AFRICAN STANDBY FORCE Logistics Manual ASF RESTRICTED CHAPTER 1 THE CONCEPT OF ASF LOGISTICS INTRODUCTION This Manual builds on the concept of logistics support contained in the ASF Logistics Support Concept Paper. It provides a conceptual approach for commanders to design and execute effective logistics support plans within the context of an ASF command structure for deployment, sustainability and redeployment of future ASF Missions. The purpose of the African Standby Force (ASF) is to provide the African Union with capabilities to respond to Conflicts through the deployment of Peace Missions and Interventions pursuant to Article 4 (h) and (i) of the constitutive act. The Force is intended for rapid deployment in the conduct of Peace Support Operations (PSO) that may include preventative deployment, peace building, post conflict disarmament demobilization, re-integration, humanitarian assistance etc. To address its rapid deployment posture, the Force is organized around five regional standby Forces constituted around Regional Economic Communities (RECs). The RECs provide an organizational hierarchy that links the African Union headquarters and the regional Troops Contributing Countries (TCCs). The Peace and Security Council (PSC) of the African Union forms the strategic level decision making institution that has the authority to mandate peace support missions. Command and Control of such missions are to be placed under a Special Representative to the Chairperson of the Commission of the AU. The chairperson also appoints a mission Force Commander (ASFFC) upon approval of the Peace and Security Council (PSC). An ASF operation therefore is undertaken under the political control of the AU. 0101. The RECs/regions can within the provisions of Chapter VIII of the UN Charter mandate their own regional peace support operations on authorization by the African Union. All intervention missions, however, are subject to authorization by the United Nations Security Council, and conducted under the command of an appointed Lead Region (LR) or Force Commander. . - ASF RESTRICTED ASF RESTRICTED ASF forces must be capable of acting as a cohesive coalition built upon identified capabilities and agreed doctrine. An ASF force may be deployed in a mission area (MA) from a benign to a hostile environment. ASF forces must be able to simultaneously or successively, secure and enable Lines of Communication (LOCs), key terrain, key points and entry points such as Air and Sea Ports of Disembarkation (APODs and SPODs, respectively). The successful deployment of an ASF force requires forward logistic C2 elements to be in place early inorder to undertake the following theatre logistics tasks: Reception, Staging, Onward Movement and Integration (RSOI) co-ordination; Coalition Movement Control; Coalition management of Access, Basing and Overflight (ABO). Coalition control of common classes of supplies, including fuel, common HNS and infrastructure, Coalition management of medical and health service support. The expeditionary nature of potential ASF operations requires robust procedures for RSOI possibly starting at the Points of Embarkation (POEs), a reliance on Host Nation Support (HNS), the adoption of coalition logistic principles, and the provision of in-theatre resources in order to minimise the deployed footprint for the TCCs. 0102. The ASF operational concept is defined by six operational scenarios that broadly address how the Force will function. These scenarios address multiForce deployments by the AU as a contribution to international peace and security. The scenarios emphasise the rapid nature of employment of the ASF and the speed with which the logistics tail must be operationalised. The Policy Framework describes the scenarios as follows: a. Scenario 1: AU/Regional military advise to a political mission. Deployment should complete within 30 days from issuance of an AU Mandate/Resolution. b. Scenario 2: AU/Regional observer mission co-deployed with a UN Mission. Deployment effected within 30 days of the AU mandate/resolution. c. Scenario 3: Stand-alone AU/Regional observer mission. Deployment effected within 30 days of the AU mandate/resolution. d. Scenario 4: AU/Regional peacekeeping force under Chapter VI and preventive deployment missions, including peace-building. Deployment effected within 30 days from an AU mandate/resolution. e. Scenario 5: AU peacekeeping force for complex multi-dimensional peacekeeping missions, including those involving low-level spoilers. ASF deployment completed within 90 days of the AU mandate/resolution with the military component being able to deploy within 30 days. - ASF RESTRICTED ASF RESTRICTED f. Scenario 6: AU intervention, e.g. in genocide situations where the international community does not act promptly. Here it is envisaged that the AU would have the capability to deploy a robust military force within 14 days. 0103. The rapid nature of deployment of forces has implications on force structures and arrangements. The Policy Framework specifies significant implications of varying degrees of readiness levels as: a. At 14 days readiness, collective training involving field exercises with all units is essential prior to activation. At this level of readiness, there is a clear requirement for a standing and appropriately staffed Headquarters and its support. There is also a requirement for an established and appropriately stocked logistics system capable of sustaining the entire Force. Individual AU Member States must be ready to provide this capability. b. At 30 days readiness, collective training involving at least a headquarters command post exercise must occur prior to activation. There is also a clear requirement for at least a standing nucleus of a Force headquarters, with its attendant support, as well as an established and fully stocked logistics system capable of sustaining the entire force. In its system contingents should deploy with a capability of self-sustainment for 60 days. In this regard, ASF owned regional logistics bases may be required. 0104. At 90 days readiness, there may be time available to conduct collective training to develop a level of coherence prior to deployment. There is also time to establish a headquarters and logistics stocks. A requirement, however, exists for a core staff to manage the standby system, and to standardize procedures and doctrine. 0105. To deploy within the relevant timelines for the respective conflict scenarios, the ASF will have mission-ready units and HQs with equipment, including vehicles and communications, ideally held in centralised regional logistics bases, or provided by donors under clear terms of commitment (See Chapter 5 - Transport & Movement). These requirements pertain to predeployment activities. To launch ASF elements into mission areas, these predeployment arrangements will be supported by standing arrangements for strategic sea and airlift. DEFINITION OF LOGISTICS1 1 NATO AAP-6 (2003) - ASF RESTRICTED ASF RESTRICTED Logistics is вЂњthe science of planning and carrying out the movement and maintenance of forcesвЂќ. In its most comprehensive sense, logistics covers those aspects of military operations which deal with: Design and development, acquisition, storage, movement, distribution, maintenance, modification, evacuation and disposition of material. Transport of personnel and material. Acquisition or construction, maintenance, operation, and disposition of facilities. Acquisition or furnishing of services. Medical and health service support. Logistic functions include: materiel management (from procurement to disposal), supply, maintenance and repair, services (e.g. accommodation, burial, water provision, laundry), movement and transportation, Infrastructure Engineering for Logistics (IEL), health and medical, finance, budget and contracting, and all related administrative issues. PRINCIPLES OF LOGISTICS Foresight 0106. Logistic planners, at all levels, must analyse the probable course of future operations and forecast the likely requirement for personnel, materiel, services and equipment, as well as their movement and provision. This is the primary input to the assessment of sustainability. Close liaison between operations and logistics staffs is essential to achieve realistic forecasts of future logistic effort, which will often provide its own strategic, operational or tactical signature. By employing foresight, and activating all sources of support, logisticians must ensure that future intentions are not inadvertently exposed or operational security prejudiced. Foresight identifies the need to deploy a particular asset, as well as the timing of its deployment. For instance, the knowledge of the expected location of deploying troops, and of the anticipated environmental conditions will assist in determining the correct force structure by incorporating infrastructure assets. This will ensure that essential facilities are actually in place in the Joint Operations Area (JOA), on time, to assist the reception of the force. Likewise, foresight and knowledge of the available resources in theatre will enable the optimum balance to be struck between the movement of bulky temporary deployable accommodation and the deployment of infrastructure and labour resource specialists to maximise opportunities in the JOA. Foresight ensures that optimum efficiency is achieved by delivering exactly the right levels of support, with a reserve as appropriate, only to where it is needed. Co-operation Co-operation implies sharing responsibilities to optimise the logistic footprint. - ASF RESTRICTED ASF RESTRICTED Multi-regional co-operation among ASF nations, as well as other organisations is essential. Co-operation amongst all functions and at all levels of logistic support will ensure the optimal use of limited resources. Multinational operations are often best served through a corresponding logistic approach. The opportunities for inter-regional and international co-operation will often be determined by the ASFLSG or ASFFC from the planning stage. Services and commodities of common usage by RECs/regions/TCCs should be provided by a designated Lead Region/TCC for use by others. A prerequisite for co-operation is the assimilation and exchange of relevant information, or data. Information concerning the status of logistic assets is essential for the efficient management and co-ordination of support to multinational forces. In order to enable cooperation multinationally the information exchange requirements need to be determined and established between the AU and Regional logistics planners. Fundamental to the planning of any operation, therefore, is a logistic information plan, incorporating personnel, equipment and sustainment flows. Once in place, such a system will provide a formal mechanism on which to base cooperative logistics. Flexibility 0107. Logistic support must be proactive, adaptable and responsive to achieve the objective. Adequate planning which considers potentially changing circumstances enhances flexibility. A balance must be found between rigid systems and structures (which can ease co-operative measures) and functional flexibility, which is not limited to the mission area, but may extend throughout the Lines of Communication (LOC). As an operation develops, the logistic structure and the support it must provide can change, necessitating the diversion of resources from one TCC to another, depending on ASFFCвЂ™s priorities. The principal criterion is that the ASFFC must have sufficient authority over his logistic resources to enable him to sustain the forces assigned to him, including the ability to secure Host Nation Support (HNS). Simplicity 0108. Simple plans and orders and uncomplicated, mission-oriented logistic organisations minimise confusion and help to ensure that the support provided meets the operational requirements. Furthermore, simple reporting mechanisms ensure the accurate and efficient dissemination of information. The logistic plan must be easy to understand and implement. Simplicity is further enhanced by common logistic processes amongst Regions and TCCs through training on common procedures leading to common doctrine within the ASF. A logistic commander must have sufficient overview and control of the support arrangements within the mission areas and LOC to ensure freedom of action. Economies of Scale - ASF RESTRICTED ASF RESTRICTED 0109. Economies of scale imply the effective and efficient use of resources keeping in mind the primacy of operations. Mutual support structures and mechanisms, such as multi-regional logistic organisations and HNS, should be utilised whenever practical to achieve economies of scale, increase reserve capacity/capability and improve the overall quality of support. The goal is to achieve these advantages, while simultaneously minimising the 'logistic footprint'. Further consideration of economy and effectiveness will ultimately determine the most appropriate organisation, in some cases employing alternative, non-military support mechanisms. Timeliness 01010. Developing and implementing an effective logistic framework requires considerable planning and co-ordination between ASF authorities and RECs/regions. Since the most critical phase of logistic execution is deployment and initial operational set-up, it is essential that regional and multi-regional logistic command and control elements and enabling forces be approved and established before the deployment of the main body begins. Co-ordination 01011. Co-ordination of logistic support between ASF members is essential, and must be carried out at all appropriate levels, and also with other states and other organisations as required. Generic and pre-arranged agreements are the tools to facilitate logistic co-ordination and this may require the appointment of regional representatives or liaison officers to ensure that CR are aware of and react appropriately to both regional and ASF priorities, and that such priorities are harmonised. Overall responsibility for co-ordination lies with the ASF authorities and should be a matter of routine. Authority 01012. There is an essential interdependence between responsibility and authority. The responsibility assigned to any ASF military commander must be matched with the delegation of authority by RECs/regions to allow the adequate discharge of responsibilities. The ASF military commander at the appropriate level must be given authority over the logistic resources necessary to enable him to receive, employ, sustain and redeploy forces assigned to him by RECs/regions in the most effective manner. Assured Provision and Sufficiency 01013. RECs/regions must ensure, either individually or through cooperative arrangements, the provision of adequate logistic resources of the - ASF RESTRICTED ASF RESTRICTED appropriate quantity and quality to support their forces while executing ASF missions. Stock levels and distribution of logistic resources must be both sufficient to achieve designated levels of readiness, sustainability and mobility and to provide the required military capability during necessary for the conduct of ASF operations. Visibility and Transparency 01014. The exchange of relevant information between ASF authorities and RECs/regions concerning logistic assets and capabilities is essential for the efficient management and co-ordination of support to ASF forces. Synergy 01015. Synergy is the expanded benefit achieved by applying logistic principles simultaneously. Synergy results when CRs/TCCs contribute to a common goal, with the net benefit being greater than the sum of their separate contributions. To be truly effective, any multi-regional organisation must build upon the strengths of the component parts. Multi-regional logistic support in the overall concept should be oriented to the particular logistic strengths of the CR. This serves to provide more efficient support to the overall force and thereby creates a more robust logistic concept. Standardisation 01016. Standardisation of material, resources, services and procedures has a direct impact on interoperability, sustainability and effectiveness and should be encouraged as far as possible. - ASF RESTRICTED ASF RESTRICTED CHAPTER 2 OVERVIEW OF ASF AND REGIONAL FORCE LOGISTIC PLANS 0201. The concept for UN and multinational operations are equally applicable to ASF deployments. The integrated logistic doctrine within the AU will provide the template for multinational doctrine and the cornerstone for contributing nations to align their support. 0202. The execution of logistics within the AU requires a universally accepted set of procedures, which allow contributing nations to offer support at a centralised level from where policy can be determined. This initial phase would be conducted at government level and address matters such as the lead nation, command structures, the MOU, accountancy, reimbursement and the provision of supplies from contributing nations, the host nation and possible centralised African Standby Force stockpiles. The implementation of these policies should be based around an extension of the lead nation joint policy, with contributing nations providing logistic staffs to reinforce the Multinational Logistic Headquarters (MLHQ). These staff officers should ideally have exercised with their counterparts from all member states, thereby providing multinational logistic management across the spectrum of needs. It is recognised that different operations will require different types of expertise. However, establishing the procedures to identify and activate this support is crucial to African Standby Force operations. 0203. Multinational Logistics Management: Although greater prominence is placed on strategic management, the execution of logistic support to multinational operations will emanate from the deployed MLHQ. This HQ will work in conjunction with the Multinational Headquarters in theatre, and will coordinate operational/mission needs. The commander will not necessarily be from the lead nation, but normally be appointed from the nation providing the majority of logistic support. The primary roles and responsibilities of the MLHQ will include: a. Delivering the required logistic capability in support of ASF PSOs. b. Implementing the operational logistic plan in accordance with multinational doctrine and agreements. c. Ensuring the financial integrity of the force. d. Exploiting the use of Management Information Systems (MIS) across the multi-national force. - ASF RESTRICTED ASF RESTRICTED e. Promoting a close interaction with all contributing nations at both the strategic and operational level. f. Developing multinational logistic procedures. g. Providing a transparent audit trail for personnel and material. h. Exploiting Host Nation Support (HNS) facilities. 0204. Structures: It is envisaged that any MLHQ would, wherever possible, mirror the national headquarters of the contributing nations, thereby providing procedural continuity and ease of integration. Where procedures are not part of national doctrine the lead nation would provide the structural template for the headquarters. Contributing nations will provide staff officers as appropriate to their national contributions, and may also be required to provide general staff to assist with the running of the headquarters, while acting as liaison officers or individual specialists. The headquarters will, by definition, be integrated, and therefore, provide a depth and breadth of logistic knowledge at multi-national regional and national levels within a single comprehensive logistic framework. 0205. Interoperability and Training: Interoperability is a key factor in delivering integrated, multinational logistic support. Understanding the capability of member nations equipment will enhance and accelerate the provision of support. This is best addressed through multinational training exercises and seminars. Regular training exercises will be scheduled by the ASF OVERVIEW OF THE ASF LOGISTICS SUPPORT PLAN 0206. Although units may operate national assets during early ASF operaions, an acceptable level of interoperability can still be achieved initially through standardisation of procedures, commonality in basic supply requirements, and acquisition of compatible key equipment to provide the necessary interface between national troop contributions in selected areas such as communications. The long-term goal is the use of standardised materiel and equipment across all ASF units. 0207. Safety measures for the troops include the use of armoured protected vehicles as well as other passive means. However, this requirement must be balanced against the requirement for a transportation system that provides the intended rapid deployment capability. Furthermore, the units assigned to ASF operations must be equipped to operate in an environment where limited, if any, infrastructure is available to support operations or the physical well being of troops. 0208. The responsibility for the logistic support of AU/ASF peacekeeping and humanitarian operations is shared by the AU/Regions and the Nations participating in that operation. This will also apply in cases where the AU is the Mandating Authorities for a particular mission in which the ASF/Regions may participate. - ASF RESTRICTED ASF RESTRICTED 0209. All logistic resources and services rendered to these units should ideally be financed by the Mandating Authority and be provided prior to deployment. The AU has established its own reimbursement rates and procedures, which are contained in Chapter 8 of this Manual. 02010. The development and refinement of AU multinational doctrine will provide impetus for the development of standard logistic directives and procedures for Peace Support Operations, Crisis Response Operations and other disaster/humanitarian operations. Sustainment 02011. Based on existing principles in the UN system, Troop Contributing Countries must be prepared to sustain their units from national sources from the time of arrival in the Mission Area until the Mandating Authority's logistics system has been established. Previous experience with the United Nations system has shown that its logistics system is not able to support or sustain a substantial force in the first 3 вЂ“ 6 months after the UN Security Council has issued a mandate. 02012. Considering ASF's envisaged rapid deployment capacity and its limited deployment period, ASF can supplement its supplies through host nation support and/or local commercial companies. Therefore, the Force should have the inherent capability to negotiate and conclude host nation support agreements as well as contracts with other civilian authorities and commercial companies in co-operation with the logistic and administrative authorities of the Mandating Authority. 02013. The follow on forces to replace the rapid deployment forces will, however, need to be sustained through the conventional system over a sustained time frame. Logistic service and support within AU headquarters should be multinational in order to carry out logistics in the most cost effective manner. 02014. ASF Logistic support can be divided into common user items and services, which are supplies and services of an interchangeable nature and broadly used by the various troop contributions, and non-common user items and services, which are supplies and services required only by one or a very limited number of troop contributions. The establishment of an AU Military Logistic Depot (MLD) and Regional Logistics Bases is elaborated in Chapter 6. 02015. In order to support ASF deployment in the most flexible and efficient manner it would be beneficial for common user items and services to be provided for centrally, and non-common user items and services to be provided for directly from national sources. Individual troop contributions to operations at battalion and independent company level must have sufficient transport and - ASF RESTRICTED ASF RESTRICTED supply capability to provide for their units. On maintenance they should have the capacity to conduct minor repairs and to supply spare parts. The logistic service and support from the ASF to units and independent companies should be rendered as multinational in order to minimise and simplify the logistic force support to deployed elements. Command Status 02016. The ASF Logistic Commander should have operational command over all deployed multi-national logistic elements and resources. Clear guidelines must be developed, coupled with a cohesive multi-national command and control structure, to ensure that logistic policy is efficiently and effectively translated into activity on the ground. The aim of all logistic support is to ensure that the ASF can achieve its mission. Fiscal Policy 02017. The headquarters must have a staff structure that allows the delegation of financial authority and a mandate to commit funds placed with the Chief Administrative Officer or his delegated representative. In cases where the AU is the mandating authority, the AU Envoy should assume this role. By allowing the inclusion of necessary civilian staff elements in the Force HQ staff, unity of effort will be ensured in this important field. The following elements comprising an integrated civilian and military staff will be incorporated at the Mission HQ: a. b. c. d. e. f. Logistic Supply Support Unit. Technical Maintenance Repair and Recovery Support Unit. Base Support Unit. Movement Control Unit. Operations Accounting and Asset Tracking Unit. Air Support Unit. OVERVIEW OF ASF ORGANISATION (TOE) LOGISTIC PLAN AND TABLE OF 02018. Planning Phase. A multinational logistics planning group will be responsible for identifying all the logistic parameters of the operation and related logistic force preparation in conjunction with the planning staff of the ASF. TCCs will identify all the logistic parameters of the mission and related logistic force preparation in conjunction with the planning staff of the ASF. - ASF RESTRICTED ASF RESTRICTED 02019. The planning should include the following to enable synergistic planning outputs: a. b. c. Logistic Support Analysis. Logistic Support Plans. Logistic Support Training. 02020. Mobilisation. The logistic support grouping of each TCC will be responsible for logistics regarding collection and migration of personnel/material and transporting them to the mobilisation point, including supplies needed at mobilisation point and Forward Assembly Areas. All TCCs will mobilise their forces and ensure that they are equipped sufficiently to execute their tasks for deployment as part of the ASF. The TCC must equip its forces to be self sustained for a period of up to 90 days commencing from the day of arrival at their own areas of mobilisation and Forward Assembly Areas. They will further be required to carry fourteen (14) days of reserves for the duration of the deployment. Regarding country unique support to main equipment, such as vehicles and weapon systems, the TCC will remain responsible for the duration of the deployment. 02021. Strategic Lift. Each TCC will be responsible for moving its own elements from the home bases or mobilisation areas to Forward Assembly Areas (FAA) in conjunction with the assistance and co-ordination of the AU/RECs, where necessary. The Force Logistic Support Group will be responsible for the logistic preparation of the location, personnel and materiel to operational readiness in the deployment area. 02022. Deployment. The Force Logistic Support Group will be responsible for all multinational logistic support during operations funded either by the mandating authority or the TCCs themselves. The FAA logistics commander will receive the different TCCs upon arrival, document personnel and equipment and direct them to their areas of deployment. Where merging/structuring of force elements will be necessary, it will be executed in the different FAAs. Mission unique equipment (e.g. Communications equipment, insignia, etc) will also be issued in the FAA. The FAA will be established by the Mission HQ and the Force Support Element will be a Multinational Grouping and have representation from all TCCs involved in the mission(). 02023. Employment. The Force Support Group will be responsible for all multinational logistic support during operations funded either by the mandating authority or the TCCs themselves. The Force Support Group will be responsible for supporting the: a. b. Movement to the Area of Operations (AO). Arrival in the Area of Operations. - ASF RESTRICTED ASF RESTRICTED c. Support and sustainment during execution of operational tasks. 02024. Redeployment. The logistic grouping of the respective TCCs will demobilise their forces by ensuring that their equipment and personnel are collected and redeployed in the reverse staging order in which they were deployed to the mission area. The equipment and personnel will be transported back to their own countries. If required, the Force Support Unit will be responsible for transporting the personnel and its equipment to a subsequent deployment destination. REGIONAL FORCE TABLE OF ORGANISATION 02025. The Policy Framework Paper specifies that once fully established the ASF will consist of regional standby multidisciplinary contingents, with civilian and military components located in their countries of origin and ready for rapid deployment anywhere in Africa at appropriate notice. Non-political, non-military and police aspects of the ASF is not a Phase 1 priority as UN humanitarian, civil affairs, development and human rights elements, which do not require a UN security council mandate, could deploy in tandem with an ASF mission. As stipulated in the Policy Framework paper, the standard Table of Organisation for each of the five regional standby Forces would comprise: a. Force (Mission Level) HQ and Support Unit of up to 65 personnel and 16 vehicles. b. HQ Company and Support Unit of up to 120 personnel. c. Four Light Infantry Battalions each composed of up to 750 personnel and 70 vehicles. d. Engineer Unit of up to 505 personnel. e. Light Signals Unit of up to 135 personnel. f. Reconnaissance Company (Wheeled) of up to 150 personnel. g. Helicopter Unit of up to 80 personnel, 10 vehicles and 4 helicopters. h. Military Police Unit of up to 48 personnel and 17 vehicles. i. Light Multi-Role Logistic Unit of up to 190 personnel and 40 vehicles. j. Level 2 Medical Unit of up to 35 personnel and 10 vehicles. k. Military Observer Group of up to 120 Officers. l. Civilian Support Group, consisting of logistical, administrative and budget components. 02027. The structure provided above is only a guide. The exact table of organisation for a given ASF will be determined by the specific mission assigned. CIVPOL, MILOBS AND CIVILIANS STANDBY LIST AT AU AND RECs LEVELS a. - ASF RESTRICTED ASF RESTRICTED 02026. The Policy Framework has set the following targets: a. 300-500 MILOBs (At least 120 per Region, ready for rapid deployment, as per above Force structure) b. 240 CivPol c. Civilians (to be determined in due course) - ASF RESTRICTED ASF RESTRICTED CHAPTER 3 b. PLANNING AND THE ESTIMATE PROCESS The purpose of this chapter is to describe the sequence of, and actions involved in the planning of ASF logistic missions. c. THE PLANNING PHASES FOR ASF MISSIONS 0301. The planning sequence. Planning involves critical decisions concerning the interface of many diverse aspects of logistic support at all levels. Logistic planning and subsequent ASF missions must be versatile, complementary to the mission aim, fully integrated within all phases of the planning process and usually conducted in a joint and multinational environment. The sequence of campaign stages is shown in the figure below. AU Peace Support Conference AU Nations Political Intent Force Generation Decision Identify Shortfalls AU Force Commander Strategic Directive Sustainability Statement ASFJFLC Logistic Estimate Logistic Estimate ASFC Operational Directive Concept Order Fig 1. ASF Planning Sequence 0302. Ideally, planning should follow the sequential pattern outlined above. In practice, the process is not rigid and there are complex interfaces involving - ASF RESTRICTED ASF RESTRICTED multiple agencies. There must be interation between stages and within each stage. Stages will overlap with parallel and complementary action taking place. In particular, logistic estimates will be conducted at each stage, but becoming more refined as planning progresses. But there must be dialogue and consultation between the AU, RECs and TCCs and various support agencies at each level. 0303. The planning sequence comprises five main stages: a. b. c. d. e. Political Interest, intent and decision. The Force Generation Conference during which logistic shortfalls will be better understood. The Strategic Directive, within which the Sustainability Statement is also issued. The Logistic Estimate The Mission Directive. 0304. Political Interest & Intent During a period of crisis build up, intelligence indicators may be weak and difficult to interpret. There will be external pressures and influences. Political intent will be influenced heavily by military advice as to the feasibility of a possible mission. The situation may be characterised by confusion, and can result in conflicting and contradictory demands. In the absence of a clear aim, there may be a reluctance to commit resources, particularly financial. But an early decision and the commitment of resources on logistic preparation may in themselves act as part of the deterrent process. Within this scenario, the ASF Logistic Commander will be required to provide best logistic advice as to the feasibility of the proposed mission. Such advice will have to be provided, and often decision taken, on incomplete information and changing aims. For each option considered, logistic estimates will have to be prepared and the possible permutations for support judged. Crucial to the advice given will be the analysis of the Destination, Demand, Distance and Duration highlighted later in this chapter. 0305. The Force Generation Conference The Force Generation Conference attempts to ensure that adequate forces are available to carry out the mission. By doing so, it will also highlight where there are shortfalls in logistic capability. As a result, in an effort to plug any shortfalls, the conference may discuss the following issues to ensure that the multinational framework is stable: a. National military assets organic to the deploying forces, or national civil facilities and services in the home base or deployed forward to benign support areas under the CONDO contract CON LOG or other contracted arrangements. b. Host-Nation Support (HNS), which can be obtained from the civilian and military governmental resources within the country in which a force is deployed. The assumption being that it has been pre-arranged, if only in principle. - ASF RESTRICTED ASF RESTRICTED c. In Country/Mission Area Resources support is normally acquired through competitive tendering directly from market sources in the MA, rather than through a host government. d. AU/Regional Controlled Arrangement are a broad range of multinational support arrangements which may be employed for peace support missions as follows: (1) Force Co-ordinated or Controlled Support through the ASFJL HQ. Whilst support remains a national responsibility mechanisms exist for co-operative logistics through the ASFJL HQ. (2) Lead Nation and Role Specialist Nation Logistic Support. Certain logistic responsibilities are undertaken by one TCC on behalf of one, or more other nations. (3) Multinational Logistics Units. TCCs contribute assets to provide capabilities under an agreed level of control by the ASF Joint Force Commander, such as Multinational Integrated Logistic Units (MILU) or Multinational Integrated Medical Units (MIMU). e. Mutual Logistic Support. This may be the case when regional TCCs operate from the same logistics base, supporting the forward RSE, or in the same MA, either on a bilateral or multilateral basis. f. Contracting on the International Market. Contracts can be sourced for support services such as food supply, provision of transport (including strategic lift), bulk water, POL, accommodation, and storage from markets close to the MA rather than home base markets/industries. 0306. Strategic Directive Once the decision to participate in a mission has been taken, the advice and staff checks given earlier in the process can be refined and detailed planning can begin. The Strategic Directive will detail the overall aim, the scale of forces, type of mission and the command and control arrangements. The Directive must include a Sustainability Statement. This confirms the overall logistic resources available to the mission and, if not given before, provides the authority for the release and commitment of finance and material. During the early stages of a mission, logistic planning should be centralised and, in a multinational situation, directed from AU Headquarters. 2. The chain of command should be identified early in the planning process and responsibilities clearly nominated. During this stage, the logistic planning process will identify or confirm: a. The specific logistic command and control support arrangements. b. Critical material requirements or facilities and the associated lead times for procurement or construction. c. The capabilities, vulnerabilities and limitations of theatre infrastructure.3 2 In a single nation or REC mission this may be from the national or REC HQ 3 These should be available from basic intelligence reconaissance - ASF RESTRICTED ASF RESTRICTED d. e. f. g. h. The principal support methods required. The arrangements for the co-ordination, reception and control of forces and material. Host Nation, civilian or joint resources. The ability and willingness of nations to support the mission. The required degree of protection for the LoC and the forces necessary for this. 0307. A Sustainability Statement (SUSTAT) for the specific mission, developed by the ASFJFC and falling out of the Strategic Directive, will provide common criteria for regional contingents and ensure mission effectiveness. The SUSTAT sets the logistic order of battle, supply stockpiles and maintenance and medical priorities. A Sustainability Statement confirms the overall logistic resources available and, if not given before, provides the authority for the release and commitment of finance and material. Anticipated demand must therefore be predicted by an iterative analysis, perhaps incorporating formal Mission Analysis, the aim of which is to produce a progressively more accurate estimate under the different AU mission scenarios as discussed in Chapter 1. Out of this process falls a Sustainability Statement. 