text: Sustainment Operations During Crisis
  SUSTAINMENT
  4-13. Sustainment is central to force projection, and sustainment preparation of an OE is the basis for
  sustainment planning. Corps, division, and brigade planners focus on identifying the resources available in
  an operational area for use by friendly forces and ensuring access to them. There is no fundamental difference
  in sustainment preparation of an OE during competition, crisis, or armed conflict, except that sustainment
  activities intensify as Army forces respond to crisis and prepare for armed conflict.
  REDEPLOYMENT
  4-14. Redeployment is the transfer or rotation of forces and materiel to support another commander’s
  operational requirements, or to return personnel, equipment, and materiel to the home and/or demobilization
  stations for reintegration and/or out-processing (JP 3-35).
  SECTION II – OVERVIEW OF SUSTAINMENT ACTIVITIES DURING CRISIS
  4-15. Sustainment of operations during crisis requires a force array tailored to the type of operation,
  geographic location, permissiveness of the environment, threat, and a host of other considerations determined
  during the planning phase of competition. Commanders must also consider possible sequels and branches
  during planning to ensure optimal command and support relationships are established and the right mix of
  forces are identified for potential follow-on operations. The phased arrival of Army sustainment forces will
  require planners to integrate non-Army solutions, including ACSAs and OCS, to enable the rapid deployment
  of combat forces.
  4-16. The ASCC is responsible for all Army operations, to include receiving forces, sustaining forces, and
  preparing to redeploy forces. The ASCC also interacts with theater strategic and operational commands and
  organizations essential to the theater distribution network.
  4-17. Establishing a host-nation coordination center is a means to enhance stability and interaction between
  nations. The lead element for the coordination center is security cooperation (G-9), with representation from
  the logistics and medical (G-4, Surgeon), financial management (finance operations center or finance support
  center), engineer, and G-3 sections, host-nation representatives, Department of State, and any other
  governmental agencies or non-governmental organizations as required. A multinational command, especially
  one that operates under a parallel command structure, establishes a coordination center during the shape role
  of an operation. It organizes and controls functional areas including logistics and civil-military operations. A
  coordination center is the initial focal point for support issues such as force sustainment, medical support,
  infrastructure engineering, HNS, and movement control. As a multinational force matures, the center’s role
  includes activities such as force provision or force deployment. When a coordination center is activated,
  member nations provide action officers who are familiar with its activities. Multinational forces are
  encouraged to maintain contact with parent headquarters. For more information, see FM 3-16.
  4-18. Establishing a civil-military operations center enables military forces and indigenous populations to
  synchronize, coordinate, and enable interorganizational cooperation and to achieve unified action. It is
  designed to share information, identify and distribute resources, and assist in the execution of civil affairs
  operations and civil-military operations. It can also play a role in planning future operations by integrating
  with stabilization-focused departments, agencies, and organizations. The civil-military operations center is
  usually in the best position to engage with the civil component on behalf of the G-4 or S-4 for utilization of
  local resources. Such resources may include water, energy, food, ports, roads, and other resources to sustain
  the force. For more information, see FM 3-57.
  4-19. Assessment of sustainment preparation of the OE and sustainment analysis while conducting operations
  during crisis are key activities for sustainers. The outcomes of sustainment preparation of the OE are informed
  OPLANs and TPFDD. The data also aids in identifying capabilities and capacities needed to successfully
  transition from crisis to operations in support of armed conflict or going back to a state of competition. It is
  during crisis operations that plans and estimates are refined, the theater distribution network is expanded, and
  actions are taken to deploy forces as required.