick to agreement between the parties involved.

Third Party Logistic Support Services�(TPLSS)

2-105. TPLSS is the employ of preplanned civilian contracting to perform selected sustainment. Its aim is to enable competent commercial partners to provide a proportion of deployed sustainment and then that such support is bodacious for the commander and optimizes the nearly efficient and effective use of resources. TPLSS is most likely to exist of use in a non-Article 5 Crisis Response Functioning, and especially in one case the operational environment�has become more than beneficial. The TPLSS database, which NATO Maintenance�& Supply�Agency (NAMSA) developed, contains details of potential contractors globe broad, capable of providing sustainment to NATO operations. NATO Commands and Nations may consider using the technical expertise of NAMSA for their contract activities.

Mutual Support Agreements�(MSA)

2-106. Participating nations have the option to develop common back up arrangements (bi- and multi-laterally) to ensure provision of logistic support to their forces. This is specially useful when nations accept small force contingents collocated with the forces of another nation that have the capacity to support them. By working together and sharing resource (specially services capabilities), nations can accomplish economies of scale in their sustainment operations. MSAs accept the advantage of being simple to prepare up and can have place on an ad hoc basis.

Other Sustainment Options

2-107. Chapter 138 of Championship 10 USC authorizes exchanging support between U.Southward. services and those of other countries. It authorizes DOD acquisition from other countries by payment or replacement-in-kind, without establishing a cross-servicing agreement. Supplies and services authorized under Affiliate 138 practice not include major finish items, missiles, or bombs. It does include food, billeting, petroleum, oils, transportation, communication services, medical services, ammunition, storage, spare parts, maintenance services, and training. Therefore, negotiations in advance of operations for sharing projection and sustainment resources are recommended.

Acquisition Cross-Servicing Agreement �(ACSA)

2-108. Under ACSA say-so (Championship x USC, sections 2341 and 2342), the SECDEF�can enter into agreements for the conquering or cross-service of logistics�support, supplies, and services on a reimbursable, replacement-in-kind, or substitution-for-equal-value basis. These agreements tin can exist with eligible nations and international organizations of which the United States is a member. An ACSA is a wide overall agreement, which is generally supplemented with an implementing agreement (IA). The IA contains points of contact and specific details of the transaction and payment procedures for orders for logistics back up. Neither political party is obligated until the guild is accepted.

2-109. Under these agreements, common logistics�support includes food, billeting, transportation (including airlift), petroleum, oils, lubricants, vesture, communications services, medical services, ammunition, base operations, storage services, use of facilities, training services, spare parts and components, repair and maintenance services, calibration services, and port services. Items that may not be acquired or transferred nether the ACSA authority include weapon systems, major end items of equipment, guided missiles, nuclear armament, and chemical ammunition (excluding riot control agents).

Summary

2-110. ��Sustainment is articulation interdependent. The deliberate and mutual reliance on joint sustainment tin reduce duplication and increment efficiency. U.S. Championship ten requires each Service to provide its own logistics�support. However, authorization is available through other means to conduct joint sustainment. DAFL gives the CCDR authority to issue directives to subordinate commanders in order to encounter joint sustainment needs. Strategic level sustainment is provided by articulation organizations such equally DLA, USTRANSCOM, USAHRC, DFAS, and USAFINCOM. These generating forces unique capabilities allow them to provide support directly to the operational Army�s modular forces. Multinational operations may include coalitions�and alliances. An alliance is a formal human relationship between multinational partners whereas the coalition is an ad hoc relationship. Under the NATO alliance several options are available for providing sustainment to allied and coalition forces.

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Source: https://rdl.train.army.mil/catalog-ws/view/100.ATSC/0D7107B6-A6B7-445A-B598-253BB85CC28A-1308676390333/4-0/chap2.htm

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