0308. Sustainability Statements are issued by the superior commander at the strategic (AU) and mission level (ASF/Regional Brigades) in consultation with TCC commanders. Sustainability statements fulfil two purposes. First, it is the ASF commanderвЂ™s direction to staff planners and resource allocators on what needs to be delivered. Secondly, it defines the level of resources made available to the mission from the finite quantities made available through the Regional Logistics Bases or AU Logistics Depot or HNS action. Production of the Statement is an integral part of the mission planning sequence. An example of a Sustainability Statement is at Annex B. Statements will normally include: a. Theatre climatic, environmental, topographical and human factors which influence logistic requirements. b. The mission essential equipment and availability requirements. c. The level of self-sustainment required in theatre. d. The expected duration of the mission. e. The anticipated daily usage, with the anticipated high and low levels of utilisation of material. f. The predicted casualty rate for men, either from battle or disease and non-battle injuries, and equipment. 0309. The Logistic Estimate. The estimate format incorporates elements of relevance to logistic staffs. However, it is important that a comprehensive logistic estimate be carried out in parallel with the CommanderвЂ™s estimate to: - ASF RESTRICTED ASF RESTRICTED a. Provide the information needed for the ASF CommanderвЂ™s estimate at each level of estimate, and particularly for the stages вЂ�evaluation of factorsвЂ™, вЂ�Course(s) of Action (CoA) DevelopmentвЂ™ and вЂ�consideration of CoAвЂ™. b. Identify the optimum means of meeting the CommanderвЂ™s support requirements for his plan. 03010. It will often also be necessary to refine and update details as the CommanderвЂ™s estimate is developed. A generic logistic estimate format, with mission analysis, which may be adapted to suit the level required is shown at Annex A. 03011. A logistic estimate should be completed for each of the strategic, mission and tactical levels. This way, the mission, specific tasks and constraints for the next level can be formally established. Although it is a separate formal process, it must be completely in line with the CommanderвЂ™s estimate as logistic factors are likely to be fundamental to the overall plan. 03012. The Mission Directive. The Mission Directive, of which the logistic directive and plan is a part, will result in 2 key outputs: a. The detailed concept of logistic support and orders. b. The nomination of a mounting regional or multi-regional headquarters and the preparation and execution of the mounting and outload. Mission Analysis 03013. The aim of the logisticianвЂ™s mission analysis should be to identify the focus of staff effort, by logical means. Its output will be direction on the detailed study of limited options, so it is important that care be taken to ensure these are right. Most importantly it should consolidate the logisticiansвЂ™ Critical Information Requirements (CIR) which, in turn, are required for the evaluation of factors. The gathering of logistic CIR should be conducted in parallel and equal priority with the mission intelligence effort. Whenever the situation changes, the mission analysis should be rechecked for continued relevance. 03014. Reconnaissance. Strategic and Mission reconnaissance takes place, sometimes concurrently, with representatives from AU/ASF/Brigade Logistics Staff, and the participating TCCs as circumstances permit. Early identification of resources available in the Mission Area (MA) can be of great utility for future missions, although the situation can sometimes change between the reconnaissance and the actual deployment, so close monitoring of such resources by logistic specialists should be maintained. The assessment includes - ASF RESTRICTED ASF RESTRICTED analysis of factors such as: topography, climate, entry points, infrastructure including electrical power, water, waste & sewage disposal, indigenous economic and industrial capacity, sources of food, material, transport, fuel and utilities, medical standards and facilities, storage facilities, endemic disease, demography (including indigenous workforce skills), cultural, ethnic or religious restrictions and possible psychological features arising from the conflict. Consideration of Factors 03015. Detailed analysis of the specific areas identified in the Mission Analysis normally leads to identification of logistics Courses of Action (CoA) for wider consideration within the CommanderвЂ™s estimate, and ultimately to the logistic plan. Inevitably, logistic input will identify broad options and constraints at an early stage, then refine the detail as logistic information clarifies what really is possible. The aim is to provide clear and balanced input to the Mission Plan. Outputs should be in terms of capabilities required, be they troops to task, services, communications, liaison and IT or stocks. 03016. In addressing the logistic estimate, factors should be considered in terms of the fundamental elements of determining the logistic capability requirement, based on the вЂ�Four DsвЂ™ (Destination, Distance, Demand and Duration вЂ“ see Annex A) as applicable to personnel, material and services. Analysis of these and the Sustainability Statement identify the required lead times, costs and RCs/TCCsвЂ™ ability to make available sufficient resources. The latter includes: the requirement to activate, open or reconstitute industrial infrastructure, manufacturing lead times for top up stocks or Urgent Mission Requirements (UORs), the potential speed of deployment and the need for additional strategic movement resources, the establishment of the Lines of Communication (LOC) and the rate at which combat power can be built-up. Courses of Action 03017. There may be a limited number of variations to the Courses of Action, as analysis of each of the many factors, in conjunction with the Sustainability Statement, will often produce a preferred method of action. These Logistic CoA must be integrated with the ASF CommanderвЂ™s estimate process, either before or during development of his own campaign CoA. Substantial variations are likely to revolve around different LOC options, whether or not to activate the Regional Logistics Bases to support the Regional Support Elements (RSE). At this level, the emphasis will be on: a. Joint Issues. Early assessment of the type of force (Single region or multi-regional force-mix) which may deploy and the options for a joint logistic structure. A key output will be the decision on the scope for use of ASFJL HQ and timely nomination of ASFJLC. - ASF RESTRICTED ASF RESTRICTED b. Movements. Strategic movement, including availability of the means, loop times, an FAA or other staging/basing opportunities. c. Sustainability. Sustainability issues (as determined in the sustainability statement) focussing on: (1) Logistic influences of the climatic and other physical geographic conditions. (2) The status of critical equipments, stocks and other вЂ�serviceвЂ™ assets relative to the possible levels of activity. (3) Commodities which are preferably acquired on behalf of the complete joint force from commercial sources or closer to the region of the MA, such as bulk fuel, water and rations. These commodities are often subject to the fluctuating dynamics of the markets. Rapid identification of sourcing is required. d. Multinational Issues. The logistic influence and potential benefits of standardisation, including the scope to assist other TCCs, or receive support from them. e. Affordability. The likely cost of supporting the mission by RECs or individual TCCs. 03018. Regional Support Elements (RSE). Command of regional logistic elements within the Maritime/Land/Air components is likely to be retained by Regional Contingent Commanders (RCC) or National Contingent Commanders (NCC), and exercised through Regional Support Elements (RSEs) in the MA. 03019. Reserves. The key decision to be made by the ASFJTFC is on the use of Reserves, who must be made ready for deployment by the TCCs in accordance to their agreed contribution to the force structure of the Regional Brigades. The logistics staffs are responsible for the maintenance of the ready reserve while the location, size, training, state of preparedness and committal remain the ASFJFC responsibility and must be agreed with respective CRs/TCCs prior to deployment. 03020. Contractor on Deployed Missions (CONDO). Inherent in virtually every mission has been a requirement for deployed contractor support. Historically this has been under the auspices of existing contractual arrangements or on an ad hoc basis where requisite standards and conditions of service are applied to the contractors to ensure that both the ASF Commander and the contractor have a common understanding of how contractors will work in the in mission theatres. - ASF RESTRICTED ASF RESTRICTED 03021. Contractorised Logistics (CONLOG). The term CONLOG is used to describe a non-exclusive enabling contract with a single Prime Contractor, who injects his staff into the ASFJTFHQ planning process. The aim is to reduce or remove the need to compete for services at an early stage of a mission when speed is a key factor. In the execution phase of any mission a contractor management team will be deployed to theatre to co-ordinate the delivery of contracted support. 03022. Host-Nation Support (HNS). HNS relies on the government of a nation providing support from its own resources to one or more nations operating in or through that country. The assistance may be free of charge, loaned or provided on a repayment basis, and may range from generating the political framework to ensuring that forces are not hindered in their deployment, or to the provision of facilities and equipment. It can cover the standard classes of supply including food and water, fuel, and ammunition; but can also extend to the use of equipment, services, training areas, force protection, port, airfield, movement co-ordination and medical facilities, as well as other major items of the HNвЂ™s infrastructure and resources, such as electrical power, waste & sewage disposal, barracks and railways. 03023. Memorandum of Understanding. An MOU is the umbrella document providing a framework for lower level documents. It is normally concluded between the HN and the Supported Nation (SN), but in he case of multinational missions it can be between the HN and an international organisation, such as another regional organisation or the UN. Once signed it implies an intent or willingness of the HN to support the force on its territory. The ASFJTFC may be involved in coordinating and prioritising HNS requirements in order to achieve greater flexibility, mobility and efficiency for his force. The fundamental principle being that nations should not be competing for the same resources, particularly where forces are co-located at the same base. Co-mission should prevail over competition. Detailed information on Memoranda of Understanding is contained in the Reimbursement Chapter of this manual. Lead Region/Nation and Role Specialist Nation 03024. This concept of the use of Lead Nation (LN) and Role Specialist Nation (RSN) for logistics functions has its benefits and constraints, considering the RCs/TCCsвЂ™ position both in the lead role and as recipients of services provided by other Regions/TCCs. These two processes for the delivery of multinational logistics may have similar implications both for the user and the contributing elements. The fundamental differences between the two multinational concepts are: a. Lead Region/Nation. A Lead Nation for Logistic Support assumes overall responsibility for co-ordinating and/or providing an - ASF RESTRICTED ASF RESTRICTED agreed spectrum of logistic support for all or part of a multinational force, including headquarters, within a defined geographical area. This responsibility may also include procurement of goods and services. Compensation and/or reimbursement will then be subject to agreements between the parties involved. One nation covers an agreed range of logistic responsibilities on behalf of another/others. b. Role Specialist Region/Nation. One nation assumes the responsibility for providing or procuring a particular class of supply or service for all or part of the multinational force. A Role Specialist NationвЂ™s responsibilities include the provision of assets needed to deliver the supply or service. Compensation and/or reimbursement will then be subject to agreement between the parties involved. One nation assumes responsibility for provision of one service on behalf of most or all of the others. A RSN may be expected to supply all assets. 03025. Bilateral Arrangements Framework. The framework for this mode of multinational support is based upon a set of bilateral arrangements between the LN or RSN and the assisted/supported nations. These need to include appropriate provisions on levels of service expected and methods of mission in terms of Standard Operating Procedures. Commodities under consideration are likely to be limited to: a. b. c. d. e. f. g. h. i. j. k. l. m. n. Fresh Rations. Water (bulk and bottled). Fuel and Lubricants. Port and APOD Support. Ammunition. Only where there is weapon compatibility. Maintenance and Recovery. Subject to standardisation limitations. Transport. Provost. National discipline codes apply. Bath and Laundry. Printing. Postal. Subject to National security regulations. Electrical power. Waste and Sewage Disposal. Medical support, including medevac and certain medical supplies. 03026. As a mission progresses it should be possible to streamline the logistics element even further, particularly as a conflict or peace support mission is down-scaled during a return to normality, or where a steady state in logistics support is achieved. 03027. Command Relationship. Within ASF missions, the LR/LN or RSN, on assuming responsibility for agreed services, will normally answer to the ASFJTFC for provision of those services through the ASFJLC HQ. The - ASF RESTRICTED ASF RESTRICTED Regional/National Support Element (RSE) and the National Contingent Commander (NCC) must always be in a position to maintain suitable command and control of logistic assets, as decided prior to the mission, based either on formal arrangements or agreements. 03028. Lead Region/Nation and Role Specialist Region/Nation Planning Factors. Annex ** contains planning factors for LN/RSN planning. Multinational Integrated Logistic Units and Multinational Integrated Medical Units. A Multinational Integrated 03029. Logistic Units (MILU) or Multinational Integrated Medical Units (MIMU) may be formed when one or more nations agree to provide logistic support to a multinational Force under the mission control (OPCON) of the ASF Joint Force Commander at Theatre or Component level. For optimum functionality the MILU (or MIMU) should be built round the C2, Communications & Information Systems and administration structure of a Lead Nation unit. Other Nations, as agreed during Force Generation, would contribute assets at not less than sub-unit strength (See the ORBAT of Regional Brigades where this has been factored). Whilst retaining Full and Mission Command (OPCOM) of their contributions, TCCs provide the ASFJTFC with the means to prioritise and effect logistic tasks in direct support of his design rather than for the TCCs sole benefit. This is most appropriate where there are shortfalls of capability within the force. Within the framework of the Force Generation process, MILU/MIMU negotiations are likely to be conducted by regional or national representatives in a MILU Co-ordination Group (MCG). 03030. Integrated Units. From a national perspective, MILU may provide desirable assets from multinational sources which are not normally available within a single TCCвЂ™s inventory. However it should not be anticipated that they will be available for national benefit. As control is exercised by or on behalf of the ASF Joint Force Commander, assets may be considered additional to a TCC requirement. Nations can be reluctant to divulge such logistic information of capability, so a minimum necessary exchange of information would be necessary during Force Generation. Detailed, realistic tactical level planning should be undertaken before entrusting support to a MILU/MIMU. However, experience and usage can improve and refine the concept, increasing the potential for future economy of effort. Contracting on the International Market. Where feasible, contracting of support services should be carried out through a single prime contractor, making use of CON LOG arrangements as described previously. Where such prior arrangements do not exist or are deemed inappropriate, direct contracting in theatre, or from a nearby source, may be required. Whilst this may be an inevitable planning requirement to take advantage of opportunities or cover unforeseen gaps early in a deployment, probably during a RSOI phase at PODs - ASF RESTRICTED ASF RESTRICTED or the FAA, the adverse potential for proliferation of contracts should be recognised and limited at the earliest reasonable opportunity. UN, UN Agency and Non Governmental Organisation Influences in an Mission Area. However active a role the UN has in a 03031. mission, it is likely to have an impact on mission logistics. The UN, UN Agencies and Non Governmental Organisations (NGO) will be working in the MA with different priorities to those of the ASF deployed Force, but their presence has implications for the military logistician. Whilst detailed mission co-ordination by the military force may be best conducted by J3 (CIMIC) staff, these organisations may provide a useful knowledge base for logistic issues, particularly where NGOs have been operating for some time prior to the military deployment. Where a UN Joint Logistic Centre exists to provide a focus for NGO and AgenciesвЂ™ missions, informal contact is likely to be mutually advantageous. LOGISTICS ASSETS IN MULTINATIONAL MISSIONS 03032. It is generally accepted that force elements for multinational missions are allocated (subject to Transfer of Authority) to a Joint Force Commander by Troop Contributing Countries (TCCs). However logistic assets are often transferred by TCCs to a multinational commander at more restrictive levels of command authority than combat forces (or not at all), due to differences in national priorities, support structures and logistic capabilities. A TCC will often wish to support its own combat forces with its own logistic assets and the level of sustainability may vary between nations. In some cases there are national legal requirements to do so. Logistic assets are therefore normally assigned, in the first instance, to a National Support Element (NSE), where they are controlled nationally. Structures, such as the Regional Support Element (RSE) and ASF Logistics Support Group (ASFLSG) may be set up for the co-ordination of the multinational effort. However, unless there is firm control during the force generation process, there is a danger that logistic functions will be duplicated amongst nations. This inevitably leads, collectively, to disproportionately large logistic force structures compared with the multinational combat forces. 03033. Command Authority. Although Mission Control (OPCON) will often be the preferred command state, the ASF commander will need at least Co-ordinating Authority (via the NSE) over logistic assets supporting forces allocated to his command. In multinational missions the principles of co-mission and coordination are as relevant to forces deployed by participating nations. In general, although riskier from a national perspective, the higher the level of Command and Control that is transferred with the logistic capability, the more effective the assets will be to the joint force. As procedures and equipment become standardised amongst AU and REC nations there will be increased - ASF RESTRICTED ASF RESTRICTED scope for allocation of logistic assets to the force commander. Bilateral or multilateral arrangements can also facilitate this process. 03034. Redistribution. Where higher levels of control are allocated to the multinational commander, these may include authority to redistribute logistic units and material between different CRs/TCCsвЂ™ forces. Redistribution is a logistic measure, carried out for a specific objective, within a finite timeframe, and in response to a critical mission need, whilst not jeopardising the donor nation. The ability to transfer assets within a multinational grouping offers the mission commander greater flexibility, but will require much co-ordination, prior comission and the agreement of the contributing nations. Stocks and materiel redistributed during a mission will require replacement or recompense; the mechanism for this must be agreed before the authority to redistribute is given. 03035. Standardisation. Poor standardisation between RCs/TCCs (in terms of compatibility, interoperability, interchangeability or commonality) can be an inhibitor to multinational logistics. In particular it will limit the areas of commonality - probably to major bulk commodities and certain services. Of more importance, however, is the acceptance and use of common procedures once they are sufficiently developed and practised in training. - ASF RESTRICTED ASF RESTRICTED Annex A to Chapter 3 The Four вЂ�DвЂ™ s 03036. In order to predict and deliver the sustainability that a commander needs, the logistician must combine (in the thought process) the principles of logistics covered above with the application of logistic planning tools. To predict that requirement four fundamental issues have to be addressed, and as applicable to men as to material. These are known as the four `Ds`: a. Destination: Determines the nature of the requirement b. Demand: Determines the magnitude of the requirement c. Distance: Determines the shape of the Line Of Communication (LOC) d. Duration: Dictates the necessary robustness and need for investment in the logistics support requirement 03037. Whether carrying out a snap assessment for a small logistic task or producing the logistic input to a full mission estimate, consideration of these headings, and their influence on each other, will facilitate the thought processes. 03038. Destination. The nature of the requirement. Destination focuses on the overall environment in which the mission is to take place. The environment determines the conditions for the pattern of wear and tear on equipment, and the physiological demands on personnel. The destination will help to define the strategic LOC, based on the knowledge of resources available for exploitation in the MA or nearby. Issues ranging from language, climate and culture to austerity of infrastructure or attitudes of Host Nation authorities provide their own specific deductions or influence on the deductions of the other Ds. 03039. Distance. Distance and accessibility factors are fundamental to force projection and, following advice of the movement staffs, will drive not simply the logistic ORBAT, but also that of the whole force and, based on sustainability, the nature of the campaign. Distance determines the shape of the Line of Communication. Logistically, all LOC distances at the strategic, mission and tactical levels need to be considered; furthermore, potential LOC routes should be assessed before, during and after the mission. The length (expressed both in time and distance), capacity and topography of the LOC will determine the size, shape, structure and balance of logistic resources committed to it. It will also determine the time in transit and the requirement for forward mounting bases (FMB) or intermediate staging bases prior to arrival in the Forward Assembly Areas (FAA). Strategic movement resources, timing, speed of deployment and - ASF RESTRICTED ASF RESTRICTED reaction, execution of subsequent mission plans and risk will be critically influenced by the distance to, and within, the MA. 03040. Demand. Demand determines the magnitude of the requirement. It is not simply the aggregate consumption of material or usage of medical facilities and other services, but also the pattern, rate of change and variability across the TCCs. Demand stems directly from the concept of missions, including postconflict activity, and is the sum of 3 elements: a. Steady State. The steady state represents daily maintenance needs that have little variation, for example the consumption of rations or routine use of services. Determined easily and accurately from historic records, it is the easiest to pre-plan. b. Cyclical. Cyclical demand represents additional demand over and above the steady state, caused for example by training activities, or seasonal conditions. It tends to be predictable, with good management enabling economic use of assets. Specialist functionsвЂ™ cyclic activity will often be at different speeds and independent of other functions (demands on training as opposed to welfare facilities, for example). c. Surge. Surge demand is driven by the pattern of missions. It creates the greatest logistic problems because it is least easy to predict and most susceptible to variation, for example, in response to an adversaryвЂ™s activity. There will be peaks and troughs and differing rates of demand will often occur with little warning time. It is surge demand that will stretch the logistic organisation. It demands a highly responsive system either by having immediate reserves, rapid delivery means, or the ability to switch priorities quickly. Assets will sometimes need to be surged into the MA, or to the critical area, to meet it. By its nature surge cannot be maintained indefinitely and time for recuperation will be needed. 03041. Duration. Duration dictates the necessary robustness and need for investment in the support requirement. The length of missions and rate of demand will determine the overall volume of material and concentration of support. It will set the endurance requirements and the need to rotate or replace equipment and men. The commander will need to assess the risks involved in a short, sharp, lightly supported mission against those of a fully resourced, more deliberate, and possibly better prepared mission that takes a longer period to mount. Duration also determines available preparation time and the capacity for flexibility. - ASF RESTRICTED ASF RESTRICTED ANNEX B TO CHAPTER 3 AN EXAMPLE OUTLINE ESTIMATE OF THE LOGISTIC SUPPORT REQUIRED BY AN ARMOURED DIV TO SEIZE OBJ EMERALD Refs: A. B. Op03197. Maps TIME ZONE USED THROUGHOUT ZULU. 1. WHAT IS THE INTENTION OF THE HIGHER COMMANDER AND WHAT IS MY ROLE IN THE OVERALL PLAN? a. My ComdвЂ™s mission is to adv and seize Obj EMERALD in order to enable the remainder of the Corps to break-out and destroy the enemy 2nd echelon. I. 1. What future ops are likely? Main options include. a. Sp to hasty def on capture of obj. b. Continue the adv. b. My role is to provide log sp during this op and ensure log sp for subsequent ops 2. Some rehabilitation may be required 2. WHAT AM I REQUIRED TO DO, OR 3. Ammo and fuel replen will be in high demand. WHAT TASKS MUST I COMPLETE IN ORDER TO CARRY OUT THE MISSION? 4. DSAs to hold sufficient stocks prior to 3. Staff check C sups requirements. - ASF RESTRICTED Discuss with 2. Establishment resup priorrвЂ™es 3. Staff chek C sups requirements DCOS. ASF RESTRICTED H hour with DPs establishment. a. Specified Task: To sustain and provide log sp to An armoured Div during the op to seize Obj EMERALD b. Implied Tasks. (1) Maintain log sp during adv and attack. (2) Estb new DSA near Obj EMERALD 5. 1st line to be filly replen prior to crossing LD. Establishment ACPs in sp of arty fire plan. EMERALD. units to be enhanced with addi lift and cstb fwd dumps. 7. DSAs may need to move. Be prepared to estb alt DSA and poss inload direct from CSSG. critical areas. (4) Be prepared to sp subsequent ops. 8. Liaise with Log Sp CSSG and ideut 3. FREEDOMS AND CONSTRAINTS? 9. AddI resources 10. Identify requirement rehabi1itaton materiel to fwd areas. (3) Provide log sp to rehabilitation ops on Obj a. Time. Time now is 141000; H hour not before 121000. b. Space. No fwd move until LD crossed. Estb of bvd DSA can only be achieved once ground secured. c. Other Assistance. (1) Log sp must be maintained during move of DSA. 6. CS 5. Ident LofCs. 6. Lift reqs. 7. Ident rhds, XPs and staff check DSA inload reqs. 8. 3rd line inload direct to DSA. Loop distances; poss use of 9. Coord with CSSG. Carry out required. particularly lift and inload 10. Discuss with DCOS. 11. 48 hours available. It will take up to 24 hours to preposition loads and replen Div prior to H hour. Therefore, 24 hours for planning. I must give my orders by 141800; Estimate must be by l4123O. 12. Routes are ltd. I may require dedicated MSR to new DSA for sp to reconstitution missions. Choke points to be ident. AD cover may be required - ASF RESTRICTED Log SH. Sp staff checks requirements. 11. Issue warning order. 12. Warn staff off for detailed staff check and orders. 13. Liaise with G3 and bid for MSR and AD cover. 14. Liaise with Log Sp CSSG ref inload of new DSA. 15. 3rd line to through-run to new DSA. Estb XPs and BFIs. 16. Warn DCOS and liaise with ASF RESTRICTED for new DSA. Comd Log Sp CSSG. (2) 13. Cannot close both DSAs, only one. Thus heavy reliance on one DSA during op. Notes: 1. In determining the timings for orders it is useful to follow the 113:213 rule. If 4 hrs is the total time available and it is estimated that 24 hrs is required to undertake the task, the remaining time (in this case 24 hrs) is apportioned against the 1/3:213 rule. In this case, the necessary staff action must be completed within 8 his. 2. Comd CSSG will be in close liaison with Div DCOS and will have full insight into Div Comd future intentions, especially as Comd CSSG will have considered the superior commanderвЂ™s intentions when conducting mission analysis. (a)1 (2) (b) No HN assistance available , (3) Sp to 4. CHANGES TO THE There are no changes. friendly TACTICAL after X (c) LD. 14. Requirement may exist for rft from line to estb new DSA. 17. Catty out staff check. forces. 3rd reqs/capability. 18. Liaise with fmn log sp staff. SITUATION? Cfm 15. My mission has not changed. CONFIRM MISSION To provide logistic support to I (UK) Armd Div during the advance to capwre Objective EMERALD and be prepared to support subsequent missions. LOGISTIC 1. 2. 3. SUPPORT CONSTRAINTS ON THE MISSION CSS constraint. Units have time to prepare, therefore log sp is not a Security of the MSRs and the requirement for AD cover for the new DSA need to be assessed. A dedicated MSR to the new DSA may be required in order to avoid choke points. - ASF RESTRICTED ASF RESTRICTED 4. Additional lift may be required; this will 5. Extended distance to FSG may impact on ability to support future missions. WHAT GUIDANCE DO have I I. Subsequent 2. Require priorities for rehabilitation of brigades on capture of objective. PLANNING to come NOW from 3rd line. NEED? missions. GUIDANCE 1. Conduct staff checks for the divisional advance and capture of the objective. 2. Plan for the closure of one of the two DSAs and the establishment of a new DSA closer to the objective. 3. Coordinate with CSSG the inload of the new DSA and establishment of XPs. 1. DISTANCE. 25 km to LD and up to 17. Total distance to obj from present Me 19. Estb convoy refuelling points conc areas is 95km. 70km in adv to contact. Frontage of 20km well fwd and liaise with CSSG over XPs. a. C Sups/Materiel. 18. Usage will be heavy due to terrain and 20. Enhance 1st line lift and replen attack factors.вЂќ Up to three FCUs may be bde, post action on or near obj. (1) Fuel. consumed by the time Obj EMERALD is captured. 21. Confirms req to move DSA. (2) Ammunition. 19. Distance has no impact on 22. Estb nature mix, i.e. HE/ilium. (3) Rations and Water. expenditure. However, extended loop to 23. UMS to be replen as soon as possible (4) Materiel. CSSG will affect resupply capabi1it after obj taken, either on obj or in new conc areas. 2. DEMAND. 20. No impact. 24. Bde CS sqn to move with their bdes. a. CSups. 21. No specific impact except equipment 25. Estb of new DSA complete by? failures may arise due to distance 26. Detailed staff checks on poss (1) Arty Natures. Expenditure based on travelled. rehabilitation bill and replen requirements. phase of mission and activity eg: - ASF RESTRICTED ASF RESTRICTED -Obstacle neutralisation: 100 rds per gun. 22. Total is 300 rds per gun: -Attack: 200 rds per gun. At 120 guns, total is 36000 rds (2118 (2) Small Arms Natures. pallet.s). Is within my lift capability. mcI 1st (3) Fuel. line lift. 23. 1st line holdings are sufficient. 24. Bdes down to two FCU post action. Note 3: Chapter 3 sets out the detail of factors that should be considered when calculating possible usage. b. Materiel. (1) E&MAs/Gun Barrels/Wits. Unlikely to be in high demand until obj captured. (2) Defence Stores. Required after capture of obj. (3) Gen Stores/NBC Clothing. Unlikely to be required until conc areas occupied. (4) Refugees/PW. May well be an ongoing problem. 25. Must be available to refurbish bdes in conc areas immediately post action. 26. Qty to be estb with Engr staff and accorded high priority for lift. Must be available for immediate issue on capture of objective. 27. Qty required is dependent upon environment. 28. Likely increase in refugees /PWs creating humanitarian problems, eg food, water. 29. Unitstobeselfsufficientforupto30hours. Provided all UMS fully loaded, no significant problems should arise. 3. DURATION. a. Timings. Confirm with DCOS. (1) Time now 141000. (2) Time required to move to LD is 1 hour (25km). (3) H hour ii 161000. (4) Obj secure by H +30 hours. 30. Rehabilitation stocks ready by H + 30. 31. Notwithstanding future ops the Div will require refurbishment on the obj or in its new concentration areas. C sups will be in high demand, especially arty and anti 1k natures. All bdes IJMS will need to be up to five days - ASF RESTRICTED 27. Where poss, estb requirements to be held fiwi on wheels/flat racks for issue to bdc CS sqns in bde BSGs. 28. Ident lift and assign lift. Hold requirement on wheels in fwd areas. 29. Liaise with G5/HNS and local liaison with G5 and civil authorities. 30. New DSA to be estb by H +24 and open by H + 30. 31. LSDs/Bde CS Sqn to move with their respective BGs/fmns. 32. Rehabilitation stocks assembled in new DSA. 33. Rehabilitation pack to be issued to CS sqn and bc in BSGs. 34. Staff check detailed C sups and stores requirements with Arty Log and Engr branch. 35. Enhance fuel lift at 2nd line. ASF RESTRICTED 4. SUBSEQUENT OPS/TASKS. a. Hold on b. Continue the advance? the 5. EXTERNAL ASSISTANCE. and battle damaged vehs and eqpts, mci gun barrels, replaced. obj7 32. Engrs will require def stores and M&E for any barrier/obstacle plan. 33. FSG at least 65 km to the rear at present and up to 150 km once obj is taken. a. 3rd Line. b. HNS 34. Remains nil, but may change in view of poss refugee problems. HNS infrastructure beyond LD likely to be nil. c. Friendly Forces. Remainder of Corps is 37. 35. Some assistance may be required especially as their approach will be at least defeat enemy 2nd echelon. 100 km plus. 6. ENEMY. a. Threat To Rear Areas. Stay behind parties may disrupt my MSRs and the possibility exists of an enemy deep op to disrupt important of the Corps through EMERALD. b. Air. Threat to MSR and DSA is high; key pts likely to be targeted. 7. COMMAND AND CONTROL. 36. Poss move of FSG to shorten . loop times. Discuss with DCOS and liaise with Log Sp CSSG. Estb convoy refuelling pts. 38. Liaise with AD cell. 36. Manpower for rear area security will be short, therefore deception and protection plan for hides and circuits will be particularly important 37. Selection of DSA and unit to be in AD umbrella. 8. SUMMARY OF DEDUCTIONS. a. I have sufficient time in which to provide log sp to this mission. However, I must ensure that units are self sufficient when they cross the LD. b. CS will be required well forward and CS units will have to hold their stocks on wheels as the time from LD to secure on the obj is some 30 hours. Bde will be replenished on the objective by their CS sqns. c. One of my two DSAs will have to close in order to facilitate easier resup fwd and shortening of ioops from BSG to my fwd DSA. This will involve coordinated close down and inload of new DSA. I may require additional lilt to do this and 3rd line transport will have to through-run to the new DSA, - ASF RESTRICTED ASF RESTRICTED or establish XPs well forward. I will need to identitSвЂ™ suitable railbeads as use of rail will ease my lift problems. d. If DSA moves, the Comd CSSG may have to consider move of the FSG. This may entail having to enhance my 2nd line holdings due to the disruption that such a move will cause. e. Bdc will require rehabilitation once objective is secure. Therefore the rehabilitation flocks will be required by the CS sqn at H + 30. This will mean that the stocks will have to be drawn up in the new DSA and be available for immediate issue. f. I may have to provide assistance to follow-on forces, particularly fuel. 9. ASSESSMENT OF TASKS. From the above assessment, particularly column (c ) of the estimate, it will be possible to assess the tasks that may have to be undertaken. Confirmation of the specific requirements will be determined during the various staff checks being carried out. Some examples are listed below. The list is not exhaustive: a. GSReg. (1) Establish ACPs at following grids (2) Recce new DSA. identiiвЂ™ circuits, routes, facilities, railheads. (3) Establish 3rd line XPs. (4) Inload rehabilitation stocks ready for move forward to BSGs. (5) Ensure CS units fully inloaded, establish convoy refuelling points in fwd area for follow-on forces; carry def stores on wheels, and ensure sufficiency of ammo natures available for replenishment of dlv arty. b. CSвЂ™ Regts. (1) Bde CS sqns to move with parent formations and provide log sp via deployment of LSDs. Units to hold max stocks on wheels. (2) Be prepared to deploy DPs as required for dlv tps. (3) Issue rehabilitation stocks and rehabilitate bde on obj with all commodities. 