Description
Assignment Instructions: Throughout the module you were introduced to various concepts and theories. Identify three (3) enabling learning objectives (ELOs) from the module and reflect upon its concepts and theories. Furthermore utilize the three (3) ELOs and discuss your major takeaways from each and expound upon how you can utilize this newly gained knowledge and develop members of your organization for mission success. Write a 550–750-word reflection journal entry, the response should be substantive and provide the instructor with clarity by illustrating your understanding of the concepts and theories associated with your chosen ELO takeaways. Additionally, you should ensure that in your journaling you demonstrate your understanding by applying an example of how you can apply those concepts and theories for leader development within your formation.
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ATP 4-93
11 April 2016
Sustainment Brigade
APRIL 2016
DISTRIBUTION RESTRICTION. Approved for public release; distribution is unlimited.
This publication supersedes ATP 4-93 dated 9 August 2013.
Headquarters Department of the Army
This publication is available at Army Knowledge Online
(https://armypubs.us.army.mil/doctrine/index.html).
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http://www.apd.army.mil/AdminPubs/new_subscribe.asp
*ATP 4-93
Headquarters
Department of the Army
Washington, DC, 11 April 2016
Army Techniques Publication
No. 4-93
Sustainment Brigade
Contents
Page
PREFACE………………………………………………………………………………………………..iii
INTRODUCTION ………………………………………………………………………………………iv
Chapter 1
SUSTAINMENT BRIGADE CAPABILITIES, FUNCTIONS AND ORGANIZATION
……………………………………………………………………………………………………………. 1-1
Capabilities …………………………………………………………………………………………… 1-1
Role and Functions ………………………………………………………………………………… 1-2
Relationships ………………………………………………………………………………………… 1-2
Organization …………………………………………………………………………………………. 1-9
Summary ……………………………………………………………………………………………. 1-16
Chapter 2
SPECIAL TROOPS BATTALION CAPABILITIES AND ORGANIZATION …… 2-1
Capabilities …………………………………………………………………………………………… 2-1
Organization …………………………………………………………………………………………. 2-1
Summary ……………………………………………………………………………………………… 2-6
Chapter 3
COMBAT SUSTAINMENT SUPPORT BATTALION CAPABILITIES AND
ORGANIZATION …………………………………………………………………………………… 3-1
Capabilities …………………………………………………………………………………………… 3-1
Relationships ………………………………………………………………………………………… 3-1
Organization …………………………………………………………………………………………. 3-2
Summary ……………………………………………………………………………………………… 3-8
Chapter 4
MISSION COMMAND ……………………………………………………………………………. 4-1
Overview ………………………………………………………………………………………………. 4-1
Command Post Cells and Staff Elements …………………………………………………. 4-4
Sustainment Brigade Integrating Processes and Continuing Activities ……….. 4-10
Operations Process ……………………………………………………………………………… 4-14
Summary ……………………………………………………………………………………………. 4-19
Chapter 5
THE EMPLOYED SUSTAINMENT BRIGADE ………………………………………….. 5-1
Joint Operations ……………………………………………………………………………………. 5-1
Theater Opening ……………………………………………………………………………………. 5-2
Distribution Restriction: Approved for public release; distribution is unlimited.
*This publication supersedes ATP 4-93 dated 9 August 2013.
