text: Appendix E
  the unit SOP. Typical reporting metrics include cases, number of items, gallons, liters, and other specific
  metrics. The BSB may include information such as logistics information systems connectivity status, route
  and transportation node status, and distribution platform capabilities.
  E-8. The frequency of LOGSTAT report submission varies. Units often complete the report twice daily, but
  the commander may require status updates more frequently during periods of increased intensity. Reports
  relayed via near-real-time automation (if available) provide the commander with the most up-to-date data.
  E-9. The organization’s battle rhythm is critical when considering report cut-off times, as-of times, and
  reporting times. Automated feeds will offer near-real-time data, but if a unit is consolidating information
  manually, it will have to determine cut-off and reporting times to synchronize with the rest of the brigade. If
  logistics updates are part of the brigade commander’s daily battle rhythm or part of an update briefing, the
  brigade should make logistics reporting times as current as possible for these events to provide the
  commander with the best status. It is also important to allow enough time to analyze the data in order to
  provide the commander with a considered recommendation on future courses of action.
  E-10. The BSB must be mindful of internal and external stockage of supplies and their accurate reporting.
  Unit on-hand supplies are those items for BSB internal consumption. Supply point items are those items that
  are for distribution to the maneuver brigade, including resupplies to companies in the BSB. It is important
  the BSB S-4, S-3, and SPO officer account for these two groups of supplies separately to ensure the accuracy
  of the reports.
  LOGISTICS STATUS REPORT FLOW
  E-11. The command relationship of units within the brigade determines who reports to whom. Although the
  unit SOP should address how attached or OPCON elements within the brigade report their LOGSTAT,
  mission orders must delineate relationships and establish reporting requirements. Normally, logistics
  reporting parallels logistical support responsibility, but the requirement may change throughout the mission.
  Lack of clarity could result in a unit getting too much or not enough of a critical class of supply or the
  unnecessarily tasking of valuable distribution assets.
  E-12. Leaders at all levels analyze the LOGSTAT report and forecast requirements based on current balances
  and upcoming mission requirements. Once logistics information is gathered, a leader may cross-level
  materiel within the organization. For example, a unit first sergeant would cross-level supplies within a
  company, and the battalion S-4 cross-levels supplies within the battalion. The battalion S-4 submits a
  consolidated LOGSTAT report to the brigade S-4.
  E-13. The brigade S-4 receives the LOGSTAT report from all subordinate units. The brigade S-4, with the
  brigade executive officer’s concurrence, determines which units receive designated supplies and shares that
  information with the BSB SPO officer. The BSB SPO officer acknowledges required supply actions per the
  brigade S-4, synchronizes distribution, updates the supply point on-hand status, forecasts resupply
  requirements for the brigade, and plans resupply. The section updates the LOGSTAT report with the BSB
  supply points’ adjusted balances and additional or new forecasted requirements. The BSB SPO officer
  forwards the entire report to the brigade S-4 and provides a courtesy copy to the supporting DSB SPO officer.
  E-14. Figure E-1 and Figure E-2 display the LOGSTAT format minimum requirements. Commanders may
  add unit-specific information based on type of unit, on-hand equipment, type or phase of an operation,
  mission requirements, and commanders’ requirements.