10. COURSES OF ACTION AND SELECTION OF OUTLINE PLAN. Determination of the Courses of Action (COA), cannot be achieved in isolation of the estimate undertaken by the other CSS commanders (Comd Med and Comd ES), as their plans or options will impinge to a degree on my own plans. For instance, Comd Med may not be able to establish medical facilities well forward. It is obviously in DCOS interest to ensure that a balanced mission is achieved within the DSG. The interests of Arty Log and Engrs will also have to be taken into account. Inevitably there will always be more than one option available. For instance: a. Course One. (Centred on maximum support to forward bdes, late move of DSAs (noting that DSG may well be commanded by RHQ GS regt), leading to decentralised control and extended LofC between 1st and 2nd line). (1) Provide support to bdes on three routes well forward with CS sqns and their bdes. LSDs to have enhanced fuel capability. (2) Enhance artillery lift capability and estb ACPs well forward. (3) Establish reserve of C sups on wheels in GS regt to sp CS sqas. (4) Move DSA only when Obj EMERALD is secure. - ASF RESTRICTED ASF RESTRICTED (5) Advantages: (a) Log sp immediately available for exploitation or unexpected tasks. (b) Continued support to bdes guaranteed. (c) Easier movement in rear areas. (6) Disadvantages: (a) Units widely spread, and replen made difficult over long loops. (b) Control difficult, reaction times slower. b. Course Two. (Based on centralised control and early move of DSA forward). (1) Provide limited support to each bde on each route well forward, two LSDs per bde with balance of 2nd line CS moving on a central route. (2) Carry full arty needs on wheels. (3) Estb new DSA 75km forward with DSG moving with Div. (4) Advantages: (a) Assets easily concentrated to support ME and speedier response times. (b) Control much easier. (5) Disadvantages: (a) Continuity of support difficult to maintain, especially whilst moving. (b) Significant additional 3rd line lift requirements to catty 2nd line arty natures. Will be aggravated by move of DSA and extended distance to FSG. May entail move of FSG as well. c. Course Three. Combination of Courses One and Two with CS sqn moving with bdes and new DSA being established forward at H + 30. 11. SELECTION OF BEST COURSE. I will select Course Three because it will provide maximum support to the bdes and enable me to establish a new DSA forward at H + 30. This will place me in a better position to rehabilitate the Division in its new concentration area and assist me in supporting subsequent missions. I will use 3rd line lift to create additional log sp for the ME if required. - ASF RESTRICTED ASF RESTRICTED ANNEX C TO CHAPTER 3 EXAMPLE SUSTAINABILITY STATEMENT (AT THE STRATEGIC LEVEL) Shown below is the Sustainability Statement used by LAND COMMAND for Mission Resolute вЂ“ the UKвЂ™s involvement in the NATO Implementation Force (IFOR) in Bosnia in 1995-1996. For this particular mission, human (principally GI) issues were referred to separately. The development of Sustainability Statement is dynamic, and as experience of their use in construction grows further evolution occur. вЂњOP RESOLUTE вЂ“ LAND SUSTAINABILITY STATEMENTвЂќ 1. General Sustainability. Sustainability parameters are given in the HQARRC SUPLAN 60105. These are used for planning guidance. However, the specific national logistic planning concept and sustainability requirements, as given in this directive, are to be applied. Except where indicated the general level of sustainability to be achieved is 30 Days of Supplies (DOS) within theatre. 2. Ration. Contracts for fresh rations are to be established within theatre as early as possible. The transitional situation for the hand over of existing fresh ration contracts, as IFOR deploys into theatre, is likely to be complex. In order to ensure a smooth and continual supply of fresh rations, the facilities on board the RFA ship in Split should be utilized for the storage of reserve of fresh and dry rations, with supply through NAAF, if appropriate. Contracts are to be established for вЂњreefersвЂќ (refrigerated units) to enable units to hold fresh rations in their location. A reserve of 15 days ORP are to be held within theatre ready for use in support of missions. 3. Water. Fresh water sources are to be established in theatre at the earliest opportunity and reserve of 5 days is to be held in bulk, with the appropriate adjustment during the summer months. 4. POL. Contracts for the supply of POL are to be established at the earliest opportunity within theatre. A reserve of 15 days stock is to be held in bulk. 5. Ammunition. 18 days of ammunition (at SPG rates) are to be held available within theatre. Of this 8 days of ammunition should be held within the UK Sector and the balance held by the NSE, afloat if possible, available for rapid deployment. A further 12 days (the balance of a total of 30 days) is to be available, with out load plans for deployment from within the UK and Germany. - ASF RESTRICTED ASF RESTRICTED 6. Equipment. Certain equipment is assessed to be particularly decisive for the successful achievement of the mission. Priority should be given to this equipment (listed below) for repair. Anticipated equipment utilization levels are shown below. National sustainability planning has been based on these parameters. The Joint Comd is to advise MOD should practical experience indicate that significantly different activity levels, to those given and anticipated, are required to support the mission. 7. Supply. In general, a minimum of 30 days of technical spares and material (at mission levels) are to be held in theatre. A distribution system for urgent and routine spares and supplies is to be established by HQ STC, both by land and air as appropriate. A mechanism for the monitoring of the performance of the supply chain to be established based on clearly defined target вЂњpipe lineвЂќ times and demand priorities. Particularly attention is to be paid to the distribution of high priority items to ensure that the appropriate priority is applied at all stages in the distribution chain. 8. Accommodation. A UK UOR for protected accommodation facilities is being staffed. Such accommodation may not be available in the theatre within 2 months of the contract being let. You should therefore plan on deploying units into field conditions for up to 3 months. 9. Engineer Resources. Where possible, all engineer resources are to be procured in theatre, through the NATO contracting arrangements. Should this prove not to be possible, then steps should be taken to procure the resources through the MLB in Italy or the UK. 10. Clothing. Sufficient special cold weather clothing and equipment has been procured for issue to all UK forces deployed. Nevertheless, a clear policy directive is to be issued to cover the priority and criteria for issue of this special clothing and equipment. The aim of this policy is to ensure that those individuals with the greatest need receive it first and that only those with a mission requirement receive it. Further UMR action should be initiated in due course as requested for other special clothing and equipment (e.g. hot weather). A policy directive is also to be issued for the recovery of this clothing and equipment in order that it can be inspected, cleaned and taken to account as a Special Purpose War Reserve (SPWR) for potential use in other subsequent missions. SUSTAINABILITY PLANNING PARAMETERS 11. Environment. The terrain is expected to be predominantly hilly, with a seasonal temperature range of +35 to -30 C. Forces and equipment should be prepared for survival at temperatures below вЂ“30 C during winter months. - ASF RESTRICTED ASF RESTRICTED 12. Duration and Activity Level. The mission is expected to last for no longer than 12 months. The roulement of personnel and some equipment as considered necessary; should be planned to occur after 6 months. This may be achieved in some cases by unit roulement, but in others this will need to be achieved through an individual trickle changeover. The profile of vehicle and equipment activity is expected to be relatively high during the 30 days to a relatively consistent level subsequently. 13. Equipment. a. Mission Essential Equipment. The following are to be considered as mission essential equipment and plans made to ensure that priority repair support is provided for themвЂќ (Not in priority order). (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) (15) SATCOM Ptarmigan CIS Systems (the by JHQ) Helicopters Engineer Plant & Bridging Equipment. Infantry Fighting Vehicles Main Battle Tanks. Recovery Vehicles Artillery Pieces. STA eg Cymbeline, MSTAR and HALO. AD Systems. Bulk Fuel Carrying Vehicles. DROPS. Tk Tptrs. Field Mechanical Handling Equipment. b. Availability. The minimum equipment availability targets are as follows: (1) Mission Essential Equipment. 80% (Helicopters 75%). (2) Remainder. 70%. c. Utilisation. The profile of activity is expected to be relatively high during the first 30 days (High: Routine Days Ratio of 9:21). This level is then expected to reduce progressively during the next 30 days (Ratio of 6:24) and thereafter assuming a consistent level throughout the subsequent months (Ratio 3:27). The average utilisation over the 12month deployment period is anticipated to be as follows: (Allowances for surges of high activity levels will be required). (1) A Vehicles. (a) IFV - 30 Km/Day. (b) MBT - 15 Km/Day. - ASF RESTRICTED ASF RESTRICTED (c) Fighting Systems - 2.5 Hours/Day. (d) SP Arty - 5 Km/Day. (e) Others - 30 Km/Day. (2) B Vehicles. (a) Logistic Task Vehicles - 100 Km/Day. (b) Others - 10 Km/Day. (3) Generators and Static Equipment. 19 Hours/Day. (4) Engineer Plant. 14 Hours/Day. (5) Helicopters. (a) Army. 2.5 Hours/Day (Surge of up to 6 Hours/Day for up to 4 Days). (b) RAF. In accordance with SD98 rates. a. Loop Time. Planning for Engine and Major Assemblies (E&MA) is based around a Loop Time of 14 days from, to and within theatre. 14. Vehicle and Equipment Attrition. Equipment and vehicles in particular are likely to suffer from attrition as a result of the local conditions and RTA. A pool of the vehicles and equipment that are considered to be most vulnerable to such attrition is to be established in theatre and arrangements made for the recovery of damaged equipment to the UK. - ASF RESTRICTED ASF RESTRICTED CHAPTER 4 DEPLOYMENT AND EMPLOYMENT Pre-Deployment Activities 0401. The African Standby Force is intended for rapid response to conflicts or crises. The ultimate aim is for the ASF to achieve preventive deployment for the peaceful resolution or rapid termination of conflicts. The means and the method of mounting a deployment are thus central to the speed of execution. Logistic factors within the deployment plan condition what is possible and thus the courses of action that are feasible. The planning and estimate process, as described above, provides the background for pre-deployment activities, which include: a. Structuring the force package and their preparation for committal to missions. b. Administrative preparation of personnel includes the issue of special clothing, fitness screening and the administering of inoculations and prophylactic drugs c. Obtaining strategic sea and airlift for the force and their support requirements. d. Establishing the Lines of Communication (LOC). e. Structuring initial support packages and the required level of sustainment for both initial and full operating capability. f. Establishing budgetary structures and the early deployment of CON LOG or other contracts. g. Negotiating Diplomatic Clearance with any nation having physical interests in the deployment for overflight and/or landing. h. Identifying the command and command support systems known as the Mounting Headquarters which prepares the Detailed Deployment Plan (DDP). Deployment 0402. Deployment includes mounting, the strategic deployment and the Reception, Staging, Onward Movement and Integration (RSOI) of forces intheatre, up to the delivery of troops, equipment and stocks to the MA, and their preparation for missions. Mounting is defined as вЂ�all preparations made in areas designated for the purpose, in anticipation of a mission. It includes the assembly in the mounting area, preparation and maintenance within the mounting area, movement to loading points, and subsequent embarkation into ships, craft or - ASF RESTRICTED ASF RESTRICTED aircraft if applicableвЂ™. This definition would be equally applicable to the expeditionary nature of the ASF. The diagram below explains the mounting process through to the operational area. ASF Logistic Planning Sequence вЂ“ Mounting to Operations Deployment Process Mounting Reception & Onward Movement Employment of Forces in theatre Contingency Planning Operations 0403. Mounting Headquarters. Mounting headquarters releases the ASFJTFC and his staff to concentrate on activities in the MA and preparation for missions. It has a vital co-ordination function to perform and must be formed at a sufficiently high level of command to be able to deal with a complex mix of civilian and military infrastructure. It co-ordinates air, sea and land movement into the MA to match reception capacity and the ASFJTFCвЂ™s Desired Order of Arrival (DOA) of men and material. Because it is important that the mounting commander works hand in hand with the mission commander the overall coordination interface is at the HQ of the Mandating Authority, is specifically focussed on deployment, and keeps the ASFJTFC up to date with the build up in theatre. Keeping accurate track of this flow of forces and key equipment is essential to successfully amending the DOA in response to unfolding events and changing requirements as articulated through the ASFJTFHQ. 0404. Out-loading Mission Stocks (Mission Reserves). Sustainment stocks will normally be deployed to a Forward Assembly Area (FAA) within the MA, keeping enough regeneration material in Strategic Regional Logistics Bases. Equipment and stock have to be prepared for movement and possibly for the local climatic, topographic and mission conditions. Pending manufacture of new - ASF RESTRICTED ASF RESTRICTED stocks, the initial out-loading will utilise Mission Stocks which fall into 2 categories: a. Special Purpose Mission Stocks. Special Purpose Mission Stocks (SPOS) consist of preconfigured or pre-packed stocks to meet high readiness requirements for the purposes of regeneration or sustainment of a force. The SPOS will be located in depots within the Strategic Regional Logistics Bases, with day-to-day management being exercised by an appointed ASF Rear Area Commander (ASFRAC). Where capacity to procure within the continent is lacking, some stock may be sourced and located overseas. SPOS is earmarked to meet particular mission contingencies. Ammunition and rations are not pre-packed because of peacetime storage constraints. Double-earmarking stocks creates a regeneration requirement when they are committed to an mission. General Purpose. General Purpose Mission Stocks (GPOS) includes other liabilities such as unit and task-specific GPOS. The availability of GPOS is calculated item by item, tempered by affordability, the planned Readiness and Preparation Time (RPT) available and the lead-time required to procure or by industry to manufacture new stock. 0405. Desired Order of Arrival (DOA). The DOA determines the sequence and loading patterns of departure and is fixed by the ASFJTFHQ logistic Staff input. The critical path, or sequence, must be identified early on to ensure that arrival in the MA meets the ASFJTFCвЂ™s intent. The DOA must take account of the requirement for training and mission preparation. In order to support the RSOI task it may be necessary to deploy logistic resources (enabling assets) to facilitate вЂ�theatre activationвЂ™. This deployment must occur in advance of the RSOI task. The desired posture of forces on arrival in theatre must be clearly defined as this will also affect the way cargo is stowed. 0406. Movement Co-ordination Centres. Establishing movement priorities is essential and the commander requires an effective support organisation to coordinate activity and produce a coherent plan in accordance with the DOA. The formation of Movement Co-ordination Centres (MCCs), both in the MA and outside it is essential to smooth the flow through choke points and maximise route capacities and asset visibility. 0407. Passage of Information. The key to a smooth deployment, particularly the RSOI, is the availability of accurate information regarding departures, delays, rerouting and arrivals. Technology exists to ensure that freight, equipment and personnel are tracked during the deployment. Knowledge of their identity and arrival can precipitate their Readiness in Theatre (RIT) and considerably ease the burden on the reception organisation which is unlikely to be resource rich. - ASF RESTRICTED ASF RESTRICTED 0408. Protection. Deployment will most certainly have Force Protection requirements. The control of this may be delegated to a designated rear mission commander, possibly the ASF Joint Force Logistics Commander (ASFJFLC), dependent upon the DOA. Protection areas must include the initial disembarkation areas, ensuring that the force is able to launch from a secure platform and one which maintains OPSEC. Force Protection doctrine needs to be given weight appropriate to the high vulnerability of a force in a state of transition. The need for Security Engineering to enhance existing facilities should be considered. 0409. Flexibility. The deployment should be the natural, ordered result of the execution of the deployment plan generated through prior reconnaissance and estimate process. In reality inevitable changes in circumstances will require considerable flexibility in the deployment plan. The components need to marry up quickly with their stocks and equipment, and orientate themselves at the destination, because it is vital that the POD is benign. 04010. Hostile Deployment. Though the use of Forward Mounting Bases (FMB) is not envisaged in the ASF Log Concept, it may be inevitable to establish one. During a hostile deployment the ASFJFLC HQ is likely to remain at a FMB until the MA bridgehead is sufficient to allow establishment of APOD/SPODs for reception of follow-on forces. Even when ASFJFLC HQ and its units are conventionally echeloned in this way it may be advantageous to utilise ASFJFLC resources to launch combat components complete with their immediate stocks. 04011. Reception, Staging, Onward Movement and Integration (RSOI). RSOI is a joint mission, the completion of which is normally the formal RIT of a force. The function then changes to one of Sustainment. The largely selfexplanatory terms refer to the capabilities of: a. Reception. This function involves preparation of facilities, initial administration and briefing of personnel and their subsequent transport away from the point of disembarkation. The flow of incoming resources must be smooth and continuous so as not to obstruct subsequent arrivals. It is primarily a movements and administration activity. Staging. Staging is a life support function which at its simplest feeds and accommodates arriving personnel in a benign or protected environment. More importantly it also manages and organises large build-ups of troops, requiring significant capacity to act as the deployed base from which forces may reconfigure and train. Convoy Marshalling Areas afford the opportunity for marrying up personnel with equipment and mission stocks. In Theatre Reinforcements may be held in the staging base until required: where reservists are involved, they may require additional equipping, and specialist training and administration. Onward Movement. Following Reception and Staging there is normally a requirement for onward movement to mission locations. Movement staff require - ASF RESTRICTED ASF RESTRICTED total visibility of the mission situation across all components, ensuring that the individual (or equipment) is transported to his unit or operating base location, along protected routes, with Convoy Support Centres and medical and control points as necessary or using intra-theatre air lift. Movement may be to any of the components, including to vessels at sea. Integration. Integration refers primarily to the process of getting the troops properly orientated to the mission theatre. This includes acclimatisation, training, tactical configuration and situational awareness. 04012. Enabling Capabilities. The requirement to co-ordinate RSOI, for any but the smallest of missions, demands the skills and expertise of a separate tactical level staff with resources to carry out the function. An ASFJFLC would normally perform this task, with composite unit assets including joint movements at operator and staff level (the Force Movement Control Centre), port and airfield clearance units, engineers, infrastructure, labour, supply, transport, medical, provost and administrative elements. The ASFJFLC and enabling assets should therefore feature early in the DOA. Where facilities (such as the APOD and SPOD) are significantly geographically dislocated, additional C2 structures may be required. 04013. Logistics Infrastructure. The establishment and maintenance of appropriate A/R/SPODs, routes, staging areas, CIS, and an appropriate supply and movements pipeline are necessary to move personnel and material forward from the Ports of Disembarkation (POD) and should be a key feature of the theatre infrastructure preparation. In addition to the use of in-theatre resources, infrastructure can be obtained from Expeditionary Mission Infrastructure (EMI). EMI consists of two levels of field infrastructure, as follows: a. Tier 1. A temporary standard of infrastructure, based on a modular soft walled system (Tentage), that is designed to provide an early-entry accommodation capability from as soon as it can be deployed up to the 12 months point of an mission, and exceptionally up to the 24 months point. This capability is to be held as equipment packages in the Regional Logistics Bases and will normally be constructed and maintained on missions by military personnel. Tier 1 will consists of four capabilities, which are: Domestic Accommodation. There are currently two systems to provide troop domestic accommodation. Transport limitations will normally dictate that this is available for use after about 30 days: Interim Expeditionary Mission Infrastructure. Interim mission infrastructure is based on the improved tented camp which does not include power generation, cooling and sewage disposal. Temporary Deployable Accommodation. A system known as temporary deployable accommodation will be in place, in addition to the interim mission infrastructure. The initial package should provide accommodation for the entire - ASF RESTRICTED ASF RESTRICTED Regional Brigade Task Organisation or its contribution to the specific ASF mission. Medical Level 3. A utility service enhancement to the current Med Level 3 facilities includes power generation and distribution, water storage and distribution, environmental control and insulation, as well as improved shelters and flooring, medical waste disposal and an oxygen production plant. A Role Specialist Region/Nation may be tasked to provide this capability in the MA. Staff Working Environment. A system of staff working infrastructure for the ASFJTFC HQ and Regional Contingent/Sector HQs. Deployable Accommodation. A system of deployable accommodation to enhance the TCCsвЂ™ tented facilities. b. Tier 2. A semi-permanent standard of infrastructure to replace Tier 1 on longer deployments provided at the 12 months point. Tier 2 will be predominately hard walled and be designed to remain in place for up to 5 years. This capability will be provided, constructed and maintained by a contractor under the Contractorised Logistics (CONLOG) arrangements. This arrangement releases facilities provided by the Host Nation back to their peacetime usage. 04014. Movement and Development in the Mission Area. Key factors affecting onward road movement are capacity and conditions. The demand for capacity will be greatest during the force deployment and routes need to be carefully planned and controlled. Road conditions and geography are important factors when routes and capabilities are limited or extreme environmental conditions prevail. Conditions can be improved through better equipment or by engineer missions or by careful balancing of demands for strategic and tactical air transport. Both take time to procure and fit or construct. In addition, the use of in-theatre routes and facilities by civilians must be accounted for. Liaison with the civil authorities will be required to ensure freedom of movement and to de-conflict military and civilian use. It is essential that single component capabilities and priorities are subordinated to the joint requirement. 04015. Integration. Integration activities should be accounted for in the mission plan, with correct allocation of controlling staff and resources. Other than to consolidate multinational logistic issues, it is not a usual ASFJFLC function, although opportunities may exist to provide co-ordination of support and resources. 04016. Transfer of Authority. Transfer of Authority (TOA) may take place for land forces once they depart the Port of Embarkation (POE) and, for maritime and air forces, once they have arrived in the MA (however, timing of TOA is a national prerogative). - ASF RESTRICTED ASF RESTRICTED EMPLOYING THE FORCE JOINT LOGISTICS TEMPO The Planning Routine 04017. The ASF Mission Headquarters (ASFMHQ) logistic planning must remain integral to campaign planning, and the logistics staff are likely to be represented in the key established planning meetings to ensure logistics planning tempo. The aim of the meetings is to enable timely decisions to be made, orders to be issued and appropriate actions directed. Although there may be variation depending on the specific circumstances, the planning rhythm over a 24 hour period is likely to include some or all of the following: a. b. c. d. The ASFJTFCвЂ™s Brief - A situational brief. Joint component commandersвЂ™ conference. Joint mission planning group daily conference. Joint sector/contingent commandersвЂ™ conference. 04018. Where the ASFJTFC establishes a Joint Mission Planning Group (JMPG), logistics staff will be required to consider the logistic implications of planning options within the following timeframe: a. 24-48 Hours Ahead. Logistics staff will be expected to confirm that all necessary logistics arrangements are in place to support imminent missions. b. 48-72 Hours Ahead. Logistics will be expected to have carried out all necessary staff checks and issued suitable warning orders to the components, particularly ASFJFLC HQ, to ensure that future missions have been allocated sufficient logistic support. c. Beyond 72 Hours Ahead. Mission plans (other than for specific missions and normal sustainment) are primarily the responsibility of the future plans staff with logistics expert input. 04019. ASFJTF HQ Staff Contingency Planning. There are three themes along which logistic contingency planning can be developed: a. Application of Foresight. Foresight is essential since the first and most time consuming preparations for a mission are frequently administrative and logistic. The ability to conduct contingency missions will be considerably enhanced if resilience has been built into the fundamentals of sustainability. b. Use of Reserves. The ASFJTFC needs a reserve to reinforce success or as insurance against unexpected adverse events. As much as - ASF RESTRICTED ASF RESTRICTED knowing when to commit logistic reserves (whether they are reinforcements or additional mission stocks), commanders must consider, phase-by-phase, what is logistically sufficient, including a reserve. c. Restoration of Mission Strength. Rehabilitation, the restoration of mission strength following a mission, pre-planned or otherwise, is likely to be a Decisive Point (DP) within the campaign plan. 04020. ASFJFLC HQ. When the ASFJFLC HQ is deployed, it must, of necessity, establish a tempo equivalent to that of the ASFJTFHQ and other component HQs. This involves co-ordinated briefings, concurrent shift changes and effective vertical and lateral liaison. Equally important are the rear links to the Regional Strategic Logistics Base, and key planning staff at AU HQ. The ASFJFLC HQ may also be required to control an assigned Area of Missions (AO), including C2 of all force elements, as well as coordinating security and force protection. Current Missions 04021. Whilst logistics staffвЂ™s work concentrates on forward planning and the provision of logistic mission staff work to future tasks or contingency plans, there is also a current missionвЂ™s task to monitor and control the Lines of Communication (LOC) into and out of the Mission Area (MA). The routine elements of this task may be delegated to the ASFJFLC, which maintains overall executive command as the ASFJTFC remains ultimately responsible. 04022. Strategic Re-supply. Demand for re-supply lift, especially airlift, routinely exceeds capacity. The ongoing mission needs to ensure that the fastest movement means are used to transport the highest priority requirements. The majority of resupply is routine and requires the minimum C2 input consistent with delivery of the mission requirement. Regional Logistics Bases and ASFJTFHQ must actively manage only the real, mission critical priorities. Equally they must have a sufficiently refined logistic picture to judge the effects of any particular course of action and its effects at the tactical level. 04023. Movements Focal Point. An appointed ASF Rear Mission Commander (ASFRMC) in the Strategic Home Base will provide a single focus for movements, and the point of contact for TCCsвЂ™ rear headquarters and other logistics agencies. In particular, the ASFRMC will: a. Monitor the efficiency and effectiveness of resupply movement and, if necessary, influence the overall flow between static bases and the MA. It is important that liaison personnel are deployed to Air Ports of Embarkation/Sea Ports of Embarkation, and that they are in a position to interpret the Regional Base and ASFJTFC priorities. b. Track consignments in order of mission priority and, where necessary, by Required Delivery Date (RDD). Implicit in this is redirection of freight from air to surface means if RDD can still be met. - ASF RESTRICTED ASF RESTRICTED c. Anticipate movement requirements and capacity, including the clearance of choke points. d. Refer conflicting priorities, which it cannot reconcile, to AU HQ ASF Planning Staff. This process is mirrored in MA between ASFJFLC HQ and the ASFJTFHQ for returning aircraft and ships. 04024. Information/Awareness. In the reconciliation of priorities, exchange of information is as important as the physical movement. While small scale missions generate modest overall volumes for movement, highly accurate information is required to ensure effective loading of each movementвЂ™s asset. Visibility of movementsвЂ™ information is key. It must be available to AU Log Staff, Regional Log Bases, ASFJTFHQ and the ASFJFLC at all times to ensure that priorities are being adhered to. 04025. Key Decision Point. The key decision point in the delivery of sustainment occurs when ASFROC/ASFJFLC HQ allocates movement resources. This must accord with AU/Regional direction on prevailing priorities. Where a conflict of priorities is brought to the attention of the AU/REC, the staff need to: a. Exceptionally and only when appropriate, challenge a demandвЂ™s stated Required Delivery Date (RDD). b. Be capable, with ASFROC, of tracking key consignments and reprioritising consignments in transit. c. Maintain an accurate вЂ�mission essential equipmentвЂ™ list included within the Sustainability Statement d. Maintain a detailed overview of specific high-priority demands and other movement priorities. e. Identify clashes in single-TCC/Component priorities and broker solutions acceptable to the ASFJTFC. f. In conjunction with ASFROC, anticipate movement requirements and capacity, including the clearance of choke points, to ease the transport flow. 04026. Prioritisation Procedure. All movement bids, however arising, are compiled within ASFJFLC HQ, who are responsible for вЂ�pullingвЂ™ materiel into the MA, and AU/Regional Depots who match demand liabilities to assets. Where there is a conflict of interests between components within the MA, the ASFJFLC seeks priority guidance from the ASFJTFHQ. Where no solution is achieved in this way, and in the absence of direction to effect a solution, the ASFJTFHQ refer the conflict to AU Planning Staff. ASFROC concurrently informs all interested HQs, normally the TCCs, Regional Bases, ASFJTFHQ and ASFJFLC HQ. AU Planning Staff consider the issues and any representations arising and adjudicates direct to ASFROC who verify feasibility and issue a movement order. Real Estate Management - ASF RESTRICTED ASF RESTRICTED 04027. The ASFJTFC/ASFJFLCC will need to de-conflict routes and site use in the Forward Assembly Area (FAA) between competing demands, including the multinational dimension, and permit both the passage of other components. ASFJFLC HQ Staff can co-ordinate on behalf of the ASFJTFC/ASFJFLCC: routes, security, area defence, area allocation and command arrangements including alternative HQs etc. Medical Missions 04028. The medical staff within ASFJTFHQ provide medical policy for the MA, whilst the ASFJFLC co-ordinates its execution. Key constituents of the medical plan include: maintenance of health and prevention of disease, treatment and evacuation of the sick and wounded. There must be close co-mission with ASFROC regarding the resupply of medical/health service support materiel. Treatment must be progressive and continuous, from point of injury/sickness through the echelons of care leading to definitive treatment and rehabilitation in the respective Home Base, if necessary. The intensity and duration of the mission will determine the need for contracting a Level 4 facility out of the mission area. Sufficient medical resources will be made available to effect the treatment policy in accordance with the estimates on casualties and вЂ�non-battleвЂ™ injuries given in the Sustainability Statement. A plan for medevac/casevac procedures should be implemented in the medical support plan. 04029. Duty of Care and Liability. The ASFJTFHQ must be aware of the media and public expectation that the best quality of realistically affordable medical care is achieved in the MA. Furthermore casualty tracking and notification of casualty incidents take a high priority. Epidemiological health surveillance to inform commanders of medical problems, as they arise, and assist subsequent enquiries into association and causation of disease states identified after a mission. An increasingly sensitive population indicates the need to collate a comprehensive human information system, including morbidity surveillance as well as detailed personal medical records. Infrastructure 04030. Facilities. The importance of sustaining infrastructure, both in the support and deployed formation areas should not be underestimated. Logistic and Security engineering support could involve design, construction, modification, repair and maintenance of essential facilities and services, including camps, depots, ports, railways, roads, bridges, airfields, fuel storage, electrical power and water. Assets will be centralised in designated Military Works Area at the onset of the mission. Dependent on the situation and the time available, essential works will be carried out by military manpower or contractors working under military direction. Military engineers, under the co-ordination of the Joint Force Engineer, who has an overview of all Army engineer capability in the MA, must be capable of improving the survivability of the force by tailoring works to meet a developing threat or enhancing a return to peace. When conditions - ASF RESTRICTED ASF RESTRICTED permit, infrastructure logisticians should make maximum use of locally available resources, such as contractors and materials suppliers, and their facilities. 04031. Planning and Control. Military Works staffs require appropriate financial, contractual and possibly lands delegations to function effectively. Whilst components and the ASFJFLC should manage the layout of the tactical level logistic functions, ASFJTFHQ must maintain a detailed interest in the MAвЂ™s infrastructure plan. Clear direction on priorities from ASFJTFHQ, normally set out in the Infrastructure Management Policy Statement via dedicated engineer mission staff in the ASFJFLC HQ, is essential, if effective procedures are to be put in place, and time and resources are not to be wasted. Infrastructure normally has the longest lead-time for provision and will often incorporate mission critical elements, such as water and electrical power, fuel pipelines and waste and sewage disposal. The provision and movement of infrastructure stores must be controlled by the ASFJTFHQ. Infrastructure Development Plan. Methods of providing infrastructure range from the use of Expeditionary Deployed Accommodation to the building of more permanent facilities using local labour. The priorities established for Infrastructure Engineering within theatre will influence efforts in HNS negotiations, CIMIC, public information missions, budgeting and contracting that will support the Infrastructure Engineering effort. The funding of projects in the context of ASF missions is a key issue that needs to be addressed very early in the planning process. This especially applies when the considered infrastructure can support the local population or administration. ORGANISATIONAL FRAMEWORK FOR LOGISTIC SUPPORT Logistic Layout 04032. Logistic Structures. There are a variety of options for constructing logistic support structures. Organisation can be by function, geography or echelon. By function, support will be aligned to the specific service provided with, for example, equipment support provided at one location and medical at another. A geographical support structure may group all services at convenient locations, whilst an echelon system will provide different levels of service along a line of support. Though the commander need not know the detail, knowledge of the key characteristics will enable him to better assess logistic plans offered by his staff. - ASF RESTRICTED ASF RESTRICTED 04033. Networks. The logistic network is normally comprised of a number of nodes and connecting links. A node can be either a unit or sub-unit; it may stock materiel or provide a functional service but it will have a communications and command support function. It will act in an intelligent capacity, either providing the service itself or directing action. Links can be via a combination of air, sea, or land and will operate in both directions. The distance between nodes will be affected by travel time, the availability of resources and the capacity of the system. The pattern of nodes and links must be superimposed on the overall campaign plan and there will be a requirement to protect and service the network. Nodes and links are organised in one of two ways: a. Hub and Spoke. In a вЂ�hub and spokeвЂ™ network, peace support missions can be undertaken around the support network. A number of logistic groups arranged in a cluster of hubs provide localised support. Such a layout has been suitable where missions are conducted in a highly dispersed fashion, but within geographical constraints. b. Line of Communication. A more linear arrangement, with supplies, services and materiel operating along extended LOCs may be more appropriate to higher intensity missions. This will almost always be most appropriate in later stages of peace support missions as normalcy returns, allowing for wider dispersion. 