i
Contents
Support To Decisive Action ……………………………………………………………………… 5-3
Theater Closing ……………………………………………………………………………………. 5-14
Summary …………………………………………………………………………………………….. 5-16
Appendix A
TEAMS SUPPORTING RETROGRADE OF MATERIEL …………………………… A-1
GLOSSARY ……………………………………………………………………………… Glossary-1
REFERENCES………………………………………………………………………. References-1
INDEX …………………………………………………………………………………………… Index-1
Figures
Figure 1-1. Sustainment brigade staff organization ……………………………………………………… 1-9
Figure 1-2. Sustainment brigade support operations ………………………………………………….. 1-13
Figure 2-1. Notional special troops battalion……………………………………………………………….. 2-2
Figure 3-1. Examples of combat sustainment support battalion support relationships ……… 3-2
Figure 3-2. Combat sustainment support battalion headquarters and staff ……………………… 3-3
Figure 3-3. Notional combat sustainment support battalion. …………………………………………. 3-7
Figure 4-1. Example sustainment brigade command post ……………………………………………. 4-5
Figure 4-2. Sustainment brigade integrating cells ……………………………………………………….. 4-8
Figure 4-3. Example combat sustainment support battalion command post ……………………. 4-9
Figure 4-4. Logistics status reporting flow ………………………………………………………………… 4-13
Figure 5-1. Notional task organized sustainment brigade conducting theater opening
tasks ……………………………………………………………………………………………………. 5-2
Figure 5-2. Sustainment brigade emplacement …………………………………………………………… 5-6
Figure 5-3. Notional task organized sustainment brigade conducting sustainment
operations …………………………………………………………………………………………….. 5-7
Figure 5-4. Notional task organized sustainment brigade conducting theater
distribution operations ……………………………………………………………………………. 5-8
Figure 5-5. Notional support operations in a developed joint operations area …………………. 5-9
Figure 5-6. Notional task organized sustainment brigade conducting theater closing
tasks ………………………………………………………………………………………………….. 5-15
Tables
Introductory table-1. New term ……………………………………………………………………………………… v
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ATP 4-93
11 April 2016
Preface
ATP 4-93 provides doctrine describing the capabilities, organization and operations of the sustainment brigade
and its subordinate units. Subordinate units are task organized to the sustainment brigade depending on
operational and mission variables. This publication also describes sustainment brigade command and support
relationships with tactical units and strategic partners.
The principal audience for ATP 4-93 is all members of the profession of arms. Commanders and staffs of Army
headquarters serving as joint task force or multinational headquarters should also refer to applicable joint or
multinational doctrine concerning the range of military operations and joint or multinational forces. Trainers and
educators throughout the Army will also use this publication.
Commanders, staffs and subordinates ensure that their decisions and actions comply with applicable United
States, international, and in some cases host-nation laws and regulations. Commanders at all levels ensure that
their Soldiers operate in accordance with the law of war and the rules of engagement. (See FM 27-10.)
ATP 4-93 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the
glossary and the text. Terms for which ATP 4-93 is the proponent publication (the authority) are italicized in the
text and are marked with an asterisk (*) in the glossary. Terms and definitions for which ATP 4-93 is the proponent
publication are boldfaced in the text. For other definitions shown in the text, the term is italicized and the number
of the proponent publication follows the definition.
ATP 4-93 applies to the Active Army, Army National Guard/Army National Guard of the United States and
United States Army Reserve unless otherwise noted.
The proponent of ATP 4-93 is the United States Army Combined Arms Support Command. The preparing agency
is the G-3/5/7 Doctrine Division, USACASCOM. Send comments and recommendations on a DA Form 2028
(Recommended Changes to Publications and Blank Forms) to Commander, United States Army Combined Arms
Support Command, ATTN: ATCL-TDID (ATP 4-93), 2221 Adams Ave, Bldg 5020, Fort Lee, VA, 23801-1809;
or submit an electronic DA Form 2028 by e-mail to: [email protected]. In
addition to submission of DA Form 2028, provide same comments and recommendations in MilWiki for rapid
dissemination to doctrine authors and for universal review at https://www.milsuite.mil.
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iii
Introduction
ATP 4-93 describes the Army sustainment brigade characteristics, capabilities, organizations and operational
processes. ATP 4-93 is a revision of ATP 4-93, Sustainment Brigade, last published in 2013. It is written for
commanders, staffs and Soldiers at all levels, leaders and instructors at military institutions, student and doctrine
and training developers. It provides relevant information for an Army sustainment brigade in support of decisive
action tasks.
This publication refines the description of the sustainment brigade headquarters, combat sustainment support
battalion and the special troops battalion. New topics include: command and support relationships, mission
command, command post activities, and sustainment brigade notional task organizations. It reflects the
experiences and knowledge gained from current operations. This ATP also captures organization changes that
impact the capability of the unit to accomplish its mission. Newly created and updated graphics reflect
sustainment brigade current staff organizations and command post cells.
