text: Sustainment Operations During Armed Conflict
  5-58. The planning process must include planning for mass casualties as well as processing and integrating
  large-scale replacements at echelon. The ASCC G-1 must continuously integrate with the TSC, ESC, corps,
  and divisions for proper replacement flow in theater.
  5-59. The ASCC G-1/AG is responsible for developing casualty estimates (arranged by skill and grade),
  corresponding replacement requirements, and identifying replacement staging bases as part of the deliberate
  planning process to support the OPLAN. Replacements are sourced as part of the TPFDD. For replacement
  units, HQDA will task an Army command, ASCC, and direct reporting unit commanders to provide
  replacement units to the requesting commander. HRC, in coordination with HQDA Deputy Chief of Staff,
  G-1 and FORSCOM, executes total Army manning and assists Army commands in developing replacement
  force packages (buddy teams, squads, crews, platoons, companies). HRC is responsible for implementing
  non-unit related personnel distribution to support replacement operations.
  5-60. Sustainment planners must consider fatality estimates, the flow of allocated mortuary affairs assets into
  the theater, and the sustainment channels with the most expedient available transportation resources to
  evacuate human remains. The evacuation of human remains should be without delay to preserve forensic
  evidence for the Armed Forces Medical Examiner. Sustainment channels also provide for the evacuation of
  personal effects to the Joint Personal Effects Depot in CONUS. Evacuation of human remains and personal
  effects may place a significant strain on the transportation system. Planning must include transportation for
  U.S. citizens, multinational forces, host nation, and detainees.
  5-61. Despite the increased demand for unit replacements expected in large-scale combat operations, the
  requirement for individual replacements always exists. To begin the personnel flow as soon as possible after
  deployment, the Army initially uses a push system based on personnel requirements from approved casualty
  estimates and existing personnel shortages. As soon as possible after deployment, data on actual battlefield
  losses is used to adjust the push packages. While not a requisition system, the push package eventually
  reflects actual wartime requirements rather than casualty estimates. After utilization, the replacement system
  will transition to a pull operation based on theater requirements. The ASCC G-1 consolidates replacement
  requirements from subordinate organizations, receives replacement priorities from the ASCC G-3, and passes
  to the national HR provider.
  5-62. Theater replacement operations entail the coordinated support, accountability, and distribution of
  individual replacements from the point of origin to requesting commanders. The TSC commander ensures
  that replacements are delivered from higher to lower echelons as far forward on the battlefield as possible
  based on distribution priorities established by the theater commander and requirements provided by the
  theater G-1. Normally, replacements are processed through the theater gateway, integrated into the theater
  database for accountability, and placed into the distribution network for movement to the unit of assignment.
  The sustainment brigade then coordinates transportation for distribution of replacements based on established
  priorities to unit of assignment. Unit of assignment decisions are relayed from the ASCC through the TSC to
  the sustainment brigade responsible for theater distribution or from the supported unit to the HROB at other
  echelons. The HROB is the key integrator between G-1/AG at echelon and the sustainment enterprise.
  FINANCIAL MANAGEMENT PLANNING CONSIDERATIONS
  5-63. Financial management planners analyze the commander's tasks and priorities and identify the resource
  requirements that will enable the commander to accomplish the mission. Financial management planners
  develop running estimates which may include facts and assumptions. Examples of financial management
  facts include, but are not limited to—
  • Current budget and currency availability.
  • Disbursing and payment support information.
  • Banking facilities available.
  5-64. Examples of financial management assumptions include, but are not limited to—
  • Potential supplemental or special authority appropriations.
  • Economic impacts of operations.
  • Expected paying agent population.