04034. Logistic Concentration. Collocation of large service installations such as Field Hospitals and the dumping of stocks on the ground permit the concentration and accumulation of resources to support protracted missions or provide a reserve. At the mission level, planning must be related to the sustainability statement, but at the tactical level it should be considered in terms of accessibility, security and freedom of mission. Dumping of some stocks can be a necessary feature of airfield missions. However, in the ground environment; the lack of mobility from stocks dumped in a forward area may tend to denude the flexibility that is inherent in the nature of ASF missions. Dispersion of stocks can provide both redundancy and protection. 04035. Stocks on Wheels. For ground forces, including forward support to helicopters and aircraft, maintaining a self-sufficient force, or operating a вЂ�stock on wheelsвЂ™ policy offers flexibility and can help maintain tempo. It is generally more applicable to a short mission and is inherently inefficient in the use of transport. Transport, by definition, is productive only when it is moving freight. It will usually be advantageous at first line as an immediate reserve. When all stocks are carried, a disproportionately large logistic tail can become a liability. To implement a full вЂ�stocks on wheelsвЂ™ policy, support units require mobility and protection comparable to combat units. This requires new equipment to improve stock mobility and protection, but this brings with it major new support costs. Stocks on wheels can enable consumption of 3rd line wheeled stocks at the beginning of fluid and highly mobile missions, leaving 1st and 2nd line stocks forward and intact thereby maximising tempo and logistic endurance. - ASF RESTRICTED ASF RESTRICTED The System 04036. Operating Methods. There are 3 basic methods of operating a logistic system: a. Push. When consumption is predictable, for example, from routine or standard patterns of behaviour, or there is a conscious decision to keep units permanently topped up to a predetermined level, the logistic organisation can operate a вЂ�pushвЂ™ system. The minimum of control is exercised, but the commander should not allow action to be taken by default. A push system is one aspect of the application of a вЂ�just-in-caseвЂ™ policy. Risk is minimised, but logistic drag and large stockpiles may be created and there could be duplication of effort. b. Pull. A вЂ�pullвЂ™ system operates on a вЂ�just-in-timeвЂ™ principle. Theoretically, assuming perfect knowledge and supply and distribution systems, support or services could be made available as the need arises. In more static, firm base deployments such a system offers economic advantages, but when a hostile situation is imminent a less risky approach may be needed. There is also the potential that logistic drag is transferred further back into the logistic system in respect of over insurance against future demand. c. Directed. Where there is uncertainty and peaks and troughs of demand, the commander may need to direct a more pro-active logistic system. The imprecise nature of demand can be overcome by better analysis of a mission, good synergy between the mission and logistic planners and the effective use of technology. Use of information systems reduces the quantity of materiel needed, effectively substituting information for excess inventory. There will always be a need for a reserve. Guaranteed data communications are key enablers for directed logistics. Conversely, they may be better applied where there are critical shortfalls in stocks or resources. - ASF RESTRICTED ASF RESTRICTED CONTROL OF LOGISTIC OPERATIONS 04037. Location of the ASF Joint Force Logistic Component Headquarters. The ASFJFLCC is likely to position his headquarters on the resupply axis. Dependent on the mission situation this may be coincident with the ASFJTFHQ, but initially, it will more probably be at the SPOD/APOD. Certain scenarios may require the ASFJFLCC to deploy a Forward Logistics Support Area (FLSA) to reduce turn-round time for вЂ�pushвЂ™ and вЂ�pullвЂ™ support to components when required. However, if the requirement is limited to support for the Land component it may be allocated to, or found directly from, the Land component. 04038. Rear Area Security. Where the ASFJFLCC is tasked with Rear Area Security, this must be co-ordinated with the RSEs and component commanders. Sufficient assets must be made available, and the information and mission cells in the ASFJFLC appropriately staffed. Normally responsibilities would be limited to Force Protection (FP) within the ASFJFLCCвЂ™s area of responsibility, nevertheless use of logistic service personnel to conduct security duties will inevitably reduce the available logistic effort and a balance must be struck. 04039. Air Port of Disembarkation and Sea Port of Disembarkation Considerations. The ASFJTFC or other Components may need to exercise influence over Air Ports of Disembarkation (APODs)/Sea Port of Disembarkation (SPODs) within the MA, but remote from the ASFLSA/ASFJFLC HQ. These will all need their own control and operating organisations. Additionally, where combat aircraft are operating out of the APOD, the Joint Force Air Component Commander (JFACC) has primacy over airfield missions and coordinates incoming Air Transport (AT) arrivals in accordance with the ASFJTFCвЂ™s priorities. 04040. Assigned Units. The ASFJFLC would probably be assigned Tactical Command (TACOM) of the following organisations: a. Naval Advanced Logistic Support Site (ALSS) and Forward Logistic Site (FLS) within the ASF Logistics Support Area (ASFLSA). b. 3rd Line logistic support assets. c. Appropriate deployed aircraft maintenance and support assets and functional capabilities. d. Support and other helicopters for Casualty Evacuation (CASEVAC) tasks. From these units a pattern of deployment and operation is then established to deliver the most effective support to the combat components. CONTINGENCY PLANNING - ASF RESTRICTED ASF RESTRICTED 04041. There are elements to contingency planning: a. The application of foresight and the formal planning of future missions. This should not be overlooked, but is the routine function of the commander and his staff. The baseline for flexibility has its roots further back in the logistic continuum, in the foresight applied during the resource allocation process. The ability to conduct contingency missions will be considerably enhanced if resilience has been allowed for in the foundation levels of sustainability. b. The commitment of reserves by the commander to reinforce success or act as insurance if events take an unprecedented turn. c. The restoration of mission capability following a mission. This is the process of rehabilitation referred to below. REHABILITATION 04042. Rehabilitation, a tactical level mission resulting from any mission casualties of personnel and equipment, (to be distinguished from Regeneration, Recuperation and Reconstitution at the strategic levels) occurs as a deliberate mission or phase within a larger mission. The aim of rehabilitation is to restore combat power, rebuild cohesion and minimise the disruption and dislocation caused by missions. The process is largely logistic in nature, but can involve a period of training. Whatever the reason for rehabilitation, there are a number of significant characteristics of which the commander should be aware: a. The removal of a unit or formation from missions is a command decision influenced by an assessment of risk, the acceptability of loss, the urgency of re-employment and the availability of reserves. b. To be conducted effectively, rehabilitation requires a designated commander, command support and a specific support organisation. c. A target level of restoration of combat power must be set, resources calculated and allocated, and a time for completion given. d. There is an essential morale dimension. Speedy rehabilitation can reduce trauma, restore confidence and tempo, and help regain the initiative. 04043. The Rehabilitation Process. The process of rehabilitation involves coordinated and concurrent activity in three areas: manpower, equipment and materiel. The majority of the process involves assistance and injection of external resources, although reorganisation is largely an internal process, conducted within the unit or formation. If mission effectiveness is to be restored quickly, rehabilitation needs to be well prepared and trained for involving both the supporting organisations and the supported formations. - ASF RESTRICTED ASF RESTRICTED 04044. Activities. In preparing rehabilitation orders the commander should consider the following issues: a. Command of the mission and the grouping of support elements. b. Life Support including guarding, shelter, resting, sleeping, eating, administration and welfare. c. Casualty care, including Post Traumatic Stress Disorder and evacuation; d. Reinforcement of units through the allocation of In Theatre Reinforcements (ITR) to replace battle casualties. e. Replenishment of unit stocks and replacement of lost materiel. f. Repair, recovery and servicing and preparation for movement. g. The physiological and morale implications of battlefield administration such as burial or honours and awards. h. Ongoing collective training to enhance skills and engender formation cohesion. - ASF RESTRICTED ASF RESTRICTED COMPONENT AND REGIONAL FRAMEWORKS Component Logistics and Rearward Links 04045. Component logistics for each TCC overwhelmingly reflect the practices of their lead Service. The deployment of Regional Support Elements (RSE) into the MA engenders a more joint approach to logistic support for regional components. At present many equipment systems remain TCC specific, though this will improve as standardisation and joint training increases in tandem with the stocking of Regional Logistics Bases and the AU Depot with compatible and interoperable equipment. Nevertheless, single TCC/component logistics remain conditioned by joint support systems from their RSE to the rear, especially the management of the strategic re-supply link which is inherently joint. Joint 04046. The ASFJFLCC will be responsible for the provision of logistic support for all reinforcing/transiting forces moving through his AO/FLSA as well as those based within it. Cross-servicing of demands between components will be permitted where authorised by their component materiel support staff and the ASFJFLC Log Cells. The ASFJTFC has redistribution authority within the AOR and will arbitrate in the event of a dispute. All RSEs will have delegated authority for local contract/purchase exercised under overall ASFJFLC HQ control to maintain the audit trail. Land 04047. Deployed Land Support Arrangements. The ASFJFLCC is responsible for organising logistic support for land component forces within his AOR. Integral Regional Brigade level (2nd line) support to the land component is provided by the Regional Support Elements (RSE) depending on the scale of the deployment. RSEs come under command of the ASF Land Component HQ and the appropriate logistics staffs direct their activity. 3rd Line support to the land component will be provided by ASFLSG, as necessary. This capability may be TACON or TACOM the ASFJFLC, if appropriate. Unit (1st Line) and multiregional level land component units encompass the fullest range of Logistics Support, Equipment Support and other functions e.g. Joint Helicopter Support units to support manoeuvre in the ground environment. However, 3rd Line medical support (field hospitals) will normally be TACOM the ASFJFLCC. Hospitals are also likely to be echeloned and a medical forward control cell, probably within the ASFLSA, but possibly within the Land Component Rear HQ, will be required. This Level 3 medical support also covers the Air Component although elements deployed into Deployable Missions Bases (DOBs) may be - ASF RESTRICTED ASF RESTRICTED TACOM the Joint Air Component Commander (ASFJFACC). Aeromedical evacuation, both tactical and strategic, will be TACOM of the ASFJFLCC. Air 04048. Joint Force Air Component Commander. The JFAC is established within theatre and has within its command structure integrated logistic staffs. The Deployable Missions Bases/Forward Missions Bases (DOBs/FOBs) will be established within the MA and stocked in accordance with the sustainment/sustainability statement. The forces operating from the DOBs/FOBs within the MA are normally TACOM the ASFJFACC. The ASFJFLCC has primary responsibility for the provision or arrangement of the necessary services and facilities to support the DOB/FOBs, HNS agreements and contract support except where geographic or Role Specialist Region/Nation takes sole responsibility. The movement of personnel, mail, cargo, repair parts and subsistence stores from the POD to the DOB/FOBs will also normally be the responsibility of the ASFJFLCC. Where the DOB and APOD are one and the same, some fusion of function will be agreed between the ASFJFACC and ASFJFLCC although flying missions will be commanded by the JFACC while the ASFJFLCC will have appropriate control over Movement Missions (Mov Ops) and tasking authority over MA airlift in order to deliver the ASFJTF movement plan. Notwithstanding the rapid deployability of front line air assets, the requirement for the provision of adequate resources during the early stages of the mission will necessitate the steady build up of sustainment stocks throughout the deployment phase of the mission. 04049. Deployed Air Component Support Arrangements. These would primarily be helicopter units operating at DOBs. They rely on priming equipment packs scaled for an initial 10 days sustainment for fixed wing aircraft and 15 days for rotary wing at intensive rates of effort, the latter reflecting the use of dispersed operating sites in peace support missions. These are supported by highly responsive re-supply arrangements to ensure speedy provision of replacement parts and the prompt recovery of repairables. DOB units are committed to theatre level tasks and normally TACOM/TACON the ASFJFLCC. Maritime 04050. Deployed Maritime Support Arrangements. The organisation structure of the ASF Brigades does not include a maritime component. Strategic sealift will be contracted for bulk stores and equipment for initial deployment, resupply and redeployment of the force. In rare circumstances, such as intervention missions which would be under Chapter VII, when insertion is opposed, naval forces may be required to support the creation of a beachhead. Under such a scenario, the AU may nominate a Role Specialist Nation (RSN) to provide this capability. The RSN will provide organic 1st and 2nd Line Fleet - ASF RESTRICTED ASF RESTRICTED Logistics Support (FLS) for this component for the periods it is deployed. The FLS would, ideally, be collocated with the SPOD. Where this is located within the ASFLSG area the FLS will be TACOM/TACON the ASFJFLC HQ. The Joint Force Maritime Component Commander (JFMCC) but may be placed TACOM the ASFJFLCC when supporting missions ashore. - ASF RESTRICTED ASF RESTRICTED CHAPTER 5 CONCLUDING THE CAMPAIGN 0501. New Main Effort. The termination of a mission is a phase which must be anticipated and planned for. The logistic implications of what can be a chaotic and complex phase with many parallel and simultaneous actions, many conflicting, transforms logistic activity into the mission main effort. 0502. Early Planning. This final, concluding phase must be seen as much a part of the military mission as the preceding phases. It must be properly planned, commanded and conducted in a manner consistent with the broad political aims of the mission. Lack of control may compromise future missions, reduce public confidence, endanger the forces or even give rise to litigation. 0503. Concluding the Mission. In concluding the mission, logistic effort will centre upon Post Conflict Activities and the missions to meet the Exit Strategy. POST MISSION ACTIVITIES 0504. Logistic Implications. Depending on the nature of the deployment and the circumstances, the original mission plan should take account of post mission activities, and military forces involvement relative to the desired end-state. Post conflict activities are likely to be at least as logistically challenging as the provision of support to the force. However, the emphasis is likely to be quite different. Whilst support to forces, possibly including rehabilitation as well as routine sustainment, remains the primary task, other administration and lifesupport demands may be made. Logisticians at all levels may be required to plan and provide emergency support for the population, refugees or internally displaced persons (IDPs), and may need to be prepared to work alongside and, if appropriate, hand over responsibilities to the Host Nation Government, UN agencies and Non-Governmental Organisations (NGO), NATO, EU, Partner Nations, as well as contractors. 0505. Rehabilitation. Rehabilitation, involving restoration of units following protracted missions or arduous duty, will be necessary in the Mission Area (MA) as routine preparation for further missions or when it is intended to redeploy immediately to a new MA rather than via unit home locations. 0506. Formal Activities. Post conflict activities tend to be focussed on normalisation, the civil population and repairing damage to the MA infrastructure. The scope of activities will include disarmament, demobilisation and reintegration (DDR) of warring factions, civil administration, humanitarian relief, and - ASF RESTRICTED ASF RESTRICTED battlefield or environmental clearance, particularly where mines may have been used in the conflict. 0507. Responsibilities for Adversaries. Upon cessation of hostilities, a ceasefire may have to be supervised. This could involve wide dispersion of forces, placing a strain on the logistic infrastructure. The processing and collection of belligerents, their re-integration, guarding, feeding, clothing, and investigation of war crimes will place further demands and require legal, linguistic and provost specialists. 0508. Legal Implications of Belligerent Occupation. Whenever the ASF is in control of post conflict territory, and find themselves face to face with the inhabitants, some or all of the provisions of the law on belligerent occupation are applicable. Three sources of International Law guide the application of belligerent occupation: Hague Rules Articles 42-56; Geneva Civilians Convention, 1949 Articles 4, 5, 27-34 and 47-48; Protocol 1, 1977 Part IV. The occupying forces acquire obligations in respect of that territory, which are essentially humanitarian in nature, although there are elements of trusteeship. There is a duty to maintain law and order as well as preventing economic collapse, and the existing law is to be respected. The law on belligerent occupation seeks to strike a balance between: a. b. c. The military interests of the peace-keeping forces. Humanitarian protection of the population. The preservation, pending final settlement, of certain interests of the displaced power. Further advice should always be sought from legal officers. 0509. Humanitarian Relief. The possible rapid requirement to initiate humanitarian and related missions, such as Mission Area Clearance, will involve personnel and formations adapting quickly to a non-combat stance. Some missions may, themselves, be primarily a humanitarian relief mission. Both situations have considerable logistic implications and the provision of humanitarian relief is particularly susceptible to вЂ�mission creepвЂ™ as requirements expand. The demand for supplies and services is likely to increase as military resources are required for defeated belligerents and civilians. The type of commodity or functional service required will alter significantly from warlike stores to that for humanitarian and medical needs. This change of emphasis will also require adjustments to the logistic ORBATs; for example bulk ammunition handling will not be required, whereas bulk carriers for food, water and tents will increase. Given the inevitable presence of the news media, credit gained by military success could be diminished if there are post conflict support failures arising from lack of attention or application and a pro-active media campaign will be necessary. - ASF RESTRICTED ASF RESTRICTED 05010. Information Campaign. In preparation for an exit, there will be logistic input to the information campaign. This is likely to centre on issues such as the improvements made to Host Nation infrastructure and support systems, or any assistance delivered to agencies or Non Governmental Organisations. Any such support which has not been specifically directed should be recorded in detail and made known to Joint Force Information Mission Staff. EXIT 05011. Exit Operations. In tandem with stabilisation and normalisation activities, the ASF exit strategy will be implemented. Key elements of the mission at this stage are draw-down, redeployment and recuperation. The first two can run in parallel or consecutively and are controlled by the ASFJTFHQ. Recuperation is an all TCCsвЂ™ continuous process. 05012. Draw-down. For enduring missions, or when ASFJFLC is not fully structured, the establishment of a separate headquarters and the injection of fresh support resources can speed and optimise exit and redeployment. To provide an appropriate focus, priority and expertise, draw-down teams will be employed in order to effect orderly withdrawal processes. They will include specialists appropriate to the task, and account for non-unit equipment whilst also giving advice to withdrawing units on accounts closure, equipment identification, materiel, ownership/sponsorship and correct disposal action. 05013. Forced Exit. The principles described here assume that the ASF has control over the conditions of exit. However there may be times when a forced exit is required. Mission staffs will lead such a mission, as Force Protection (FP) will be a key factor. In the contingency planning for a forced exit, logistics staff at all levels will need to establish the draw-down and deployment requirements for an unimpeded exit, and then determine what is feasible by means of risk assessment. Safe redeployment of personnel will be the primary consideration. Component and Contingent Commanders will still be accountable for equipment on their charge, and staff at ASFJTFHQ, AU Planning Staff will set achievable priorities for movement and produce any necessary policy to cover what cannot be extracted. Where time constraints prohibit such preparatory measures, equipment designated mission essential in the Sustainability Statement and high-value military-special equipment is likely to take priority for extraction. Redeployment 05014. Redeployment refers to the complete process of preparing and relocating units and stocks to a new destination. This may be to a new deployment area or to peacetime locations where units will need to achieve appropriate readiness levels. Whilst вЂ�recoveryвЂ™ is simply defined as the extraction of units, вЂ�redeploymentвЂ™ recognises the much broader requirement to restore forces to appropriate readiness. A mission commander will be primarily - ASF RESTRICTED ASF RESTRICTED concerned with the safe, swift and secure recovery and return of his forces in which the ASFJTFHQ assumes the role of Mounting HQ for forces leaving the MA. However, TCC Contingent Commanders will also be concerned to restore readiness. From a joint perspective, redeployment is similar to initial deployment but conducted in reverse and it may be undertaken with less supporting infrastructure. Specialist materiel will be required to repackage ammunition, stocks and equipment. 05015. In Theatre Redeployment Planning. The ASF Joint Task Force Commander (ASFJTFC) and his logistics and future plans staff must consider redeployment issues throughout the mission in order to ensure the force is not off-balance when the redeployment phase commences. Redeployment planning will include a number of factors which may reflect conflicting priorities. Resolution of such conflicts is a matter for the ASFJTFC in consultation with the ASFJFLCC, who should conduct a full redeployment estimate. Factors to be considered may include, but are not limited to, the following: a. Desired Order of Departure. The Desired Order of Departure (DOOD) will be determined by AU/REC Mandating Authority (depending on the type of mission) and the ASFJTFC in line with continuing/residual responsibilities and Force Protection requirements. b. Synchronisation. The run down of MA capabilities particularly communications and camp infrastructure will require careful synchronisation with the departure of personnel and equipment. A synchronisation matrix will assist in this evaluation. c. Availability of Movement Assets. The availability of movement assets is likely to have a major influence on the Synchronisation Matrix. It is highly desirable that a degree of redundancy is built into the provision of such assets. d. Redeployment Enablers. In the same manner as they are required during deployment, specific enablers may well be required to deploy into the MA to facilitate both the closure and draw-down of intheatre activities and to expedite the redeployment. Where stocks, equipment and ammunition have been broken out of their transit packaging, specialist and resource-intensive capabilities will need to be provided. e. Hand-over of Infrastructure to Host or Follow-On Nation. The activities necessary to facilitate the smooth hand-over of infrastructure to Host or Follow-On Nations must be considered at the outset of redeployment planning. In particular, engineering and contracts capabilities are likely to be essential. f. Closure of Contracts. The closure of in-theatre contracts requires specialist personnel. Their deployment should be as early in the process as possible, preferably prior to the redeployment estimate. Their duration - ASF RESTRICTED ASF RESTRICTED in theatre should be planned to exceed the final contract closure date, even if this requires special arrangements to be made for their life support. g. Closure of Accounts. The nature of missions makes normal accounting difficult, particularly during the initial stages. However, this does not excuse Commanders from their responsibilities. Once redeployment is considered, additional Regional Brigades/TCC CSS personnel should be deployed to assist in the closure of theatre accounts. h. Sustainability. Even during redeployment the force will require sustainment. The in-theatre situation and robustness of the redeployment LOC will determine to what degree sustainment stocks can be reduced in line with personnel and equipment departures. i. Sensitive/Protectively Marked Items. The redeployment of sensitive equipment and protectively marked items will require special attention to ensure that handling procedures and security are not compromised. j. Specific Equipments. It is likely that specific equipments, particularly those of a specialist low population nature, will have equipment support requirements which may affect their position in the Desired Order of Departure (DOD). k. Waste Disposal. The requirement for waste disposal and remedial work on contaminated sites should not be underestimated. l. Bio-Security. It is essential that equipment and personnel redeploying from overseas missions do not introduce any biological hazard into their home bases or any other nation. The responsibility for the completion of bio-security measures to the requisite standard rests with TCC Commanders, not with movement staff. 05016. Contingent Command Responsibilities. Although the responsibility for redeployment planning rests with Regional Brigade Staff and its deployed commanders, TCC contingent commanders are responsible for their own formations, units and personnel once they land in the home base: a. Personnel. The swift movement of personnel to home locations is a major personnel staff activity and should not be interrupted except in the most unusual mission circumstances. b. Equipment. The movement of equipment once landed is likely to require the employment of additional personnel and, depending on the nature of the equipment, additional assets, e.g. tank transporters. Care must be taken to ensure that vehicles are returning in a condition in which they can be legally driven on public roads. Port Clearance. Clearance of Air Ports of Disembarkation (APODs) and Sea Ports of Disembarkation (SPODs) is a unit responsibility under the direction of contingent commanders. Reception and administrative arrangements should be flexible enough to allow the effective administration and processing of personnel - ASF RESTRICTED ASF RESTRICTED and equipment. There may be a requirement to develop contingency quarantine arrangements and bio-security decontamination procedures. Economy. In line with the principle of Economy of Effort, a pragmatic management decision may be required on the relative costs of redeployment movement activities when set against the cost of new equipment or materiel procurement. This decision, which rests with TCCs in the ASF scenario, will be particularly pertinent with regard to conducting the entire movement using chartered aircraft. 05017. Discipline and Stress. At the end of missions there will be an inevitable feeling of euphoria. The constraint of missions will be lifted and the psychological release may, if not properly controlled, result in some breakdown of discipline. Carelessness of weapon handling drills may creep in and lives may be lost. Other undesirable activities, such as trophy hunting and illegal export/importation may also occur, and security procedures appropriate to ensure safe air and sea movement will need to be instituted. A well publicised, provost-led, search regime at Air Ports of Embarkation (APOE)/Sea Ports of Embarkation (SPOE) can be a powerful deterrent. At best, indiscipline is likely to lead to adverse publicity affecting the force image. In extreme cases, the release of emotion may even lead to acts of retribution as perceived injustices are settled and the mission gains are undermined. Equally, the effects of combat stress could manifest themselves in adverse psychological reactions and the possibility of stress disorders must be considered. Suitable medical advice must be taken and appropriate counselling arranged. 05018. Recuperation. A process of recuperation will begin, primarily in the Home Base, to replace resources expended on the concluded mission to restore manpower, equipment and materiel, including mission Stocks (Reserves), to their pre-mission levels or in accordance with revised target levels based on lessons learned. - ASF RESTRICTED ASF RESTRICTED CHAPTER 6 ASF LOGISTICS FUNCTIONS COMMAND, CONTROL, COMMUNICATIONS & INFORMATION SYSTEMS (C3IS) Command and Control at The Strategic Level 0601. The Tools of Logistic Command and Control. Logistic command and control is affected through the assessment, preparation and communication of instructions to logistic staffs and to the deployed forces (including contractors) responsible for carrying them out. In an effort to maintain a high level of responsiveness, allowing a greater range of tempo, instructions need to be founded on the reliable exchange of logistic information between the user and the Base, via the staff. Additionally, integration of military and civilian logistic management systems needs to be developed. 0602. Strategic Level. Military representation and Early Warning Mechanisms (EWM) within the AU and the Regional Economic Communities provides an early opportunity for the AU to identify situations that have potential of developing into conflict, crisis or those that may lead to complex emergencies that may trigger peace support operations or humanitarian and disaster relief operations. Whilst this level may primarily be concerned with policy direction, it is also the focus for strategic planning. At the inception of operations the Planning Staff, under the guidance of the AU Peace and Security Council (PSC), the strategic level decision making institution, will issue the Strategic Directive based on the PSC Mandate. The Directive provides overall logistic direction to the appointed ASF Force Commander (ASF-FC). The logistics direction will include the identification and release of strategic resources from the AU and/or Regional Logistics Depot/Bases. It provides the focus for Memoranda of Understanding, including Host Nation Support (HNS) and Mutual Support arrangements and bilateral/multilateral negotiations. 0603. Operational Level. At the very earliest stage the ASF-FC and his senior planning staff will be incorporated at the Mandating HQ to operate as the Military Strategic/Operational Level interface. The expanded planning team conducts the detailed strategic estimate leading into the logistic planning process. Use of the strategic Line of Communication is accessed, priorities determined and military and civilian lift assigned. 0604. Operational Level вЂ“ ASF Force Headquarters. The ASF-HQ already activated, monitors and develops the Force Logistic Plan, staffs specific issues and assume full logistic responsibility in theatre. It is at the ASF-HQ that operational, theatre level issues, forward planning and immediate priorities are resolved and logistic command exercised. 7 ASF RESTRICTED 0605. Tactical Level - Component Headquarters. Detailed execution at the tactical level lies either with logistic units organic to the combat components or the ASF-LC (Logistics Commander) under whom logistic units may be grouped. 0606. Other Headquarters вЂ“ Logistics functional (including medical) component commanders assigned to the designated force are integral to logistic planning since they are the source of expertise, detailed knowledge and resources. On operations, the regional strategic bases retain flexible linkages with deployed components for routine support and can provide invaluable advice from their supply agencies, where suitable communications exist. Where surge activity or scarce resources are involved, however, the formal line of communication is through the ASF-HQ. Whilst each operation may have a different organisational structure, the principle remains that HQs should not enter into detailed logistic management that is more properly the responsibility of subordinate formations and units. This will avoid the duplication and confusion that would otherwise result. 0607. Strategic, Operational and Tactical Interfaces. The overlap between the strategic, operational and tactical level delivery of logistics requires integrated logistic planning, defined processes and separation of function, mutual understanding, speed and accuracy. These are ultimately more important than the вЂ�levelвЂ™ at which operations are described as being effected. Planning must be integrated because it involves non-military actors, such as contractors etc. Logistic Information and Logistic Picture 0608. Information. Logistic information is as much a part of situational awareness as conventional operational information/intelligence. It is relevant to know that ammunition is exhausted when a hostile element is approaching, since it will directly condition the response. It is through information that the logistic inventory can best be managed, demands most quickly met, and the logistic services and footprint optimised. a. Asset Visibility. Creation of a logistic picture (i.e. the real time disposition and status of assets, materiel in transit and forecast re-supply) requires Total Asset Visibility (TAV). The ability, through information, to match supply to demand accurately, to predict, pre-plan and drive down logistic support requirements offers significant savings for resource reallocation. TAV assumes resource intensive information system support, but it is also an extension of the accounting system. The deciding factors in enhancing logistics performance are speed and accuracy of asset information, which in turn offer higher standards of confidence and greater latitude to accept risk. Regional Brigades/Logistics need to acquire a number of deployable inventory management systems for this purpose. Optimum flexibility is gained only when the information from differing systems can be collated, either by human or computer interface. b. In Transit Visibility. Where TAV cannot be achieved, logisticians must have, as a minimum, the opportunity to track assets as they are moved, via nodal points, up 8 ASF RESTRICTED and down the supply chain. This is classed as In Transit Visibility (ITV). Whilst ITVвЂ™s effectiveness and performance can be enhanced by information technology, ITV is also a process which can be performed with the barest of resource essentials providing that its importance and relevance is recognised throughout the Line of Communication. When stores or containers are packed and subsequently distributed, each person in the support chain needs to ensure that the next user can access relevant transit information easily, often in difficult conditions. This fundamental principle applies as much to re-deployment as it does to deployment and sustainment operations, and is essential to prevent overburdening the supply chain with unnecessary demands. However ITV is especially challenging during deployment when Force Element Tables are subject to short notice changes. An ITV matrix (part of the logistic information plan arising from the Estimate) must be prepared during the planning phases and ITV enablers need to deploy early to the Area Of Responsibility (AOR) - as well as to the APOE and SPOE. The supply chain starts with the provision and procurement organisations and ends with the consumer. 0609. Information Systems. Dedicated Information Systems (IS) and assured communications are essential to the functioning of the logistic system at maximum capacity. The delivery of effective logistic C2 requires adherence to four precepts: a. That accurate, timely information is key. b. That all logistic data is corporate information. c. That common IT information exchange standards must apply. d. That mere automation of existing systems is insufficient. The maximum advantage from digitisation lies in system integration and re-routing, not in mere upgrading of the old ones. The volume and complexity of logistic information ideally lends itself to automated data handling with much low-cost commercial off-the-shelf equipment being suitable for military/civilian use. Considerable logistic data storage and transmission may, however, need to be secure. 