The ATP explains how a sustainment brigade operates to sustain Army forces as part of Army unified land
operations. Unified land operations describe how the Army operates through simultaneous offensive, defensive,
and stability or defense support of civil authorities’ tasks.
The sustainment brigade’s garrison command relationships and activities performed in support of home station
are intended to maximize mission command effectiveness. The attachment of sustainment brigades to a division
at home station does not change their doctrinal mission or war time requirements. Sustainment brigade
headquarters, combat sustainment support battalion headquarters and their garrison subordinate units remain
available for global deployment requirements. Deployed sustainment brigades are task organized to support Army
forces in support of decisive action tasks. The sustainment brigade provides support and services to enable
operational reach, ensure freedom of action, and prolonged endurance, to Army forces conducting decisive action
tasks. The content of ATP 4-93 is consistent with Army doctrine and nested with joint logistics.
The ATP is organized to describe the sustainment brigade capabilities, organization and employed missions. ATP
4-93 has five chapters and one appendix:
Chapter 1 describes the sustainment brigade’s capabilities, functions, and organization. The sustainment brigade
is a multifunctional headquarters integrating and employing all assigned and attached units while planning and
synchronizing sustainment operations. This chapter includes the sustainment brigade’s command and support
relationships. Support operations is introduced as a new term and definition in this chapter.
Chapter 2 describes the special troops battalion capabilities and organization. It is the sustainment brigade’s only
organic unit. The special troops battalion is task organized with companies and detachments which provide
capabilities from across the warfighting functions.
Chapter 3 describes the combat sustainment support battalion capabilities, functions, and organization. The
combat sustainment support battalion conducts logistics operations in support of decisive action. This chapter
includes a discussion of command and support relationships and a graphic illustrating examples of combat
sustainment support battalion support relationships.
Chapter 4 describes how the sustainment brigade commander and staff apply mission command doctrine. It
describes how commanders organize the staff into functional and integrating cells to perform command post
functions and includes recommendations of which staff members perform specific functional cell tasks. This
chapter also offers considerations for establishing integrating cells; current operations, future operations and
plans.
Chapter 5 describes the missions an employed sustainment brigade performs. It depicts notional task organized
sustainment brigades conducting tasks supporting theater opening, sustainment, theater distribution and theater
closing. This chapter includes recently revised materiel management tasks and an expanded theater closing
discussion.
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ATP 4-93
11 April 2016
Introduction
Appendix A identifies recommended teams to conduct retrograde of materiel tasks and provides references to
enable a unit to plan for and execute a retrograde of materiel mission. The appendix lists examples of task
organized teams performing logistics related theater closing tasks. The teams enable base closure and transfer,
recovery, redistribution, retrograde, and disposal of materiel.
Based on current doctrinal changes, a term for which ATP 4-93 is the proponent has been added. The glossary
contains acronyms and defined terms. See introductory table-1 for new Army terms.
Introductory table-1. New term
Term
Remarks
support operations
New Term and Definition
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Chapter 1
Sustainment Brigade Capabilities, Functions and
Organization
The sustainment brigade is a flexible headquarters that is task organized to support
unified land operations and command subordinate sustainment organizations. It is task
organized with a combination of combat sustainment support battalions and functional
logistics battalions. This chapter describes the capabilities, relationships and
organization of the sustainment brigade headquarters.
CAPABILITIES
1-1. The sustainment brigade is a multifunctional headquarters integrating and employing all assigned and
attached units while planning and synchronizing sustainment operations. It is the Army’s primary brigade
level sustainment headquarters. The sustainment brigade supports Army forces at the tactical and operational
levels, providing support to brigade combat teams (BCTs), multifunctional and functional support brigades,
deployable, self-contained division and corps headquarters, and other units operating in its assigned support
area. Depending upon operational and mission variables, the sustainment brigade commands between three
and seven battalions. Sustainment brigades are usually assigned or attached to a sustainment command. The
sustainment brigade and its attached units will normally have a general support relationship with supported
organizations.
1-2. The sustainment brigade is expeditionary, inter-operable and agile. These characteristics describe the
attributes that the organization requires to be effective. The sustainment brigade is expeditionary as it can
deploy task organized forces on short notice to austere locations and conduct sustainment operations
immediately upon arrival. The sustainment brigade is inter-operable as it can task organize rapidly and
integrate joint, inter-organizational and multinational requirements and capabilities. The sustainment brigade
is agile as it can transition sustainment support across all decisive action tasks.
