text: Chapter 7
  Army Registry to develop unit training plans. They can be found on the Army Training Network via
  https://atn.army.mil/.
  7-51. Sustainment commanders and leaders must ensure that their units train the way they will fight in large-
  scale combat operations. The training and evaluation outline is the Army's source for individual and collective
  task training standards. It consists of task, conditions, and standards, to include major procedures (steps or
  actions) that a unit or individual must accomplish to perform a task to standard. Additionally, it is important
  for leaders to know that each collective task also lists other tasks that may need to be trained prior to execution
  or in conjunction with it; these tasks are prerequisite collective tasks, supporting collective tasks, and
  supporting individual tasks. During training events, sustainment commanders and evaluators use training and
  evaluation outlines to measure observed task proficiency.
  7-52. Sustainment commanders execute every training event within a realistic, doctrinally based training
  environment that ties task accomplishment (individual, leader, and collective) to successful unit mission
  support through executing unit capabilities successfully. Training events must present conditions that
  replicate the complexities of the ever-changing OE with the physical and mental rigor necessary to challenge
  units, leaders, and Soldiers to excel in critical thinking and complex problem solving. It is especially
  important that commanders plan training for supporting operations the Army has not had to conduct recently,
  such as RSOI and reconstitution.
  SUSTAINMENT LEADER DEVELOPMENT
  7-53. Successful support of large-scale combat
  operations requires Army sustainers who are
  Sustainment is a tough and demanding task in
  technically and tactically proficient, adaptive, peacetime, made even more challenging under combat
  and innovative. Sustainers must possess the conditions. No one knew this better than Major General
  ability to lead, plan, and support global Robert Littlejohn, who served as General Dwight
  readiness in complex operational and strategic Eisenhower's Chief Quartermaster in the European
  environments. Developing leaders Theater of Operations during World War II. He told his
  soldiers in no uncertain terms they were expected to be
  encompasses training and professional military
  dedicated, physically fit, and ready to sacrifice at all
  education as the primary means by which
  times. Littlejohn held himself to the same tough
  leaders combine experiences gained during
  standards. Above all, he hoped they would exhibit drive
  operational assignments with doctrine in
  and determination and adopt the can-do attitude
  preparation for large-scale combat operations. needed to overcome the many hurdles that logisticians
  However, unit commanders also plan, inevitably face in war. Littlejohn made the unofficial
  resource, and execute professional motto focused on mission accomplishment, translated
  development programs for leaders within their into his own language: "It Will Be Done”.
  organization to build on the foundation formed
  during training and professional military education opportunities. Additional considerations for sustainment
  leader development are discussed in the paragraphs below.
  TOTAL FORCE SUSTAINMENT INTEGRATION
  7-54. This sustainment competency involves two aspects: integrating the varied sustainment functions and
  integrating sustainment formations across the Active Army, Army Reserve, Army National Guard, and Army
  Civilian workforce. Sustainers need to understand the various sustainment functions and be able to integrate
  them to create a holistic sustainment plan. Sustainers must also understand other components’ capabilities
  and establish partnerships to effectively integrate them to provide optimal support to the force. Integrated
  training exercises can increase understanding of sustainment functions and foster relationships that increase
  understanding of capabilities between components.
  STRATEGIC SUSTAINMENT ENTERPRISE OPERATIONS
  7-55. As sustainment leaders develop, they progress from the start point of understanding their roles in
  enabling tactical-level operations through an operational perspective to strategic enterprise operations.
  Leaders require an understanding of strategic roles, systems, and capabilities at the enterprise level and how
  the links work across the levels of warfare.