06010. Information Approach for Operations. Recognition of the importance of information to the logistician must lead to a consciousness, and demand for, the right information. At all levels, logistic force elements must consider how their operations can be improved through correct information linkages. Operational staffs have a responsibility to enable and control information to ensure that, at the tactical level, support demands are met and the logistic information acted upon, whilst an improved deployed Logistics Picture allows the Strategic Base to initiate the support in a timely manner. Single component information, such as air loading details, need to be available to the joint staffs. Time must be made for the identification of Information Exchange Requirements (IER) and the production of Logistics Information Plan early in the preparation for operations so that communications and IS support can be resourced, allocated and provided. PLANNING ASSUMPTIONS AND OPERATIONAL STOCKS 9 ASF RESTRICTED 06011. Planning Assumptions and Constraints. Risk is an inherent element of inventory planning, which seeks to minimise capital outlay and balance high risk/low probability requirements against low risk/high probability operations. The principle is that the AU Depot, Regional Logistics Bases and TCCs only hold what cannot be procured in Readiness and Preparation Time (RPT) i.e. the time between the authorised start of preparations initiated by the issue of a Warning Order and when formations/units are capable of commencing planned operations. Despite the inherent risks, logistics is recognised as a force multiplier since its application is not just about amassing resources of manpower and materiel, but rather the timely and balanced application of such resources to meet the mission end state. Applied correctly, logistics can enable the ASF mission to achieve results out of proportion to the scale of resources involved as well as determine the tempo at which the mission is accomplished. The following broad assumptions will influence planning of all ASF mission scenarios: a. A sustainability statement based on ASF Operational Plan, and agreed upon by Contributing Regions (CRs), will be issued in good time to guide Logistic Planning for the mission and supportive C2 structures, as well as arrangements for sharing of common user resources. The sustainability statement shall be issued as part of the ASF Logistic Directive which explains in simple terms how Theatre level logistic tasks are to be carried out, and relevant C2 relationships. b. CRs shall be responsible for meeting all sustainability requirements established under the ASF Ops Plan/MOU and adequate lead-time shall be allowed for equipping and refitting of the force. ASF Logistics support will have a logistics staff element drawn from CRs under logistics component command provided by one of the CRs. The logistic staff shall be responsible for controlling the Logistic support effort of the Force under agreed arrangements. c. ASF-LSG Component Commander will control all theatre level logistics elements and assume responsibility for all вЂњIn-Theatre LogisticsвЂќ while Logistics Role Specialist Regions/Nations may be given responsibility for those elements of logistics support provided on a multi-regional basis. ASF-LSG does not replace component logistics staff who must continue to provide intimate logistics advice to their respective component commanders, as well as to manage component specific classes of supply and issues. ASF-LSG will manage theatre level issues and common logistic (CrossRegion/Nation/components) under special arrangements and only when there is benefit in doing so. 06012. Planning Constraints. The possible constraints contributing to risk would involve one or a multiplicity of the following: a. For PSO and CROs, the AOR will likely be a non-linear battle space, and may incorporate several non-contiguous areas of operation. For the ASF force to be successful, logistic support assets must have the capability to deploy to, sustain and redeploy from and within this complex operational area. 10 ASF RESTRICTED The ASF-LSC anticipates expeditionary deployments into any of the five regions of Africa where Access, Basing and Overflight (ABO) can be permissive or non-permissive and different levels of quality of infrastructure may be found in terms of medical, fuel, water, rations and engineering facilities. Whilst at theatre level coalition logistic support solutions must predominate, the ASF Force Commander (ASF-FC) must assume that some sustainment in terms of equipment support, materiel and munitions to meet unique regional logistic requirements, will have to be provided through the Contributing RegionsвЂ™ Regional Support Elements (RSE) using a combination of air, sea and land Lines of Communication (LOCs). 06013. Stock Acquisition and Holding Assessment. Operational Stocks, (War Reserves) as with other equipment and materiel procurement, are subject to a six-step resource allocation process as modified by: military/industrial policy and capacity and 3rd party (allied/donor/UN) sourcing. The six steps are: a. Clear, approved and unambiguous planning management plans (i.e. what do we need to be able to do?) b. Assessed sustainability requirements for assessed tasks (how much do we need to do?) c. The application of military operational analysis to requirements (how should we do it?) d. Assessed industrial capacity to regenerate to the planned requirements in a timely manner (what can we get when we need it?) e. The reassessment of current holdings in the light of the above (is there a difference between what we have, what we need and when we can secure it?) f. Amending stockholdings/the programme accordingly (aligning all the variables). 06014. Sources of Support. There are generally five available sources of support: a. Military controlled assets, owned or leased, organic to the deployed forces or made available to them from the AU/Regional strategic base. b. National civil contractors, operating in support of the strategic base or deployed forward to benign areas, where CON LOG support can be undertaken safely and effectively. c. In-Country Resources (ICR) or HNS, contracted or requisitioned. d. Coalition assets based on a lead Region or Nation basis. e. Resources contracted from the international market. A balance from all sources is likely. Initial limited self-sufficiency may progressively be increased through HNS/ICR and multinational support, as an operation matures. TRANSPORTATION AND MOVEMENT CRs/TCCs are ultimately responsible for obtaining strategic lift transportation resources and for planning and controlling the movement of regional contingents within the ASF-FC RSOI directive. The AU HQ should be involved in requesting and coordinating strategic lift. Their arrangements should take account of the need for co-operation, co-ordination and 11 ASF RESTRICTED economy. The responsibility for the deployment of multi-regional HQs staff will rest with the mandating authority and that of units with the CRs/TCCs in line with the ASF-FC RSOI directive. Sufficient strategic lift assets must be made available to sustain CR forces throughout the operation. Furthermore, onward deployment within the theatre along the chain from Point(s) of Disembarkation (POD) through logistic base(s) to unit locations must have the infrastructure, materiel handling equipment and means of transport necessary to deliver the forces and their associated logistic support. Without such assets, the feasibility of the OPPLAN might be severely restricted. Intra-theatre movement and transportation arrangements should also allow for the timely reverse flow of materiel and personnel. Within the framework of the mission, the ASF-FC is responsible for co-ordinating, prioritising and de-conflicting regional deployments, transportation for sustainment (resupply), and redeployment of regional force contingents at the operational level, in conjunction with the CRs/TCCs. In view of the expeditionary and rapid nature of ASF deployments and limitations to obtaining resources in all regions, the options for acquiring strategic lift capability are: The AU appoints a Logistics Role Specialist Region (LRSR) to develop strategic airlift capability and strategic sealift capability. The AU sources strategic lift through UN contracts with assistance of partner states. The AU seeks вЂњsecure access contractsвЂќ funded through contributions from RECs. ENGINEERING Infrastructure Engineering for Logistics (IEL) is an essential enabler for logisticians to accomplish their mission and support the overall operation. It may be provided by the deployed force, the HN, units of the RSE or contractors. Logistic experts at the operational level must ensure that adequate engineering assets and capacity have been included in the operational plan to address IEL requirements. Regional engineers must be consulted to confirm existing or available capacity. The priorities established for IEL within theatre will influence efforts in HNS negotiations, CIMIC, public information operations, budgeting and contracting that will support the IEL effort. The funding of IEL projects in the context of ASF operations is a key issue that needs to be addressed very early in the planning process. This especially applies when the considered infrastructure can support the local population or administration. If construction engineering expertise is required, this unit covers both horizontal and vertical construction engineering. Multi-role engineering units must also be capable of providing potable water production and treatment. Plant equipment may only be deployed when it has been confirmed that the mission site is unable to provide such equipment. Technical engineering expertise such as engineer tradesmen, draftsmen, structural designers, electrical designers, specification writers and inspectors will also form part of the engineering unit where local hiring is limited. EQUIPMENT MAINTENANCE All equipment used by ASF forces must be maintained and fit for purpose. Commonality (where possible) and interoperability of equipment will play a key role in this domain and can 12 ASF RESTRICTED significantly improve operational capability at both regional and multi-regional levels. In this respect, bilateral or multilateral arrangements should be sought, whenever equipment is used by more than one CR. The collocation of maintenance capabilities in theatre could also be considered to facilitate technical assistance, enhance co-operation and reduce the logistic footprint. CRs/TCCs will deploy mission ready equipment and remain self-sustaining for the periods promulgated through the AU Policy Framework unless otherwise determined, and issued through the Sustainability Statement. The deployed Regional elements have integral equipment support capability, whilst the Regional Support Element (RSE) provides 2nd Line Equipment Maintenance within the AOR. The establishment of 3rd Line equipment support will be under the arrangements of the ASFLSG HQ and is dependent on the assessed duration of the mission. Due to the possible incompatibility of equipment from the participating CRs and TCCs this capability may have to be built-up from their own strategic home base. Where the Host Nation has the industrial and technical capacity, the ASF-LSG may resort to contract repair under the CON LOG arrangements. The contributing Region or Nation will have responsibility for this level of repair for Role Specialist equipment or may enter into bilateral and multilateral arrangements. The loop for repairs beyond 3rd Line dictates that the equipment (depending on extent of damage) is disposed off in theatre or CR or TCC replaces it and repatriates the faulty equipment for repair in the Home Base. MEDICAL A self-sustaining medical support and evacuation plan is required from the earliest stages of an ASF operation. Specific requirements for medical support include planning, to provide in-theatre medical treatment, forward/tactical/strategic evacuation, Mass Casualty (MASCAL) response, patient regulating, hospitalisation, preventative medicine, dental provision, veterinary service, environmental health, including food inspection, medical logistics, including blood support, and consequent management of health risks posed by Chemical, Biological, Radiological and Nuclear (CBRN) hazards should these exist in theatre. A Force Medical Officer will be appointed from one of the CRs/TCCs and report directly to the ASF-FC. He/she will be responsible for the overall planning and execution of the medical activities of the force. The Force Medical Adviser will coordinate ASF medical issues through the respective CR Medical Directors/Advisors/Officers, based in the ASFLSG. The ASF-LSG HQвЂ™s Medical Staff will be responsible to the Force Medical Advisor for the day-to-day execution of medical coordination. All Role 2/Level 2 and Role 3/Level 3 Medical Treatment Facilities will normally be considered theatre medical assets under the functional control of the ASF Commander through the ASF-LSG. However, where suitable hard structures and facilities for Level 3 treatment are not available in theatre, this support will be selected out of theatre. Alternatively, a Logistics Role Specialist Region may be nominated to develop this capability within a specified timeframe. The Policy Framework stipulates that each Regional Brigade will have an organic Level 2 Medical Unit. RECs may seek partner-support for the field structures and equipment while they provide the medical staff. 13 ASF RESTRICTED The aim of health and medical support in military operations is to support the mission through conservation of manpower, preservation of life and health and minimisation of residual physical and mental disabilities. Appropriate medical support makes a major contribution to both force protection and morale by the prevention of disease, rapid evacuation and treatment of the sick, wounded and injured and the return to duty of as many individuals as possible. General logistic principles laid down in this document also apply to the Health and Medical Support function. The specific medical principles and guidelines, policies and planning procedures will be laid down in regional doctrine and policy. These are related to the code of medical ethics and regional and interregional laws and standards including the law of armed conflict. Health and Medical Support comprises a wide spectrum of complex and specific tasks including force health protection, medical intelligence and aspects of Civil Military Cooperation (CIMIC). Medical capabilities and capacities assigned to any ASF operation must be sufficient and have at least the same level of readiness, deployability and sustainability as the forces they support. In order to plan effectively, execute and control the full range of health and medical support and to provide medical advice, sufficient experienced and qualified medical staff elements at each level of command are necessary. 14 ASF RESTRICTED CHAPTER 7 AU/ASF LOGISTICS DEPOT AND BASES AU/ASF LOGISTIC DEPOT VISION The Logistics vision statement is: To define, build, organize, and maintain a Logistics Depot that is capable of developing, sustaining, and enhancing a PSO capability at all levels including peacekeeping and humanitarian assistance to a level of selfsustenance to respond to internal or external crises or threats to peace and security, including terrorist and/or humanitarian threats. AU/ASF PSO LOGISTIC DEPOT STRATEGIES The AU/ASF Logistics Depot is designed, as stated in the logistic vision, to provide a rapid response capability, and to provide a sustaining capability to PSO. Based on the military strategic vision, the ASF to be developed has a wide variety of tasks and missions. As with any force, the more diverse and complex the tasks, usually the more diverse and complex is the structure needed to accomplish the tasks and missions. This is especially true in the arena of logistics. Additionally, when addressing PSO requirements, leaders are constantly faced with the need to meet operational realities while concurrently striving for maximum flexibility from a given structure. Unfortunately, flexibility is not always possible to the extent desired. Given the recent past experience within the continent/region, the ability of AU to respond to threats and crises has been remarkable. However, even with the вЂ�AUвЂ™s abilityвЂ™ to respond with troops, AU has been literally unable to вЂ�sustainвЂ™ the deployed force. The lack of the capability to вЂ�sustainвЂ™ the deployed troops has provided a significant learning experience. However, AU with the benefit of significant past experience is at the вЂ�right place and right timeвЂ™ to begin the process of planned, coordinated, and focused PSO logistics design and development. Accordingly, based on the evolving PSO logistics vision, the senior leadership envisions PSO logistics strategies that accomplish the tasks and missions articulated and authorized by the senior civilian authority in the Peace and Security Protocol of 2002, the strategic military vision, and the PSO logistics vision. The evolving PSO logistics strategies to enable the logistic vision are: вЂў AU will create a PSO Logistics Depot designed, built, and operated to provide the capability a. to provide rapid response to crisis and/or conflict 15 ASF RESTRICTED b. to provide a capability to sustain AU-deployed PSO and efforts. вЂў The AU will establish six (6) African Union Logistics Depots (AULD); one at the continental level and five depots at the regional level. вЂў The AU Continental/Regional Logistics Depots will have the material management capability to receive, store, issue, control, and manage all classes of supply, materials, and end-items in support of PSO. This also implies that all supplies, materials and end-user items must be accounted for when received and issued. вЂў The AU Continental/Regional Logistics Depots will have the repair and maintenance capability to conduct or manage all levels of maintenance operations for assigned end-items and specialty systems. вЂў The AU Continental/Regional Logistics Depots will have a training capability to conduct or manage logistic-oriented user-level to technical-level training for logistic functions and processes and assigned end-items with a focus on ASF logistic requirements. вЂў The AU Continental/Regional Logistics Depots will have the capability to perform logistics-oriented services, direct or indirect, including procurement, transportation, finance, contracting, human relations and other functions, in support of ASF missions, tasks, organizations, and PSO. CONCEPTS OF IMPLEMENTATION вЂ“ LOGISTICS DEPOT The current reality is that the AU by itself or without significant external resources can not: Вѓ develop an operational ASF, Вѓ вЂ�self-sustainвЂ™ the ASF when deployed Вѓ support other PSO efforts. However, and as noted from the recent past within the continent/region, the AU has successfully been able to mobilize, deploy, and employ significant numbers of troops, units, and command and control elements to conduct peace operations, but only with significant support of the international community. Essentially, without pre-planned, pre-established Depot, the AU will only be able to deploy troops and a HQ element, but partners will be required to assist the provision of expertise and emergency reaction capability to support ASF deployments. ASF Sustainment: During the actual deployment of the ASF, the AU/ASF Logistics Depots serve as the вЂ�wholesaleвЂ™ support structure and provide direct and indirect support to the ASF through the ASF LOG element to sustain the force. Direct coordination and interface exists between the ASF Chief Logistics Officer and the Depot Commander to ensure continuous support and services as needed, including the provisioning of supplies, materials, and end16 ASF RESTRICTED items. Ideally, the needs of the deployed ASF, based on composition, will be known well in advance. The requirement for 90-days self-sustaining would be met by supplies, materials, and end-items вЂ�pushedвЂ™ from the Depot to the LOG organization. The LOG organization will retain the вЂ�wholesaleвЂ™ stocks, and distribute to units as needed. Support to Other PSOs and Efforts: The AU Logistics Depots are by design, a functional and operational location that will provide support and services to PSO efforts. Importantly, support to various crisis/conflict prevention efforts that will вЂ�avoidвЂ™ or вЂ�preventвЂ™ conflict, and will eliminate the need for ASF deployment are of primary concern. The range of crisis/conflict prevention measures fully supportable from the LOG Depots will most likely initially be dedicated to election monitoring and other similar endeavours. The primary thrust is to provide the required logistic support to those PSO efforts that will be able to prevent the emergence of a conflict. Partners Pre-positioning of Logistics Capability: An important and strategic capability of the AU/ASF Depot is that partners, within operational constraints, can pre-position determined items at the depot. In this light, the depot serves as an вЂ�on continentвЂ™ location for donors and partners to store identified items prior to regional donation, use, or disbursement. This is an important capability for the pre-assembly of sets and kits or for a phased assembly of subcomponents into a specific complex end-item. For example, water purification unit, with numerous components, could be stored, pending the total receipt of all components required for assembly, and ultimate utilization. To implement the concept of the AU/ASF Logistics Depots, suitable facilities are required. In the aggregate, the facilities should have an airfield with a minimal capability of accommodating C130 aircraft and have access to an international sea port. Specific reasons that the depots should be determined as being the вЂњmost suitableвЂќ and вЂњmost idealвЂќ for the AU/ASF Logistics Depot are as follows: вЂў The facility will be operated by the AU and used as a supply and maintenance facility. вЂў Should be an independent facility by its location. вЂў Should be accessible by land via a traversable roadway. вЂў Should be accessible by sea via a main port. вЂў Should be accessible by air with an on-site 3130-foot, paved (C-130 minimum capable). вЂў The facility should have a huge expanse of paved and unpaved parking areas and taxiways. вЂў Numerous hangers on the airfield including offices and general structures. вЂў The facility should have a huge space for storage and maintenance capability. вЂў The facility should have minimum of 4 large (C-130) suitable hangers, functional for aviation operations and/or storage. вЂў Warehouses within the facility. вЂў The facility should have space for future expansion. вЂў The water and electricity connections and infrastructures should be fully operational. вЂў The facility should accommodate storage, maintenance, training of all types, transport, housing, bays, etc. 17 ASF RESTRICTED To implement the concept of the Operational Requirements of the AU/ASF Logistics Depots, the following are to be determined: Вѓ Вѓ Вѓ Вѓ A specific location for any depot should be coordinated between the regional HQ and the AU. Initial cost and resources needed to establish the depots. Discussions with partners for the funding of the continental/regional depots. Full-scale creation and implementation of the depot Terms and Conditions of Depot Use: An operational agreement between the AU Secretariat and the member states that offer a continental depot facility shall be the foundation document that will allow AU and partners to establish and manage the depots. Each region will determine the offered facilities by member states. In the case that the offered state within a region can not be determined by member states, the AU shall decide. The terms and conditions of use may include, but not limited to the following: Вѓ Open access to the facility Вѓ Free-movement of personnel and equipment in association with depot operations Вѓ External, perimeter, and internal security Вѓ Waiver of fees and other over-head costs for depot operations Вѓ Ability to improve and/or modify the existing facility Вѓ Relationship with and under local labour laws Вѓ Consideration for transportation operations (air, land, and sea) Вѓ Other points of significance to improve the activity of the depot and support to AU/ASF PSO missions Establishment of a Depot Fund Among the operational requirements will be the creation of an operational Depot Fund. The Fund will be used to receive contributed capital for depot operations to include salaries, improvements, procurement, transportation and other costs associated with day-to-day operations. The Depot Fund will also be used to conduct specific authorized PSOs within the mandate of the depot. Finally, the Fund will be controlled and managed by the Depot Commander, representatives of the partners, and on-site technical advisors. Envisioned is that the fund will provide the baseline of operational costs and replenished by partners in compliance with international support agreements. FUNCTIONS AND ORGANIZATIONAL STRUCTURE OF THE DEPOTS Mission вЂ“ AU Continental/Regional Logistics Depots: In compliance with the AU logistics vision and the enabling logistics strategies, the AU Continental/Regional Logistics Depots are designed with the overarching mission to provide all levels of PSO logistics support and services in the areas of supply, services, maintenance, general support, and 18 ASF RESTRICTED training for future AU/ASF PSOs in the continent. Essentially, the depots will provide the core and backbone logistics support, services, and development to and for PSO efforts and to the emerging ASF. The ASF development should be critically linked to the AUвЂ™s ASF capability. Thus, a primary thrust is a capability to effectively and efficiently support the creation and sustainment of the ASF as it performs its continental and regional missions. Functions вЂ“ AU Continental/Regional Logistics Depots: The AU Continental/Regional Logistics Depots should be a multi-tasked and multi-functional logistics operation. As such, the scope of supply, support, and services to be provided to the AU should be consolidated for effectiveness. By design, numerous functions are to be provided by the logistics depot, which include the following: Вѓ Accountability and Material Management: A centralized, AU controlled and operated facility to receive, store, and issue materials, supplies, end-items, and other commodities. Operationally, it should be a managed operation that provides total and complete accountability of received, stored, and issued materials, supplies, enditems, and other commodities. Вѓ Maintenance: The AU/Regional Depots are the centralized AU/ASF logistic facilities which should offer a wide range of maintenance services to and for AU operations. Among the services will include: o General textile repair for uniforms, tents and tent equipment, and other textile items. o General equipment maintenance (e.g., hand trucks, MHE, generators, specialized equipment, bulldozers, road-graders, WP equipment, etc) and other equipment. o Other equipment maintenance including signal, generators, and other AU equipment or components. Вѓ Training: As a critical function, hands-on training will be a thrust of the AU Depots. Training will include, but not limited to, areas such as: o Supply training in areas of inventory accountability for the storage, receipt, and disperse at the wholesale and retail levels. o Water purification, production, storage, and disperse including the repair and maintenance of equipment. o Signal communication in the repair, use, maintenance of communication equipment, consumable and non-consumable materials and supplies. o Transportation training at all levels will be offered to include driverвЂ™s training, convoy operations, and other related activities, including air and sea planning and operations. o Maintenance will be a critical function of the AU Continental/Regional Depots. Included will be all levels of vehicle and equipment maintenance training. Critical to this effort will be a вЂ�core staffвЂ™ of training maintenance personnel to provide the training. o Engineer training will provide basic and advance training in the construction techniques and engineer equipment usage in support of PSO missions. o Fuels management (receipt, storage, and issues) training will be offered. o Other areas will include hands-on training to those who are involved in PSO operations. 19 ASF RESTRICTED Вѓ Services: The AU Continental/Regional Depots, as the centralized logistic facilities for AU/ASF, will offer a wide range of functional services to and for PSOs. Among the services will include: o Transport services to include, planning, packing, creating, and shipping services via air, sea, and land conveyances. o General services to PSO in the areas of procurement, financial accounting, contracting, and reporting. The most important will be contracting and procurement of heavy lift and other assets required for the deployment of the ASF. o Human resource management for on-site and contracted depot personnel or in support of PSO missions. o Other services as required to provide supply, services, and support to AU PSO efforts. Вѓ Security: The AU Continental/Regional Logistics Depots will provide total perimeter and interior security for the over-all facility and allow specialized вЂ�sub-storageвЂ™ areas as required. Вѓ Other functions as required to support directly or indirectly all AU PSO missions. Organization of the AU Continental/Regional Depots: The following diagram displays the organization structure for the command, control, and management of the AU Continental/Regional Depots. Key is the functional level managers to guide, direct, and oversee the key efforts of the Depot. As a critical component is the active involvement of the partners in promoting and facilitating the success of the facility. An on-site Civilian Logistics Advisor should provide assistance and interface with the global community and facilitates implementation schedules. Partners Civ Log Advisor Depot Cdr Deputy Cdr Security Personnel Logistics Operations Finance Material Management Transportation Maintenance Operations Training The following charts show the subordinate staffing level required to the conduction and completion of the missions and functions assigned to the AU Continental/Regional Logistic Depots. 20 ASF RESTRICTED Deputy Depot Commander (1) Total = (37) General Staff (2) Installation Management (2) Power (4) Water (3) Sanitation (3) Comms (3) Billeting (3) Dining Facility (16) Deputy Depot Depot Commander Commander (1) (1) Staff (2) Chief of Security (1) Day Shift (25) Night Shift (25) Total = (82) Mid Shift (25) 21 Patrols (6) ASF RESTRICTED Director Chief of Logistics of Logistics Operations Operations (1)(1) Admin/Supply (6) Support & Services (5) Operations (5) Safety (2) Total = (30) Plans (4) Inspections (6) 22 ASF RESTRICTED Director Chief of Material of Material Management Management (1)(1) Admin/Supply (6) Inventory Control (4) Warehousing (25) Issue (6) General Repair (6) Engineer (15) Vehicles (20) Movement Control (4) Plans/Ops (6) Light Cargo (8) Total = (68) Textile (10) Comms & Signal (10) Chief of Transportation (1) Admin/Supply (6) Receiving (6) Packing & Crating (4) Director Chief of Maintenance of Maintenance Operations Operations (1)(1) Admin/Supply (6) Total = (53) Total = (68) Contracts (2) Heavy & Med Cargo (12) 23 ASF RESTRICTED Chief of Personnel (1) Admin (3) Records (3) Total = (14) Payroll (3) HR/Recruiting (4) Chief of Finance (1) Audit (2) Total = (16) Finance (5) Procurement/Contracts (5) Payroll/Disbursements (3) 24 ASF RESTRICTED Chief of Security (1) Day Shift (25) Night Shift (25) Total = (82) Mid Shift (25) Patrols (6) As seen above, under the Depot Commander are staff, such as secretary and aide to the Depot Commander. Under the Deputy Depot Commander are the installation management, who will be responsible for the daily operations of the depot including power, water sanitation billeting etc, plus secretaries. Under the Chief of Logistics Operations are subordinate staffs who will be responsible for support and services, operations, inspection which will be conducted to the ASF unitsвЂ™ pledges by Member States in term of their level of readiness, etc. Under the Chief of Material management are subordinate staffs that will handle inventory control of supplies, materials and end-items, issues, warehousing, etc. Subordinate staff under the Chief of Training will handle all aspects of logistics support вЂ“ oriented technical and specialized training. For example, maintenance, supply, communications and signal, etc. Under the Chief Security Officer are subordinate staffs that will be responsible for all the internal and external perimeter of the Depot complex. Subordinate staffs under the Chief of Maintenance Operations will be responsible for all general repairs, vehicles, engineering, etc. 25 ASF RESTRICTED The subordinate staffs under the Chief of Personnel will be responsible for recruiting, records and payroll internal to the depot. The staffs under the Chief of Finance will be responsible for procurement, contract services for heavy lift of sea, air movement of supplies, materials and end-user item to the area of operations. The staffs under the Chief Transportation Officer will be responsible for movement of Light, medium and heavy cargo including plans and operations. Strategic Partners The Strategic Partners are the single most important function required for the effective and efficient operation and growth of the PSO Depot. As reflected below, the partners provide the primary and continuous interface between themselves and the Depot command and staff. The partner-provided, on-site civilian logistics advisor(s) provides highly technical information and assistance to the Depot Commander and the functional staff. Additionally, the Logistic Advisory provides an on-site, day-to-day capability to determine operational requirements for partner consideration and funding. Comprised of: partners, and stakeholders , Partners вЂў Continuity of support вЂў Resolution of requirements вЂў Interface point for donors вЂў Over-sight of donor contributions вЂў International coordination вЂў Quarterly meetings вЂў Funding resolution вЂў Provisioning, etc. International expert (s) in all fields of logistic operations. Depot Cdr Civ Log Advisor(s) вЂў On-site --вЂў Technical assistance вЂў Continuity of support вЂў Technical evaluations вЂў Resolution of requirements вЂў Interface point for donors вЂў Advisor to Depot Cdr SUMMARY вЂ“ THE AU CONTINENTAL/REGIONAL LOGISTICS DEPOTS CONCEPT AND OPERATIONS The AU Continental/Regional Logistics Depots are the single, centralized, strategic logistics support infrastructure for AU PSO efforts. The Depot is designed with the functions that are capable of providing all levels logistics support and services in the areas of supply, maintenance, services, general support, and training for future AU/ASF missions. Finally, the AU Continental/Regional Logistics Depots are the single strategic logistics вЂ�enablerвЂ™ for the creation, development, and support of the ASF and PSO efforts. 26 ASF RESTRICTED 27 ASF RESTRICTED ANNEX A: PROPOSED LOGISTIC SUPPORT CONCEPT Strategic Area (Home Base) Operational Area Tactical Area Comd Responsibility Rear Base Comd Log Support Gp Comd Node 1 Reg Logs SP Bn Regional Depot Strategic Reserve Industry AU Depot Node 2 Partners POE Contracts Task 4 Reg Units 3 Task 2 POD /FAA THEATRE LOGISTICS BASE LSG HQ Reg Logs SP Bn PLANELM Info Reg Units Coupling Bridge Reg AU PSOD Reg Logs SP Bn FORCE HQ Reg Units 1 1.1 1 3rd Line Line Of Communication Fig 1: Logistic Support Organisation for Single/Multi-brigade Operations 2nd Line 1st Line 28 ASF RESTRICTED FIG 1 1.1 2. 3. 4. Node 1 вЂ“ Node 2 вЂ“ POE вЂ“ POD вЂ“ Coupling bridge LSG 1 LEGEND Comms flow for tasking between Force HQ and AU PSOD. Comms flow for info Comms flow for tasking between PSOD and regional PLANELM Comms flow between regional PLANELM and regional Depot Comms flow for tasking between AU PSOD and AU Depot Asset tracking Point by rear base commander Asset Tracking Point by Force Logistics Component commander Point of Embarkation for transiting goods assets into theatre Point of Disembarkation for reception of Assets into theatre LOC between POE and POD. Log Sp Gp HQ Communication Channels Movement of logistic support Assets 29 ASF RESTRICTED Annex B Assumption Concerning the AU Continental/Regional Logistics Depots 1. Partners will provide the funds to recruit and hire the staff required to operate the depot in an effective and efficient manner. Additionally, the partners will provide the funds to conduct depot operations. 2. Partners will donate supplies, materials, and end-items to form the baseline initial inventory. 3. Partners will provide the technical expertise to assist the Depot staff in the creation and implementation of operational procedures and processes. Such assistance is expected in the form of on-site technical personnel to teach, train, and/or mentor the Depot staff as required. Key areas will include, but not limited to, finance, accountings, material control, repair and maintenance, transportation and movement control, training and training management. 4. A Partners Advisory Board will be formed and actively participate in the development and stocking, re-stocking, and supplying the AU Continental/Regional Logistics Depots with funds, physical resources (e.g., supplies, materials, and end-items), and technical assistance in order to create a fully functional depot. 5. The AU Continental/Regional Logistics Depots will establish the logistic related policies, procedures, and processes for logistics to include, but not limited to, equipment standardization and commonality, accountability and inventory control, procurement and funding, donations, retail and unit-level inventory and stock levels, transportation and movement control (e.g., air, sea, and land), user-level equipment certifications and training, and other support areas. 6. The AU Continental/Regional Logistics Depots is considered a вЂ�strategicвЂ™ asset of the AU, and is designed to provide wholesale logistics support and services to AU PSO efforts, including the ASF. 7. While the ASF is being developed and established, the AU Continental/Regional Logistics Depots will be the вЂ�wholesaleвЂ™ inventory points and the primary sources, through partner-provided items, of equipping the ASF. However, bilateral support to specific member stateвЂ™s units is acceptable. 8. When the ASF is deployed, the AU Continental/Regional Logistics Depots will be the вЂ�wholesaleвЂ™ inventory point while the LOG unit of the ASF will be the вЂ�retailвЂ™ inventory point. 1 ASF RESTRICTED 9. The AU Continental/Regional Logistics Depots will determine and establish вЂ�standardizationвЂ™ criteria of materials, supplies, end-items for PSO efforts. That is, the Depot will determine the AU strategic policy regarding logistics. 