Sustainment operations encompasses Army operations from top to bottom. It’s described in ADRP 4-0 as availability of force readiness measured by its sustainment. Sustainment maintains the Army Forces by manning it with trained Soldiers and leaders; funding it with required resources; equipping it with the materials needed (individual and unit); maintaining Soldier and Family readiness; and sustaining it for decisive action. The commanders at all levels should evaluate the operational environment, understand its needs, and make crucial decisions to ensure the success of future operations.
One example is when we had an upcoming deployment which involved the entire battalion, with two companies (A and C Company) sent to different regions of Afghanistan to augment two separate Task Forces, while the third company (B Company) would deploy organically with the battalion. Both A and C Company would deploy to FOBs that were constantly attacked with indirect fire with intense fighting outside the compounds. B Company, along with the battalion, was to deploy to a relatively safe region with little to no hostile acts. …show more content…
He strategically moved individuals around the battalion, adding more depth and experienced aviators to both A and C Companies. The less experienced and new individuals would move to B Company, who under supervision of the battalion and staff, could be mentored and supervised more closely. This allowed both A and C Companies to deploy and operate with minimal issues while sustaining operations through high op-tempo throughout the deployment. This was definitely a positive example of shifting personnel and positioning them in positions that would allow the unit to sustain military operations in a high op-tempo
One example is when we had an upcoming deployment which involved the entire battalion, with two companies (A and C Company) sent to different regions of Afghanistan to augment two separate Task Forces, while the third company (B Company) would deploy organically with the battalion. Both A and C Company would deploy to FOBs that were constantly attacked with indirect fire with intense fighting outside the compounds. B Company, along with the battalion, was to deploy to a relatively safe region with little to no hostile acts. …show more content…
He strategically moved individuals around the battalion, adding more depth and experienced aviators to both A and C Companies. The less experienced and new individuals would move to B Company, who under supervision of the battalion and staff, could be mentored and supervised more closely. This allowed both A and C Companies to deploy and operate with minimal issues while sustaining operations through high op-tempo throughout the deployment. This was definitely a positive example of shifting personnel and positioning them in positions that would allow the unit to sustain military operations in a high op-tempo