Operations and Plans CellDRAFT 23 June, 1999Go back to: Corps as a Warfighting HeadquartersAssociated sections:
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Funding Planning Logistics plans should be written to anticipate changes. Early involvement of the EAC J4 logistics staff is included in the JPG and CAP process. Logistics planners review lessons learned data bases for unique requirements, planning factors, and potential problem areas. Determine EAC resupply requirements. Identify requirements and pass them to the supported combatant commander. The supported combatant commander will validate the requirements and pass them to the appropriate Service component or outside agency for sourcing. Working with the Service components, the EAC J4 can determine whether the EAC support should be provided from the military (Services), civilian sources, FN, UN, or other nations. Within the logistics staff's section key participants in the planning process are:
A EAC logistics plan should be integrated with component commands and other organizations and agencies, as well as FN and multinational forces, to ensure success. JP 3-0, "Doctrine for Joint Operations," JP 4-0, "Doctrine for Logistic Support of Joint Operations," CJCSM 3122.03, "Joint Operation Planning and Execution System Vol II: (Planning Formats and Guidance)" (which has replaced JP 5-03.2), and CJCSM 3122.04, "Joint Operation Planning and Execution System Vol II: (Planning and Execution Formats and Guidance) (Secret Supplement)," provide planning guidance and areas to consider when developing the logistics plan. Operations Logistics operations staff is then saddled with the logistics plan. Due to the necessity of timeliness and the vagueness of the crisis early on and the fact sustainment capabilities must often be well in-place before operational forces the line between logistics planning and operations is more indistinguishable than the more clear separation of operational staff planners and current operations. For this reason the logistics plans and operations staffs are combined within one cell. Essential to this interface between the planners and the operations staffs is the constant assessment of model and nodel capacities with the concurrent and consistent adjustment of plans with accompanying force requirements. This requires a dual interface with the J5 plans staff and the J3 current operations staff to react to developing crises addressed by the JPG as well as theater logistics asset availability. Essential elements of this interface include the logistics staff providing realistic through put that for the planners to develop reasonable timelines or plans adjustments based on transportation capabilities. Frequently it will be the logistics current operations staff that will set the plans operation tempo as the theater becomes more developed and transportation capabilities are split between sustaining current operations and future plans development. Complicating this will be the adjusted model and nodel capacities as failures occur and maximum capabilities are not achieved at one link in the trough put causing rippling effect throughout the entire line of communication. Daily TPFD meetings and LOC reviews of model and nodel status are essential with representatives from J3,J4 and J5 current operations and planning staffs. Further the J4 section must have permanent LNOs from each logistics specialty assigned to the J5 and J35 plans and J3 current operations to future monitor the flow of logistics and timely identification of potential problems. These LNOs are in addition to daily interface of key logistics staff personnel to the J5, J35 plans and J3 current operations. The final note for logistics planning and operations is the ability for redundant model, nodel and LOCs capable of shifting priorities from start to finish as well as within the various LOC. It is unrealistic for any logistics system to be contained within one LOC. Air, land and sea modes with redundancy of each are required to project our military with sufficient force to overwhelm and quickly destroy the enemy. Funding will generally not be provided from DOD or the EAC. Theater components and defense agencies must fund costs of their participating units or personnel.theater components must capture the incremental costs of operations for possible future reimbursement. Commanders will address funding issues through normal service funding channels. Costs of support provided to the UN must be captured, fully documented, and forwarded to DOD. Costs incurred by the USG in supporting UN Operations can only be recovered if a prior letter of assistance for that specific good or service has been agreed to by the UN and DOD. Support to the UN or friendly nations, not encompassed by a foreign nation support agreement or a USG - UN Memorandum of Understanding, must be approved by theater before such support is provided. COMJTF will comply with UN guidelines on completion of UN in/out-surveys. These surveys document equipment brought into/out of the area for future reimbursement by the UN.
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