10. Logistics oriented, hands-on training will be conducted by the Depot for ASF support and logistics personnel. However, in general, unit level training will not be conducted by the Depot. The Depot will focus on support-oriented specialized and technical training. 11. The Depot will receive, store, issue all classes and categories of materials, supplies, and end-items required for PSO efforts. 12. The DepotвЂ™s repair and maintenance operations will have repair parts and consumable and non-consumable items on-hand to conduct efforts. It is essential that there is a free-flow of operational, ready-to-use equipment from the Depot to the ASF and/or PSO effort. 13. Deployment times for the ASF are based on the six scenarios. The AU Continental/Regional Logistics Depots will have on-hand, ready to issue supplies, materials, and end-items to enable the 30-days and 90-days timeline, and have a вЂ�surge capabilityвЂ™ available. 14. Bilateral support provided from a partner to an individual Member State will be coordinated with the AU Continental/Regional Logistics Depots. The process for such coordination will be established by the Depot. Standardization and commonality, as it is critical to the ability of the Depot to provide long-term support (e.g., repair, maintenance, etc.), will be a key consideration. It is thus expected that 25% of the bilateral partner support will be earmarked for the depotвЂ™s inventory. 15. Donated supplies, materials, and end-items will be accepted along with sets, kits, outfits, tools, and calibration items needed to repair and maintain the donated items. Also, training, repair, and technical manuals will be included with the donation in the required languages. 16. In that rapid response is required during times of conflict. The concept is that all available stocks of items are under the direct control of depot. When a mission is required and the ASF deploys, the AU centralized location for supplies, materials, and equipment will be in General Support to the deploying force. 17. UN Standard: All elements, units, and staffs are designed based upon the UN standard for structures, modified for the reality of AU requirements and types of operations. 2 ASF RESTRICTED 18. Units are expected to be national, trained, and capable of managing issues supplies, materials, and end-items. 19. Unit equipment is generally expected to be standardized for the ASF. It is recommended that partner donated equipment be standardized by the partners for ASF utilization. 20. Once a Warning Order is issued for an ASF deployment, funds must be provided. A key assumption is that once notified by that warning order, the AU Continental/Regional Logistics Depots will have the funds available to begin the process of mobilizing support and services. 21. Units will be deployed by a source not within the unit strengths: That is, heavy lift will be contracted through the depotвЂ™s procurement and contracting office and used to deploy units and equipment. That is, if needed, AN-124 and other aircraft may be contracted by the depot to provide heavy lift. 22. Supplies, materials, and end-items will be on-hand at the AU Continental/Regional Logistics Depots. Given the nature of the rapid deployment and the unknown duration of the military operation, a key assumption is that the Depot is established and fully stocked with materials, supplies, and end-items to immediately begin re-supply efforts to the deployed ASF. 23. In the design and development of the ASF structure a key consideration was that logistics is the most critical requirement prior to robust peace operation. Accordingly, in the initial stages (e.g., the first 90-days), the logistics units will operate from a centralized locations. Although not assumed, the logistics units could, after the initial 90-days, begin to conduct split-base operations (i.e., establish two of more support bases) 3 ASF RESTRICTED CHAPTER 8 ASF LOGISTIC VALIDATION 1. TRAINING, EVALUATION AND INTRODUCTION The purpose of this chapter is to serve as guidelines for the AU/RECs/Regions in the planning and control of training activities for logistics of the ASF PSO. They provide a framework for all levels of the training in a coordinated and harmonized manner. They are conceived to be flexible, diversified and adjusted according to the situation. The areas to be considered are: вЂў вЂў вЂў вЂў вЂў 2. The aim and objectives of ASF logistics training; The training principles; The types and levels of training process; The training responsibilities; The funding; AIM AND OBJECTIVES OF ASF LOG TRAINING a. The aim of the training is to prepare logistics personnel to conduct peace support operations within a multinational environment. b. The objectives of the logistics training are: вЂў To provide all logistics personnel with the technical, tactical and specialized knowledge to guarantee successful operations in an ASF multinational mission. вЂў To plan and execute the logistics in a United Nations PSO type of mission. вЂў To plan and coordinate the logistics support with international, governmental and non-governmental organizations. 1 ASF RESTRICTED 3. 4. TRAINING GUIDELINES вЂў The training will be based on AU guidelines and documents. вЂў The training should responsiveness. вЂў The training should be given in the most cost effective way. вЂў The training should be planned in a logical, iterative and progressive way. вЂў The training plan should define the resources needed for each activity. вЂў The training must be in an integrated manner in order to increase co-operation and coordination within the framework of multidisciplinary and multidimensional peace support operations. вЂў The training will take into account real events in the international environment. вЂў The training may include external participants when these contribute to its goals and objectives. improve operational readiness and TYPES OF TRAINING Logistics involves comprehensive training to support the Military Component, Police Component, Military observers, Civilian component, Senior Management Mission staff and all other required elements of a Multidimensional peace support mission. (This write up will concentrate on the military aspect) a. Basic Logistics Training Basic logistics training (techniques/skills) should be carried out by the TCCs in their national institutions. This could be on bilateral arrangements, either nationally or internationally. The subject areas should include the following: вЂў вЂў вЂў Integrated Logistics Support Supply Transport 2 ASF RESTRICTED вЂў вЂў вЂў вЂў вЂў вЂў вЂў вЂў вЂў вЂў вЂў Repair, recovery and maintenance Air operations Movement Control Medical Communications and Information technology (IT) Engineering Ammunition and explosives Property Control and Inventory Unit (PCIU) Board of Inquiry (BOI) /Claims matters Environmental protection Logistics intelligence b. Basic Peace Support Logistic Training (Pre-deployment Training). This type of training is provided to: вЂў вЂў вЂў вЂў Individuals and Units (Basic logistic training oriented to the mission will be continued); Staff officers-related training e.g. Host Nation Support (HNS), Mission Support Organisation, Property management system, Financial system and Logistics Plans and 0perations; Logistics staff of the PLANELM; Reporting System c. Continuation of Training in the Mission Area In addition to the individual, unit and collective training in the areas outlined above different types of exercises (CPX, FTX) may be carried out as per the following examples: вЂў changes to existing procedures may be implemented, when new equipment is introduced into the theatre, вЂў orientation training on supply, repair, recovery, and maintenance system in the mission area вЂў MEDEVAC вЂў Additional training as mandated from time to time by the Force Commander. 5. RESPONSIBILITIES FOR TRAINING a. AU Level The African Union has to determine the major guidelines of the ASF logistics training policy. They will harmonize and co-ordinate training activities in the area of logistics in accordance with UN standards, and in liaison with the training centres of Excellence, through African Peace Support Trainers Association (APSTA). 3 ASF RESTRICTED The AU will be responsible for the provision of specialised training to the senior management personnel of the ASF doctrine and the logistics support concept. Training opportunities will be given through high level workshops, conferences, courses and seminars. b. REC/REGIONAL level Regional Economic Communities (RECs)/ Regions will, in coordination with the AU, complement national training on basic PSO logistic training: вЂў вЂў вЂў Relevant Centres of Excellence; Organising logistics base exercises (MEDFLAG) Managing the senior management at hand and identifying the resources earmarked for specialised training of future military and political leaders for peace support operations; Monitor, control and evaluate the training of the PSO logistic components. вЂў c. National Level PSO logistics training is primarily the responsibility of States, and should include: вЂў вЂў вЂў вЂў d. Normal logistics and technical training; Basic training on PSO logistics; Field training exercises; All necessary activities for force preparation. Centres of Excellence The centres of excellence in the areas of strategic, operational and tactical should cater for logistic training as applicable 6. FUNDING The funding for basic training will generally be the responsibility of the nations, RECs/Regions and AU. In addition to this there may be bilateral and multilateral arrangements with donors particularly to provide support in the areas of field exercises. These arrangements will need coordination by AU/RECs/Regions to avoid duplication of efforts. EVALUATION AND VALIDATION 7. AIM. The aim of Evaluation and Validation is to provide a systematic mechanism 4 ASF RESTRICTED that will confirm the logistics support system for the ASF to conduct PSO. 8. OBJECTIVES. The objectives of the evaluation and validation of the logistic system should include: To assess reception, staging, onward Movement and Integration (RSOI) coordination; To assess movement control; management of access, basing and over flight (ABO); To assess control of common classes of supplies including fuel and infrastructure; To assess management of medical and health service support; To evaluate ToEs and ASF logistic equipment; a. To validate and recommend modifications of the Doctrine and Organisation of the ASF logistic support concept; b. To evaluate the capability of the logistics system to sustain the ASF c. To evaluate the Command and management of the ASF 9. GUIDELINES FOR TNA. A comprehensive evaluation and validation of Logistics Training cannot be done until after the holistic Training Needs Analysis which the AU has agreed to outsource to a training centre of excellence. This notwithstanding, the following guidelines are offered for the Logistics TNA: a. Identification of Logistics Training requirements/needs. b. Operational Task Statement (OTS) for logistic needs to be prepared in accordance with the six AU scenarios. c. Levels of evaluation and validation should be as per the ASF Evaluation and Validation draft policy. d. The evaluation and validation process should be the responsibility of the AU and RECs/Regions. This should be taken on board by the TNA process. e. It is the responsibility of the AU and the RECs/Regions to develop the capacity to conduct evaluation and validation by 2007, which should include inspection/assessment visits. A logistics capability should be included. 5 ASF RESTRICTED f. Force Generation Workshop (logistics). g. Liaison with Training Centres of Excellence to ensure training standards. h. Generic Training plan. Вѓ Individual. Вѓ Unit. Вѓ Collective. Вѓ CPX/FTX 10. OBSERVATIONS (TRAINING AND EVALUATION) a. The command and control chain in the logistics support concept is not clear b. Training for the civilian component and police is not included. c. An exhaustive list of continuing training in theatre was not produced. d. There is no existing training and evaluation process for logistics. 11. RECOMMENDATIONS AND WAY AHEAD a. Before a training plan can be implemented it is essential to know types of Equipment owned by the TCCs, which could be determined at the force generation Workshop b. The ASF should develop a standard Brigade TOE based on TCCs existing capabilities. c. Training for the civilian component including Police needs to be developed d. An exhaustive list of continuing training in theatre needs to be produced. e. A TNA process needs to include logistics training. 6 ASF - RESTRICTED CHAPTER 9 DRAFT LOGISTICS SOP SOP 5.01 вЂ“ INTRODUCTION These SOP have been developed in accordance with the draft ASF logistic Concept. The purpose of the Logistics SOP is to serve as: a. A quick reference before consulting relevant Logistic Directives. b. An outline framework and concept of Logistical support for ASF PSO by observers and force troops. Specific details of Logistic organisation and support will be laid out in Force (Mission) Logistic Directives and SOP. The mission support encompasses all aspects which contribute to the execution of ASF operations: a. Administrative support: resource management, force generation and others (discipline, medal, pension). b. Financial support: budget, finances, procurement and contracts. c. Logistical support. d. Communications and data processing support. e. Air operations support. f. Maritime operations support This part of the SOP focuses on Logistical support for PSO, which is a precondition for sound and successful operations. The planning of it is a specialised, controlled and systematised discipline that takes a lot of time. The operations of ASF peace support forces will be supported by sizeable military and civilian Logistics organisations. Some aspects of logistic support will be provided by the TCCs. Reimbursement of TCCs for their contributions will be carried out in line with ASF Reimbursement Policy4. 4 Chapter 10 ASF logistic management 1 ASF RESTICTED ASF - RESTRICTED SOP 5.02- BUDGET PLANNING Military commanders and staff on ASF Mission, contingent and unit HQs should understand the process of budgeting in order to be able to systematically project requirements in time and control consumptions within budgetary allocations. . The finance and budget system for ASF missions will be transparent, accurate and regularly updated. However, budgetary appropriations will be made on a quarterly basis to meet operational, administrative and logistic requirements for: a. Personnel allowances at ASF stipulated rates. b. Travel and movement plans. c. Schedule of operational, administrative and logistic meetings and conferences, including mission social activities. d. Purchases of equipment and materiel that are not provided through TCC or partner contributions. e. Maintenance of serviceable equipment and materiel, and replacement of unserviceable equipment and materiel. f. Payment of leases, furnishings, utilities, insurance covers and breakages, and reimbursements for medical, travel and other expenses. g. Office supplies and consumables. h. Official telephone bills. i. POL. j. 10% contingency of all purchases. Sub-Allotments. Sub-Allotments will be established from budget estimates of requirements and priorities and divided into expenditure groups, which will be further divided into objects of expenditure. Mission HQ will control Sub-Allotments within main groups. Any changes within these are to be reported to AU / REC/Region HQ. However, changes in Sub-Allotments between main expenditure groups first have to be approved by AU / REC/Region HQ. 2 ASF RESTICTED ASF - RESTRICTED SOP 5.05 MANAGEMENT AND ACCOUNTING OF EQUIPMENT Management. The Management of equipment is aimed at the delivery of items according to a distribution plan, renewal and redistribution of resources. It should also ensure economies of scale. Accounting. Accounting is an implementation responsibility of the force commander and civil and other administrative staff in an ASF mission. It is executed by specialist officers at each level of command. It consists of inventory of equipment. The accounting process is aimed at: a. Providing accurate knowledge of the equipment at all levels b. Identification of personnel in charge of supervision and accounting c. Issue and implementation of clear and simple written procedures to determine responsibilities in case of loss or damage d. Control of quality and quantity Categories. a. b. c. d. e. f. g. h. i. j. k. Vehicles (wheeled and tracked). Communication equipment. Weapons. Optics. Information Technology items, including Global Positioning System. Furniture. Clothing. Fire fighting equipment Engineering equipment. Maintenance tools. Medical equipment Contingent-Owned Equipment (COE). COE is equipment brought to the mission area by a combat, combat support or logistic unit of a TCC. There are prior agreements between the ASF and TCCs for such equipment before deployment in ASF missions. Governments providing such equipment may be reimbursed. Regional-Owned Equipment (REGOE). It is equipment brought to the mission area by a unit of a REC/Region. There are prior agreements between the ASF and REC/Regions for such equipment before deployment in ASF missions. REC/Regions providing such equipment may be reimbursed. ASF-Owned Equipment (ASFOE). It includes all equipment less COE and REGOE. Exclusions. Accounting of equipment does not concern: a. COE b. REGOE c. Consumables d. Items at a unit cost price of less than $10 3 ASF RESTICTED ASF - RESTRICTED Accountability. Accountability for the use, handling and storage of equipment can be invoked in order to compel a proper handling at all levels within ASF missions. The overall responsibility of the force commander, civil and other administrative staff in an ASF mission includes three levels of accountability as: a. Accounting officer b. Accountable officer c. Holder-user. Tasks of the accounting officer. The accounting officer is in charge of equipment inventory, distribution and control. He receives the equipment on behalf of his command. He issues distribution orders according to distribution plans or specific orders. He checks the quality and the quantity of the equipment against the relevant documents, consulting a specialist if required. The accountable officer. The accountable officer is responsible for the management and maintenance of equipment provided to him/her for the execution of the mission. This is a general accountability in the line of a commanderвЂ™s duty. He may be held indirectly accountable in case of loss or damage of the equipment in his command, if he has demonstrated an absence of control or guidance. He/she shall determine the direct accountability of the holder-user. The holder-user. The holder-user is the person who uses the equipment permanently or from time to time. He/she can be held accountable directly in case of loss or damage. In case the equipment is borrowed to another organization, e.g. to Police, the beneficiary will be considered holder-user for the duration of the assignment. Categories of accountability in case of loss/damage of equipment. a. Circumstantial: Due to unpredictable or inevitable facts, e.g. inclement weather or attacks. No one shall be held accountable. b. Normal Service: In the normal line of duty. No one shall be held accountable, provided that all regulations, instructions and orders have been followed. If not so, there has to be proof of neglect before personal accountability can be invoked. c. Intentional: personal accountability will be invoked, provided that there is enough proof. Procedures. At each level of command SOPs have to be developed in order to ensure the execution of distribution plans, the completion of Tables of Equipment (TOE), registration, appointment of accountants, redistribution, write-offs and course of action in case of damage or loss. Boards of Survey. Boards of Survey govern the disposal of non-expendable stores and equipment. Hand-over. Commanders of incoming and outgoing contingents/units/individuals are responsible for the proper hand-over/take-over of ASFOE, REGOE and COE, the latter 4 ASF RESTICTED ASF - RESTRICTED being in accordance with national regulations. Where it is not possible for the incoming and outgoing contingents, units and individuals to rotate simultaneously, an officer will be detailed by ASF Headquarters as an accounting officer to take over the equipment, with the necessary adjustment, if necessary before hand-over at a later date. On completion of hand-over/take-over, a comprehensive Equipment Status Report (In/Out Survey States) for both ASF stores and COE, listing all discrepancies with appropriate comments, will be submitted to ASF headquarters. Letters of Assist (LOA). The LOA facility is a request by a TCC and authorization by the AU /REC/Region for the following assistance: a. Replacement of obsolete equipment, or equipment Beyond Economic Repair (BER) after prolonged deployment in the mission area. b. Essential items not available through the normal ASF logistic system but available from home country. As a contractual obligation, the ASF agrees to purchase the goods and services from the government or to authorise it to supply the goods or services to the mission area subject to goods and services provided. c. Depreciation of equipment in accordance with agreed guidelines. Inventory. The inventory of ASF stores and equipment held by contingents, units and individuals will be made: a. On rotation. b. On transfer or posting from one command more than three months after the last inspection. c. On/during preparation for departure from the mission area. d. On other occasions as may be required by the ASF mission. Write Off and Condemnation. ASF Headquarters will delegate authority to appropriate commanders and staff of ASF missions to establish procedures for write-off and condemnation within the following framework for submission of write-off cases: a. Deficiencies disclosed at monthly stocktaking. b. Deficiencies due to break-in and thefts. c. Losses discovered immediately or shortly after occurrences. d. Defence stores used in construction or repair of defence works. e. Items completely destroyed by unpredictable or inevitable facts, e.g. inclement weather, fire or attacks, etc. f. Shortages/damages discovered on receipt of incoming shipments. g. Items condemned, as authorized by the ASF. h. Deficiencies disclosed by contingent stockages on change of command, although in this case, the TCC may be held financially liable for the loss, as also with the case of (i) and (j) below. i. Deficiencies disclosed in contingent holdings by inspection. j. Deficiencies in stocks held in storage at ASF Headquarters as disclosed by stocktaking. k. Worn-out stores and equipment (fair wear and tear). 5 ASF RESTICTED ASF - RESTRICTED Disposal. All items will be fully utilized until the usable economic life has expired, except in exceptional cases, which must be documented. To this end, no item shall be submitted for disposal unless it has been properly condemned in accordance with established ASF procedures, including Boards of Survey procedures. Disposal of ASF mission equipment will then fall into one of these categories. However, partner organizational equipment need to be authorized by the partner. a. Sale of scrap material. b. Sale of condemned stores. c. Sale of scrap parts. d. Sale of excess stocks of various types. e. Destruction of non-serviceable security stores. f. Destruction of ammunition and explosives. g. Destruction of communication equipment of all types and weapons. h. Destruction of items of no sales value (excluding ammunition). The following categories of items will not normally be disposed off by sale, but by total destruction: a. Ammunition and explosives. b. Military communication and allied equipment, including spares. c. Weapons or parts. d. Non-serviceable supply items, such as berets, caps, flags, badges, insignia, etc. 6 ASF RESTICTED ASF - RESTRICTED SOP 5.06 SUPPLY Definition. Supply is defined as the reception, storage and distribution of consumables and non-consumables, including the determination of type and quantity. Supply covers also salvage and disposal of materiel and spare parts. Its aim is to support and sustain the forces in the mission. In the supply organization a special cell takes care of the procurement, while transportation and movement is done by transportation and movement cell. Supply Operations. Supply is organised on a continuous basis. It goes without saying that at every level a balance has to be found between costs and effectiveness of the supply system. Certain classes of materiel must be stored in order to prevent pilfering, accidents (fire, explosions and pollution) or damage. Consumption rates and estimates determine the supply planning leading to a sustainment plan of action. Security stocks are built up in order to cope with shortages due to meteorological conditions, deterioration of the security situation and other external factors. The unit to measure security stocks is Day of Supply (DoS). The DoS is defined as follows: a. Food and water: 3 component rations plus XX litres of bottled water for cooking and drinking per man per day. b. Fuel: Based on average consumption per unit in mВі, to be calculated by the Joint Logistics Operation Center (JLOC) (supply cell). c. Ammunition: based on specific TCC consumption. ASF may define a maximum tonnage due to air transportation and storage considerations. Before deployment, the ASF will impose standards for security stocks, to be detailed in MOU and TCC guidelines for ammunition and, if necessary, for food and water. The ASF will take charge of fuel security stocks. Methods of Supply. There are three methods of supply: a. Push: Replenishment is based on anticipated requirements or standard consumption rates (according to sustainment plan). This enables an efficient use of transportation assets but requires a certain extra stocks level in case of an increase in consumption. b. Pull: Replenishment is based on demand from the supported unit. This is only possible with a reactive transportation system but allows a lower stocks level. c. Directed: In case of uncertainty or during peaks and troughs, the commander may need to operate a more pro-active supply system using a concept of distribution-based logistics for inventory and stockpiling. ASF mission supplies will rely on the push-pull system. Responsibility of an ASF Mission HQ. 7 ASF RESTICTED ASF - RESTRICTED a. b. c. d. e. Determine the level of security stocks according to the replenishment and storage constraints specific to each sector. Together with the contractor(s) set up a sustainment plan based on defined consumption rates for food, water, POL etc. Organise replenishment with the transportation and movement cell according to the sustainment plan or sector demands. Follow consumption rates and adapt supply accordingly. Develop and issue SOPs for security stocks level, storage conditions for ammunition, POL, food, water; delivery and accounting for consumables; reports and returns on supplies. Responsibility of Sectors. a. Follow consumption rates and security stocks in order to report changes. b. Make timely requests for supply. c. Check storage conditions. d. Check deliveries, especially of consumables and be able to account for them. e. Liaise with contractors. Responsibility of Contractors. a. Food and potable water: Contractors are responsible for storage, accounting and delivery of 16kg/man/week, while ASF takes care of the transportation. b. Compo rations (MRE): To Be Determined. c. Sanitation water: Contractors to provide this from wells or from on-site supply. d. Jet A1: Contractors are responsible for delivery and for storage in tanks. ASF mission HQ has to provide on-call escort for road transportation. Aircraft operators take care of aircraft refuelling. ASF mission HQ is charged to check fuel stock levels. e. POL: Contractors are responsible for delivery, storage and accounting. ASF mission HQs are to provide on-call escort and check POL stocks. Responsibility of TCCs. a. Ammunition: supply is a national responsibility. TCC deploy with sufficient DOS, following ASF guidelines or bilateral MOUs. b. Spare parts for TCC equipment: similar procedures apply. Special Arrangements. a. Batteries for equipment: ASF mission HQ specific procedures apply. b. Commercial shop items (toothpaste, cigarettes etc): ASF will supply where there are no commercial facilities available. c. Engineering materials: ASF specific procedures, when written, will apply. Post-Deployment Requisitions and Supplies. Where units continue to be responsible for their supplies after deployment, re-supply becomes a national responsibility. The 8 ASF RESTICTED ASF - RESTRICTED ASF may, however, assume responsibility for the re-supply of contingents, in part or in whole, by prior agreement, for the following items: a. Special equipment or supply required under certain circumstances which have been recommended by an ASF mission HQ and approved by the ASF HQ for procurement. b. Expendable items, in accordance with approved scales of issue. c. Spare parts, maintenance, POL, for motor transport and other mobile equipment, if such equipment is authorised as part of the vehicle establishment. d. Personal clothing in the form of ASF uniforms in accordance with approved ASF scales of issue. e. Communication services, including costs of transport and supply of authorised equipment. f. Billeting and rations for troops, including rental, leases, and maintenance of premises (this does not include utensils and cookers which are authorised as part of every contingentвЂ™s establishment). SOP 5.07 MAINTENANCE Definition. Maintenance includes the following: a. All action taken to retain materiel or to restore it to a specified condition. It includes inspection, testing servicing, classification as to serviceability, repair, rebuilding and reclamation. b. All supply and repair action taken to keep a force in condition to carry out its mission. c. The routine recurring work required to keep a facility (plant, building, structure, ground facility, utility system or other real property) in such condition that may be continuously utilized, at its original or designed capacity and efficiency, for its intended purpose. Aim. Maintenance aims at: a. Retaining equipment or restoring it to specified conditions, including inspections, tests, servicing, defining level of serviceability, repairs, rebuilding and reclamations. b. Recovery of equipment after breakdown in the field. c. Storage of equipment for the long term. d. Scrapping or destruction of equipment. Maintenance types. a. Repair of broken down and damaged equipment (curative). b. Furthering of the technical status of the equipment and avoiding breakdown as best as possible (preventive). This type of maintenance follows manufacturer instructions, if desired complemented by specific ASF measures. 9 ASF RESTICTED ASF - RESTRICTED Preventive maintenance prevails normally over curative maintenance in terms of working hours (70% vs 30% of the time). Equipment categories. For most categories, serviceability will be constantly monitored. a. Aircraft: will be conducted by their assigned maintenance personnel. b. Vehicles: Preventive by user, repair by assigned maintenance personnel. c. APCвЂ™s: TCCs or contractor/partner. d. Communication equipment: Preventive by user, repair by the ASF/provider or TCC e. Weapons: Preventive by user, repair by TCC. f. Optical Assets: Preventive by user, repair by the ASF or TCC g. IT Assets: Preventive by user, repair by ASF/Contractor or TCC h. Furniture. Preventive by user, repair or replacement by ASF i. Tents and sleeping gear. Preventive by user, repair or replacement by ASF j. Medical equipment: Preventive by user, repair or replacement by TCC. Level 3 medical equipment repair or replace by contractor. k. Watercraft: will be conducted by their assigned maintenance personnel Maintenance Operations. Following operational requirements, the minimum serviceability level must be determined and upheld. In critical circumstances, serviceability may be below 75%. Operations then may be endangered. With respect to certain types of complicated and scarce equipment, maintenance must be planned in conjunction with operational requirements. For other scarce categories, the average down time must be determined for operational planning reasons. Logistics planning aims mainly at forecasting levels of spare parts stocks and scheduling of personnel. Further planning figures are based on manufacturer instructions. The availability of spare parts may be negatively influenced by delays in deliveries. Accurate and costeffective stockpiling is therefore a necessity. Contractors shall be transparent in providing relevant information. Emergency measures. Salvage (to remove components from irreparable equipment) or cannibalisation (likewise from repairable equipment) is not efficient. These activities take time, may affect serviceability negatively in the long run and hide deficiencies. The decision to take such action has to be seen as exceptional and can only be authorised by the ASF. This implies that contractors shall not proceed unauthorised on this matter. Quality control. Quality control is essential for safeguarding the security and the technical status of equipment. For nearly every category of equipment, trained personnel must be appointed for this key task. Quality control inspectors shall ensure the following: a. Use of work sheets: name, time, action, spare parts used, b. Use of prescribed work documents, tools and spare parts, c. Inspections on the work quality. Maintenance levels. 10 ASF RESTICTED ASF - RESTRICTED a. b. c. d. User: Daily checks. First line: Preventive maintenance activities and minor repairs, no need for special tools or facilities. Second line: Preventive maintenance that requires special tools and facilities plus major repairs. Third line: Manufacturer responsibility. Maintenance responsibility of ASF. a. The evaluation of the condition of ASF materiel and the initiation of action regarding its replacement. b. The evaluation of the maintenance support; possible actions may result in a review of contracts or in a request for a revised contribution to TCC. Maintenance responsibility of an ASF mission HQ. a. Definition and monitoring of serviceability. b. Redistribution of equipment after losses or after major repairs. c. Quality control. d. Exchange of information with contractors on spares, stocks and preventive maintenance e. Reports to the ASF on major difficulties which impact on the technical status of the ASF equipment or COE. f. Issue of SOPs on maintenance, especially recovery instructions, repair, quality control, maintenance planning, maintenance reports and returns. Maintenance Responsibility of Sectors. In each sector HQ an officer shall be appointed to be in charge of: a. Monitoring serviceability and initiation of actions to uphold the agreed figure. b. The discipline with regard to maintenance regulations. c. The contact with contractors at the sector level on equipment maintenance. d. The checks on the vehicle books and maintenance sheets. e. The implementation of quality control on maintenance. f. Liaison with contractor on spares, stocks and their delivery. g. Recovery operations in liaison with contracts under the direction of ASF mission HQ . h. Supervision on proper maintenance at the units. Maintenance Responsibility of Contractors. This pertains to vehicles, tents, furniture, sleeping gear and IT items. a. Preventive and curative maintenance in accordance with manufacturer instructions. b. Regular written report on the headlines of maintenance, as agreed with an ASF mission HQ. c. Information on use of spare parts, stocks, delivery delays, maintenance working hours. 11 ASF RESTICTED ASF - RESTRICTED d. Build-up of spare parts stocks and tracking of deliveries. 12 ASF RESTICTED ASF - RESTRICTED SOP 5.09 - MOVEMENT CONTROL AND TRANSPORTATION Movement Control (Movcon) is a logistic function which will be undertaken by the Logistic Branch of the AU/REC/Region in conjunction with the relevant Transport/Movement Staff of an ASF mission HQ. The function of the respective Movement Staff is to facilitate the movement of all personnel and materiel by road, rail, sea and air into and out of the Mission Area and across internal or international borders, Ceasefire Lines(CFLs), Buffer Zones( BZs), Demilitarised Zones(DMZs) and Temporary Security Zones (TSZ) of separation. They are also responsible for large scale non-operational movement within the area of operations. Within this framework, Movcon Staff will perform the following tasks: a. Co-ordinate and supervise planning for contingent rotations. b. Maintain contact and liaison with police, customs and other local authorities at relevant railheads and terminals, sea ports, airports and borders or crossing points. c. Supervise loading and unloading at rotation flights and sailings. d. Collect relevant documentation, manifests, etc., and pass on to appropriate staff cells at an ASF mission HQ. e. Provide general planning and advice, and supervise all major nonoperational movement out of or into the Mission AOR. f. Process stores and cargo destined for the Mission through local ports/airports to the AOR. AU/REC/Region will coordinate with TCCs for the development of the detailed deployment plan for the RSOI of the Forces. 