Conclusión

5-5. Deliberate planning and crisis-action planning are the two methods of planning for continued CS and CSS. In deliberate planning and preparation, ARSOA can fully identify support requirements for OPLANs and concept plans (CONPLANs) in a bare base SOR down to the user level. This way, the ASCC coordinates in fulfilling requirements from the support structure in the theater Army and prepares a support plan establishing and identifying support relationships. In crisis-action planning and preparation, the requirements the combatant commander anticipates dictate the amount of responsiveness and improvisation for reactive, no-notice support and sustainment. Upon notification of mission requirements, ARSOA units submit another SOR, thus modifying logistics requirements that differ from the bare base SOR and published theater support plan.

SPECIAL OPERATIONS SUPPORT COMMAND (SOSCOM)

5-6. The geographic combatant commander establishes the command relationship involving ARSOF. Regardless of command relationships in theater, the relationships do not affect support for ARSOA. The ASCC has Title 10 U.S. Code responsibility to support and sustain all ARSOF unless the commander designates otherwise. The theater combatant commander may direct the ASCC or other Service component to support and sustain ARSOF in common items and services. SOSCOM HQ provides C2 of its organic elements and, when directed, deploys its CS and CSS battalions in DS of deployed ARSOF. Figure 5-1, page 5-3, shows the organization of the SOSCOM.

SPECIAL OPERATIONS THEATER SUPPORT ELEMENT (SOTSE)

5-7. The SOTSE is a staff planning, coordinating, and facilitating element. It serves as the bridge between ARSOF and the operational and tactical logistics levels to make sure the tactical commander has all the necessary resources to accomplish the mission. Each ASCC commander has a SOTSE embedded within the staff. As a part of the ASCC staff, the SOTSE plays a key role in identifying support requirements.

5-8. A critical source of information the ASCC needs in its coordination and facilitation functions is the SOR from the ARSOF units. The ARSOA, regiment logistics (S4), and other logistics staffs must be proactive and be a part of the mission-planning process. The logistics planners must anticipate operational unit requirements at all stages of the mission. Ideally, the regiment S4 uses the ASCC OPLAN in preparing his CONPLAN for inclusion in the mission order. This approach allows theater support elements time to review required support before the ARSOA mission unit submits its mission-tailored SOR. This review is especially critical in crisis-action planning and short-notice mission changes. Appendix D provides the format of an aviation-specific SOR.

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Figure 5-1. Special Operations Support Command Organization

STATEMENT OF REQUIREMENTS FLOW

5-9. The SOR is a living document that requires periodic reevaluation and updating as requirements change. Determination of requirements begins with the receipt of the mission. Figure 5-2, page 5-4, depicts the SOR flow.

Time and accuracy are critical factors. The intent of the SOR process is to make sure each ARSOF unit or task force submits a comprehensive, valid SOR early in the planning cycle. The unit or task force coordinates through its higher HQ operations and logistics staff to provide the USASOC Deputy Chief of Staff for Operations and Plans (DCSOPS) an initial list of requirements. The USASOC DCSOPS tasks the Deputy Chief of Staff for Logistics (DCSLOG) to source all requirements.

Figure 5-2. ARSOF Statement of Requirements Flow

5-10. When an ARSOA unit receives a mission, it updates the standing SOR developed during the deliberate-planning process. The ARSOA commander uses this SOR to cross-level supplies necessary at the assigned mission unit level. The SOR identifies and consolidates in priority all unit requirements that exceed organic capabilities. The mission unit forwards the SOR to the next higher organization.

5-11. At the next higher level, the SOR begins the process into the operational channels, through the S3 or operations staff officer (G3). The operations and logistics sections review the SOR and direct or assist cross-leveling and transfer of necessary items in the most expeditious way possible.

The staff level then forwards the SOR to the next higher level for any supplies and services remaining on the SOR. This staff level forwards an SOR through the process again, requesting only the supplies and services not previously obtained. At the next level, USASOC coordinates with DA HQ, Army Materiel Command (subordinate commands), other agencies, and major commands to source all requirements.

5-12. To complete the SOR process, USASOC forwards unsatisfied support requirements (two copies of the SOR—one to the SOC and the other to the

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ASCC for information pending validation) to the SOC for validation. The SOC coordinates with the ASCC for the necessary supplies and services.

5-13. The theater ASCC then tasks the assigned units the sustainment mission. After all the units specify their efforts to satisfy all support requirements identified in the SOR, the ASCC publishes a support plan providing the details of the support. If the ASCC cannot sustain the ARSOA mission or a sister Service can better sustain it, the theater ASCC forwards the SOR to the theater CINC for assistance.

5-14. The SOR flow is not an exact procedure. More than one level may be working the sustainment issues at the same time. ARSOA develops an SOR for all theater contingency plans. The ASCC staff looks at the key issues and coordinates them before submitting the revised SOR.

ARSOA LOGISTICS SUPPORT EXECUTION

5-15. Conventional CSS organizations and procedures are adequate for ARSOA requirements. Standard procedures are in place to handle the few ARSOA-peculiar requirements. The ASCC is responsible for reception, staging, onward movement, and integration (RSOI) and follow-on support and sustainment of in-theater Army forces, including ARSOA. The ASCC is responsible for intermediate staging bases. ARSOA have some key differences that impact on the type of support required for RSOI and sustainment. The following conditions occur often enough that they must receive special consideration during logistics planning:

• Forward-deployed ARSOA units are usually in isolated and austere locations. Distribution is the key consideration.

• Some special equipment exists; however, most equipment is Army common, and organic ARSOA assets can maintain it.

RESPONSIBILITIES

5-16. Responsibilities for planning and executing theater support do not align with the levels of war or with the HQ normally associated with them.

The ASCC provides the necessary capability for the Army forces assigned to a unified command.

5-17. The theater SOC tasks missions to ARSOF. The theater SOC works closely with the unified command staff and the theater ASCC to articulate the ARSOF requirements. The theater CINC establishes priorities and allocates the available resources to ARSOF to accomplish each mission. The ASCC develops the theater support plan, which includes sustainment of ARSOA by the theater logistics organizations. The theater SOC then monitors in-theater ARSOA sustainment.

5-18. The SOC and ARSOA logisticians coordinate with the ASCC to develop plans and subsequent orders or to implement directives the ASCC issues to support the ARSOF assigned to the unified command. The SOC advises the ASCC commander on the appropriate command and support relationships for each ARSOF mission. The SOTSE keeps SOSCOM informed of the status of ASCC supporting plans.

5-19. The geographic combatant commander supports ARSOF in his AOR.

The ARSOA logistics planners identify the support requirements in the planning phase. The ASCC must also identify the logistics shortfalls for inclusion in the CINC’s risk assessment in his AOR. If the ASCC cannot support ARSOF, the ASCC must raise the shortfall to the supported CINC for resolution.