1-3. The sustainment brigade is task organized with units required to execute logistics and personnel
services. Logistics includes; supply, maintenance, transportation, field services, distribution, and operational
contract support. Personnel services are sustainment functions that fund and man the force. Examples of
brigade task organizations are in chapter 5.
1-4. The combat sustainment support battalion (CSSB) is the building block upon which the sustainment
brigade capabilities are developed. The CSSB is addressed in chapter 3. The organization and operations of
most functional logistics battalions are addressed in specific functional Army techniques publications.
Organizational information about functional logistics battalions is available in unit authorization documents
and from force design resources located at the Combined Arms Support Command Sustainment Unit One
Stop website.
1-5. A financial management support unit and a human resources company may be attached or assigned to
the sustainment brigade. The financial management support unit and the human resources company are
addressed in chapter 2.
1-6. The sustainment brigade headquarters is designed to operate as a single command element without the
ability to conduct split based operations. The sustainment brigade cannot create or operate a tactical command
post (CP) without accepting risk in other areas. More information about the command post is in chapter 4.
1-7. The sustainment brigade headquarters plans and conducts base security and protection against level I
threats. Level II and III threats require coordination with designated combat reaction forces. The sustainment
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Chapter 1
brigade cannot be assigned an area of operations or manage terrain. More information about protection is in
chapter 5.
1-8. A task organized sustainment brigade is dependent on the following organizations:
Sustainment brigade signal network support company for signal support.
Area support medical company for Role 2 medical support.
ROLE AND FUNCTIONS
1-9. A role is the broad and enduring purpose for which the organization or branch is established (ADP 101). An organization or branch has only one role. The role of a sustainment brigade commander and staff is
to exercise mission command for task organized sustainment brigades. Mission command is the exercise of
authority and direction by the commander using mission orders to enable disciplined initiative within the
commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations (ADP
6-0).
1-10. The sustainment brigade executes logistics and personnel services functions associated with theater
opening, sustainment, distribution, and theater closing missions. A function is a practical grouping of tasks
and systems (people, organizations, information, and processes) united by a common purpose (ADP 1-01).
Properly task organized, a sustainment brigade could be conducting theater opening tasks, sustainment and
theater distribution tasks during the early phases of an operation or if it is the only sustainment brigade in the
joint operations area (JOA). This same sustainment brigade, with a different task organization, can transition
to conducting a theater distribution mission or sustainment mission. More information about sustainment
brigade functions supporting employed operations is in chapter 5.
RELATIONSHIPS
1-11. Commanders task organize the force to provide specific capabilities in support of mission
requirements. They task organize the force by establishing command and support relationships. These
relationships establish clear responsibilities and authorities between subordinate and supporting units. For
every operation, the sustainment brigade commander and subordinate commanders must make every effort
to ensure command and support relationships are clearly expressed in orders; their own and those of their
higher headquarters and supported organizations. Doctrine sets general guidelines; mission orders will
determine the details of the relationships. Doctrinal relationships are defined and explained in ADRP 5-0,
The Operations Process, and FM 6-0, Commander and Staff Organization and Operations.
1-12. Sustainment brigade commanders closely evaluate the outcome they wish to achieve and then decide
which combination of command and support relationships to assign subordinate units. The relationships must
accommodate the known situation and empower subordinate leaders to respond to the unknown. Changes in
command relationships do not necessarily require changes in support relationships, especially if the nature
of the support does not change. Simple command and support relationships increase the likelihood of success.
1-13. The sustainment brigade commander also establishes informal relationships. The informal relationship
between the sustainment brigade and the division G-4 (assistant chief of staff, logistics) provides another
source of information for the sustainment brigade commander to consider when determining appropriate
command and support relationships and internal task organization. A description of the relationship between
the division G-4 and sustainment brigade support operations (SPO) is in the organization discussion later in
this chapter.
