ATP-4-90 Brigade Support Battalion Download
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Chapter 3 3-6 ATP 4-90 18 June 2020 Mitigation of shortfalls links materiel management to transportation in terms of commodity, quantity, and priority. It ensures that adequate transportation assets are identified and obtained against the requirement deficiency. Synchronization ensures distribution is synchronized with transportation operation cycles to ensure modes with sufficient capacity are available when commodities are positioned for movement. It also synchronizes distribution with operational tasks, phases, and objectives. Distribution is the operational process of synchronizing all elements of the logistics system to deliver the “right things” to the “right place” at the “right time” to support the commander. Visibility provides the materiel managers visibility of commodities, available, queued, and prioritized. This allows distribution managers to allocate adequate transportation for movement. Distribution integration personnel coordinate with the S-3/G3 when they have developed a distribution plan. This plan must be coordinated with the S-3/G3 for inclusion in the BSB operations process and operation order. DISTRIBUTION MANAGEMENT AND OPERATIONS PROCESS INTEGRATION The BSB commanders and staff integrate the distribution management process into the operations process to develop a distribution plan that is synchronized with operations and all warfighting functions. Failure to execute this integration leads to operational conflicts that hinder or prevent timely supply distribution. The commander and staff realize that support operations offices and the plans developed therein are fundamentally an integral part of BSB operations. Although the S3 and SPO are separate offices, they are inextricably linked during the operations process and MDMP. The BSB S3 and SPO collaborate continuously through the phases of planning, preparation, execution and assessment. Planning Planning may be highly structured or less structured depending on mission and operational variables, especially the variable of available time. During planning the BSB S3 and SPOs execute the military decision making process appropriate for the planning horizon; the more time available, the more detailed the planning becomes. For the BSB, future operations are normally fall within a span of days and hours. The BSB SPO focuses on future operations while the BSB S3 focuses on current operations. Regardless of the horizon, the outcome of a plan is an executable operation order. The order synchronizes the BSB company actions in time, space, and purpose to achieve objectives and accomplish the mission. Understanding the distribution management process to include all subordinate functions that are executed facilitates this process. The order also informs others outside the organization on how to cooperate and provide support. The order describes the situation, establishes a task organization, describes the concept of operations, assigns tasks to subordinate companies, and provides essential coordinating instructions. The order may be in FRAGORD form issued as needed to change or modify an OPORD during execution. The BSB commander and staff apply the philosophy of mission command when planning, understanding that no one has complete knowledge of the situation. Imperfect knowledge and assumptions about the future are inherent in planning and it cannot precisely predict how enemies will react during operations. Planning does not eliminate uncertainty but, instead, identifies actions to take in the midst of uncertainty. Regardless, planning results in improved situational understanding facilitates future decision making. Planning and plans help leaders to: Understand the situations to include supply requirements and develop solutions to problems. Task-organize the supply and transportation units and prioritize efforts. Direct, coordinate, and synchronize action. Anticipate events and adapt to changing circumstances. Planning allows sustainment commanders and staffs to stay focused on the future in spite of requirements for current operations. During planning the BSB commander and staff anticipate enemy action and problems and develop distribution contingency plans to provide flexibility. Decision points, branches and sequels are tools used to accomplish this. A decision point is a point in space in time where the commander and staff expect to make a ley decision on a course of action. A decision point is tied to the