ATP-4-90 Brigade Support Battalion Download
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Chapter 3 3-12 ATP 4-90 18 June 2020 STAFF RUNNING ESTIMATES A running estimate is the continuous assessment of the current situation used to determine if the current operation is proceeding according to the commander’s intent and if planned future events are supportable. Each staff section develops a base running estimate that addresses the information specific to the functional area. The base estimate serves as the initial assessment of the unit’s current readiness and indicates how factors considered in the estimate affect the staff’s ability to accomplish the mission. Once a plan is completed, the staff sections continuously update the base functional estimate. A comprehensive running estimate addresses all aspects of operations and contains both facts and assumptions based on the staff’s experience in a specific area of expertise. In their running estimates, each staff section continuously considers the effect of new information and updates the following— Facts and assumptions. Sustainment equipment, vehicles, and their capabilities. Shortfalls and recommended mitigation. Friendly force status. Enemy activities and capabilities. Civil considerations. Risk and mitigation. The BSB has to understand the BCT commander’s objectives, intent and desired end state. Staffs develop running estimates from historical consumption data, Operational Logistics Planner, also known as OPLOG Planner, Quick Logistics Estimation Tool, also known as QLET, GCSS-Army, and the MDMP. The running estimate helps the staff to track and record pertinent information and provide recommendations to commanders. Running estimates represent the analysis and expert opinion of each staff element by functional area. Staffs maintain running estimates throughout the operations process to help commanders in the exercise of C2. An estimate may be needed at any time, so running estimates are developed, revised, updated, and maintained continuously. Creating a running estimate starts with the receipt of a mission and is continually refined throughout MDMP and during the operation. The BSB S-3 and S-4 focus their staff section’s running estimate on the BSB’s internal operations. The SPO section’s logistics running estimate is broader and more encompassing. The SPO section’s running estimate incorporates external sustainment factors as it relates the requirements, capabilities, and shortfalls of the sustainment for the BCT. Sustainment planners, the BSB SPO, and the S-3 use logistics running estimates to recommend changes to the current operation when it is obvious the operation is not unfolding according to plan. Planners analyze potential branches and sequels to current plans. OPERATIONAL CONTRACT SUPPORT Due to force structure limitations, operational contract support may need to fill organic unit shortcomings. Operational contract support is the process of planning for and obtaining supplies, services, and construction from commercial sources to support military operations. The BSB commander, BSB SPO and BCT S-4 understand the risks involved with employing operational contract support. The criticality of the support requirement must be weighed against contractor reliability and availability. During LSCO contracted support is not expected to occur forward of the corps rear boundary. Contractor reliability and operations security are factors contributing to this. Exception to this may be contacted system support specialists.