text: Chapter 3
  required to conduct interment. Existing international agreements STANAG 2070 and QSTAG 655 establish
  the precedent for interment of allied and coalition fatalities. However, plans for temporary interment overseas
  will require additional policies, procedures, and host-nation approval prior to execution. For additional
  information, see JP 4-0, ADP 4-0, and ATP 4-46.
  GENERAL ENGINEERING SUPPORT
  3-65. General engineering support during competition focuses on building, repairing, and maintaining
  various infrastructure facilities, providing essential services, and ultimately building partner capacity to co-
  develop host-nation capabilities to perform such tasks. Infrastructure development is often a series of
  technical tasks that fall under different sectors such as electricity, road and rail transportation, water supply
  and sanitation, water treatment, and sewage.
  3-66. Shaping the OE requires that engineer planners anticipate the impact of geography, force projection
  infrastructure with specific engineer missions, and available engineer forces within the supported AOR.
  Engineer planners determine the basic mobilization, deployment, employment, and sustainment requirements
  of the CCDR concept of operations. Engineer planners secure funding within authorities and plan for
  procurement of Class IV supplies and services. For more information on engineering, see FM 3-34.
  OPERATIONAL CONTRACT SUPPORT
  3-67. Operational contract support is the process of planning for and obtaining supplies, services, and
  construction from commercial sources in support of CCDR-directed operations (JP 4-10). At the theater level,
  sustainment planners align allocated military resources against forecasted requirements and employ non-
  organic sources such as OCS to mitigate risk. Sustainment planners must also be prepared for theaters where
  forcible entry operations will be required or an adversary with peer or overmatch capabilities will limit
  available OCS support. As part of the military decision-making process, all primary staff and most special
  staff have responsibility to develop Annex W and ensure the integration and synchronization of OCS
  capabilities within the commander’s operational concept. This synchronization includes the identification of
  commercial support requirements, the location and capabilities of contracting support units, and the
  procedures and responsibilities for ensuring the safety and accountability of contractors. Commanders at each
  echelon must plan for the integration of contracted capabilities and should include planners from the
  supporting CSB and AFSB to address specific OCS capabilities.
  3-68. Theater support contracts address theater-specific requirements and include micro-purchases. Elements
  of ACC deploy with combat forces to provide, or attain and provide, the necessary contracting authority to
  award these contracts in support of Army operations. External support contracts provide contingency
  requirements on a global scale and often require administrative contracting, quality assurance, and
  government property administration support. The LOGCAP program, managed by ASC, provides deployed
  forces with the largest, most comprehensive external support contract within the DOD. All Army primary
  staff elements are responsible for the integration and synchronization of OCS capabilities in Army operations.
  External support contracts with DLA, USTRANSCOM, and other DOD agencies also provide deploying
  forces with critical commercial support. Systems support contracts provide field services representatives to
  maintain and repair critical systems, both in CONUS and during contingency operations. See ATP 4-10.1 for
  additional information.
  3-69. Sustainment headquarters at brigade and above include an organic OCS branch within the SPO section
  that plans and manages the OCS process. The theater Army (and when constituted, the field army) must form
  an OCS integration cell led by the G-4 staff and including participation from all primary and relevant special
  staff directorates to ensure effective OCS planning and management. Because commercial support impacts
  multiple staff sections and lines of effort, commanders at EAB may establish bureaus, boards, centers, cells,
  and working groups to plan, synchronize, and integrate desired effects. Most theater Armies (and when
  constituted, the field army) does not have an OCS cell and should form one within the G-4 staff to fulfill
  OCS planning and management. The cell members may include representatives from other sections,
  including the staff judge advocate. United States Army Pacific has an OCS-theater planning team to
  synchronize and integrate desired OCS effects. For additional information, see JP 4-10, ATP 4-10, ATP 4-
  71, and ATP 4-98.