text: Sustainment Operations During Armed Conflict
  Figure 5-1. Distribution network
  5-41. Sustainment planning is not a singular activity, but both a continuous and a cyclical part of the
  operations process. While planning may start based upon receipt of a specific mission as part of an iteration
  of the operations process, planning does not stop with the production of an order. During preparation and
  execution, the plan is continuously assessed against pre-established requirements and refined as the situation
  changes. Sustainment plans must be continually assessed to diagnose problems and determine trends that
  may positively and negatively affect operations. Thorough assessment of measures like died-of-wounds rates,
  percentage of requisitions filled, operational readiness rates, and funding authorities and funds available
  (status of funds) can indicate areas that require additional analysis and emphasis during execution. Feedback
  from subordinate units and supported formations can also contribute to this insight.
  5-42. Sustainment planners should expect maneuver units to be degraded to a large degree in supplies,
  communications, and equipment readiness due to equipment failure attributed to tempo and operational loss.
  Planning considerations must factor in major end item battle loss attrition, battle damage sustainment, and
  how the depots project OCONUS capabilities to support the OPLAN. During the set the theater planning
  process, theater Armies and their supporting TSCs must coordinate with the Center for Army Analysis and
  develop OPLAN battle loss and battle damage estimates with USAMC and its subordinate LCMCs. The
  TSCs, in conjunction with ASC and the LCMCs, need to plan for the footprint, support requirements, and
  force protection of depot maintenance forward repair activities.