13 ASF RESTICTED ASF - RESTRICTED SOP 5.10 вЂ“ CONSTRUCTION ENGINEERING GENERAL. The purpose of this SOP is to provide guidance for Construction Engineering operations. It outlines the basic procedures that are to be followed by all construction engineer units in the AOR. ORGANIZATION. The engineer organization consists of the G4 Engineer (G4 Eng.), and the Construction engineer units. CONCEPT OF CONSTRUCTION ENGINEERING. The Construction engineer task deriving from the OPS-orders, and unit requests for construction engineer assistance, as well as requests from other agencies, will be prioritised and co-ordinated by G4 Eng. Reports are to be forwarded by units to G4 Eng. on a regular basis. As Engineer resources are always limited, units are requested to carry out tasks they can fulfil with own personnel before requesting engineer assistance. Engineer meetings will be held on a regular basis. SCOPE OF CONSTRUCTION ENGINEERING. The scope of engineering is Freedom of Movement (bridge building, road maintenance), accommodation building (shelters, camps and OPвЂ™s), provision of water and demining for the ASF. It also includes a number of tasks that demand special equipment and training (fire fighting etc.). ENGINEER INFORMATION. Engineer Information concerning roads, bridge conditions, maintenance and construction situation are vital for ASF operations and force protection. CONSTRUCTION ENGINEERING. a. Principles. The units are responsible for planning of construction tasks and the construction materials within their AOR for national level construction. The ASF is responsible for providing the construction materials required for the mission facilities (e.g. Force HQ) within the AOR. b. Camp establishment and maintenance. The basic principle is that the units are responsible for their own construction projects. Construction support for camp establishment and maintenance will be issued after request (by using the Engineer Work Request and Construction Materials Order forms, see Annex X to this 14 ASF RESTICTED ASF - RESTRICTED SOP) to G4 Eng. This will be conducted by Mission engineer assets or local contractors. SOP 5.08 MEDICAL SUPPORT Definition Medical support is to secure the health and well-being of the ASF Deployed Force both Civilian and Military personnel through planning, coordination, execution, monitoring and professional supervision of excellent medical care in the field. Aim. The primary responsibility of the medical support system is the maintenance of health through the prevention of disease and injury. Medical support comprises all activities aimed at maintaining a healthy manpower. It covers preventive health care for all personnel in the mission, as well as curative health care for individuals. Its purpose is essentially: a. To save lives. b. Limiting physical and mental disabilities. c. Keeping up morale through good medical care and upholding high standards with respect to medical/casualty evacuation. d. Prescription of hygienic measures and adopted prophylaxis to the epidemiologic environment. Level of medical support: this refers to a numeric designation which identifies the functions and levels of capability a medical unit can provide. a. Level I medical support Refers to the kind and level of medical care that is given at that level: casualty collection, triage and immediate life saving measures, preventive measures against disease, non-battle injury and combat stress, routine sick calls. It is the responsibility of the national contingents, andcorresponds to UN classification level I. Usually provided at the following level of command: Battalion (Army); Airbase (Air Force); frigates, destroyers and above (Navy). Apart from those measures aimed at the conservation of the force strength, the following core functions will be provided: (a) Medical evacuation to level 1; and (b) Physician managed measures for restoring and stabilising vital functions in order to achieve fitness for further evacuation. b. Level II medical support Refers to the kind and level of medical care that is given at that level: evacuation from level 1, triage resuscitation and stabilisation, sustaining treatment of those requiring further evacuation, reinforcement to level 1 organisations, centralisation of medical supplies. This may be the responsibility of ASF medical planning staff or of national contingents depending on the mission. It corresponds to UN classification level II. Usually provided at the following level of command: Brigade and Division (Army); normally combined with level I Air Force and Naval facilities. Apart from those measures aimed at 15 ASF RESTICTED ASF - RESTRICTED the conservation of the force strength, the following core functions will be provided: (a) medical evacuation to level II; (b) collective facility for decontamination of Nuclear/Bacteriological/ Chemical casualties; (c) resuscitative capability for restoring and stabilising vital functions in order to achieve fitness for further evacuation; (d) resupply of level I units; and (e) medical personnel replacements. c. Level III medical support Refers to the kind and level of medical care at that level i.e. (command level): evacuation from levels I and II, triage, resuscitation and stabilisation, life and limb-saving surgery, diagnosis and treatment of serious diseases, centralisation of diagnostic resources and of specialist surgical and medical capabilities. It is responsibility of ASF medical planning staff. Usually provided at the following level of command: Division/Force/Corps; local civilian or military hospital (Air Force); afloat in hospital ships or ashore in a civilian or military hospital (Navy). Apart from those measures aimed at the conservation of the force strength, the following core functions will be provided: (a) medical evacuation to level III; (b) life and limb saving surgery; (c) hospitalisation (d) resupply of level II units; (e) Medical personnel replacement. d. Level IV medical support Refers to the kind and level of medical care that is given at that level: definitive care, specialist surgical and medical procedures, reconstruction, rehabilitation and convalescence. Usually provided in the country of origin (after repatriation). Army, Air Force, Navy: National logistic support command level, usually home-based; for Navy also hospital ship possible. Apart from those measures aimed at the conservation of the force strength, the following core functions will be provided: (a) medical evacuation to level IV; (b) time consuming definitive treatment and rehabilitation; (c) medical personnel replacement. Responsibilities of AU/REC/Region. At the AU/REC/Region level, the health policy and medical support concept will be defined. The guidelines and MOUs relevant to the medical advise which is translated into required personnel medical status, as the provision of specific prophylaxis (e.g. malaria preventive treatment). Responsibility of ASF mission HQ. At an ASF mission HQ, the head of the Level 2 hospital (surgeon) is the medical advisor to the Head of the Mission (HoM) as well as head of the medical support cell. The cell will be responsible for: a. Monitoring personnel health status. b. The organization and the effectiveness of medical support. 16 ASF RESTICTED ASF - RESTRICTED c. d. e. f. g. Establishment and supervision of health rules regarding general hygiene and sanitation. Coordination of casevac/medevac. Close liaison with contractors. Promotion of personnel training in first aid skills. Monitoring the flow of medical supplies. Responsibility of Sector HQs. A sector medical officer will be appointed for each sector HQ. He/she is responsible for: a. Monitoring personnel health status. b. Treatment of sick and injured personnel. c. Casevac/Medevac.. d. Promotion and enforcement of general hygiene rules and of catering sanitation. e. Manning the first aid station and using the medical assets at his disposal to sort, treat and, where necessary, evacuate the sick and the injured. f. Training on casualty evacuation and first aid skills. Responsibility of TCCs. Each TCC is to provide the required medical personnel as contained in guidelines issued by ASF. In case of medevac, the TCC will organise, in coordination with the theatre surgeon, the repatriation of the casualty to a national or regional Level IV facility. CASUALTY EVAC. (CASEVAC) AND MEDICAL EVAC. (MEDEVAC). a. Roles. Evacuation of the sick and wounded falls into two roles CASEVAC and MEDEVAC: (1) CASEVAC вЂ“ Describes the evacuation from points of injury to the next suitable level of care. CASEVAC is the evacuation of casualties from the point of the casualty to a field dressing station (aid post or any level one facility), a field hospital (a level two facility) or even to a level three facility. CASEVAC can be performed by either air assets (usually a helicopter) or by a vehicle designed as an ambulance. (2) MEDEVAC. вЂ“ Describes the evacuation between the levels of care established in theatre (intra-theatre) or to medical facilities out of theatre (inter-theatre). Thus medical evacuation describes the evacuation of a patient who is expected to return to duty in theatre, and medical repatriation describes evacuation of a patient to his home country who is not expected to return to duty in the theatre. MEDEVAC is the evacuation of casualties or personnel suffering from illness from the level one facility (field dressing station or aid post) to a level two or in some cases level three facility (a field 17 ASF RESTICTED ASF - RESTRICTED b. hospital). MEDEVAC can be performed by either air assets (helicopter or fixed wing) or by a vehicle designed as an ambulance. It is not considered an emergency nor should the patientвЂ™s life be threatened if there is a delay in the actual performance of the task. Should the MEDEVAC become an emergency or there is some urgency in the treatment required at the next level then the request should be treated the same as a CASEVAC. Casualty evacuation Casualty evacuation by aircraft should be given priority within an ASF Mission area, based on request and proposal, over all other aircraft tasking. CASEVAC by air to a hospital should be initiated when ever: (1) Transfer by ambulance would take too long due to the seriousness of illness or injury. (2) Transfer by ambulance would take longer than arranging safe passage clearance and dispatch of a CASEVAC mission. (1) Road travel would be detrimental to the casualty's medical condition. c. Factors The following factors should be taken into account before requesting air CASEVAC: (1) Patient Status. (2) Weather. (3) Safe passage clearances. (4) Communications. d. Patient precedence. (1) Patients will be classified as per precedence below: (a) Urgent: Emergency cases that should be evacuated as soon as possible and within a maximum of 2 hours in order to save life, limb, or eyesight, to prevent complications of serious illness, or to avoid permanent disability. (b) Priority: Sick/wounded personnel requiring prompt medical care. These casualties should be evacuated within 4 hours, because their medical condition could deteriorate to urgent precedence, they would suffer unnecessary pain or disability, or they require special treatment not available. (c) Routine: Assigned to sick/wounded personnel requiring evacuation, but whose condition is not expected to deteriorate significantly. Routine patients should be evacuated within 24- 48 hours. (2) The following procedures will apply for evacuation: 18 ASF RESTICTED ASF - RESTRICTED (a) Each ground evacuation vehicle will be accompanied by medical personnel and equipment/supplies to provide enroute medical care to patients if necessary; (b) Equipment exchange of like items between medical forces transferring patients will be encouraged whenever possible. This is done to minimize the inconvenience to the patient; (c) Where possible designated aircraft will be configured to support a patient and will be accompanied by medical personnel, equipment and supplies to provide in-flight sustainment medical care to the patient; and (d) The Air cell in an ASF mission HQ would responsible for coordinating aero medical evacuation. The decision to evacuate will be based primarily on a clinical decision. e. Evacuation Policy. Theatre evacuation policy is the key to balancing the treatment capability available at each level of care, against the medical evacuation assets required and available. This is achieved by stating the maximum period, in days, that a patient may be held for medical treatment at each level of care. If a patient cannot return to duty within the specified time, they must be evacuated to the next level or processed for medical repatriation. This policy should not be confused with the procedures for MEDEVAC and CASEVAC. The maximum period in days that a patient should be held at each level is as follows: (1) Level I. вЂ“ Seven days вЂ“ Should it be thought upon initial treatment or stabilisation that the patientвЂ™s illness or injury would normally preclude him from returning to duty within seven days; he should be removed to a second level facility; (2) Level II. вЂ“ Fourteen days вЂ“ Should it be thought upon initial treatment or stabilisation that the patientвЂ™s illness or injury would normally preclude him from returning to duty within fourteen days, he should be removed to a third level facility; (3) Level III вЂ“ Thirty days вЂ“ Should it be thought that the patient will not be able to return to duty after thirty days treatment, he should be medically repatriated to his/her country of origin; and (4) Notes вЂ“ Should the medical diagnosis at any level show that the patient will not be able to return to duty after thirty days treatment, he/she should be prepared for medical repatriation to his/her country of origin (assuming that his/her condition allows travel of that nature) and not be processed through all the subsequent levels. Evacuation to the next level, other than in the case of CASEVAC or MEDIVAC, will not be done without confirmation from the next level, that they have the capability and capacity to handle the patient. 19 ASF RESTICTED ASF - RESTRICTED f. Reports and Returns Regular medical reports, statistical reporting and patient status reporting are an important element of the medical support. The following reports will be submitted as required; the medical cell will issue examples of these reports,: (1) Medical Situation Report вЂ“ This is a monthly report initiated by a level two facility only and covers the location, level and capability of the facility; (2) Medical Flash Report вЂ“ This is submitted immediately after the medical incident has been addressed by the medical facility that addressed the incident; (3) Per Capita Medical Treatment Report вЂ“ This is required by the medical facility that treated personnel that were not from their national contingent, in the case of first level facilities and all personnel in the case of second and third level facilities; and (4) Other Medical Reports вЂ“ These are reports relating the CASEVAC and MEDEVAC, and will be covered under that article. CASEVAC request and procedures. It should follow the roles as described in Annex XX. g. h. MEDEVAC request and procedures. A medical authority, following the chain of command and specific procedures, will request the MEDEVAC. In case of an emergency, request can be made directly to an ASF mission HQ and the affected unit must be informed. MEDEVAC will be performed with specific medical procedures established on case-by-case basis. It should follow the roles as described in Annex XX. The medical welfare of the patient must be the paramount consideration. Evacuations will not take place unless the patient has been clinically determined to be stabilized to withstand the duration of the movement to the next care facility with a high probability of not incurring further complications that would require invasive treatment or intervention during evacuation beyond the scope of general supportive care during evacuation. The final decision to evacuate must remain a clinical responsibility based on the patientвЂ™s medical condition. 20 ASF RESTICTED ASF - RESTRICTED 21 ASF RESTICTED ASF - RESTRICTED SOP 5.11 - LOGISTIC REPORTS AND RETURNS Logistic Reports and Returns, like those for Operations and Personnel, cover statistical or vital data on which the command and staff of a PSO can base its future plans, control consumption and maintain budgetary targets. The following forms are provided as examples: A. B. C. D. E. F. G. H. I. J. K. L. M. N. O. P. Q. R. Mission Logistic Directive. Leases and Rentals. Non UN Personnel Movement Request Form. General Release from Liability Form (UN). MEDEVAC Requests CASEVAC Request Cargo Manifest Travel out of the area March credit bid Mass casualty report Engineer work request OP CP facility minimum requirements Log report matrix LOGSITREP Disease and Non battle injury report DNBI Major medical incident report Logistic assessment report (LOGASSESREP) Logistic status report (LOGSTAT) 22 ASF RESTICTED ASF - RESTRICTED ANNEX A TO ASF LOGISTIC SOP- MISSION LOGISTIC DIRECTIVES TRANSPORTATION First and Second Line Transport ASF Registration Number Vehicle/Trailers Vehicles Registers Vehicle Establishment Committee Vehicle Establishment Change Requests and the Management and Control of ASF Vehicle Fleet SUPPLY Unit Demand Procedure Field Defence Stores Receipt of Equipment and Stores ASF Clothing Write-off of ASF and Contingent Materiel Hand-over of ASF and Contingent-Owned Stores - Survey Procedures for Accounting and Control of POL Products Ammunition and Explosives Accounting Procedures Procurement of Stores and Services ASF Discrepancy Reports Provisioning of Second Line Stocks Issue and Replacement of Military Pattern Vehicles, Motorcycles, Trailers and Engineering Equipment Letters of Assist Welfare Material Laundry and Dry Cleaning Services Garbage Handling MAINTENANCE Recovery Services Vehicle Monthly Report Maintenance, Inspection and Destruction of Vehicles Responsibilities for Repair and Procedures for Requesting Repair of Vehicles and Miscellaneous Equipment Salvage of Serviceable Parts Repairs by Local Contract MOVEMENT CONTROL Movements General Movement by ASF and UN Aircraft Booking Procedures Transportation of dangerous Cargo by ASF and UN Aircraft Transportation of Weapons, Ammunition and Explosives Contingent Rotation Procedures and Responsibilities Customs and Immigration Procedures for ASF Personnel and Baggage Travelling by Air ASF Cargo Waybill Customs Transit Clearance of Personal Effects Shipment FOOD SERVICES Entitlement to ASF Rations Between Meal Supplements for Air Crews Demand/Issue Procedures for ASF Rations Condemnation, Write-off and Disposal of ASF Rations Ration Reserve Holdings ASF ACCOMMODATION Leases Fire Prevention - Handling and Storage of Flammable Liquids Prevention, Fighting and Investigation of Fire Erection of Tents and Prefabs in the Area of Operations 23 ASF RESTICTED ASF - RESTRICTED Management of Electrical Generators Communication Section Services Management of Electric Networks and Installations 24 ASF RESTICTED ASF - RESTRICTED ANNEX B TO ASF LOGISTIC SOP- LEASE AND RENTALS FORMAT LEASE AGREEMENT Reference: This Lease Agreement is entered into between......................................., herein referred to as the Lessor, and the ASF, herein referred to as the Lessee, for the property located at the ........................вЂ¦ Building, вЂ¦ Floor, ................вЂ¦ Road, House No. ..., ....................вЂ¦ (city). Article 1 - Term: The term of the Lease shall be for a period of one year effective from вЂ¦ (dd), .вЂ¦ (mm) вЂ¦ (yy) and shall be renewable on expiry on terms and conditions to be agreed. Article 2 - Rent: 1. The Lessee agrees to pay rent of ...........................................................................................................................вЂ¦ per month/quarter, based on a floor space of вЂ¦ square meters @ вЂ¦ per square metre, payable monthly not later than seven (7) days after the month/quarter for which the rent will be due. 2. This rent shall include costs of water supply, garbage collection, maintenance of common areas, use of lifts, running cost of the back-up generator, security guards at the main entrance of the building, and at the external parking area twenty four (24) hours a day, every day. 3. The monthly/quarterly payments shall be deposited by the Lessee in the LessorвЂ™s account in the .........................вЂ¦ bank, which shall be specified by the Lessor. The payments shall be made in .................вЂ¦ (currency) of ....вЂ¦ (State) Article 3 - Deposit: No deposit shall be paid on the property by the Lessee to the Lessor. Article 4 - Premises: The Lessor shall make available, as part of the premises, space for parking the LesseeвЂ™s vehicles during working hours, as well as non-working hours, at the front or side, and in the basement of the Building. Article 5 - Condition of Property: The Lessor shall ensure that all utilities infrastructure are in proper working condition. These shall include electricity lines, switches and connections, telephone lines and plumbing. ASF - RESTRICTED Article 6 - Utilities: The Lessee agrees to pay all utility bills from the effective date of this Agreement. These shall include electricity, telephone, cleaning of the leased area and any other expenses connected with the occupancy of the premises, but not specifically mentioned here. Article 7 - Maintenance and Repairs: The Lessor agrees to maintain the property in good condition and shall repair any defects resulting from normal wear and tear. All structural faults and defects shall be repaired and put right by the Lessor. The Lessee agrees to keep the property in good condition and shall be liable for any damages resulting from improper use or negligence. Article 8 - Use of Property: The property shall be used solely to carry on the business of the ASF. For this purpose to be achieved, the Lessor shall, at its expense, satisfy all requirements of the Lessee. Article 9 - Insurance: The Lessor shall insure the ........................вЂ¦ building against the risks of fire, floods, earthquake, and shall provide the Lessee with a copy of the insurance policies. The Lessee shall insure the furniture, office equipment and other installations against the risk of theft, fire, floods, earthquake and third-party liability during the duration of the lease. Article 10 - Right of Entry: The Lessor agrees that the Lessee shall peacefully enjoy use of the property during the period of the lease without any interruption by the Lessor. For purposes of maintenance, the Lessor shall have right of access to the property after giving adequate notice to the Lessee. Article 11 - Alterations and Improvements: 1. No alterations or improvements may be carried out by the Lessee without prior authorisation by the Lessor. 2. The Lessee shall have the right to partition the floor space, lay carpets and install window blinds, as it deems necessary for its use. 3. Where movable partitions are installed, the Lessee shall have the right to remove such partitions on expiry of the lease. 4. In the event that fixed partitions are installed by the Lessee, such partitions shall be left in place to safeguard the Building, but upon reimbursement of ...% of the material and labour cost of the partitioning. Article 12 - Termination of Agreement: ASF - RESTRICTED Either party to this Agreement shall have the right to terminate the Agreement. This right shall be exercised by giving two (2) months notice in writing. Article 13 - Applicable Law: The laws of the Republic/State ........................................вЂ¦ shall govern the interpretation of all parts of this Agreement. Article 14 - Diplomatic Privilege and Immunity: 1. Nothing contained in this lease, or pertaining thereto, shall constitute a waiver, express or implied, of any privileges and immunity enjoyed by the ASF under the Charter of the ASF. 2. The Lessor acknowledges that the Lessee enjoys diplomatic privileges in regard to this lease. Should the Lessee require moving to another location, this lease shall be terminated without any right to indemnities. In such an event, the Lessee shall provide to the Lessor notice of sixty (60) days prior to the date of such move. Article 15 - Amendments to the Lease: Any amendments to the present lease shall be agreed upon in writing between the two Parties. In witness thereof, the Parties hereto have affixed their signatures. ......................................................................вЂ¦ ......................................................................вЂ¦ For Lessor For Lessee P.O. Box #, P. O. Box # ......................................вЂ¦ (City) ......................................вЂ¦ (City) ......................................вЂ¦ (State) ......................................вЂ¦ (State) Telephone: ...............................вЂ¦ Telephone: ...............................вЂ¦ Mobile Phone: .........................вЂ¦ Fax: ..........................................вЂ¦ Witnesses .......вЂ¦вЂ¦вЂ¦вЂ¦вЂ¦вЂ¦вЂ¦вЂ¦...............................................................................................вЂ¦вЂ¦ (Lessor) ASF - RESTRICTED .......вЂ¦вЂ¦вЂ¦вЂ¦вЂ¦вЂ¦вЂ¦вЂ¦...............................................................................................вЂ¦вЂ¦( Lessee) ASF - RESTRICTED ANNEX C TO ASF LOGISTIC SOP - NON UN PERSONNEL MOVEMENT REQUEST FORM UNITED NATIONS NATIONS UNIES Designation of United Nations Mission (Acronym of United Nations Mission) Non UN Personnel Movement Request Form Form must be duly completed and authorised by the chief of agency or organisation PRINT CLEARLY IN BLOCK CAPITALS Title/Ran Last, First Name Nationalit ID/Passpor Organisation Contact k y t# Tel # ASF Travel From Travel To Date: dd/mm/yy Return From Travel To Date: dd/mm/yy Purpose of Travel Other Details Mode of Transportation Vehicle Type of Travel Duty Travel claim will be submitted in conjunction with this travel Liberty Mileage will be incurred for this travel TravellerвЂ™s Signature Yes Yes UN Flight UN Duty NonNo No ASF - RESTRICTED 1. 2. Requested by: Military or Civilian Section/Service Chief Print Name Attach memo on a letter head providing justification. Attach a signed General release Form. CAO Office use only authorised at UN Expenses Not authorised authorised by: authorised at NO Expense to UN Print Name: ANNEX D TO ASF LOGISTIC SOP- GENERAL RELEASE FORM LIABILITY IN CONNECTION WITH TRAVEL BY UN-PROVIDED AIRCRAFT I, the undersigned, hereby recognise that my travel on the aircraft provided by the UN that is scheduled to depart from for on is solely for my own conveniences and benefit and may take place in areas under conditions of special risk. In consideration of being permitted to travel on such means of transport, I hereby: (a) Assume all risks and liabilities during such travel; (b) Recognise, subject to the provision of this release, that neither the United Nations nor any of its officials, employees or agents are responsible for any loss, damage, injury or death that may be sustained by me during such travel; (c) Agree, for myself as well as for my dependants, heirs and estate, that, in any case of loss, damage, injury or death, the liability of the United Nations, if any, shall be limited and, as applicable, not exceed the lower of: (i) the amounts of the insurance coverage maintained for this purpose by the United Nations; (ii) the compensation payable to staff of the United Nations; or (iii) the limitations on the amounts recoverable by passengers under the provisions of the Warsaw Convention; (d) Further agree, for myself as well as my dependants, heirs and estate, that we shall look first to any such insurance taken out by myself or provided by my employer or the carrier covering such loss, damage, injury or death, and that compensation shall be payable by the United Nations only to the extent that the limits provided under paragraph (вЂњcвЂќ) above, exceed the amounts recovered from such insurance. ________________________ (Date) ____________________ (Signature of Passenger) ______________________ (Witness) - United Nations _____________________ (Print Name of Passenger) ANNEX E TO ASF LOGISTIC SOPвЂ“ MEDEVAC REQUEST MEDEVAC MEDEVAC Requests 1. Requests for MEDEVAC should follow the medical chain of command. If the MEDEVAC is to the level two facility and does not require the use of either air assets or other specialized equipment, and can be done by either the level one or two ambulance, then the following procedures will apply: 2. a. The level one facility will contact the level two facility and ascertain that the level two facility has both the capability and capacity to handle the patient. Once this is ascertained the level one facility will send a MEDEVAC request as per appendix one to this annex. This request will also be sent info to the CMEDO, who will track all MEDEVACs regardless of method of evacuation; b. The level one facility will ensure that pertinent medical documents are transported with the patient and that the patient only arrives with one field uniform and personnel toiletry articles. All weapons and personal protection equipment will not be sent as part of a MEDEVAC; c. Even when the patient has been transported to a level two facility the contingent still has responsibility for his administration and must ensure that they have some sort of visitation program in place. Should the MEDEVAC request or require the use of air assets or other specialized equipment the following procedures will apply: a. The level one facility requesting the MEDEVAC will contact the Chief Medical Officer (CMEDO) or failing that, the OPS CENTRE and submit a MEDEVAC request. b. The receiving organization, which should be the CMEDO or the OPS CENTRE, will confirm the MEDEVAC request and inform the requester of the method of air transport and the expected time of arrival. If a helicopter is selected and available to do the MEDEVAC, the level one facility requesting the evacuation must be able to provide a helicopter landing site location and the following, b. (1). The preferred direction of approach for the helicopter, and (2) The way that the site will be marked, (this is especially important if it is a night evacuation); After the helicopter has arrived, the level one facility requesting the evacuation will provide the following information to the CMEDO and the OPS CENTRE, 3. (1) The time that the evacuation means actually arrived at the evacuation site, and (2) The time of departure of the evacuation means and an estimated time of arrival at the reception facility; Procedures By CMEDO and the OPS CENTRE. Once the CMEDO or the OPS CENTRE receives a MEDEVAC request the following procedures will apply: a. Determine if the evacuees are all members of UN mission, if so proceed with the next step, if not, immediately contact the senior duty officer who will set in motion the request to get the Force CommanderвЂ™s and CAOвЂ™s permission to actually perform the MEDEVAC. Normally UN does not perform routine MEDEVACs for personnel who are not members of an UN mission. The CMEDO or OPS CENTRE should then proceed with the planning of all the other steps listed below but not execute until permission is granted; b. Contact the MEDEVAC team, which is a group of professionals made up as follows, (1) The Standby Medical Team вЂ“ This is a team, that as a minimum, will contain a doctor and a nurse and will be able to be reached by the OPS CENTRE 24 hrs a day, and be able to be in the OPS CENTRE within 30 minutes, and (2) The Air Ops Duty Officer вЂ“ If the air ops section of the OPS CENTRE is not actually manned at the time of the request, then the DO must be available 24 hrs a day and within thirty minutes of the OPS CENTRE. c. Determine the best method of evacuation. This should normally be by air, but it might not be possible due to non-availability of assets, inaccessibility of the site or other factors. If the only method available is by road, contact the requesting level one facility to see if the condition of the patient will allow this type of evacuation. If not, then further discussion must take place between the CMEDO and the level one senior doctor. The CMEDO will determine, in consultation with the MEDEVAC Team, where the most suitable final location for the casualty should be. If an ambulance is not available on or near the site, then the CMEDO will task the nearest available ambulance or an ambulance from the second line facility. The medical team will then make preparations to proceed with that ambulance if it is from the second line facility or make other arrangements to ensure that a medical team is dispatched with the ambulance; d. Should it be determined that the best method of evacuation is by air or more specifically, helicopter, then the following procedures will be done by the CMEDO and the MEDEVAC Team (1) Consult with the Air Ops duty officer to determine the most suitable air asset to be used for the evacuation, this will depend on a wide variety of factors, e. (2) Once the air asset has been chosen, ensure that a medical team is available to accompany that asset. A medical team or at least medical personnel must accompany each MEDEVAC, (3) The MEDEVAC team and the OPS CENTRE will then task the air asset and arrange for the medical team to marry up with the asset, (4) The CMEDO through the OPS CENTRE will then inform the level one facility unit requesting the MEDEVAC of the results of their planning and pass the probable time of arrival of the air asset and the most likely location that the evacuee will be taken to, and (5) The CMEDO through the OPS CENTRE will then inform the medical location that the evacuee will be taken to, of the time of expected arrival and the nature of the medical problem, The CMEDO will then be responsible for all communications concerning follow up information until the MEDEVAC is actually deposited within the designated facility of the medical system. List of Appendixes Appendix One вЂ“ MEDEVAC Request Appendix Two вЂ“ Basic Helicopter Landing Site Requirements Appendix 1 MEDEVAC REQUEST SERIAL DESCRIPTION A. Call Sign and Unit B. Grid of level one facility C. Urgency of response 1. Immediate 2. ASAP but not immediate 3. Can wait, if necessary D. Total Number of evacuees E. PatientвЂ™s Details Name, rank, nationality, Mission or other Service or ID number F. Type of Injuries or illness EXAMPLE G. Evacuee Status 1. Walking 2. Sitting 3. Stretcher case H. Evacuation Means Requested 1. Helicopter 2. Road I. Doctor Required with evacuation 1. Essential 2. If Possible 3. Not necessary J. Description of Landing Site Including direction of approach K. Blood Group of Casualty (ies) If Known L. Other Information (Concerning patient or conditions at facility) Appendix 2 BASIC HELICOPTER LANDING SITE REQUIREMENTS 1. 2. DAY a. Free area of 50 x 50 meters b. Flat area with little or no slope c. Remove all loose items d. Mark the landing site with any distinct item e. Use this card to draw attention of the aircrew f. If situation is not safe to land for the helicopter wave with both arms above the head NIGHT a. Free area of 100 x 100 meters b. Flat area with little or no slope c. Remove all loose items d. If available mark the landing site with a break light (every colour except red) e. Do not use flashlight to draw attention (aircrew could be using Night Vision Devices) ANNEX F TO ASF LOGISTIC SOP вЂ“ CASEVAC REQUEST CASEVAC CASEVAC Requests 1. Requests for CASEVAC should follow the chain of command. However in the case of emergencies requests can be made to the OPS CENTRE, via phone, Sat phone or HF or VHF radio. The OPS CENTRE, once it has received the request, will have the responsibility of informing all other pertinent organizations in the chain of command. CASEVAC Procedures 2. The following procedures will be carried out when there is a need for a CASEVAC: a. b. c. All soldiers will carry a CASEVAC card. This card will be reproduced locally but will have all the information that is contained in Appendix One, CASEVAC Request. This card will contain the following; (1). Simple procedures for calling a CASEVAC. This will be in English and can be translated into the language of the contingent. It should be noted that once a contingent needs to use resources outside of their own, all requests must be in the official language of the mission. (2) A description of basic helicopter landing site requirements, and (3) Valid frequencies and telephone numbers, which will be added locally; The receiving organization, which should be the OPS CENTRE, will confirm your CASEVAC request and inform the requester of the method of transport (air or road) and the expected time of arrival. If a helicopter is selected and available to do the CASEVAC, the personnel requesting the evacuation must be able to provide a helicopter landing site location and the following; (1). The preferred direction of approach for the helicopter, and (2) The way that the site will be marked, (this is especially important if it is a night evacuation). The unit or individual requesting the evacuation will provide the following information to the OPS CENTRE; (3) The time that the evacuation means actually arrived at the evacuation site, (4) The time of departure of the evacuation means and an estimated time of arrival at the reception facility, and (5) 3. The number of casualties on board and a brief description of their injuries. Procedures by The OPS CENTRE. Once the OPS CENTRE receives a CASEVAC request, it will take precedence over all other activities. The following procedures will be done: a. Determine if the casualties are all members of ASF mission, if so proceed with the next step, if not immediately contact the senior duty officer who will set in motion the request to get the HoM or delegated authority permission to actually perform the CASEVAC. The OPS CENTRE should then proceed with the planning of all the other steps listed below, but not execute until permission is granted; c. Contact the CASEVAC team, which is a group of professionals made up as follows, (1) The Standby Medical Team вЂ“ This is a team that, as a minimum, will contain a doctor and a nurse and will be able to be reached by the OPS CENTRE 24 hrs a day and be able to be in the OPS CENTRE within 30 minutes, (2) The Air Ops Duty Officer вЂ“ If the air ops section of the OPS CENTRE is not actually manned at the time of the request, then the DO must be available 24 hrs a day and within thirty minutes of the OPS CENTRE. (3) The Senior Ops Duty Officer вЂ“ This individual will become the OPS CENTRE team leader and be responsible for all executive decisions concerning the evacuation. The CMEDO will actually make all the recommendations concerning the welfare of the patient (s) but the Senior Ops Duty Officer will be the final executor. c. Determine the best method of evacuation. This should normally be by air, but it might not be possible due to non-availability of assets, inaccessibility of the site or other factors. If the only method available is by road, contact the requesting party to see, if a suitable ambulance (s) is available and then direct that they proceed to CASEVAC the patient or patients to the appropriate medical facility. The OPS CENTRE will determine, in consultation with the CASEVAC Team, where the most suitable location for the casualty should be. If an ambulance is not available on or near the site, then the OPS CENTRE will task the nearest available ambulance or an ambulance from the second line facility. The medical team will then make preparations to proceed with that ambulance if it is from the second line facility or make other arrangements to ensure that a medical team is dispatched with the ambulance; d. Should it be determined that the best method of evacuation is by air or more specifically, helicopter, then the following procedures will be done by the OPS CENTRE and the CASEVAC Team: (6) Consult with the Air Ops duty officer to determine the most suitable air asset to be used for the evacuation, this will depend on a wide variety of factors, e. (7) Once the air asset has been chosen, ensure that a medical team is available to accompany the helicopter. A medical team, or at least medical personnel, must accompany each CASEVAC, (8) The CASEVAC team and the OPS CENTRE will then task the helicopter and arrange for the medical team to marry up with the helicopter, (9) The OPS CENTRE will then inform the unit requesting the CASEVAC of the results of their planning and pass the probable time of arrival of the helicopter and the most likely location that the casualty will be taken to, and (10) The OPS CENTRE will then inform the medical location that the casualty will be taken to, of the time of expected arrival and the nature of the medical problem, if it can be determined, The OPS CENTRE will then be responsible for all communications concerning follow up information until the CASEVAC is actually deposited within the medical system, after which it will become the responsibility of the medical system. The OPS CENTRE will inform the duty PIO of the CASEVAC, ensuring that will the PIO knows the nature of the CASEVAC and the number of casualties. However, the PIO must be cautioned not to release either the names or nationalities of the casualties until after the contingent has been able to contact the next of kin. This is why the step mentioned in paragraph two, concerning contacting the contingent of the member is vital. 