text: Chapter 7
  Leadership and Training for Sustainment Operations
  This chapter describes the operations process and the sustainment commander’s importance in
  driving the process. It describes how sustainment commanders use operational art, and it also
  discusses how sustainment commanders can adapt their formations for missions and
  transitions. It concludes with training considerations for sustainment units and sustainment
  leader development.
  THE OPERATIONS PROCESS
  7-1. The operations process is the Army’s framework for planning and organizing operations. Sustainment
  commanders must be familiar with every aspect of the operations process and ensure it is fully executed
  within the time available. Using the operations process ensures that sustainment commanders drive the
  detailed planning necessary to understand, visualize, and describe the OE. It also allows commanders to make
  critical decisions to direct, lead, and assess synchronized and integrated operations. The following paragraphs
  provide additional information on the operations process. For detailed information, refer to JP 5-0, ADP 5-0,
  and FM 5-0.
  PLANNING
  7-2. Planning is the art and science of understanding a situation, envisioning a desired future, and
  determining effective ways to bring that future about (ADP 5-0). Planning can be both conceptual and
  detailed. Conceptual planning involves developing an understanding of the OE, defining the end state, and
  developing an operational approach to achieve that end state. Detailed planning develops the operational
  approach into a complete plan. Sustainment commanders must be skilled in the art and science of planning.
  They must understand the maneuver objectives and be able to conceptualize a sustainment plan that supports
  those objectives. They must also be able to quickly translate the conceptual plan into a detailed plan for
  subordinates to follow. Sustainment commanders and planners must identify potential friction points and
  codify them into a decision support matrix. Also, developing pre-determined branches and sequels to the plan
  can expedite the implementation of changes. Planners should also seek to clearly define, and receive approval
  for, delegation of authority as it pertains to some of the decisions on the decision support matrix. Commanders
  must exercise their discretion when delegating authorities, but doing so can rapidly enhance the
  responsiveness of executing changes to the established plan.
  7-3. Planning is continuous. During preparation and execution, sustainment commanders will be required to
  assess and continually update and refine orders as the tactical situation and OE change. Input received from
  subordinate leaders on how things can be done differently also influences how commanders plan and prepare.
  PREPARATION
  7-4. Preparation consists of those activities performed by units and Soldiers to improve their ability to
  execute an operation (ADP 5-0). Preparation creates conditions that improve opportunities for success.
  Sustainment commanders and leaders at all levels can improve sustainment support through rehearsals,
  training, and inspections. Sustainment commanders use preparation to move from planning to execution of
  operations.
  EXECUTION
  7-5. Execution is the act of putting a plan into action by applying combat power to accomplish the mission
  and adjusting operations based on changes in the situation (ADP 5-0). Commanders, staffs, and subordinate
  leaders focus on translating decisions into actions during execution. Sustainment commanders must ensure
  that the actions executed by sustainment forces support the operational plan and provide freedom of action,
  extend operational reach, and prolong endurance. Sustainment commanders and their staffs must continually
  assess the effectiveness of support and adjust as necessary.