COMMAND RELATIONSHIPS
1-14. Command relationships define command responsibility and authority. Army command relationships
are: organic, assigned, attached, operational control, and tactical control. Command relationships unify effort
and enable commanders to use subordinate forces with maximum flexibility. The type of command
relationship often relates to the expected longevity of the relationship between the headquarters involved and
quickly identifies the degree of support that the gaining and losing Army commanders provide. Leaders and
Soldiers must understand the different kinds of command relationships and the impact those relationships
have on providing and receiving sustainment support.
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Sustainment Brigade Capabilities, Functions and Organization
1-15. The sustainment brigade has different command relationships depending on many factors including,
mission, priorities of support and transitioning task organization. Sustainment brigades are usually assigned
or attached to a sustainment command. The sustainment brigade’s command relationship and task
organization changes based on changing mission requirements. Subordinate battalions may have different
command relationships than the parent sustainment brigade.
1-16. The command relationship provides the authority to control unit mission. If a CSSB, or functional
logistics battalion, has a command relationship with a unit they do not also have a support relationship with
that unit. If the CSSB is attached to a sustainment brigade, the sustainment brigade has the authority to
establish priorities and impose further command or support relationships. This relationship enables the
sustainment brigade to maximize the capacity of all the subordinate CSSBs. Mission command doctrine
describes the intended relationship, not a prescribed relationship.
Army Service Component Command
1-17. An Army Service Component Command (ASCC) assigned to a geographic combatant command is
organized, manned, and equipped to perform three roles:
Theater Army for the geographic combatant command to which it is assigned.
Joint task force headquarters (with augmentation) for a limited contingency operation in that area
of responsibility (AOR).
Joint force land component (with augmentation) for a limited contingency operation in that AOR.
1-18. The ASCC is the primary vehicle for Army support to joint, interagency, intergovernmental, and
multinational forces. The ASCC headquarters directs functions that include theater opening, theater
distribution, reception, staging, onward movement and integration (RSOI), joint logistics over-the-shore
operations; and sustainment and security coordination. A theater sustainment command (TSC) assigned to
the ASCC is task organized with expeditionary sustainment commands and sustainment brigades to support
mission requirements. The sustainment brigade has a command relationship with a sustainment command.
The sustainment command has a command relationship with the ASCC. See FM 3-94, Theater Army, Corps,
and Division Operations, for more information about the ASCC.
Corps
1-19. The corps headquarters is organized, trained, and equipped to serve as the ARFOR in campaigns and
major operations, with command of two or more Army divisions, together with supporting theater-level
organizations, across the range of military operations. When required, a corps may become an intermediate
tactical headquarters under the land component command, with operational control of multiple divisions
(including multinational or Marine Corps formations) or other large tactical formations. The corps
headquarters has the capability to provide the nucleus of a joint task force or joint force land component
headquarters. The corps normally has one expeditionary sustainment command (ESC) and one medical
brigade in direct support. The sustainment brigade normally has a command relationship with an
expeditionary sustainment command.
Sustainment Commands
1-20. The TSC synchronizes current and future sustainment operations for an ASCC headquarters. The TSC
deploys an expeditionary sustainment command when the TSC determines that a forward command presence
is required.
1-21. The expeditionary sustainment command is a headquarters which deploys to an area of operations
(AO) or joint operations area (JOA). The ESC provides command capabilities when multiple sustainment
brigades are employed or when the TSC determines that a forward command presence is required.
1-22. The significant difference between TSC and ESC capabilities is scale and scope. The TSC looks across
the area of responsibility and shapes sustainment operations. It sets the conditions for successful sustainment
operations. The TSC provides guidance to the strategic partners when priority conflicts exist between JOAs.
The ESC is focused on the JOA and executing the joint task force or Army forces commander’s priorities.
The ESC also manages the sustainment mission in the JOA. The TSC maintains oversight of sustainment
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Chapter 1
operations within the operational area with direct coordination with the ESC and its sustainment information
systems. This capability provides the TSC commander with the regional focus necessary to provide effective
operational-level support to Army or joint task force missions. The TSC may employ multiple ESCs within
the theater.