4. Follow-Up Procedures. вЂ“ Once the actual CASEVAC is completed, the OPS CENTRE will complete a significant incident report, which will include all the details. The OPS CENTRE will also ensure that all pertinent details, less the actual names of the casualties, are included in the daily situation report. Once the contingent has made it known that the next of kin have been informed then the names can also be included in the report. List of Appendices Appendix One вЂ“ CASEVAC Request Appendix Two вЂ“ Basic Helicopter Landing Site Requirements Appendix 1 CASEVAC REQUEST ALWAYS START MESSAGE WITH вЂњ CASEVAC CASEVAC CASEVACвЂќ SERIAL DESCRIPTION EXAMPLE A. Call Sign and Unit B. Grid of Casualty/ies C. Urgency of Response 1. Immediately 2. ASAP but not immediately 3. Can wait, if necessary D. Total Number of Casualties E. Patients Details Name, rank, nationality, Mission, Service or ID number Types of Injuries to Casualties F. G. Casualty Status 4. Walking 5. Sitting 6. Stretcher case H. Evacuation Means Requested 3. Helicopter 4. Road I. Doctor Required at Scene 4. Essential 5. If Possible 6. Not necessary J. Description of Landing Site Including direction of approach K. Blood Group of Casualty (ies) If Known L. Other Information (Weather, visibility, etc) Appendix 2 BASIC HELICOPTER LANDING SITE REQUIREMENTS 3. 4. DAY a. Free area of 50 x 50 meters b. Flat area with little or no slope c. Remove all loose items d. Mark the landing site with any distinct item e. Use this card to draw attention of the aircrew f. If situation is not safe to land for the helicopter wave with both arms above the head NIGHT a. Free area of 100 x 100 meters b. Flat area with little or no slope c. Remove all loose items d. If available mark the landing site with a break light (every color except red) e. Do not use flashlight to draw attention (aircrew could be using Night Vision Devices) ANNEX G TO ASF LOGISTIC SOP CARGO MANIFEST TO: DANGEROUS CARGO: FROM: Priority : PAGE No: SPECIFICATION OF GOODS CONSIGNOR CONSIGNEE No. (FROM) (TO) OF Pc's WEIGHT IN KG Y*/N OF PRICE USD 1 2 3 4 5 6 7 8 9 10 NSG/NSE PECS TOTAL: *SEE ATTACHED LIST ! Authorized by: Driver: Receiving: ID No: ID No: ID No: Signiture: Sign.: Sign.: REMARKS ANNEX B to SOP 404 LOAD MANIFEST (GENERAL CARGO) NSG/SFOR LOAD DATE : CONTAINER No : TRUCK No : PLOMB No : TRANSPOR T: N DISCRIPTION o 1 2 3 4 5 6 7 8 9 10 11 TOTAL PALLET / BENCH COLLIES: FROM : TO : VALUE USD USD : WEIGHT KGS KGS: Send. unit: Trsp. unit: Receiv. unit: Auth. name : Name Name Sign: Date : Sign: Date : : REMARKS Sign: Date : Dangerous cargo: : ANNEX B to SOP 404 STAMP STAMP TRANSPORT REQUEST FORM REQUESTING UNIT: CONTACT, Rank, Name : NATION: TEL: REQUIRED DELIVERY DATE: DATE OF APPLICATION: FAX: FROM : TO : PICK-UP ADDRESS & CONTACT DELIVERY ADDRESS & CONTACT TEL : TEL : FAX: DESCRIPTION DC QTY DIMENSION (M) FAX : WEIGHT (KG) VALUE (USD) TOTALS : HANDLING EQUIPMENT REQUIRED : TYPE OF TRANSPORT REQUESTED : AUTHORIZED SIGNATURE: YES ROAD NO AIR NAME: MOVEMENT DETAILS Instructions: 1. No confirmation of receipt of this request will be given. 2. Units must ensure that Consignement No & Priority or Required Delivery Date is shown. 3. Date, timings, mode of transport, confirmed to sending unit day before departure. 4. Description must state, what type of cargo is to be moved. 5. QTY - must state how many boxes or pallets or containers, ect . 6. DC - all DANGEROUS CARGO must be identified in this column. 7. Ensure it is noted whether Material Handling Equipment is required to lift the cargo. REMARKS : TITLE: PRIORITY ASF - RESTRICTED ANNEX H TO ASF LOGISTIC SOP вЂ“ TRAVEL OUT OF AREA OF OPERATIONS TRAVEL OUT OF AOR UNIT FROM TO TIME OUT TIME BACK ROUTE OUT ROUTE BACK BORDER CROSSING PURPOSE NO. of VEHICLES/ LICENCE NO NO. of PERSONNEL CARGO REMARKS ETD: ETA: ETD: ETA: ASF - RESTRICTED ANNEX I TO ASF LOGISTIC SOP вЂ“ MARCH CREDIT BID UNIT TO MOVE NATIONALITY TOTAL NUMBER OF VEHICLES VEHICLE BREAKDOWN LARGEST/HEAVIEST VEH a. Vehicle type b. Vehicle load c. Vehicle MLC d. Vehicle dimensions (LxHxW) START POINT (SP) START TIME REQUESTED/DTG INTERMEDIATE DEST/TIME BRIDGE CROSSING/TIME BORDER CROSSING/TIME DESTINATION/ TIME UNIT POC AND PHONE # REDEPLOY OR REPOSITION REASON FOR MOVE ROUTE REQUEST RECEIVED BY # OF WEAPONS (TYPE)/# OF PAX REMARKS NO a. b. c. d L TYPE LOAD H W MARCH CREDITS WILL NOT BE TAKEN AFTER 1100 HOUR THE DAY PRIOR TO MOVE. ALL INFORMATION MUST BE PROVIDED TO RECEIVE MARCH CREDIT ASF - RESTRICTED ANNEX J TO ASF LOGISTIC SOP вЂ“ MASS CASUALTIE ACTION LIST FOR MASS CASUALTY SITUATIONS 1. What has happened/type of incident? 2. Time when the incident took place. 3. Location: a. Grid; and b. Description; 4. Number of casualties; a. Number of urgent; b. Number of priority; and c. Number of routine. 5. Medical assistance required: a. CASEVAC by air; b. CASEVAC by land; and c. Mass Casualty Management Team. 6. Special medical equipment required. 7. Requirements for other support: a. Troops for security; b. MPs; c. Engineers; d. Recovery; and ASF - RESTRICTED e. Other: 8. Best route to place of incident. 9. Route marker/traffic control post is posted at (give grid or landmark). 10. Helicopter landing site (location and grid). 11. The situation in the area is (give a danger and alert state). 12. DTG that higher HQ was notified. 13. Responses and or actions already taken. ASF - RESTRICTED ANNEX K TO ASF LOGISTIC SOP вЂ“ ENGINEER WORK REQUEST 1. Purpose. To inform ASF of construction engineer tasks, units are not capable to perform with their own capacities. 2. Issued. By units at battalion and above level 3. Addresses. ACTION: Mission HQ INFO: TBA 4. Time. As of 2000 (daily) Report to reach Mission HQ by 2300. 5. Delivery. By FAX, Message or Dispatch Rider. 6. Security Classification. As per contents. 7. Form and Contents. See Page 2. ASF - RESTRICTED Engineer Work Request Form ENGINEER WORKS REQUEST (EWR) FROM (Unit): LOCATION: PAGE 1 / PHONE: TO: Construction SIGNATURE: FAX: Engineer Cell DESCRIPTION OF WORK (Maintenance, Alternation, Construction, Renovation, etc.): JUSTIFICATION (and possible time requirements): COST ESTIMATION (in US$): TO BE FILLED BY Chief Construction Engineer Cell ONLY PROJECT#: TASK ALLOTMENT: APPROVAL: NOTES: COMPLETION: ASF - RESTRICTED CONSTRUCTION MATERIAL ORDER FORM 1. Purpose. To inform ASF of material needed for engineer tasks, which units can not provide on their own. 2. Issued. By units at battalion level and above(to be attached to EWR). 3. Addresses. ACTION: Mission HQ INFO: TBA 4. Time. As of 2000 hours (daily) Report to reach Mission HQ by 2300 hours. 5. Delivery. By FAX, Message or Dispatch Rider. 6. Security Classifications. As per contents. 7. Form and Contents. ASF - RESTRICTED CONSTRUCTION MATERIAL ORDER FORM (CMOF) EWR: ATTACHMENT TO ENGINEER WORKS REQUEST (EWR) NO. ITEM & SIZE DESCRIPTION UNIT Quantity Date according to terms in list passed to units (TO BE FILLED IN BDE) Page (TO BE FILLED PURCHASE BY IN BDE) BN BDE PRICE ESTIM. NSG (IF MORE ITEMS ARE REQUESTED, USE ANOTHER FORM, MARK THAT WITH 2 AND JOIN IT TO THIS ONE) UNITS REMARKS APPROVALS UNIT RELEASING OFFR Chief Construction Engineer Cell AUTHORIZING OFFR NSG POST/RANK/NAME/SECTION /UNIT DATE / PLACE SIGNATURE ASF - RESTRICTED ANNEX L TO ASF LOGISTIC вЂ“ OP CP FACILITY MINIMUM REQUIREMENTS EXAMPLES OF MINIMUM REQUIREMENTS FOR AN OBSERVATION POST, CHECK POINT COMPOUND AND THEIR MAIN FACILITIES OBSERVATION POST WITH ALL FACILITIES ASF - RESTRICTED OBSERVATION POST PLATFORM ASF - RESTRICTED CHECK POINT ASF - RESTRICTED OBSERVATION POST - COMPOUND - - Place the compound higher than the surrounding terrain. Then it is easier to guard/defend the compound. The compound will also be better off in the rainy season, and the mosquito nuisance will be reduced. Place the compound 1-2 km from the nearest local village Place the compound away from rivers, that may flood during the rainy season Avoid animal tracks and waterholes for animals Prevent the local population to build up sheds next to the compound. This may cause security problems Always keep the compound tidy. The commander should carry out inspection once a week. ASF - RESTRICTED OBSERVATION POST TOWER CONSTRUCTION A wood tower is used as an above ground observation position. The tower has a post foundation, as shown, or is constructed directly on the ground. The wood walls of the observation tower are earth filled. ANNEX M TO ASF LOGISTIC SOP вЂ“ LOGISTIC REPORT MATRIX SUMMARY OF LOGISTIC REPORTS DAILY REPORTS SER. TYPE PURPOSE FROM TO OF REP. 1 LOGSTATREP TO ASSESS GENERAL UNITS ALL ASF ASF HQ LOGISTIC SITUATION UNITS 2 LOGASSESREP 3 LOGSTATREP/ TCC 4 5 6 8 9 WEEKLY REPORTS LOGSITREP LOGSITREP TCC DNBIREP AD HOC REPORTS MIREP/ TO ASSESS THE OVERALL BDE LOGISTIC SITUATION. TO ASSESS GENERAL THE ASF BDE LOGISTIC SITUATION TO ASSESS AND DETAIL UNITS LOGISTIC SITUATION TO ASSESS AND DETAIL BDE LOGSTIC SITUATION TO INFORM ASF ABOUT THE MEDICAL SITUATION 12.00 DUE IN TIME 15.00 0900 ASF 0600 IF CHANGE TBD TCC 1200 1900 ALL ASF ASF HQ UNITS ASF TCC ALL ASF ASF MEDUNITS CELL REQUEST FOR ASSISTANCE ANY UNIT TO A MAJOR MEDICAL INCIDENT. AS OF ASFHQ REMARKS SOP, ANNEX R SOP, ANNEX Q . SOP, ANNEX R SOP, ANNEX N SOP, ANNEX N SOP, ANNEX O AS REQ. SOP, ANNEX P WITHOUT DELAY ANNEX N TO ASF LOGISTIC SOP вЂ“ LOGISTIC SITUATION REPORT 1. AIM The aim of this annex is to state regulations concerning logistic reporting from units to ASF HQ. 2. ORIGINATOR ASF 3. subordinate units ADDRESSES Mission 4. HQ WHEN TRANSMITTED Forwarded weekly at Fridays. As of: Friday Due 5. : Friday, not at later 1200 than 1800 METHOD OF TRANSMITTING Reports will be submitted by the transmission means necessary to reach the HQ by the time required: Preferred method is in written form (messages, signal, or document). However, reports may be submitted verbally via radio or telephone when the situation requires it. Portions not applicable may be omitted. Submission of data by referring to serials (lines) and columns will be accepted. вЂњNo changeвЂќ reports will be submitted, as applicable, following submission of a complete initial report. 6. PRECEDENCE Normally 7. CLASSIFICATION not higher than PRIORITY. According 8. to contents. CONTENTS a. LOGSITREP (1) is divided PRELIMINARY Classification, into three originator,вЂќ parts as as TEXT time. ofвЂќ (2) COMMANDING OFFICERвЂ™S EVALUATION OF LOGISTIC SITUATION (3) LOGISTIC Short description b. Format and c. Reportable of contents items in in logistic accordance accordance situation with with in follows: SITUATION general. appendix appendix 1. 2. Appendix 1 FORMAT 1. 2. AND CONTAINS OF LOGSITREP PRELIMINARY TEXT a. Classification. b. Message c. Date d. For identification/Type and time reporting COMMANDING of group during OFFICERВґS report/originator/Serial for exercises: EVALUATION вЂњas Name OF no/Month//. ofвЂќ of LOGISTIC time. exercise. SITUATION To be included in every report, and must comprise a short statement of capability of the force/unit to provide satisfactory logistic support for ongoing or future operations. 3. LOGISTIC a. b. SITUATION General (1) Matters related to location of logistic units and installations. (2) Changes (3) Special activities with influence on the logistic capacity of the force/unit. in logistic support. Supply (1) Deficiencies in the force/unit Table of Organisation and Equipment (TOE). (2) Reduced (3) Stocks in accordance with Reportable Items List as per appendix 2 to Annex N. (4) Miscellaneous. resupply through normal supply system. c. d. e. Maintenance (19 Deficiencies in (2) Deficiencies (3) Important (4) Miscellaneous. maintenance in deficiencies capacity. recovery in resupply capacity. of spare parts. Transport (1) Traffic situation (2) Limitations (3) Miscellaneous. inside own area of responsibility. in transport capacity. Medical (1) Limitations in evacuation capacity. (2) Limitations in treatment capacity. (3) Health (4) Epidemic (5) Miscellaneous. condition of force/unit. diseases. f. Miscellaneous (1) Other (2) Suggestions to overcome existing or expected deficiencies or limitations in logistic support. services. Appendix 2 Reportable items list UNIT: Code No REPORT ITEM AUTH (A) DTG: FMC (B) REC (C) REMARKS (D) Estimated Cause of REC: < 6hrs < 24hrs >24hrs 1 Scout vehicles 2 APC (Wheeled) 3 APC (Tracked) 4 TANK 5 Recovery vehicles (TRACKED) Recovery vehicles (WHEELED) Trucks <6 tons 6 7 8 9 10 11 12 13 14 Trucks 6-17 tons Trailers, medium (EA / capacity) Trailers, heavy (EA / capacity) Tipper trucks (EA / capacity) Flatbed trucks < 6 ton Fuel trucks,<6500 (EA/liters) Fuel trucks, >6500 (EA / liters) ready: 15 16 17 18 Fuel trailers (EA / liters) Forklifts (EA / capacity) Water trucks (EA / liters) 24 Water trailers (EA / liters) Cont. handl.eq (+ heavy forklifts) Refrigerators / cold stores Freezing containers Field ambulances (EA / capacity, soft skin) Field ambulances (EA / capacity, APC-type) Tank transporter, low bed Low bed trailer, ENG e.q TPT Cargo trailer 25 Drop trucks 26 Semi mobile fuel tanks (EA/liters) Semi mobile water tanks (EA/liters) Mobile cranes (EA/capacity) Class I / combat rations (DOS) Class I / bottle 19 20 20a 21 21 a 22 23 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 water (DOS) Class III/bulk, stock level (DOS) Class III/ MOGAS stock level (DOS) Class V/AMMO (DOS) BUS 40-50 Seats BUS 30-35 Seats BUS 19 Seats BUS 8 Seats Spare MAIN ACCES switch MAN 8 Spare Trunknode MAN 8 Trailer, ENG eq TPT (18 TONS) Heavy Dump Truck Spare Patrol Soft skins If equipment is reported in REC, and if not ready within 24 hours, it is to be followed by an estimated вЂњWhen readyвЂќ date / time in the remark space. ANNEX O TO ASF LOGISTIC SOP вЂ“ DISEASE AND NON BATTLE INJURY REPORT DISEASE AND NON-BATTLE INJURY REPORT (DNBI - REP) 1. AIM The aim of this annex is to state the format for weekly reporting of the medical situation from units to ASF HQ. 2. ORIGINATOR All units within AOR. 3. ADDRESSEE MED CELL. 4. WHEN TRANSMITTED Weekly NLT TUESDAY 2359 Local. 5. TRANSMITTING METHOD Preferred method is electronic version transmission. Reports may however be transmitted in. written form . 6. PRECEDENCE Normally not higher than PRIORITY. 7. CLASSIFICATION According to contents. 8. CONTENTS Contents and format in accordance with appendix 1. Appendix 1 MED TREATMENT FACILITY NAME RESPONSI BLE FOR FORM and LOCATION AVG WEEKLY TROOP STRENGTH Epi Nato Item No. 1 Initial Visit Diagnosis Weekly Attack Total Rate* WEEK Dates Man Days of Light Duty Weekly Total Rate Man Days of Lost Duty Weekly Total Rate DIARRHEA & Intestinal Inf. Ds. 2 Syphilis & Other STD's 0 0 0 4 Alcohol &SUBSTANCE ABUSE 0 0 0 5 Mental Disorders 0 0 0 5.1 Stress Reactions 0 0 0 0 0 0 0 0 0 0 Eye Disorders/ OPHTHALMIC 0 0 0 7 URI's & Ear, Nose, Throat ds. 0 0 0 8 (+)Lower Respiratory Tract ds. 0 0 0 0 0 0 0 Follow-up Visits Weekly Weekly Total Total Admit's Weekly Spec Consults 0 0 0 0 0 0 0 6 (=total) RESPIRATORY ds. PHONE Monday thru Sunday from-to: 1 (=total)PSYCHIATRIC 0 / 0 0 9 DENTAL Disease 0 0 0 11 Other GI / digestive system ds. 0 0 0 UNEXPL FEVER 0 0 0 3 Other Infectious Ds. 0 0 0 12 (+)Gynae, Contracept., incl Pgy 0 0 0 16 (+)Rheum &Musc-Skel diseases 0 0 0 17 (+)Iatrogenic ds (complications) 0 0 0 18 (+)Other Diseases, N.O.S. 0 0 0 (=total) OTHER MED COND. 13 0 DERMATOLOGIC ANIMAL BITES 0 0 0 0 0 0 0 0 0 0 0 14 Int. Derangement of Knee 0 0 0 15 (+)Dorsopathies 0 0 0 19 (+)MVA Injuries 0 0 0 20 (+) Training Injuries 0 0 0 21 (+) Sports Injuries 0 0 0 23 (+)Other Injuries 0 0 0 (=total) ORTHO/INJURY 24 0 0 0 0 0 0 COLD INJURY 0 0 0 (+)HEAT INJURY 0 0 0 0 0 0 0 0 0 (=total)Heat, cold injuries 0 0 0 0 0 0 0 0 0 DNBI TOTAL 0 0 0 0 0 0 0 0 0 MISC/ADMIN FOLLOW-UP 0 0 0 Attack = Weekly Totalx100% Rate 22 Injuries Due to War/Operations 0 25 NBC Indicators (ops. only) 0 Troop Strength ANNEX P TO ASF LOGISTIC SOP вЂ“ MEDICAL MAJOR INCIDENT REPORT (MIREP) 1. AIM The aim of this annex is to state the format concerning report of Major incident from the units to ASF HQ. 2. ORIGINATOR ASF Subordinate Units. 3. ADDRESSES MED-CELL/ 4. WHEN TRANSMITTED Immediately after major incidents. 5. METHOD OF TRANSMITTING Radio, telephone followed by written message. 6. PRECEDENCE OPERATION IMMEDIATE. 7. CLASSIFICATION According to contents. 8. CONTENTS Format and contents in accordance with appendix 1. Appendix 1 MEDICAL MAJOR INCIDENT REPORT (MIREP) TO: MED CELL INFO: 1. Reporting unit. 2. Date/Time Group (DTG) of report. 3. Grid Location(s) of incident. 4. Date/Time Group of incident. 5. Description. 6. Number of casualties: a. Wounded. b. Killed. 7. Summary of action required. 8. BDE assistance required. ________________________________________________________________ NOTES: 1. The MIREP is to be submitted, when necessary, by the senior medical officer of any unit or the senior medical NCO of units without a medical Nofficer, to ASF HQ. Precedence designation will be вЂњOPERATIONAL IMMEDIATEвЂќ. 2. MIREP will be numbered consecutively. 3. This report will be submitted when resolution of an incident exceeds unit medical capabilities. It will be treated as a request for assistance. ANNEX Q TO ASF (LOGASSESSREP) 1. LOGISTIC SOP вЂ“ LOGISTIC ASSESMENT REPORT AIM The aim of this annex is to state regulations concerning logistic reporting from subordinates to ASF HQ 2. ORIGINATOR 3. ADRESSES Action : INFO : 4. WHEN TRANSMITTED As of : Due 5. : METHOD OF TRANSMITTING Reports will be submitted by the transmission means necessary to reach the HQ by the time required: Preferred method is in written form (messages, signal, or document). However, reports may be submitted verbally via radio or telephone when the situation requires it. Portions not applicable may be omitted. Submission of data by referring to serials (lines) and columns will be accepted. вЂњNo changeвЂќ reports will be submitted, as applicable following submission of a complete initial report. 6. PRECEDENCE Normally not higher than PRIORITY. 7. CLASSIFICATION According 8. CONTENTS to contents. LOGASSESSREP 1. 2. 3. 4. 5. 6. 7. 8. 9. is divided into OVERALL EVALUATION: SEVLOGS FACTORS POL LINES OF COMMUNICATION (LOC) MED/HEALTH SERVICES INTEROPERABILITY LOGSUPP. OF COMSYSTEMS HOST NATION SUPPORT (HNS) Appendix 1: Guideline for LOGASSESSREP. the following parts: Appendix 1 GUIDELINE FOR LOGISTICS ASSESSMENT REPORT (LOGASSESREP) 1. OVERALL EVALUATION a. Content: A brief summary/overview about the overall logistics situation in the commanderвЂ™s area of responsibility including shortages, deficiencies and/or lack of essential equipment and stocks that have or will have an impact of the conduction of current and/or planned operations. Also the personnel situation and the status of supply points/installations are to be addressed. b. Examples (1) Status of units/formations (operational readiness). (2) Status of readiness). (3) Status of essential equipment field supply points/supply installations (operational (LOGASSESSREP) . (4) NOTE: (a) Should be reported if a reduction of 25% and higher is given. (b) If reported this information must be outlined in more detail under paragraph. 3. FACTORS. (5) Status of combat decisive ammunition related to the appropriate weapons or separately. (6) NOTE: If reported this information must then be reflected under paragraph 2. SEVLOGS. (2) Shortages/deficiencies of spare parts that caused delays for repairing of combat decisive force weapons or systems. (8) Damage on existing installation/facilities, i.e. supply points, repair facilities, airbases, ports, communications centres. (9) Status of the rail/road networks. (10) CIMIC situation (refugees, uncontrolled and/or controlled population movements). (11) NBC situation if affected the performance of logistics operations (activities). (12) Outlook/view to current or planned operations to ensure the logistic stainability of these operations (or limited and failed respectively). 2. SUBJECTIVE EVALUATION OF LOGISTICAL SUSTAINABILITY (SEVLOGS) a. Content: Report SEVLOGS in days of combat sustainability (based on days of supply (DOS) for the most critical items). b. NOTE: These figures must also be in concurrence with the respective paragraph of the COMMANDERВґs ASSESSMENT REPORT. c. 3. Examples (1) Land forces: (2) Air forces: (3) Naval forces: GENERAL FACTORS AFFECTING THE LOG SUPPORT OF (FACTORS) a. b. Content: To state in more detail the statement given in paragraph 1. Overall Evaluation and paragraph 2. (SEVLOGS). Examples: (1) Land forces: (a) Decreasing of combat decisive force weapons/systems for Force Protection (b) Shortage/deficiencies of combat decisive AMMO (c) Lack/deficiencies of important spare parts for repairing essential equipment (d) Problems of the TCC (2)Air forces: 4. POL (PETROLEUM, OIL AND LUBRICANTS) a. b. 5. Content: Information under this paragraph should only be stated if respective information is reported by subordinate headquarters/units/formations based on facts gained by themselves. Examples (1) Damage of any kind on POL depots. (2) Reduction of refuelling capability when drawing fuel from above installations. (3) Lack on manpower running any POL facilities/installations. LINES OF COMMUNICATIONS (LOC) a. Content: To give information drawn from territorial situation reports forwarded by sub units to state facts that are reported by external forces/units b. Examples (1) Situation of roads used for resupply operations (i.e. Main Supply Routes (MSR)). (2) Situation of the road/rail and air fields network to be used for moving units/formations into a planned field position. (3) Uncontrolled/controlled population movements leading by national or local authorities. 6. MEDICAL AND HEALTH SERVICES a. b. Content: Only a comprehensive statement drawn from Medical Situation Report, if required, having serious impact on the fulfilment and implementation of logistic activities/operations. NBC matters are to be reported. Examples (1) Status of supply installation and/or supply/service units to be contaminated. (2) Shortage or lack of essential medical supplies (i.e. live blood, atropine). (3) Deficiencies of evacuation means for seriously wounded personnel. (4) Status of certain medical personnel (i.e. surgeon, nurses) 7. INTEROPERABILITY a. Content: To give information on mutual logistic assistance requested to and received from allied units/formations. b. Examples (1) Status of emergency logistic assistance request (LOGASSREQ) if requested. (2) Status of mutual logistic support based on appropriate agreements if requested for. (3) Problem with a certain AMMO to be used. 8. LOGISTICS SUPPORT OF This paragraph may only be addressed if COMMUNICATIONS SYSTEMS. a. AU/REC/Region funded equipment are provided and used and b. There are existing problems concerning replacement or repair of such equipment. 9. HOST NATION SUPPORT (HNS) Content: Information about HNS or other matters related to HN arrangement including MOU. ANNEX R TO ASF LOGISTIC SOP вЂ“ LOGISTIC STATUS REPORT (LOGSTAT) 1. AIM The aim of this annex is to state regulations concerning logistic reporting from units to ASF 2. ORIGINATOR All 3. subordinates. ADDRESSES ASF 4. HQ. WHEN As TRANSMITTED of: Daily at 1200 Due: Not later than 1500 5. METHOD OF TRANSMITTING Reports will be submitted by the transmission means necessary to reach the HQ by the time required: Preferred method is in written form (messages, signal, or document). However, reports may be submitted verbally via radio or telephone when the situation requires it. Portions not applicable may be omitted. Submission of data by referring to serials (lines) and columns will be accepted. вЂњNo changeвЂќ reports will be submitted, as applicable, following submission a complete initial report. 6. PRECEDENCE Normally 7. not higher PRIORITY. CLASSIFICATION According 8. than CONTENTS a. CO all b. AUTH to over assessment of contents. the unitВґs operational readiness. Authorized number of COMBAT APC (WHEELED); according to table of organization c. FMC Full Manoeuvre Capability number of COMBAT APC (WHEELED) d. REC COMBAT APC (WHEELED) under recovery > 24 hours. e AUTH Authorized number of COMBAT APC (TRACKED); according to table of organization f. FMC Full Manoeuvre Capability number of COMBAT APC (TRACKED) g. REC COMBAT APC (TRACKED) under recovery > 24 hours. h. AUTH Authorized number of TANKS; according to table of organization i. FMC Full Manoeuvre Capability number of TANKS. j. REC TANKS under recovery > 24 hours. k. The present status (in %) showing actual status Class III (bulk fuel) The reported stocks in the Bn are only concerning the 3 (three) days of supplies as mentioned in annex N to OPSORDER 7 NOTE: NSG will report brigade reserve stocks. l. Class V (AMMO) The reported stocks in the Bn are only concerning the 7 (seven) days of supplies as mentioned in annex N to OPSORDER 7. m. Remarks and additional info Following events must be reported change of colour, if expected вЂњreadyвЂќ time is more than 24 hours, a explanation should be given . Appendix 1 LOGSTATREP UNIT: a b c AS OF: d e f g h i j k COВґs Assesment l 3 DOS 7 DOS STOC K STOC K CL III CL V AUTH FMC BRIGADEВґS (a) STOCK (Reserve) REC AUTH FMC 4 DOS DIESEL BENZ STOCK CUM CUM CL III (BULK) REPORTED BY NSG m. REMARKS AND ADDITIONAL INFO: REC KERO CUM AUTH FMC REC (BULK ) WRITE IN CAPITAL LETTERS THE PRESENT STATUS AS OF 1200 HOURS INTO CIRCLES. LEGEND: GREEN: AMBER: RED: BLACK: 80 - 100% 70- 79% 50 - 69% 0 - 49% EXAMPLE: RED LOGSTATREP IS TO BE FORWARDED TO ASF HQ DAILY NLT 1500 HOURS CHAPTER 10 ASF LOGISTICS MANAGEMENT 1001. The AU/RECвЂ™s will take the necessary measures for planning and conducting the logistic support of their forces, and regional components of multi-regional forces, to meet the requirements of the AU/RECs. Provide logistic resources for the support of their own forces, include bilateral and multilateral arrangements. Identify available AU/Regional logistic resources for co-operative use to meet identified shortfalls in logistic plans. Operate and control AU/Regional military and civil logistic resources for the operation. Provide AU/Regional logistic experts for the relevant phases of logistic planning and execution to augment the ASF. AU/RECвЂ™s will identify logistics management structure within their logistics plan. Provide full visibility of logistic resources, both in-theatre, and within the strategic LOCs, to the AU/RECвЂ™s. 1002. The Logistics Staff at AU and Regional Planning Elements (PLANELMs) will undertake the following responsibilities: a. Monitor and take initiatives for the development of policies and procedures in the field of multi-regional logistic support for operations. b. Develop logistic elements of advanced military strategic planning. c. Update logistic elements of generic/contingency plans and, following guidance. d. Consult within the AU and RECs to convene logistic expert meetings. e. Provide necessary co-ordinated inputs, assessments and draft military advice in all logistic affairs throughout direction of AU/RECs. f. Initiate and participate in bilateral and multilateral negotiations, and, where appropriate, conclude HNS arrangements on behalf of AU/RECs, subject to their prior concurrence. 1003. The AU/RECs will plan and co-ordinate the deployment, support and recovery of the ASF force. On Transfer of Authority (TOA), the AU will be responsible for the coordination of overall logistic support. Responsibilities and procedures will need to be refined throughout the Military Planning Process. The AU has specific responsibilities to: Develop operational requirements for TOA planning and execution necessary for comprehensive logistic support. Establish requirements, initiate and participate in bilateral and multilateral negotiations, and, where appropriate, conclude HNS arrangements. Coordinate redistribution under agreed provisions (if required). Provide a staff organisation and communication flow for the AU/RECs. Act as the co-ordinating authority in the field of logistics for AU/RECs. Co-ordinate all logistics activities within the AU and RECs. Co-ordinate all aspects of multi-regional logistic sustainment within the AU and RECs. Co-ordinate procedures for intra-theatre movement within AU and RECs. Co-ordinate multi-regional logistic support. Insure necessary amendments concerning force deployment (e.g. desired order of arrival, commander's required date), transportation for sustainment (resupply) and redeployment. 1003. The RECs HQ will: Assist within the region to co-ordinate logistic support within their force, including the creation and control of regional logistics. Co-ordinate the implementation of HNS agreements. Where appropriate, co-ordinate and arrange the provision of common supplies and services. Co-ordinate and administratively support their region, NGOвЂ™s and HN liaison staffs within their region according to specific arrangements. AU LOGISTICS MANAGEMENT Director of Logistics Material Management Financial Management Maintenance Management Depot Management Logistics Management RECвЂ™s Chief of Logistics Material Management Financial Management Maintenance Management Depot Management Logistics Management Communication Flow AU Logistics Management ECOWAS ECCAS SADC NASBRIG EASBRIG CHAPTER 11 ASF LOGISTICS FINANCIAL MANAGEMENT SYSTEM Reimbursement Rates 1101. Troop Contributing Countries (TCCs) will be reimbursed under a вЂ�wetвЂ™ or вЂ�dryвЂ™5 lease system as per pecuniary rates adopted by the AU. Reimbursement will be limited to those items of serviceable major equipment (including associated minor equipment and consumables) specifically agreed to by the AU. Should a contingent provide less major equipment or self-sustainment categories than that stipulated in the Memorandum of Understanding (MOU) between the AU and the TCC, the latter will be reimbursed only for major equipment or self-sustainment categories actually provided. The ASF Logistic Manual contains details of the computation method for the monthly equipment usage charge for the modular dry lease system and components of the modular wet/dry lease system. 1102. TCCs will also be reimbursed for self-sustainment as per AU rates. These rates will be promulgated in a separate Contingent Reimbursement document produced by the AU. Minor equipment and consumables not directly related to major equipment will be reimbursed as "self-sustainment" based on troop strength. Self-sustainment categories are not subject to accountability upon entry into and departure from the operational/mission area, but rather to verification and inspection to ensure that they meet the agreed standards and mandate of the contingent. When a contingent provides less major equipment or self-sustainment than that stipulated in the Memorandum of Understanding (MOU) the TCC will be reimbursed only for actual numbers. 1103. Rates of reimbursement for special equipment will be negotiated separately between the TCC and AU. Reimbursement rates will be adjusted for any period for which TCCs are not meeting the standards laid down by the AU. 1104. The basic principles of this reimbursement system are simplicity, accountability, financial and management control. These principles are accomplished by reducing the administrative burden on TCCs, the AU and the operational LSG Commander by ensuring that reimbursement rates are standardized on an equitable basis and standards of contributed equipment and services are maintained at a high level. Furthermore, accountability and control are ensured by the system relying on an 5 вЂњWet lease" requires troop-contributor countries to provide major equipment and maintenance, whilst "dry lease" means troopcontributor countries would provide only major equipment, with the AU assuming responsibility for maintenance. agreement between the AU and the TCC for the leasing of equipment and the provision of services to personnel. The Memorandum of Understanding (MOU) between the AU and the TCC (referred to above) will eliminate the need for detailed surveys of equipment, spare parts and consumables, and puts the emphasis on the TCC for asset management. The responsibility of the AU is one of ensuring that the peacekeeping mission/operation is provided with the personnel and equipment required to fulfil its mandate, to ensure that the TCCs provide personnel, equipment and services as detailed in the specific MOU, and that the contingents perform according to the established standards. Contracting and Financial Reporting Through direct contracting, access to civilian resources may be gained in order to procure the supplies and services required by the force. CRs/TCCs or the LR may carry out this function. Contracting may complement or replace HNS. Care must be taken to avoid compromise to the operation by uncoordinated and competing contracting action between CRs/TCCs and force elements. 1105. Accounting Procedures. Peacetime accounting regulations will not normally be relaxed during ASF missions. In the event of there being a requirement to relax some accounting regulations the details and scope of such relaxation will be issued by the ASF-FC in terms specified by the AU and/or the Regional Economic Community (REC), depending on who the Mandating Authority is. ASF-FLC HQ will have to ensure early and appropriate delegation of authority to contract services and affect local purchase in accordance with the operational directive. Budgetary and financial transactions will be subject to periodic inspections by command-based staff and technical inspections teams specialised in budgetary and logistic/resource management issues. 1106. Budget/Finance Staff. The budgetary and finance staff will exercise vote management, financial control and financial scrutiny over all expenditure in AOR or in connection with the operation, in accordance with the ASF-FCвЂ™s delegated authority. The ASF-FC/ASF-FLCC must ensure the essential bureaucracy of budgetary discipline does not itself become an impediment to the conduct of operations. 1107. Directive. Operation-specific financial direction will be contained within the Mandating AuthorityвЂ™s Directive and will be reproduced in subordinate directives as appropriate. These will specify accounting procedures in detail. Observance is mandatory, as audit is inevitable. Some of the financial aspects that may be included in the Directive are: Common Costs. Common Costs are those costs that cannot be attributed to individual CRs/TCCs. Cost allocation principles for Common Costs must be agreed prior to activation of an ASF force. Individual Costs. Individual Costs are those costs financed on a "costs lie where they fall" basis; meaning costs that are clearly the responsibility of individual CRs/TCCs. Shared Costs. Shared Costs are costs where there has been prior agreement between CRs/TCCs to share responsibility for particular supplies or services. They are usually based on a formal cost-sharing formula and can be shared by a number of CRs/TCCs under their own rules. Funds may be managed by a LR. Legal arrangements to manage Shared Costs will be required between CRs/TCCs. Costs Applicable to Partners. Individual CRs/TCCs are to demonstrate commitment to the actualisation of the ASF arrangements by committing national and REC resources prior to seeking international support. The AU and RECs are ideally suited to seek such support, particularly for identified logistics capability gaps like the strategic lift requirements for rapid deployment. Procurement Activities 1108. All procurement activities (Contracts for purchase, rental or sale of services, supplies, equipment or other requirements) entered into by the AU will be governed by AU financial regulations and rules. Procurement policies and procedures for the purchase, receipt, management and disposal of equipment will be contained in an AU Procurement Manual. An ASF mission will engage methods of acquisition either through the AU Headquarters in Addis Ababa or locally. 1110. Only officials duly authorized by the AU will enter into acquisition activities. This includes contracts, the invitation of proposals or tenders, and negotiation with potential suppliers or purchasers on the basis of detailed specifications. The duly authorized individuals on an AU mission should be the Director of Logistics or Head of Mission. 1111. The contingents of Member States participating in AU Mission shall not be allowed to enter into procurement activities in the name of the AU unless authorization in a written form or as a вЂњNote VerbalвЂќ agreed to between AU Headquarters in Addis Ababa and the respective government. If a contingent enters into procurement activities without such prior approval, the mission shall not be liable to refund the Member State or contract source. Types of Acquisition 1112. The following types of acquisition shall be available to an AU mission through the authority of Director of Logistics and Head of Mission. The type and method of procurement used depends on the mission budget, financial limitations, sources of supply and/or its urgency. Guidance for choosing the method of acquisition will be provided in the Procurement Regulations and Rules of the AU. вЂў A Purchase Order (PO) shall be processed locally within pre-agreed financial limits for an authorized local vendor. вЂў A Direct provisioning document Blanket Purchase Order (BPO) on an open-ended contract shall be issued as a requisition against an existing approved local or pre-approved contract. вЂў A local contract shall be issued for supplies or services that are within the mission financial limitations. вЂў An Accelerated Procurement shall be generated for needs that are urgent, in which local funds are used to buy materials off-the-shelf. вЂў When a required item exceeds the mission financial limits, a Draft Requisition will be drawn up, approved and sent to the AU HQ in Addis Ababa for processing. вЂў When required, a Letter of Assistance (LOA) shall be requested through AU Headquarters. This will be a contracting document that will be entered into with a Troop contributing Country (TCC) or government as a source of supply, to satisfy the original demand.