text: Chapter 7
  routine sustainment operations, such as LOGPACs, on any trafficable route at any hour of the day.
  Sustainment planners should conduct frequent coordination with adjacent units. LOGPACs may be required
  to pass forward and rearward through other units’ areas of operations and passage lanes beyond the squadron
  rear boundary. Often, adjacent unit sustainment assets may be closer to units performing reconnaissance and
  security that can best conduct recovery, evacuation, and emergency resupply.
  7-6. Sustainment planners for reconnaissance and security operations must be aware of the enemy situation
  and threat level as units conduct these missions forward of friendly lines. High-payoff targets to enemy forces
  include sustainment vehicles, equipment, and support areas (such as fuel tankers, billets, and FARPs,
  respectively). Planners should consider intervisibility lines, covered and concealed positions for support
  areas, and covered and concealed routes for logistic package operations.
  7-7. The lead sustainment planner in a maneuver battalion or Cavalry squadron is the S-4 assisted by the
  battalion or brigade personnel staff officer (S-1), a medical planner, and the BSB FSC commander.
  Representatives from these elements form the sustainment-planning cell ensuring integrated sustainment
  plans in all operational planning. The S-1 may have a representative at or near the aid station to monitor
  casualty operations. For reconnaissance and security missions above the battalion level, the majority of
  sustainment planning occurs in the brigade S-4 in close coordination with the BSB support operations section
  and FSC commanders.
  PLANNING FUNDAMENTALS AND PROCEDURES
  7-8. Planners integrate sustainment planning into all operational planning and synchronize the concept of
  sustainment support with other areas of the operations concept. Planning is continuous and concurrent with
  ongoing support execution. BCT sustainment personnel (such as the S-4, S-1, surgeon, and FSC commander)
  actively participate in the unit’s maneuver planning process, including course of action development and
  war-gaming. The goal is to ensure support during all phases of an operation.
  7-9. To provide effective support, sustainment planners and operators understand the mission statement,
  commander’s intent, and concept of operations. The S-4, with input from the FSC and headquarters and
  headquarters troop commanders, the medical service officer, and the squadron executive officer handles
  production of paragraph 4 (Sustainment) of the OPORD, which includes the following:
  * Commander’s reconnaissance and security sustainment priorities.
  * Sustainment overlay.
  * Supply routes.
  * Logistics release points.
  * CASEVAC points.
  * Maintenance collection points.
  * Class III and class V resupply during the mission if necessary.
  * Movement criteria and triggers for logistics nodes.
  7-10. To predict support requirements, sustainment planners determine the following:
  * Type of support required.
  * Quantities of support required.
  * Priority of support by type and unit.
  7-11. After determining the support requirements, sustainment planners assess—
  * Sustainment resources available (organic and supporting).
  * Status of the sustainment resources (location, maintenance, and personnel status).
  * Time sustainment resources are available to the unit.
  * Configuration of resources and methods of distribution available.
  7-12. Based on facts and assumptions, planners develop the sustainment estimate for the operation. The
  sustainment estimate is the formal, detailed analysis of the sustainment that supports an operation. During
  execution, planners use a running estimate to provide information to the commander.