1-23. The sustainment command, either the theater sustainment command or the expeditionary sustainment
command, is the senior Army sustainment headquarters (less medical) in an area of responsibility in support
of the ASCC, Corps or joint task force. The sustainment command plans and coordinates the sustainment
functions supporting theater opening and theater closing. They also plan and coordinate theater distribution
and sustainment operations in support of Army, joint, interagency, and multinational forces as required. The
sustainment command communicates sustainment priorities, as determined by the geographic combatant
commander (GCC) and ASCC, to the sustainment brigade commander. See ATP 4-94, Theater Sustainment
Command, for more information about sustainment commands. Sustainment brigades are usually assigned
or attached to a sustainment command.
Division
1-24. The division commands multiple Army brigades and is the Army’s primary tactical headquarters for
decisive action. When required it may serve as a joint task force or joint force land component headquarters
in a limited contingency operation. As required, the division may be the Army component and the joint force
land component within a joint task force. Their principal task is directing subordinate brigade operations.
Divisions are not fixed formations. They may control more than one type of brigade combat team (BCT). A
division can control up to six BCTs with additional appropriate multifunctional supporting brigades. In most
cases, deployed sustainment brigades will have a command relationship with a sustainment command and a
support relationship with a division.
SUPPORT RELATIONSHIPS
1-25. Support relationships define the desired purpose, scope, and effect when one capability supports
another. Army support relationships are not command authorities and are more specific than joint support
relationships. FM 6-0, Commander and Staff Organization and Operations, discusses Army and joint support
relationships. JP 4-0, Joint Logistics and JP 4-08, Logistics in Support of Multinational Operations, and
Allied Land Publication 4.2, Land Forces Logistic Doctrine, have more information about the authorities,
organizations, and control mechanisms that enable the synchronization of logistics in support of the joint and
multinational force commander. Chapter 5 of this ATP has more information about the sustainment brigade’s
support to joint operations.
1-26. There are four support relationships in Army doctrine: direct support, reinforcing, general support
reinforcing and general support. In the past, these relationships were referred to as field artillery tactical
missions. These tactical missions are now referred to as support relationships and are used by the rest of the
Army to employ unit capabilities to achieve results required by supported commanders. The sustainment
brigade’s support relationship is general support unless otherwise ordered. This support is executed through
the area support method. Area support is discussed in chapter 5 of this ATP.
Joint Forces
1-27. The Services are responsible for operational logistics support systems, platforms, and their execution
to support the force. However, the sustainment brigade may provide common user support, common-user
logistics, and common-land transportation support to the joint force. If this is the case, the joint force
commander (JFC) will annotate the details in orders. A sustainment brigade providing support to joint forces
is not a command or center for joint logistics, it is a brigade supporting a joint force, as per the operations
order. See chapter 5 for a more complete discussion of the sustainment brigade’s role in joint operations. See
FM 4-95, Logistics Operations, for more information on the Army’s responsibilities as executive agent to
other Services.
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Sustainment Brigade Capabilities, Functions and Organization
Special Operations Forces
1-28. The sustainment brigade special operations (SO) airborne (ABN) is a unique Army sustainment
brigade because it maintains global situational awareness of deployed Army special operations forces
logistics support structures. The sustainment brigade (SO) (ABN) sets the operational-level logistics
conditions in order to enable Army special operations forces missions. It is assigned to United States (U.S.)
Army Special Operations Command and focuses on operational to tactical sustainment support. During
periods where only special operations forces are operating in a theater, support may be executed under the
sustainment brigade (SO) (ABN). ATP 3-05.40, Special Operations Sustainment, provides more details on
special operations sustainment.
1-29. When deployed, the sustainment brigade (SO) (ABN) acts as the single logistics headquarters for a
joint special operations task force. The sustainment brigade (SO) (ABN) integrates Army special operations
forces support requirements into the ASCC support plan and ensures a timely response to Army special
operations forces requirements. The sustainment brigade (SO) (ABN) may also serve as an early entry control
element for one CSSB in support of a conventional force expansion in the theater of operation until relieved
by a conventional sustainment brigade. The sustainment brigade provides general support to special
operations forces.
Transportation Brigade Expeditionary
1-30. The transportation brigade expeditionary is a transportation headquarters controlling all assigned and
attached units while managing and conducting seaport operations. The transportation brigade exp
